Planning Document by Parthiv Parikh

REPAIRING THE CITY

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

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.

Chapter I Project Introduction Brief

8 9

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

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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36 40 41 42 44 45 47

CONCLUSION

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

Performance

BIBLIOGRAPHY REFERENCES

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CONTENTS

Chapter I INTRODUCTION AND BRIEF

Fig-02. Architectural representation drawing. Part of Unit module.

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.

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.

Chapter II REFLECTIVE SITE SURVEY

Fig-03. Architectural representation drawing. Part of Unit module.

london

borough of city of london

adlersgate Fig-04. Representation drawing for site analysis by primary subject.

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.

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.

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.

Str

t ee

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

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.

Fig-04. Photographs by RIBA Historic Image Archives and primary subject.

Site PHOTOGRAPHS

Bastian House Museum Of London, Barbican

Bastian House Museum Of London

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.

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.

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.

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

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.

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.

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.

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.

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.

F.2

Shop

Sui generis

B1a

B1b

B1c

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

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

C2a

F.1

Sui generis

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.

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.

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.

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LOCAL PLAN POLICIES MAP A KEY

January 2015 Administrative Boundary of the City of London

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CS 12 & 14 DM 12.1 & 12.2

London View Management Framework - Protected Vista Landmark Viewing Corridors

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

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Monument Views and Setting

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Fig-04. Image courtesy City of London Council website, Local Plan Policy Map A

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

Fig-04. Architectural representation drawing (hand sketch). Part of Unit module.

Chapter III PROFESSIONAL STRATEGY

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.

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.

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.

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

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.

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

KEY Administrative Boundary of the City of London

Key City Places

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SCALE 1:10000 0 25 50

100

150

200

180000

metres

531000

531500

532000

532500

533000

533500

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

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.

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.

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.

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

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

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

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.

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.

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;

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

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ormation.

ation.

odel with nd ensure ets are still

ation and ring good tightness. e heating

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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

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

Information Exchanges

at the end of the

Core RIBA Plan of W

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

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.

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.

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.

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

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

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

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

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

Reduce embodied carbon by 40% or to:

<600 kgCO2/m2

Area in GIA

Metering

(Metering strategy following BBP Better Metering Toolkit guidance)

123

Disclosure

Record meter data at half hourly intervals

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

Submeter renewable energy generation

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

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

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

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

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.

Fig-04. Architectural representation drawing (hand sketch). Part of Unit module.

Chapter IV CONSTRUCTION

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.

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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