Winchester Horticultural City by Timothy Philip Gentry

RIBA Studio: Diploma in Architecture P5 Professional Studies â&#x20AC;&#x201C; Project Related Report

WINCHESTER HORTICULTURAL CITY: An Urban Agriculture Cooperative

TIMOTHY PHILIP GENTRY | 14/2/138 Word count: 4580 1st December 2017

…… Contents Abstract 1 Introduction 5 Chapter 1: Procurement 11

Chapter 2: Forms of Practice

Chapter 3: Forms of Building Contract

Chapter 4: Planning Policy and Law

29 Chapter 5: Finance 35 Chapter 6: Feedback 37 Chapter 7: Conclusion 40 Appendices 42 Bibliography 45

Image List

â&#x20AC;Śâ&#x20AC;Ś

Abstract

This report explores how issues of practice, law and management feed into the D6 brief and how they might be adapted to suit its aims through more collaborative approaches. The open-source strategies proposed for the brief highlighted planning policy as an important topic and forms a major part of the discussion. The composition of the horticultural city project team frames much of the discussion as it has such a pivotal effect on the selection of appropriate criteria. The masterplan is spoken about in more general terms and framed from the perspective of the project Head Quarters building. Topics discussed touch on things to do with the procurement strategy, contract law and relevant forms of practice. Planning policy is discussed in more depth as not all current practices complement the aims of the brief particularly well and as such new ways of achieving the open-source initiatives imagined by the facility and wider plans need to be discussed. This has a lot to do with the managerial structure of the client as much as it does planning policy and type of contract.

On top of this the scheme will need significant financial investment which, for a community led project with many business clients, means several different avenues of funding are considered. Lastly the impact of feedback loops on the project are discussed illustrating the important a role they play at the heart of its strategies, aims and continued development.

Winchester Horticultural City â&#x20AC;Śâ&#x20AC;Ś Introduction

A core aim of the project brief is to alleviate concerns over food insecurity by creating a new system of city-wide urban farming strategies that enjoy sustained interest and development through the active engagement, participation and enjoyment of local people. Whilst architectural and theoretical design aspirations are one critical avenue to success, these must be married with effective management, procurement and legal methodologies. The successful combination of these elements could see the facility realise itself as an indispensable piece of self-sufficient and sustainable infrastructure, with the specific aim of contributing positively to a greater sense of purpose, place and quality of life for the local population. By adopting this participatory ethos, the client is expected to be formed from a make-up of landowners and organisations unified under the umbrella of one organisation, the Winchester Horticultural City (WHC). Doing this will give the project the best

Winchester Horticultural City

College Core

Commonersâ&#x20AC;&#x2122; Core

III

College Street

Kingsgate Street

Culver Road

Edgar Road

VII Norman Road VIII Meads and Water Meadows IX

Itchen Navigation Buildings

The College Outer Court

1: Extract from the Winchester College: Landscape Masterplan showing the extent of land owned in itâ&#x20AC;&#x2122;s 8 immediate vacinity. It does however own much more land besides Winchester College: Masterplan this including in the Landscape north towards Kingsworthy where a new housing development is being built as well as land to the West over and beyond the M3 motorway.

Introduction

possible chance of fostering the spirit of collaboration between different parties required for the brief. Winchester land is thought to be predominantly owned by three organisations; Winchester College (Kim Wilke Associates 2008), the Diocese of Winchester and supermarket chain Tesco (Gazette 2016). The relationship between interested parties naturally frames the context with which all other decisions on how the project may be ran are made. The Cuban model provides a useful precedent. Here various typologies and organisations, including state-ran, are set-out to help support and guide people wanting to start their own enterprise (Clouse 2014). This is exactly what the WHC Head Quarters (HQ) facility has been created to do. This report sets out how the relationship between various interested parties may reflect the holistic strategies proposed for the HQ and what role the architect plays in helping realise these objectives at various stages of development.

1 …… Procurement

The four main procurement methods are listed as follows: •

Traditional – separation of design and build elements.

•

One/ two stage design and build – integration of elements.

•

Management contract – central management by client or

contractor. •

Private Finance Initiative (PFI)

To narrow down which one of these would be most appropriate to the project, we need to consider the first two Stages, 0 and 1, of the RIBA Plan of Work 2013 (appendix A) and set brief parameters and the project team members. Due to the complexity of the WHC aspirations, many different concerns

spanning

various

stages

influence

the

project

procurement strategy. Stage 0 definitions of the brief and project business case set-out the most important objectives. This initial

Winchester Horticultural City

2. Growing opportunities within the city center mapping out open spaces, south facing walls etc.

Procurement

assessment proves critical to defining Stage 1 activities outlining team roles, the project programme and how to engage a contractor with the right capacity and qualifications. To begin with the WHC masterplan will need to be split into phases that would be carried out by individual teams in-charge of each area; such as city farming infrastructure, composting areas, renovation of the Itchen navigation trail and water mill / anaerobic digestion power plants, themselves also likely to be split into individual projects. The headquarters, though a project of its own requiring a separate project team and technically able to function in isolation, forms part of the holistic whole and as such relies on the successful implementation of these other elements to safeguard its long-term viability. The other aspects of the masterplan feed into its business model and define the nature of the continued investment needed and project team tasks. The sensitive nature of the site and its perceived cultural significance suggests ongoing consultation with planning and other authorities and specialist consultants will be necessary for the duration of the contract. Consultants likely to be required early on are a planning consultant, heritage consultant, site surveyor, archaeologist, farming specialist, ecologist, mechanical and electrical (M&E) engineer and structural engineer to ensure the essential functions and composition of the building are achievable. As such there will be several key design inputs coming from a variety of sources. Whilst each consultant will remain responsible for their individual element, the architect will be expected to oversee these inputs

Winchester Horticultural City

3 + 4. The existing Wolvesey Castle ruins

Procurement

and consolidate them within the building design; they will be considered the project lead and Principle Designer under CDM regulations. This may necessitate the need for an effective BIM package. The grade 1 listed status of the Historic England site (appendix B) means any interventions will have to meet their exacting standards which is likely to be a statutory planning condition of the schemeâ&#x20AC;&#x2122;s approval. Hence there will be little room for compromise on the quality of construction. Therefore, it is expected the architect(s) will be engaged for the duration of the contract and be an essential mediator between client (WHC Headquarters) aspirations and heritage aspects. These parameters suggest the design of the building will need to be more or less complete, bar specialist items, prior to building starting on site and a quantity of bills/ schedule of works produced with which to use as a basis for obtaining competitive tenders and/ or tender negotiation with a preferred/ invited contractor. The client, in this case a not-for-profit business co-operative, though having some private business interests, will be developing land under the ownership of various landowners in a way that generates participation and ownership of the schemes by the local population. In a cost-quality-time profile, quality comes out as the primary concern with cost a close second. Traditional procurement seems the most appropriate in this situation, with some elements of

Winchester Horticultural City

contractor design for specialist items. Whilst time is of great importance for the business strategy of the cooperative venture, there may be ways in which to mitigate the uncertainty present within project timescales by adapting the business strategy to sync with different phases of development. One variable affecting this is the reeds. They are needed as a material source for important construction elements, but can only be harvested in winter and possibly not in large enough quantities for the entire development. Moreover, the land required to grow the reeds, an essential building block of the WHC, is owned by several different parties. These are Winchester College, the Diocese of Winchester, English Heritage and Winchester City Council. With these organisations operating under the same WHC umbrella it should be possible to spread impacts on the developing masterplan and focus on one particular, more profitable area of the build to develop, such as the vertical farm, as a priority. In this way, they can start implementing parts of the business strategy through phased development, managing limited material resources as infrastructure continues to develop. However, as the facility has public interests, this will need to be balanced against a need for the public to see tangible benefits, perhaps in an educational capacity through teaching and promotion of aquaponics / farming methods and selling on any farmed reeds farmed not required. Based on the above, a traditional procurement route is recommended for the HQ with an element of flexibility and cooperation in the project team.

2 …… Forms of Practice

Generally speaking architectural practices are formed under three main definitions as a partnership, a limited liability company (LLC) or a limited liability partnership (LLP) (Speaight 2010, p. 295). The last of these is a hybrid of the former two. Although rarer, architects can also work as a sole practitioner and in various other definitions including consortia and cooperatives etc. Sole practitioners generally work on smaller scale projects and do not have the indemnity cover, experience or resources available to tackle a project as large as the HQ, but any of the other three primary architecture practice types may be a suitable choice (Speaight 2010). Partnerships are defined as ‘the relation which subsists between persons carrying on a business in common with a view to profit’

Winchester Horticultural City

(Speaight 2010, p. 295) and are structured such that the liability of debts and obligations incurred by any individual member of the practice are held jointly and severally responsible by each and every member of the partnership, regardless of their involvement. A LLC on the other hand is held as a separate legal entity itself, ran by a board of directors, meaning the assets of the individual are protected from debts and obligations owed by the company (Cousins 2011, p. 326-327). LLPs are a combination of the two. Member assets are not held liable but the assets of the partnership are as set out in an agreement designed specifically to suit members upon setting up the partnership. In a managerial sense, an LLP would be the most appropriate solution as partners retain some protection, important for a project as large as the HQ with a substantial budget, and it is more flexible than an LLC hence would suit a more collaborative approach to implementing the design (Designing Buildings Wiki 2017). Although consultants could be brought in-house and integrated within the range of services offered by a LLP practice, the project at large is a collaborative one involving many different tenants and owners who might have their own preferred contractors or consultants for various services. Hence it is not seen as necessary for the firm to have a wide variety of in-house services. Although this could be beneficial to them depending on the range of work being undertaken by the practice in Winchester and beyond, the HQ project owners and tenants are likely to fill any gaps in the architectâ&#x20AC;&#x2122;s services or else be able to offer up recommendations.

Forms of Practice 13

It would seem better to sub-contract relevant consultants in to the process under a contract that encourages unbiased collaboration, mirroring the ethos and aims of WHC.

3 …… Forms of Building Contract

Having identified a traditional procurement route as the most appropriate course of action for the brief due to cost and quality priorities, further clarification of project parameters will identify which of the traditional forms of contract is the best fit. Whilst the building design is expected to be largely finished before going out to tender, many aspects of the building also require specialist input. This includes specialist suppliers like: •

The aquaponics/ hydroponics system farms.

•

Workshop equipment supply and installation.

•

Specialist window design and installation.

Winchester Horticultural City

As well as specialist consultants including: •

M&E design including reed-bed filtration plus potential

sustainable technologies such as solar power.

•

Structural design, testing and fabrication of reed-based

columns. •

Consultation on heritage aspects of the design package.

•

Environmental impact assessment.

These are items not reasonable to expect the architect alone to account for in any depth and, whilst some consultant packages may be completed during Stages 3-4 prior to tendering, many of these are likely to be completed during the contract period from Stage 5 and onwards. Hence there will need to be a design portion incorporated into the agreement for contractor designed portions (CDPs) (Clamp, Cox, Lupton, and Udom 2012). The purchaser’s requirements can be outlined in a bill of quantities / schedule of works for the tendering or negotiation of the project budget to ensure quality as well as limit the tender sum, baring variations instructed during the course of works, and is a form of agreement used often at Mclean Quinlan (the author’s workplace). A few of the Joint Contracts Tribunal (JCT) traditional forms of contract are written to suit these parameters; these are the Standard Building Contract with Contractors Design (SBC WCD), the Intermediate Building Contract with Contractors Design (ICD16), and the relatively new Constructing Excellence Contract (CE 2011)

Forms of Building Contract 17

(Clamp, Cox, Lupton, and Udom 2012). The main differences between the latter over the former two; 1. target costs payment option which sets a threshold for the fee, above or below which pains (losses) or savings are shared respectively; 2. encourages collaboration; 3. is intended primarily for company ‘purchasers’ and ‘suppliers’; and 4. No provision for arbitration, disputes are settled via adjudication or litigation (Cousins 2016; Clamp, Cox, Lupton, and Udom 2012). On the face of things either of the former options would seem to be the most appropriate as building work appears mostly confined to the grounds of the former ruins, and therefore need not concern many parties. However, in reality the land on which the palace ruins sit is split up between several different owners and hence still involves a number of the purchaser team (WHC organisations). The vast majority of the land and body of the ruins is owned by English Heritage (EH). But the adjacent fields are currently owned by Pilgrim’s College which is itself part of Winchester College. As well as this, land adjacent to the existing chapel of the former palace, now incorporated into Wolvesey House, is owned by the Diocese of Winchester. So the land on which the facility operates is owned by at least 3 of the purchasers. As such English Heritage, Winchester College, The Diocese and Winchester City Council will operate in each other’s interest and for the interest of WHC in a capacity that at least two of these organisations, the Diocese of Winchester and Winchester College, have operated before. The College for instance started its life

Winchester Horticultural City

in the C13th as a school for talented boys from underprivileged backgrounds and trained them, free of charge, to fulfil important roles within the clergy and government, and farmed the land spanning all the way from the college grounds up to St Catherineâ&#x20AC;&#x2122;s Hill. Hence the holistic aims of the brief marry well with the contract selection as the ethos underpinning the realisation of the WHC relies heavily on companies, institutions and the public alike. The CE contract fulfils just this purpose, providing a legal framework for a project team that is composed of many companies working together in a spirit of collaboration (Clamp, Cox, Lupton, and Udom 2012). The building and project masterplan are also developed to utilise holistic, closed-loop strategies. This ethos manifests itself in the contract in: 1.

The way it can be used for the procurement of construction

works and construction services, inclusive of consultants â&#x20AC;&#x201C; could be important for aquaponics farm design and development, workshop design and development and in appointing consultants preferred by other land owners or in appointing other land owners themselves as consultants/ sub-contractors (i.e. in supplying the reeds) etc. 2.

The adaptability of the supply chain during the course of

the contract â&#x20AC;&#x201C; phasing in different [specialist] suppliers for different elements/ sections of the build?

Forms of Building Contract 19

In reference to the purchaser (formerly employer) and

supplier (formerly contractor) underpinning a more collaborative mind-set. 4.

The ability to split works into sections to phase development

- applicable not just to the HQ as discussed previously, but also the city plans at large. 5.

Conducive to partnering â&#x20AC;&#x201C; collaboration between council,

EH and HQ as well as other parties at relevant points in the contract period, i.e. the college when construction of the Itchen navigation trail extension starts over Pilgrimâ&#x20AC;&#x2122;s land. 6.

Payment options; 1. via target costs â&#x20AC;&#x201C; council will be

expected to supply an annual grant for implementing the scheme, and a contribution from EH for the continued maintenance/ conservation of the site for the benefit of the wider city - both may share some responsibility; 2. by normal lump sum. Due to the complex composition of owners and tenants required to realise the brief, neither of the other contracts are viewed as being entirely suitable. Their use could put the wider implementation of the scheme in danger by antagonising other parties that may feel they have not been properly consulted. The Construction Excellence contract mitigates against this circumstance and more closely embodies the philosophy and aims of the project.

Winchester Horticultural City

5. The fish farm could be built as part of the first phase of development. This would generate an income to sustain other parts of the project and is an appropriate facility to have up and running as a priority due to office space integrated within the footprint and the ability to run workshops/ training sessions on the operation of the farm..

4 â&#x20AC;Śâ&#x20AC;Ś Planning Policy & Law

The National Planning Policy Framework (NPPF) is a tool used to define how government policies should be applied in helping local planning authorities and communities to develop their own local plans and in deciding on any applications that come their way. The Winchester City Council Local Plan Parts 1 (Joint Core Strategy) and 2 (Development Management & Allocations) outline the policies stated below that are relevant to the HQ site (Winchester City Council 2017). These planning considerations enter discussion from the very beginning of a project in Stages 0 and 1 when preplanning advice should be sought as is especially relevant for the development of a listed site. The full planning application is normally submitted anytime from Stage 3 to 4 depending on the complexity of the project and certainty required for contentious elements. The nature of the contract and consultation process would suggest WHC will be submitted during either Stage 3 or 4.

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Planning Policy and Law 23

PART 1 (policies saved in part 2 of the strategy): 1.

RT.1; RT.2 – Important Open Amenity Area / Recreation

Area. 2.

SF.1 – Town Centre Boundary.

H.3 – Policy Boundary.

HE.4 – Conservation Area.

W10 (iii) – Footpath proposed – a new footpath outlined to

run along the northern edge of the site boundary adjacent to the Pilgrim’s College fields. The HQ plan extends upon this design intent and creates a new public right of way with the new accessible (part M) arch of the Itchen Navigation Trail. Encouraging the local population to enjoy the space is essential to the success of the HQ and hence WHC management and business strategies. If people don’t like and enjoy it, it will not prosper (figure). PART 2: 1.

DM1 – Location of New Development – outlines areas

where development/ infill may be permitted where it accords with the development plan. Wolvesey Castle sits within one of these areas. 2.

DM5 – Protected Open Areas – an open area protected from

development except where in accordance with the development plan so long as it is both ancillary to the function of the open space and enhances its contribution to the character of the wider area. The C6 essay outlines the special contribution of the proposed development to the area and its mutually inclusive aims for the

Winchester Horticultural City

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Planning Policy and Law 25

preservation of the space and a philosophy of enablement. Plans reinvigorate the ruins with an appropriate sense of purpose and place unique to Winchester. 3.

DM7 – Town/ District/ Local Centre Boundary – outlining

uses of areas that attract large numbers of people within the town centre. Pertinent use classes (Planning Portal 2017) applicable to WHC HQ include: A1 Shops [market, farm shop]; A2 Professional services [WHC project consultation]; A3 Restaurants and cafes; B1 Business [research and development of products and processes, working farm]; B8 Storage or distribution [reed barn and product distribution]; D1 Non-residential institutions [museum walking trail, hall, and training centre for farming techniques]; D2 Assembly and Leisure [potential hall uses like gigs as well as workshops, Itchen navigation trail outdoor recreation]. 4.

DM27 | DM28 - Conservation Areas – parameters for

demolition and/ or permitting development proposals which conserve

enhance

character,

appearance

and

unique

architectural or historic interests. Important considerations include how sympathetic they are, harmonic scales, material quality and traditional materials. The C6 and T7a reports outline strategies adopted to cover these areas including the use of alternative, though highly appropriate, materials. ‘Traditional materials’ is a slightly vague, worryingly blunt response and an inappropriate/ unfortunate/ narrow interpretation.

It suggests an inadequate

understanding of conservation philosophy.

There is, however,

room for interpretation as found in the HQ and will be a point of

Winchester Horticultural City

negotiation with the LPA. Some demolition of unsightly, single storey, late extensions to Wolvesey House would be required to develop a new public access to the old chapel, however these will have an immeasurably positive impact on the overall appearance and scale of the structure. 5.

WIN3 â&#x20AC;&#x201C; Key Historic Features â&#x20AC;&#x201C; to do with preserving

views to and from important historic features, like the castle. The proposed development enhances views from both perspectives it as it will impart an improved sense of place upon visitors and maintain if not enhance its cultural significance for both the ancient and modern city. The planning design and access statement will summarise how these policies have been addressed and should affirm the HQ as a fitting development for the site and one which enhances both its setting and the life of people living in/ visiting the city. However planning policy would seem inadequate in its current form to achieve other crucial aims of the brief. As discussed in the C5 dissertation, planning policy has currently lost some aspect of its original social aims and is considered by many contemporary practices to operate too often as aesthetic police rather than offering a truly enlightened planning insight. The open-source initiatives present within the brief that encourage the local population to farm the city spaces dictate that a more infrastructure-led and open-minded attitude to planning will be required for the WHC project to be successful. As such, this

Planning Policy and Law 27

underlines why the City Council’s support and involvement with the WHC will prove so critical to generating a positive and proactive approach to realising objectives. By making the city council a close member of the project team they will experience the enthusiasm for the project first-hand and realise the importance of focusing energy into outlining an appropriate infrastructural strategy to enable open-source models of development. Providing people with clear guidance on acceptable methods for building their own local farms without having to go through the rigmarole of gaining planning consent should safeguard a route to success and make a productive city. This is likely to manifest itself in an expanded set of local permitted development rights and other policies outlining things like:

•

Acceptable locations and parameters where urban farms/

farming infrastructure (i.e. composting points) of different

scales may be installed.

•

Size restrictions on heights/ widths/ depths of structures.

•

Important city features to avoid/ preserve.

•

Where tenancies for larger scale operations may be fast

tracked through planning over non-agricultural uses, such

as the disused Chesil railway tunnel.

•

Incentivised schemes to encourage farming through

reduced rent for example and other tangible benefits.

•

Expanded guidance on acceptable instances for small

holdings.

Winchester Horticultural City

â&#x20AC;˘

Power supply subsidy applications for the running and

operation of urban farms â&#x20AC;&#x201C; electricity generated by Itchen

river water-wheel and anaerobic digestion power plants.

In this way planning policy could underscore the wider strategies being employed in other aspects of the masterplan to create selfsufficient, closed-loop systems of city management.

9 + 10. The former Chesil railway tunnel is an excellent example of a disused building that could easily be converted into urban agriculture infrastructure with the help of planning incentives.

5 …… Finance

As the project involves a historic listed property and will be operated as a not-for-profit organisation a number of different funding revenues may be needed. Feasibility studies, usually carried out at stage 0, are an important tool used to help secure funding for heritage projects in particular and many professional bodies will require this before any application for funding can be made. The Cost Modelling website (Cost Modelling 2017) tells us the average build cost for various developments that share the type of functionality expected at the castle are between £1500 - £2000 per m2. Considering the HQ is being built in amongst the grade 1 listed ruins of the former palace, but is mostly an uninsulated ‘garden’ building with less stringent energy demands, it is reasonable to expect it to be somewhere in the middle to upper end of that estimate. If we take a figure of £1800/m2, for a building with a gross internal floor area of approximately 3140m2

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we arrive at a build cost of £5,652,000. With such large sums of money involved, a cost plan will be required from an early stage to track costs and justify levels of input from various parties. This will need updating regularly at each intermediate stage as deemed appropriate. Such a considerable budget will require many sources of funding with a phased construction sequence to ensure progress is seen on site. Monument repairs and maintenance will likely cost in excess of £10,000 so grants for the repair and or maintenance of the ruins could be sourced from two of the main institutions directly involved, Winchester City Council and English Heritage, under section 1 Listed Buildings and Conservation Areas of the Planning Act 1990. These contributions are normally in the region of 40% (Speaight 2017, p.66). In Wolvesey Castle’s case this would amount to a large contribution if including new building elements. However, funding bodies have limited resources and often try to support as many projects as they can, hence actual figures can be quite low. Key to a successful application will be highlighting the beneficial impacts and support offered to the local community by WHC HQ (The Heritage Funding Directory, Unknown). Other major contributors could be the Heritage Lottery Fund or Winchester college for example. Further reasonable grants may be sought from the council for ongoing up-keep of the HQ itself recognising the contribution made to developing citywide infrastructure. In the spirit of collaboration outlined by the

Finance 31

11. The Osney Lock Hydro power station was funded using revenue generated with crowd-funding.

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12. The Ellen MacArthur Foundation Circular Economy System Diagram. No wastage.

13. Wolvesey castle system diagram lays out design intent for closed-loop systems of city management.

Finance 33

contract the council may request for other WHC partners to make a reasonable contribution also, if not to the HQ then the wider WHC project. As well as lottery funding, crowd-funding could also be an important source of revenue as demonstrated by Osney Locks in Oxford (Osney Lock Hydro 2013). A direct comparison with this method can be made with WHC water-mill power plant construction also. Different donation denominations could come with increasing levels of benefits. This could include things like free urban agriculture kits to free tutoring at the facility or power subsidies for a given period of time. Initiatives like this would be developed to create circular economy like that outlined by the Ellen MacArthur Foundation whereby â&#x20AC;&#x2DC;a circular economy seeks to rebuild capital, whether this is financial, manufactured, human, social or natural.â&#x20AC;&#x2122; (Ellen MacArthur Foundation 2017).

6 â&#x20AC;Śâ&#x20AC;Ś Feedbacks

Feedback loops will feature prominently in the continued running of the HQ. Whilst it is less likely that the HQ itself would be built by local people, they will form the majority of the workforce installing urban agriculture projects in and around the city limits. An open-source model of product development requires feedback by its very nature, and encourages people to share ideas and developments they have made in their own farming techniques with others. A free and open exchange of ideas is what the HQ seeks to facilitate as it generates more interest and hastens the progress of the city masterplan. It will also ensure opportunities for the architect and clients to conduct some post-development analysis will be frequent enabling them to make well-informed judgments on the effectiveness of design decisions which can be taken forward into future projects. This feedback also effects activities within the facility itself as it setsout education programmes and conducts material and product tests to be tried out and adapted by local people.

7 â&#x20AC;Śâ&#x20AC;Ś Conclusion

The process of writing this report has helped solidify ideas around how the client-architect relationship will form for such a unique and large project. It has also highlighted how important initial aspirational motivations for the brief could affect the composition of the design team and running of the project itself. One process would naturally seem to follow the other in this case. As expected, and in line with the C5 dissertation, significant changes to planning policy and or practice will likely be needed to realise the aims of the brief to their full potential. It has helped provide some insight into how the brief, if tackled in a pragmatic and sensitive way, could be a catalyst for change within Winchester if not more widely. In a bid to become more food-secure, a truly sustainable and social brief that encourages participation through incentives and open-source development models will naturally question the adequacy of current policy

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making and potentially force a re-think on issues of aesthetics, infrastructural design and the interpretation of conservation policy. It also highlights the difficulties present in implementing schemes that wish to tackle the problem of participation and apathy in the general public, as well as probable reasons why there have not yet been any successful schemes of this nature within the UK.

Establish Project Programme. Review Project Programme.

Programme

Prepare Developed Design, including coordinated and updated proposals for structural design, building services systems, outline specifications, Cost Information and Project Strategies in accordance with Design Programme. Prepare Technical Design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist subcontractor design and specifications, in accordance with Design Programme.

Technical Design

Undertake third party consultations as required and conclude Research and Development aspects. Review and update Project Execution Plan, including Change Control Procedures.

Undertake third party consultations as required and any Research and Development aspects. Review and update Project Execution Plan.

Required.

Not required.

Completed Technical Design of the project.

Developed Design, including the coordinated architectural, structural and building services design and updated Cost Information.

Concept Design including outline structural and building services design, associated Project Strategies, preliminary Cost Information and Final Project Brief.

Initial Project Brief.

Required.

Sustainability Checkpoint — 4

Sustainability Checkpoint — 3

Review Construction Strategy, including sequencing, and update Health and Safety Strategy.

Review and update Project Execution Plan.

Prepare and submit Building Regulations submission and any other third party submissions requiring consent.

Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.

Sustainability Checkpoint — 2

Consider Construction Strategy, including offsite Review and update fabrication, and develop Health Construction and Health and and Safety Strategy. Safety Strategies.

Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.

Prepare Sustainability Strategy, Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments.

Handover and Close Out

Administration of Building Contract, including regular site inspections and review of progress.

Not required.

‘As-constructed’ Information.

Sustainability Checkpoint — 5

Update Construction and Health and Safety Strategies.

Review and update Sustainability Strategy and implement Handover Strategy, including agreement of information required for commissioning, training, handover, asset management, future monitoring and maintenance and ongoing compilation of ‘Asconstructed’ Information.

Required.

Updated ‘As-constructed’ Information.

Sustainability Checkpoint — 6

Updating of Project Information as required.

Carry out activities listed in Handover Strategy including Feedback for use during the future life of the building or on future projects.

Conclude administration of Building Contract.

As required.

‘As-constructed’ Information updated in response to ongoing client Feedback and maintenance or operational developments.

Sustainability Checkpoint — 7

Updating of Project Information, as required, in response to ongoing client Feedback until the end of the building’s life.

Conclude activities listed in Handover Strategy including Post-occupancy Evaluation, review of Project Performance, Project Outcomes and Research and Development aspects.

Undertake In Use services in accordance with Schedule of Services.

In Use

www.ribaplanofwork.com

Offsite manufacturing and Handover of building and onsite Construction in conclusion of Building accordance with Construction Contract. Programme and resolution of Design Queries from site as they arise.

Construction

The procurement route may dictate the Project Programme and may result in certain stages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work 2013 will clarify the stage overlaps. The Project Programme will set out the specific stage dates and detailed programme durations.

Planning applications are typically made using the Stage 3 output. A bespoke RIBA Plan of Work 2013 will identify when the planning application is to be made.

Review Project Programme.

*Variable task bar – in creating a bespoke project or practice specific RIBA Plan of Work 2013 via www.ribaplanofwork.com a specific bar is selected from a number of options.

UK Government Information Exchanges

Not required.

Strategic Brief.

Information Exchanges

(at stage completion)

Sustainability Checkpoint — 1

Sustainability Checkpoint — 0

Agree Schedule of Services, Design Responsibility Matrix and Information Exchanges and prepare Project Execution Plan including Technology and Communication Strategies and consideration of Common Standards to be used.

Sustainability Checkpoints

Prepare Handover Strategy and Risk Assessments.

Review Feedback from previous projects.

Suggested Key Support Tasks

*Variable task bar

(Town) Planning

*Variable task bar

Pre-application discussions.

Prepare Project Roles Table and Contractual Tree and continue assembling the project team.

Initial considerations for assembling the project team.

Procurement

Pre-application discussions.

Prepare Concept Design, including outline proposals for structural design, building services systems, outline specifications and preliminary Cost Information along with relevant Project Strategies in accordance with Design Programme. Agree alterations to brief and issue Final Project Brief.

Develop Project Objectives, including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information.

Identify client’s Business Case and Strategic Brief and other core project requirements.

Core Objectives

Developed Design

The procurement strategy does not fundamentally alter the progression of the design or the level of detail prepared at a given stage. However, Information Exchanges will vary depending on the selected procurement route and Building Contract. A bespoke RIBA Plan of Work 2013 will set out the specific tendering and procurement activities that will occur at each stage in relation to the chosen procurement route.

Concept Design

Preparation and Brief

Strategic Definition

Tasks

The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects into a number of key stages. The content of stages may vary or overlap to suit specific project requirements. The RIBA Plan of Work 2013 should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.

Stages

40 Winchester Horticultural City

Appendix A - RIBA Plan of Work 2013

Name: WOLVESEY CASTLE

This is an A4 sized map and should be printed full size at A4 with no page scaling set.

Non Civil Parish

Listing I

1095511

HistoricEngland.org.uk

1:2500 1 December 2017

Print Date:

SU 48459 29088 Map Scale:

List Entry NGR:

This map was delivered electronically and when printed may not be to scale and may be subject to distortions.

Any object or structure fixed to the principal building or buildings and any object or structure within the curtilage of the building, which, although not fixed to the building, forms part of the land and has done so since before 1st July, 1948 is by law to be treated as part of the listed building.

For all list entries made on or after 4 April 2011 the map here and the national grid reference do form part of the official record. In such cases the map and the national grid reference are to aid identification of the principal listed building or buildings only and must be read in conjunction with other information in the record.

For all entries pre-dating 4 April 2011 maps and national grid references do not form part of the official record of a listed building. In such cases the map here and the national grid reference are generated from the list entry in the official record and added later to aid identification of the principal listed building or buildings.

Parish:

District: Winchester

County: Hampshire

Grade:

List Entry No :

Heritage Category:

Appendix B - Wolvesey Castle HE listing

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Bibliography Books Clamp, H., Cox, S., Lupton, S. and Udom, K., 2012. Which Contract? Choosing the appropriate building contract. 5th ed. London: RIBA Publishing. Clouse, C., 2014. Farming Cuba: Urban Agriculture From the Ground Up. Princeton: Princeton Architectural Press. Cousins, M., 2016. Architect’s Legal Pocket Book. 2nd ed. Abingdon: Routledge. Davies, I., 2014. RIBA Plan of Work 2013 Guide: Contract Administration. London: RIBA Publishing. Kozai, T. Runkle, E. S. and Fujiwara, K., 2016. LED Lighting for Urban Agriculture. Singapore: Springer. Lupton, S. 2011. Guide to IC11. London: RIBA Publishing. RIBA Enterprises Ltd, 2013. RIBA Job Book. 9th ed. London: RIBA Publishing. Sinclair, D., 2013. RIBA Plan of Work 2013: Overview. London: RIBA Publishing. Speaight, A., 2010. Architect’s Legal Handbook. 9th ed. Oxford: Architectural Press. Wevill, J., 2013. Law in Practice: The RIBA Legal Handbook. London: RIBA Publishing.

Websites/ Online Resources/ PDFs Planning Portal, 2017. Use Classes. [online] Available at: <https://www. planningportal.co.uk/info/200130/common_projects/9/change_of_use> [Accessed 30th November 2017]. Costmodelling, 1st October 2017. Typical UK Construction Costs of Buildings. [online] Available at: <https://www.costmodelling.com/building-costs> [Accessed 30th November 2017]. Designing Buildings Wiki, 21st April 2017. Collaborative practices for building design and construction. [online] Available at: <https://www.designingbuildings. co.uk/wiki/Collaborative_practices_for_building_design_and_construction> [Accessed 30th November 2017]. Ellen Macarthur Foundation, 2017. Circular Economy System Diagram. [online] Available at: <https://www.ellenmacarthurfoundation.org/circular-economy/ interactive-diagram> [Accessed 30th November 2017]. Gazette, 4th November 2016. Deal agreed between Winchester City Council and Tesco for land at Garrison Ground. [online] Available at: <http://www. basingstokegazette.co.uk/news/14844510.Deal_agreed_between_Winchester_ City_Council_and_Tesco_for_land_at_Garrison_Ground/> [Accessed 30th November 2017]. Historic England, 30th November 2017. Wolvesey Castle. [online] Available at: <https://historicengland.org.uk/listing/the-list/list-entry/1095511> [Accessed 30th November 2017]. Hughes, P., 31st March 2017. Sandford-on-Thames villagers marvel as massive Archimedes screws are delivered for the Low Carbon Hubâ&#x20AC;&#x2122;s Sandford Hydro communi. [online] Available at: <http://www.oxfordmail.co.uk/news/15195340. Screw_me__Villagers_mesmerised_as_enormous_screws_for_community_ power_plant_are_delivered/?ref=twtrec> [Accessed 30th November 2017].

Winchester Horticultural City

Kim Wilke Associates, 30th July 2008. Winchester College Landscape Masterplan. [pdf online] Available at: <http://www.winchestercollege.org/ UserFiles/pdfs/Campus-landscape.pdf> [Accessed 30th November 2017]. Osney Lock Hydro, 2013. Investment. [online] Available at: <http://www. osneylockhydro.co.uk/shareholders/> [Accessed 30th November 2017]. The Heritage Funding Directory, Unknown. Applying for Funding [online] Available at: <http://www.heritagefundingdirectoryuk.org> [Accessed 29th November 2017]. Winchester City Council, 2017. Planning Policy. [online] Available at: <http:// www.winchester.gov.uk/planning-policy> [Accessed 29th November 2017].

Image List All images by the author unless where stated below. Figure 1: Unknown, 30th July 2008. Character Areas. Reproduced in: Kim Wilke Associates, 30th July 2008. Winchester College Landscape Masterplan. [pdf online] Available at: <http://www.winchestercollege.org/UserFiles/pdfs/Campuslandscape.pdf> [Accessed 30th November 2017]. Figure 6: Winchester City Council, 2017. Winchester City Council Local Plan Part 1 Map 31SE Winchester (Southeast). [pdf online] Available at: <http://www.winchester. gov.uk/planning-policy/local-plan-part-1-joint-core-strategy-adopted-march2013-local-plan-review-2006/policy-maps-adopted> [Accessed 1st December 2017]. Figure 7: Winchester City Council, 2017. Winchester City Council Policies Map Map 26 B Winchester City Centre Inset. [pdf online] Available at: <http://www.winchester. gov.uk/planning-policy/local-plan-part-2-development-management-allocations/ lpp2-adoption> [Accessed 29th November 2017]. Figure 11: Oxford Mail, 2017. Screw me! Villagers mesmerised as enormous screws for community power plant are delivered / Pulling power: the last of the three Archimedes screws being lowered into place. [image online] Available at: <http://www.oxfordmail.co.uk/news/15195340.Screw_me__Villagers_ mesmerised_as_enormous_screws_for_community_power_plant_are_ delivered/?ref=twtrec> [Accessed 30th November 2017].

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Figure 12: Ellen MacArthur Foundation, 2017. Circular Economy System Diagram. [image online] Available at: <https://www.ellenmacarthurfoundation.org/circulareconomy/interactive-diagram> [Accessed 30th November 2017].

Notes:

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RIBA Studio: Diploma in Architecture P5 Professional Studies - Project Related Report Timothy Gentry