Big Civic - Play Lake - Strategic Report

BIG CIVIC

PLAY LAKE EBBSFLEET WELLNESS CENTRE

HASAN JAMSHED - 144037052 UNIVERSITY OF WESTMINSTER MACH YR2 2020-21

Architectural Reflections 02 - Strategic Report TUTOR : Wilfred Achillie

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CONTENT Introduction

06-17

Design Development

- DS21: The Big Civic - Existing Masterplan

08-09

- Context - Key Design & Technical Drivers - Background research / Heritage - Economic, Social & Cultural Drivers - Ethical Approach - Health Inequality - Stakeholders (Funders & User Group) - Strategic Vision

- Brief Development - Project Vision

10-11 12-15 16-17

Legislative Framework - National Legislation (Government) - Regional Legislation (Kent’s Plan) - Local Legislation (Local Government) - Local Legislation (Supporting Documents) - Health and Safety - Sustainability - Building Regulations - (Universal Access) - Building Regulations Part B - Fire Safety

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18-35

20-21 22-23 24-25 26-29 28-29 30-31 32-33

36-61 38-39 40-41 42-43 44-47 48-51 52-53 54-57 58-61

Project Management & Procurement - Project Team - Procurement: Strategy - Sustainable Construction - Project Timeline - Risk Assessment

Cost & Value - Cost Risk Management - Cost Precedent Studies - Initial Cost Estimation - Value Evaluation

62-75 64-65 66-69

Conclusion - Conclusion / Reflection

86-89 88-89

70-71 72-73 74-75

Bibliography 76-85

- Bibliography

90-93 92-83

78-79 80-81 82-83 84-85

Proposed Long Section

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Proposed Masterplan - Site

INTRODUCTION 6

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Introduction

INTRODUCTION DS21: The Big Civic Tutors Gill Lambert Geoff Shearcroft Play Lake: Wellness Centre is a project that began with the investigation of the local region of Ebbsfleet, Kent, within the context of developments within the New Garden City. The project is located next to the magnificent lake, which has the potential to enhance the underdeveloped region of Blue Lake, act as a connector between existing and new communities, and create a new way of interacting with the lake in order to attract leisure activity.

DESIGN STUDIO ETHOS

BIG CIVIC

DS21 is a research-intensive studio that focuses on politics, history, and people. This year’s narratives are explored through making and drawing, with a focus on XS human-scale interactions and XL urban scale contexts. This year’s projects focus on the development of specific briefs for a Big Civic place within the context of reimagining the Ebbsfleet Garden City landscape.

The studio will examine public infrastructure that ties together diverse organizations and user groups for the benefit of the city’s residents. DS21’s focus is on how form, material, and the uses they support can be used to elicit joy, an emotional response impacting their users’ daily lives. This will contribute to a vibrant culture as well as a healthy environment.

Project Outline

Upon studying a particular civic type, participants will be able to define their own definitions of civic infrastructure that creates connections between national institutions, regional organizations, and local groups. The brief will be able to explore the beneficial symbiosis of organizational and architectural scales with a thorough understanding of the organizations. The proposal will be unique to the neighbourhood and the organizations, as well as to Ebbsfleet as a place and its people.

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EBBSFLEET CENTRAL

NORTHFLEET

SPRINGSHEAD

Location Blue Lake, Ebbsfleet Garden City, Kent

LOCATION Background Information Ebbsfleet is located in the Kent districts of Dartford and Gravesham.

The site of Ebbsfleet is the proposed location of the first garden city in the UK in over a century. As part of the master plan’s vision for the garden city, some construction stages have now been completed.

As a result of recent developments in the infrastructure, including the High-Speed 1 train line connecting Ebbsfleet International Station to London St Pancras within 30 minutes, the area is undergoing extensive transformation that will be completed by 2035.

Due to the new high-speed rail link to London, Ebbsfleet residents will have a quicker commute into central London than residents of the greater London boroughs. With the high-speed train, new residents can maintain a connection to central London and live within a desirable location within the garden city.

The framework was completed in 2017 and is currently being developed.

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Introduction

Existing Masterplan Ebbsfleet Development Corporation is currently exploring the possibility of strengthening the civic infrastructure and institutions required to help bridge connections between residential communities. This is where the studio brief begins its examination of Ebbsfleet Development Corporation, established by the establishing new civic infrastructure with existing government, oversees the progress of the project and is communities, attempting to instil a sense of place in a responsible for its planning. Specifically, the master plan suburban area that is otherwise monotonous. will focus on providing opportunities for people to live and work, including the delivery of 15,000 new homes and working with local authorities and communities to develop a shared vision for the area.

The proposal for the garden city is part of the government’s program to develop new housing in the region. The project is already coming to fruition, with some construction stages completed.

With specific aims to increase suburban population, new residents will likely be more affluent than existing residents.

Geographically, the areas within the master plan and the existing residents are divided. A division of this nature is characterized by infrastructure changes, such as new roads, housing developments, and the natural terrain and landscape of the area. Quarries, lakes, and natural parks can define neighbourhood boundaries and contribute to the separation of existing and new communities.

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Existing Masterplan

Key Ebbsfleet Garden City Masterplan Region

Site Location

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Design Development

Brief 01: A Place In A Time In the first semester, the Studio set out to propose a Landmark in our chosen site. Landmarks must be of significant value to the region, connecting to the qualities of Ebbsfleet.

As part of my proposal, I proposed a playground that can be constructed as a kit-of-parts customized to its surroundings. Kit-of-parts modules are derived from notable architectural archetypes within the region. Rather than organizing the activities of the playground on a single datum, the proposal allows the boundary of the play area to be dictated by the varying topological landscape of Ebbsfleet.

The narrative of play and activity began to take shape at this early stage.

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Brief Development

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Design Development

Brief 02: Reimagining The City Masterplan Programme In this project, the studio was asked to reimagine the city’s existing master plan by developing a fresh vision for how residents can live together in harmony with their surroundings with a sense of place.

In our proposals, one of the major topics will be the relationship between homes and the civic infrastructure that supports the communities in which they are located.

Group master plan titled ‘The Playground City’ was designed to create a place that would be a sensory place for exploring, and an adventure to otherwise mundane experiences in the city. Each street has its own character, patterns, and joyful interventions that enrich daily life.

The playground city is based on a reimagined Cartesian grid. Rules are necessary in any play, but they must also be broken.

The final project, Play Lake: Wellness Centre, falls within the scope of this master plan.

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Brief Development

PLAY CITY OF EBBSFLEET

Key Recycling & water-waste

Town halls & community centres

Ebbsfleet international station

Arts

Pubs & nightlife

Railway lines

Sports, recreational & Wellbeing

Youth centres

30min boundary

Library & museums

Parks

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Design Development

Thesis: The Big Civic - Play Lake

Project Vision

There were two parts to the thesis project:

Establish a social connection between existing and new communities. Location of the project lies between two areas of different communities and will also serve as a visual link between the two communities in Springhead and Northfleet.

The master plan: By working together, we attempted to propose a new, reimagined master plan for Ebbsfleet. In this proposal, play theory is explored in order to create a playful experience that enhances residents’ everyday activities.

Individual Proposal: Individuals are to design a proposal for the big civic on the site of their choice, within the framework of a master plan. This proposal should follow the same theme as the master plan.

• The project will speculate a new vision for the Blue Lake within the context of a reimagined proposed masterplan for Ebbsfleet.

Priorities • Provide the facilities to increase the physical and mental health for resident.

• Connect existing and new communities through communal and shared activities contained within the proposal.

• Blue Lake is currently inactive and disused. The goal of the project is to revitalize the blue lake by inserting leisure activities into the natural landscape of the site.

• Sited at the intersection of Northfleet and Springhead, the project aims to create a link between the two • Create a connection between local Ebbsfleet and communities by activating the lake through public larger organisations for creative, playful leisure activities. interventions.

• Provide a platform that will allow clients, built • As Northfleet has one of the most significant chronic upon local organizations, to connect with larger health problems in Kent, as well as regional businesses organizations through all stages of development from and development organisations encouraging healthy planning through moving into the facility. As a result, living, this project programme is a health and wellbeing local organisations and communities will be able to hub. participate more actively in the project.

• The project will focus on preventative care, rather than clinical care. Using a blend of learning and leisure activities, the conventions of the programme are approached in a playful way.

Sustainability Strategy • Reuse chalk quarry material, obtained during the excavation process, as the primary material for exterior and interior building elements through rammed earth construction.

• Utilise the water from the lake to generate electricity for the proposed building and gain thermal control via retaining capabilities of the rammed earth.

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Brief Development

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DESIGN DEVELOPMENT 18

Play Formation Development

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Design Development

EBBSFLEET CENTRAL

SPRINGSHEAD

SITE LOCATION 20

Context

NORTHFLEET

BLUE LAKE

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Design Development

Key Design and Technical Drivers - The Site The site covers an area of 9,982 square meters. A critical component of the design is the topographical and natural landscapes of the particular site location of the proposal.

The site is located at the north-eastern edge of Blue Lake, a chalk quarry with an elevation fall of 30 meters from the northern end to 15 meters at the south-eastern end. The radical cascading quality of the quarry edge poses a challenging element of the proposal. One of the key elements of my proposal is to create an architectural connection between the two points and activate the area on the site.

Terrain causes the surrounding natural green environment to act as a divider between different areas.

The site is situated in close proximity to residential housing, a local school, an urban county park, and construction warehouses. As part of the master plan for Ebbsfleet, mid-rise housing will replace the industrial warehouses within five years.

Ebbsfleet Development Corporation proposes the creation of a 21st-century garden city, in which green areas of the landscape are used as connectors where social and outdoor activities are taken place. There is, however, no plan in place for carefully designing the green landscape for such activities, so they behave as dividers between neighbourhoods and communities.

The proposal is to connect two communities, Northfleet and Springhead, by activating the landscape through the creation of a health and wellbeing centre that responds to the surroundings.

The site of this centre is ideal for a health and wellbeing facility, as Kent as a whole has a large number of chronic health issues in the Northfleet area. So much so that the NHS advanced in their interest in establishing Ebbsfleet as an exemplary model of a healthy new town scheme by planning to develop the Ebbsfleet garden city master plan. During the recent Corona-virus pandemic, an increasing number of mental and physical issues have arisen.

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EBBSFLEET CENTRAL

Key Design & Technical Drivers

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Design Development

Site History 1840s

1930s

1950s

There was a chalk quarry pit on the site before it became a lake. Chalk was first dug from this site by the Romans, along with others in the surrounding area.

By 1900, nine cement works operated along the Thames between Swanscombe and Gravesend.

Blue Lake became a popular location for recreational water activities, such as swimming and fishing, in the 1950s. Originally, there were three lakes in the area, which were later filled in for the Ebbsfleet International Railway.

Nearly all of the factories closed over time, but the lake continued to be a popular fishing location, which is still practiced today. The fishing club is TWAPS (Thameside Works Angling & Preservation Society).03

Cement companies later arrived since the area is rich in chalk and water, which are important ingredients in Roman cement.

Portland cement production began in April 1846.

The site was formerly a Portland Pit Quarry. In 1933, it was transformed into a lake. Quarry workers hit a natural spring 14 feet below the water table and it formed almost over night.02

Blue Circle Industries was established in 1900 as Associated Portland Cement Manufacturers (APCM).01

01. (Northfleet, 2020) 02. (Railway from London Bridge to Gravesend. Northfleet Springhead Road, 2015) 03. (Blue Lake, Northfleet – TWAPS (Kent Fishing Club), 2022)

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Background research / Heritage

1970s The lake continued to be a popular location for fishing and water recreational activities whilst APCM continued to use the water supply for the factory and as an emergency reservoir in a drought.

In 1974 crude oil was pumped into the lake following a breakdown in the APCM work, rendering the lake unusable for leisure use for several years until the late 1980s.

1990s

Contemporary

The late 1990s saw the end of the APCM usage of blue lake, with Blue Circle Industries defected in 2001.

Since then, the lake continued to remain purely for recreational activities.

The Blue Lake is now owned by Ebbsfleet Development Corporation (EDC) and is subject to planning to reopen the Lake for water recreational and leisure activities.

However, due to the lack of infrastructure supporting the lake’s activities safety of users was neglected, making it hazardous.

Many people have died here by drowning or suicide. Since these instances occurred, TWAPS purely used the lake under controlled settings.

Nothing is yet applied for the site, but it is intended to create a public country park within the bounds of Blue Lake. Together with pathways to be created to allow access around the whole perimeter of the Lake.

Fishing will be included in plans but will be in conjunction with other water sports.

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Design Development

EBBSFLEET CENTRAL Ebbsfleet International Station

NORTHFLEET

Blue Lake

SPRINGSHEAD

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Economic, Social & Cultural Drivers

Economic and Social Drivers Gentrification - Social Division Over 75 percent of the proposed 15,000 homes have been approved for construction. The coming decade will bring a shift in demographics with more suburban families and commuters moving into the city. There could be a division of communities resulting from the influx of new home buyers and existing residents if social and civic infrastructures are not in place.04 Existing communities are shaped by the area’s industrial heritage. Due to the old factories and quarry sites, workers and factory workers established local settlements.

Architecturally, it creates a visual link between the two ends of the site. It converts the green landscape barrier into an active and shared space.

The Grand is a crucial stakeholder in the proposal.

The Grand is an organization that provides health and wellbeing support for residents in the area. This proposal provides a venue for their activities, allowing for social connections to form between the various communities through communal recreational activities.

As part of the proposed program of the building, the The buyers who will meet the housing cost requirements project ensures a connection through the services it for the new development will likely be more affluent provides. This proposal provides opportunities for mental and physical health consultations, learning, and than the current residents. As a result, there will be social divisions between new and existing settlers in the progression. area.

Facilitating collaboration between organizations in the community fosters a new shared life between residents.

The problem becomes more apparent between redeveloped areas and existing neighbourhoods, has an This leads to the development of an institute that brings together people and organizations for the benefit of infrastructural barrier. residents and the city as a whole.

By creating a civic space at a junction between the two neighbourhoods, the design proposal seeks to address this issue.

04. (Ebbsfleet Implementation Framework, 2017) 27

Design Development

Ethical Approach - Health Inequality Health Issues in Gravesham Kent residents’ health has been of concern for many years as it has consistently ranked high in the national records for having a disproportionally large number of obese adults and young people.

Gravesham, the borough in which the site is located, has the fifth-highest percentage of fat reception-aged children in the UK. 28% of four to five-year-old in the borough are overweight or obese.05

The NHS Long Term plan aligns with these views that are expressed. With this in mind, 2015 saw the launch of NHS England’s Healthy New Towns programme. “This programme explores how new development of places could provide an opportunity to create healthier and connected communities with integrated and high-quality health services.” 07

Ebbsfleet Garden City is one of ten sites where the program will take place. To accomplish the following objectives, NHS aids are providing support to create Public Health England (PHE) figures show that 70% of adults in Kent were classed as overweight or obese in local programme teams and build partnerships, governance structures, and delivery plans. The 2018-19.06 objectives are as follows: In regions of wealth inequality and a lack of social • Planning and designing a healthier built environment services, these problems often lead to people taking • Enabling strong, connected communities less informed decisions regarding their health. In part, this is due to a lack of easy-access healthy options and a • Creating new ways of providing integrated health and care services. lack of awareness of healthy living.

The proposal addresses this issue by situating a community-led civic health and well-being centre. As it stands, the landscape of healthcare in Gravesham and Kent focuses on essential critical facilities, such as general hospitals and clinics. In spite of this, there are little to no preventative health care systems in place in the region. Infrastructural amenities focused on health and well-being will alleviate the region’s critical care system.

The goal of the project is to provide this preventative service in a community-led package by partnering with established local organisations to incentive residents to access the facilities rather than be alienated by new, unwelcome infrastructure.

By allowing familiar local communities to participate in the management of the centre, existing residents who suffer from these health problems may participate in the activities within the proposal.

05 (McConnell, 2017) 06 (Bird, 2020) 07 (Innovation - Healthy New Towns- Ebbs leet, 2022)

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In conjunction with the NHS Healthy New Towns initiative, Ebbsfleet Development Corporation aims to fund autonomous organizations to help achieve this new standard of healthcare. As the scheme allows local organizations to self-manage their service delivery, the design proposal meets these requirements.

The Ebbsfleet Development Corporation is planning to establish a dedicated, innovative Health, Education and Innovation Quarter within the Northfleet region where the site is located. As the proposal places greater emphasis on healthy lifestyles, self-care, and community health, it seeks to facilitate activities that demonstrate these notions.

The proposal is intended to provide an attractive environment that will encourage active and healthy lifestyles. This project will deliver a new model of care centred on people rather than institutions, and it will embrace local community networks in order to support co-located services that support multi-generational communities.

Economic, Social & Cultural Drivers

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Existing Healthcare in Ebbsfleet 1. Swanscombe Health Centre 2. Durant Valley Hospital 3. The Forge Surgery 4. Haslington Lodge Care Home 5. Home Instead Dartford Care Home 6. Patiali Ltd Dental Clinic 7. Children’s Resource Centre 8. Allied Healthcare - Social Services 9. Gravesend Riverside Clinic 10. Regain Hearing - Audiologist

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Project Management and Procurement

Stakeholders (Funders & User Group) Client & Funders Potential Public funding: - National Health Service (NHS) (Public) - Kent County Council (Public) - Arts Council England (Public) - Ebbsfleet Development Corporation (Private) - Creative Estuary (Private) Stakeholder / User Groups - NHS: National Health Service - The Grand: Health and wellbeing service in Kent - Cloud 9: Organisation that arranges creative classes and fitness sessions for the Ebbsfleet region These interested stakeholders will be statutory bodies who would monitor the progression of the building to serve their needs.

Stakeholders Vision The vision for the stakeholders is formulate a CIC (Community Interest Company)08. A CIC is a special type of limited company which exists to benefit the community rather than private shareholders.

The architect would have that level of power where they can tell the community groups and local organisations involved in the project to form a community company structure. Its one up from a charity, where charities are restricted in their involvement. With CIC, it has more of a commercial stance where it can make money as its a limited company structure for the community.

The stakeholders; The grand, Cloud 9, The NHS and community groups sign into a single collective structure.

This helps the local community organisations to have a single voice, enabling them to consult throughout the process of delivering the project.

08. (Setting Up a Social Enterprise, 2021)

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This allows the architect to see through its vision of having a community lead project rather than just serving a private group. The CIC provides a the group a level or power and stability which would otherwise be absent.

Client & Stakeholders

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Design Development

Yellow Cobbled Road Plan

Strategic Vision The vision for the project is to create a middle ground between the two communities through shared activities.

Based on the relationship between the specificities of the site and the program, a space that promotes a holistic view of health and wellbeing is created. In order for the scheme to be successful, however, it must be backed by the community and its organizations.

As part of the master plan, Ebbsfleet Development Corporation has been charged with the responsibility to bring new homes to the area. This also includes bringing about the creation of a successful garden city.

EDC has acquired all land within the master plan region, consolidating control over the development process.

A land purchase from Ebbsfleet Development Corporation is necessary in order to avoid alienating existing communities. The purpose of this is to ensure that the land is not constrained by the same limitations as the rest of the master plan. Although the project will be subject to the EDC’s Framework since they are an important part of the planning authority in the region, clients and stakeholders may be able to obtain the site to allow for a degree of autonomy.

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The local authorities will compulsorily purchase this bit of land and have it over to the community and its organisations at a peppercorn rent. That community, built up of stakeholders and invested community groups, will set up a CIC. This will enable them to be responsible for what happens on that land, be in a position of power, and influence decisions that better represent the goals of their community.

Community Interest Companies (CIC) is a limited company that benefits the community rather than private shareholders. It is proposed that the NHS, The Grand, and Cloud 9 stakeholders/users work together to form the CIC as a collective voice and serve as consultants within the design team.

The Grand is a community-led organisation that assists residents in Kent experiencing social difficulties. Cloud 9 is an offshoot of The Grand, which is focused on ways to get people active in the region. The idea is to develop the project collaboratively, ensuring local organisations and residents have a sense of ownership and a vested interest in its development.

Strategic Vision

Stakeholder / User Groups 33

XL - Proposed Site Isometric 34

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LEGISLATIVE FRAMEWORK 36

Kent County council Plan

Gravesham Local Plan

Planning Development

National Planning Framework

Ebbsfleet Development Corporation Implementation Framework

Supplementary Planning Documents & Guidance

Neighbourhood Plan

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Legislative Framework

National Legislative Framework Introduction The Department of Communities and Local Government (DCLG) is responsible for the formulation of National Planning policies. Although the framework outlines how the guidelines should be applied, it also gives local councils the freedom to adapt to their own circumstances. The planning process contributes to the future development of the nation and ensures its sustainability.

The National Planning Policy Framework The National Planning Policy Framework represents the UK government’s attempt to simplify the planning system. The framework allows for the development and production of plans for all types of buildings.

Achieving Sustainable Development Planning is intended to achieve sustainable development at a high level. According to the planning system, achieving sustainable developments means it has three overarching objectives:

1. Economic objective – To support the development of a competitive, robust, and responsive economy by ensuring that sufficient land of the appropriate types is available at the right time and in the right place to enable growth and innovation. Additionally, the In accordance with the NPPF, councils can establish their provision of infrastructure must be identified and own regional planning apparatus to set specific goals coordinated. for their communities. The local plans are the basis for planning applications.

2. Social objective – To provide a sufficient number of housing units to meet the needs of current and future According to the framework, planning is supported by generations in order to ensure strong, vibrant, and sustainable development. There are three dimensions of healthy communities. It is achieved by providing sustainable development identified in the NPPF. communities with a well-designed, safe environment that supports community health, social and cultural wellbeing.

The National Planning Policy Framework for 2019 replaces the preceding document, Planning Policy Statements for 2012.

3. Environmental objective - Contributing to the protection of our natural, built, and historical environments. It will also contribute to improving biodiversity, making prudent use of natural resources, minimizing waste and pollution, and reducing climate change, including moving toward a low-carbon economy. 09

09. (National Planning Policy Framework, 2019), P-07 38

National Legislation (Government)

Promoting healthy and safe communities

Achieving well-designed places

The creation of high-quality design should be supported by good planning. Designing to address local communities’ aspirations and be grounded on the area’s defining characteristics. Allowing the local Enable and support healthy lifestyles, plan to inform in identifying the primarily addressing identified local programmes that are required to health and well-being needs.10 serve the community and have spatial qualities that are specific to its location.11 Promote social interaction, including opportunities for meetings between people who might not otherwise come into contact with each other.

Conserving and enhancing the natural environment Planning policies and decisions should contribute to and enhance the natural and local environment by protecting and enhancing valued landscapes, sites of biodiversity or geological value and soils (in a manner commensurate with their statutory status or identified quality in the development plan).12

Response

Response

Response

Among the primary goals of this design proposal is to encourage social engagement between existing and new residential communities, bridging the gap between existing and new boundaries. Additionally, it aims to reduce obesity in the region.

The building is designed as a health and well-being centre that supports community led fitness activities and classes as well as forging connections between local and larger health organizations.

This project is situated on the edge of a cliff adjacent to a chalk quarry of historical significance in the area.

Each stage, from the design intent to construction, is carried out in accordance with a high standard of design. Materials sourced locally that celebrate the industrial heritage of the region are specified as part of the design strategy.

Used as a chalk quarry since the Roman period, Blue Lake is an area of local historical significance.

Furthermore, the lake contains various species of fish, where Thameside Works Angling & Preservation Society (TWAPS) conducts its fishing activities.

Throughout its history, it has been used as a place of recreation and leisure for residents.

From the start of this project to its completion, it is intended to be a collaborative process requiring local investment. Such investment will allow local residents to take ownership of the project. The quality of the design also brings a new identity and character to an area of Ebbsfleet.

Despite this, due to its derelict and unsafe condition, it is not suitable for recreational purposes. This design proposal endeavours to reactivate the lake by allowing leisure activities to take place, in compliance with regulatory health precautions.

10. (National Planning Policy Framework, 2019), P-27 11. (National Planning Policy Framework, 2019), P-38 12. (National Planning Policy Framework, 2019), P-49 39

Legislative Framework

Regional Legislation (Kent County Council’s 5 Year Plan) Introduction The 5 Year Plan for Kent County Council is one of a series of large-scale plans for the future development of the county. These plans complement local plans that provide specific aims for particular areas within the county. The local plan is a key document in which local planning authorities can establish a vision and framework for the area. In particular, they are concerned with housing, local enterprise, infrastructure, and community facilities.

The Local Plan provides communities, businesses, and investors with a framework for guiding planning applications.

This proposal addresses significant issues that align with the county council’s main concerns. These topics of concern in Kent are elaborated in the current five-year plan and are grouped into seven outcomes: 1. Enterprise and Investment 2. Securing Sustainable Infrastructure 3. Connected Transport and Communities 4. A Cleaner and Greener Kent 5. Stronger and Safer Kent Communities 6. Opportunities for Children and Young People 7. Quality Health, Care and Support The proposal focuses on issues that conform to the highlighted outcomes.

The Kent County Council Kent’s County Council has an overall strategic plan which sets out the framework for developments in the region over the next 20 to 25 years, however it is updated every five years. This report is intended to reflect broader operations in the county that will influence future planning in the region. Among the significant factors influencing Kent’s future planning are: • Population and demographic change • National Government Policy • Different funding arrangements for councils • Climate Emergency • Digital and Mobile Technology.13

13. (Kent’s future, Our Priority Kent County Council’s 5 Year Plan 2020 - 25, 2020), P17 40

Regional Legislation (Kent’s Plan)

A cleaner and greener Kent • Promote country parks and public rights of way as an asset for our communities.

• Work with the Kent Youth County Council and other young people to develop environmental communication and engagement campaign aimed at young people.14

Stronger and safer Kent communities • Invest in cultural infrastructure where there is proven potential for growth and prosperity.

Quality health, care and support • Continue the work with district and borough councils to make the best use of the Public Health Grant and deliver local health and wellbeing projects.

• Support cultural and digital activity that increases community • Progress our work on ‘6 Ways to engagement.

Wellbeing’ to improve the health of Kent’s population.

• Invest in community-led sports, arts and leisure opportunities in local • Develop a shared evidence base of areas. what good looks like to inform future prevention work.

• Develop a new support offer for the social sector, including grass• Support the delivery of the NHS 15 roots community activities.

Long Term Plan and Local 5 Year Plan work streams.16

Response

Response

Response

Pathways and roads are essential elements strategically integrated into the overall scheme to provide access to Ebbsfleet’s parks and green areas. In the Masterplan area, there are a number of natural landscapes that are not easily accessible. The proposed pathways will enable residents to experience these landscapes.

It is imperative to note that the design thesis heavily revolves around community-based organisations that engage residents of the area into activities that will positively impact their physical and mental health.

Developed around community engagement, the Grand and Cloud 9 core objectives are aligned with preventative health- coordinated services.

The NHS works with planning developers and planning boards on selected masterplan projects in the UK. Ebbsfleet Garden City is part of the Healthy New Towns programme.

This is the NHS’s Long Term Plan to develop model towns across the UK as exemplary examples of how long-term health improvements can be seen when health and well-being services serve the core of planning incentives.

In addition, the thesis design proposal addresses the social issues of youth in Kent who are categorically under performing in overall health and wellbeing. The Grand, as the building’s key user, is seeking to address these issues among young people. This proposal engages with the setting of Blue Lake, providing opportunities for young people to grow vegetation as well as engaging with the chalk quarry at the site.

The design proposal fits the NHS Healthy New Towns programme with its primary function as a health and well-being centre. The centre will host leisure services like gyms and preventative health services like counselling that will improve users’ health.

14. (Kent’s future, Our Priority Kent County Council’s 5 Year Plan 2020 - 25, 2020), P47 15. (Kent’s future, Our Priority Kent County Council’s 5 Year Plan 2020 - 25, 2020), P54 16. (Kent’s future, Our Priority Kent County Council’s 5 Year Plan 2020 - 25, 2020), P74 41

Legislative Framework

Local Legislation (Gravesham Local Plan Core Strategy) Introduction In the National Planning Policy Framework (2019), policies outlined in adopted local plans are reviewed every five years to determine whether they require updating and updated if necessary. The review should be completed five years after the date of adoption.

A Core Strategy for the Borough’s Local Plan was adopted by the Council on 30 September 2014. The Local Plan 5 Year Review September 2019.

Gravesham Borough Council Gravesham Local Plan Core Strategy is the primary document in the plan. Its role is to set out a long-term vision for the future of Gravesham based on evidence of what’s needed to strengthen communities. Additionally, the document serves as a guide for the amount, nature, location, and detailed design of future development, and provides a consistent basis for making decisions on planning applications. Additionally, it offers support for other priorities including generation proposals, investment in infrastructure, supporting local businesses, creating jobs and promoting healthy communities.

17. (Gravesham Local Plan Core Strategy, 2014), P36-38 42

The objective of this Core Strategy is to transform and revitalise previously developed land while preserving the openness and vitality of Gravesend. In order to preserve the Green Belt, it is necessary to prioritize this incentive in national and local planning by protecting it from inappropriate development.

As a primary influence on regeneration in the area, Ebbsfleet Development Corporation’s planned developments in Swanscombe Peninsula and Ebbsfleet are recognized in the document. As part of a longerterm, sub-regional vision, the regeneration area extends beyond the boundaries of Gravesham.

The four opportunity areas established in the broad framework: 1. Northfleet Embankment & Swanscombe Peninsula East 2. Gravesham Riverside East & North East Gravesham 3. Gravesham Town Centre 4. Ebbsfleet (Gravesham) 17

Local Legislation (Local Government) Policy CS06: Ebbsfleet (Gravesham) Opportunity Area

Policy CS13: Green Space, Sport and Recreation

Policies regarding consider Blue Lake must consider the following:

Promote country parks and public rights of way as an asset for our communities.

• Blue Lake is a deep water-filled quarry lying to the north of Thames Way. The site is currently fenced to prevent unauthorised access due to the dangers associated with such workings. The site is part of the Ebbsfleet Marshes Local Wildlife Site, which has some nature conservation value.

A set of consistent green space, playing pitch and sports provision standards will be established, which will apply to all new development. Provision should be made on-site. However, where this is not possible because of the site size, location or other specified circumstances, alternative conditions or existing facilities’ enhancement will be required off-site. In all cases, the provision will include arrangements for the ongoing maintenance of the space.19

• The Council considers that Blue Lake will remain in its current use over the plan period. It would support proposals that better integrate the lake with the Northfleet Rise Quarter Key Site, secure environmental improvements and improve its biodiversity value whilst not prejudicing public safety and water abstraction for industrial purposes. It may be possible to increase the use of the area for leisure purposes. This would bring the region into active service and provide an income stream for its future maintenance and improvement.18 Response

Response

Blue Lake can be used both formally and informally for recreational purposes. The lake setting provides a natural backdrop for a health and wellness centre that provides formal preventative health care. This informal space integrates play and leisure activities off of the yellow cobbled path.

Due to the unique nature of the proposal and its location within the chalk quarry, the health and wellbeing centre is unable to provide conventional green spaces, however it does allow the integration of greenery throughout the design.

This proposal provides a vertical connection from the top of the quarry to the level of the accessible lake.

A direct path leads directly to the lake from street level, allowing access to the lake for alternative leisure activities, such as fishing and swimming.

It is an outstanding aspect of the site that the quarry is covered with green foliage. In the design proposal, all outdoor spaces engage with this quality. The interior spaces are designed to create a continuous dialogue with the quarry and the blue lake.

Note that some regions of Blue Lake have been designated a Site of Nature Conservation Interest (SNCI). After the local authorities consulted with the relevant bodies, a corridor of at least 100 metres in width, southwest of Blue Lake, should be protected and incorporated within the overall design strategy for green space within the Valley.

The Southwestern part of the blue lake is diagonally opposite the location of the health and wellbeing centre and will not impede the protected conservation area. As a result of this proposal, the lake that would otherwise be gated will become more visible. Allowing the lake to be accessible once again would create opportunities for protected habitats to be experienced and develop future opportunities for more excellent protection.

18. (Gravesham Local Plan Core Strategy, 2014), P74-80 19. (Gravesham Local Plan Core Strategy, 2014), P124-127 43

Legislative Framework

Local Legislation - Supporting Documents (Ebbsfleet Implementation Framework) Introduction

Six ‘Delivery themes’ to structure Ebbsfleet’s planning and design

The Ebbsfleet Implementation Framework is an Future planned design proposals for Ebbsfleet’s Garden additional document supporting the legislative City all must fit within one or more of the following documents by local and national governing bodies. delivery themes: Designed specifically for the Ebbsfleet Garden City Masterplan area, the Framework provides a structure for integrating design plans into a cohesive vision.

1. Quality Homes and Neighbourhoods 2. Enterprising Economy 3. Connected People and Places Ebbsfleet Development Corporation (EDC) 4. Healthy Environments 5. A Civic Community The Framework was developed by the EDC during its 6. Resilient & Sustainable Systems 20 first year to provide a statement of intent and guide its activities. The document provides a general introduction The design proposal fits within multiple delivery themes, as highlighted. Although Resilient & Sustainable to the project and sets out the shared vision for Ebbsfleet as a 21st Century Garden City. This document Systems fits within the design proposal’s ambition, the “Sustainability” Sub-chapter will be explained further outlines the evaluation for the monitoring process and where Rammed Earth Construction and Hydroelectric spatial Framework that will inform the following: Power are explored.

• Ebbsfleet’s Landscapes • Transport Networks The Spatial Framework • Centres • Community Facilities and Social Infrastructure The design proposals should also fit within the larger • Built Form and Utility Infrastructure Spatial Framework of the Garden City. Essentially, The Framework also focuses on Ebbfleet’s four strategic it functions as a guideline for all individual design development areas and interprets the structuring and submissions within the greater context. urban design principles to explain the qualities of each place. The Strategic Development Areas are: The Spatial Framework is characterised within these six key moves : • Northfleet Embankment • Swanscombe Peninsula 1. Celebrate and re lect Ebbs leet’s landscape, • Ebbsfleet Central people and cultural heritage • Eastern Quarry 2. Bringing in the green and the blue 3. Building on connections 4. Focus on centres 5. Efficient homes and neighbourhoods 6. Integrated utilities 21

20. (Ebbsfleet Implementation Framework, 2017), P30-31 21. (Ebbsfleet Implementation Framework, 2017), P36-37

44

Local Legislation (Supporting Documents)

Connected People and Places

Healthy Environments

• Create and improve safe, integrated and accessible transport systems, with walking, cycling and public transport systems designed to be the most attractive form of local transport.

• Build upon Ebbsfleet’s designation as a ‘Healthy New Town’ to promote Healthier lifestyles and facilitate innovative, effective and efficient health services across Ebbsfleet.

• Promote legible networks across Ebbsfleet, from the River Thames to the green belt and from Dartford to Gravesend, to help people connect and between the new and existing communities.22

A Civic Community

• Optimise the quality of life for local people through the provision of accessible social infrastructure; cultural, community, education, Recreational, and local shopping facilities within healthy, well• Exploit the best of Ebbsfleet’s blue connected neighbourhoods that are and green natural assets to open up open and accessible to everyone. landscape and public realm, which will encourage active lifestyles and • Protect, reflect and celebrate help establish Ebbsfleet as a premier the rich heritage of Ebbsfleet’s destination for recreation and leisure communities through the design Kent. of the public spaces, buildings and cultural life to enhance Ebbsfleet as a • Celebrate Ebbsfleet’s cliffs, lakes, unique place to live where new and waterways, industrial heritage and existing communities live in harmony Archaeological assets to create a are encouraged to contribute to civic unique environment that enhances life.24 ecological and biodiversity value and creates a stimulating environment that supports positive mental health.23

Response

Response

Response

This proposal aims to connect different areas via public pathways for vehicles, cyclists and pedestrians, which will provide direct access to points of interest, as part of the “Play” masterplan proposal. Upon encountering reimagined playful devices along the path, residents are encouraged to play freely with the environment in a childlike manner.

The combination of providing preventative health care in the context of a scenic setting such as Blue Lake creates a healing environment due to its connection to the environment. Evidence-based research has been conducted on the healing qualities of nature in the recovery process and treatment of patients. Out-patient healthcare is traditionally provided in non-clinical settings by those in the private sector.

Geographically, the site had been carefully selected in order to create a lakeside setting throughout the day, unify adjacent neighbourhoods, and provide a landmark location.

Additionally, the current design proposal for the health and wellbeing centre vertically connects Springhead’s Road with the water level at Blue Lake. Although a simple strategic move, it opens up an otherwise remote blue lake.

The centre will provide a natural environment for healthcare in a community-led setting. One-on-one and group therapy sessions for a variety of physical and mental health issues are available. Cooking classes are taught by community members, plants are grown, and physiotherapy gyms are available.

A fundamental objective of the project is to improve residents’ quality of life by elevating the standard of health care. A majority of this is accomplished by communitybased organizations that seek to improve the region’s healthcare system.

22. (Ebbsfleet Implementation Framework, 2017), P30 23. (Ebbsfleet Implementation Framework, 2017), P31 24. (Ebbsfleet Implementation Framework, 2017), P31 45

Legislative Framework

The Spatial Framework: Celebrate and reflect Ebbsfleet’s Landscape, people and cultural heritage Having such a unique natural environment and harmonious setting for a place of healing and rejuvenation is an asset that Blue Lake possesses. A combination of the chalk quarry and the large body of water can provide significant landscape amenity that can contribute to social gains if it is connected to Northfleet and Ebbsfleet Central, which the proposal offers.

XL - Perspective View 46

As a result of the proposed development, Blue Lake will be able to open to the public and be used for water-based recreational activities. A new energy source is brought to the community as a result of all this activity.

Local Legislation (Supporting Documents)

Bringing in the green and blue Blue Lake could serve as a significant leisure and recreational area, providing a complementary and more active park adjacent to Ebbsfleet River Park. The development of a variety of leisure uses will enhance the quality of life of residents.

It is hoped that the blue lake, as the site location, can be utilized for walking/jogging, water-based activities, ecological/habitat enhancement, and Sustainable urban drainage systems. Water-based activities include swimming, boat rides, canoeing, fishing, etc.

This proposal seeks to create a community-based health and wellness centre, where residents can get secondary healthcare needs met and learn how to become healthier.

Allotments are used for community gardening to grow vegetation.

Chalk quarrying contributes to Blue Lake’s defining characteristic of biodiversity. By integrating itself within the quarry edge, the proposal is able to fully engage with this quality.

47

Legislative Framework

UK CDM Regulations

Health and Safety Legislative Framework

The Construction Design and Management (CDM) code of practice was implemented in 2015, replacing the Construction Design and Management code of practice of 2007.

As the construction of Play Lake Wellness Centre and its surrounding space will last more than 30 working days, employ more than 20 workers concurrently, and exceed 500 person-days, a CDM coordinator must be appointed to oversee each stage of construction.

It aims to improve the health and safety within the industry by helping projects to:

PART 4 of the CDM regulations - General requirements for all construction sites - are outlined below. The • Sensibly plan the work, so the risks are managed from following CDM regulations are applicable to the project: start to finish.

• Have the right trades for the right job at the right time. Regulation 16 - Application of Part 4 • Cooperating and coordinating with other specialist.

Regulation 17 - Safe places of construction work • Have the correct information about the risks and how Regulation 18 - Good order and site security they’re managed.

Regulation 19 - Stability of structures • Consult and engage with workers about the risks and Regulation 20 - Demolition or dismantling how they’re managed.

Regulation 21 - Explosives Regulation 22 - Excavations Regulation 23 - Cofferdams and caissons In the UK, occupational health and safety is governed by Regulation 24 - Reports of inspections the Health and Safety at Work Act 1974. In conjunction Regulation 25 - Energy distribution installations Regulation 26 - Prevention of drowning with other enforcement authorities (including local Regulation 27 - Traffic routes authorities), the Health and Safety Executive (HSE) Regulation 28 - Vehicles ensures that the legislation and related acts are implemented within the workplace and that this applies Regulation 29 - Prevention of risk from fire, flooding or asphyxiation to all businesses and employees.

Regulation 30 - Emergency procedures The Construction Design and Management Regulations Regulation 31 - Emergency routes and exits Regulation 32 - Fire detection and fire-fighting 2015 (CDM 2015) constitute the primary set of Regulation 33 - Fresh air regulations for managing all aspects of construction Regulation 34 - Temperature and weather protection projects’ health, safety, and welfare within the United Kingdom. These regulations apply to all parties involved Regulation 35 - Lighting in a construction project. 25

25. (Managing health and safety in construction - Construction (Design and Management) Regulations, 2015), P6-7

48

Health and Safety

CDM Duty holders

Main Duties

Commercial Client

A commercial client is responsible for making suitable arrangements for managing a project. This includes making sure that: • Other duty holders are appointed • Sufficient time and resources are allocated • Relevant information is prepared and provided to other duty holders • The principal designer and principal contractor carry out their duties • Welfare facilities are provided

A commercial client is an organisation or individual for whom the construction project carried out in connection with a business.

Domestic Client Domestic clients carry out building work not connected to running a business, typically a residential property where the client or family members live.

Principal Designer A principal designer is appointed by The client of projects with more than One contractor.

Designer As part of a business, a designer prepares or modifies designs for a building, product or system relating to construction work.

Principal Contractor The client appoints a principal contractor to plan, manage, monitor and coordinate health and safety during the construction phase when there is more than one contractor involved.

Contractor A contractor is an individual or organisation doing the actual construction work.

Worker A worker is an individual working for or under the control of contractors on a construction site.

The duties as a client are typically transferred to: •The contractor on a single contractor project or •The principal contractor on a project involving more than one contractor •The domestic client can choose to have a written agreement with the principal designer to carry out the client’s duties.

Plan, manage, monitor, and coordinate health and safety in the project’s pre-construction phase.

This includes: • Identifying, eliminating or controlling foreseeable risks; • Ensuring designers carry out their duties. Prepare and provide relevant information to other duty holders.

• Provide relevant information to the principal contractor to help them plan, manage, monitor and coordinate health and safety in the construction phase.

The Designer’s role is modifying designs to eliminate, reduce or control risks that may arise during construction and the maintenance of a building once it is built. Also, Provide information to other project team members to help them fulfil their duties.

The Principle Contractor’s duty is to: • Plan, manage, monitor and coordinate health and safety in the construction phase of a project.

• Liaising with the client and principal designer; •Preparing the construction phase plan; • Organising cooperation between contractors and coordinating their work.

• Reasonable steps are taken to prevent unauthorised access; • Workers are consulted and engaged in securing their health and safety, and welfare facilities are provided The contractor’s duty is to: • Plan, manage, and monitor construction work under their control to carry out without risks to health and safety.

• For projects involving more than one contractor, coordinate their activities with others in the project team – in particular, comply with directions given to them by the principal designer or principal contractor.

• For single contractor projects, prepare a construction phase plan.

They must be consulted about matters which affect their health, safety and welfare.

• Report anything they see which is likely to endanger either their own or others’ health and safety; • Cooperate with their employer, fellow workers, contractors and other duty holders.

49

Legislative Framework

Regulation 17 Safe places of construction work

Regulation 19 Stability of structures

• All practicable steps must be taken, • A construction site must be, so far where necessary to prevent danger to any person, to ensure that any as is reasonably practicable, made and kept safe for, and without risks to, new or existing structure does not collapse if, due to the carrying out of the health of any person at work construction work, it: there.

(A) may become unstable; or • Action must be taken to ensure, so far as is reasonably practicable, that (B) is in a temporary state of weakness or instability. no person uses access to or egress from or gains access to any • Any buttress, temporary support, or construction site. temporary structure must: • A construction site must, so far as is (A) be of such design and installed reasonably practicable, have and maintained to withstand any Sufficient working space and be arranged so that it is suitable for any foreseeable loads which may be imposed on it; and person working or who is likely to work there, taking account of any (B) only be used for the purposes for necessary work.26 which it was designed, installed, and maintained.27

Response The construction site must be well organized with all workers and visitors informed of the health and safety risks. During the construction phase, all site workers must wear Personal Protective Equipment (PPE).

Response

A high degree of risk is associated with the construction of the proposal during the excavation phase and erection of the site retention structure. During the excavation process, a temporary support structure and buttressing will be On the other side of Springhead needed to mitigate health and safety Road, there is an open area adjacent issues. to the site that could temporarily be used to load materials. The lakeside Upon completion of the excavation, land could be used for an office the retaining structure will provide a on-site; the lakeside could be easily stable foundation for the construction accessible by vehicles via the south of the proposed building. side of the lake.

Regulation 22 Excavations • All practicable steps must be taken to prevent danger to any person, including, where necessary, the provision of supports or battering, to ensure that: (A) no excavation or part of an excavation collapses; (B) no material forming the walls or roof of, or adjacent to; any excavation is dislodged or falls; and (C) no person is buried or trapped in an excavation by dislodged material or falls.

• Suitable and adequate steps must be taken to prevent any person, work equipment, or any accumulation of material from falling into any excavation.

• Suitable and sufficient steps must be taken, where necessary, to prevent any part of an excavation or ground adjacent to it from being overloaded by work equipment or material.

• Construction work must not be carried out in an excavation where any supports or battering have been provided as per paragraph 1 unless: (A) the excavation and any work equipment and materials which may affect its safety have been inspected by a competent person: At the start of the shift in which the work is to be carried out; After any event likely to have affected the strength or stability of the excavation; and After any material unintentionally falls or is dislodged; and (B) the person who carried out the inspection is satisfied that construction work can be safely carried out there.

26. (Managing health and safety in construction - Construction (Design and Management) Regulations, 2015),P51 27. (Managing health and safety in construction - Construction (Design and Management) Regulations, 2015),P51

50

Health and Safety

• Where the person carrying out an inspection informs the person on whose behalf the inspection is carried out of any matter they are not satisfied (under regulation 24(1)), construction work must not be carried out in the excavation until t the matter has been satisfactorily remedied.28

Response As a result of the nature of the process, excavation poses high risks. An analysis of the quarry will be conducted using samples of the earth to be examined. It is imperative to perform structural calculations and modelling before construction to ensure that the excavated site can, in fact, be supported with a temporary support system.

Over the excavation site, pile walls, temporary roads, and a crane will be installed. As a result, there will be less space congestion and the movement of materials and components, such as the rammed earth modules, will be easier. The safety procedures will be carried out in stages, and CDM coordinators will regularly evaluate the stability and strength of these installations.

A specialist will inspect adjacent areas and protective systems before the day’s excavation begins. Inspections will identify any potential issues that could result in collapses, failures of protective systems, hazardous atmospheres, or other health and safety risks.

Regulation 26 Prevention of drowning

Regulation 31 Emergency routes and exits

• Where, in the course of construction work, a person is at risk of falling into water or other liquid with a risk of drowning, suitable and sufficient steps must Be taken to— (A) prevent, so far as is reasonably practicable, the person falling; (B) minimise the risk of drowning in the event of a fall; and (C) ensure that suitable rescue equipment is provided, maintained and, when necessary, used so that a person may be promptly rescued in the event of a fall.

• Where necessary in the interests of the health or safety of a person on a construction site, a sufficient number of suitable emergency routes and exits must be provided to enable any person to reach a place of safety quickly in the event of danger.

• Suitable and sufficient steps must be taken to ensure the safe transport of any person conveyed by water to or from a place of work.

• The matters in regulation 30(2) must be considered when making provisions under paragraph (1).

• An emergency route or exit must lead to an identified safe area as directly as possible.

• An emergency route or exit and any traffic route giving access to it must be kept clear and free from obstruction and, where necessary, provided with emergency lighting so that it may be used at any time.

• Any vessel used to convey any person by water to or from a place of work must not be overcrowded • Suitable signs must indicate or overloaded.29 each emergency route or exit.30

Response

Response

The proposal’s direct connection to the lake implies that the construction process must take into account the risks associated with direct proximity to such a large body of water. Workers must wear fall protection harnesses when necessary throughout the construction process.

A building’s emergency routes are integral to the safety of its users.

In view of the building’s vertical location on the quarry edge, emergency exit routes could either be at street level on Springhead Road or along the waterfront.

Additional precautions, such as a large scale safety net, will be implemented in order to prevent construction debris from falling into the water. Furthermore, this will provide additional safety reassurance to those who will be working on the site.

Upon the completion of the installation of the building core, mechanical lifts can be used to transport users to the ground floor. Here, they can then use a fire exit. In order to ensure a safe exit for building users, temporary lifts, floors, and supports will be installed during construction.

28. (Managing health and safety in construction - Construction (Design and Management) Regulations, 2015), P52 29. (Managing health and safety in construction - Construction (Design and Management) Regulations, 2015), P54 30. (Managing health and safety in construction - Construction (Design and Management) Regulations, 2015), P56 51

Legislative Framework

Sustainability

Health and Wellbeing

Sustainability is an effort to minimize the negative environmental impacts of buildings during construction and operation. It should be taken into consideration as early in the design process as possible.

Visual Comfort:

The proposal aims to evaluate the impact of visual comfort on the health and well-being of occupants.

A large proportion of the rooms are outward-facing It is the purpose of BREEAM to ensure that its standards towards the lake, maximising exposure to natural provide social and economic benefits while mitigating daylight and providing an external view to provide users the impact of the built environment on the environment. with a connection with nature. This promotes mental As a result, BREEAM can recognize developments wellbeing by improving people’s moods and reducing based on their sustainability benefits, which in turn spurs their symptoms of depression. demand for sustainable development.

Increasing the amount of daylight in the building BREEAM also reduces the need for artificial lighting, reducing operational costs and environmental impacts. Naturally Building Research Establishment Environmental lit environments increase occupant productivity and Assessment Method (BREEAM) is an incentive system support the regulation of circadian rhythms.32 designed to encourage construction of buildings that exceed sustainability standards. BREEAM is setting the standard for excellence in an organization that monitors 1 sustainability.

This is a third-party certification that involves testing the assessment of a building by a qualified and licensed BREEAM Assessor to ensure that it meets the quality and performance standards of the scheme.

The 10 categories of BREEAM assessment Are: - Management - Health and Wellbeing - Energy - Transport - Water - Materials - Waste - Land use and ecology - Pollution - Innovation 31

2

3

Key 1. Wall Modules 2. Ceiling Modules 3. Floor Components

Rammed Earth Floors and Walls Modules 31. (BREEAM UK New Construction 2018 - Technical Manual, 2018), P09 32. (BREEAM UK New Construction 2018 - Technical Manual, 2018), P74 52

Sustainability

Materials

Land use and Ecology

Material Efficiency:

Ecological change and enhancement:

An imperative step in the construction of the project is the excavation of the chalk quarry in order to provide enough space for the construction of the building. As a consequence, it is intended to reuse the excavated chalk material as the primary building material for the project. Rammed Chalk Earth will be used for the exterior and interior elements of the proposal, along with a stabilizing agent to strengthen the material.

To support local, regional, and national priorities, the project aims to enhance the area’s ecological value associated with Blue Lake.

The use of rammed chalk as the primary building material on the quarry edge, from which the material is extracted, makes the proposal uniquely suited to the area. This further enriches the character of the design.

Reusing excavated material was chosen in order to avoid over-specifying the proposal with unnecessary materials without compromising the structural stability, durability, or service life of the building. In addition, rammed earth construction has a variety of advantages in terms of structural strength and thermal retention.

The area southwest of Blue Lake is protected under the Wildlife and Countryside Act 1981 to protect the Brown Hairstreak butterfly species.

The purpose of the proposal is to improve the quality of connectivity to the blue lake and to provide opportunities for people to experience its biodiversity.

Even though the project does not directly contribute to the protection of habitats and biodiversity, the increased connectivity will raise awareness of these attributes.

Increased access to the surrounding natural quarry and lake settings provides recreational opportunities for people to interact with nature. This will help improve the building proposal’s health, wellbeing, and productivity.34

One of the key objectives of the sustainability strategy is to optimize the use of materials in this specific project.

To make maximum use of the materials, reduce damage to the environment, and use minimal depleting natural resources, meticulous consideration must be given to the current and future lifespan needs of the building. 33

01.

02.

03.

04.

Rammed Earth Technique

05.

Rammed Earth Components

33. (BREEAM UK New Construction 2018 - Technical Manual, 2018), P253 34. (BREEAM UK New Construction 2018 - Technical Manual, 2018), P314 53

Legislative Framework

UK Building Regulations Introduction: Building regulations are minimum standards for construction and design alterations to most buildings.

They are guidelines and rules for making a building safe and suitable for a particular project. They specify rules regarding materials, energy efficiency, sustainability, and practical solutions on how to comply with the regulations.35 The Building Regulations have been published by the Department for Communities and Local Government. They are divided into sections called ‘Approved Documents‘, listed below: • Approved Document A: Structure • Approved Document B: Fire safety • Approved Document C: Site preparation and resistance to contaminants • Approved Document D: Toxic substances • Approved Document E: Resistance to the passage of sound • Approved Document F: Ventilation • Approved Document G: Hygiene • Approved Document H: Drainage and waste disposal • Approved Document J: Combustion appliances and fuel storage systems • Approved Document K: Protection from falling, collision and impact • Approved Document L: Conservation of fuel and power • Approved Document M: Access to and use of buildings • Approved Document N: Glazing - safety in impact, opening & cleaning • Approved Document P: Electrical safety- Innovation

35. (Approved Documents, 2021) 54

Project Related Legislation In this report, I will be considering Approved Document B: Fire Safety, Approved K: Protection from falling, Approved Document M: Access to and use of buildings.

Document B is relevant to the project due to the vertical connection between street level and lakeside level. Also, it is relevant due to the length of the site and the design proposal contained therein. Fire safety has become a topical subject following the 2017 Grenfell Tower disaster. The building needs to ensure fire protection and risk assessments go beyond the regulations.

Document K and M are also highly relevant due to the cantilevering nature of the proposal. External staircases and balconies are fully accessible. Protection from falling is a vital part of the safety of the scheme.

Building Regulations (Universal Access)

Site Plan 55

Legislative Framework

Building Regulations - Protection From Falling Approved Document Part K Part K is concerned with protection from falling, collision and impact. It includes designing regulations for staircases, ladders, ramps, and protection against impact with glazing. All of which are relevant to Play Lake Wellness Centre as there are multiple external staircases and balconies. Similarly, there are also external rooftop gardens that all need suitable safety protection to prevent users from falling.36

Response The project will comply with the regulations for external handrail minimum requirements at all times. All balustrades not related to staircases will be 1300mm in height. Furthermore, all external staircases will be 1600mm high with 1100mm high handrails. Security will be advised on external terraces to prevent accidental falls and suicide attempts.

Exterior Straircase Detail

1.6M

36. (Fire Safety - Approved Document K, 2019) 56

Building Regulations (Universal Access)

Building Regulations - Access & Use - Approved Document Part M

Response

Part M is concerned with inclusive design to provide access to the building for all people. This in Accordance with the legislation set out in the Disability Discrimination Act (DDA) 1995 and Equality Act 2010.

The Part M Document guides how to improve accessibility for all users. Internal balustrades and staircases comply with the regulations. All stairs within the proposal are 1100mm in height and have a handrail of 50mm in diameter. The design of the balustrades arrives from the interconnected circular pattern from the Cloud 9 logo; this is fitting because circular shapes signify connectivity and community.

This is important because the building is open to the public. The health and wellbeing center will be accessible for all people varying in age and mobility.37

50mm Furthermore, all entrances to the building are designed with accessibility in mind for wheelchair users. All areas within the building can be accessed through the lifts and pathways with minimum widths of 900mm wide.

Balustrades Design Development

1.1M

XS - Balustrades 37. (Access to and use of Buildings - Approved Document M - Volume 2: Building other than dwellings, 2019)

57

Legislative Framework

Building Regulations - Fire Safety - Approved Document Part B Part B is concerned with designing provisions for the early warning of fire and appropriate means of escape. The scheme will be designed to comply fully with these regulations and offer a strategic and safe means of evacuation from all floors. 38

• Fire lifts will be included according to regulations so that fire-fighters can move throughout the building quickly and help with evacuation if necessary.

General Strategy Responses:

Escape Distance - Response:

• Vehicle access is provided to the ground floor directly off Springhead Road and Themes way High Road. Sufficient turning circles also exist within the roads for fire vehicle access. A range of fire-resistant materials would be used to increase escape times.

The escape distances for a building categorised as “Assembly and Recreation: C. Elsewhere” is currently set at 45 meters apart and 18 meters from a one direction access. This meets the UK building regulations for a Health and Wellbeing Centre.

• Audible, visible and textual stimuli will be used to alert disabled occupants of the fire. A vibrating paging system for impaired hearing and sight will be installed.

M

7 +- 2

58

38. (Fire Safety - Approved Document B - Volume 2: Buildings other than dwellings, 2019)

Building Regulations (Universal Access)

Maximum travel distance where travel is possible in: Purpose group

Use of the premises or part of the premises

One direction only (m)

More than One direction (m)

2(a)

Residential (institutional)

9

2(a)

2(b)

Residential (other): In bedrooms B. in bedroom corridors C. Elsewhere

9 9 18

18 35 35

3

Office

18

45

4

Shop and commercial

18

45

5

Assembly and recreation: A. Buildings primarily for disabled people B. areas with seating in rows C. Elsewhere

9 15 18

18 32 45

6

Industrial

Normal hazard Higher hazard

25 12

45 25

7

Storage and other non-residential

Normal hazard Higher hazard

25 12

45 25

2–7

Place of special fire hazard

9

18

2–7

Plant room or roof-top plant: A. Distance within the room B. escape route not in open air (overall travel distance) C. Escape route in open air (overall travel distance)

9 18 60

35 45 100

M

-16M

-24

-16M 32M

-2 Floor Plan 59

Legislative Framework

Building Regulations - Fire Saftey Strategy In 2017 the Grenfell Tower fire killed 72 due the stacked effect created by the exterior cladding and insulation. As a result, the fire spread up the tower and was difficult to put out. It took 60 hours for the fire to be extinguished.

Fire Escape Route:

Below is a diagram illustrating the fire escape route on Level-2 of the proposed building. The primary egress route for users consists of two fire escape cores that are 32m apart. The users of the wellness center may escape to the street level by going Following this tragedy, regulatory bodies governing up the core and following the route towards an fire safety are paying closer attention to fire strategy assembly point. in all buildings. It is for this reason that Part B It is possible for users on the lower floors to escape Approved Documentation has been revised in an the proposal by using a safe pathway on the effort to prevent such a tragedy from occurring lakeside. In view of the lack of pathways on the again. southern side of the proposal, the escape routes on the lower levels lead to a single assembly point Combustible Materials: along the northwest pathway.

All fire escape routes in the proposed Wellness Center will be free of combustible materials.

Note that the proposal’s material build-up is still in its schematic form at this stage, although strict guidelines must be followed in selecting materials for fire resistance. Rammed earth is ideally suited because it is not highly flammable.

60

Building Regulations (Universal Access)

61

Client Creative Estuary

Personal T Volunteers

Arts Council England

Ebbsfleet Main Development Corporation

Contractor

Sub-Contractors

Stakehold

Cloud 9 Th

CIC

Architect

Health & Safety

Structural Surveyor Quantity Surveyor

Rammed Earth Specialist

62

PLAY LAKE

WELLNESS

C

Trainers Medical/Health Professionals Counselors

der

Patients Users

PROJECT MANAGEMENT & PROCUREMENT

he Grand.

NHS

Gravesham Community Ebbsfleet Garden City Community Local Support Niche Residents Communities

CENTRE

63

Project Management and Procurement

Project Team: Overview Play Lake: Wellness Centre will require a team that will capitalise upon Ebbsfleet Development Corporation’s resources whilst drawing upon the knowledge of external contractors and consultants.

In addition, the CIC’s involvement as part of the design team will be agreed upon time of the tender agreement. Specialist expertise, like rammed earth consultants, will alter the design and require an approval process by the design team.

The procurement route would need to enable a community-led design team, allowing the community to have a voice throughout the process.

The call for this level of collaboration will favour a management contract, which will be the chosen route to adopt for this project.

Sub-Contractors

Contractor

Ebbsfleet Development Corporation Arts Council England

Quantity Surveyor

Creative Estuary

Client Partnership

CDM Principle Contractor

Project Manager

Architect

64

The Grand.

NHS Neighbourhood Community

Consultant Team Community Interest Company (CIC)

Stakeholder

Design Team

Landscape Architect

Environmental

Rammed Earth Specialist

Civil Engineer Services Engineer

Structural Engineer

Structural Engineer

Project Team

Project Manager

Structural Engineer

Quantity Surveyor

The project manager is responsible for managing and coordinating the design process and working directly with the client. Their responsibilities include project planning, development, and delivery. On smaller projects, the architect often takes on a similar role, but due to its large size, they are required to allow the architect to focus more on the design work. If problems arise during the project’s development, they are the first point of contact.

A structural engineer is responsible for designing the building’s structure.

A preliminary design model will be created to determine how well the building will survive different conditions. Typically, they are hired at the onset of the design process to assist the architect and design team.

They also consult the contractor during the design phase. It is imperative to redevelop the initial designs to control costs and avoid having an unworkable scheme arrive at the tender stage. This project’s scale and structural requirements make them particularly vital.

The quantity surveyor is responsible for determining the project’s cost.

Apart from value management, risk control, and cost control, they will perform many services related to the financial management of the project.

At the valuing stage, the more detailed the project is, the more accurate the cost estimates and, therefore, the lower the risk for the entire project. A quantity surveyor is involved in all phases of a project; typically, a cost estimate is provided to the client as early as the concept design phase (RIBA Stage 2).

Architect

Rammed Earth Specialist

Main Contractor

The architect’s role is to lead, coordinate, and monitor the design team while working with the consultant team and client adviser.

The architect must understand the client’s direction and the proposed brief and execute it within budget and on time. Other professionals within the built environment strive towards a quality design response.

These professionals are, however, only contracted to the Main Contractor.

A rammed earth specialist is crucial to the proposed design as role provides knowledge of the various ways and techniques of how to build rammed earth walls. They will assist with the construction process, and to train the local community volunteers how to assist with earth wall construction. The specialist is responsible for testing and determining the validity of the earth soil and quality of a rammed of wall. Testing takes place during development stages of the project.

Due to the procurement route and the nature of the partnership contract, it is common for the main contractor to assume considerable liability during the manufacturing and construction phases. It is crucial that the architect works closely with the main contractor and coordinates the design intent with the contractors.

Landscape Architect Throughout the scheme’s design, the Landscape Architect would heavily influence the layout and use of green spaces, from courtyards and roof terraces to the relationship between the building and the quarry cliff edge it sits within. Among the responsibilities of the role are undertaking design challenges relating to existing trees and finding methods to promote local biodiversity. Their expertise in horticulture and external spaces will be invaluable.

Health and Safety During construction, there is a high risk of accidental damage to the retaining structure and rammed earth components. In light of the level of risk and caution involved with this proposal, a CDM coordinator will be required. A CDM coordinator will also be necessary since the project will last more than 30 days, have more than 20 workers working simultaneously, and exceed 500 person-days of work time.

65

Project Management and Procurement

Procurement

Traditional

Procurement refers to the purchase of goods and services. An effective procurement strategy balances budget constraints, risks, and benefits associated with each type of contract. The procurement process allows clients, consultants, and construction companies to collaborate on and complete building projects. The decision on which procurement route to use can be influenced by:

The ‘traditional’ procurement route, sometimes referred to as design-bid-build, is the most frequently used approach. A client-first appoints consultants (usually an architect is the lead consultant) to design the project in detail and then prepare the tender documents.

• Speed.

• Cost.

• Quality.

• Specific project constraints.

• Risk.

• Asset ownership.

• Financing.

The route selected should align with the long-term objectives of the client’s business plan. The four main types of procurement routes are: • Traditional • Design and build • Management Contracting • Partnering 39

The construction contractors are then invited to submit tender bids for the project, usually competitively, in a single stage. The contractor is not responsible for the design of the project. Clients typically retain design consultants during the construction phase to prepare any additional design information that may be necessary. Clients with and without experience may benefit from this procurement method.

Advantage • Design Control Design - The architect has complete control of the design • High Quality - The architect a flushed-out design at the time of tender • Design flexibility – Variations & instructions.

• Cost – a ‘lump-sum’ fee is calculated at the tender stage, with cost benefits.

Disadvantage • Time – requires a fully detailed pack pretender.

• Cost - If any changes are made, it will be at a cost.

• Incomplete drawings – No input from contractors during the design or planning stage is likely to lead to delays, extra expenses, and negligence claims.

39. (RIBA Plan of Work 2020 Overview, 2020), P91-92 66

Procurement: Strategy

Design and Build

Partnering Contract

Principal contractors handle both design and construction. Architects work with consultants to develop a design, which the contractor may modify at various stages. To choose the contractor, an agreement can be negotiated or a tender process can be used. Thus, they will be expected to complete the entire project as a single point of contact.

With a flexible design, the contract can offer significant cost savings as it advances. This can, however, be at the expense of design quality.

Additionally, clients are not entirely in control of the design process.

The client manages the collaboration between the design team and the contractor. Contractors participate in the design process with the design team and provide advice.

The government recommends this approach to prevent conflict during the construction process. During the tendering process, the contract price is negotiated along with methods for sharing any savings.

Advantages

Advantages

Advantages

• Time – Due to having a single point of contact, projects are delivered faster • Cost - Contractors are involved in all stages of design, and variations can be accurately valued, reducing costs.

• Flexibility - The ability to adapt to design changes when problems arise.

• Client Risk - Minimal risk for the client.

• Design-oriented Coordination - Open access to contractors’ knowledge.

• Cost- A focus on high quality and lowest costs.

• Conflict - Less confrontational working arrangements.

• Quicker Resolutions - Innovative approaches to technical problems.

• Cost - Potential cost saving • Time - Time-saving • Quality – each package is subcontracted to a specialist.

• Design flexibility.

Disadvantages • Time – require full detailed pack pre-tender.

• Cost – not a benefit if any changes are made.

• Incomplete drawings – Lead to delay, costs and claims of negligence.

• Main Contractor Scope – Comparing contractors with varying scopes of work is difficult.

Management Contract

A management contract permits the construction of a building by several different contractors whom the management contractor hires.

In general, management contractors are appointed by the client early in the design process to improve the cost and constructibility of proposals as they develop. As a result, specific works contracts may be tendered sooner than others, reducing the time required to complete the In partnership arrangements, design, project. Contracts are ideal for construction, and operation are large-scale projects requiring early integrated. Partnership agreements completion. link contractors, suppliers, and specialists through bi-party contracts. The structure of a management Individual and collective incentive contract is similar to that of a schemes can be incorporated traditional contract. Although the into cost reimbursements and fee management contractor does not payments. A partnership requires bear the risks associated with a fixed that the client serves as both price, the contractor is reimbursed employer and dispute adjudicator. the amounts paid to works contractors and is compensated in the form of a percentage.

Disadvantages • Less Individual Autonomy – Most decisions are made collectively.

• Time – Requires a commitment to delay, costs, and negligence claims due to increased resources.

Disadvantages • Inexperience – Inexperienced Clients are at high risk.

• Coordination - Coordinating between contractors can be complex.

• Time - Potentially extended time is required when design changes are needed

67

Project Management and Procurement

Phasing Work In principle, the overall project can be divided into three phases. As a result, the project has a better chance of being completed on time and in a safe manner. Until the planning is complete, excavation of the chalk quarry will not begin, but this is the basis of the construction of the proposal, so the project cannot start without the approval of the planning board. Once this has been achieved, the remaining phases should follow suit.

Different contractors are involved in the project under the same umbrella for the entire duration of the project.

PHASE 01.

PHASE 02.

PHASE 03.

68

Procurement: Strategy

Phase 1/2 (Excavating & Site Formation) - Partnering Contract

A successful partnership should have the following characteristics:

Ebbsfleet Development Corporation’s range of resources and mobility is utilized in selecting the contract. It is proposed that the Ebbsfleet Development Corporation use its internal contracting team to excavate the quarry, construct the retaining structure, and build the building foundation. In order to save significant amounts of time, it is necessary to employ a rammed earth specialist at an early stage of the development. By having many resources on hand, the corporation is also able to mobilize quickly and increase flexibility.

• Early participation of all parties in order to share expertise and resources • Relationships based on mutual benefit for all parties • Authoritative commitment from the project manager • Economic Alignment - equitable distribution of profits in the pursuit of shared goals performance targets.

• An integrated team would allow the various parties to work collaboratively and reduce duplication. Planning, cost control, technical and safety audits would be streamlined as a result.

• Innovative thinking and the application of creative approach

The architect consults with community members as part of the design team to ensure the local community’s involvement is at the forefront of the project. Further, conversation groups and other indirect stakeholders with a stake in the development of Blue Lake will also be consulted.

Phase 3 Play Lake Wellness Centre (building) Partnership Contract This contract has been selected for this phase of the project to achieve a collaborative outcome. In the course of construction, the CIC will play a more active role within the design team. With the increased involvement, Ebbsfleet Development Corporation’s involvement will be lessened, and the stakeholders will have a greater sense of ownership and power over the project.

This will be the stage in which the Rammed earth specialist will be Heavily involved, working Closely with the main contractors And various subcontractors to achieve a quality finish on the various components of rammed earth.

Consequently, costs are reduced, and unbuildable components are avoided.

Rammed Earth Components

Crane Installation 69

Project Management and Procurement

Prefabrication - Rammed Earth Components As part of Phase 2 of the construction, the excavated quarry material will be taken away to be reused for the construction of the proposed building as rammed earth.

The rammed elements of the building will be partially assembled at an off-site factory. The building elements consist of walls, floors, and ceilings that are assembled to form the building components. As far as prefabricated construction goes, it is restricted to the loading capacity of transportation vehicles and the onsite crane, as well as the on-site construction logistics.

Traditional rammed earth construction is a labourintensive process requiring a large number of workers.

Prefabricated construction in controlled settings will eliminate the risk associated with construction on the proposed site and increase the productivity of construction.

Prefabication Rammed Earth Machine 70

Image above illustrates a warehouse containing prefabricated rammed earth components.

Sustainable Construction - Prefabrication

Rammed Earth Modules Key

The diagrams below Illustrate the components essembly procress. This includes combination of internal and external elements like window frames and roofing systems.

1. Rammed Earth Formwork 2. Rammed Earth 3. Reinforcement Net 4. Concrete Structural Framework

3

2

4

1

COMPONENT FABRICATION PROCESS

3

5

4 2

8

1

9

Key 5

6

MODULE ASSEMBLED FROM COMPONENTS

1. Inner-Interior Wall 2. Reinforced Steel Frame 3. Exterior Roof 4. Outer- Interior Wall 5. Exterior Wall 6. Floor 7. Ornate Rammed Earth Shape 8. Window Frame 9. Window Glass Glaze

71

Project Management and Procurement

Project Timeline Timeline Key Strategies: The project is divided into three phases: 1. Excavation 2. Retaining Structure / Site Formation 3. Play Lake Wellness Centre - Rammed Earth Construction Site Excavation & Site Formation: 18 months Rammed Earth Building Construction: 12 months One Planning Application Divided into Two Parts: Part 1 - Phase 1/2 Part 2 - Phase 3

RIBA Stages

- Brief Introduction & Year Outline

Stage 0 Strategic Definition

Total RIBA Plan of Work Duration 0-7:

A RIBA plan of work, recently introduced in 2020, aims to ‘organize the process of briefing, designing, constructing, maintaining, operating, and using building projects into a sequence of stages’.40 This table illustrates the progress of the project so far. The project’s progress up to stage 4 is arranged into the various stages of the project.

Stage 2 Concept Design - developing the design concept and making sure that the building is proceeding in line with the client’s vision.

Stage 3 Spatial Coordination - Spatially coordinate the design and apply for planning.

Stage 4 Technical Design - developing the information to construct the building.

Stage 5 Construction - Manufacturing & construction complete Stage 6 Handover - Building is handed over Stage 7 Use - Building in use & maintained

40. (RIBA Plan of Work 2020 Overview, 2020), P30 72

- 1.B - Top Trumps Landmarks: Research - 1.C - A Place In A Time: Research

- 2.B-Reimagining The City: Masterplanning - Ebbsfleet Studio Trip

Stage 1 Brief

- 3.A - Big Civic: Project Brief - Thesis Development - Site Analysis - Concept Development

Stage 2 Concept Design

Stage 0 Strategic Definition - determining the best means of achieving the client’s requirements.

Stage 1 Brief Preparation - developing the detail of the brief.

- 1.A - Mark-making: Research

-2.A-Learning From Javelin Cities - Research

Four years. Concept to Completion.

RIBA 2020 Plan of Work

Objectives & Tasks

- Individual Masterplan Development - Site Massing - Social Ecology - Structural Development - Material Development

Stage 3 Developed Design

- Precedent Research - Strategic Research - Strategic Report: Strategic Response - Developed Design - Rammed Earth Construction Development

Stage 4 Technical Design

- Project Construction Phasing - Detail Drawings - Technical Report - Technical Report: Technical Response

September

Octobe

er

Project Timeline

November

December

January

February

March

April

May

73

Project Management and Procurement

Risk Assessment Risk calculation for a scheme is a complex issue; the level of risk varies with the phase of the project. All the stages of the RIBA plan of work can be assessed for risk.

During 0-3, which is the design phase, risk will be assessed through design acceptance, funding, and planning. 4-6, from technical design to construction to handover, involves manufacturing, procurement and other construction-related risks. Stage 7 involves the occupants of the premises and the risks associated with their engagement with the proposed spaces.

This section focuses on a number of risk topics that will play a vital role in the success of the project.

74

Risk Assessment

Risk

Likelihood Severity

Impact

-Damaging existing

A

B

Excavation

Rammed Earth

C

Installation of Retaining Structure

D

Installation of Components / Equipment

E

F

G

H

Weather

Construction Delay

Funding Based Delays

Planning Approval

4

3

3

4

8

4

3

5

8

Chalk Quarry - Contamination of Blue Lake -Workers Injured

Strategy

Prior to workers starting work in the excavation, a competent individual should conduct inspections. In performing daily inspections of excavations, adjacent areas, and protective systems, a specialist will be looking for any indication of any conditions that could result in collapses, failure of protective systems, dangerous atmospheres, or any other hazardous conditions.

Unexpected issues may arise with the excavated quarry, such as the discovery of archaeological artefacts. Though this is unlikely in this case, the excavation process could be halted until these findings are resolved. The alternative issue that may arise with chalk is that the rammed earth mixture does not have sufficient strength, and upon further analysis by the expert, a higher concentration of a stabilizing agent is required to increase material strength.

5

- Stop construction for archaeological findings - Higher concentrations of stabilizing agent

6

- Cause Delays to Construction Programme - Cost Impact on Remanufacture - Surrounding Quarry Vulnerable

4

- Altering or prefabricating rammed earth and structural elements

At the current state of prefabrication, inconsistencies and clashes are easily resolved prior to manufacturing.

Considering the complexity of the design, clashes and defects are of great concern, but the correct engineering specialist can help to avoid this.

2

- Site works gets postponed until weather conditions are suitable - Injured workers

If heavy rain is forecast, excavation can become more challenging, which can adversely affect the construction schedule. Choosing the start of construction in the summer gives the ground works the highest chance of having suitable weather to complete them with minimal delays.

- Construction work gets delayed

Many delays in construction are possible or likely to occur for a variety of reasons. By closely coordinating the construction timeline with the main contractor and local authorities, delays may be minimized. By being aware of the hazards and risks on site and procuring well in advance, delays could be minimized.

- Project can be put on hold until funding can be obtained

The Ebbsfleet Development Corporation lays out the policy goals for Blue Lake in its Legislative Framework, and the plan directly aligns with the brief in many ways. As a result, it is unlikely that funding will be challenging to obtain. Furthermore, the project is backed by public funds from Creative Estuary and Arts Council England, which invest directly into community projects with a creative and well-being focus.

- Project can be put on hold until planning is approved

A successful or unsuccessful planning application is highly dependent upon the timeline of RIBA stage 3 work. The project will be presented to a planning committee, and various communities will investigate the proposal before ultimately approving it. Through the Ebbsfleet Development Corporation, the project will be favoured for its collaboration with the local community and the planning authority.

5

8

9

The structural design should be accurately modelled at an early stage of the project - Stage 3 - for optimal structural efficiency. For easy installation, the joints and fixtures of the retaining structure should also be thoroughly analysed. It is possible that any defects in the design could result in the need to remanufacture elements and cause delays on the job site.

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COST & VALUE 76

Site Retaining Structure

77

Cost and Value

Overview

Play Lake Wellness Centre Major Cost Risks

The majority of funding comes from public sources. In order to ensure that government money is receiving maximum value with minimal cost escalation, transparency and cost risk assessment are necessary.

It is imperative in all cases that clients/stakeholders avoid over budgeting and take appropriate measures to reduce the risk.

Risk: Planning

In the event of a dispute over money, time delays may occur, pushing back construction procedures and potentially costing the client partnership more money.

Contingency plans should be developed to counteract such occurrences. The Risk Management Strategies Response is divided into categories that all parties of the design and construction teams must adhere to.

Cost Alleviation: The project is designed to benefit the local community and meet many of the council’s strategic goals. The project, however, may be rejected due to the project’s scale, location, and design aesthetics. Such a delay should be accounted for in both the cost analysis and the management timetable.

Risk: Excavation

Cost Alleviation: The project will require large sections of the quarry to be removed, deep foundations, and a hydroelectric power system. This site directly overhangs a body of water on the lake. Conditions will be damp, and the Cost Alleviation risk of flooding will also be present which could lead To properly plan for the possibility of unexpected costs, to significant delays. Prior to construction, geological a cost risk assessment would consider as many potential surveys and structural engineers will conduct detailed cost parameters as possible. Play Lake Wellness Centre analyses to reduce risk. is a complex design that is bespoke to its location in Risk: Flooding Blue Lake. Simplifying the design and construction process can help reduce the overall cost, but this may Cost Alleviation: come at reduced quality.

Considering the connection between the blue lake and the Thames estuary, flood risks are quite high. It is imperative to consult with appropriate specialists and Thames environment consultants in order to minimize risk. In the event that the site were to flood during construction, there would be significant damage and delays. Moreover, the timetable should ensure that most of the groundwork takes place during the summer months.

Risk: Transporting Building Components Cost Alleviation: Most rammed earth building elements will be prefabricated in order to reduce the costs of building them on site. As compared to traditional rammed earth construction, this would result in a significant cost savings. The prefabricated parts will be transported by road and installed using the on-site crane. On the road, the site can be easily accessed, but vigilance will need to be exercised regarding vehicle width/length, and loading capacity,

78

Cost Risk Management

Cost Modelling of Proposed Building

Rammed Earth:

Several factors have been investigated regarding the risk of situating the proposal on the site, but the construction of the building itself is influenced by many factors.

Rammed earth was chosen as the construction method and the build-up of the proposal due to its aesthetics, performance and economic implications. As a result of rammed earth’s structural strength and thermal insulating properties, it can be used to reduce the number of structural members and the energy cost for heating.

Generally speaking, the cost drivers for multistory and waterfront buildings apply, but there are also other factors that impact the design and construction. During the design phase, the building’s volume formation was considered in light of the individual functions of each individual space. Due to the unconventional form of the proposal, structural frameworks, floorplans, and overall configuration would result in substantial structural analysis costs. An alternative design based on a revised structure can be considered based on cost reductions.

A complete redesign to reduce costs could significantly affect the building’s performance and quality. The following are several cost-saving strategies which have been considered in connection with the proposed building:

Prefabrication: Fabrication of rammed earth walls, floors, and ceiling components in a climate-controlled manufacturers’ warehouse. A traditional rammed earth building requires the erection of rammed walls and other components on site, taking a considerable amount of time and labour.

Various site conditions, such as humidity, moisture level, weather, and scheduling can delay an already lengthy process. Prefabrication would alleviate these factors and reduce time frames.

Structural Framework Fabrication: It is anticipated that steel reinforced concrete will only be utilized where required, as opposed to more traditional construction methods. Typically, structural engineers would quantify and calculate the quantity and amount of materials needed for the construction. In some instances, structural elements will be installed with rammed earth components.

Hydroelectric power: In addition to using rammed earth, the building will be integrated within a quarry for thermal retention, which means it will have a very low energy consumption rate.

The building will also harness the power of the lake in order to generate electricity. An artificial dam would be constructed below the building to circulate water through a generator and back out to the lake. The longterm cost savings can be used for income generation if surplus energy is generated.

79

Cost and Value

Visitor Centre,Swiss Ornithological Institute - :mlzd

Completed: 2015 Location: Sempach, Switzerland Sector: Education Total Cost: £12.4m Area: 2030m2

The Building is a three-story structure that is an extension to the Swiss Ornithological Institute. It contains exhibits and classrooms to expose the public to Comparison Ornithology, which is the study of birds.

This building is comparable to the proposal in terms A series of compact polygon structures are positioned of its material composition and its connection to the on the site to create an interaction with the landscape natural environment. In addition, the building’s texture and lake. A portion of the building is used as an and material palette would be similar. The building’s exhibition hall, the area between the buildings is used structural complexity has a much simpler than that of as a foyer, and the remaining building contains learning Play Lake: Wellness Centre. spaces. 41

41. (Visitor Centre at the Swiss Ornithological Institute / :mlzd, 2015).

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Cost Precedent Studies

Ricola Kräuterzentrum - Herzog & de Meuron

The building houses a factory and warehouse for a company that produces herbs and seeds. An elongated rammed earth building is divided into sections for the industrial production of herbs.

Completed: 2014 Location: Laufen, Switzerland Sector: Factory / Warehouse Total Cost: £13.1M Area: 15,354m2 Comparison

Although Play Lake: Wellness Centre does not have the same ambitions, the proposal borrows its construction It consists of three floors and is constructed using local method and prefabrication manufacturing process. The earth and rammed earth components that are fabricated proposal’s formation is spatially complex and would locally. The rammed earth elements are stacked in require a combination of prefabricated elements and some on-site fabrication. blocks and layered to form the facade of the building, and they are connected to a structure constructed of steel-reinforced concrete. 42

42. (Ricola Kräuterzentrum / Herzog & de Meuron, 2015) 81

Cost and Value

Cost Breakdown (Aprox) _Site_ Initial cost An initial estimate of costs is conducted without the benefit of a fully designed or technically coordinated drawing package for the project.

The client, after completing the initial cost appraisal, will determine what costs will be monitored by the cost consultant and what costs will be monitored and controlled by the client or the CIC stakeholder.

An initial cost appraisal is a breakdown of the overall project budget based on information provided by the client, a review of similar projects, and the cost consultant’s experience.

Total Site Area: 5730 m2 Total Site Volume: 114522 m3 Excavated Area: 4593.3 m2 Height of Quarry (high): 30m (Aprox) Height of Quarry (Low): 15m (Aprox) __Proposed Building___ Ground Area: 1630 m2 -1 Floor Area: 1885 m2 -2 Floor Area: 2014 m2 -3 Floor Area: 2167 m2 -4 Floor Area: 2464 m2 Total Area: 10,160 m2

Initial cost appraisal are usually based on the following: • Site location and constraints.

• The building’s function and facilities influence floor to floor heights and structural spans, affecting costs.

• Land costs and purchase prices.

• Proposed site area • Legal & Agent fees.

• Site investigations and surveys.

• Consultant Fees.

• Excavation • Government Tax and Fees • Contingencies Sum Note: Assumptions of the cost will be made based on current knowledge of the project, including internal floor area and rate per sq2m to be applied based on a range of references.01

_Applied Construction Rates (sqm2)_ Excavation - £40 sqm2 Landscaping / Site Retention - £1000 sqm2 Rammed Earth Building Construction - £900 sqm2 _Construction Cost (sqm2)_ Excavation: 5730 m2 x £40 sqm2 = £229,200 Landscaping / Site Retention: 5730 m2 x £1000 sqm2 = £573,000 Rammed Earth Building Construction43: 10,160 m2 x £950 sqm2 = £9.65M +50% Complexity & labour = £14.5M Sub Total: £14.5M Fees (5%): £3.6M Total: £15.2M (Aprox)

43. (Rammed Earth Construction: Costs & Prices, 2021)

82

Initial Cost Estimation

Explosed Isometric 01 83

Cost and Value

Value Management

Evaluating Value

The evaluation of architectural projects is a subjective matter that varies according to the context of the subject. During the concept design stage, value may be evaluated based on its social standing relative to the overall master plan. Value can be measured in terms of the benefits of optimising manufacturing processes and other resources during the construction phase. Overall, measurement of value differs from project to project.

Play Lake: Wellness Centre’s financial cost contrasts with the value of the advocated objectives. This proposal emphasizes the importance of community support and health & wellbeing. The major purpose of its creation is to unite the community and enable an alternative method of providing leisure activities and health services. This will result in a healthier region. Evaluation of the value of this project can only be made after the project has been completed. In addition, it is imperative to observe how the building adapts to the social behaviour of the community over time. Here are a few of the factors that will add value to the site as a result of the project:

In the context of building design and construction, value is measured in terms of ‘value for money’, and it is analysed through a systematic approach.

Within the construction phase, the value is divided into four categories: cost, quality, time, and technical performance. The graph below illustrates this. In addition, the decision-making process is accountable and directly related to project objectives and strategic visions. 44

Quality of Living Several upcoming and existing residential neighbourhoods surround the project, and they can all gather in a new wellness centre to enjoy the natural amenity of Blue Lake. Health benefits will be enhanced and lead to healthier communities. Additionally, the living conditions for residents in the area will improve.

Economic Value In terms of financial value, the site has not reached its full potential. However, the value which will be added in terms of community infrastructure and social support is much more valuable than the financial drivers. As a result of the project, the living and working conditions of the area will dramatically improve. Blue Lake will thus benefit from the development of infrastructure and employment, increasing the economic value of the local area.

Social Agenda The proposal will add social value to the site by uniting communities to support wellness within the area. The support is improvidency the clients and stakeholders of the project to explore a new approach to health care.

Value for Ebbsfleet The proposal explicitly endorses the strategic visions of all invested governing bodies, including the Ebbsfleet Development Corporation, Gravesham’s local council, and the Kent County Council. Strategically, this will add social value to the wider borough.

44. (Value Management in Building Design and Construction, 2020) 84

Value Evaluation

85

Proposal on Site

CONCLUSION 86

87

Conclusion

Conclusion Ebbsfleet Garden City is being advertised to encourage struggling home buyers in London to take up residence in the newly built region with close transport links to the city. According to the existing master plan, extensive investment has been made in residential developments. It is made clear that existing residents within the area will be supported in light of the upcoming developments; however, the area will undergo a degree of gentrification. As a result, current residents will become alienated. It was this scenario that was used as the basis for the thesis.

The project aims to establish a middle ground between the two communities through shared activities. However, for the scheme to succeed, strong backing from the community and its organization is necessary. The failure to construct a CIC, which is made up of local organizations and community groups, would likely result in the failure of the project social agenda in the long run. The connection between locals and the project must be established from its inception.

88

Play Lake: Wellness Centre, in compliance with regional and national legislation. In terms of social, economic, and infrastructure objectives, the proposal complies with the legislative guidelines and, in some cases, goes beyond them. The overhanging nature of the design on the quarry edge may pose planning challenges. However, the technical report supports its structural strategy for obtaining approval.

Although owning the land directly, Ebbsfleet Development Corporation is also a client and funder of the project and has a significant stake in its success. Through their involvement, there are greater chances that construction will proceed smoothly.

The construction process has a high level of risk in that it disturbs the natural environment of Blue Lake; however, the value of the final product outweighs this risk. The involvement of the CIC enterprise in the planning and construction process would also contribute to the project’s success since all organizations invested in the project, and the site would support the project’s goals. Project value arises from the social changes and health improvements the region is currently undergoing.

Rammed earth from the excavated chalk quarry was based on aesthetics and performance. This decision increased the project’s yield value, thus producing a

Conclusion / Reflection

cost-to-performance value that was attractive to the client investors.

Reflection The conclusion I reached regarding the strategic report is that it provided an in-depth analysis of the thesis project through the lens of strategic development. Due to building design and construction complexity, I believe that the project is unlikely to be completed.

The project extends the limits of rammed earth construction and needs to be simplified to reach a buildable result. Essentially, the design would be simplified, and its location would be moved to another area within Blue Lake. Though it is a speculative project, it aims to increase wellness through its connection to nature.

Since the site’s land represents an investment opportunity for EDC to generate income by activating its leisure capabilities, it is unlikely that the site would be purchased at a peppercorn rent.

However, Ebbsfleet Development Corporation should seek to create social value from its master plan by partnering with local organizations.

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