MArchD First Year MPL

MPL COURSEWORK 2017-2018 CTM, Executive Summary and CV

Rob Goacher 17025351 MPL P30028 2017-18

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Contents MPL Coursework 2017-2018

Critical Thinking Model

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Executive Summary

Page 5

CV

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Rob Goacher 17025351 MPL P30028 2017-18

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Critical Thinking Model (CTM) MPL Coursework 2017-2018 Lucidchart Link: https://www.lucidchart.com/invitations/accept/9b3b7335-89da-48bc-89e9-d6e62012cf22 Rob Goacher 17025351 MPL P30028 2017-18 CTM

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Critical Thinking Model Rob Goacher 17025351

Human

Intellectual

MPL P30028

Time Talent Industry Relationships

Background Experience Knowledge and Ability Specialism (i.e.IARD) Community Engagement Knowledge

EXTERNAL ASSETS

Internal

Learning Objectives 1,3

Software Material Samples Community Engagement Equipment Office Furniture and Equipment i.e.

Plotters and PCs. Staff Comforts (i.e. Tea, Coffee etc.)

Knowledge Library

Future

Physical

20 employees Executive Team 1 Managing Director 2/3 (Initially 1) Director(s) 1 Workforce Representative Democratic Workplace

8 Architects 7 Architectural Assistants 2 Community Specialists 2 Regeneration Specialists 1 Office Manager

FUTURE ASSETS

More Software/Samples and Libraries More Equipment, Furniture Secure (Owned) Office

National/International Planning Networks Larger Networks

This allows us to understand who to work together better. Who to hire so we have complementary personalities. We can speak in the same common language, and organise ourselves better.

Human More StaffTime/Talent More Industry Relationships

Network of Consultants

Design, Placemaking and Architectural Regeneration. Practice.

Learning Objective 1 Understand the basic micro and macro principles of business and the ability to formulate an appropriate systematic business model to achieve the realization of a declared commercial objective.

Add Too

EXECUTIVE SUMMARY

RIBA Work Stages

Keep links with universities to attract future talent as well as form academic and

CV

Volunteers Network of Communities

RIBA Benchmarking Use

WORK FORCE

RIBA Business Benchmarking (2016) Report to help understand how to run practice.

As Necessary

Who works for GR Studio?

EXTERNAL WORK FORCE

Learning Objectives 1,2,3,4,6

Architects

Work within the industry standard work stages, working on projects from iteration with groups. towards planning, design and construction, staying with the projects in stage 7, in use even thinking about deconstruction and future use. Not to over-specify uses as per Hamdi (Reject Exactness False/PEAS)(Hamdi, 2010)

Time

£

Cost

Internal Research Process

Learning Objectives 1,2,3,4,5,6,7

Construction Management Process

Community Engagement Process Regeneration Process

FUTURE WORK PROCESS

Constant Improvement

0

6

RIBA Plan of Work

5

4

2 3

of GR Studio

Personal Managers

RISK Have we enough?

BENEFIT Gain Knowledge

RISK Upstart Cost Responsible for Financial Management Staff Costs BENEFIT Money In Profit Control

RISKS/ BENEFITS

Focus on Stage 0-1 and with stage 7 thought about too.

Stage 0-1 Joint production of brief/programme Community Engagement

PI

Learning Objectives 1,4,6

EXTERNAL WORK PROCESS

Community Schemes User Led Design Context Led Design Morally and financial profitability.

Finance

Our Copyrights

Community

Learning Objectives 1,3

Engagement

Consultants

How would we be Happy?

RIBA Guide to Understanding Risk Management Use this guide to help understand risks.

Network

SATISFACTION/ FRUSTRATION of GR Studio

Learning Objective 1

Control of finances Keep an eye on Finances budget/cost-rate calculations Borrow Financing Ideas from the business world.

Community Engagement Process GR Studio Literature Placemaking Process

COPYRIGHT -ed items of GR Studio

GR STUDIO

Our Work

pricing framework so not kickback from clients. In line with the industry. Collected together in a database.

Learning Objectives 1,3

of GR Studio

Learning Objective 1,3

and project involvement connected to investment into the studio.

RIBA Benchmarking Use RIBA Business Benchmarking (2016) Report to help understand how to run practice.

Government Larger

Value of Relationships

NGOs/Community Organisations

Organisations

Learning Objectives 1,2,5,6,7

Community Organisations

RISK

-Temporary Urbanism-i.e.

Richard Hamilton Project -Catalysts -Regeneration Projects -Community/User Involvement

Financial Depressions/Downturns Innovation Liability

Small Scale Developers

Resources RISK Gaining Talent Investment in Assets Hard to ensure Hierarchy Hiring the right people?

BENEFIT Resources we need and want Good Team.

Friendships and Democracy.

Social Media

Extra Profit Money to Good Causes Friendly Office Work within multiple sectors

raises profile and produces relationships

Invest

£

Investors include staff, outside investors, bank loans and principally initially crowdfunding, possibly also charities, non-governmental organisations,

Moral Profit from

community engagement and with non-monetary benefits from community/NGO projects. Helps investors to take more raise practice's status. Some control of the company when Pro-Bono Work (Yearly-Future?). we have profits, but retain network of investors for further investments.

RELATIONSHIP DEVELOPMENT

Increase Profits by raising our profile, taking on small work, taking risks and innovating as well as working on unique projects.

Renegotiate

%

Fee Scale Practice Fee Scale for Type of Project/RIBA stage/s and work required.

£

FUTURE FINANCES

Reinvest Profits into community projects and our Company Assets.

Contractor Consultants Clients Planners Communities and Users Advisors

Networking

£

clients with lower fees to get more work, especially larger developers.

Relationships to deliver Projects

Clients

in Community Groups/Start up Projects. Planners Government University Community with communities, Groups clients and consultants. Local and National Groups

Small Design Projects balances

PROFIT -ABILITY

Possibility for patronage

Universities

BENEFIT

Reward loyalty of Openness of

of GR Studio

FUTURE RISKS/ BENEFITS

out lower earning community projects within the practice.

Creative Commons

Financial Loss Issues with Clients Boring/Dull Projects

Councils/Government Organisations

of GR Studio

Insurance and contract review to mitigate risk How can we be Profitable?

Add Too

CLIENTS

£

Knowledge

Work through Stages for projects- link to PEDRs. Not always used Focused for Architectural Projects

FUTURE CLIENTS

Value of Clients

Value of Risk

Value of Work Process

RIBA Plan of Work 7

Larger Developers

MPL helped me with the temporary urbanism project at the Richard Hamilton Building by making me think further about the connections and management of stakeholders and how community and user engagement can be incorporated further.

CONTEXT RESEARCH LED DESIGN

-Small Design Commissions -Profit -Company Catalyst

Value of Services

How MPL influenced the Design Project?

Learning Objective 5 Apply knowledge of current concepts of contract that govern relationships within the core and wider project team anticipating adaption and change.

WORK PROCESS

To ensure client relationship retain and acquire Clients

Private Clients

Innovative Expert Start-Up

1

Community and Self Starting Interventions

VALUE

Learning Objective 4

-Heritage Consultants -Environmental Consultants -Urban Design Consultants -Landscape Design -Planning Consultants -Sustainability Consultants -Placemaking/Community Consultants -Structural Engineers

Innovative Solutions Contextually Driven Well researched and thought out. Holistic Approach

Learning Objective 7 Make a comparative analysis and select appropriate forms of appointment and contract to safeguard the roles and responsibilities of all the parties involved

Demonstrate a deep and systematic understanding of the interrelationship of professional duties and responsibilities of the architect and the notion of 'professionalism'.

Quality

Catalysts

Creative Architectural Design

Learning Objective 3

External Consultants

Cash-flow Analysis Time Sheet/Time Management Process Revenue Management

Work Force and Process

Network for Future Work.

Learning Objective 6

Evaluate and implement basic effective financial and value principles of cost control in the changing business and project contexts of architecture.

Strong Feasibility Framework

Financial

Provide a range of options for clients to chose. Bespoke options in line with RIBA work stages.

Broad range of services

Work effectively in multiple teams with reasonable professionalism towards society, clients, the project team and other architects.

Value of Work Force

Community Liaisons /Volunteers

with placemaking /architectural regeneration specialisation

Collaboration with client, communities, artists, NGOs and consultants.

Appraise the complex formal relationship with the client / multiple stakeholders how their expectations should be managed throughout the design and construction processes, including the preparation of the brief, anticipating for adaption and change.

with The Industry. Engineers, Other Architects, Placemaking Practices, Contractors and planners.

For reference and precedents as well as external specialists and 'local' experts.

RIBA Work Stages

My Skills, Experience and Education.

See Attached CV.

Expanding GR Studio's Values See Attached Executive Summary

Collaboration

What do you want?

community links.

Learning Objective 2

2 Architects 2 Architectural Assistants

MPL P30028 2017-18 CTM

Placemaking and small community driven architectural interventions towards larger regeneration projects. Look at Catalyst Projects for further work and for the studio.

Look at applicants Personalities to see if they'll fit into the team. Create Project Teams through personalities and link managers with clients through their personalities.

Learning Objectives 1,2,6

Academic Links.

Start with

FUTURE PERSONALITY TEST

Feasibility Studies Design Analysis Well researched Financial planning Programme Development

Small design projects, placemaking and architectural regeneration.

Our Value

4 employees

Rob Goacher 17025351

UK (Oxford Based), to expand to the World, Support NGOs and Organisations in Less Developed Countries in pro-bono workshops/ projects when successful.

Learning Objectives 1,4,5

Value of Assets

Varied Services

SERVICES

of GR Studio

Turbulent 63%

Increased Knowledge Various Specialisations.

FUTURE EXTERNAL WORK FORCE

FUTURE WORK FORCE

Prospecting 65%

Intellectual

Academics

Regeneration Specialists

PROFILE

Human

FUTURE EXTERNAL ASSETS

FUTURE SERVICES

Network for Future Work

Successful Management

Securer Finances

Architects with more varied specialisation

Thinking 54%

£

Community/User Driven.

Look at Placemaking Literature and work with communities to form successful places. Keep up to date and adopt new ideas.

Work with communities within non-community projects and work on community projects. Work with council, initially Oxford Council to gain community projects.

Intuitive 67%

Secure Cash Flow Number of Projects (No single piece of work with rely on) Accounts receivable larger than liabilities and costs

Financial

Community Organisers/ Specialist Liaisons

design experience, knowledge and ideas.

Financial

£

Connection

Studio highlights our

LLC

Placemake

Initially work on temporary projects build up reputation, cheap ways to get noticed, help communities and form networks. Work on Catalysts to enable further work in line with PEAS model (Hamdi, 2010)

Rejuvenate or Reinvention.

Our Aim is to rethink places to

Community Driven.

Limited Liability Company

Networks and Collaborations Communities and Consultants Oxford Planning Networks

Temporary

R is for Regeneration or better serve there users.

Introverted 51%

Human Physical

Touch, Firm Identity

Placemaking Literature

of GR Studio

External

Increase Current Services Build Wide ranging programmatic and long-term regeneration and placemaking strategies.

G is for Goacher. Personal

Type: ?The Logician? (INTP-T) Role: Analyst Strategy: Constant Improvement

Planning Knowledge

Now

Management Framework

Intellectual

SUCCESSFUL RESILIENT PLACES

GR Studio Facilitates this.

Personality (16 Personalities Test) Rob Goacher:

ASSETS

Key This Critical Thinking Model (CTM) will explore the methodology of the Speculative GR Studio, a regeneration, placemaking and architecture practice. This model shows the connections and interactions between the different aspects of organisation of the practice in particular relation to temporary interventions for the Richard Hamilton School of Arts at Oxford Brookes University on It's Headington Hill Campus. The estates department of the university has asked us to provide proposals to strengthen and maintain the School's resilience during the closure and redevelopment of the adjacent Helena Kennedy Student Centre.

GOOD DESIGN

COMMUNITY

RELATIONSHIPS

JCT Contracts Appropriate Contract for JCT each Project.

CONTRACT Why? Well Known in industry In Architect's Interest Backed up by Profession

FUTURE RELATIONSHIPS

Work with other practices Work with other consultants and community groups Increase Networks Increase Social Media Presence Increase Competitions Establish Yearly NGO Projects Write Web Articles and a website 'blog'

RIBA Standard Agreements

of GR Studio

Traditional Procurement Methods, Well known and easy to understand.

Learning Objectives 1,2,4,5,6,7

INTERNAL RELATIONSHIPS

Allow for better community, NGO opportunities and Pro-Bono Work.

Relationships to acquire clients Networks RIBA Chartered Practice Website Referrals Social Media Publications Competitions Industry Events Adverts

Personal Unique Relationships with each client. Specified Project Architect and team assigned to each project/client.

Relationships to retain clients

Relationships to Mitigate Risk

Personal Relationships Communication Expertise Our Work Force, Services and Value Contractor Links

Consultants Communication Contractors Clients

Inter-Office Democracy Practice wide weekly progress meeting and weekly social events.

Management Framework Executive Team 1 Managing Director 3 (Initially 1) Director(s) Democratic Workplace

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Figure 20: GR Studio Logo with Ink (Goacher, 2018).

Executive Summary MPL Coursework 2017-2018

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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Contents

01.Preface

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02.Profile

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03.Services

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04.Clients

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05.Assets

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06.Workforce

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07.Work Process

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08.Risks and Benefits, Profitability, Satisfaction and Frustration and Copyright.

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09.Relationships

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10.Overall Value

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11.Bibliography and Figure List

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Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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01.Preface

We’re a regeneration, placemaking and architectural practice. Our focus is community engagement and placemaking, initially we’ll focus on catalysts to build client networks and increase workload.

We’ll look at placemaking literature which highlights catalyst’s importance, i.e. Hamdi’s 2010 “Placemaker’s Guide to Building Community” and explore entrepreneurial practice, i.e. within the ‘The Future for Architects?’ report (Jamieson, 2011) and ‘Emerging Methods of Architecture Practice’ (Scharphie. 2014).

An example is our intervention proposals (Figure 01) for the Richard Hamilton School of Arts at Oxford Brookes. The estates department asked us to provide proposals to strengthen and maintain the school’s resilience during the redevelopment of the adjacent building, we focused on a community/user-driven design process, incorporating placemaking and community engagement techniques.

Figure 01: Flexi-Space Perspective from Side Path, Part of Temporary Interventions at the Richard Hamilton School of Art (Goacher, 2017).

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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02.Profile

Our catalysts will build networks for future projects and enable better community engagement and insights into future project needs; therefore providing for better placemaking (Hamdi, 2010). This’ll allow larger projects to develop with catalyst partners.

My values are expressed within my CV. I completed the 16 personalities test (Figure 02)(16Personalities, 2018), which showed me as a Logician, reflecting our analytical process. When hiring, we’ll ask interviewees to complete the test, so our team will have complementary personalities, improving teamwork.

Figure 02: 16 Personalities Test for Rob Goacher. (Adapted by Goacher from 16 Personalities, 2018).

We’ll start in Oxford, with existing projects/ networks, as our networks expand, we’ll expand into other UK areas, and the world also via pro-bono workshops/ projects. Successful placemaking relies on understanding user/inhabitant needs and being a link between stakeholders (Figure 03)(Hamdi, 2010)(Project for Public Spaces, 2009), we’ll use this literature to build placemaking frameworks (Figure 04).

We’re a Limited Liability Company, meaning I won’t be personally liable, allowing for flexible management and the ability to grow, take on work and have better tax options than sole traders. But disadvantages occur, i.e. all accounts being public and having to have necessary startup capital. (Startups, 2018)(Holmes, 2017).

Figure 03: The Place Diagram, What makes a great place? (Project for public spaces, 2009)

Figure 04: GR Studio as the Facilitator (Goacher, 2018)

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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03.Services COLLABORATORS

=N etw

We’ll offer architectural-design services; with well-researched and holistic approaches. We’ll collaborate within the AECO industry (Figure 05); creating networks for future work.

s

ork

We’ll offer varied services (Figure 05), including feasibility, architectural-design and programme development. We’ll provide options conforming to the RIBA work stages Ex Ne isti in bespoke packages. tw ng or ks We’ll successfully placemake, in line with literature (Hamdi, 2010)(Project for Public spaces, 2009) with projects being community/user-driven; the cornerstone of our services. We’ll initially emphasise temporary interventions, to form catalysts in our business and within placemaking to enable further community development (Hamdi, 2010). We’ll provide project New s management with analytical attention t Clien and use academic and external links to enhance project management and use.

In the future, we’ll increase our services.

We’ll build wide-ranging regeneration and placemaking strategies based on analytical and practical expertise.

The Architecture, Engineering, Construction and Operations (AECO) Industry Engineers Contractors Artists and Craftspeople Professional Bodies Communities and Community Liaisons Planners Government/Councils External Specialists and Consultants Other Architects Local Experts Placemaking Practices

Fu W tur or e k

INITIAL SERVICES Community/User Driven Temporary Interventions Catalyst Projects Small Design Projects

+

SERVICES Architectural Design Analysis Well-Researched Feasibility Studies Financial Planning Programme Development Community Engagement Regeneration Placemaking Development.

+

La Ne rge tw r or ks

FUTURE SERVICES Wide Ranging Regeneration and Placemaking Architectural Developments and Strategies

d se a re Inc ofile Pr

Figure 05: Collaborators and Services (Goacher, 2018).

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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04.Clients

INITIAL CLIENTS Ex Ne isti tw ng or ks

s

Community Organisations (Community Engagement, Feasibility, Research, Catalysts, Regeneration projects, Placemaking )

ts on er etiti v Ad mp Co

Universities (Feasibility, Research, Catalysts, Regeneration projects) Councils/Government (Feasibility, Research, Catalysts, Regeneration projects, Placemaking, Community Engagement)

We’ll have many initial clients, using existing connections and advertisements to attract smaller developers, community/government organisations and private clients.

tain

La Ne rge tw r or ks

Re

They’ll act as a catalyst for the company, attracting clients. The smaller projects will help fund the practice’s community endeavours. In the future, through entering competitions, building a larger client network and raising our profile we’ll work with larger developers, NGOs, community and government organisations for larger more varied New s t projects.

Clien

Small Scale Developers (Feasibility, Design Projects) Private Clients (Design Projects)

+

Catalyst for the Studio Overtime, small scale design projects fund practice Pro-Bono community work

FUTURE CLIENTS NGOs Community Organisations (Community Engagement, Feasibility, Research, Larger Regeneration and placemaking projects) Government (Community Engagement, Feasibility, Research, Larger, more varied Regeneration and placemaking projects)

d se a re Inc ofile Pr

Larger Developers/Clients (Community Engagement, Feasibility, Research, Larger, more varied Regeneration, design and placemaking projects)

Figure 06: Client Strategy (Goacher, 2018).

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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05.Assets

INITIAL ASSETS

Our financial assets include secure cash-flows, from diverse projects; not reliant on single projects or types, so if economic downturns occur, we’re financially secure. We’ll ensure accounts receivable are larger than liabilities and costs, by time-sheet taking, project costings and budget/cost-rate calculations (Holmes, 2017). In the future we’ll have securer finances and increased profits, to reinvest in ourselves and in pro-bono projects.

Our physical assets include software, office furniture, equipment and literature, allowing us to operate. In the future our physical assets will expand with more software (i.e. BIM), equipment and literature. We’ll own our office, increasing financial security.

My intellectual assets, include my ability, highlighted within my CV. The engagement and placemaking knowledge gained from my specialisation (IARD) also adds value. Externally, consultant/planning networks will act as intellectual assets, as we grow we’ll increase these by gaining knowledge and recruiting staff with varied specialisations to diversify and expand.

Our staff’s time and talent are our human assets. Externally they’ll include networks and collaborations, forming planning networks within and outside of Oxford, facilitating future projects.

In the future, extra staff will increase our assets as will larger networks to facilitate projects and allow projects to be community-driven via community networks, leading to successful placemaking (Hamdi, 2010).

£

Financial (Secure Cash Flow-Number of Projects (No single piece of work with rely on)Accounts receivable larger than liabilities and costs ) Physical (Software,Material Samples Community Engagement Equipment Office Furniture and Equipment, Staff Comforts, Knowledge Library) Human (Time, Talent, Industry relationships) Intellectual (Background Experience, Knowledge and Ability, Specialism (i.e.IARD) Community Engagement knowledge) External (Human- Networks and Collaborations, Communities and Consultants, Oxford Planning Networks, Intellectual-Planning Knowledge)

+

FUTURE SERVICES Financial (Securer Finances, Pay for ProBono Community Projects) Physical (More Software/Samples and Libraries, More Equipment, Furniture, Secure (Owned) Office) Human (More Staff, Time and Talent, More Industry Relationships and Networks) Intellectual (Increased Knowledge and Variety of Specialisations) External (Human-National/International Planning networks, larger networks)

nd if t a ss o Pr cce Su

Figure 07: Assets (Goacher, 2018).

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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06.Workforce INITIAL WORKFORCE 4 Employees

ce l la cia e kp so tic t. or d ac un W an Pr co tic gs on ac ra tin g to oc ee tin in m m vo en De ekly with tak e , be W ts e n to ev ues s Is

Our workforce consists primarily of architects, with placemaking and engagement expertise, starting with 4 employees (Figure 08). The practice will use external consultants as necessary, including engineers, heritage consultants and community liaisons to help with engagement. In the future we’ll increase to 20 staff members within 4 years (Figure 08), this allows the community to be expert and recognises community needs resulting in successful placemaking (Hamdi, 2010). Our practice will have more architectural assistants than common (The Fees Bureau, 2016), allowing us to create a future talent pool. We’ll use the RIBA Business Benchmarking Report as inspiration for business decisions (The Fees Bureau, 2016).

2 Architects (With Placemaking and Architectural regeneration specialisations) 2 Architectural Assistants (Create a Talent Pool)

Our management will be led by an executive team, featuring the Managing Director, directors and a workforce representative (Figure 08). We’ll work democratically, with weekly meetings and social events. In the future we’ll create a network of consultants/ communities and liaise with academics for constant improvements to our processes. We’ll ensure collaboration with our clients, communities and consultants to allow knowledge exchange and to increase placemaking success.

+

FUTURE WORKFORCE 20 Employees 8 Architects (With more varied specialisations) 7 Architectural Assistants (Create a Talent Pool) 2 Community Specialists (Engagers, Organisers, Specialists, Liaisons) 2 Regeneration Specialists (Experts in Regeneration and Placemaking) 1 Office Manager (Help run the practice)

& it, of cess r P c th Su row G

MANAGEMENT FRAMEWORK Executive Team (Weekly Executive Meeting) Managing Director (In charge, Final decision) 2/3 (Initially 1) Director (s) (Senior Architects/Specialists, Chosen by Stake in Company’s Shares and Seniority) 1 Workforce Representative (Elected by Staff)

Figure 08: Management and Staffing Structure (Goacher, 2018).

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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07.Work Process

We’ll have research processes allowing staff to conduct research to enhance our thinking; improving feasibility frameworks and context/ research-led design. We’ll work within the RIBA plan of work and with project managers and contractors to create construction management processes within stage 5 to facilitate wellmanaged construction. The work process will have financial elements; we’ll conduct regular financial analysis and reconfigure the company in response to ensure we’re financially sound.

t en m ge ce ga ses Pla En es ful 0). ity oc ss 01 un pr ce i, 2 m ll uc d m n a S am Co i sure g (H En akin To m

We’ll follow the RIBA Plan of Work; allowing us to easily collaborate with contractors/ consultants as its well known, though we’ll have frameworks in place to form bespoke plans, especially if they focus on community engagement or pro-bono projects. We’ll focus on stages 0-1 and 7 (RIBA Plan of Work, 2013), emphasising user involvement; ensuring successful placemaking.

INITIAL WORK PROCESS

Pr Our processes take inspiration from Su ofit placemaking literature. They’’ll mimic Hamdi’s & cce , Gr s emphasis on catalysts, enabling future projects ow s th and establishing user-needs before too much investment (Hamdi, 2010).

We’ll have personal project managers to ensure clients have a first point of call allowing ease of communication; helping retain and acquire clients. We’ll engage with communities on each project; enabling successful placemaking (Project for Public Spaces, 2009). In the future, our processes will be refined ensuring the Time-Quality-Cost triangle is best balanced.

RIBA Plan of Work (Easy to Collaborate and is well known, Focus on Stages 0-1 & 7, to emphasis user involvement, ensure successful placemaking) Unique Processes for Projects (Bespoke plans for community engagement and pro-bono work) regeneration specialisations) Construction Management (Collaborate with contractors and consultants to facilitate well-managed construction) Financial (Cash Flow Analysis, Time Sheet Management/Review, Revenue and Budget Management) Internal Research Process (Allow staff to research to enhance practice knowledge, intellectual assets and thinking) Catalysts (Community/Self-Starting Interventions, establish user needs before too much investment, ensuring successful placemaking (Hamdi, 2010)) Personal Managers (To ensure good client-architect relationships and to retain and acquire clients) External (Community Engagement and Consultant Networks)

+

FUTURE WORK PROCESS Refine Processes (Community Engagement Processes, Regeneration Processes via Constant Improvement and Academic and Industry Links, Balance the Time-Cost-Quality Triangle)

Figure 09: Work Process (Goacher, 2018).

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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08.Risks and Benefits Profitability, Satisfaction and Frustration and Copyright.

It’s uncertain whether we’ll have enough knowledge to successfully manage the practice; through my experience, I hope I will. There’s financial risk to startups, though being a LLC mitigates some risk, there are risks with upstart and staffing costs before we’re profitable.

Concerning our resources; there’s risks in gaining talent, this could be mitigated via interview processes and the aforementioned personality syncing. Investing in assets requires financial risk and careful decision making. Ensuring hierarchy within the workplace is also hard, risking cohesion, we’ll mitigate this via the aforementioned office democracy; bringing benefits of a cohesive wellresourced team.

We’ll have PI insurance and conduct contract reviews, mitigating risk (Holmes, 2017). We’ll review the RIBA Guide to Understanding Risk Management to help understand risk (RIBA Insurance Agency, 2015). We’ll establish the scope of works for each project in a RIBA standard agreement, reducing risk as clients know the services we’ve been contracted to provide (Holmes, 2017).

STRENGTHS • • • • •

Placemaking and Community Engagement Specialisation Varied Skills and Knowledge Analytical and research-led design Established networks in Oxford and further-a-field.

A variety of projects and project types.

WEAKNESSES • •

Minimal experience due to being a start-up practice The team will have little time to get to know one another before going all in the new practice.

OPPORTUNITIES • • • •

Exciting world-changing work.

Community-led design gives a wide range of new and exciting opportunities.

Opportunity to work with academics and work with new ideas and theories.

Opportunity to work with new, unique work processes.

Future risks include risks caused by downturns THREATS and sector change, but this will be mitigated by • Community projects may be diversity of projects. Continuing to innovate will extremely time consuming and not give significant financial return. be challenging, but with constant improvement, • As we are new we may struggle to community engagement and literature review we’ll compete with established firms. achieve this. Future success will bring benefits, • Global financial uncertainly, surrounding Brexit and resulting with extra profit, allowing for pro-bono and varied sector change may hit a new startprojects. We’ll undertake SWOT analysis annually up hard. to evaluate risks and how to mitigate these (Figure 10).

Figure 10: SWOT Analysis (Goacher, 2018).

Rob Goacher 17025351 MPL P30028 2017-18 Executive Summary

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INITIAL PROFITABILITY

To be profitable (Figure 11), we’ll watch our finances, looking at innovative ideas (Scharphie.

2014) and by completing timesheets, regular project costings and budget/cost-rate calculations (Holmes, 2017). We’ll have transparent pricing frameworks, so we don’t get kickback from clients, this’ll be similar to the industry by reviewing the RIBA business benchmarking report (The Fees Bureau, 2016), which will help us compare ourselves to other practice’s profitability processes.

The fee-scale will reflect the project type, work stages and community engagement required; producing profitable, competitive solutions.

We’ll allow clients to invest directly into the studio and look at innovative investment strategies.

Investment may come from staff, outside investors and principally crowdfunding, so not to be in the hand of a single investor.

We’ll work on projects i.e. house extensions so we can afford to be morally profitable; gaining benefits from community projects which may cost us resources and money; this’ll raise our profile and attract profitable projects.

Future finances shall be sound, with increased profits by raising our profile, taking on a variety of work and taking risks. We’ll reward client loyalty with reduced fees, to gain more projects. We’ll use profits to take back control from investors, whilst retaining networks for future investment, we’ll use profits to reinvest in community projects and studio assets.

£

Control of Finances (Watch our finances, looking at innovative ideas and complete time-sheets, regular project costings and budget/cost-rate calculations) Small Design Projects (Balance out lower earning community projects) Moral Profit (From community engagement and non-monetary benefits from community/NGO projects. Helps raise practice’s status. Some ProBono Work) Fee Scale (Practice Fee Scale for Type of Project/RIBA stage/s and work required.)

Investors (Staff, outside investors, bank loans and principally initially crowd-funding) Patronage (Patronage and project involvement connected to investment into the studio.)

RIBA Benchmarking (Use RIBA Business Benchmarking (2016) Report to help understand how to run practice.)

Openess (Open pricing framework so no kickback from clients. In line with the industry.)

+

FUTURE PROFITABILITY Reward Loyalty (Loyalty of clients rewarded with lower fees to get more work, especially larger developers.)

Renegotiate (Renegotiate with investors to take more control of the company, retain network of investors for future investments.)

Reinvest Profits (Into community projects, probono work and studio assets.)

Increase Profits (Increase Profits by raising our profile, taking on small work, taking risks and innovating as well as working on unique projects.)

MO

RA

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& fit, ss o Pr cce th Su row G

M o Fi ral Pr nan an of c d ita ial bil ity

Figure 11: Profitability (Goacher, 2018).

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I’ll be satisfied if we successfully placemake/regenerate in line with criteria developed by Hamdi and others (Hamdi, 2010) with moral and financial profitability.

We’ll be unsuccessful, if we have financial issues, client conflicts and become reliant on dull projects.

Our work will retain its intellectual content via copyright (Figure 12). With lawyers we’ll create frameworks and though mostly our work will be ‘All Rights Reserved’, some community projects will be under Creative Commons licenses, particularly the Attribution-ShareAlike license, allowing communities to continue engagement processes without legal ramifications (Creative Commons, 2018). We’ll ensure our IT systems are protected.

Our placemaking-processes will differ and be copyrighted to create an unique selling point. We’ll produce literature to provide a profitable bank of our processes/strategies, this’ll also be copyrighted.

Figure 12: Copyright (Goacher, 2018).

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09.Relationships

We’ll work with stakeholders to successfully placemake and build networks to deliver projects (Figure 13).

To acquire clients (Figure 14) we’ll use many techniques (Figure 15).

Through entering competitions, we’ll gain interesting work and raise our profile. We’ll retain clients via the aforementioned personal managers and in other ways (Figure 16). To develop these relationships we’ll raise our profile (Figure 17) including online. Future relationships will result in profits; enabling pro-bono projects.

We’ll expand the reach of our ideas via online articles.

Relationships can mitigate risk; good communication between parties should make us less liable, as does our company type and other relationships (Figure 18). Internally, we’ll be democratic, encouraging teamwork with weekly meetings facilitating this with a defined management framework.

RELATIONSHIPS TO DELIVER A PROJECT Contractors, Consultants, Clients, Planners, Communities and Users Advisors

CLIENTS Planners Government University Community Groups Small Developers Large Developers Private Clients

RELATIONSHIPS TO ACQUIRE CLIENTS Networking RIBA Chartered Practice Website Referrals Social Media Publications Competitions Industry Events Advertisements

Figure 13: Relationships Figure 14: Clients to Deliver Projects (Goacher, 2018).

(Goacher, 2018).

Figure 15: Relationships to Acquire Clients (Goacher, 2018).

RELATIONSHIPS TO RETAIN CLIENTS

RAISING GR STUDIO’S PROFILE

RELATIONSHIPS TO MITIGATE RISK

Personal Relationships Communication Expertise Our Workforce, Services and Value .

Contractor Links

Social Media Networking Community Links Competitions NGO Projects Website Articles Collaboration Publications Great Architecture Referrals

Insurers Lawyers Communication with Consultants Contractors & Clients.

Figure 17: Raising GR Studio’s Profile (Goacher, 2018).

Figure 18: Relationships to Mitigate Risk (Goacher, 2018).

Personal Managers-Unique Client, Architect Relationship Figure 16: Relationships to Retain Clients (Goacher, 2018).

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We’ll use traditional procurement routes; standard RIBA agreements, these have advantages, they’re well known within the industry, allow for greater control over design for the clients, a direct legal relationship between client and consultants; reducing liability for architects. Design rests with the designers, allowing ourselves greater control (Holmes, 2017). Management responsibility is held firmly by the contractor and there isn’t scope for dispute over defects; reducing our liability (Holmes, 2017) (Designing Buildings, 2018). Though there are disadvantages including clients having greater management burdens (Holmes, 2017), I feel its suitable, especially for smaller projects.

We’ll use JCT building contracts (Figure 19); they’re advantageous being designed for our profession and being easy to navigate without legal knowledge and easily customisable (Holmes, 2017)(RIBA, 2018), but, unique contracts could be developed for larger, complex projects. We’ll conduct contract review with lawyers and insurers to ensure we’ve not had liability placed on us (Holmes, 2017).

Figure 19: JCT Intermediate Building Contract (JCT, 2018).

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10.Conclusion

Overall we have value; composed from the aforementioned themes. This value is principally our placemaking and regeneration ability; due to our community/ user-driven approach, based on academic sources, such as Hamdi (Hamdi, 2010).

We’ll use this to create a morally and financially sound studio.

Figure 20: GR Studio Logo with Ink (Goacher, 2018).

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11.Bibliography and Figure List Bibliography 16Personalities. (2018). Free personality test, type descriptions, relationship and career advice | 16Personalities. [online] Available at: https://www.16personalities.com/ [Accessed 7 Feb. 2018].

Creative Commons. (2018). About The Licenses - Creative Commons. [online] Available at: https:// creativecommons.org/licenses/ [Accessed 7 Feb. 2018].

Designing Buildings. (2018). Procurement route - Designing Buildings Wiki. [online] Available at: https:// www.designingbuildings.co.uk/wiki/Procurement_route [Accessed 7 Feb. 2018].

Hamdi, N. (2010). The placemaker’s guide to building community. London: Earthscan.

Holmes, M. (2017). MArchD Seminar – Risks and Benefits. Oxford Brookes University Jamieson, C. (2011). The Future for Architects?. [online] London: RIBA/ Building Futures. Available at: http://www.buildingfutures.org.uk/assets/downloads/The_Future_for_Architects_Full_Report_2.pdf [Accessed 7 Feb. 2018].

Project for Public Spaces. (2009). What Makes a Successful Place?. [online] Available at: https://www. pps.org/article/grplacefeat [Accessed 14 Jan. 2018].

RIBA. (2018). RIBA Contracts. [online] Available at: https://www.architecture.com/ribacontracts [Accessed 7 Feb. 2018].

RIBA Insurance Agency (2015). RIBA Guide to understanding risk management. [online] London: RIBA Insurance Agency. Available at: https://architectspi.ajginternational.com/media/1158/riba_guide_urm_ april_2015.pdf [Accessed 7 Feb. 2018].

RIBA Plan of Work. (2013). RIBA Plan of Work 2013. [online] Available at: https://www.ribaplanofwork. com/ [Accessed 7 Feb. 2018].

Scharphie, M. (2014). Emerging Modes of Architecture Practice. [online] Boston: Northeastern University. Available at: https://drive.google.com/file/d/0B4f6jvg1Nx6zVGZEcDZtMUN5SWM/view [Accessed 7 Feb. 2018].

Startups (2018). Choosing the right business structure | Startups.co.uk. [online] Available at: https:// startups.co.uk/choosing-the-right-business-structure [Accessed 7 Feb. 2018].

The Fees Bureau (2016). RIBA Business Benchmarking 2016. [online] London: RIBA. Available at: https://drive.google.com/file/d/0B4f6jvg1Nx6zVHQ3cFBKU3U2b1JzdXZwSW92TTlSWk5LU0ZV/view [Accessed 7 Feb. 2018].

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11.Bibliography and Figure List Figure List Figure 01: Goacher, R. (2017). Flexi-Space Perspective from Side Path, Part of Temporary Interventions at the Richard Hamilton School of Art. [image].

Figure 02: Goacher, R. (2018) adapted from 16 Personalities (2018). 16 Personalities Test for Rob Goacher. [diagram]. 16 Personalities [Online] Available at: https://www.16personalities.com/ [Accessed 7 Feb. 2018].

Figure 03: Project for public spaces (2009). The Place Diagram, What makes a great place?. [image] Available at: https://www.pps.org/article/grplacefeat [Accessed 15 Jan. 2018].

Figure 04: Goacher, R. (2018). GR Studio as the Facilitator. [image].

Figure 05: Goacher, R. (2018). Collaborators and Services. [image].

Figure 06: Goacher, R. (2018). Client Strategy. [image].

Figure 07: Goacher, R. (2018). Assets. [image].

Figure 08: Goacher, R. (2018). Management and Staffing Structure. [image].

Figure 09: Goacher, R. (2018). Work Process. [image].

Figure 10: Goacher, R. (2018). SWOT Analysis. [image].

Figure 11: Goacher, R. (2018). Profitability. [image].

Figure 12: Goacher, R. (2018). Copyright. [image].

Figure 13: Goacher, R. (2018). Relationships to Deliver Projects. [image].

Figure 14: Goacher, R. (2018). Clients. [image].

Figure 15: Goacher, R. (2018). Relationships to Acquire Clients. [image].

Figure 16: Goacher, R. (2018). Relationships to Retain Clients. [image].

Figure 17: Goacher, R. (2018). Raising GR Studio’s Profile. [image].

Figure 18: Goacher, R. (2018). Relationships to Mitigate Risk. [image].

Figure 19: JCT (2018). JCT Intermediate Building Contract. [image] Available at: https://www.jctltd.co.uk/ images/productimages/large/118_IC_LOW.jpg [Accessed 8 Feb. 2018].

Figure 20: Goacher, R. (2018). GR Studio Logo with Ink. [image].

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CV MPL Coursework 2017-2018

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Comedy Pod Sarajevo, Section 2015 Autocad and hand rendered with ink.

Robert Goacher Part II Student

Contact GreenAcres, Wood Lane, North Wheatley, Retford, Nottinghamshire, DN22 9BG

@ rob.goacher@googlemail.com

Connections Mapping, Sarajevo, 2015 Autocad, Adobe Illustrator and hand drawing.

07814609372 Rob Goacher

Myself I grew up on a fruit farm in North Nottinghamshire, providing a unique upbringing and contributing to my love of the outdoors. I enjoy architecture and art, from sketching to attending lectures and visiting exhibitions. I have a keen interest in world affairs and like to be well informed.

I have completed a BA (Hons) Architecture at Oxford Brookes, gaining a first class honours degree, where I had the opportunity to investigate resilience and the socio-political aspects of architecture in Unit D in my third year. I have since worked as a Part I assistant at Jessop and Cook Architects in Oxford, gaining a broad understanding of real-life architectural practice.

Recently, I have started my Part II MArchD Applied Design in Architecture, again at Oxford Brookes. I have specialised in International Architectural Regeneration and Development during my first year, allowing for me to continue to investigate themes from my undergraduate degree as well as investigating the role of conservation and regeneration in architecture.

Education Oxford Brookes School of Architecture, Oxford Brookes University, 2017MArchD Applied Design in Architecture (ARB/RIBA Part II) Specialisation: IARD Oxford Brookes School of Architecture, Oxford Brookes University, 2013-6 BA (Hons) Architecture with RIBA Part I exemption: First Class Honours

Knife Factory Catania, Section, 2015 Hand drawn and Adobe Photoshop.

A the end of Year 3 (2016), I won the Purcell Student Award for best contextual response to brief.

Retford Post 16 Centre, 2012-3 A-levels: -Art (A) -General Studies (A) -Physics (B) -Biology (C) AS-levels; -Maths (C) -Use of Maths (C) At the end of Post 16, I won the Jacky Lee Award for Art. Elizabethan High School, Retford 2007-12 GCSEs: -3xA* including Art and Geography -6xA including Maths, Product Design and 3xSciences -2xB I achieved many awards during secondary school, including winning school awards for attendance and merit count. I won science awards and the school achievement award in 2009. Helping start my creative journey towards architecture.

Work 2010 I completed a week work experience at Benoy Architects (Newark) and a week at RCS Printing (Retford).

Catalyst Event, Schedule, 2016 Hand drawn , Adobe Photoshop and Adobe Illustrator

F ri d

2009-2016 I worked for many years at CM & GW Goacher Ltd at farmers markets and in our farm shop; on weekends whilst at secondary school and during holidays whilst at university.

This provided important skills including punctuality and customer service.

2016I have worked as a Part I architectural assistant at Jessop and Cook Architects in Oxford since August 2016. I worked full time until September 2017, when I started my MArchD course, since I have worked a day a week.

During my time at Jessop and Cook, I learnt many skills including technical, collaborative and professional skills. I increased my architectural knowledge as well as learning how the construction, design and planning process works and how to collaborate with clients, contractors and local authorities.

I produced several drawings, details, reports, design and access statements and other documents.

ay

Exhibitions My work has been exhibited in a number of exhibitions including; -Oxford Brookes School of Architecture, end of year show, 2014/5 and 2016.

-Retford Post 16 end of year Art exhibition, 2012/13.

-Retford Art Society Autumn Exhibition, 2012

Skills Digital and Physical I have a good knowledge of many digital programmes including the y

following: Thu rsd a

I use these programmes regularly and I’m keen to explore and learn more programmes and digital representation techniques, to expand my knowledge and digital literacy.

sd

ay

Adobe Photoshop Adobe Illustrator Adobe Indesign Autocad Sketchup Rhino

d We

ne

I am also well versed in hand drawing and model making, collages and sketching are key features of my design development, with sketching being one of my favourite techniques.

Hand drawing Model making

Personal My personal skills include a full, clean driving licence, dedication, good time management and team work, emphasised by my work on collaborative projects at university and in my work as part of a team at Jessop and Cook.

I have also been involved in several volunteering projects, for example in 2013, I helped raise money for Bluebell Wood Children’s Hospice near Sheffield, by organising a raffle.

Tu es da y

References Peter Newton Associate Lecturer, Design Tutor, Oxford Brookes School of Architecture pnewton@brookes.ac.uk a

y

Pr e

Mo Up op -P

nd

Martin Shaw Associate, Jessop and Cook Architects martins@jessopandcook.co.uk

MPL Coursework 2017-2018

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