Cultivating Heijplaat - Management Report by Sam Brown

Cultivating Heijplaat

Nicoâ&#x20AC;&#x2122;s House and the Extra School SSoA MArch Architecture 2011/12

ARC585 Management Report 100235416 Sam Brown

Preface: Cultivating Heijplaat This Management Report is associated with a Masters level architectural thesis project. Such projects exist predominantly as fiction, all-be-it with roots in observations of reality. Cultivating Heijplaat thus attempts to map an understanding of professional practice and construction management in the UK to an imaginary project in the Netherlands. Where possible, points of comparison have been drawn, but for the most part this report assumes the UK culture of construction for the discussion of strategies of building production and the context of professional architectural practice. Nico Prins - the Verhalenman - took occupation of a condemned building in Heijplaat six years ago with the intention of collecting the stories of a place deeply connected with the evolution of Rotterdam as both city and port. Born in nearby Pernis and now living in Kop van Zuid, Nico spends his working days in Heijplaat listening to its stories. In re-telling them, he hopes to ensure that Heijplaatâ&#x20AC;&#x2122;s stories are given due regard as its future unfolds. Together with the Design Report, this report is a creative and strategic document that relates my encounters with Heijplaat - with Nico as my guide - and serves as a manual with which to frame the development of my project. It imagines how Nico might legitimately initiate the foundation of a community group that procures land and buildings in perpetuity for the community, and how the architectural programme of those buildings can procure the support of a wider group of stakeholders on a regional and national level.

RDM Campus

Port Facilities

Port Facilities Tuindorp Heijplaat Garden Suburb

SHISSite

Stichting Hervormde Internaten voor Schippersjeugd

NICOâ&#x20AC;&#x2122;S HOUSE HEIJPLAAT

A.N. Architect Local Worker

Resident Trustee Nico Prins Artist

Community Land Trust

Resident Trustee

Port Facilities

Fig. A /// Heijplaat and surrounding area

iii

Contents i

Preface: Cultivating Heijplaat

iii

Contents

Introduction

Procurement Objectives

Stakeholder landscape

Programme and Phasing

Project Ethos: Procurement and Inclusive Design

Phase One

Phase Two

01/ Phase One: The Client - Nicoâ&#x20AC;&#x2122;s House

Phase Two: The Client - Heijplaat Development Company

Procuring The Verhalenhuis

Procuring the Refurbishment of Existing Dwellings

Selecting A Procurement Route - Clientâ&#x20AC;&#x2122;s Requirements

(Why Not) Self-Build?

Traditional Two-Stage Procurement

(Why Not) Partnering?

The RIBA Plan of Works

(Why) Frameworks

02/ Commissioning The Architect

Designing and Building within the Framework

03/ Feasibility

07/ Phase Two

04/ Demolition and Asset Transfer

08/ Project Review and Continue Series

05/ Phase One

06/ Project Review

Costing: Capital Construction and Whole Life

Location Factors: Working in the Netherlands

Phase One: The Verhalenhuis

Phase Two: Refurbished Residential Accomodation

Cost Estimation Using Cost Indicies

Whole Life Costing

Inclusive Design and Social Value

CDM - Construction (Design and Managament)

Bibliography

Appendix 1 - Cultivating Heijplaat and the RIBA Plan of Works

Fig. B /// Reflections in Heijplaat.

Introduction Cultivating Heijplaat is an investigation into inclusive sustainable regeneration that is sensitive to place. Within that investigation the project considers the design and procurement of a building, or series of buildings. This management report focuses on a two-phase program of design and construction that forms the built element of the Cultivating Heijplaat project. The first phase considers the procurement of a community-house and hostel - named the Verhalenhuis - by a Community Land Trust called Nicoâ&#x20AC;&#x2122;s House. The second phase considers a program of refurbishment of existing dwellings as an alternative to demolition and reconstruction, strategically utilising the facility procured in the first phase. Strong links to education and training are demanded by a multi-headed client group who seek to first test and then expand a model for regeneration-byretrofit, building working knowledge through the application of an area-specific procurement framework. Procurement Objectives WIth the above in mind, Cultivating Heijplaat has the following objectives with regard to procurement: Firstly; to consider the challenges associated with a general â&#x20AC;&#x2DC;skilling upâ&#x20AC;&#x2122;of built environment professionals to meet the future challenges of carbon-neutral new-build and - particularly retrofitting of existing dwellings to meet new performance standards. Secondly; adopt a permacultural attitude to development of place, accepting multiple outputs as valuable from a system rather than merely the regeneration of built fabric; in particular... Thirdly; to consider how a more inclusive approach to procurement and building might enable learning to run throughout the regeneration of Heijplaat, facilitating opportunities for education and training throughout the design and construction phases and beyond on into the useable life of the building.

GEMEENTE ROTTERDAM Rotterdam Municipality

Projectbureau

AUTHORITY

CLIENT

ARCHITECT

Fig.C /// Stakeholder Map for Cultivating Heijplaat. By no means exhaustive, the map gives an indication of the number of voices to be heard in Heijplaat. Stakeholders below are categorised by role; as client, funding body, consultant, user or other contributor.

AKADEMIE VON BOUWKUNST AKADEMIE VON BOUWKUNST Project Office

GEMEENTE ROTTERDAM Rotterdam Municipality

THE NETHERLANDS

GEMEENTE ROTTERDAM Rotterdam Municipality

Project Officer

A.N. Architect Local Worker

Resident Trustee

AKADEMIE VON BOUWKUNST

Project Officer

NICOâ&#x20AC;&#x2122;S HOUSE

Jillian Barendregt Project Officer

HEIJPLAAT

Project Officer

H UIS

Community Land Trust

LEN

Arie Voorburg

Project Officer

REFURB

THE

Duzan Doepel

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C O N S O R T I U M

SIH

Bart Schrijenen Project Officer

Project Officer

ELLIN G S

Project Officer

Henk Osterboorg Project Officer

Project Officer

FUNDERS

SHIS

The Project Stadshavens Rotterdam stimulates metamorphosis of City Ports, through planning, decision making and facilitate communication. The project is a collaboration of the Municipality of Rotterdam Port of Rotterdam

Project Officer

Resident Trustee

Stichting Hervormde Internaten voor Schippersjeugd

Projectbureau

Project Office

Nico Prins Artist

USERS

CONCEPT PROTOTYPE CONSORTIUM

WIMBY Hoogvliet Project

Stakeholder Landscape There is a large number of actors and agents already at work in Heijplaat, of which many are already connected in a complex network of interaction. As a place it faces immense change and thus attracts a great deal of attention politically and economically. The diagram to the left illustrates the landscape of stakeholders that could have an influence or role in the Cultivating Heijplaat project. SHIS

C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

SHIS

C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

Projectbureau

A.N. Architect Local Worker A.N. Architect Local Worker

Projectbureau

Nico Prins Artist Nico Prins Artist

HEIJP LAA TD HEIJP LAA NICO’S T HOUSE HEIJPLAAT D

HEIJPLAAT

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Projectbureau

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Projectbureau

PMENT COMPAN Y ELO EV

Community Land Trust

NICO’S HOUSE

PMENT COMPAN Y ELO EV

In order to consider the role of the architect in Cultivating Heijplaat, A.N. Architect has been included as a character by which to judge the relationships formed with clients, users, contractors and other consultants. C O N S O R T I U M

C O N S O R T I U M

Community Community

NICO’S HOUSE NICO’S HEIJPLAAT HOUSE Community Land Trust HEIJPLAAT

Community Land Trust

A.N. Architect /// ... is a character created to illustrate the alternating role of the architect in SHISand as professional consultant. Cultivating Heijplaat: as citizen and member of a community; They work as an academic, tutor and researcher at the Akademie von Bouwkunst, taking a lead role in its newly established Project Office. As such they haveSHIS an interest in the future of the Projectbureau place in which they work, as vested as it is derived from curiosity. As a researcher and educator, they are an activist with the parallel capacity to act and assume agency on the behalf of others. Projectbureau

Project Officer

Projectbureau Projectbureau

C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

A.N. Architect Local Worker

Nico Prins Artist

Nico Prins /// ... is an artist interested in Heijplaat ground’. He is an active member of the community seeking to initiate dialogue and action through the telling NICO’S HOUSE HEIJPLAAT HEIJhas and re-telling of stories. Nico hosts visitors to Heijplaat and PLA a working relationship AT D consultations. NICO’S HOUSE with land owner Woonbron, for whom he occasionally hosts public HEIJPLAAT Projectbureau NICO’S HOUSE Nico generally has a good relationship with Hiejplaat’s wider community and HEIJPLAAT assumes the role of informal champion. Community Land Trust

C O N S O R T I U M

Community Land Trust

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Community

Projectbureau

PMENT COMPAN Y ELO EV

Community Land Trust

PMENT COMPAN Y ELO EV

Nico Prins Artist

Project Officer Project Officer

Jillian Barendregt Officer JillianProject Barendregt Project Officer

Project Officer Project Officer

Woonbron /// ... is a housing association that owns the majority of the land in the area that is zoned for residential use.

Project Officer

HEI P LAA as J‘native TD

C O N S O R T I U M

Stadshavens Rotterdam Projectbureau /// ... is a regional development agency responsible for facilitating regeneration of the Stadshavens Rotterdam area; which at 1600hectares, is the largest inner-city development in the Netherlands.

Project Officer

Project Officer Project Officer

Henk Osterboorg Officer Henk Project Osterboorg Project Officer

Project Officer Project Officer

Fig.D /// Phasing Strategy. A. Area as observed from Google Earth / B. Area as observed in reality / C. Target Block - most complete example with best location relative to Tuindorp and RDM. / D. Potential ‘roll-out’ strategy to wider area if communityled retrofit and selective new build is successful. / E. Structurally unsafe building (in red) and gardens as valuable asset (in green). / F. Demolition of unsafe building. / G. Construction of the Verhalenhuis with a relationship to gardens. / H. Sectional SHIS but independent living quarters. / I. Refurbishment continued to provide family dwellings. completion of retrofit allowing apprentices and students to move onto site in supported C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

Projectbureau

A.N. Architect Local Worker

Phase One (G): The Verhalenhuis: -

Nico Prins Artist

HEIJPLAAT

Community Land Trust

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Community

Projectbureau

Stichting Hervormde Internaten voor Schippersjeugd

Projectbureau

C O N S O R T I U M

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Projectbureau

CLIENT/USER

PMENT COMPAN Y ELO EV

NICO’S HOUSE Community Land Trust

Community

Procurement of two types of residential accommodation. Refurbishment of buildings. High specification with regard to performance and quality of finish. Contracting that assumes high use of apprentice labour.

HEIJP LAA TD HEIJPLAAT

NICO’S HOUSE HEIJPLAAT Community Land Trust

SHIS

C O N S O R T I U M

PMENT COMPAN Y ELO EV

Demolition of existing buildings. New build construction on a cleared site. HEIJP LAA TD The procurement of general ‘community A.N. Architect NICO’S HOUSE centre’ facilities, such as classroom Local Worker teaching space, activity room relating to gardening secure storage, teaching kitchen, eatery, foyer exhibition space and offices for short-term working (studio-style) and administration. The procurement of complementary hostelstyle accommodation.Nico Prins Artistof external A relatively large proportion works.

Phase Two (I): Refurbished Residential Accommodation:

C O N S O R T I U M

CLIENT

NICO’S HOUSE HEIJPLAAT

SHIS

Stichting Hervormde Internaten voor Schippersjeugd

USER

A.N. Architect Local Worker

Resident Trustee Nico Prins Artist

Projectbureau

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01/p.xx C O N S O R T I U M

Projectbureau

SHIS

C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

Projectbureau

2012 2013 2014 2015 20 E

DEVE LOP M

ANY OMP TC EN

NICO’S HOUSE HEIJPLAAT

Community Land Trust

ESTABLISH ESTABLISH ESTABLISH ESTABLISH ESTABLI NICO’S HOUSE

NICO’S HOUSE

Community Land Trust

HEIJPLAAT

NICO’S HOUSE

Community Land Trust

HEIJPLAAT

Community Land Trust

HEIJPLAAT

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PHASE ONE

02/p.xx / 03/p.xx

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AKADEMIE VON BOUWKUNST Project Office

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DEMOLITION CONTRACTOR

demolition

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HEIJPLAAT

Projectbureau

C O N S O R T I U M

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THE VERHALENHUIS

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...

AKADEMIE VON BOUWKUNST

CONTRACTOR

AKADEMIE VON BOUWKUNST

Project Office

CONTRACTOR

J J

CONTRACTOR

FRAMEWORK

ESTABLISH

NICO’S HOUSE

CONTRACTOR

...

Project Office

CONTRACTOR

ARCHITECT

1955

1912

Fig.E /// Timeline for Cultivating Heijplaat including idea generation, establishment of organisations, procurement phases and future work. Phase One is illustrated as a traditional two-stage tender procurement route with Nico’s House as the client, whilst Phase Two is illustrated as a design-and-build contract situated within a framework set up by the client body, in this case a development company of which Nico’s House is a member. Diagram serves as a key for large format drawing included in Appendix 1 and individual scenario descriptions on given page references.

GARDEN-CITY HOUSING ESTATE RDM SHIPYARD

POST-WAR HOUSING ESTATE

D C

Project Ethos - Procurement & Inclusive Design CLAMP, H., COX, S. and LUPTON, S. (2007) Which Contract? (4th Edition). London: RIBA Publishing, p.15.

CABE (2006) The Principals Of Inclusive Design (They Include You). London: CABE, p.5.

Ibid. p.12.

The objectives of Cultivating Heijplaat influence how the buildings within in it will be produced and therefore what strategy for procuring it would be most appropriate. The ‘procurement method’ can be described as:

08/p.xx

“ ...the often complex network of relationships which are formed between clients, consultants and construction companies, to enable a building project to be realised.” 1 SHIS

Stichting Hervormde Internaten voor Schippersjeugd

016 2017

DEVE LOP M

ANY OMP TC EN

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Projectbureau

C O N S O R T I U M

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J F

Project Office

...

CONTRACTOR

L1 L2

L3 07/p.xx

Cultivating Heijplaat exists at a particular point in time, illustrated on the key opposite, which can also been found as a larger, fold-out version in Appendix 1. Each annotated section is explored in relation to stakeholders, funding and procurement route on the page as referenced.

2040

2015

2012

2007

STADSHAVENS MANDATE 1996

AKADEMIE VON BOUWKUNST

The choice of procurement method is therefore a strategic one and for this particular project relationships within it can be exploited - and sometimes engineered - to best fulfil the projects objectives; principally the delivering of social value through education and training as part of the process of procurement. Thus in Cultivating Heijplaat, procurement and the notion of Inclusive Design - defined by the Commission for Architecture and the Built Environment (CABE) as design and development that achieves an ‘inclusive environment’ and creates ‘spaces and buildings that people can use to form strong, vibrant and sustainable communities’ 2 - are closely linked. If meeting the principles of inclusive design requires ‘an understanding of how the building or space will be used and who will use it’ 3, the the ethos of inclusion should certainly be carried across into the process by which such designs are conceived and developed.

Fig.X

Fig.F /// Locating Cultivating Heijplaat in time relative to the establishment of the Rotterdamsche Droogdok Maatschappij shipyard, the construction of both the original garden-suburb of Tuindorp Heijplaat and its post-war extension, and the Standshavens-initiated regeneration of RDM Campus.

REFURBISHED DWELLINGS NATIONAL MONUMENT

RDM CAMPUS

Heijplaat Community /// Nico’s House is seeks to act in the interest of Heijplaat’s community as defined by location. This can include people who work in Heijplaat as well as those that live there.

A.N. Architect Local Worker

08/p.xx

Resident Trustee Nico Prins Artist

Resident Trustee

NICO’S HOUSE

Private Company Limited By Guarantee

Board of Trustees /// Nico’s House is governed by a Board of Trustees that are nominated by the community and make decisions about running the organisation and are responsible for upholding its aims and objectives.

Resident Trustee

NICO’S HOUSE

Fig.G /// Nico’s House as Community Land Trust and Private Company Limited By Guarantee.

HEIJPLAAT

Community Land Trust

HANNIGAN, B. (2003). Company Law. Oxford: Oxford University Press, p.126. 4

Legal Identity /// A legal personality is required in order to limit the liability of the members of Nico’s House. In British and Irish company law, a Private Company Limited By Guarantee provides an alternative type of corporation

Community Land Trust /// A Community Land Trust (CLT) is a non-profit, community-based organisation run by volunteers that develops housing or other assets at permanently affordable levels for long-term community benefit. It does this by separating the value of the building from the land that it stands on. The CLT then holds the land as an asset in trust for long-term community benefit.

used primarily for non-profit organisations that require legal personality. A guarantee company does not usually have a share capital or shareholders, but instead has members who act as guarantors. The guarantors give an undertaking to contribute a nominal amount (typically very small) in the event of the winding up of the company 4.

CLTs range in size, can be rural or urban and provide a variety of housing tenures as well as other community facilities, including workspaces, energy generation, community food and farming. They take a variety of legal forms, although a CLT is usually constituted as an Industrial and Provident Society or Company Limited by Guarantee, and may or may not have charitable status. In UK law CLTs are legally defined in the Housing and Regeneration Act 2008, Section 79 5.

NATIONAL COMMUNITY LAND TRUST NETWORK (2012) What is a Community Land Trust (CLT)? [WWW] Available from: http://www. communitylandtrusts.org.uk/upload/ public/Publications/Community%20 Land%20Trusts%20Info%20 leaflet%20WEB.pdf [Accessed 16/02/2012]. 5

PHASE ONE: The Client - Nico’s House

01 / The Idea - Becoming A Client Fig.H /// Nico and A.N. Architect come up with the idea for an alternative strategy for regenerating Heijplaat, placing greater importance on inclusive governance and decision making. They approach the Stadshavens Projectbureau (as mandate holders for regeneration of the area) and Woonbron (as housing association and landowner) for funding to commission a feasibility study. To facilitate theSHIS transfer of funds they need to be an organisation with a legal identity and thus Nico’s House is formed. A.N. Architect Local Worker

Projectbureau

Procuring the Verhalenhuis The first phase considers the procurement of a community-house and hostel - named the Verhalenhuis - by a Community Land Trust (CLT) called Nico’s House. The community-house is intended as a manifestation of Heijplaat’s active community; an expression of existence that affords further engagement with and by others. The hostel is intended as a complementary asset enabling the community to host guests; to work on projects or to conduct their business in the neighbourhood.

E SHIS

C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

C O N S O R T I U M

This intention requires that Nico and the residents of Heijplaat form an organisational body E that has the capacity to legitimately act as a client on behalf of the wider community. To do E this it needs be able to hold ownership of land in trust for Ethat community. It is also important that the organisation limits the personal liability of its members with regard to any E risk that the organisation is exposed to by its activities. Stichting Hervormde Internaten voor Schippersjeugd

2012 2 Projectbureau

A.N. Architect Local Worker

HEIJPLAAT

Community Land Trust

Nico Prins Artist

Nico Prins HEIJP on Legal Structures: Guidance Note LAA Artist TD C O N S O R T I U M

Community Land Trust

NICO’S HOUSE HEIJPLAAT Community Land Trust

Apr

Projectbureau

May

Nico Prins Artist Community

Jun

C O N S O R T I U M

Community

Projectbureau

HEIJPLAAT

Projectbureau

Aug

HEIJP LAA TD

NICO’S HOUSE HEIJPLAAT

Community Land Trust

HEIJPLAAT

Community Land Trust

Projectbureau

AKADEMIE VON BOUWKUNST

HEIJPLAAT

Community Land Trust

Stichting Hervormde Internaten voor Schippersjeugd

NICO’S HOUSE

owned by and held for the community its value is captured in perpetuity 6.”

NICO’S HOUSE

Jul

SHIS

vation and/or other cultural or community based or focussed activities and projects. Once land is

C O N S O R T I U M

Community

HEIJPLAAT NICO’S HOUSE HEIJPLAAT

Community Land Trust

PMENT COMPAN Y ELO EV

HEIJPLAAT

Community Land Trust

HEIJP LAA

Project OfficeT D

NICO’S HOUSE Community Land Trust HEIJPLAAT

Community Land Trust

Projectbureau

C O N S O R T I U M

Nico and A.N. Architect have chosen to form a Community Land Trust (CLT) - called Nico’s House Sep Oct Nov Dec Jan Feb Mar - to facilitate democratic community ownership of the Verhalenhuis and the land it sits on. They have chosen to establish a Private Company Limited by Guarantee in order to given Nicos’s House a legal personality. Along with other nominated residents, Nico and A.N. Architect will serve as trustees for the CLT, responsible for upholding its aims and objectives. The objectives of the CLT enshrine the values behind its creation: principally the provision of a forum for community views on the regeneration of Heijplaat; and the re-imagining of the neighbourhood as a place of education in its widest sense. These objectives would be supported by a more detailed schedule of constitutional articles and amendments that set out the criteria by which the performance of the CLT towards its objectives would be met.

PHAS

NICO’S HOUSE NICO’S HOUSE Nico Prins Artist

PMENT COMPAN Y ELO EV

Projectbureau

NICO’S HOUSE

AT D

Community Land Trusts. Leeds: NICO’S HOUSE HEIJPLAAT Wrigleys Solicitors LLP, p.2.

PMENT COMPAN Y ELO EV

A.N. Architect Local Worker

HEIJP land for the sustainable provision of affordable housing, workspace, farming, conserin particular, LA

Stichting Hervormde Internaten voor Schippersjeugd

C O N S O R T I U M

Community Land Trust

PMENT COMPAN Y ELO EV

Mar

HEIJPLAAT

A.N. Architect Local Worker

Feb

Projectbureau

NICO’S HOUSE ESTABLISH Wrigleys ESTABLISH ESTABLISH ESTABLISH ESTABLISH E Solicitors LLP (2006) Land Trust (“CLT”) is a means of providing democratic community ownership of, “ The Community SHIS

NICO’S HOUSE

Jan

Nico’s House, as a CLT and Private Company Limited By Guarantee, is in a position to be able to procure the Verhalenhuis.

TIME

Selecting a Procurement Route - Client Requirements

COMPLEXITY

COST

“ The procurement system should be the most appropriate in the light of the criteria signalled to the architect by the client during and after the briefing stage. In choosing a procurement path, the key criteria are the client’s priorities in respect of: - Time: economy and certainty; - Cost: economy and certainty; - Control: apportionment of risk; - Quality: in design and construction; - Size / Value: small, medium or large; - Complexity: simple or complex.7 ”

Despite having A.N. Architect as a knowledgeable member, Nico’s House are fairly inexperienced as a client. They will therefore require close guidance in procuring the Verhalenhuis.

SIZE / VALUE

CONTROL

TIME

COMPLEXITY

CHAPPEL, D. and WILLIS, A. (2010) The Architect In Practice (10th Edition) Oxford: WileyBlackwell University, pp.168-169.

COST

SIZE / VALUE

CONTROL

B. Traditional Procurement Profile.

QUALITY TIME

COMPLEXITY

To demonstrate the viability of an alternative strategy of development in Heijplaat, the Verhalenhuis will need to be high quality in terms of energy performance, which in turn necessitates a high degree of workmanship. The aspiration to provide an exemplary, sustainable community building adds to what is already a challenge in terms of buildability. Although part of a wider area strategy, the Verhalenhuis itself represents a reasonably small and simple building, whilst the unique identity of the area and the clients insight into existing social and environmental value inherent within it require that they retain good control of the project and manage the risk accorded by that control. Due to aspirations for quality, the client is willing to accept slight delays in time to account for acceptable resolution of deisgn challenges, although the fact that the client has obtained funds from other stakeholders necessitates a reasonable level of cost certainty. As a result of analysing the client’s requirements for their project, a traditional procurement route - in which the architect is commissioned by the client to take a brief, develop it, produce designs and construction information, invite tenders, administer the project during the construction period and settle the final account - seems the most appropriate choice, especially given the small scale of the building and particularly when compared to a design and build strategy, where a greater responsibility for design - and therefore greater control in order to manage a greater risk - is passed to a contractor.

A. Verhalenhuis Project Requirements.

QUALITY

COST

SIZE / VALUE

CONTROL

C. Design & Build Procurement Profile.

QUALITY TIME

COMPLEXITY

COST

SIZE / VALUE

CONTROL

QUALITY

Ibid. p.169.

Ibid. pp.169-174.

D. Comparison of above.

Fig.I /// Comparison of the project requirements for the Verhalenhuis against the characteristics profiles of traditional and ‘design & build’ procurement strategies. It can be seen that the traditional route most closely matches the requirements of the client in terms of quality, control and cost certainty.

Diagrams drawn from information in Chappel and Willis (2010) 9: Time: Certainty (low to high) Cost: Certainty (low to high) Control: Level (low to high) Quality: Level (low to high) Size / Value: Level (low to high) Complexity: Level (low to high)

NICO’S HOUSE HEIJPLAAT

Community Land Trust

AKADEMIE VON BOUWKUNST

The advantage to an inexperienced client such as Nico’s House, working on an exemplary sustainable building with precise requirements, such as the Verhalenhuis is that design input from the contractor(s) can be secured at an earlier stage and usefully inform the development of the design.

CONTRACTOR

ARCHITECT

SCHOOL PARASITES (CONSULTANT)

SUB-CONTRACTORS

SUPPLIERS QUANTITY SURVEYOR

Fig.J /// Diagram illustrating contractual and functional relationships within a traditional procurement route, using a contract such as OTHER DIRECTLY those available in the JCT suite of publications. The client employs EMPLOYED CONTRACTORS consultants directly with an agreement to provide services and holds a building contract directly with a contractor, who employs their OTHER DIRECTLY own sub-contractors and suppliers. Consultants are employed first, EMPLOYED often on the advice of the architect, who also advises the client on CONTRACTORS Community Land Trust choice of contract for building procurement. The client may also employ other contractors for specialist elements of construction. OTHER DIRECTLY OTHER DIRECTLY in parallel to EMPLOYED EMPLOYED Functional links for information and communication exist contractual links as necessitated by the demands of CONTRACTORS the project. CONTRACTORS

MECHANICAL& ELECTRICAL ENGINEER

NICO’S HOUSE HEIJPLAAT

STRUCTURAL ENGINEER

NICO’S HOUSE

O’S HOUSE

AAT d Trust

WIthin a traditional contract it is possible to choose a two-stage strategy with regard to tendering. In this approach, the project is put out to tender earlier than in a single-stage strategy - typically at the end of RIBA Work Stage C. Tenders are prepared by contractors on the basis of more limited information, and only aim to secure work associated with the development of a design, typically the detailed (D) and technical (E) design stages. The project is again tendered before a contractor is selected to construct the building.

Project Office

CO’S HOUSE

PLAAT y Land Trust

Traditional Two-Stage Procurement OTHER DIRECTLY EMPLOYED CONTRACTORS

CONTRACTOR

HEIJPLAAT

Community Land Trust

AKADEMIE VON BOUWKUNST

Contractual links

Functional links

Project Office

CONTRACTOR

ARCHITECT AKADEMIE VON BOUWKUNST Project Office

RIBA (2011) Green Overlay to the RIBA Outline Plan of Work. London: RIBA Publishing [WWW] Available from: http://www. CONTRACTOR ribabookshops.com/uploads/9a0204f4-8775-d644-c9d1-b2d-

SUB-CONTRACTORS

CONTRACTORARCHITECT SCHOOL PARASITES SUPPLIERS (CONSULTANT)

508c5924b.pdf [Accessed 19/02/2012]. SUB-CONTRACTORS

The RIBA Plan of Works The Royal Institute of Brtish Architects (RIBA) publishes an Outline Plan of Work10 . It sets out a series of workstages that have come to be accepted as construction industry standard framework for organising work towards the design and construction of buildings, including the administration of building contracts. These stages run from Stages A and B, representing Appraisal and the preparation of a Design Brief, through to Stages K and L, representing Construction to Practical Completion and Post Completion work such as assisting the client in taking occupation of the building. The Outline Plan of Work details the kind of tasks expected under each workstage, and has recently been updated with a ‘Green Overlay’ which adds a number of sustainability checkpoints designed to encourage an ecological approach to construction. Please refer to Appendix 1 for an illustration of the traditional two stage tendering process, relative to the RIBA Workstages and as applied to the procurement of the Verhalenhuis. The following pages continue to document the procurement process relative to the key on p.6.

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Fig.K /// Work Stages A and B are procured by means of a ‘live’ educational experience in partnership with the Akademie von Bouwkunst Project Office. Work associated with development of a brief and with feasibility studies is strategically timed to coincide with the academic year; Stage A commencing in September and running until the Christmas vacation; and Stage B resuming upon return, running until an ‘end of year’ presentation to Woonbron, Stadshavens Projectbureau, Nico’s House and the Concept House Consortium that doubles as an academic assessment procedure. Tactically the Project Office is considering which consultants they might need to develop the project after approval by the funding bodies. Work is conducted by students under the guidance of experienced staff and academics with a background in the built environment professions, and features an emphasis on participatory design and community engagement. Events run as part of this programme simultaneously help to establish the CLT as a known organisation known to the community in Heijplaat. It is likely that more detailed and wide-reaching work will be produced due to the length of time committed to Stages A and B, as well as the greater capacity that a group of students can offer compared to a standard professional office.

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Work Stage A - Appraisal /// 1. Identification of client’s needs and objectives, business case and possible constraints on development. / 2. Preparation of feasibility studies and assessment of options to enable the client to decide whether to proceed.

Work Stage B - Design Brief /// 1. Development of initial statement of requirements into the Design Brief by or on behalf of the client confirming key requirements and constraints. Identification of procurement method, procedures, organisational structure and range of consultants and others to be engaged for the project.

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04 / Demolition and Asset Transfer

Fig.L /// Convinced by the Project Office’s initial work, Woonbron commit to the project; tendering a contract for demolition works on the structures deemed to be unsafe by surveys undertaken during feasibility studies, before transferring ownership of the land as an asset to Nico’s House. The land is now held in trust for the local

community and development of the design for the Verhalenhuis can proceed. Funding for Phase One of the project is secured; principally from the Concept House Consortium introduced - and partly funded - by Woonbron, who are seeking an opportunity to apply research they have been developing.

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A AA A B B L1 PHASE ONE THE VERHALENHUIS B B B B A B C C D F1 F2 E C C G* H* G DCH2 J CC L1 F1 J D E K D A D ED D E 05 / Phase One E E E E B E E C Fig.M /// Phase One proceeds as per a traditional contract with a two stage tendering process. A number of contractors are invited to tender - based onF1 F1 Eand roughEdesign - to be contracted Ean outlineEspecification for input on detailed and technical design development. Around a month is given for contractors to submit tenders; a relatively short amount of time given the limited F1 scope of tenderF1 itself. Once action is taken on F1 F1 tenders received, the contractor is involved in developing the design of the Verhalenhuis, with their input being particularly valuable with regard to buildability and construction-relatedC design issues. This F1 D F1F1 Projectbureau Ghaving the Stadshavens F1technical onboard F1 is particularly important for this project as it may involve the use of innovative materials and construction techniques. Benefitting from the confidence of F1 as regional G AD from other contractors, but development authority, technical design is developed whilst planning permission is under consideration; it is reasonably certain to gain approval. stage tender attracts interest G The second Gstarts on site. Following practical completion, Etenderer is preferred and E wins the work from Stage F onwards. Following mobilisation, the development of production information continuesH* the original as Gthe projectG H* Nico’s House takes up residence; and the design team are there to assist with snagging issues and use of the building’s environmental systems. gathers as many B parties involved in the project H* A project review - that C E is included in work for H* G* as possible together for an evaluative workshop - is planned for as soon as practically possible to ensure the greatest chance that workmen and consultants are stillH* with their employers; this F1 H* F1 G* Stage L. Following a successful project review, the interested parties form the Heijplaat Development Company and associated Framework Agreement in order to take the project forward. Opportunities for community C D events run throughout the continuing phases of design development, and utilise the completed shell of the Verhalenhuis duringG* engagement Stage K, as soon as it is G* practically safeA to do so. G F2 G* G* G F2 F2 AHD B F2 E CEH* F2 H2F2 A H2 AA H2 E B H2 F1 C C F1 B G* F H2 J J H2 D C BBJ J CC G J J C D JJ F2 EDDG CJ JC J E J K J K CD DDH* H E K H2 EF1 E D K F1 E E L1 K L1 K KDD E E E G* E L1 F GL1 E F1 L1 L1 J F1 J G L1 EEE L1 F1 F1 L1 L1 F1 L1 L1 F1 L2 F1 F2 F1 G L2 G H JL1 H* G K L2 G G L2 G G L2 L2 L3 GH2 H H* G* L3F L1 H ESTABLISH

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06 / Project Review

Work Stage C - Concept /// 1. Implementation of Design Brief and preparation of additional data. / 2. Preparation of Concept Design including outline proposals for structural and building services systems, outline specifications and preliminary cost plan. / 3. Review of procurement route.

Work Stage F2 - Production Information 2 /// 1. Application for statutory approvals. / 2. Preparation of further information for construction required under the building contract. (Stage F may overlap with Stage K if contractor starts on site whilst requiring further detailed or technical design work).

Work Stage H - Second Stage Tender Action /// 1. Identification and evaluation of potential contractors and/or specialists for the project. / 2. Obtaining and appraising tenders; submission of recommendations to the client.

Work Stage D - Design Development /// 1. Development of concept design to include structural and building services systems, updated outline specifications and cost plan. / 2. Completion of Project Brief. / 3. Application for detailed planning permission.

Work Stage J - Mobilisation /// 1. Letting the building contract, appointing the contractor. / 2. Issuing of information to the contractor. / 3. Arranging site hand over to the contractor.

Work Stage K - Construction to Practical Completion /// 1. Administration of the building contract to Practical Completion. / 2. Provision to the contractor of further Information as and when reasonably required. / 3. Review of information provided by contractors and specialists.

Work Stage E - Technical Design /// 1. Preparation of technical design(s) and specifications, sufficient to co-ordinate components and elements of the project and information for statutory standards and construction safety.

Work Stage L1 - Post Practical Completion 1 /// 1. Administration of the building contract after Practical Completion and making final inspections.

Work Stage F1 - Production Information 1 /// 1. Preparation of production information in sufficient detail to enable a tender or tenders to be obtained.

Work Stage L2 - Post Practical Completion 2 /// 1. Assisting building user during initial occupation period.

Work Stage G - Second Stage Tender Documentation /// 1. Preparation and/or collation of tender documentation in sufficient detail to enable a tender or tenders to be obtained for the project.

PHASE TWO: The Client - Heijplaat Development Company

SHIS

C O N S O R T I U M

Stichting Hervormde Internaten voor Schippersjeugd

Procuring the refurbishment of existing dwellings Following the successful completion of Phase One, the Stadshavens Projectbureau and Woonbron consider the wider implications of an alternative regeneration strategy for Heijplaat. There is still much to be tested, principally the refurbishment of existing buildings. ‘Retrofitting’ is a relatively undeveloped field of knowledge, but one with immediate and widereaching future applications given the large number of existing properties that contribute to energy and emissions targets across Europe. Therefore, it will be of benefit to client, design team and contractor to develop methods, techniques and working relationships that might allow them to tackle such a challenge effectively.

A.N. Architect Local Worker

Projectbureau

With Nico’s House taking the lead, a development company is formed in order to develop Phase Two. Woonbron provide some funding as an interested party, standing to benefit from the success of the project in their position as a land owner in the wider area. The Projectbureau lend political support bringing contacts, whilst the Concept House Consortium - connected to Woonbron by funding streams and the Projectbureau by permission - put up the majority of the money, seeking to develop retrofit alongside their exemplary new-build program. The Stichting Hervormde Internaten voor Schippersjeugd (SHIS) will eventually rent dwellings in the finished scheme and so enter at this point as an interested party, providing some funding in partnership with their long-term collaborators and educational provider Prokino. Thus the principal objective for Phase Two is the development and retention of knowledge associated with retrofit and refurbishment of a particular type of housing stock in a particular area, coupled with the provision of opportunities for education and training and an inclusive procurement process.

Nico Prins Artist

HEIJP LAA TD HEIJPLAAT

Community Land Trust

NICO’S HOUSE HEIJPLAAT

Community Land Trust

(Why Not) Self-Build? An initial assumption was that the project objectives might be best facilitated by procuring scheme as a community self-build project, with eventual tenants providing labour for all or part of the work, However, this was dismissed due to the limited scope for technicallydemanding deign solutions as may be necessitated by high performance refurbishment; and also due to the relative specificity of procurement strategy. An interview with Robin Hillier of Architype provided a scope of the contractual ambiguity of many self-build schemes11.

Community

HILLIER, R. (2012) Conversation with the author. [Interview] Conducted by telephone, 12/02/2012. 11

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Fig.N /// Heijplaat Development Company (HDC) as an organisation featuring; A. Nico’s House as lead partner / B. Woonbron as interested party / C. Stadshavens Projectbureau as interested party / D. Concept House Consortium as principal funder / E. SHIS as non-developing funder / F. Prokino as partner to SHIS. Please refer to p.XX for stakeholder profiles.

Fig.O /// Soundings /// Soundings form part of the evolving design methodology used in Cultivating Heijplaat and involve a number of methods for accumulating indirect knowledge as part of a strategy for approaching a site remote from the designer and dependent upon the reconciliation of fictional narrative with observations of reality.

(Why Not) Partnering? Partnering is a fashionable yet relatively undeveloped form of procurement by which parties interested in developing a working method, body of knowledge and relationship with regard to a specific - and often experimental - kind of project enter into a trust-based, transparent agreement in which risk is shared equally between all parties.

CHAPPEL, D. and WILLIS, A. (2010) The Architect In Practice (10th Edition) Oxford: Wiley-Blackwell University, p.182. 12

However, partnering is still vaguely defined and open to abuse; anecdotal evidence reports employers and contractors using the cover of partnering to disguise business as usual12. It is based largely on trust and does not translate easily into a legally-binding contractual relationship. As such, partnering agreements usually exist alongside other standard forms of procurement as a means of aligning the ethos of parties involved. (Why) Frameworks Frameworks are a more widely-tested means of establishing a pool of skilled, knowledgeable consultants and contractors from which to select when undertaking a series of contracts of a similar nature:

Robin Hillier /// Architype

As an architect at sustainable-building and Passivhaus-specialist Architype, Robin Hillier has over 15 years experience designing environmentally friendly buildings in a community self build context. As project architect for the Diggers self build scheme he became convinced that simplicity, both of the building form, and the construction process, were crucial for a truly low environmental impact. The project won a RIBA design award. Robin was project architect for several other group self build schemes, including the Hedgehog Housing Co-op - as featured on Grand Designs. I interviewed Robin - by telephone - to draw on his experience of community self-build with particular regard to procurement strategies.

ARCHITYPE (2012) People [WWW] Available from: http:// www.architype.co.uk/ people [Accessed on 20/02/2012] 14

SPEAIGHT, A. and STONE, G. (2010) Architect’s Legal

Handbook - The Law For Architects (9th Edition) London: Architectural Press, p.174.

“The framework agreement sets out the principal terms and conditions and then the client can simply call off each project without the need to re-tender…There is usually no guarantee as to the volume of work, nor an obligation to tender any work whatsoever…As well as reducing tendering costs, the purpose of framework agreements is to encourage construction teams to stay together from project to project, making the most of what they have learned from working together on a number of similar projects13.”

Any one of the parties included in the Heijplaat Development Company may develop a retrofit project in the future; most likely Woonbron as landowner, with one or all of the others as funders. The framework agreement approach typically promotes ‘partnering’ by ‘including provisions designed to encourage parties to work together in a manner requiring open-ness and a spirit of mutual trust and respect’ (p.174). A framework agreement administered by the development company might include provisions such as: a preference for retaining existing buildings and refurbishing them rather than demolition; a requirement to prefer other consultants or contractors on the framework where possible; and the utilisation of a certain proportion of apprentice labour, providing opportunities for training to young people from the local community.

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Within the Framework Agreement, a Design and Build contract is used, encouraging contractors to take responsibility for design, and apportiuoning risk away from the client for a larger project. This also encourages other consultants to be invited onto the framework as employees of the contractor, bringing new ideas and broadening the knowledge base accumulating within the framework.

HEIJPLAAT

Community Land Trust

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SCHOOL PARASITES (OTHER DIRECTLY EMPLOYED CONTRACTOR)

QUANTITY SURVEYOR

In this instance, an additional contractor is employed directly by the client. School Parasites are a specalist company established following the success of installing supplementary school facilities as part of the regeneration of nearby Hoogvliet. Although these facilitie were inherently ‘extra’- procured on a temporary basis and independent of existing buildings - it is anticipated that the best way of utilising School Parasites’ expertise in dsign and installation of educational spaces would be to employ them diectly and to ask them to do portions of the work.

AKADEMIE VON BOUWKUNST Project Office

ARCHITECT

CONTRACTOR

SUB-CONTRACTORS

ARCHITECT

NICO’S HOUSE HEIJPLAAT

OTHER DIRECTLY STRUCTURAL EMPLOYED ENGINEER

CONTRACTORS Fig.P /// Diagram illustrating contractual and functional

Fig.X /// School Parasites at schools in nearby Hoogvliet.

Community Land Trust

relationships within a ‘Design & Build’ procurement route, using a contract such as those available in the JCT suite of publications. In this case, the client employs consultants for the initial stages OTHER DIRECTLY of a project, with the architect retained as design advisor once EMPLOYED CONTRACTORS OTHER DIRECTLY The contractor OTHER DIRECTLY responsibility for design passes to the contractor. EMPLOYED EMPLOYED employs their own design team and any sub-contractors and CONTRACTORS CONTRACTORS suppliers directly. The client may also employ other contractors for Community Land Trust CONTRACTOR specialist elements of construction; in this case, School Parasites, who will carry out specialist design and construction work on Contractual links ‘extra school’ elements of the refurbishment. Functional links for information and communication exist in parallel to contractual Functional links links as necessitated by the demands of the project. AKADEMIE VON SUB-CONTRACTORS BOUWKUNST CONTRACTOR MECHANICAL& ELECTRICAL ENGINEER

NICO’S HOUSE HOUSE NICO’S HOUSE NICO’S HEIJPLAAT

In accordance with the Framework Agreement, the contractor will be utilising as much apprentice labour as possible, particularly apprentices placed from the local area or through the SHIS and Prokino. It is envisaged that these apprentices would live in Heijplaat at the HEIJPLAAT AKADEMIE VON Community Land Trust invitation of Nico’s House, staying initially in the hostel facilities at the BOUWKUNST Verhalenhuis before HEIJPLAAT eventually taking occupation of the first of the refurbished dwellings alongsideCommunity studentsLand from Trust ARCHITECT the Akademie von Bouwkunst and the Concept House Consortium. It is possible to consider ‘sectional completion’ of a contract whereby a client takes possession of part of a site before AKADEMIE VON the rest has reached practical completion. This would be necessary in this instance. Project Office

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Fig.Q /// Phase One proceeds as a design and build contract within the Framework Agreement. As client, the Heijplaat Development Company employs the Akademie von Bouwkunst Project Office as a consultant from the Framework. They are retained as client advisor following the letting of the building contract. The contractor - also selected from the framework - employs their own architect and other consultants, providing an opportunity for new ideas and expertise to join the framework. The contractor’s design team develops the design from Stage D onwards, whilst the Project Office participates in Stage L. Another project review is conducted as soon as practically possible in order to reflect on the success of the refurbishment and share lessons learned. At this point, the client can decide whether to proceed with the methodology of regeneration and apply it to other blocks in Heijplaat. In future projects it is anticipated that certain work stages can be compressed in terms of time and cost, benefitting from the learning captured by the Framework Agreement. Stage L3 is conducted at a later date, once sufficient time has passed for meaningful data and observations to be collected concerning the performance of the buildings in relation to the requirements of both client and users.

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08 / Project Review / Continue Series

COSTING: Capital Construction and Whole Life Costing Estimating the cost of building produces information valuable to all members of the design team, client and contractor groups; even in the very earliest stages of a project. Estimates are usually arrived at by considering the cost of precedent buildings of similar type and size. In the UK, this can be done using a cost index such as the Building Cost Information Service (BCIS)15, or reference library of projects and cost data such as the Architect’s Journal Buildings Library16. The latter is particularly useful as it gives information on design intent and procurement method in addition to project cost related to Gross Internal Floor Area (GIFA). Cost indexes however are valuable proven tools for adjusting costs for changes over time and, in combination with appropriate location factors, can facilitate development of conceptual estimates useful in the procurement of buildings.

AJBL01 Lawson House /// Cumbria, UK (2009)

AJBL02 Retrofit for Living /// London, UK (2011)

Use: Hostel / Guesthouse for Arts Organisation Purpose: Accomodation / Reseach Facility Size: (GIFA) 438m2 Cost: £910,000 (£2,077.00 ) / m2) Adjusted to 2014: £2,221 / m2

Use: Residential Purpose: Retrofit a two-storey terraced house, with a target 80 per cent reduction in CO2 emissions, as part of the Retrofit for the Future program. Size: (GIFA) 99m2 Cost: £72,570 (£733.00 ) / m2) Adjusted to 2014: £755.00 / m2

Client /// Grizedale Arts Architect /// Sutherland Hussey Architects

Reasons for selection: Similar use - Accomodation for guests of the organisation who might be working on ‘projects’ with the organisation, site offices, and conference facility / Includes enabling work to use gardens for projects and food production and preparation / Client has similar aspirations in terms of quality of finish / Size.

Location Factors - Working in the Netherlands

Client /// East Thames Group Architect /// Penoyre & Prasad

Reasons for selection: Retrofit and Refurbishment for family residential purpose. Discrepencies: UK location / Original building is much newer (1992) / Only for families, not supported livingin flats.

Discrepencies: UK location / Use of listed building may have added to the cost / Refurbishment not new build.

Another key adjustment to consider is the location of the project. A location factor is an instantaneous, overall, total cost factor for converting a base project cost from one geographic location to another. This factor recognizes differences in productivity and costs for labour, engineered equipment, bulk materials, commodities, freight, duty, taxes and project administration, but does not include the cost of land, scope/design differences for local regulations and codes and differences in operating philosophies17.

AJBL03 Idea Store /// Whitechapel, London, UK (2004) Client /// London Borough of Tower Hamlets Architect /// Adjaye Associates

Use: Library / Community Use Purpose: Continuing Education Facility Size: (GIFA) 5000m2 Cost: £2,100,000 (£420.00 / m2) Adjusted to 2014: £450.00 / m2

I am producing cost estimates using a UK-based cost index and precedent projects based in the UK and so a conversion factor for the Netherlands would be useful in this particular project. However, I have found that due to the limitations listed above, this data is particularly volatile and closely guarded by firms offering international cost estimating consultancy18. Therefore, I have assumed the UK location factor for London, assuming that working in Rotterdam may be subject to similar conditions, and selected the London Borough of Greenwich due to its similar location relative to city and river estuary. If I were to be engaging with this project as a UK-based architect, it may be useful to consider working with a Rotterdam-based architect or quantity surveyor for this initial estimate, as proposed in the fiction that is Cultivating Heijplaat.

Architect’s Journal Buildings Library /// Precedents as basis for cost estimates Cost estimates are just that. Estimates. Much can be drawn from precedent construction projects to allow an informed estimate to be made. The projects shown on this page have been selected from the Architect’s Journal Buildings Library for their relative comparison to the procurement of the Verhalenhuis and associated refurbished accomodation.

Reasons for selection: New Build / Community Use / Urban Location / Municipal Client / Wider reaching educationl purpose Discrepencies: Cost seems very low / No residential element.

BCIS (2012) Building Cost Information Service Online [WWW] Available from: http://www.bcis.co.uk/ ordb [Accessed 15/02/2012]. 15

16 ARCHITECTS JOURNAL (2012) Architect’s Journal Buildings Library [WWW] Available from: www. ajbuildingslibrary.co.uk. [Accessed 15/02/2012].

Phase One - The Verhalenhuis Fig.R/// Phase One is characterised by: -

Demolition of existing buildings. New build construction on a cleared site. The procurement of general ‘community centre’ facilities, such as classroom teaching space, activity room relating to gardening secure storage, teaching kitchen, eatery, foyer exhibition space and offices for short-term working (studio-style) and administration. The procurement of complementary hostelstyle accommodation. A relatively large proportion of external works.

Fig.S /// Phase Two is characterised by: -

Cost estimates for the Verhalenhuis are based on the BCIS index entry for newly constructed community centre from BCIS. However, this does not take into account the short-term accommodation aspect of the project. From the AJ Building’s Library, Grizedale Arts’ Lawson House in Cumbria (ref: AJBL01 opposite) most closely matches the project programmatically, but is based essentially on refurbishment of an existing building. It is therefore perhaps more appropriate to use the cost/m2 value from Lawson House to represent the cost estimate, taking into consideration the similarity of the client’s aspirations to those of the Verhalenhuis with regard to combination of program and quality of finish. Phase One also includes demolition works - estimated separately - and a higher than average percentage addition attributed to External Works. This latter element is due to the provision of a large area of public realm roughly equal to the footprint of the building and the likelihood of contaminated ground due to the sites proximity to land used formerly for shipbuilding and other port-related activity. Phase Two - Refurbished Residential Accommodation Phase Two involves the conversion of existing buildings into two types of residential accommodation: flats for young people living independently; and family maisonettes. In each case, the upper quartile estimate has been used due to the client’s aspiration to procure an exemplary building with regard to performance and quality. Conversion of existing buildings also necessitates a higher than average percentage addition for contingency. This is due to the likelihood of running into difficulty with the existing buildings during refurbishment, and the educational role of the contractor in providing training on the job. Four buildings will be refurbished:

Ibid. p.3.

HUMPHREYS, K. (2005) Sources of International Cost Data (2005 Update) Keynote Presentation at NORDNET ’97 Conference entitled “Quality in Project Management” Reykjavik, Iceland, 11 September 1997. Granite Falls: International Cost Engineering Council [WWW] Available from: http://www.icoste.org/intldata.htm [Accessed 15/02/2012], p.1. 17

Building 1 - 360m2 - Flats for independent living for young people. Building 2 - 880m2 - Family maisonettes. Building 3 - 360m2 - Family maisonettes. Building 4 - 1650m2 - Family maisonettes. Total

3250m2

Cost Estimation Using Cost Indicies Cost estimation below is derived from information available through BCIS cost index, adjusted for location and anticipated time of start on site. In the case of Phase One, information from the Architect’s Journal Buildings Library has been used to provide a cost estimate.

Phase Two Conversion of existing buildings to residential flats: Cost estimate based BCIS Cost Index Data Set 816 for Flats (Conversion): Mean Cost (Flats-Conversion-1-2 Storey) Construction Cost External Works

£986.00/m2 360 m2 @ £986.00/m2 8%

£ 354,960.00 £ 28,396.80 Cost ///

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Contingency

15%

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£15.00/m2 400m2 @ £15.00/m2

6,000.00

£2,200.00/m2 600m2 @ £2,200.00/m2 15.00%

10.00% From 1Q 09 to 1Q 14 1Q 09 = 219 1Q 14 = 231

Adjustment for Location

Standard = Heijplaat =

97 118

£1,518,000.00

Contingency

15%

£ 151,800.00 Cost ///

£1,669,800.00

Cost ///

£1,761,295.89

Total Cost ///

£2,142,607.37

Adjustment for Tender Price Indices

From 1Q 09 to 1Q 14 1Q 11 = 219 1Q 14 = 231

Adjustment for Location

Standard = Heijplaat =

100 118

£1,413,903.60 £ 212,085.54

Cost ///

£1,625,989.14

Cumulative Cost ///

£2,065,849.46

Cost ///

£2,180,101.49

Total Cost ///

£2,572,519.75

(Estimating Accuracy) +/- 10% (£2,315,267.78 to £2,829,771.73)

(Estimating Accuracy) +/- 10% (£1,928,347.00 to £2,356,868.00)

Fig.T /// Costing for Phase One, exclusive of professional fees, statutory fees and the cost of acquiring land.

£1,309,170.00 £ 104,733.60 Cost ///

£1,320,000.00 £ 198,000.00 Cost ///

Adjustment for Tender Price Indices

£ 440,860.32

Cost estimate based BCIS Cost Index Data Set 810.13 for Estate Housing (Conversion) - Terraced: Mean Cost (Estate Housing-Conversion-1-2 Terraced) £453.00/m2 Construction Cost 2890 m2 @ £986.00/m2 External Works 8%

Cost estimate based on data for Lawson House (Previous page, ref: AJBL01)

Contingency

57,503.52

Conversion of existing buildings to residential maisonettes: Cost ///

Construction of the Verhalenhuis:

Mean Cost Construction Cost External Works

£ Cost ///

Demolition Works:

£ 383,356.80

Fig.U /// Costing for Phase Two, exclusive of professional fees, statutory fees and the cost of acquiring land.

Adjustment for Tender Price Indices

From 1Q 09 to 1Q 14 1Q 09 = 219 1Q 14 = 231

Adjustment for Location

Standard = Heijplaat =

Ad mi nis

tra

tio

N O I T

(Estimating accuracy)

ies ilit Ut

nhuis:

Cost ///

6,000.00

ation

for Lawson House (Previous page, ref: AJBL01) £2,200.00/m2 600m2 @ £2,200.00/m2 15.00%

Cost ///

£1,761,295.89

Total Cost ///

£2,142,607.37

nin

abric 600m2 ‘Community Centre’ £8,100.00 / 100m2 / annum

tio

.. n tio tion. ria va infla n r o o i lat g f lcu tin Ca coun c a

£48,600 / annum (adjusted to £52,955 for 1Q 2014) T Se

r vic

Fabric

IFE

EL HOL es

MAINTE

tion

Decora

ation

Decor

CE AN

Cost / Annum:

COS

Operation

ater with gre uction... e cost str whole lif sign and con in n o Reducti nt in initial de e tm inves

BCIS operational 600m ‘Community Centre’ Cleaning 23.5% cost estimate: CAPITAL £8,100.00 / 100m2 / annum Utilities 29.6% Administration Cost / Annum: COST£48,600 / annum (adjusted to 16.7% 2

£52,955 for 1Q 2014)

Maintenance Operation

ity Centre’ / annum

djusted to 1Q 2014)

Whole Life Cost Estimate: 60 year life-span 23.5% 3.7% Decoration Cleaning Repair Utilitiesof Building Fabric 29.6% 11.1% Capital Cost of Construction: Administration Repair or Upgrade of Services£2,142,607.00 16.7% 15.4% Operational Cost / Annum: 60 Years’ Operation:

60 Year Whole Life Cost: Maintenance 23.5% 29.6% 16.7%

Capital Cost as percentage of WLC:

Decoration Repair of Building Fabric Repair or Upgrade of Services

£1,761,295.89

ion

n..

t tio Whole Life Costing Total Cost /// the £2,142,607.37 Fig. V /// This diagram shows relative costs over one year for ria va infla n the operation of the Verhalenhuis. It is based on BCIS cost index tio for ula ting The capital cost of procuring and constructing a building are not for the operation of a community (£1,928,347.00) centre. Certain elements can c -10% l Ca coun +10% (£2,356,868.00) be addressed during design by long-term thinking and planning the only costs associated with its existence thereafter. The onac involving the client and design team. A strategy to spend more going management of the building has a cost, which if considered on design and construction, can save more during the life of the early on in the design process r can be reduced over the lifetime building, by lowering energy consumption, or eliminating the h greate tion... it w t s of the lebuilding design. fe co by good str uc An example of this might be in need for frequent repairs to fabric or services. nd con who li

£52,955.00 £3,177,700

£5,320,307.00 40%

WHO

BCIS operational cost estimate: 600m2 ‘Community Centre’ = £8,100.00 / 100m2 / annum n n... tio ria flatio Cost / Annum: a v in r on ati ng fo l2014) £48,600 / annum (adjusted to £52,955 for 1Q u i lc unt a C co ac Operation Maintenance

CAPITAL COST

CO E F I EL

3.7% 11.1% 15.4%

a on in design solar design principals in order to reduce the Reducti napplying initial passive in t e investm energy demand of the building in terms of heating and lighting. It is therefore important for a client to look beyond the costs of procuring the building and consider the costs over the entire life of the building, known as ‘whole-life costing’ or ‘life-cycle costing’.

OST

C LIFE

There would also be a cost associated with the eventual demolition, reconfiguration or otherwise replacement of the ater Cleaning 23.5% Decoration 3.7% with gre uction... t s o c fe str whole li sign and conbuilding after its usable lifespan. This cost can be mitigated Utilities 29.6% Repair of Building Fabric on in11.1% Reducti nt in initial de e by designing the building to be easily reconfigured, shrunk or Administration 16.7% Repair/Upgrade of Services investm 15.4% extended to meet changing demand, or its components to be Whole Life Cost Estimate: 60 year life-span CAPITAL easily demounted and re-used elsewhere.

BCIS operational cost estimate:

(£1,928,347.00) (£2,356,868.00)

MAINTEN

-10% +10%

Cost ///

Ad mi nis tra ti

nin

£1,669,800.00

ice

+/- 10%

TION Cost ///

rv Se

OPERA

Cl ea

97 118

Fabric

£ 151,800.00

ies ilit Ut

Standard = Heijplaat =

From 1Q 09 to 1Q 14 1Q 09 = 219 1Q 14 = 231

£1,518,000.00

CE AN

ndices

Decor

£1,320,000.00 £ 198,000.00

10.00%

Cost ///

MAINTEN

OPERA

£15.00/m2 400m @ £15.00/m2 2

+/- 10%

97 118

L WHO

COST

Fig. W /// Standard estimates for the lifetime of a so-called Capitalrange Costfrom of Construction: ‘permanent’ building anywhere between 30 to 60 £2,142,607.00 Operational Costlife/ of Annum: years. The longer the anticipated the building, the more £52,955.00 60 Years’ Operation: important investment in design and initial construction. The client£3,177,700 would like the Verhalenhuis to last a long time and so whole life 60 Year Life lifespan. Cost: £5,320,307.00 costing has been based Whole on a 60 year Whole Life Cost Estimate:

60 year life-span Capital Cost as percentage of WLC:

Capital Cost of Construction: Operational Cost / Annum: 60 Years’ Operation:

£2,142,607.00 £52,955.00 £3,177,700

60 Year Whole Life Cost:

£5,320,307.00

Capital Cost as percentage of WLC:

40%

It is worth noting that this is higher than the figure usually expected, which ranges between 10% and 20% depending upon reference source. This can be attributed to the high cost/ m2 used in estimation to represent aspirations for high quality in specification and workmanship

Whilst investment in low-energy design and robustness will clearly benefit the operators of the Verhalenhuis through reduced operational costs, the refurbished residential accommodation procured in phase two can also benefit from consideration of whole life cycle costs in the design stage. In this case, savings in 40% utilities bills can be passed on to the residents themselves who will be renting the property from the client. Alternatively, the client could benefit directly from the savings made by including utilities within their rents, improving the perceived offer to tenants. In the specific case of building in Heijplaat, low - or even zero net energy use as a design feature may help to attract funding or secure grants from regional development bodies such as the Stadshavens Rotterdam Projectbureau who are promoting innovative sustainable design.

INCLUSIVE DESIGN & SOCIAL VALUE Inclusive Design, and aspirations to cultivate opportunities for education and training as part of the procurement process have the potential to generate added value for clients and society as a whole, particularly as pat of a longer term strategy for regeneration. The concept of ‘social value’ is used to discuss the kind of value that can be difficult to measure using standard methods of evaluation. One method is to simply equate social value to more widely understood terms associated with the evaluation of potential financial returns on investment. Social Return on Investment (SROI) is an analytic tool for measuring and accounting for a much broader concept of value, incorporating social, environmental and economic costs and benefits into decision making, providing a fuller picture of how value is created or destroyed. It is based on the premise that ‘conventional cost-benefit analysis does not capture what really matters to us’ and that ‘there are many things which we value, as societies and individuals, which cannot be easily captured in economic terms’ 19. SROI is able to assign a monetary figure to social and environmental value which is created. For example, research by the New Economics Foundation (NEF) on the value created by a training programme for ex-offenders revealed that for every £1 invested, £10.50 of social value was created in terms of savings made in benefit payments and other related costs to society of leaving ex-offenders untrained, including the apportioned cost of policing. Arie Voorburg of sustainability consultants ARCADIS are working with the Stadshavens Projectbureau to establish social value streams in Heijplaat. By demonstrating the future benefits of a home-grown, skilled labour-force to businesses and the municipality - and evaluating it in Euros - ARCADIS hope to encourage corporate and municipal investment now in acknowledgement of the long term economic benefit 20. In particular, Rotterdam and its Port are largely dependent upon an immigrant, transient labour force. Economically, this means that money - paid out in wages - can leave the country, with workers often only staying a few years before moving on, or sending money home to families. Training opportunities for - and motivation of - a home-grown labour force has a clear future economic benefit to employers and the municipality A similar strategy can be applied to evaluating the benefit of providing community facilities and ‘extra schools’ that support the idea of educational opportunities occurring in the

Fig.X /// Soundings /// Arie Voorburg of ARCADIS

NEF (2012) Social Return On Investment [WWW] Available from: http://neweconomics.org/ projects/social-return-investment. [Accessed 19/02/2012]. 19

Arie Voorburg /// ARCADIS Arie Voorburg is a consultant at ARCADIS, an international company based in Rotterdam - providing consultancy, design, engineering and management services in the fields of infrastructure, water, environment and buildings. ARCADIS are working with Stadshavens Rotterdam to develop ‘value streams’ in a system of ‘socio-ecological urbanism’ for the Stadhsavens area as a whole. Heijplaat is viewed as a test ground for creating value streams based on education that tie in closely with the development at RDM.

VOORBURG, A. (2012) Conversation with the author. [Interview] Conducted in person at 20

ARCADIS’s offices in Rotterdam, 07/02/2012.

I interviewed Arie to understand more about ‘value streams’ that connect to education, particularly the concept of ‘community schools’ and opportunities for lifelong learning applied to Heijplaat. Ensuring that an indigenous population has the skill and motivation to enter into Port-related industry and jobs - particularly low and mid-skilled logistics-related occupations - is a key element of Stadshavens economic sustainability agenda, aiming to reduce relience to short-term transient workforce of immigrants.whose migrant economic status weakens Rotterdam’s city economy.

neighbourhood as a whole at multiple levels. Future ongoing costs to the municipality - such as the payment of social security benefits - could be offset by investing in education and training now. Evaluating this figure in financial terms - a language understood by the municipality can encourage investment. Whilst social value is difficult to evaluate, it is often best understood through anecdotal evidence. Stories again play a role and can be used to approach funders who attach importance to the public relations value of such initiatives; a good story can be invaluable in promotion and marketing. Thus the Verhalenhuis offers a mechanism by which to collect evidence of the generation of social value, in its role as a ‘community house’.

CDM - Construction (Design & Management) PERRY, P. (2008) CDM 2007: Q+A. Oxford: Butterworth-Heinemann, p.29.

Ibid. p.29.

HSE (2012) Health & Safety Executive: What do I need to do? Construction (Design and Management) Regulations 2007 [WWW] Available from: http:// www.hse.gov.uk/construction/ cdm/ responsibilities.htm [Accessed 20/02/2012]. 23

PERRY, P. (2008) CDM 2007: Q+A. Oxford: Butterworth-Heinemann, p.31.

HSE (2012) Health & Safety Executive: FAQ - Designers Construction (Design and Management) Regulations 2007 [WWW] Available from: http:// www.hse.gov.uk/construction/ cdm/faq/designers.htm [Accessed 20/02/2012]. 25

Construction Design & Management (CDM) regulations automatically apply to the UK construction industry and doubtless have an equivalent in the Netherlands. The current UK regulations were published in 2007 and serve the purpose of improving the notoriously poor health and safety record on construction sites by requiring all parties involved in a construction project to take responsibility for health and safety standards 21. They place legal duties on virtually everyone involved in construction work 22. “Those who could create health and safety risks have been made responsible for considering and controlling them during all stages of the project – conception, design, planning, construction work, future maintenance and use of the building, including demolition 23.”

The regulations set out certain appointments that must be made in a building contract alongside responsibilities for clients, designers and contractors, as well as the requirement to appoint a CDM Co-ordinator for ‘notifiable works’. As a project certainly lasting ‘more than 30 days or [involving] 500 person days of construction work’, both phases of Constructing Heijplaat are notifiable and require the appointment of a CDM Co-ordinator as ‘a competent person or body with the overall responsibility for co-ordinating health and safety aspects of the design and planning stage and advising the client on all health and safety matters’ 24. It is inadvisable for designers to start work beyond initial design unless a CDM Co-ordinator has been appointed 25. Architects - as designers of elements to be constructed - have the opportunity and therefore responsibility to design out any unnecessary risks anticipated during the construction and eventual de-construction of the building, including those that may affect occupational health arising from the use of hazardous materials. If considered

strategically, CDM can be used to add value to the procurement method, particularly with regard to training. There are a number of CDM and Health & Safety issues associated with procurement of buildings in Cultivating Heijplaat; most notably those that relate, firstly, to the intention to use apprentice labour wherever possible; and secondly, to the observation that sections of Phase Two will be under development whilst other sections, as well as and the whole of Phase One will already be occupied. The first condition can be addressed by ensuring that contractors deliver comprehensive ‘toolbox talks’ on safe working methods and emphasize the importance of CDM and Health & Safety in their role as trainers. Over-running the building schedule - and particularly in the case of Design & Build in Phase Two, extensions of time - should be permitted in preference to undue pressure to complete being placed on contractors, in acknowledgement of the training objective of the procurement strategy. The second condition is harder to address, although ‘no weekend working’ can limit disturbance to occupants of the residential elements of the scheme and is not an unusual tactic. Adequate and robust hoarding should be used to separate areas under development from those that are in use - particularly any demolition workwith those areas being clearly communicated to local residents. Interestingly, CDM regulations do not apply to project designed in Britain but intended for construction abroad 25.

REFERENCES (Chronological)

SSoA MArch STUDIO 07 2011/12

Many things are relevant to the study of architecture. Here I have tried to keep track of my evolving bibliography: HARVEY, F. (2011) ‘Battery hen rules may undercut UK egg producers, MPs warn’ [WWW] Available from: www.guardian.co.uk, Friday 2 September 2011 07.00 BST. 2 DOWNTHELANE.NET (2011) ‘The Battery Hen - A farming method which is changing - slowly. What can we do?’ [WWW] Available from: http://www.downthelane.net/battery.php 3 GOOGLE DICTIONARY (2011) [WWW] Available from www.google.co.uk 4 VILJOEN, A. (ed.) (2005) ‘CPULs – Continuous Productive Urban Landscapes. Designing Urban Agriculture for Sustainable Cities’ London: Architectural Press. 5 WHITEFIELD, P. (2010) ‘Permaculture in a Nutshell’ (6th Ed.) London: Permanent Publications / Permaculture Association. 6 GREEN, N. (2011) Conversation with Nick Green of Incredible Edible Todmorden. 7 WIKIPEDIA (2011) ‘Masanobu Fukuoka’ [WWW] Available from: http://en.wikipedia.org/wiki/Masanobu_Fukuoka 8 WIKIPEDIA (2011) ‘Permaculture’ [WWW] Available from: http://en.wikipedia.org/wiki/Permaculture 9 FERNANDES, E.M.C, OKTINGATI, A. MAGHEMBE, J (eds.) (1995) ‘The Chagga home gardens: A multi-storeyed agro-forestry cropping system on Mt. Kilimanjaro, Northern Tanzania’ [WWW] Available from: www.greenstone.org 10 GREENING PRINCETON (2011) ‘Organic? What’s the Big Deal?’ [WWW] Available from: http://www.princeton.edu/greening/ organic4.htm 11 KENNER, R. (2008) Food Inc. [Film] 12 SAMPSON, J. (2011) ‘Studio 7 Cultivate - Initial Brief’. Sheffield: Sheffield School of Architecture. 13 GEYRHALTER, N. (2005) Our Daily Bread. [Film] 14 VARDA, A. (2000) The Gleaners And I. [Film] 15 GEMEENTE ROTTERDAM (2011) ‘City of Rotterdam’ [WWW] Available from: www.rotterdam.nl 16 PORT OF ROTTERDAM (2011) ‘Port Maps’ [WWW] Available from: http://www.portofrotterdam.com/en/Port/port-maps/Pages/home.aspx 17 BING.COM (2011) ‘Maps’ [WWW] Available from: http://www.bing.com/maps/?FORM=Z9LH4 18 WIKIPEDIA (2011) ‘Kinderdijk’ [WWW] Available from: http://en.wikipedia.org/wiki/Kinderdijk 19 SUITE101 (2011) ‘Westland: An Easy Day Trip from The Hague in the Netherlands’ [WWW] Available from: http://karenlac.suite101.com/westland-an-easy-day-trip-from-the-hague-in-thenetherlands-a311740 20 STADSHAVENS ROTTERDAM (2011) ‘Stadshavens Rotterdam - Vision and Objectives’ [WWW] Available from: http://www.stadshavensrotterdam.nl/doelstellingen 21 WIKIPEDIA (2011) ‘Polders’ [WWW] Available from: http://en.wikipedia.org/wiki/Polder 22 TUGSTER (2011) ‘Tugster: A Waterblog - Dutch Surprise II’ [WWW] Available from: https://tugster.wordpress.com/category/mississippi-watershed/ 23 PRINS, N. (2011) ‘Verhalenboot - Projecten - Heijplaat’ [WWW] Available from: http://www.verhalenboot.nl/Heijplaat.html 24 ATELIER DIFRANCI (2011) ‘Heijplaat - Fleurig Heijplaat’ [WWW] Available from: http://heijplaat.com/fleurig_heijplaat 1

APPENDIX 1 Cultivating Heijplaat and the RIBA Plan of Works

HEIJPLAAT

Community Land Trust

HEIJPLAAT Community Land Trust

ESTABLISH ESTABLISH ESTABLISH ESTABLISH ESTABLI

NICO’S HOUSE HEIJPLAAT Community Land Trust

NICO’S HOUSE

HEIJPLAAT Community Land Trust

Mar

02 / Commissioning The Architect / p.12

Feb

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

PHASE ONE

AKADEMIE VON BOUWKUNST Project Office

Aug

DEMOLITION CONTRACTOR

demolition

NICO’S HOUSE

HEIJPLAAT Community Land Trust

Sep

Oct

HEIJPLAAT

Community Land Trust

Projectbureau

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

THE VERHALENHUIS

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

L1 L2

Feb

Mar

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

DEVE LOP M

G* 03 / Feasibility / p.12

CONTRACTOR

05 / Phase One / p.13 CONTRACTOR

G E

...

F1 2

CONTRACTOR

AKADEMIE VON BOUWKUNST

CONTRACTOR

AKADEMIE VON BOUWKUNST

Project Office

J J

CONTRACTOR

...

Project Office

B C

CONTRACTOR

ARCHITECT

NICO’S HOUSE HEIJPLAAT

C O N S O R T I U M

Oct

C O N S O R T I U M

Nov

Dec

Jan

Feb

SHIS

Stichting Hervormde Internaten voor Schippersjeugd

AKADEMIE VON BOUWKUNST

Project Office

DEVE LOP M

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Stadshavens Projectbureau

Community Land Trust

Projectbureau

Nico’s House (client) Akademie von Bouwkunst Project Office (architect)

DEVE LOP M

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Projectbureau

C O N S O R T I U M

Heijplaat Development Company (client)

C O N S O R T I U M

AKADEMIE VON BOUWKUNST Project Office

Woonbron (land owner) 1

CONTRACTOR

Contractor

DEVE LOP M

NICO’S HOUSE HEIJPLAAT

Community Land Trust

Projectbureau

C O N S O R T I U M

Mar

Apr

May

Jun

Jul

Aug

Work Stage G* - First Stage Tender Documentation /// 1. Preparation and/or collation of tender documentation in sufficient detail to enable a tender or tenders to be obtained for the project. (In this case tender documentation will be less developed than in a single-stage tender procurement route and contractors will be tendering for a smaller volume of work up to the second stage tender). Work Stage D - Design Development /// 1. Development of concept design to include structural and building services systems, updated outline specifications and cost plan. / 2. Completion of Project Brief. / 3. Application for detailed planning permission.

Work Stage H* - First Stage Tender Action /// 1. Identification and evaluation of potential contractors and/or specialists for the project. / 2. Obtaining and appraising tenders; submission of recommendations to the client. Work Stage E - Technical Design /// 1. Preparation of technical design(s) and specifications, sufficient to co-ordinate components and elements of the project and information for statutory standards and construction safety.

Projectbureau

HEIJPLAAT

Community Land Trust

Concept House Consortium (funder)

C O N S O R T I U M

PHASE TWO - REFURBISHMENT

Projectbureau

NICO’S HOUSE

C O N S O R T I U M

DEVE LOP M

Event

Apr

SHIS SHIS (funder)

Stichting Hervormde Internaten voor Schippersjeugd

Projectbureau

Provision of land

HEIJPLAAT

Community Land Trust

C O N S O R T I U M

Community Land Trust

C O N S O R T I U M

FRAMEWORK

ESTABLISH

NICO’S HOUSE

Project Office

NICO’S HOUSE

Other Party

ANY OMP TC EN

NICO’S HOUSE

Provision of ideas or knowledge

HEIJPLAAT

Community Land Trust

Work Stage F1 - Production Information 1 /// 1. Preparation of production information in sufficient detail to enable a tender or tenders to be obtained. Work Stage G - Second Stage Tender Documentation /// 1. Preparation and/or collation of tender documentation in sufficient detail to enable a tender or tenders to be obtained for the project.

AKADEMIE VON BOUWKUNST Project Office

...

CONTRACTOR

L1 L2

Work Stage J - Mobilisation /// 1. Letting the building contract, appointing the contractor. / 2. Issuing of information to the contractor. / 3. Arranging site hand over to the contractor.

L3 07 / Phase Two / p.17

Work Stage L1 - Post Practical Completion 1 /// 1. Administration of the building contract after Practical Completion and making final inspections. Work Stage L2 - Post Practical Completion 2 /// 1. Assisting building user during initial occupation period.

Work Stage L3 - Post Practical Completion 3 /// 1. Review of project performance in use.

out a series of workstages that have come to be accepted as construction industry standard framework for organising work towards the design B and construction of buildings, including the administration of building contracts.

AD BA A BA A E AB B BC CB BAG C AD C A B AC H DC B AC A 01/ D E A G BCD D B B F D B E D E BC H* G E C C DC EE G E JD G* CGC H E D G G F2 D E HG GD D DH 03/ K F GH EEE H H2 05/ F H EE H G F G J J F L1 G H J F G G F JF G H J K H H L1 J Cultivating Heijplaat is anFinvestigation into inclusive sustainable regeneration that is sensitive to H JH KJH place. Within that investigation project considers the design and procurement of a building, K J FF the L1 L1 or series of buildings. FF K L1 F KJ K F JL1 KL1 K L2 This project timeline focusses onJa two-phase program of design and construction that forms JJL1 the built element phase considers the procurement JHeijplaat project. The firstL3 KJL1 L2Cultivating L1 of the L1 K of a community-house and hostel named the Verhalenhuis by a Community Land Trust called L1L1 KL1 Nico’s House. The second phase considers a program of refurbishment of existing dwellings as KKL1 L1 Kreconstruction, L1 L1 an alternative to demolition andK strategically utilising the facility procured in the L1 L1 L1 L1 first phase. Strong links to education and training are demanded by a multi-headed client group L1 a model for regeneration-by-retrofit, building working L1 who seek to L1 L1 L1first test and then expand L1 L1 L1 L2 L1 knowledge through theL1 application of an area-specific procurement framework. L2 L1 L1 L1 L2 L1 L1 C and the preparation of a Design These stages run from Stages A and B, representing Appraisal Brief, through to Stages K and L, representing Construction to Practical Completion and Post D Completion work such as assiting the client in taking occupation of the building. The Outline Plan of Work details the kind of tasks expected under each workstage, and has recently been E E updated with a ‘Green Overlay’ which adds a number of sustainability checkpoints designed to encourage an ecological approach to construction. F1 F1

Work Stages by Classification 1 A+B

Preparation

C+D+E

Design

F+G+H

Pre-Construction

RIBA (2011) Green Overlay to the RIBA Outline Plan of Work. London: RIBA Publishing [WWW] Available from: http:// www.ribabookshops.com/uploads/9a0204f48775-d644-c9d1-b2d508c5924b.pdf [Accessed 19/02/2012]. 1

Construction

Use

Involving Others

J+K

E G

p.8

08/p.17

DEVE LOP M

ANY OMP TC EN

Stichting Hervormde Internaten voor Schippersjeugd

AKADEMIE VON BOUWKUNST

NICO’S HOUSE

06/p.13

HEIJPLAAT

Community Land Trust

04/p.12

Sub-contractor or Supplier

Prokino (funder)

Provision of funds NICO’S HOUSE

Cultivating Heijplaat and A the RIBA Plan Of Works A The Royal Institute of Brtish Architects (RIBA) publishes an Outline Plan of Work 1. It sets

02/p.12

Planning Application Consultant

2012 2013 2014 2015 2016 2017 E

Jan

08 / Project Review and Continue Series / p.17

P A SHIS CP C A C C A S AS DS P A A ... A ... ... B SHIS B C E E E E E A B S B AB C B ... BA AC F1 F1 A E A C BA D C B C G D C C B D B EDH* E D BB C BED E D C E F1 E C E EC F1 G* D E CE F1 E EF1 CEDC F1E F1 F1 G F2 EDDF1 F1 F1E GF1 ED F1 F1 D F1 E DH* G H2 E G F1 EEE EF1 G H* G G EEEF1 F1 EE H* G* H* F1 J F1 F1 H* GJ G* F1 F1 H* H* F1 F1 F1 G* G F1 F2 F1 G* G G* H* F2 G* G* GG K G F2 H* GH2 F2 H* F2 H* G* H* F2 H2F2 L1 L1 H* G* H2 H* H2 J J G* H2 F2 G* H2 G* J JH2 G* F2 G* L2 J J F2 H2 JF2 J K F2K H2 JJ JJ J F2 JF2 L3 K H2 H2 K J J K L1 L1 H2 H2 K L1 L1 KH2 J J L1 JL1 J JL2 L1 L1 L1 J JJ K JL1 L1 L1 JJ J L1 K L1 L2 K L2 K L1 L2 K L1 L3 L2 KK L2 L1 L2 L1 L3 L1 L1 L3 L1 L1 P

ANY OMP TC EN

06 / Project Review / p.13

Projectbureau

Key

SHIS

Stichting Hervormde Internaten voor Schippersjeugd

ANY OMP TC EN

04 / Demolition and Asset Transfer / p.12

Stichting Hervormde Internaten voor Schippersjeugd

ANY OMP TC EN

Projectbureau

SHIS

C O N S O R T I U M

ANY OMP TC EN

01 / The Idea - Becoming A Client / p.9

Projectbureau

C O N S O R T I U M

H F J

p.12

p.13

07/p.17

L1 L1 L1 L2

Fig.A /// Phase One - The Verhalenhuis as newbuild community house an hostel with a large proportion of public space.

Fig.B /// Phase Two - Refurbishment of existing dwellings using phase one as a strategic base of operations.