SWARM
A new mode of practice for the sharing economy era
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SWARM
Rachel Bow / Maeve Dolan / Stuart Goldsworthy-Trapp / Frazer Haviz / Vanessa Jobb / Timothy Ng / Milly Salisbury
“The only animal that can defeat the rhinoceros is the mosquito,or a [swarm] of mosquitoes actually� -Alejandro Aravena, May 2016
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CONTENTS 0.0 Foreword 0.1 Current Crises 0.2 Sharing Economy 0.3 A New Era for Architecture
1.0 Swarm 1.0 Constitution 1.2 How We Operate: The Toolkit 1.3 Network & Platform 1.4 Reinventing the Rules
2.0 Swarm in Action 2.1 Process 2.2 Architecture to facilitate sharing
3.0 Conclusion 4.0 Appendices 4.1 Business Model 4.2 FAQs 4.3 Co-authored Design 4.4. Design Charette 4.5 Further Platforms: Arriba The Estate Agency 4.4 Case Studies Time Currency Tower Buckingham Palace 5
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0.0 FOREWORD
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‘WE ARE ON THE BRINK OF FUNDAMENTAL AND IRREV 8
F A PERIOD OF VERSIBLE CHANGE’ Susskind & Susskind - The Future of the Professions
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CONTEXT: The world’s largest taxi company owns zero cars
These agile platforms can dismantle incumbent markets in a remarkably short time
The world’s largest accomodation provider owns zero properties
The world’s largest media provider owns zero content
These companies epitomise the
SHARING ECONOMY a socio-economic system based on the sharing of goods, services, skills and information; typically facilitated by internet connectivity
The term links a vast range of disparate companies offering very different services...
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But consumption in the sharing economy is collaborative
THE SHARING ECONOMY ...but there are common principles:
1. ACCESS NOT OWNERSHIP Don’t buy one of everything...
...collaboratively consume
Internet connectivity allows a fluidity of supply and demand
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The first inception of the ‘architect’ was the master builder
From the 16th century it became a gentlemans pursuit
Post War architects lead the way to a new society with theories of better worlds and concepts such as streets in the sky
Emerging from the rubble of post-war estates came starchitects with their icons and abstractions.
“Architecture, the most public of endeavours, is practised by people who inhabit a smugly hermetic milieu which is cultish.” -Jonathan Meades, 2012
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And now an identity crisis. But rather than bemoaning our diminishing position....
...lets begin creating new opportunities and spaces in which to practise
A new era of socially concious, icon adverse architecture is emerging. As the recent Turner Prize and Pritzker Prize winners demonstrate, architecture can be shared and co-produced
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BUT IS IT ARE THESE SMALL COLOUR CANVAS OF THE PROFESSION BROADER PICTURE OF AR
ENOUGH? RFUL DAUBS ON THE DULL N ENOUGH TO BRIGHTEN THE RCHITECTURAL PRACTICE?
Forget everything you knew about architecture! For a moment shift your gaze from the long hours, icon buildings and housing crises of the architectural bubble. Look out of the window and into the big wide world. The people, the noise, the smells and sights. Now focus beyond what you see out there: What isn’t there? Why isn’t it there yet? Whats stopping it from happening? Once you notice the wasted opportunities awaiting their own (re)activation you see them everywhere. From dizzying rooftops to the dark cupboard under the stairs.
Faster Horses! Henry Ford allegedly claimed that if he asked his customers what they wanted next their reply would have been ‘Faster horses!’. What comes after the petrol-guzzling, motorised-machine architect? Something faster? Cleaner? Smoother ride? 22
What if we don’t recognise the new face of architecture? What if they sneak in as a growth-driven monster leaving cities dominated and built by the few?
Do not be afraid! ‘Every so often the way humans go about making things is fundamentally affected by a technological invention. When this happens, it is usually met with some natural resistance by those who are used to - and invested in - making things the old way.’1 New tools, connectivity and networks have created something fantastic. A movement to be curated by many. We need not cower under the prospect of this ‘nexus point of change’.2
Jump on change’s back, give it some directions and let it take you places!
1.Jonathan Olivares - From Dream to Bust. SQM The quantified home. 2. Indy Johar - Towards a Future Architecture
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1.0 SWARM
/swarm/ 1.
a group of social insects that has left the parent hive in order to start a new colony
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a large number of individuals moving together 25
A CASE FOR ARCHITECTS The architect’s relevance is under constant scrutiny as we teeter at the edge of the third revolution. Cities are increasingly developed for the few by the few shifting the perception of architecture to an all time low. P.13
We recognise that times of great change are also times of great opportunity. This is a moment to redefine practice. P.08
P.17
P.34
ABILITY We believe in our ability to comprehend, plan and imagine the city for its citizens. We believe that designing a building is a fraction of what can do. We believe that cities can be better with us than without. P.36
INEFFICIENCY Cities were built plot by plot. These buildings now segregate work from play from life and ingrain extreme inefficiencies to every inch. It is our job to locate and transform these urban opportunities on micro and macro scales. We must use sharing, in plan, section and practice. P.36
P.
P.40
P.36
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AGILITY Though we reject their singular visions, we witness that the insurgent tactics of Uber and AirBnB may signpost our next move. As connected urban agents we have wonderful new ways to assemble, organise and virally build change. P.10
P.36
SWARM We are far from the first to propose this motion and we will definitely not be the last. That is just it. We are one of many. P.18
So what if rather than 100 groups repeating the same agenda, there was one group acting out 100 different moves? What if we stopped working in our islands and started co-authoring our designs and energies into focused action? What if there were a system which facilitated this? P.87
THERE MAY BE. WELCOME TO SWARM.
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AGAINST: RIGID, STATIC & PASSIVE MODELS OF PRACTICE
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FOR: AGILE, DYNAMIC & PROACTIVE MODES OF PRACTICE
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AGAINST: SILOED, SINGLE-MINDED PROCEDURES
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FOR: CONNECTED, CO-AUTHORED PROCESSES
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AGAINST: DISENGAGED, HOMOGENEOUS, STANDALONE ARCHITECTURE
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FOR: ENGAGED, DIVERSE, WIDESPREAD URBAN IMPACT
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HOW WE OPERATE AGILITY, WIDESPREAD IMPACT and CO-AUTHORSHIP underline the key values of Swarm’s Constitution. In order to enact these values we use a threefold toolkit comprising of: the members of our ever-expanding network; the Swarm platform for sharing information and Part S building regulations.
M
NE
R FO AT
TW OR
PL
K
AGILITY
WIDESPREAD IMPACT
Constitution
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RULES
CO-AUTHORSHIP
Toolkit
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NETWORK & PLATFORM Swarm is an agile network of mutual support. It welcomes anyone with expertise related to urban development. Membership is flexible. You can work full time on Swarm initiatives, dip in and out, or get involved just for one specific project.
FIND THE GAP
Swarm members proactivly find sites with development potential.
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FIND THE GAP
Swarm also has a public platform, where anyone can post potential sites and tap into the wealth of expertise in the network.
HACK THE GAP
ENGAGE
The brief development is a collaborative process. Swarm often form their own breifs based on information discovered and contributed via the platform.
Owners and residents are notified when Swarm discover a potential site.
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REINVENTING THE RULES: PART S Part S building regulations are a key part of Swarm’s toolkit. The aim of this document is to provide guidelines for sharing both space and programme. We define sharing as activities that create social, economic or environmental value by jointly using space, information, expertise and responsibility. Part S is an open source document. Swarm are the seeders but once published, the code is open to modification and feedback. The aim is that the regulations provide an essential, evolving and relevant way-finder for both Swarm and its wider circles. Part S adds to and must be read in conjunction with the existing body of regulations. The key features are: TBU and Flexibility of use/programme: incorporating mix of uses to all developments and encouraging these uses to overlap and share spaces over time City wide network: providing the foundations for an interlinked network, where individuals occupying small studio flats can access living rooms, kitchens, bathrooms and playrooms across the city.
For a full copy of Part S go to www.swarm-london.com 38
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3.0 SWARM IN ACTION
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FIND THE GAP
Swarm identified several gaps in the area surrounding the Leathermarket, SE1. Tracing a section from the City of London, through the Thames and into the area highlights how rapidly the scale drops off in this surprisingly un-exploited part of Central London. Swarm flagged up 6 sites which were all manifestations of the underutilised nature of their surroundings. The aim: to activate these opportunities whilst joining the dots between these separate islands, to design an interlinked ecosystem.
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KIPLING TOWERS
SHARED INFRASTRUCTURE
GARAGES
TERRACES
CENTRAL PLINTH
GAP SITE
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GARAGES
Swarm proactively seek out potential projects. The platform allows local residents to advise on what interventions would most benefit the area. Swarm approach potential funders with proposal ideas.
1. Swarm identifies an
underutilised set of garages. It is visible on the app for the public and residents to see.
2. Local interest in the site
builds as members of the community think a new facility could be very useful.
3. Local resident Suzy is one
of these people and joins a meeting initiated by Swarm with community group the Leathermarket JMB.
4. One of Suzy’s concerns
is whether her daughter will have a place at local nursery. Along with her neighbours, this was one of the most pressing issues.
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5. A local nursery is
approached who reiterate their over-subscription problems: year long waiting lists are typical in the area.
6. Feedback is useful and funding discussions ensue.
The nursery and 2 locals are willing to partially sponsor/invest in the transformation of the site.
7. Swarm’s team of
architects and planners work with the nursery to convert the garages into a satellite nursery. Whilst configuring a longer term plan for the site.
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To get the most out of the garages, it was agreed that it should be used as much as possible (Increased TBU)* - which will be explained later. In the day it is a nursery and the evening for other workshops evening classes. This is a light intervention therequired. potential for the space, both financially and with minimal work 1. To achieve socially, and according to Part S recommendations it was agreed that the building’s programme should be developed with an increased TBU (See Part S).
The overstretched nursery is accommodated from 0800 to 1700. From 17.30 till 23.30 daycare turns to night-care. The The nursery furniture designed to fold away in storage nursery is packedisaway and adults evening classes and amenity space for the hospital take its place. to run.
2.The nursery furniture is
designed to fold away into storage during the nighttime/weekend use.
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to allow the night activities
3.In the evenings and weekends the central courtyard is
rented out for various uses, evolving with the season and local needs. From a market, to a cinema, to a playground.
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CENTRAL PLINTH
The Swarm network is available to any citizen who wants to affect social and physical change in the urban landscape.
3. Suzy contacts Swarm by posting details about the site and situation onto the Swarm platform via the app.
1. Suzy becomes aware
of Swarm through the garage intervention.
2. There is a lack of
dedicated community space in the area. Suzy and her neighbours discuss the potential for the roof of an unused car park to be used.
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4. Through Suzy’s
phone, she has access to the expertise of a multitude of Swarmers across the city. No more googling ‘architect near me.’ After some initial ideas a team with complementary expertise is put together to take the project forward.
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5. The Swarm team
get together with the community and develop the brief, to include: • Multi-use sports pitch •Ability to host community events (festivals, markets, performances etc.) • Must be self funded
7. A Financial Advisor
and Planner within the Swarm team develop a funding plan. To convince the council to allow the development, it will need to be independently funded. A crowdfunding campaign generates an initial revenue stream.
8. Swarm advocates
co-authored design. Workshops between the team are supplemented with input from the wider Swarm network. In addition, issues can be troubleshooted via the app if particular expertise is required.
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6. An alert comes
through the Swarm app that one of Studio Weave’s projects is being deconstructed and is available for re-use.
9. Thanks to the
collective effort of the Swarm and community team, the proposal is given the go-ahead and is permitted a 5-year lease from the council. The scheme is managed by the JMB Leathermarket community group. All residents of the estate can rent the space out for social events.
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A walkway and shelter structure allows for various use configurations.
1. The most essential
aspect of this intervention is access. Through transforming a dead end into a destination. Swarm opened up a range of possibilities for use.
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2.The central space is kept
clear of obstructions so it can be used for sporting activities and events. The perimeter seating and planted surface means it can be used as a lunch break spot.
4.Perimeter units
are rented out as workspaces, providing income as well as satisfying Southwark’s need for more offices and studios.
3.Removable central poles act as a
framework for erecting canopy during events such as markets.
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KIPLING TOWERS
Bringing together multidisciplinary knowledge enables well informed briefs and proposals to be developed rapidly, facilitating Swarm’s proactive engagement with potential projects.
1. From their work
within the community, Swarm members are alerted to an overcrowding problem in the Kipling Towers.
2.The potential in the
underutilised roof space is identified and posted to the Swarm platform.
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Architect #1:
We should try to get an extra two floors on top.
Architect #2:
Have you considered the possibility in the spaces in between these buildings? Why not extend outwards?
Local Entrepreneur:
How about putting a restaurant on top there is a shortage of eateries in the area.
Planner:
Push the form of your extension, the local authority is in favour of championing architecture.
Structural Engineer:
Don’t extend beyond 2m to avoid excess loading on existing floorplate.
3.Swarm members
from a variety of disciplines view the potential project details, contribute information, and choose to get involved in the development of the proposal.
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KIPLING TOWER PUBLIC REALM
Part S requires homogeneous existing buildings to increase their activity, and A multi-use space etc. TBU rating, through inviting new uses into the spacial programming. Through Swarm intervention, the aim is to increase the use of the two Kipling Towers for the residents and create more connections within the building.
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Existing building Proposed addition
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ACTIVATION A B C D
a = Canteen = ££££ income b = New external platform additions c = Individual dwelling additions d = New shared ownership rooms The first phase of work is constructing the rooftop canteen. The revenue from this goes on to pay for the further additions. Shared ownership rooms, bookable by residents or as community run hotels on each floor provide a continued alternative stream of income.
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New canteen area for use by the public and residents of the tower. By providing a communal space for the tower’s inhabitants, the cafeteria alleviates some overcrowding problem in the individual units below
New studio flats complying with Part S 1.3.10 to be used for community owned urban
Existing 1 bed flats may be used for many purposes over and above
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EXTENSIONS PUBLIC REALM
A multi-use etc. The existingspace homes in the towers are overcrowded and underserviced. By providing a external framework, in a similar vein to Lacaton & Vassal’s Tour Bois le Pretre 2011, residents may customise, adapt and extend their homes. The additions also provide opportunities for a variety of new uses to be introduced to the full height of the tower.
1. Existing facade
2. Additional concrete slab and
dividing wall to existing units provides the minimum framework necessary to allow residents to expand as and when they have the appropriate funding.
3. Any additions onto
the slab are funded by the occupiers. This allows individuals to personalise their private space.
4. 60% TBU is achieved, see Part S 60
Dining?
Garden?
Outdoor gym?
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SHARED INFRASTRUCTURE PUBLIC REALM A Part multi-use S3 to the space newetc. regulations state that public realm should be bookable, shareable space which encourages safety, slowness and conversation. Through a booking system and new surface attention, space between the terraces becomes a usable, enjoyable space.
3.1.1 The landscaping of the public realm should encourage slowness.
3.1.2 All new residential roads should be planned according to shared/homezone/ living street principles (see Part S
3.4.10
3.3.8 Front garden to become absorbed into the public realm.
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3.1.4 Public realm and highways can be booked, hired and activated/ deactivated through community managements schemes.
3.4.9
3.1.2 Section through drainage of proposed homezone. Traffic calming cobbles
Flush kerb
Cycle surface
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TERRACED HOUSES
Part S applies to all typologies. Part S 2.1.2 TBU - Although this is more difficult in existing buildings, during any changes to the building, reasonable provision should be made to ensure that the building is used to 60% TBU.
Swarm suggested intervention: wasted loft space identified and converted to new studio flats with separate access.
Access extensions to be group funded
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1.4.13 New studio flats will consist of one bedroom with basic sanitary and food preparation facilities.
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REAL MIXED USE Gallery
Gallery living room
Through improving a building’s TBU, new possibilities for shared space occur. An empty living room b
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Living room gallery
Living room
becomes a gallery in the day time, renting your kitchen to a sandwich maker for the lunch time rush
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TERRACED HOUSES
Typical ways in which ground floor can be re-appropriated over the course of the day to improve TBU rating.
Home
s
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New shared access
Gallery
Office
Studio Flats
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GAP SITE PUBLIC REALM
Upon A multi-use reviewing space a planning etc. application for a new development Swarm has altered the proposed programme to achieve a higher TBU.
1.1.13 Shared ownership room.
1.1.1 Any new building must ensure it allows for a mixed programme.
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SHARED UTILITY Through rearranging staircase layout a shared utility room between every 2 flats is created.
WIFI A multi-dwelling building should have a common access WIFI point to minimise cable runners/ multiple routers,
1.1.6 All buildings should have a communal space accessible from the main communal entrance.
1.1.5 All buildings should have a communal entrance.
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‘THERE ARE ENOUGH MOS FOUND IN THE SWARM PROV RHINOCEROS MAY
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SQUITOES WITH BITE TO BE VIDING OPTIMISM THAT THE Y YET BE TOPPLED’
Olly Wainwright, on Architecture and the ‘capitalist machine,’ The Guardian - May 2016
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Dear RIBA Its not that we don’t love you, or respect you or remember all the good times all of your wisdom and great advice. We just feel so restless. You will well know that there are some times when a giant leap is the only option. We both need to try something new. For ourselves and for the whole profession too. If we dont move now, we’ll look back on this in years to come and ask WHAT MIGHT HAVE BEEN?
This is the best thing for both of us. We know we’ll keep learning from each other and we’ll be watching you every step of the way. Honestly, its not you, its us.
Swarm x
4.0 APPENDICES
BUSINESS PLAN Products and Services We facilitate and enact change in current practice models and physical change in the built environment For members, we provide an alternative to static institutions and processes by providing both a platform to contribute and discuss ideas, and a platform to access and share collective knowledge of: demographic, planning, building information and any relevant information to aid facilitation of Swarms projects. For users, Swarm provide a network of individuals across multiple disciplines who can work together to solve problems. With Swarm, you can have 50 different minds working together to address your issue. Our City-wide Space Network provides a system to share Part S approved spaces, enabling felxibility of use and program which can faciliate reaching suggested Target Building Use requirments. [Please see approved document Part S for more information] Social Impact The social impact for this business includes the whole breath of the population; class, race, gender and creed. The changing of the built environment will have an impact on everyone’s daily lives for the better. We proactively seek out under-utilised spaces that can benefit from our work. Market Our members are anyone who is concerned with affecting positive impact with the built environment. Our users are anyone who can benefit from the breadth of knowledge and ideas we can provide to address their spatial issues and beyond. Marketing Plan Swarm will use the traditional social media platforms, i.e. Twitter: @DTT_NK to publicise and connect interested parties to the Swarm platform. Our network also provides a means to connect existing groups, for example, Public Planners. Just Space, JMB Residents association. Output as advertising: Once the first project is complete the change in the built environment will become a billboard for our platform and success. Swarms USP is that it can work with or for everyone. Production & Process We identify sites, we share information on the sites, we bring the shared information together to develop well informed designs. We also seek to address the issues presented to Swarm by concerned citizens, who can connect with us via our app. Premises and equipment Swarm will use the city as its office, by taking this approach Swarm is not financially locked into any premise allowing the organization to expands and contract. People Swarm has been borne out of a think tank of connected individuals within an ever-expanding network. Financial projections Swarm is not for profit origination, but members can profit from their activity via an equality stake or investment from the micro economy they can create. “Risk� Swarm minimize risk by, testing as we go using AGILE principles; making small interventions, which are part of a long-term plan; avoiding the unnecessary exploitatino of resources on competitions
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FAQS Are you a company or a charity?
Why do we need Architects then?
We are not a charity. Swarm is a business based on a
Swarm’s foundation is an appreciation of the value
cooperative model.
of architects and others in the built environment.
What is the requirement to join Swarm?
Swarm is merely a vehicle to access and action
Anyone who has the relevant skills, knowledge and
these values in a more efficient manner. We may not
imagination to affect the built environment may use
need Architects but we desperately need those who
Swarm.
have an appreciation of the city and its intricacies to
How can someone join Swarm?
feel empowered again. Examples of those who can
You don’t join swarm, you partner with it. You’re
contribute are planners, architects and engineers.
already a part of swarm if you share its values (see
ARB/RIBA? Why don’t we want to be affiliated
constitution) when you choose to be active is down to
with them?
you. Via technology, all it takes is for you to create an
RIBA is like a Grandpa - more wisdom than you can
account. www.swarm-london.com
imagine but you wouldn’t ask him to run a marathon.
How do you get work?
What does the RIBA actually do?
You either initiate a new project or join an existing
The Royal Institute of British Archtects promotes
project team. What is unique about swarm is that
architects, sets standards for education and our
you have the flexibility to work on projects which you
conduct. It is a brand.
want to work on.
What does agility mean?
Why would people collaborate?
Agility is an ability to respond to the current
See Q1 There are groups and think tanks across
economical, environmental and social climates. This
London throwing an incredible amount of energy into
means adjusting team sizes, designs and budgets
their publications, debates and manifestos. Swarm
at the moment it is necessary. Swarm allows its
provides a vehicle for these disparate groups to turn
partners greater freedom. Our connectivity also
thoughts into action. Many hands make light work.
makes us agile - we can work from anywhere.
Do you do competitions?
Why do you need Part S? What if there were
Swarm does not advocate competitions, partners of
things the Swarm disagreed with like door sizes?
the Swarm FIND sites/opportunities.
As with all building regulations, these are guidelines
Competition can be good?
to aid better design. Part S is a constantly evolving
Though Swarm aims to avoid the culture of
reference to changing trends in lifestyle and
traditional architecture competitions, this doesn’t
building use with its main sentiment that building’s
mean that we encourage a “happy medium”. Shared
programmes should work more efficiently and
design inevitably caused scenes of debate.
provide more activity. Part S is an open source
Are all your jobs self initiated?
document, a standard for all Swarm partners to
Though Swarm encourages partners to locate their
adhere and contribute to (HACK).
own work, it welcomes clients who have sites which
How is swarm relevant?
they wish to develop in line with our values.
Swarms relevancy comes from its ability to use the
How do you split fees?
connection platforms available to
As with all architecture, fees are completely
What underpins the architecture of Swarm? How
dependent on your input and project specifics. Think
is it different? Process or outcome?
Air BnB/Uber. Different grades of car/property.
Due to the co authored design process, the
What do you do about insurance?
architecture of Swarm has no house style. It is
Insurance companies work within the same urban
borne of its location and is conceived to release the
environment we do, collaborative working is
potential of underutilised sites. Part S also provides
increasing and the insurance industry has to respond
limitations and opportunities to maintain relevance of
to this. Initially, through Agile practice we test and
Swarm’s creations.
talk as we go, reducing risk and miscommunication.
What is the simple understanding of SWARM?
Who manages the site?
Explain to your Granny.
Every Swarm team has a coordinator who is
Swarm is a platform which empowers the architect
responsible for running the project.
through the critical mass of an engaged network.
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TIMELINE SYMPOSIUM 2
SYMPOSIUM 1
Address inefficiencies in architecture.
Capitalise on underutilised resources- human and physical.
Siloed nature of RIBA work stages.
Need to change the way architects are valued. We can do more than deliver buildings.
Architect now longer the ‘master’ Unlock new potential through the architect becoming the curator of a multidisciplinary network. Architecture culture is insular and lacks realtime reviews.
Redefine procurement. Democratise development through more transparent planning processes. Facilitate more holistic design with lateral modes of thinking.
UBERNISATION
Create a network professionals acr act on collective own work.
Use critical mass change.
Use shared expe insitutions.
Transcend the tr architectral remit
NEW PRACTICE PRINCIPLES
IS THE ARCHITECT AN UNDERUTILISED RESOURCE?
ARRIBA
TOOLS DATABASE SHARING STAFF
P.90
RIBA THE CHANGING ROLE OF THE ARCHITECT
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DIGITAL DETOX
s to to catalyse
ertise to challenge
SYMPOSIUM 4
SYMPOSIUM 3
k by which protoross disciplines cn skills to find our
Identify underutilsed spaces. Utilise technology and data collection to optimise use and programme. Scrutinise social, technological and economic efficiency. But is efficiency always desirable?
Manipulate the static rules and systems spawned by inert institutions that determine development. Offer an alternative mode of practice, an invitation to codevelop London.
raditional t.
IMAGIMAP IMBY
KNOWLEDGE PLATFORM
ESTATE AGENCY P.96
UTILITY SHARING
PART S P.20.1
SWARM P.24
CO-AUTHORED DESIGN P.87
FIND THE GAP HACK THE GAP EVOLVE
CITY WIDE NETWORK
THE PEOPLE’S PALACE P.100
PROACTIVE PROCUREMENT
UPSTAIRS DOWNSTAIRS TIME CURRENCY TOWER P.92
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CO-AUTHORED DESIGN IN PRA In the spirit of Swarm, we engaged with our own LSA practice network (DSDHA, SODA, RSHP, Idom, 5th Studio, Prewett Bizley and Red Deer) to create a co-authored design proposition. We wrote a brief informed by Swarm’s Constitution for the Kipling Estate car-park plinth site. We each then held a design workshop with our practices to generate initial ideas, with due consideration for Swarm’s principles of access not ownership and efficient spacial programming. As a group, we then brought the ideas together and synthesised selected propositions. This was the starting point for the plinth design. This exercise tested how Swarm could develop and co-author projects within its network. Part S was also presented and, after scrutiny, underwent it first ‘open source’ re-writing.
Workshops
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ACTICE
Synthesis
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UNDERUTILISED
Exploiting underutilised resources is at the core of the shared economy. The following three projects imagine how this principle could manifest in propositions that would change the way we live, work and organise as a society.
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DESIGN CHARRETTE The Think Tank had 3 separate case studies addressing underutilised resources in different typologies. 1. The Time Currency Tower (Old street) 2. Estate Agency 3. Buckingham Palace Over a 3 week period, we ran our proposals through 3 different fields: Technological, Economical and Social. This helped us think about our projects beyond an architectural frame of view and focus our strategies. At the end of each week we presented to a specialist in each field.
Week 1 Technological Anthony Hoete, heads up WHAT_architecture with a focus on technology and gaming as an avenue into architecture.
Week 2 Economics Matthew McGuire, head of financial planning and Analysis at Park Square Capital.
Week 3 Social Sven Mundner, is a founder of the way finder agency Leitsystems and a planning consultant.
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UBERNISING ARCHITECTS
Addressing the dated procurement methods of the RIBA, we question the impact adapting uber’s principles to the process of finding an architect.
RIBA’s architecture.com Makes access difficult / Inhibits working outside of experience / Doesn’t offer reviews Lack of feedback doesn’t cater to stage 7
UBER FOR ARCHITECTS Allows reviews / Offers the opportunity to seek outputs other than buildings / Still client and architect based, needs consideration for building users / how to do we prevent the starchitects from staying on top?
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PROBLEMS WITH CURRENT PRACTICE Opaque planning procedures Token community consulatation client as no. 1: Select few dictating how cities grow
DEVELOP ARRIBA
Institutinal inertia
AND ARCHITECTURE?
Monoculture: disaggregated zones for life/ work Inefficiencies of massproductin and consumption
HOW DO YOU VALUE ARACHITECTS
Building as pinnacle & Object Iconicity
DYNAMIC FEEDBACK LOOPS DEMOCRATISATION OF PROCESS PUBLIC EMPOWERMENT LATERAL, MODES OF THINKING ‘CIVIC ENTREPRENEUR’ ACCESS NOT OWNERSHIP ARCHITECTURE OF PLACE NOT BUILDING USE NEW PRACTICE PRINCIPLES
NEW MODES OF PRACTICE Democratisation through accessible online platforms Meaningful participation and smart data collection Citizens as no.1: The city is a collective project Collaboration allowing interdisciplinary bredth with disciplinary depth
MOVE FORWARD
Observers & Advancers of the built environment through holistic thinking Polyculture: fluidity of interactions between people and enterprises Fluidity of supply and demand. Unlock latent value
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ARRIBA
A framewpork to make architecture more accessible, forward thinking and engaging. ARRIBA formed the BETA test of the Swarm platfform: connecting a collaborative community via smart technology.
For architects, Potential clients, but also “Curious Cats” (the public who can get involved via rating, funding and commenting, reviewing).
“What’s your problem?” address the situation without pre-conceived ideas of outcome.
1.0 Dilemma Open up architecture beyond the 1% Architects, clients and projects are reviewed, rated and comments are left for feedback.
Unlike the RIBA’s focus on experience, Arriba’s profile gives special regard for values, interests & ethos.
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Building is not always the answer
You don’t have to have the experience to get the experience
Building on a trust currency for both parties
Potential clients can view practices, recently completed projects and planned works chosen proximity.
Engage clients
Access point to a multi-discipline network. Potential for collaboration with other architects and those outside the profession.
More thoughtful, progressive outcomes Curious Cat engages locals with architecture projects in their area.
Building users have the opportunity to review and comment on the architecture they interact with.
Opportunity to crowd fund projects.
Spark interest & facilitate funding in local architecture
Feeback loops leading to a more holistic view of design and use
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1. TIME CURRENCY TOWER How could socio-economic exchange be optimised in order to maintain a diverse population in central London?
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Average salary in London 20 years ago was £18,674 Average house price in London zone 1-2 20 years ago was £146,582
Average salary in London 20 years ago was £18,674 Average house price in London zone 1-2 20 years ago was £146,582
Average salary in London today is £26,664 Average house price in London zone 1-2 today is £1,026,074
Average salary in London today is £26,664 Average house price in London zone 1-2 today is £1,026,074
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MATCH OPPOSING WANTS AND NEEDS Using the principles of the shared economy: Londoner #1 gets subsidised rent by marketing their skills and capitalises on their availability to complete tasks for Londoner #2.
Londoner #1
Less affluent Londoners are being pushed to the outer zones of the city.
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Londoner #2
Could the sharing economy be used to bring all types of Londoners together in one building?
The tower houses a collaborative vertical community comprised of a cross section of society
From cleaners to city workers to carpenters, a community with mixed skills is curated
Tasks are procured via an app. Proximity allows instantaneous reaction
Ratings and online profiles create trust within the community
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2. ESTATE AGENCY London is full of gaps and opportunities ready for transformation. How can we engage with the wealth of open data available to us and locate the gaps and potential sites in order to justify new development.
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Estate Agency recognises that a site needs no boundary line. It sees the entire city as potential for development and seeks the underutilised spaces of rooftops and gap sites. The app platform uses embedded intelligence and takes every site through three stages of analysis: 1. The first lens takes in planning rules: Local and national planning policy; maximum heights; protected views; rights to light; environmental factors; heritage; vernacular conventions 2. The second takes in local social and cultural influences: Internet data; instagram, facebook, flickr photos; historic images; media and films; tweets; geo-tagged cultural data; crime rates; social housing needs. 3. The third lens filters through personal requirements of the user: Important photos/videos; online profiles and tweets; age; maritial status; occupation; interests; medical conditions; browsing history; hobbies and interests; stress levels; income.
PLANNING RULES
LENS 1
PLANNING & POLICIES MAXIMUM HEIGHTS PROTECTED VIEWS RIGHTS TO LIGHT ENVIRONMENTAL FACT TRADITIONAL SITE ANA HERITAGE VERNACULAR
SPATIAL CONSEQUENCE 1
Estate Agency takes this information and produces an outline model which can be built under permitted development, or an outline model which if taken to the planners cannot be refused. SINGLE STOREY OUTBUILDING 2 DORMER WINDOWS TO THE REAR
LOCAL REQUIREMENTS SOCIAL & CULTURAL IN
PLANNING RULES
LENS 1 SPATIAL CONSEQUENCE 2 SINGLE STOREY OUTBUILDING 2 DORMER WINDOWS TO THE REAR ADDITIONAL STOREY 2 ROOF LIGHTS TO FRONT BALCONY WINDOW BOXES PAINTED DOOR - ST. GEORGE’S CROSS
NCE 1
DING HE REAR
SINGLE STOREY YOGA & MEDITATION HUT 2 DORMER WINDOWS TO THE REAR ADDITIONAL STOREY TO HOUSE AUPAIR 2 ROOF LIGHTS TO FRONT BALCONY REMOVED DUE TO YOUNG CHILDREN WINDOW BOXES DOOR PAINTED PURPLE
NCE 2
DING HE REAR
LENS 1
PLANNING & POLICIES MAXIMUM HEIGHTS PROTECTED VIEWS RIGHTS TO LIGHT ENVIRONMENTAL FACTORS TRADITIONAL SITE ANALYSIS HERITAGE VERNACULAR
LENS 2
INTERNET DATA INSTAGRAM / FACEBOOK / FLICKR PHOTOS HISTORIC PHOTOS ONLINE ARTICLES MEDIA - FILMS TWEETS GEO-TAGGED CULTURAL DATA TEMPORAL / DIURNAL CRIME RATES SOCIAL NEED - HOUSING
PERSONAL REQUIREMENTS LOCAL REQUIREMENTS SOCIAL & CULTURAL INFLUENCES
NCE 3
MEDITATION HUT HE REAR OUSE AUPAIR
LENS 2
TO YOUNG CHILDREN
INTERNET DATA INSTAGRAM / FACEBOOK / FLICKR PHOTOS HISTORIC PHOTOS ONLINE ARTICLES MEDIA - FILMS TWEETS GEO-TAGGED CULTURAL DATA TEMPORAL / DIURNAL CRIME RATES SOCIAL NEED - HOUSING
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LENS 2
LENS 3
PERSONAL PREFERENCES PERSONAL PHOTOS / VIDEOS ONLINE PROFILES AGE MARITAL STATUS / OFFSPRING CAREER SALARY BACKGROUND BROWSING HISTORY HOBBIES / INTERESTS STRESS LEVELS MEDICAL CONDITION
INTERNET DATA INSTAGRAM / FACEBOO PHOTOS HISTORIC PHOTOS ONLINE ARTICLES MEDIA - FILMS TWEETS GEO-TAGGED CULTURA TEMPORAL / DIURNAL CRIME RATES SOCIAL NEED - HOUSIN
PERSONAL REQUIREM
LOCAL REQUIREMENTS SOCIAL & CULTURAL INFLUENCES
PLANNING RULES
SPATIAL CONSEQUENCE 3
PLANNING & POLICIES MAXIMUM HEIGHTS PROTECTED VIEWS RIGHTS TO LIGHT ENVIRONMENTAL FACTORS TRADITIONAL SITE ANALYSIS HERITAGE VERNACULAR
LENS 3
PERSONAL PREFEREN PERSONAL PHOTOS / V ONLINE PROFILES AGE MARITAL STATUS / OFF CAREER SALARY BACKGROUND BROWSING HISTORY HOBBIES / INTERESTS STRESS LEVELS MEDICAL CONDITION
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3. THE PEOPLE’S PALACE Buckingham Palace is a hughely underutilised public asset in prime part of London. What if it were to become a beacon of Great British Innovation ?
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The palace is a publicly owned. Going by its real estate value, each UK citizen owns £166 stake. What if it became a truly public asset? Only 12% USED BY HER MAJ
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Last year the queen stayed in Buckingham Palace for only 88 days. And she only uses 12% of it
Yet the palace’s area is equal to one and a half Gherkins.
In a time of austerity and the bedroom taxes, should this very underutilised resource be subjected to some scrutiny? Buckingham Palace in the 21st century should be an emblem of a common, connected nation. It should embody the values of the citizens, meeting the needs of many instead of the desires of one. The Palace will be a flagship for new thinkers, steaming onwards towards the third revolution; fab lab for those whose work demostrates and furthers Great British Innovation. These resident’s will be democratically elected. The queen is the head of the nation and it is her role is to provide a focus for national identity, unity and pride. Her house should do the same.
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