Planning Document

REPAIRING THE CITY

Design Realisation Report Parthiv Parikh Unit 19 University of Greenwich MArch 2020/21 Tutors: John Bell - Simon Miller

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ABSTRACT Non-Specific Urbanism London 2049 The City of London where modern corporate skyscrapers tower above the vestiges of the medieval alleyways below. To research the potentials for a radical reprogramming of the heart of near-future London, focusing on adaptive reuse to re-frame the character of the city.

With a vast and vivid building stock of London lies this idea of layered architecture where every new urban development acts as a symbiote to the previous city fabric. Introduction of parasites, conceptual algorithms focusing on a constantly growing body in a multidimensional space. These parasites envelope to the host generating systems that accommodate flexibility and secondary functions for the program showing multiplicity.

The project focuses on the idea of generating spaces for health and wellbeing for a host environment. Therefore these symbiotes act as plugins that transform the cubic organized spaces into free spaces that are free of purpose and meaning. These areas potentially include breakout spaces, therapeutic areas, interstitial floors, circulation, etc.

Fig-01.

Triptychs.

Parasitic Interjections on host building.

Part of Unit module.

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Chapter I Project Introduction Brief

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Chapter II Reflective Site Survey Wider Context Site History Site Photographs Listed Buildings Conservation Areas Demographic Study Protected Vistas Transport Links Vehicular / Pedestrian Movements Sunpath Protected Trees & Green Areas Use Class Air Quality Site opportunities & Constraints

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12 14 16 18 19 20 21 22 23 24 25 26 27 28

Chapter III

Chapter V

Professional Strategy

Techinical Details

Project Description Scope of Work Client | Partners | Owners Planning Requirements and Policies Financial Strategy Planning Argument Procurement Route Design Team Profile Risk Management LETI Guide Existing Drawings

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Chapter VI

Introduction Site Climate data Technological Strategy Lighting Strategy Environment Strategy Ventilation Strategy Heating Strategy Energy Production Accessibility and Circulation Fire Strategy Landscape

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CONCLUSION

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Chapter IV Construction Introduction Site Drawings Construction Timeline Structural Strategy Material Strategy Facade Strategy Wind Loads

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Performance

BIBLIOGRAPHY REFERENCES

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CONTENTS

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Chapter I INTRODUCTION AND BRIEF

Fig-02.

Architectural representation drawing.

Part of Unit module.

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Project INTRODUCTION London is growing with a vast network of urban spaces and developments and the need is never-ending. Looking at a chronological pattern of rebuilding a city’s fabric, existing or heritage builds undergo demolition and a new intervention is placed. This of-course is a convenient method but it is not a conventional one. For the near future of London, a city that thrives with its indulgence of rich heritage and modern suburbia would lose its identity if this continues.

As a preliminary approach, a city shall grow on top of the previous layer of the city fabric.

New interjections will thrive on the existing foregrounds and re-establish the juxtaposition of coherence. As every building, with time, gets old and sick there’s a scope of redevelopment and it’s exactly the architecture that will relate or represent the future. There is a chronological pattern for urban developments to the city and therefore the proposal sets a course to disrupt this idea and introduce something episodic.

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This document aims to explore, develop and detail the social, cultural, and economic strategies involved in challenging a renovation of a pre-existing 1976 building by retaining its existing structure and re-establishing a new realm of architecture and program for a betterment of the building. There are challenges that must be discussed like political frameworks of London, the corporate policies involved and impacts on the square mile.

The report addresses materiality and structural challenges for a flexible and adaptable system of renovation exploring the benefits of prefabricated units and their effects on the project procurement and adaptation during its life cycle.

Furthermore, the report will comply with the City of London council building regulations, pre-existing concrete structures and the client’s aspirations to continue with a design developed for the public and society.

BRIEF The unit brief revolves around the idea of near future London 2049, in consideration of the 2020 pandemic and its effects on mental and physical health of sapiens, the brief therefore investigates and introduces spaces for health and well being in an already existing office building, aiming at vitalising and reorganising the work space and at the same time generating a future brief for commercial environments. The motive is to introduce dynamic and interstitial spaces that help in betterment of work environment and create an atmospheric balance of mental and physical health.

The adaptive reuse of the 17 story corporate block will consist of therapeutic spaces, skygardens and breakout areas which disrupt the Cartesian structure of the old building and introduce radically generated inorganic spaces that bring out the vivid and vibrant atmosphere of the work place.

With an intention to re-scape the structure and reuse some of the existing structural and material apparatus, the proposal aims to be environment friendly generating minimum carbon footprint.

With the pandemic year behind us a lot needs to be catered to and the most important thing is the health of individuals. The interventions therefore aim with a futuristic approach of constructing spaces with a purpose of healing and rejuvenation.

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Chapter II REFLECTIVE SITE SURVEY

Fig-03.

Architectural representation drawing.

Part of Unit module.

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london

borough of city of london

adlersgate Fig-04.

Representation drawing for site analysis by primary subject.

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Wider CONTEXT The site falls within the borough of City of London, the primary central business district, financial and commercial heart of the UK. Also known for its historic element being the place for the Roman settlement in the first century.

Being widely referred to as the Square Mile, it is 1.12 sq mi in area consisting United Kingdom’s trading and financial services industries, which continue a notable history of being largely based in the City.

“The City of London is the ancient core from which the rest of London developed and is governed by the oldest local authority in the country, with origins predating parliament. It has been a center for settlement, commerce and ceremony since the Roman period, accumulating a unique historic environment of exceptional richness and significance. The City’s history is easily seen in its town-scape and makes a significant contribution to its commercial and cultural vibrancy”.

With over 600 listed buildings, 27 conservation areas, 48 scheduled ancient monuments and four historic parks and gardens, it almost makes it impossible to propose something radically modern.

Fig-05.

Representation drawing for site analysis by primary subject.

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SITE & Existing BUILDING The site is an existing building, the current Museum of London, located near the Barbican and Monkwell Square. The story of the Museum of London goes back to 1826 when the Guildhall Museum was founded to display finds of a Roman mosaic discovered at Tower Street in the City of London. It traces the long history of the City of London from prehistoric times to the present day.

Situated at the junction of London Wall and Aldersgate Street in the Barbican district of the City of London, it is a part of the Barbican complex of buildings created in the 1960s and 1970s to redevelop a bomb-damaged area of the City. The museum is a few minutes’ walk north of St Paul’s Cathedral, overlooking the remains of the Roman city wall and on the edge of the oldest part of London, now its main financial district.

The museum is jointly controlled and funded by the City of London Corporation and the Greater London Authority. In March 2015, the museum announced plans to move from its Barbican site to nearby Smithfield Market. The move is planned to be complete by 2021.

Opened in December 1976 as part of the Barbican Estate by the architects Philip Powell and Hidalgo Moya, who adopted an innovative approach to museum design, whereby the galleries were laid out so that there was only one route through the museum.

It is the largest urban history museum in the world.

Architects Journal Article for the relocation of Museum of London.

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Architects Journal Article for the proposed new building for the current Museum of London.

Site HISTORY Site SELECTION The site selection is based on two major factors; 1. With the brief in motion about parasitic architecture, it fits well on a host building that is left abandoned or is sick and needs redevelopment. Having said this, it does not lead to demolision and building something new instead. Rather to use the existing structure and create interventions on it in terms of redevelopment.

Since the museum is finding its new home in Smithfield Market, the current building is left vacant and is ready for a new interjection.

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City of London School for girls

ate

Barber Surgeons’Hall

g ers Ald

Mitre House

Ironmonger’s Hall

Monkwell House

Garden Court Bastian House

London House

Museum Of London on

Lond

Rotunda

rand Le G

Adler Castle

The proposal is set course to provide an argument based on adaptive reuse of the old context and rejuvenating it in terms of the new development uplifting the city’s historic and cultural values and a promising approach generating less carbon footprint.

ar St. M

tin’s

Cross Key Square

Noble Street

1 London Wall

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Wa

2. The idea of this diverse architecture that London has been growing with, a juxtaposition of the old, heritage and the new, the skyscrapers fits the site in a perfect surrounding with the Roman heritage wall on the adjoining plot and being surrounded by modern high rises such as the 1 London wall, Landmark Offices and few more.

Fig-04.

Representation drawing for site analysis by primary subject.

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Fig-04.

Photographs by RIBA Historic Image Archives and primary subject.

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Site PHOTOGRAPHS

Bastian House Museum Of London, Barbican

Bastian House Museum Of London

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Listed BUILDINGS There are more than 600 listed buildings and other structures in the City of London.

A Certificate of Immunity was issued under the Planning (Listed Buildings and Conservation Areas) Act 1990 as amended, as the Secretary of State does not intend to list the buildings, Museum of London and the Bastian House, after the period of 2015-2020.

This was shortly after a round of pre-application consultation on Stanton Williams, Asif Khan and Julian Harrap’s plans to convert derelict market buildings at West Smithfield into a new base for the attraction.

Plans in 2021 are to relocate the Museum of London to a new home and replace the building with a new proposal have received a boost after the current buildings were granted immunity from listing.

Therefore since the building is no longer a listed structure, the regulations by the ‘Policy DM 12.3 Listed buildings’ do not apply to it anymore giving a wider opportunity for reconstruction.

Listed Buildings Grade I Grade II Grade II (star) Fig-04.

Representation drawing for site analysis by primary subject.

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Conservation AREAS The City of London has 27 conservation areas which are areas of special architectural and historic interest, the character and appearance of which are desirable to preserve or enhance and to which special planning controls are applied to developments.

Since the existing building on which the interventions are going to be projected is neither in the category of listed buildings nor a part of the conservation area list, it longer bides with the conservation area guidelines for a plan of action. Although the site does adjoin the Barbican Estate which falls under the conservation zone therefore Policy DM 12.2 Development in conservation areas shall be reflected upon as to how a new development around consevation areas shoud be.

List of Conservation areas in the vicinity of the site; Barbican and Golden Lane Charterhouse Square Smithfield Finsbury Circus Postman’s Park Bank Guildhall Foster Lane Newgate Street St Paul’s Cathedral

Fig-04.

Representation drawing for site analysis by primary subject.

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Demographic STUDY Institutes in vicinity; Guildhall School of Music & Drama St. Paul’s Cathedral School City of London School for Girls Site demographics in the vicinity consisting of Residential Units Education Centers Retail Units Offices

Fig-04.

Representation drawing for site analysis by primary subject.

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While the current building transforms into a center of music and commerce the target audience is the working class for this report and the focus is therefore to understand the immediate demographics including office spaces. Since the C ity of London Borough is mainly for finance and commerce it is majorly comprised with offices and retail spaces.

The intervention focuses on enhancing the current fundamentals of a commercial office environment and will eventually be an adaptive essential to the neighboring company offices building up the areas economy and boosting better work environment and ethics.

Fig-04.

Office demographics.

Image courtesy by City of London Council Website

Protected VISTAS The 1978 St. Paul’s Heights Subject Study considered the character of the Heights by dividing the area into a number of Sections, the heights contours or heights grid being based on a specific range of views. This approach will be carried forward (with amendments) for this revised Study. The study considered not only the viewpoints believed to be the source of the heights grid, but also additional sites of relevance to views of St Paul’s Cathedral.

The St. Paul Height policy states that any development on the boundary should not be above 45.6 m in height.

Even though the site does not directly fall in any of these height restriction sections, there is still one viewing corridor generated from the St. Paul’s through the St. Martin’s Le grand street having a direct view to the site.

This in fact will be implemented in a positive way that gives out the opportunity of having a visual of the new intervention making it more visibly approachable, but at the same time proposed project will not be raised any higher than the restricted limit and therefore it will not be a issue for the protected heights and vistas.

Fig-04.

Representation drawing for site analysis by primary subject.

Fig-04.

Viewing corridor from St. Paul’s Cathedral on the street St. Martin Le Grand.

Fig-04.

St Paul’s Heights view sections

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Transport LINKS The site is in close proximity with 4 major underground stations such as Bank, Moorgate, St. Paul’s and Barbican. The nearest train stations are the Barbican and St. Paul’s which are on the central, circle, metropolitan and hammersmith & city lines. The route from the station is well signposted. A few buses operate frequently from the main line stations including Liverpool Street, London Bridge, Waterloo and few others. Set within half a mile radius with numerous modes of transport, it is convenient to commute to the site from any part of London.

The Building also has a Santander Cycle hire spot which is an addition and a healthier mode of commuting.

The area is well served by the London transport system, and is accessible from in and around the city.

Following is the list of train lines and stations near the site; Circle Central Hammersmith & City Metropolitan Northern DLR Thameslink Great Northern

Fig-04.

Representation drawing for site analysis by primary subject.

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Farringdon West Barbican Moorgate Bank St. Paul’s City Thameslink

Vehicular / Pedestrian MOVEMENTS The site has two major entry points for vehicular movement which are both two-way systems. Although the St. Martin’s Le Grand street emerges through a direct corridor from the St. Paul’s Cathedral is a oneway street restricting circulation from and around the round-about making it one-directional.

This area of the borough is one of the busiest areas and therefore the existing building generates a secondary movement on and around the roundabout by using corridors and bridges that connect to the adjoining buildings, generating a higher level of secondary circulation. This proves to be positive in terms of pedestrian movement at the site making it more public approachable.

Secondary Circulation Vehicular Movement Pedestrian Zones

The London wall street is usually packed with traffic throughout the day although the secondary street generates a lot of footfall due to the nearest underground station being St. Paul’s.

There is a loading bay on the St. Martin’s street that will make the delivery of materials on-site efficient.

Fig-04.

Representation drawing for site analysis by primary subject.

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SUNPATH Location: Bastion Highwalk, London, England, EC2V 5, GBR Time: 01.Feb.2021, 20:27 UTC+0 The site is oriented facing southwest, therefore receiving direct natural light and wind throughout the day. Being situated in an area with many buildings surrounded although none of them being high-rises, the building does not encounter any problems with over-shading. With the two streets, St. Martin’s le Grand and the London wall being oriented in a way that generates a funnel effect, the site receives more windward movement directed towards the building.

Keeping this in mind the proposal is set to orient its longer facade towards the SW zone extracting more sunlight throughout the day and continuous staggering on the facade shall help capture more wind.

Fig-04.

Representation drawing for site analysis by primary subject.

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Protected TREES & Green AREAS The City of London is surrounded by a vast majority of public gardens and green spaces with certain trees under protection. Although the site does not have any such restrictions or protected trees under consideration, there are certain green areas adjoining the existing build which will remain preserved and will stay undisturbed. This will help in a smooth flow of construction as no natural landscapes and trees will cause a hindrance.

Just behind the site is the Barbican estate containing a huge historic park and a garden which has the ruins of The Roman Wall. Next to which are the Salters Garden.

Salters Garden.

The SE facade of the building will go under demolition and construction which can cause damage to the existing garden and heritage wall bellow and therefore a scafolding cover shall be erected as a cover for the green space.

The proposal shall intend to preserve these areas and not disturb them at any cost and will generate certain spaces that have the character of open green spaces and winter gardens in the interventions.

Fig-04.

Representation drawing for site analysis by primary subject.

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Use CLASS

E | Sui generis

USE

Use class upto 31st August 2020

Use class from 1st September 2020

Shop no more than 280 sq m mostly selling essential goods including food and at least 1km from another shop.

A1

F.2

Shop

A1

E

A2

E

A3

E

A4

Sui generis

A4

Sui generis

B1a

E

B1b

E

B1c

E

B2

B2

B2

B8

Financial and professional services (Not medical)

Cafe or restaurant Pub or drinking establishment

Take away

Office other than a use within Class A2

Research and development of products or processes For any industrial process (which can be carried out in any residential area without causing detriment to the amenity of area Industrial Storage or distribution

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USE Hotels, boarding and guest houses

Residential institutions

Secure residential institutions

Dwelling houses

Use of dwelling house by 3-6 residents as a ‘house in multiple occupation’ Clinics, health centers, Creches, day nurseries, day center Schools, non-residential education and training centers, museums, public libraries, public halls, exhibition halls, places of worship, law courts Cinemas, concert halls, bingo halls, dance halls

Gymnasium, indoor recreations not involving motorised vehicles of firearms Hall or meeting place for the principal use of the community Indoor or outdoor swimming baths, skiting rinks, and outdoor sports or recreations not involving motorised vehicles or firearms

Use class upto 31st August 2020

Use class from 1st September 2020

C1

C1

C2

C2

C2a

C2a

C3

C3

C4

C4

D1

E

D1

F.1

D2

Sui generis

D2

E

D2

F.2

D2

F.2

The Town and Country Planning (Use Classes) Order 1987 (as amended) puts uses of land and buildings into various categories known as ‘Use Classes’. There have been changes to Use Classes from 1 September 2020 which are detailed on the side.

Depending on the specifics of any proposed change of use, including any building work associated with the proposal, it may require an application for planning permission or prior approval.

The site currently sits on in the category of Museum and Commercial Offices classifying it as Use class D1 and B1a. According to the new user classes it is now converted to a more generic Use Class E and therefore no additional Permitted Development permission would be required.

Air QUALITY Levels of nitrogen dioxide and fine particles are higher than health targets, so the Square Mile has been designated as an Air Quality Management Area.

The City of London Corporation’s Air Quality Strategy​​​ outlines the steps taken to achieve better air quality in the Square Mile. Progress with actions in the Strategy are detailed in the annual Air Quality Reports together​ with long term air quality data.

The main aim of the Strategy is for over 90% of the Square Mile to meet the targets for nitrogen dioxide by 2025.

Inferencing to this agenda the proposal aims to generate minimum amount of carbon emission and air pollution. As a fundamental approach the project reuses an existing building therefore generating lesser use of construction materials and minimizing demolition debris. Strategies are laid out reducing emissions and increasing air filteration by proposing green spaces and garden areas at higher levels.

The air quality monitoring requirements in the City of London are under constant review. Figure above shows locations where air quality was monitored during 2019. The triangles represent the continuous monitoring sites and the circles are where diffusion tube monitoring was carried out. In addition to the locations shown on the map, diffusion tube monitoring was carried out by the Cheapside Businesses Alliance in the Cheapside area.

Fig-04.

Image courtsey City of London Council website.

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Key ASPECTS OF SITE LSO St. Luke’s

The site sits on a key cultural axis in the capital, linking north from Tate Modern, the Millennium Bridge and St Paul’s Cathedral and between two major new Elizabeth Line stations.

Since the major planning constraints such as listed building and conservation area guidelines, protected vistas, tall building policy are diluted as the building no longer falls under these categories, the constraints are minimum and open more opportunities for design and build.

Guildhall School Silk Street Guildhall School Milton Court Barbican Smithfield Market New Museum of London Guildhall St. Paul’s Cathedral Route to Tate Modern

Fig-04.

Representation drawing for site analysis by primary subject.

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Proximity to multiple entrances to the site, underground stations, large vehicular roads serving the site, controlled pedestrian crossings, and within a cultural hub of the city improve the site location and its current value.

Although in a close vicinity with high-rises there can be an issue of over shading. Being a busy street during the day generates noise and air pollution.

Adjoining residential towers could be affected due to constructions noise and dust pollution. Construction near the heritage and conservation will effect the materiality and aesthetics of the new development.

Proposal will be catering to these issues in a progressive manner when the stages in construction or design development shall arrive.

Site OPPORTUNITIES & CONSTRAINTS 531000

531500

532000

532500

533000

533500

182500

182500

CITY OF LONDON

LOCAL PLAN POLICIES MAP A KEY

January 2015 Administrative Boundary of the City of London

182000

CS 12 & 14 DM 12.1 & 12.2

London View Management Framework - Protected Vista Landmark Viewing Corridors

CS 13 & 14

London View Management Framework - Protected Vista CS 13 & 14 Wider Setting Consultation Areas St Paul's Heights Policy Area

CS 13 & 14

Monument Views and Setting

CS 13 & 14 CS 14

Tower of London World Heritage Site - Local Setting Area

CS 12

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181500

This Policies Map is one of two covering the City of London. See also Policies Map B.

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City Culture & Heritage

SCALE 1:10000 0 25 50

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metres

180000

Fig-04.

Image courtesy City of London Council website, Local Plan Policy Map A

180000

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531000

531500

532000

532500

533000

533500

DEPARTMENT OF THE BUILT ENVIRONMENT Philip Everett BSc, CEng, MICE Director of the Built Environment

© Crown copyright and database rights 2015 Ordnance Survey 100023243.

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Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

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Chapter III PROFESSIONAL STRATEGY

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The current Museum of London is jointly controlled and funded by the City of London Corporation and the Greater London Authority. The Museum is set to overhaul Smithfield Market into its new base. Much of the Grade II-listed 1860s market complex has lain vacant and in disrepair for 30 years, while the poultry market, which is still in use, has been earmarked for relocation to Dagenham.

Planning consent for the Museum of London’s scheme would be welcomed by backers of the Museum of London, who are hoping to submit a planning application for a redevelopment of the museum’s current Barbican site next year. The site would be used for a new £288 million home for the London Symphony Orchestra, designed by Diller Scofidio + Renfro.

Diller Scofidio + Renfro’s new Barbican concert hall proposal has been allocated nearly £2 million for work to continue. Now client and backer the City of London has announced the release of £1.95 million to take the £288 million proposals to the next stage, including developing the funding model and undertaking technical studies to inform the wider site master-plan.

The concert hall will be constructed on the London Wall site that will be vacated when the Museum of London moves to its new home at Smithfield Market.

The wider scheme will also include a ’replacement’ for the City of London’s 17-story office block Bastion House on London Wall.

Fig-04.

Image reference, DS+R website.

Diller Scofidio + Renfro’s new Barbican concert hall and Center for Music Proposal visuals.

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Scope OF WORK

Project BRIEF & DESCRIPTION

As a part of the brief the planning proposal is set to speculate these projections as a part of a master plan in comparison to the newly submitted planning proposal, but looking at the unit agenda and time constraints for the scope of work the detailing and design will be focused on the commercial block on the museum of London, The Bastian House.

With the pandemic spread around the world, our health became a critical agenda and not many could cope with this new found reality. As we look towards the future of work environments in light of the virus, what do our workplaces need to best provide for our health and well being and how can we rapidly increase the quality of work conditions.

The Bastian House block is a 17 story commercial block on top of the current Museum of London. The brief is about adaptable reuse of a host building and devising strategies that establish a new form of living and organisation. Here it is the commercial block where the focus is and these symbiotic interjections will generate a new dynamic space between the ordinary, monolithic Cartesian spaces.

Working closely with an existing brief and moving with the agenda that the new interventions are for the project, Center for Music, the proposal is set course to generate a scheme that provides similar level of brief with less capital expense.

The approach is to develop spaces promoting the idea and introducing spaces of health and well-being for a work environment producing quality of living and work. These interjections establish a rigorous expression of change containing therapeutic areas, winter gardens, breakout spaces that play with the scale of the building and improvise on the existing pallet.

Since the client and their proposal is set for a new center for music, with an additional section of commercial spaces within the built, the focus of this report is subjected to resolve this part of the brief and therefore with a limited time constrain the application shall focus on the corporate agenda.

By pondering on strategic values of a new built, it will improve the current building performance and will lead to lesser consumption of energy.

With the whole buinding being demolished, the new brief involves a part of commerical floors to be catered. Keeping in mind the requirements, the proposal shall retain the existing structure and repurpose it to facilitate with the specifications such as, 8 Floors of Commercial Offices, Health and Well Being Center, Thereputic Area, Retreat Zone, Library, Fitness and gym, Cafe and Restaurant, Winter Garden, Break out space.

With the bulding being currently in 50% of use, makes the rest of it as just empty floors. The future of office commercial spaces will be defined with a various additional factors as at the end, one spends half the day at the work place and will perform better in a vivid environment.

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The City of London Corporation, is the governing body of the Square Mile, the financial and commercial heart of the UK. Beyond their local authority and police duties for the city, they are also responsible for a wide portfolio of work and institutions inside the Square Mile. They take care of cultural attractions such as the Barbican and Guildhall, markets like Smithfield and Leadenhall market, bridges and lot more.

Fig-04.

Descriptons of involved client, partners and owners of the site.

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The Greater London Authority (GLA), known colloquially as City Hall, is the devolved regional governance body of London, with jurisdiction over both the City of London and the ceremonial county of Greater London. It consists of two political branches: the executive Mayoralty (currently led by Sadiq Khan) and the 25-member London Assembly, which serves as a means of checks and balances on the former.

The Guildhall School of Music and Drama is a conservatoire and drama school located in the City of London, United Kingdom.

Established in 1880, the school offers undergraduate and postgraduate training in all aspects of classical music and jazz along with drama and production arts.

The school is a leading international conservatoire with students from over seventy countries.

The Greater London Authority is mostly funded by direct government grant and it is also a precepting authority, with some money collected with local Council Tax.

The most significant investment in the Guildhall School’s future came to fruition via the £90 million redevelopment of the neighbouring Milton Court site. The new building, which opened in 2013, houses three new performance spaces: a concert hall (608 seats), a theatre (223 seats) and a studio theatre (up to 128 seats) in addition to drama teaching and administration spaces.

The Barbican Centre is a performing arts center in the Barbican Estate of the City of London and the largest of its kind in Europe. The center hosts classical and contemporary music concerts, theatre performances, film screenings and art exhibitions. It also houses a library, three restaurants, and a conservatory. The Barbican Centre is member of the Global Cultural Districts Network.

The London Symphony Orchestra and the BBC Symphony Orchestra are based in the center’s Concert Hall.

The Barbican Centre is owned, funded, and managed by the City of London Corporation, the third-largest arts funder in the United Kingdom.

The London Symphony Orchestra (LSO) is a British symphony orchestra based in London. Founded in 1904, the LSO is the oldest of London’s symphony orchestras. The LSO was set up by a group of players who left Henry Wood’s Queen’s Hall Orchestra because of a new rule requiring players to give the orchestra their exclusive services.

As a self-governing body, the orchestra selects the conductors with whom it works. Since 1982 the LSO has been based in the Barbican Centre in the City of London.

Culture Mile is a corner of London’s working capital, where creativity is fast becoming the most valuable currency.

The Barbican, Guildhall School of Music & Drama, London Symphony Orchestra and the Museum of London, together with the City of London Corporation, are leading the animation of the whole neighbourhood with imaginative collaborations and events.

Culture Mile brings commerce and culture together in a wealth of creativity.

Known meets unknown.

Ancient and modern collide as the streets are activated by exhibitions, gigs, popups and events. So whether you’re with family, friends or flying solo, there’s something for everyone. And thanks to Crossrail’s new Elizabeth line connections at Farringdon and Moorgate, the area is more connected than ever.

CLIENT | PARTNERS | OWNERS The City Corporation

of

London

Based in Guildhall, the City Corporation looks after and promotes the City of London. It is headed by the Lord Mayor with the Court of Common Council being its main decision-making body. We are a uniquely diverse organisation, with a role that goes beyond that of an ordinary local authority. We have our own government (the oldest in the country with origins pre-dating Parliament), our own Lord Mayor and independent police force.

As the governing body of the Square Mile, we are dedicated to a vibrant and thriving City, supporting a diverse and sustainable London within a globally-successful UK. We aim to:

The current Museum of London is jointly controlled and funded by the City of London Corporation and the Greater London Authority.

The vision for the Centre for Music is to develop a world-class venue for performance and education across all musical genres with commercial working spaces, harnessing the power of three internationally recognised cultural organisations, The Barbican, London Symphony Orchestra and Guildhall School of Music & Drama.

With these three as clients and partners for the whole scheme, the report focuses on the corporate and business agenda and therefore the commercial use class requires only the involvement of - City of London Corporation as the client.

Contribute to a flourishing society Support a thriving economy Shape outstanding environments By strengthening the connections, capacity and character of the City, London and the UK for the benefit of people who live, work and visit here. Our reach extends far beyond the Square Mile’s boundaries and across private, public and voluntary sector responsibilities. This, along with our independent and nonparty political voice and convening power, enables us to promote the interests of people and organisations across London and the UK and play a valued role on the world stage.

35

531000

531500

532000

532500

533000

533500

182500

182500

CITY OF LONDON

LOCAL PLAN POLICIES MAP B January 2015 (corrected September 2020)

KEY Administrative Boundary of the City of London

Key City Places

Policy No.

182000

182000

Thames Policy Area

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CS 9

Site of Metropolitan Importance for Nature Conservation

CS 9

The Temples

DM 24.1

Thames Tideway Tunnel Safeguarding Area

CS 9

Safeguarded Wharf

CS 9 & 17

Riverside Walk

CS 9

## ######

Environmental Sustainability

###### ######## ########

###### ######

181000

###

CS5 & 16

Bank Station / Northern Line Upgrade Safeguarding Area

CS 16

Strategic Road

CS 16

London Distributor Road

CS 16

Borough Distributor Road

CS 16

Local Distributor Road

CS 16 CS 18 DM 18.1

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181500

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Crossrail Safeguarding Area

City Communities CS 20 DM 20.1

Principal Shopping Centre

This Policies Map is one of two covering the City of London. See also Policies Map A.

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SCALE 1:10000 0 25 50

100

150

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metres

531000

36

531500

532000

532500

533000

533500

DEPARTMENT OF THE BUILT ENVIRONMENT Carolyn Dwyer BEng (Hons), DMS, CMILT, FCIHT Director of the Built Environment

© Crown copyright and database rights 2018 OS 100023243.

Planning REQUIREMENTS & POLICIES The City of London Local Plan including the Local Plan Policy Map clearly identifies the needs and requirements to be considered for designing at a specific site n the borough.

It is important to asses a local plan and its policies as they set out perimeters within which specific design developments can be catered to and also helps in considering secondary aspects such as site securities, access during construction process, impact on traffic and neighbouring builds as well as environmental responsibilities that a designer should keep in mind.

The adaptation of use classes is said to make the process of permitted development rights easier for retail and commercial spaces (use class E).

Fig-04.

The Local Plan Policy Map 2015.

37

Planning CONSTRAINTS Core Strategic Policy CS1: Offices Policy DM 1.1 Protection of office accommodation Policy DM 1.4 Temporary alternative use of vacant office buildings and sites Policy DM 1.5 Mixed uses in commercial areas

Core Strategic Policy CS13: Protected Views Core Strategic Policy CS14: Tall Buildings

Core Strategic Policy CS5: The North of the City Core Strategic Policy CS4: Planning Contributions

Core Strategic Policy CS15: Sustainable Development and Climate Change Policy DM 15.1 Sustainability requirements Policy DM 15.2 Energy and CO2 emissions assessments Policy DM 15.3 Low and zero carbon technologies Policy DM15.4 Offsetting of carbon emissions Policy DM 15.5 Climate change resilience and adaptation Policy DM 15.6 Air quality Policy DM 15.7 Noise and light pollution Core Strategic Policy

Core Strategic Policy CS10: Design Policy DM 10.1 New development Policy DM 10.4 Environmental enhancement Policy DM 10.7 Daylight and sunlight Policy DM 10.8 Access and inclusive design

CS16: Public Transport Streets and Walkways Policy DM 16.1 Transport impacts of development Policy DM 16.2 Pedestrian movement Policy DM 16.3 Cycle parking Policy DM 16.4 Facilities to encourage active travel

Policy DM 10.1 New development Policy DM 10.3 Roof gardens and terraces Policy DM 10.4 Environmental enhancement Policy DM 10.7 Daylight and sunlight Policy DM 10.8 Access and inclusive design

Core Strategic Policy CS17: Waste Policy DM 17.1 Provision for waste in development schemes Policy DM 17.2 Designing out construction waste Policy DM 17.3 New waste management sites Policy DM 17.4 Development affecting waste management sites

Core Strategic Policy CS2: Utilities Infrastructure Policy DM 2.1 Infrastructure provision and connection Core Strategic Policy CS3: Security and Safety Policy DM 3.2 Security measures in new developments and around existing buildings

Core Strategic Policy CS11: Visitors, Arts and Culture Policy DM 11.1 Protection of Visitor, Arts and Cultural Facilities Core Strategic Policy CS12: Historic Environment Policy DM 12.1 Managing change affecting all heritage assets and spaces Policy DM 12.2 Development in conservation areas Policy DM 12.3 Listed buildings Policy DM 12.4 Ancient monuments and archaeology 38

Core Strategic Policy CS19: Open Spaces and Recreation Policy DM19.2 Biodiversity and urban greening Policy DM19.3 Sport and recreation Policy DM19.4 Play areas and facilities

Potential Planning Constraints From the Local Plan The list of constraints to be addresed from the Local Planning Policy document that fall under the site are shown on the left.

Strategic steps will be taken in order to address them.

RESPONSES The project ensures that the area provides additional office development of the highest quality to meet demand from long-term employment growth.

Catering to the policy Policy DM 1.5 Mixed uses in commercial areas, the proposal involves additional facilities at work place such as therapeutic zones, fitness areas and gyms, library and The proposal will meet all the required counseling rooms. Since working on a documents and additional information brief for near future London, the idea for the planning permission. is to revamp the conventional patterns of office environments and produce a The design is of high standards meeting mixture of additional facilities. the area requirements of materiality, sustainability and quality of the new The proposal reflects on tall building and development. protected vistas policy on constructions in vicinity of St. Paul’s, Cathedral The involvement of winter gardens through St. Paul’s height codes. It makes will cater to the policy DM 10.3 and its sure it does not go beyond the height impacts on the neighboring buildings. specified.

Since the existing building was a museum which is being converting to a mix use class, it is important that the city’s culture, art and visitors are to be taken into consideration and reflected on the new proposal as well.

Reflection on the transport and movement policy, the site location is in a busy part of the city and the existing building generates secondary modes of pedestrian movements at higher level.

Proposal will not disrupt this and will work in favor of increasing active modes of movement and circulation in and around the built.

The existing building uses an efficient waste disposable system sufficient enough for the capacity it withholds at the moment. With an increase in functions, a similar system will be improvised for efficient flow.

The new development will increase With the project being adaptive reuse the area’s facilities and create more of the existing building, the carbon employment adding value to the emissions are significantly lower than councils’ city plan for 2036. expected.

The proposal will involve the use of sustainable and energy conservative Once a listed building, it generates a materials making it a sustainable brief history which creates an impact development. when undergoes change or demolition and the design will consider that it does Since the buildability and construction not overpower the existing fabric of and is minimum on site and the majority of around the building. constructed work is all pre-fabricated therefore the air and noise pollution will In close proximity with conservation areas be minimized. the outcome will focus to preserve and enhance the character or appearance of the conservation area.

39

Financial STRATEGY The funding update follows the Centre for Music’s submission of its business case to the City, which promises running costs would be met through ‘commercial opportunities’ provided by the center’s spaces, rather than public subsidy.

Altogether, the City Corporation has, for now, pledged £6.8 million in funding for the Centre for Music project, which is backed by the Barbican, the London Symphony Orchestra and the Guildhall School of Music & Drama.

The City of London is not solely a local authority, it has charitable and other related functions as well as public ones. Therefore, City of London is funded from three sources which it controls; the City Fund, City Cash and Bridge House Estate Fund.

The City Fund meets the cost of the City of London Corporation’s local authority, Police Authority and Port Health Authority activities.

The City’s Cash incomes are derived mainly from property, supplemented by investment earnings and the fund is now used to finance activities mainly for the benefit of London as a whole but also of relevance nationwide.

– all these are paid for by City’s Cash at no cost to the public.

40

For the purpose of this report and the application, the financial contributor is The City of London Corporation, which is currently one of the stake holders with the Greater London Authority.

The City of London Corporation is the governing body of the Square Mile dedicated to a vibrant and thriving City, supporting a diverse and sustainable London within the globally successful UK. A corporate plan has been laid out for the City of London 2018-23

PLANNING Planning PERMISSION Process Consulting Pre Planning Requirements Pre Application Consultation Planning Application Submission and notification of consultants

Application in accordance with local development plan

Register Application Procedural checks Validation

8-13 weeks Final Decision

Deferred

Looking at the carbon agenda the proposal retrofits the argument of demolishing the building completely, and creating new infrastructure rather it reuses the carbon footprint, navigates on the existing building, achieving lesser consumptions and proposing an alternative that dilutes the process.

Keeping in mind the program and construction agenda, the impact on demolition, shutting down roads, air pollution, noise pollution will substantially be minimum when compared to ideal methods of buildability.

Planning Officer Review / Committee Review

Approved with conditions

The planning argument for this proposal is based on factors keeping in mind a more futuristic approach in terms of environment and buildability.

The proposal is an alternative to an already existing planning proposal in motion and aims to deliver a similar outcome with minimized risk factors.

Cost plays an important role in government projects and since the proposal is reusing a lot of existing resources and structure from the building, there will be a substantial difference in funding and execution.

Construction time is minimized with major amounts spent on remodeling and refurbishment of the existing building.

As a conventional proposal, the idea is spending less money, being environment friendly and reducing the amount of carbon emission generated for a new building compared, to get a similar facility.

Reflecting on the circular economy, the proposal has a more futuristic approach than something that just looks futuristic as an image for London 2049.

Rejected with reasons

41

TRADITIONAL The most commonly used method for carrying out building works within the UK.

Time

Cost

Quality

Having a thorough understanding of the whole scheme will reduce the need for changes during the construction process, something which can add significant costs.

Time

Cost

Quality

Time

Quality

42

Typically the client appoints the design team, including the architect (who can be appointed as a principle consultant) that prepares a series of drawings to put out for tender, allowing the client to then appoint a main contractor.

The main constructional agreements are agreed by the architect who overlooks the entirely of the built project, his role and the construction information offered is vital for the construction stages.

Under this contract the contractor has very limited involvement in any stages of the design process and will only be appointed once the design and tender have been completed.

Cost

It is considered to be a low risk method of contracting for the client, as the contractor takes the financial risk for construction.

MANAGEMENT CONTRACTING Management contracting is a procurement route in which the works are constructed by a number of different works contractors who are contracted to a management contractor.

The management contractor is generally appointed by the client early in the design process so that their experience can be used to improve the cost and buildability of proposals as they develop, as well as to advise on packaging (and the risks of interfaces).

All subcontractors are contractually bound to the management contractor making it liable for the correct performance of all subcontractors, specialist, and suppliers.

Here, all members of the design team have a contractual relationship with the client rather than the architect. They are supervised by the architect but contractually tied to the client body.

This is ruled out due to a very open ended nature and compromising on the cost of the building. Since working with already listed building and a heritage site quality and cost of construction is most important.

DESIGN AND BUILD This involves appointing a main contractor to design (or complete the design) of the project and then to go on and construct it.

This is as opposed to the traditional procurement route in which the client appoints consultants to design the project and then a contractor is appointed to construct it.

Design and build gives a single point of responsibility for delivering the entire project, and can help ensure good buildability, cost control and speed.

Some clients however, consider it is only appropriate for simple projects, where retaining control over the design is not the main priority.

Here the contract takes the risk away from the architect but at a higher cost involving the issue of quality. During the design process if items remained unsuspected or undersigned with enough precision, contractors will cut often cut corners with cheap products and construction.

On a brighter side it helps to overcome flexibility issues that design and build can pose but would dilute the concept and design arguments ruling out as an option for this particular project.

Procurement ROUTE The process of procurement generates a series of processes that create, manage and fulfill the contracts for a smooth execution of the projects. This involves, finding and agreeing to terms, and acquiring goods, services, or works from an external source, often via a tendering or competitive bidding process.

Through the procurement route of the project, the client and other bodies create a life-cycle perspective of what the needs of the building will be through its lifetime.

The main factors in the selection of a procurement route are in the form a triangle consisting of time, quality and cost. Priority is given to any of the two on the cost of the remaining one.

This is the most suitable method of procurement for the project as the quality and cost are major governing factors in the proposal. Since the project type is renovation, the time taken, in comparison to a built project from start, is substantially lower and can be given less priority. Dealing with an already existing more than 40 year old structure, demolition and quality of construction will require the most attention.

Choice of Contract TRADITIONAL Advantages and reasons; • Project being led by the design team.

• Client and Team being in regular contact.

• Design process is seen through from the beginning to the end.

• This results in a higher level of cost certainty before the work has begun.

• Unforeseen risks and delays can be reduced more easily.

• The contract will typically result in a higher quality of a finished building.

• The proposal will require less time as it uses the existing buildings’ MEP and structure and therefore the majority time spent will be in demolition.

• Quality and Detailing of the project.

• Economic and planning transparency.

•Allowing the architect to maintain power, quality and control of the project.

43

CLIENT

ARCHITECT | Design Team

Stage 0 is about determining the best means of achieving the client’s requirements. An open mind is required because a building might not be the most appropriate solution. Suggesting strategic developments on brief and proposal to work out a way to achieve this.

This stage should be strategic in nature, defining the Business Case and Client Requirements.

Stage 0 team should be different from that of stage 1. Design team will not be appointed till stage 2.

LETI Guide actions; 1. Identify a net zero carbon champion.

2. Identify project team responsibilities to achieve operational energy use targets.

3. Considering contractual incentives for achievement of performance targets.

4.Identify a project team member who can advise on demand response.

44

Outlining and finalising the project brief, setting out requirments of the client to design team and making sure that everything needed for the design process is in place before Stage 2. This includes ensuring that the brief can be accommodated on the site.

Prepare Project Brief Project Outcomes Sustainability Outcomes Quality Aspirations and Spatial Requirements Undertake Feasibility Studies Agree Project Budget Source Site Information including Site Surveys Prepare Project Programme Prepare Project Execution Plan

Getting the design concept right and making sure that look and feel of the building is proceeding in line with the client’s vision, brief and budget.

Making sure to start detailing certain aspects of the projects to make the next stage efficient but at the same time not to overdo it.

Stage 3 requires spatially coordinate the design before the focus turns to preparing the detailed information required for manufacturing and constructing the building. To make sure that the planning application is based on the best possible information. Any specific changes to the brief will have an impact on cost.

Appoint Design team.

Prepare Architectural Concept incorporating Strategic Engineering requirements.

Cost Plan, Project Strategies and Outline Specification.

Agree Project Brief Derogations.

Undertake Design Reviews with client and Project Stakeholders.

Prepare stage Design Programme.

Obtain pre-application Planning Advice.

Agree route to Building Regulations compliance.

LETI Guide actions;

LETI Guide actions;

LETI Guide actions;

1. Set clear intent forzero carbon targets and define what this includes, document boundaries and targets.

2. Set an energy use intensity target and embed within the brief.

3. Discuss localised energy constraint issues with DNO.

1. Establish clear energy use targets, document targets and strategies to achieve this and share with all stakeholders.

2. Develop the concept design in accordance with critical design parameters.

3.Develop a preliminary operational energy model aligned to the Energy Use Intensity targets.

4. Implement the most significant carbon/energy reduction measures in design.

1. Refine a full operational energy model for evaluation of predicted energy demand.

2. Test proposed design changes using the energy model.

3. Update and document detailed targets and strategies to achieve these.

4. Ensure that the risk of overheating has been assessed and mitigated.

5. Develop demand response strategy and simulate potential impact.

Undertake Design Studies, Engineering Analysis and Cost Exercises to test Architectural Concept resulting in Spatially Coordinated design aligned to updated Cost Plan, Project Strategies and Outline specification.

Initiate Change Control Procedures.

Prepare stage Design Programme.

Review design against Building Regulations.

Prepare and submit Planning Application.

Stage 4 is about develop information required to man and construct the building. information from the design t the specialist subcontractors e by the contractor.

Develop architectural and enginee technical design.

Prepare and coordinate design tea Systems information.

Prepare and integrate specialist subcontractor Building Systems info Prepare stage Design Programme.

Specialist subcontractor designs are prepared and reviewed.

Submit Building Regulations Applica Discharge precommencement Planning Conditions.

Prepare Construction Phase Plan.

Tender and appointing contractor.

LETI Guide actions;

1. Update building energymo latest design amendments, an that operational energy targe being achieved.

2. Confi rm envelope specifica complete detail design, ensur continuity of insulation and airt 3. Check the suitability of the and hot water system.

4. Include operational energy the construction tender packa

ping the nufacture Requirng team and employed

ering

am Building

ormation.

e

ation.

.

odel with nd ensure ets are still

ation and ring good tightness. e heating

targets in age.

RIBA Plan of Work

ARCHITECT

CLIENT

RIBA RIBA Plan of Work Plan of Work 2020 2020

CONTRACTOR

Stage Boundaries:

Stage 5 is when the building is manufactured and constructed. The main contractor will start the work, and will appoint specialized subcontractors for each sector at his charge, necessary to carry out each process with high levels of quality and management.

Whilst finalising logistics around the site, quality of construction will always be moitered throughout.

Finalise Site Logistics Manufacture Building Systems and construct building.

Monitor progress against Construction Programme.

Inspect Construction Quality.

Resolve Site Queries as required.

Undertake Commissioning of building.

Prepare Building Manual.

Carry out Construction Phase Plan.

Comply with Planning Conditions related to construction.

LETI Guide actions; 1.Where possible, ensure the appointment of a clerk of works is responsible for quality checks.

2. Update energy model to account for any changes in the design.

3. Engage with the supply chain regarding the design targets of the project.

4. Ensure the contractors understand commissioning requirements.

5. Ensure the contractor has quality monitoring processes in place.

At Stage 6 the building will be in use and the emphasis of the project team will have switched to closing out any defects and completing the tasks required to conclude the contract.

Being labeled as the last stage, it continues throughout the entire life of the building.

Hand over building in line with Plan for Use Strategy .

Undertake review of Project Performance.

Undertake seasonal Commissioning.

Rectify defects.

Complete initial Aftercare tasks including light touch Post Occupancy Evaluation.

Implement Facilities Management and Asset Management.

Undertake Post Occupancy Evaluation of building performance in use.

Verify Project Outcomes including Sustainability Outcomes.

Comply with Planning Conditions as required

LETI Guide actions; 1. Review fi nal construction including rectifi cation work, for quality.

2. Finalise as-built energy model to account for any changes in the design or assumptions behind it.

3. Ensure commissioning and testing is fully completed.

4. Ensure the building user is trained and understands use of the building systems.

5. Ensure a suitably qualified individual understands the energy management and measurement systems.

6. Ensure that performance data from sensors and meters are reconciled with main meter.

In Use.

LETI Guide actions; 1. For the first year of occupation both the building and the targets should be tuned to actual building usage patterns.

2. Ensure hourly energy consumption trends match operating hours.

3. Identify and track key efficiency metrics.

4. Assign an annual budget for monitoring energy use and tuning controls in response.

5. Upload total energy and heating energy consumption data to a public data platform for first 5 years postcompletion.

Stages 0-4 will generally

This type of traditional contract establishes abe undertaken mainone after the other. contractor, which must be chosen through a tender, Stages 4 and 5 will overlap in the Project Programme in which various contractors compete to show the for most projects.

Stage 5 commences best offer for that type of work to be performed. when the contractor takes of the site Since the quality and efficiency of the workspossession the andis finishes at Practical Completion. main requirement, the main contractor will appoint Stage 6 starts with the of the building to subcontractors, who will carry out works that handover require the client immediately after Practical Completion and specific professions and skills, having a contract finishes at the end of the Defects Liability Period. directly with the Main Contractor.

Stage 7 starts concurrently with Stage 6 and lasts for the life of the building.

The Quality requirement also applies to the Design Planning Note: Team, in which there will not only be the presence of Planning Applications generally submitted the architect, but also other specific teams to are design at the end of Stage 3 and should only be submitted and provide the greatest number of details from other earlier when the threshold information required has design fields. The aim will be to obtain the bestofbeen results met. If a Planning Application is made for each type of processing. during Stage 3, a mid-

stage gateway should be determined and it should be clear to the project team which tasks and deliverables will be required.

See Overview guidance.

However, there will be the presence of a competent architect to supervise that all the works are proceeding according to the correct design and construction; Procurement: each competent person will have to takeThe great RIBA Plan of Work is procurement neutral – See Overview guidance for responsibility for their work result. a detailed description of how each stage might be adjusted to accommodate the requirements of the Procurement Strategy.

ER

Employer’s Requirements

CP

Contractor’s Proposals

Reference material; RIBA Plan of work 2020 RIBA Plan of work Overview LETI Climate Emergency Design Guide.

The RIBA Plan of organises the pro briefing, designin maintaining, ope using a building i stages. It is a fram all disciplines on projects and sho used solely as gu the preparation o professional serv building contract

Stage Outco

at the end of the

Core Tasks

during the stage

Project Strategies m – Conservation (if a – Cost – Fire Safety – Health and Safety – Inclusive Design – Planning – Plan for Use – Procurement – Sustainability See RIBA Plan of Wo Overview for detaile on Project Strategie

Core Statuto Processes

during the stage:

Planning Building Regulat Health and Safet

Procurement Route Design &

Design & B

Managem Construction M

Co

Information Exchanges

at the end of the

Core RIBA Plan of W

45

Design TEAM PROFILE CLIENT

This type of traditional contract establishes a main contractor, which must be chosen through a tender, in which various contractors compete to show the best offer for that type of work to be performed.

Since the quality and efficiency of the works is the main requirement, the main contractor will appoint subcontractors, who will carry out works that require specific professions and skills, having a contract directly with the Main Contractor.

PROJECT MANAGER

46

DESIGN TEAM

CONSTRUCTION TEAM

ARCHITECT PRINCIPAL DESIGNER STRUCTURAL ENGINEER MECHANICAL ENGINEER ELECTRICAL ENGINEER PLANNING CONSULTANT QUANTITY SURVEYOR ACOUSTIC CONSULTANT ACCESS CONSULTANT TRANSPORT CONSULTANT PR CONSULTANT SUSTAINABILITY CONSULTANT HERITAGE CONSULTANT LANDSCAPE CONSULTANT

MAIN CONTRACTOR SUB CONTRACTORS ELECTRICIAN PLUMBING HEATING AND DUCTWORK DEMOLITION FIXTURES AND GLASS STEEL FRAME ERECTOR CURTAIN WALL CLADDING TIMBER SUPPLIERS GLAZING PARTITIONS

The Quality requirement also applies to the Design Team, in which there will not only be the presence of the architect, but also other specific teams to design and provide the greatest number of details from other design fields. The aim will be to obtain the best results for each type of processing.

However, there will be the presence of a competent architect to supervise that all the works are proceeding according to the correct design and construction; each competent person will have to take great responsibility for their work result.

Legal DUTIES AND RESPONSIBILITIES

RIBA: Code of Professional Conduct

The Architects Code: Standards of Professional Conduct and Practice

1 May 2019

Fig-04.

The Local Plan Policy Map 2015.

The Architects Code: Standards of Professional Conduct and Practice outlined by Architects Registeration Board (ARB) make up the core criteria for judging an architects conduct.

The main principles are;

- Honesty and Integrity.

- Competence.

- Honest promotion of your services.

- Competent management of your business.

- Considering the wider impact of your work.

- You should carry out your professional work conscientiously and with due regard to relevant technical and professional standards.

- Trustworthiness and safeguarding clients’ money.

- Insurance arrangements.

- Maintaining the reputation of architects.

- Deal with disputes or complaints appropriately.

- Co-operation with regulatory requirements and investigations.

- Respect for others.

During the course of this project I, as an architect will follow and adhere to these principles in order to provide the best possible service to the client. As a part of the contract i will assure to complete the assigned work with a high standard for the client and other related designates such as contractors and managers.

47

Health AND SAFETY Health and safety measures must be in place throughout the construction process for every worker and work phase. Health an safety manager is appointed and will be in-charge of having the responsibility of supervising and ensuring availability of equipments and things in order, in accordance with the norms. These measures are there to protect the construction workers on site(and any authorised visitor).

Following are some conditions allowing better health and safety conditions at the site, - The site is located in the heart of city of London, around a crowded busy street throughout the day. It will therefore be of primary importance to ensure the construction site is properly fenced around and is solid with well signposted.

- With a large amount of scaffolding used throughout the construction process, making sure that it is well erected and managed for the pedestrians below.

- Strict control over accessing the site at anytime including vehicles.

- Health and safety manager on site will write a report enlisting every point of health and safety at construction site and adhere to The Construction (Design and Management) Regulations 2015 as well as building regulations.

- Report will communicate information to employees ensuring they are aware of risks which should in turn result in fewer accidents.

Fig-04.

The Local Plan Policy Map 2015.

48

Potential RISKS EXISTING DEMOLITION PLAN

PLANNING DELAYS

The demolition will have to be done by a specialized team to ensure that the reusable materials are preserved in the new project, including the steel of the supporting beams. This will certainly risk a large period of time.

Obtaining the Planning Permission will be an aspect that will require time and great commitment from the Design Team; This is because changing functions on an existing building requires a well-thought-out proposal, which can affect time.

EXISTING STRUCTURE

FINANCING

The structural team will ensure and notify if the existing built structure can be sustained and if not what additional requirements would be. This would result in time and cost.

The client City of London is a government body, this implies that the financing must take place through a plan that goes through a lot of approvals requiring a lot of organization, collaboration and time. Therefore there may be the risk that the financing will delay the start of the works or even the Planning Permission.

Complexity and clashes with the different contracting teams working together with the design team could lead to delay and changes due to concept and layout changes if any during the building process.

DELIVERY OF MATERIALS Delays could occur on the arrival of the material on site, suspending construction activities in some sectors causing a consequential stop. Often when a team is unable to proceed in a work process, it affects on the next team, which leads to a stop in the construction process.

Even the condition of arrival of materials can present a potential risk. If they are damaged or of different sizes by mistake would result in waiting for the next order to arrive having a delay in work flow.

CONSTRUCTION High rise construction involving erection of structural framework having the risk of fall from height.

Construction in close proximity to heritage wall leading to damage due to construction equipment or materials. Construction near residential areas leading to noise, light and dust pollution.

SITE ACCESS Location of the site makes it difficult to carry the construction process with diverting traffic, temporary suspension of pedestrian movement.

49

Commercial offices Operational energy

Heating and hot water

Demand response

Implement the following indicative design measures:

Implement the following measures:

Implement the following measures to smooth energy demand and consumption:

Fabric U-values (W/m .K) Walls 0.12 - 0.15 Floor 0.10 - 0.12 Roof 0.10 - 0.12 Windows 1.0 (triple glazing) 1.2 (double glazing) Doors 1.2 2

Fabric efficiency measures Air tightness <1 (m3/h. m2@50Pa) Thermal bridging

0.04 (y-value)

G-value of glass

0.4 - 0.3

Window areas guide (% of wall area) North 25-40% East 25-40% South 25-40% West 25-40%

90% (efficiency)

Heat pump SCoP

≥ 2.8

Chiller SEER

≥ 5.5

Central AHU SFP

1.5 - 1.2 W/l.s

A/C set points

20-26oC

55

kWh/m2.yr

Balance daylight and overheating Reduce space heating demand to:

Energy Use Intensity (EUI) in GIA, excluding renewable energy contribution

Maximise renewables to generate the annual energy requirement for Small resi at least two floors of the development on-site

15

Reduce lighting, ventilation and small power energy consumption

Connect to community wide ambient loop heat-sharing network to allow excess heat from cooling to be made available to other buildings

Electricity generation and storage Consider battery storage Electric vehicle (EV) charging Electric vehicle turn down Reverse charging EV technology

Hot water Maximum dead leg of 1 litre for hot water pipework

Behaviour change Incentives to reduce power consumption and peak grid constraints Encourage responsible occupancy.

'Green' Euro Water Label should be used for hot water outlets (e.g.: certified 6 L/min shower head – not using flow restrictors).

Med/high resi

Form factor of 1 - 2

Data disclosure

Focus on reducing embodied carbon for the largest uses:

Meter and disclose energy consumption as follows:

OFFICE

2%

Average split of embodied carbon per building element:

Products/materials (A1-A3)

48% - Superstructure

Transport (A4) 45% Construction (A5)

48%

17% - Substructure 16% - Façade

Maintenance and replacements (B1-B5)

15% - MEP

End of life disposal (C1-C4)

4% - Internal finishes

2%

50

Active demand response measures Install heating and cooling set point control

Heating Maximum 10 W/m2 peak heat loss (including ventilation)

kWh/m2.yr

Embodied carbon

L ONDON E NERGY T RANSFORMATION I NITIATIVE

Peak reduction Reduce heating and hot water peak energy demand

Heat The average carbon content of heat supplied (gCO2/kWh.yr) should be reported in-use

Include openable windows and cross ventilation

System efficiency measures MVHR

Reduce energy consumption to:

Include external shading

Power efficiency measures Lighting power density 4.5 (W/m2 peak NIA) Lighting out of hours 0.5 (W/m2 peak NIA) Tenant power density 8 (W/m2 peak NIA) ICT loads 0.5 (W/m2 peak NIA) Small power out of hours 2 (W/m2 peak NIA)

Fuel Ensure heating and hot water generation is fossil fuel free

School

3%

Reduce embodied carbon by 40% or to:

<600 kgCO2/m2

Area in GIA

Metering

(Metering strategy following BBP Better Metering Toolkit guidance)

123

Disclosure

1.

Record meter data at half hourly intervals

1.

2.

Separate landlord and tenant energy use meters and clearly label meters with serial number and end use

Carry out an annual Display Energy Certificate (DEC) and include as part of annual reporting

2.

3.

Submeter renewable energy generation

Report energy consumption by fuel type and respective benchmarks from the DEC technical table

4.

Use a central repository for data that has a minimum of 18 months data storage

3.

5.

Provide thorough set of meter schematics and information on maintenance and use of meters

For multi-let commercial offices produce annual landlord energy (base building) rating and tenant ratings as well as or instead of a whole building DEC

6.

Ensure metering commissioning includes validation of manual compared to half hourly readings.

4.

Upload five years of data to a publicly accessible database such as GLA and/or CarbonBuzz.

LETI Guide London Energy Transformation Initiative The Climate Emergency Design Guide covers 5 key areas: Operational energy, Embodied carbon, The future of heat, Demand response and Data disclosure.

The Climate Emergency Design Guide focuses on four building archetypes that make up the majority of new buildings in the UK. Taken together they represent 75% of the new buildings likely to be built between now and 2050.

During specific stages of construction the guide shall reflect upon in terms of choice of materials, use of efficient heating and hot water systems, recycling of waste materials, reducing energy demand of built assets, orientation of building to achieve minimum use of electricity for daytime light, etc.

With net-zero carbon agenda the design is pushing itself in reusing the most out of the existing built hence achieving less carbon footprint in terms of construction and demolition .

Fig-04.

Brief introduction to the LETI guide for net-zero carbon for commercial offices.

51

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

52

Chapter IV CONSTRUCTION

53

INTRODUCTION The report highlights the redevelopment of a 44 year old brutalist building on an already existing built, Museum of London. This in its own right provides unique challenges when comes to preparation of, and construction on site. With a pallet of appropriate choice of materials and contributing to the buildings overall net zero performance, the construction phases will be carried out within a timeframe and in a systamatic order. Furthermore, the choice of finishes, interior and exterior will be made with a clear vision relating to their whole life carbon, whilst providing high quality results.

The phases of construction start with demolition of cetrain areas of floors and beams and later ripping apart the existing facade. Since it is more of an adaptive reuse project, foundation strategies don’t affect the process. With a concrete constructed building, new interventions are chosen to be of dry construction and of lightweight steel systems providing faster, efficient and economic approach.

An opportunity to rethink an all round facade strategy enhancing the design and bringing it up to code complying with environmental arguments, generating a new system.

Having involved the LETI guide, the proposal encorporates a range of ideas throughout the design development, finding alternative materials and techniques and to reduce the quantity of materials being used, along with involving appropriate systems for efficient building performance.

54

Architectural DRAWINGS Site PLAN

With demolishing floors some areas have been rebuilt with extensions.

Spaces inside with interstetial floors have floor cutouts.

Existing Building Floor area - 760 sqm - 12920 sqm Total Built up area Total demolished area Rebuilt area

- 3200 sqm - 2100 sqm

Services Area Utilities Area

- 85 sqm per floor - 42 sqm per floor

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61

Roof +68

m

Seventeenth Floor +64

m

Sixteenth Floor +60

m

Fifteenth Floor +56

m

Fourteenth Floor +52

m

Thirteenth Floor +48

m

Twelfth Floor +44

m

Eleventh Floor +40

m

Tenth Floor +36

m

Ninth Floor +32

m

Eighth Floor +28

m

Seventh Floor +24

m

Sixth Floor +20

m

Fifth Floor +16

m

Fourth Floor +12

m

Third Floor +8

m

Second Floor +4

m

First Floor +0

62

m

Roof +68

m

Seventeenth Floor

+64

m

Sixteenth Floor

+60

m

Fifteenth Floor +56

m

Fourteenth Floor +52

m

Thirteenth Floor

+48

m

Twelfth Floor

+44

m

Eleventh Floor +40

m

Tenth Floor

+36

m

Ninth Floor +32

m

Eighth Floor +28

m

Seventh Floor

+24

m

Sections

Sixth Floor

+20

m

Fifth Floor +16

m

Fourth Floor +12

m

Third Floor

+8

m

Second Floor

+4

m

First Floor m

SECTION AA’

+0

63

Roof +68

m

Seventeenth Floor

+64

m

Sixteenth Floor

+60

m

Fifteenth Floor +56

m

Fourteenth Floor +52

m

Thirteenth Floor

+48

m

Twelfth Floor

+44

m

Eleventh Floor +40

m

Tenth Floor

+36

m

Ninth Floor +32

m

Eighth Floor +28

m

Seventh Floor

+24

m

Sixth Floor

+20

m

Fifth Floor +16

m

Fourth Floor +12

m

Third Floor

+8

m

Second Floor

+4

m

First Floor +0

64

m

Roof +68

m

Seventeenth Floor

+64

m

Sixteenth Floor

+60

m

Fifteenth Floor +56

m

Fourteenth Floor +52

m

Thirteenth Floor

+48

m

Twelfth Floor

+44

m

Eleventh Floor +40

m

Tenth Floor

+36

m

Ninth Floor +32

m

Eighth Floor +28

m

Seventh Floor

+24

m

Sixth Floor

+20

m

Fifth Floor +16

m

Fourth Floor +12

m

Third Floor

+8

m

Second Floor

+4

m

First Floor m

SECTION BB’

+0

65

Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

66

Elevations

Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

67

The Project is divides into 2 areas with different functions, but are connected conceptually. The top floors consist of the Health and Well being center and the rest is occupied by commercial office spaces. The brief and program reflects that of Maggie’s Center and attempts to create a similar level of requirements and spaces. With the health and well being center pushed on the top most floors away from the hustle and bustle from the streets, it behaves as a retreat for the occupants. Having sandwich floors such as the fitness center, restaurant and library being shared by the office spaces below it generates a buffer of amenities used by different use class.

The building, the landscape, the design of the interior, the art on the walls all give a different dimension and depth to the help and support people derive. The spaces generated are comfy and cheerful and boosts the self-esteem of the people allowing them to take charge of how they want to use it. Dividing spaces with partitions and making corners reflect in restraining and giving up for the cause. Instead the volumes speak of welcoming environments and removes the hesitant behaviour form the people.

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

68

Zoning A constant interplay between outside and inside, built and natural is important with the fact that occupants can take care of the small gardens and planters growing, engaging themselves in some form of productive work. Having opportunities to look outside from the shelter even if its is to an internal courtyard.

Small gestures such as signs defining a room for a specific purpose is removed to make it feel homely.

Floor 17

Accomodation Spaces Staff Quarters

Floor 16

Floor 14

Floor 11

Floor 13

Floor 10

Retreat

Office spaces for the center

Sitting and Counciling Rooms Library

Floor 15

Floor 12

Meditation area Meeting Room

Working with a basic pallet of office spaces, accommodation, kitchen spaces, Library, Sitting rooms such as relaxation and meditation, counseling area and meeting room, the challenge is to amalgamate them to ensure a smooth flow of movement and circulation. An addition of a retreat area, a quiet place to have some rest or just a lie down and do your own thing will release the steam off work.

Workshop and Lesson areas

Fitness and Physio Center Cafe and Restaurant

Floor 09-00

Commercial Floors Integrated with different office typologies

Floor 17 Floor 16 Floor 15 Floor 14

Since half of the building is being occupied by commercial floors, there is an insertion of breakout and circulation spaces in between office floors mixing different work environments at these areas to have an exchange of ideas over a chat and to increase productivity.

Floor 13 Floor 12 Floor 11 Floor 10 Floor 09 Floor 08 Floor 07 Floor 06 Floor 05 Floor 04 Floor 03 Floor 02 Floor 01

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

69

Polycarbonate Sheets.

Double Glased Glass.

Alucobond Aluminium sheet.

Steel I Beams.

Aluminium Tubular Structure.

Pre Cast Aerated Concrete pits.

Polycarbonate THERMOCLICK Sheets for translucent effect on the facade.

Passive shading, partial insulation and aesthetics.

Double Glass Panels for transparency in the facade.

Reflectivity, Light penitration and visual.

Alucobond, aluminum composite panel increasing thermal gains and opaque in visual.

Impact-resistant, break-proof, weatherproof and, noncombustible.

Prefabricated steel I beams attached to existing concrete columns with metal plates and bolts.

Dry construction and economical.

The structural material used for the intervention is tubular aluminium pipes prefabricated and shaped accordingly and welded on site.

Lightness and elaticity.

These pits are used in one of the symbiotes that is potentially a winter garden consisting of shrubs, plants and creepers.

Sufficient size for smaller plants.

70

Material STRATEGY This section involves a general overview of materials that are being used at different stages of construction and phases.

A detail description and application follows at respective pages through the document.

Structural Steel Sections HSS RHS CHS

Floor Boards, Insulation, Timber doors.

Curved Steel Beams.

Corten Steel Sheets.

Curved beams around the frame structure of the symbiote giving support to the beams and spider joint to hold the symbiote.

Curved beams around the frame structure of the symbiote giving support to the beams and spider joint to hold the symbiote.

Used for aesthetic purpose of cladding in the inside facade of the interjections.

L angle C-Channel T-Bar

Wide Flange I-Beam U-Channel

The selection is based on factors such as, - Ease and Availability - Use and Application - Embodied Carbon - Environmental reasons - Construction - Structure - Cost-Effetiveness - Climate - Aesthetic - Quality and Quantity - Performance - Durability and Strength - Health and Safety - Handeling and Storage - Sustainablility

71

72

Construction PHASES Site SET-UP The Set-up of the site should be straightforward and easy to navigate. There are certin factors that govern the location of site offices and main access points.

Being located on already existing building the site offices and contractor’s compound will be set on the ground level at the back of the building Museum of London. A drive-way on the back side will ensure delivery of materials and give access to workers and vehicles through a security checkpoint.

This will result in not disrupting the traffic or blocking any main roads although a playground on the northwest side will have to temporarily be closed.

All deliveries will be taken place within the working hours which is specified in the contract. These will normally be from 8 am to 5:30 pm.

The first step of the construction process after making sure the steps mentioned above are in order is to erect scafoldings on the east and west facades to go forward with the demolition process.

Fig-04.

Architectural representation drawing (hand sketch).

Site Hoarding Pedestrian Access Vehicular Access Contractors Compound Security Check

Part of Unit module.

73

Fig-04.

Architectural representation drawing (hand sketch).

Tritherm concrete slab diamond saw cutting using core cutting/drilling machine.

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

74

A common technique of cutting concrete slabs and beams is by using a saw machine and marking the bays generated by beam grids. The Ring Saw is used to achieve a cutting depth of 260mm and is mostly used for concrete walls, block walls, concrete beams, door openings, staircases and concrete slabs.

Demolition - Demolition of Existing Facade.

- Demolition of parts of Concrete slabs and beams on specific floors.

Pre-Demolition work; - Requires Planning Permission - Disconnection and removal of utilities.

- Removal of any interior partition walls, doors and window frames if any.

- Understanding site survey for any hazards, constraints, pre construction information, etc.

Demolition work; - Scraping down existing skin facade.

- Cutting Concrete slabs and beams on marked floors using diamond cut blades on a saw machine.

The process is called Ring Sawing.

- Waste management on site, segregating materials for recycling purposes.

Fig-04.

The diagrams on the left are showing the bays that are to be cut and demolished. The red are permanant curouts for the new interventions where as the yellow shows temporary demolitios, which later on will gain new structure forming the curved layout.

Permanant demolitions.

Temporary cut outs, later constructed back to form the curve.

75

Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

76

Primary STRUCTURE

Secondary STRUCTURE - Demolition of Existing Facade.

- Demolition of parts of Concrete slabs and beams on specific floors.

Pre-Demolition work; - Requires Planning Permission - Disconnection and removal of utilities.

- Removal of any interior partition walls, doors and window frames if any.

- Understanding site survey for any hazards, constraints, pre construction information, etc.

Demolition work; - Scraping down existing skin facade.

- Cutting Concrete slabs and beams on marked floors using diamond cut blades on a saw machine.

The process is called Ring Sawing.

- Waste management on site, segregating materials for recycling purposes.

Curved Hollow Steel Section Beam bolted to I sections and anchored with a turn buckel to the perpendicular column.

I section bolted with a L metal plate to the concrete beam.

Fig-04.

Architectural representation drawing (hand sketch).

Curved Hollow Steel Section Beam

Right angle Bracked used underneath I section and Circular beam for compression load purpose.

Rectangular Hollow Steel Section

Rectangular Steel Hollow Section section welded to Circular beam.

Circular Hollow Steel Section

Tubular mesh being held together throught spider joints anchored from the circular beam.

I Section Beam

Spider Joints Metal Plates and Bolts

Part of Unit module.

77

Fig-04.

Location of the three symbiotes and their fram structure being exposed.

78

The assembly process on site showing the construction cage of the symbiote.

Fig-04.

Fig-04.

Fig-04.

Fig-04.

Fig-04.

Fig-04.

Fig-04.

Fig-04.

Fig-04.

Structural STRATEGY Fig-04.

The construction strategy used here involves parts being prefabricated, assembled on site, held together with supporting frames and triangulated sections welded to create a mesh form.

For all the three interjections the principle of fabricating these tubes remains the same.

The circular hollow frames are 3 dimensional in form and require a different way of prefabrication.

Fig-04.

Also keeping in mind these pre-fabricated modules when brought to the site will be in two parts so that their placement is possible through the existing columns.

Fig-04.

The next step is the cross bracings, the triangulated pipes being welded in phases again starting for two opposite ends and finishing up in the center part. This is done as of two reasons, two separate assembly teams can work on it increasing the efficiency of construction and secondly starting from the bottom part gives extra stability for every next phase of framework done on to of it.

The side view elevation show at what point from the ground the section needs to be lifted. At every interval the height will be different.

Fig-04.

Fig-04.

After the construction or primary and secondary structures (Fig-04), the pre fabricated horizontal circular hollow sections are brought on site and assembled in parts supported but spider joints to hold them in place.

This process starts from placing the beams from the tow opposite ends and then finishing off in the center.

The inside of these interventions is going to be partially glazed and open which is later explained in the ventilation strategy. Therefore the glass facade inside is held together with glass spider fittings welded on the cross-section of the tubular beams. On the aesthetic appearance some of these triangulations is changed with corten steel sheets for aesthetic appearances.

There also lies the question of the form having acute angles, therefore a the form will be made a single dimention layed on the ground as a plan projection and then every point of twist is being lifted up to match the desired frame.

Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

79

Precedent Zaha Hadid Architects, Port House, Antwerp, Belgium.

Fig-04.

The project created by ZHA represents a re-purposed, renovated heritage building to The new Port House in Antwerp. The project reflects on the facade strategy used in the building. Due to its location surrounded by water, the building’s four elevations are considered of equal importance with no principal facade. While most of the triangular facets are transparent, some are opaque. This calibrated mix ensures sufficient sunlight within the building, while also controlling solar load to guarantee optimal working conditions. The facade’s rippling quality is generated with flat facets to the south that gradually become more threedimensional towards to the north. This perception of a transparent volume gives the new building its sparkling appearance.

Fig-04.

Fig-04.

Fig-04.

Fig-04.

80

From this reference, my project works on a similar concept of no principle facade, constant play of transparency and opaqueness and triangulated mesh for structural stability. Also with the idea that during the night time interjections will glow from the building changing the appearance with a shifting intensity of light.

Facade Building orientation helps is identifying which facades require optimized level of glazing in terms of light and heat gains and ventilation. Since the building is oriented towards NE and SW, this suggests that the south and SE facades will receive maximum amount heat in winter and in the summer internal shading will prevent it from catching the sun making it the most effective facade. Suggesting to maximize glazing in SE facade and this is where two out of three symbiotes are exposed towards this side.

Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

The facade requirements for a mixed use building involves openness and transparency, amount of daylight entering, natural ventilation, thermal comfort and aesthetically innovative. With these demands there comes a few constraints such as low energy consumptions, no glare or direct sunlight, performance and privacy wherever necessary. Therefore the strategy in designing the facade is to diffuse the light entering the building and orienting it strategically where the requirement is more. A triangulated grid pattern suggests stability and ease of construction with a fragmented pattern giving an aesthetic quality and double glazing and insulation as material choice for thermal gains and energy consumptions.

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

81

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

82

Chapter V

TECHNICAL DETAILS

83

84

85

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

86

Chapter VI PERFORMANCE

87

The graphs shown on the left demonstrate wind speed and humidity in London throughout the year. The south side of the building has elevator core and services that assist in controlling the temperatures within. The site location is around a round about that extracts winds from south east and south west directions as there are the two main streets leading towards the building and their orientation generates a funnel effect forcing winds in that direction. Therefore the inlet for ventilation ducts is located and oriented towards these directions for maximum efficiency of wind circulation channeling through the cores.

What these charts show is to understand the average strength of wind found in London and to find how much wind force will the facade elements will need to with-stand this wind and carefully devise the facade in the most aerodynamic way possible.

Potentially the will be utilized to generate power and cool the building naturally by channeling the air through it.

Humidity levels are vital in understanding what materials to use on the facade. Materials that do not react well with humidity can pose a risk of people underneath by decomposing or disintegrating causing difficulties with maintenance.

88

Site CLIMATE DATA The graphs shown on the left will provide strategic information in terms of climate conditions and help to resolve the buildings performance. This will help in understanding what materials and construction is best for the site. The new statistics show that the graphs have changed since 1976 and the new interventions can help create greener and much more sophisticated system environmentally.

The multipurpose building being proposed will have different requirements of room temperature considering the set of floors have separate uses.

Incorporating with double height volumes, longitudinal spaces and voids, there are variables that have to be taken care of by deploying strategic strategies.

The new system of skin will make the building air tight, and therefor a natural mode of ventilation with variable air volume system and filtration system will be suggested. Due to varying volumes of spaces, heating and cooling will be monitored automatically and produced mechanically.

The interjections will induce stack ventilation system, having fresh filtered air running through the inside of building at all times and can be monitored manually as and when required. These ducts will have running cold water in summers to get a cold breeze of air entering the spaces.

Heating in the winter will be achieved by underfloor heating on the newly constructed floors and heaters located in the ventilation units.

89

Precedent

BedZED was influential in the genesis of the UK government policy that all new homes must be zero carbon by 2016. At BedZED the aim was to have a demonstration project which would show how we can live sustainably in the future.

I have used this as a case study to understand and apply some of the strategies used by BedZED for the proposal. Introducing state of the art energy efficiency, with superinsulation, double and triple glazing and high levels of thermal mass, natural ventilation using stack effect and greenhouse conservatories for air filtration.

Since the project generates a secondary skin, the inside on the building becomes air tight and requires ventilation throughout.

Therefore the symbiotes are used to generate stack ventilation effect pumping in air through the ducts.

Fig-04.

The Beddington Zero Energy Development (BedZED).

90

Secondly the facade has multiple level of transparency show in terms or aesthetic quality and light penetration. Therefore to use double glased glass and insulated panel boards will increase the heat retention capacity of the building and also serves the purposed of filtered light.

Fig-04.

Industrial Pump System

Fig-04.

Electricity Station

Fig-04.

Sprinkler System Station

Fig-04.

Ventilation Units & Air Handling Units

Fig-04.

Natural Ventilation Passive and active stack

Technological STRATEGY Applied SYSTEMS

Since the proposal focuses on adaptive reuse of an existing building on top of another institute, Museum of London, it is to assume that there is or has to be a connection for services entering and for the building with allocated spaces of plant room.

With this in consideration, if the allocated space is insufficient there will be an underground dig-out space which potentially will demolish the bottom most floor of the museum.

Fig-04.

Stack Ventilation Systems in atrium spaces

The main-stations take up 6-10 % of the total built-up area and include hot&cold water stations, electrical systems, industrial pumps, transformer units, sprinkler system storage tank and air handling units. These connect to a vertical duct that goes throughout the building and will help in resolving heating and cooling pipes through underfloor systems. The electrical power generators, water tanks and heat extractors are located on the roof.

With the building utilities such as washrooms are located just on the side of the main duct will be used for drainage and water intake.

Fig-04.

Solar Attic Fan Ventilation Exhaust

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

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Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

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Ventilation STRATEGY Since the existing facade of the building is bing scrabbled off, a new system of glazing is introduced which makes the building air tight and requires a method of ventilation. Keeping the concept in mind the design initiates a mode of ventilation through the symbiotes. As a part of previous study on wind flow around the site it was noticed that location of the surrounding buildings generate a funnel effect of wind approaching the lower parts of the site. Therefore the project involves using of wind extractors at the lower floor with pumps air through vertical ducts into the main spaces. These extractor fans can be regulated depending on the requirement.

The ducts firstly open in the interventions and circulates around the floors intersecting it. This idea links to the location of these interjections as well designing them in such a way that every floor is at-least connected to either one of the symbiotes. Hence the similar strategy is repeated at three different levels ventilating all the floors throughout the building.

With a cool breeze of air entering the built mass, the hot air rises up and is released form ventilators located on the roof connected with a similar form of duct.

While using natural mode of ventilation, the air entering the building needs to be filtered in terms of dust, pollution and smell, and therefore at the extracting point, a filtration system is derived that lets in fresh filtered air in the spaces.

Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

This strategy reduces the amount of operational carbon as mainly it will be just extractor fans and filtration system working rather that using artificial air ventilation units.

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Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

Part of Unit module.

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Lighting STRATEGY The external facade of the building penetrates light in different proportions and intensity. Within the triangulated mesh stands three levels of transparency giving diffused light in the building.

Fig-04.

Fig-04.

Architectural representation drawing (hand sketch).

Fig-04.

Fig-04.

Part of Unit module.

With an increase in amount of solar-gains lies the problem or overheating and glare especially in summers when the sun is at higher angle. This helped in designing the interior spaces in such a way that firstly, the internal circulation and movement is shifted on the peripheral side of the building and therefore any direct sunlight will not enter the work space. Secondly as showing in fig 4 the lower parts of the triangulated facade will have double glass glazing where as the top part will be either a opaque or translucent material. This helps in having diffused light and preventing direct light falling in the central zone.

Another strategy for solar shading was through blinds preventing the direct sunlight from overheating the spaces during summers. For the time being they are inside the building but the proposal suggests a future expansion idea where a double skin facade could help in effectively reducing solar-gains by having the blinds outside the building between the two sets of glazing as shown in fig.

Also when in winters the sun is considerably at a lower angle, it helps the light to penetrate more towards the central zone helping in increasing the solar gains which effectively reduce the use of radiators.

Fig-04.

Architectural representation drawing (hand sketch).

As a design approach the idea was to have these symboites glow at night time and therefore will have more amount of artificial lights in these interventions. This also helped in designing the facade by having more glazing in specific areas around the interventions than the rest of the building facade.

Part of Unit module.

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Heating STRATEGY $

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The proposed heating solution for the project is a conventional system of using combination of condensing boilers and radiators . The strategy works perfectly with office environments as the requirement is minimal compared to cooling the spaces. With the micro climate formed inside the building consisting of embodied and operational thermal mass, active mode of heating should be made energy-efficient.

Based on the LETI guide it you have a south facing facade, the annual heading demand is a lot less.

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Since the facade vacuums the building, the heat generated by occupants and the machines is contained inside and will significantly increase the temperature in the spaces. Furthermore the requirement of heating would effectively be during the day and should be marginalized by using something conventional and economic. This also helps in controlling the room temperature to a specific requirement.

Locating the water tank and boiler system in the basement floor, two vertical ducts on opposite ends on the building help in running the pipes upwards and horizontally under the floors to the radiators. Fig explains the layout of radiators and underfloor pipes for hot water. With sufficient room for vented hot water cylinders on every floor, it helps to navigate repairing and inspections whenever needed. The main station will require a ground source heat pump to force the water upwards into the cylinders.

One of the disadvantage is that it requires a period of time to get the system running causing delays in heating at certain times. On the other hand the system use is quite user friendly and manageable by staff.

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Cooling STRATEGY Fig-04.

Architectural representation drawing (hand sketch).

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Looking at the use class of the building, conventionally office spaces require supplementary cooling as compared to heating and therefore the idea is to combine the ventilation and cooling strategies to generate an effective result.

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Part of Unit module.

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The comprehensive strategy is to provide a comforting cooling system based on chilled water coils rather than direct refrigerant, limiting the quality of refrigerant gas within the development and the amount of external heat rejection. The system will use the naturally ventilated ducts as a medium to inject cooling coils within them. This will help to naturally cool the air extracted through the fans that is filtered and release into the spaces.

Advantages, - The naturally ventilated air entering the building is cooled when passes through the coils and will not require any additional system of air conditioners.

- Combining two performance systems helps to reduce operational carbon and the energy required for their functioning.

- In terms of design and aesthetics, the floor to ceiling height is not compromised by generating massive false ceiling.

The system can manually be shut down during the winters and thereby not stopping the ventilation process. The logistics use the ducts to run the cooling pipe under the first floor and into the ducts containing the coils.

Fig-04.

Architectural representation drawing (hand sketch).

Part of Unit module.

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Accessible Existing Stairs.

All Floors.

Floor circulation and movement on the periphery.

Internal circulation through ramps at specific floors.

Accessible Existing Stairs and lifts.

All Floors.

Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

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Accessibility AND CIRCULATION The existing stairs and lift cores of the building are effectively in usable conditions. The cores are situated on two opposite ends of the building making internal vertical circulation ineffective.

Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

The proposal introduces new ramps and stairs around the central part of the building making vertical circulation convenient. One of the symbiote (fig.21) consists of a spiral ramp connecting floors 7-12.

Another circulation connecting floors 16-12 in the wellbeing center is introduced to effectively access the floors and making it handicap friendly. The continuous floor movement happens on the outer most grid, on the periphery of the building making the central zone a free space.

The services satisfy the necessary regulations accessible by all and stay in favor with the Approved Document M, Volume 2 describing needs for safe and free access in buildings, other than dwelling.

Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

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Emergency stairs Fire protected staircore exit External emergency exit Radius of 20m to the emergency stairs

Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

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Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

Fire STRATEGY Fire-fighting systems and smoke control detectors shall be installed at every floor in accordance with the requirements provided by Approached Document B, Fire Safety of Building Regulations. The already existing building has two Emergency staircases at opposite ends of it providing minimum distance to cover to the nearest exit in case of a fire or building evacuation.

ONLINE VERSION

The Building Regulations 2010

Fire safety

APPROVED DOCUMENT

B

With this in consideration the new proposal retains these fire exits and installs fire doors at necessary places. As part of the building regulations book, the fire exits should not be more than 45m of maximum distance to cover by an individual during a calamity.

In accordance to this, the proposal has the maximum distance of 25m to reach at the nearest exit in case of fire.

Volume 1: Dwellings Requirement B1: Means of warning and escape Requirement B2: Internal fire spread (linings) Requirement B3: Internal fire spread (structure) Requirement B4: External fire spread Requirement B5: Access and facilities for the fire service Regulations: 6(3), 7(2) and 38

2019 edition – for use in England

ONLINE VERSION

Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

Installing sprinkler system throughout the building, locating fire alarms and smoke detectors and indicating emergency signs and warnings will be provided.

Fig-04.

Emergency signs and warnings.

Fig-04.

Fire safety doors.

Fig-04.

Fire alarms and voice communication systems.

Fig-04.

Permanant automatic sprinkler system Fig-04.

Fire estinguishers installed at all floors.

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Environmental STRATEGY The building is oriented having the two smaller facades in the direction of NE and SW exposing the longer facade towards the SE. This maximizes glazing opportunities in these zones as in winter it will passively heat the space and in summer a shading devise will not catch so much sun. Also this identifies strategically two points in locating the symbiotes, - The building form and internal space restricts from using any corners and narrows down in either exposing itself on the SE or NW facades.

- Maximizing the opportunity to use sunlight in these interventions as one of them particularly is a winter garden.

As mentioned earlier the location of the building sits radially around a round about extracting street towards it and building oriented along generates these funnels that pump wind flow perpendicular to it.

This resolves the ventilation strategy that strategically identifies air extractors at the lower levels and pumping natural ventilation throughout the building.

Considering the carbon footprint generated by any new construction, the proposal generates minimum around of embodied carbon by using majority of materials and structure of the exiting building and at the same time pitching new strategies that require lesser consumption of energy.

With a leap into future, the present leaves a mark.

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Landscape STRATEGY Landscape strategy mainly involves the idea of generating winter-garden with planters and creepers growing inorganic way. The interplay of haphazard growth with creepers and planting plans to with an aromatic scent as well as sight. The location is in one of the symbiotes in the health center and needs to be minimal in terms of use and nurturing, not requiring a specialist Gardner. The motive behind is to let the inhabitants take care of them and indulge themselves within the natural environment.

Scented plants

Gardenia Sweet pea Lilac Lavender Iris Mock orange Garden phlox Rhododendron

chiondoxa dafodils heather helleborus snowdrops Winter garden plants

To use plants, shrubs and trees that bud, blossom and berry, creepers that grow in and around the structure and flowers that create a display of colors. The design involves use of concrete pits that are efficient to hold these small breeds of plants and shrubs with minimal irrigation requirement.

The access to these planters is through couple of bridges that intend form the internal floors giving easy access to them. Irrigation for the planters takes place with installing a pipe running along the base of the planters and tied to the water source coming from the overhead water-tank though the duct.

Mobilane is a company supplying green facades and irrigation system which will be appointed to work the logistics of planting the.

Vernonia elaegnifolia Clematis ‘Huldine’ Wisteria trellis Fig-04.

Approved Document B: Fire Safety, Volume 2: Buildings other than dwelling houses, 2010.

Creepers and climbers

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celsiummobility.com (2020). [online]. Available at: https://www.celsiummobility.com/locations [Accessed 15 Jan. 2020]. curious.com (2020). [online]. Available at: https:// curious.justgoodthemes.com/visiting-london-for-thefirst-time/ [Accessed 15 Jan. 2020].

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Available at: https://www.architectsjournal. co.uk/?orderby=relevance&s=museum+of+london [Accessed 15 Jan. 2020].

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Historic England (2020). [online]. Available at: https:// historicengland.org.uk/listing/the-list/list-entry/1465513 [Accessed 15 Jan. 2020].

Building Design (2020). [online]. Available at: https:// www.bdonline.co.uk/news/no-listing-lifeline-forpowell-and-moyas-museum-of-london/5101397. article [Accessed 15 Jan. 2020].

DC concrete cutting (2021). [online]. Available at: http://www.dcconcretecutting.com.au/services/ [Accessed 15 Mar. 2020].

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