Starting aConversation
INTRODUCTIONThis brief document follows up from our site visit to Regent’s Universityon the 14th of May 2018. From the ‘Universities 2001-2018’ publicationyou would have received at AUDE you will be aware of our HigherEducation experience. This document covers some other areas, whichfollowing on from our discussion we thought you would be interested in.In particular we show some examples of our strategic planning, ormasterplan experience, which cover a range of themes relating to bothnew and existing building stock including how examples of makingexisting assets work harder.Much of what we discussed on our visit appeared to straddleexperiences we have had with both between our Higher Education andIndependent School clients. Therefore we have also included a fewexamples of our independent school projects. John Ridgett & Tim O’Rourke
Practice ProfileA brief insight into who we are and howwe work.
• Established in 2001.• 40 People in our Winchester, London and Exeter Studios.• 50 + Awards.• 15 RIBA Awards.• Majority of projects in the education sector, particularly the Independent School Sector and Further and Higher Education.• Significant Master Planning/architectural experience in historically important environments.
PRACTICE PROFILE“ Design Engine Architects are a very professional and dedicated company. The Directors and staff are very competent and really do consider the client’s needs. Some architectural practices are only interested in the design (and what the design can do for their practice). Design Engine really do want the client to have a building they can afford to own as well as one that delights them.” Kerry Hutchings Head of Major Projects, Foreign and Commonwealth OfficeDesign Engine Architects We undertake very careful analysis of the site which we use to lead In addition to the production of drawings and CGI’s, a uniquenessRichard Rose-Casemore, Richard Jobson and Rodney Graham us to the development of potential site-specific concepts arising of the practice is the use of physical models (produced in-house)formed Design Engine Architects as a Private Limited Company in from the brief. to explore and explain a project. These are valuable tools whenDecember 2001. describing ideas to user groups and stakeholders, as they bring a Design by dialogue clarity to a proposal that drawings sometimes cannot.Design Engine's projects are currently designed and delivered We like to develop our designs through close dialogue with allfrom its Winchester studios by a dedicated team of staff who offer a project stakeholders. This is a key part of our service and is never a Lessons learntfirst-class quality driven service to its clients. The practice has a time-limited exercise. We consider that the client briefing process Design Engine considers the delivery of a building to be a journeywealth of experience working on new buildings but also within is a key part of the relationship-building process and consequently for all parties concerned and the practice considers it vital thatsensitive historic settings and with construction budgets ranging Design Engine invests significantly in this aspect of its service. once it is completed an opportunity is made to reflect on thefrom £0.5 million - £85 million in value. positive and negative outcomes of the project, in order to Director-led Designs continuously improve its service.Design Engine's work holds the synthesis of high quality design Design Engine projects are always director-led from inception toand sustainability as a core value. Many completed projects have completion. Modelsbeen honored with awards, including RIBA Stirling Mid-list, an In addition to the production of drawings and CGI’s a uniquenessRIBA International Award, the LEAF (Leading European Architects Award-winning delivery of the practice is the sheer number of physical models that weForum) Sustainability Award and numerous RIBA, Civic Trust, RTPI The practice prides itself on the delivery. As much investment is produce to explore and explain a project. These become hugelyand BCI awards and commendations. given to the process of technical design and production important when describing ideas to stakeholders, as we find they information and contract administration as is given to client bring clarity to a proposal that drawings often cannot. Models areThe Practice has received 50 Design Awards since 2001. Currently briefing, scheme design delivery and the making of planning always supplemented by drawings and CGI’s which are producedthe practice employs 38 people which includes 22 qualified applications. Design Engine’s staff receive the best training in-house by our highly skilled team.architects, 10 assistant architects, 1 Interior Designer and 1 Graphic possible in order to deliver outstanding projects for it’s clients.Designer. Team approachThe practice is opening a London studio in January 2018. Design Engine likes to work closely with its client and consultant team alike and to date have enjoy long-term and fulfilling workingThe following activities characterize the practice’s approach to relationships with the many clients and professionals it hasall projects: encountered.Site analysis Design Communication
This section focuses on our approach to the strategic planningof university campuses rather than actual projects. Itillustrates the multitude of factors that we take on board whenreviewing how a campus may best evolve.The evolution of a campus can sometimes result in the needfor additional buildings or early studies can identify thatbetter or different use of existing buildings is moreappropriate.What characterises both our strategic planning work and ourcompleted buildings is a commitment to bespoke imaginativesolutions that enhance the student experience.
Strategic PlanningExperience
space budgespt ace model Space Analysis Key Stages Review of proposed Consultation strategy - not starting Focused interviews from first principles and workshops testing58,200 sqm gia space role space budget breakdown options The role of the spKaAc1e model is to support London Met’s Option 1 KA 1 campus ConceptThe space budget for brinagcinagdeamllicacvtiisvioitnieisncurorsennpt saitteocofeStthStwehithaunt’s is high-quality,Lodge and the Cottage provides lecture spacefit-for-purpose,potential to build an academic and office building large enough to support Development of a replace Herbert Jarman, releasing site KA 2. 1,300 Holm strong narrative forHolloway campus has beeflnexsibelteaatn5d8c,2o0st0-esffqemctivgeia. T(hgeroOssCOC maNsetweBr-upildlansDeeismmoalitinionnar/tuRtaoterial sApppraoxcimeate 6,460 Stableinternal area). This is baseodppoonrtusnpiatycetomraoddiceallliyngrewcoonrfkigbuyre existingGIAsspqamce tt(GeoaIpaApmrscoqxehm.)e+tle(a£/rsqnm)genCeorsta(£lM) 7,760 Holm Lodge the masterplanLondon wMielltsaenrvdebaunildeinsgtimat--hapetpeIMrfnodaetluilm8soita,wio5vlrie0nawg0bwolsea-rpky1lae-0bfcain,yerTS0dnhtt0epSiihnnwC0regiigotnht.tsuacmengti’xuespapLBdleosuedeisltgdrene:iinergtns-pc. leasnfor (approx.) 13%team. It 617 114 0.07 3,230 St James’s Hall all users. 1,180 Multistory art+d13e1 sign s1t1u4dios 0.01 1,300 Carpark St Elizabeth’s Hall 24% 43%tTyhpeesp.roTphoesseedresfpleaccteLbounddgo--ent MMCaisniaerddcxt’iuiessmlnatpructiiobmooruuntortfetaophgdleaioentaHHBnpcoueecierrorlbbfdroseelionlprrmsagttsrJJAbaasoothrr-ommtgA7erraacorannasadustEeivmgopxmtinhnsaicmio.c/bOueeifltfiistctye,oaenndhianntec2re3a0ac0 twioadanirrg.et+i11nt,,d33ae65els48 sssitgundi3wo,211s114o446/rlaksbhsops007..11.556 3002722 sqm DECANT HERBERT circulation teach+learn 18% St Grimbald’sgeneral space trends withi-n tAhcecHesigshsecrenEadruiBoucsiladitnthgioaBnt- Aescnaedaecbmtiloce/rOcafaficnmedpus to e1x2p00anrdehanedarsal+p3,e24r6formanc3e.9 space JARMAN AND HERBERT central 3500 3,470 11.8 functionsImplementationthe opportunities provided viacothnterascpt aotviaerl cdhaTOyaTsrAa,Lwcteeerkisstiacnsdoyfears. computing labs 1,880JARMAN EXTN INTOthe Holloway campus. - Excellent day-to-day and long-term flexibility. science labs (inc research) staff - Support for ongoing organisational and academsipc orts BUILDINGS A +B space chatnogceoomvmerutinmicea. te &WreD f2lect science labs1 teach+learn general 748 sqm POSSIBLE OFFICE 1,790 680 - Sustainable in both construction and operation.teach+leDaECrAnNT TsOpWDe1cial Student Residences 10,360 to make & doReviewing the2 teach+learn special Nursery3 teach+learn support phasing andto inform & inspire study commons KA 1 B 4,940 Main Building4 staff work space A 700Herbert Jarman St.Edburga WD 1 can be demolished library quiet study 1,350 library book stacks 6,990Kenneth Student teach+learn support Centre decanting strategyto collaborate & innovate Kettle Chapel 12%5 central functions to support & celebrate Library St.Alphege core work spaceQueens Road 6,400Fred Tom Student Village Atkinson 2 years, 6 months staff commons Wheeler John Stripe Theatre to connectPr&ograbmmeelOovenrvigew Alwyn Hall 830 748 sqm6 circulation 12 months 7,230 12%POSSIBLE OFFICE DECANT TO Project 0 staff work space TEMPORARY ACCOMMODATION IN Commences7 campus support to function well Sports THE DYTCH Hall Performing Arts The Design Development / Construction (18 months) 690 Masterplan Planning (12 months) student hubs (services, union) 1,730 promote+showcase 1,920Detailed user briefs for each space type will be developed Start on Site Completion cateringas part of the master-plan implementation process. Design Engine Architects Ltd © 2013 sports 1,300 campus back-of-house 400 central functions 6,040 10% Vision circulation 14,110 24% AUB/TVT Masterplan circulation 14,110 view 4 Articulating a futuretoilets, stairs, lifts, risers 5,120 10% 3 energy centre, plant 590 for the campusFiD london met ococ space model 20160429 campus support 5,710 total sqm gia (gross internal area) 58,200 100%FiD london met ococ space model 20160503 5Tuesday, 3 May 16 Massing and form 35 Testing massing of options and relationship with campus/public realm
Context Headline TopicsAny masterplan needs to be cognisant of factors surrounding itsdelivery. One critical element will be the envisaged time period in Realisticwhich the masterplan will be realised. Clearly a shorter period can Whilst the masterplan must be aspirational and visionary it must also besuggest a more prescriptive strategy, whilst a masterplan factored over realistic. It must acknowledge what financial and time constraints exist.many years is likely to require a different approach. The balance of aspiration, vision and realism is at the heart of aA recognition of the potential for the plan to be delivered by more than masterplan and the its endurance will often be determined by howone team or by the same team working to varying external factors is also successful one has been.a key consideration. These external factors may be economic or Characterstructural and their risk again relates to the timescale for delivery. The review stage of the urban design and masterplan exercise shouldA masterplan should therefore set an appropriate level of prescription seek to identify the unique features of the location. Reflecting andand standards while providing a degree of flexibility. making the most of the sites existing assets. To exploit these to give anAspiration appropriate sense of place and to ground the masterplan in its widerA masterplan can alter the shape and nature of demand. It should also context.change the perception of different stakeholders. A process of reviewing Reconciliationand projecting forward an idea, not of how things have been in the past The masterplan should be a tool to bring together the differingbut how they might be in the future. requirements of various stakeholders and interested groups, some ofVision whom may have conflicting desires or concerns.Helping to give structure and drive to the aspirations of the urban Diversedesign strategy and masterplan should be a strong vision. A clear and The masterplan must recognise the diversity in stakeholders, users androbust concept or narrative that can act as a touch-stone throughout the visitors. An acknowledgment that different people require differentdelivery of the masterplan. This can be captured in a combination of environments. Whether this is due to physical or mental need or quitewords, diagrams, plans and illustrations. simply through the uniqueness of individual need or expectation. Legible The development of an urban design strategy and masterplan should seek to provide a clarity in how one circulates or moves through the environment or spaces. The design should seek to provide legible connections and appropriate access for all.
Connectivity Headline TopicsIt is important to also provide connection with the wider locality topromote integration of the masterplan. This can help in locking a Implementationmasterplan into a place and may also have other benefits such as better The urban design strategy and masterplan should acknowledge how it issecurity through passive supervision. to be delivered. For example in individual phases over a period of time,Balance or in phases running concurrently where issues of decanting andA masterplan must balance identity with integration. Identifiable space buildability are critical. The procurement approach and thehas a relationship with defensible space which can be an important management of risk will be key considerations that will inform theconsideration in an inner city masterplan. However this should be thinking. Where a masterplan incorporates existing retained facilitiesbalanced with integration which allows for a nuanced relationship to business continuity is of course fundamental.surrounding neighbourhoods. To the above key components of an urban design strategy andSecure masterplan there are certain others that, from experience onA fundamental element of any urban design strategy and masterplan many other projects, are specific to the development of ashould be the promotion of a safe and secure environment. A place Campus Masterplan;where a diverse group of people feel comfortable in the places and Student Experiencespaces created. The challenge is how to achieve this aim in as A key driver for change in the Higher Education sector is the criticalinconspicuous a manner has possible. Wherever possible avoiding need to enhance the student experience. It is no longer possible toovertly visible solutions and instead adopting a passive approach sustain the status quo. The aspiration and vision for a campusthrough careful design. masterplan should therefore be driven by this fundamental objective.Sustainable EngagementSustainability is often associated with environmental considerations and The delivery of a campus masterplan inevitably takes time. Given theno doubt any masterplan should be derived from first principles nature of the majority of higher education courses some students areenvironmental design. Again this should first seek to adopt passive likely to be impacted more than others whilst seeing little or no benefitsolutions through appropriate design, such as an acknowledgment of from the outcomes. This is clearly an aspect of business continuity that isorientation before incorporating active solutions. Masterplans have a hugely important. From experience engaging with students, evenspecial place in being able to dictate issues on a broader scale critical in those that may not benefit, should not be avoided. There is for some aenvironmentally sustainable design. This can be the relationship of one sense of legacy, that they have been part of helping make somethingbuilding to another to avoid overshadowing or adoption of a site wide better, which can be hugely rewarding.energy solution such as CHP. The masterplan can also be used as a marketing tool through theA sustainable masterplan also needs to define a strategy that is prospectus and open days to symbolise change early in the process. Atenduring. A strategy that does not create a ‘white elephant’ but an later stages the masterplan retains a role in illustrating to prospectiveapproach that can be sustained for a substantial period into the future. students how individual projects will come together to create a holistic new learning environment.
Adaptable Headline TopicsA campus masterplan must acknowledge that teaching and learningpedagogies adapt and change as does the range and type of courses A key driver for change in the Higheroffered. The built estate therefore needs to be flexible and adaptable to Education sector is the critical needrespond over time to these changes. to enhance the student experience.Learning Outcomes It is no longer possible to sustain theThe vision for the physical ‘architectural’ masterplan must have a synergy status quo. The aspiration and visionwith the vision for teaching and learning outcomes and how these are to for a campus masterplan shouldbe delivered. An uplifting built environment can fundamentally change therefore be driven by thisones experience but a truly successful campus masterplan is where this fundamental objective.is married with uplifting teaching and learning strategies.
Key strategic planning themes and our projects - London Metropolitan UniversityIt is critical to gain an understanding of thechallenges before proposing the solution.At London Met the proposals seek to better locatespace across the campus to provide hubs ofspecialist facilities as well as a more legibleenvironment.
It is important to also provide connection withthe wider locality to promote integration of themasterplan. This can help in locking amasterplan into a place and may also haveother benefits such as better security throughpassive supervision.
Key strategic planning themes and our projects - Oxford Brookes UniversityIt is the nature of our practice to develop a strongconcept and design narrative for a scheme. Whenadopted by stakeholders they can provide animportant touch-stone in the development of thedesign through each subsequent stage.
HEADINGTON ROAD 7 GIPSY LANE Gipsy Lane Masterplan 2 Framework1 1. Development of new entrance plaza / public space at Headington Road. The main entrance to the campus has therefore moved 3 from the Gipsy Lane frontage and the campus has been reorientated as a result 3 6 2. Parking area consolidated at the eastern boundary to include visitor parking and comprehensive landscaping treatment35 2 7 8 5 3. Enhanced north-south pedestrian and cycle route, enhancement of east - west pedestrian and cycle routes and implementation of 3 9 landscaped cycle parking areas plus cycle provision at suitable 4 locations across the campus. 10 4. Internal active spaces/uses within proposed Student Services Centre building will create a destination at the south-west corner 11 of the site 10 5. New external urban spaces designed to a high quality 6. Extension of Abercrombie building 7. Retention of mature trees at strategic corner of Headington Road/ Gipsy Lane 8. New Student Services Centre 9. New building to replace existing Gibbs building 10. Relocation of the recycle storage and greenhouse and provision of new workshop building to south of site 11. Shared surface for pedestrian and service vehicles. A raised platform will create pedestrian priority crossing Site Boundary Landscaped Parking Areas Pedestrian Only Routes Surveillance / Overlooking Restricted/Out of hours A campus masterplan must encompass the Restricted access for service route Proposed Development Plot maintenance vehicles Activity Node Active Frontages wider context as well as the particular Existing Trees Gateway Existing landscaping strip to Existing Building - retained Key Frontage be improved needs of the U11niversity. Success is often and remodelled Cycle & Pedestrian Routes Cycle parking Vehicular Access Wayfinding markers to aid measured by how it clearly defines public New External Urban Spaces Internal Pedestrian Only Routes legibility Emergency access for Service route and private space with a sense of Vehicular Access, including Cheney School continuity and enclosure. Proposed public realm / Primary Servicing carriageway improvementsOXG: Headington Campus, Masterplan Addendum
Key strategic planning themes and our projects - Arts University Bournemouth Possible building plots‘Gateway’ location ? Photographic Sensitive location Short term re-use potential to increase extension due to existing tree and / or long term capacity on-site cover new build siteDemolition of Possible futureexisting building studentrequired accommodation?Remedial works Improved studentto extend / services facilityrebuild EP required Improve facade / massing to north of main square Relocate carparking to the edge of the site Possible future extension to the Library and new design studios
Key strategic planning themes and our projects - Arts University BournemMoaMustahtesrtpelrapnlaonveorvveierwviewA campus masterplan must acknowledgethat teaching and learning pedagogiesatydpasseetpurdvotiecfanssbetetucnsuridlvoddieciunnecgtsrhseasngoeffceaarmsecrpdadautmioso.pnleaauTnlssishdleastenchcdaaebsrppciunaarrpgaikilnin/ntggge/ setaatnedthebrueildfoinrge neaeddditsiontaolrabtioenaflliseexciabrplaerkiangnd increase capacity / theseimprove space per student ratio /adaptabaldedittpfioaohcnoiarltiolteiegssrapphoicnd over time to incinrecaresaesecasptuadceitnyt /numbers ? improve space per student ratio /changes.fpahcoiltiotiegsraphic landmark site increase student numbers ? campus site expansion ? future collaboration with campus site expansion ? Bournemouth University? landmark site future collaboration withToday 1 yr 3 yr 10 yr Bournemouth University? 3 yr 10 yrToday 1 yr 25 yr 25 yr identity capacity identity capacity infill landscape carinfill landscape parking car parking expansion expansion
sense of arrivalThe vision or ambition of a masterplan should Initial sketch idea is envisioned on the later 3D modelincorporate an understanding of the 27fundamental positive existing character of aplace. The masterplan can seek to reflect orenhance these characteristics.
Key strategic planning themes and our projects - The University of Winchester It is fundamentally important that any urban design strategy or masterplan is deliverable.KA 1 Option 1 KA 1 Option 2 KA 2current site of St Swithun’s Lodge and the Cottage provides potential to build an academic and office building large enough to Holm KA 2 NB: reliant on option 1 or onreplace Herbert Jarman, releasing site KA 2. Stable possible decant into WD 1 Holm Lodge current site of Herbert Jarman, with potential for development into academic / commercial space following completion of KA New Build Demolition Rate Approximate 1. Holm GIA sqm GIA sqm (£/sqm) Cost (£M) St James’s Hall Stable (approx.) (approx.) Building St Elizabeth’s Hall Holm LodgeSt Swithun’s Lodge 617 114 0.07 St Grimbald’s New Build Rate Approximate GIA sqm (£/sqm) Cost (£M) (approx.)The Cottage 131 114 0.01 Building Building C - Academic / Commercial 1500Herbert Jarman 1,368 114 0.16 Building D - Academic / Commercial 2,994 4.5 TOTAL 1600 2,994 4.8Herbert Jarman Extn 1,354 114 0.15 9.3 3100 St James’s HallBuilding A - Academic / Office 2300 3,246 7.5Building B - Academic / Office 1200 3,246 3.9 2722 sqm DECANT HERBERT JARMAN AND HERBERTTOTAL 3500 3,470 11.8 JARMAN EXTN INTO Programme Overview 2 years, 6 months BUILDINGS A +B 12 months St Elizabeth’s Hall St Grimbald’s Multistory Project 0 Multistory Carpark Commences Carpark Student Centre WD 2 748 sqm POSSIBLE OFFICE DECANT TO WD 1 John Stripe Design Development / Construction (18 months) Theatre Student Residences Planning (12 months) Nursery Start on Site Completion Student Residences Nursery WD 1 KA 1 B Herbert Jarman Main Building Student KA 1 B C D Main Building A can be demolished Centre A KA 2 St.Edburga Kenneth St.Edburga Kenneth Chapel St.Alphege John Stripe Kettle Chapel St.Alphege Kettle Library Theatre Library Queens Road Fred Tom Queens Road Fred Tom Student Village Wheeler Atkinson Student Village Wheeler AtkinsonProgramme Overview 2 years, 6 months Alwyn Hall Alwyn HallProject 0 12 months 748 sqm Commences POSSIBLE OFFICE DECANT TO Sports TEMPORARY ACCOMMODATION IN Sports Hall Hall THE DYTCH Performing Arts Performing Arts Design Development / Construction (18 months) Planning (12 months) Start on Site Completion Design Engine Architects Ltd © 2013 Design Engine Architects Ltd © 2013 Typical option appraisal and strategic analysis for UoW
London Metropolitan University CONTRACTOR W10 Phasing Option 1 - Phase 2 COURTNEY ROAD ACCESS Metr (refer to separate construction programme for timescales) DECANT BRG-03b BRG-03c es 1 0 1 2 3 4 5 6 7 8 9 10 Chapter 09 ........... page6 CAMPUS SERVICES BRG-03a Either temp. offsite, or bring forward small BRG-04 BRG-03(UPPER BPG-02FLOORS) CONTRACTOR CABINS (PARKING E.C. COMPLETES BY END ENTRY works to Harglenis BAecncweesll s tRo d COMPLETE BPG-02a BELOW) OF THIS PHASE AND BRG-01a SERVES COMPLETED D12 D15 Complex phasing strategies for LMU BENWELL RO(sAeDe Phase 4) PHASES 1&2 ABG-07 UP ABG-14 BPLG-C27 ABG-09 D13 D14 D16 BRG-R1 C01 Access to BRG-01 Admin-Block ABG-06 Gnd floor BRG-05 BPLG-03a BPLG-04A D11 ABG-05 (cTooumcphutdeorws)n desks D10 BPLG-02 (cTooumcphutdeorws)n desks wiwtTha l el ccohmnomo-upnubttoeerod t shLCD display TMG-40 TMG-44a FIRE ESCAPE D09 ABG-19 TMG-39 TMG-44b D18 BPLG-03 wiwtTha l el ccohmnomo-upnubttoeerod t shLCD display BPLG-04 ABG-04 COMPLETD20E D19 BPLG-C03 (cTooumcphutdeorws)n desks wiwtTha l el ccohmnomo-upnubttoeerod t shLCD display TMG-49 TSG-03 ABG-24 ABG-20 WATER wiwtTha l el ccohmnomo-upnubttoeerod t shLCD display ABG-03 D07 Fridge TSG-04 BPLG-C01 Sink BPLG-01 Bench TMG-41 TMG-49a TMG-44 TMG-45 TSG-05a BPLG-C02 TMB-UPS11BPLG-04b Bench TSG-01 Access UtPo TSG-13 ABG-01 ABG-02 D22 D21 ABG-21 Disabled LiftTMB-L21 UUPP S-Block Gnd DOWN TMG-42 TMG-46 TSG-12 TSG-05b UP floor D04 UP TSG-02 D05 Access to TMG-49c TMG-49b UP S-Block Gnd UP UP ABG-23 floor Dials TMG-47 COMPLETE UP cuElpebctoriacradl TMG-43 UP APG-Prc-AocBlcBuleconosecdcs s k k ts F lot G oo n ord TSG-07 TSG-06 TRG-29 TRG-21 floor UP TRG-14 BELG-05 UP BELG-06 UP BELG-07 Access to UUPP C-Block Gnd Access to floor D-Block Gnd floor UP UP TRG-10 UP TMG-54 TMG-48 TMG-48a UP TMG-50 UP LIGHTWELL BELG-03NWELL RD UP TMG-54a UP Metr BELG-27 TRG-17 es 1 0 1 2 3 4 5 6 7 8 9 10 BELG-24hop / TMG-54b TMG-54c TMG-48c TMG-47a TRG-32 TRG-07 UP TRG-12 TRG-25 UP UP BELG-10ent Hub) TMG-52 TRG-13 BELG-08 TMG-59a TMG-59 UP UP UP MAJOR WORKS BELG-04 BELG-11(specialist Works BELG-12&Design TMG-55a TMG-53 TMG-48d TRG-16 TRG-20 CONTRACT 2 TMG-48e LIGHTWELL TMG-55 TMG-17a TRG-23 TMG-17b BELG-16P BELG-14aHASE 2 BE BELG-14areas + Stud TRG-08 TRG-03 TMG-56a BELG-02 TMG-56 TRG-24 BELG-18 Studio Art TMG-17 See C-Block Gnd floor dwg BELG-01 BELG-13 TMG-29 BELG-27b TMG-57 flCo-AocrBlcoecsks tGo nd Access to BELG-U2P7a TMG-16a F-Block Gnd BELG-22 TMG-16 floor BELG-22a BELG-23 TTMGM-G5-85d8d TMG-15 TMG-24 TMG-14 TMG-13a TMG-13 TMG-10 TMG-20 BELG-25 BEUG-12 BELG-15 EXISTING PLANTROOMS GCG-11 GCG-12 CONTINUE TO FEED BEUG-09 BEUG-09 BEUG-11 BEUG-07 BEUG-06 BEUG-05 BEUG-04 BEUG-03 BEUG-02 BEUG-02a BELG-17 TOWER & J-BLOCK UNTIL GCG-10 BEUG-27 BEUG-01 E.C. ACTIVE LIGHTWELL TMG-58c See C-Block TMG-09 UP Gnd floor dwg TMG-18 REMOVABLE TMG-58 UP UPBELG-19a BELG-26 TMG-58b TMG-22 GCG-09 BEUG-08 BEUB-01 BELG-29 BELG-19 TMG-58a TMG-08 BEUG-20a BEUG-20 UP UP GCG-08 UP BEUG-28 BELG-20 BELG-21 UP TMG-61 UP UP CONTRACTOR TMG-01 Metr GCG-01 BELG-21b BELG-21a COMPOUND es 1 0 1 2 3 4 5 6 7 8 9 10 TMG-66 Metr BELG-UP20a GCG-07 es 1 0 1 2 3 4 5 6 7 8 9 10 TMG-116 TMG-62 TMG-06 TMG-07 GCG-06 GCG-05 TEMP HOARDING TO RAMP F-BLOCK FOLLOWING COMPLETION OF TMG-64a TMG-02 GCG-04 PHASE 1B TOWER TMG-63a GGCGC-03G-03 FOYER TMG-136 TMG-63 GCG-01 TMG-136a TMG-03 TMG-04 TMG-05 TG-06 TMG-65a TG-09 GCGG-C0G-202 TG-20A TG-20 TMG-137 TG-01 TMG-137a TMG-65 10 9 8 7 6 5 4 3 2 1 0 1 Metr TG-02ENTRY es TMG-138 TMG-C10 TMG-107 TMG-106 PHASE 1 TG-07 LANDSCAPING TMG-138d TMG-138a TMG-102 TMG-101 TMG-99 COMPLETE TG-03 Metr TMG-100 UP es 1 0 1 2 3 4 5 6 7 8 9 10 TG-45 TG-05B TG-11B TMG-100a TMG-67 TG-05 TMG-138b TMG-98 TG-42 TG-43 TG-04A TG-04E TG-05A TMG-140 TMG-138c TMX-01C TMX-01B TG-44 Metr UP TG-04 TG-04D TMG-C09 es 1 0 1 2 3 4 5 6 7 8 9 10 UPCOMPLETE TG-04F TMG-110 COMPLETE TMG-115 TG-04B TG-35 TG-04C UP TMG-C09a TMG-97 TMG-75b TMG-139 TMG-73a TMG-73d TMG-73c TMG-73b TMG-72a TMG-74 TMG-151 TMG-72 TMG-73 TMG-74a TMG-74b TG-30C TG-30D TEMP. ENTRY TMG-71 (BRIDGE LINK TMG-96 TMG-68 TMG-75 TO J-BLOCK) TMG-76 TMG-146 TMG-75a TMG-149aTMG-149b TG-32 TMG-149 TG-31 TG-33 TMG-150 cage TG-30 TMG-88 TMG-81 TMG-86a TMG-83 TMG-76a CONTRACTOR TMG-78 TMG-87 TMG-105 ROLLIT STREET ACCESS TG-30A TMG-92 TMG-79 TG-30B TMG-82 TMG-80 SLANEY PLACE TMG-91 TMG-85 TMG-86 TMG-90 TMG-84 TMG-89 PROJECTION BOOTH TMG-83a HGG-15 HGG-01 HGG-16 Roller Shutter UP HGG-11 HGG-12 HGG-05 HGG-10 UP Side exit HGG-13 9 10 HGG-06 8 BENWELL ROAD 7 6 5 4 3 2 1 0 HGG-07 Metr es 1 HGG-09 HORNSEY ROAD HORNSEY ROAD SMALL WORKS (Light re-configuration, LCG-00a LCG-01a new offices & bookracks) LCG-27a HOLLOWAY ROAD LCG-222b DG.02 DG.01 Stair 1 LCG-S1 DG.03 DG.06 LCG-01 DG.07 LCG-00 DG.04 LCG-22a Stair 5 LCGC-11 LCG-27 LCG-22 LCG-S5 LCGC-01 DG.39 FIRE Electrical box DG.38 Pipes LCG-0?2 COMPLETE OUT IN IN IN DG.37 LCGC-06 ?? ?IN/OUTOUTOUT LCG-04c DG.40 LCGC-10 LCG-S2 DG.05 ? Entrance DG.08 WAITING BENCH LCG-14 LCG-03 VAOBIODV E Waiting LCG-26 SBeacrurireitrys LCGC-05 DG.25 LCG-L2 DG.10 LCG-04 DG.09 Reception DG.36 DG.11 DG.35 LCG-04a SSeCcGur-i0ty2 ESleCcG RRi-s0e2r DG.42 LCGC-08 DG.2L4 CG-11 LCG-10A fridge freezer LIFT-01 DG.41 DG.23 LIFT-02 LCG-23 DG.22 LIFT-03 LCGC-09 DG.30 DG.34 LCG-L1 Stair 2 LCGC-02 LCG-21 LCG-20 LCG-S7 LCG-05 DG.12 bulkhead over LCG-S6 DG.33 Stair 6 LCG-L3 LCG-13 DG.21 DG.13 LCG-12DG.20 HORNSEY LCG-09A DG.19 Ccaehtia l dinnoggo e hr s einight LCG-16 LCGC-03 bccuhelkailhnineggae dh i n eight FSoCyGer-01 LCG-25 DG.18 LCGC-04 DG.16 DG.17 DG.15 roll LCG-06 cage LCG-08 DG.26 LCG-S3 DG.14 Stair 3 DG.32 DG.29 DG.28 DG.27 DG.31 PSaCsGsa-g1e9 LCG-19 LCG-14b LCG-14a LCG-15 GSyCmGn-1a7sium LCG-18 FSeCmGa-l0e3 LCG-17 LCGC-07 LCG-S4 LCG-16a Stair 4 safe 1hr Glazing Caubpobvred s& below Sink LCG-07 bccuhelkailhnineggae dh i n eight DSisCaGb-l0ed4 MH 6 Fridge CONTRACTOR Reception desk below COMPOUND sttaabclkeasble Micro CSoCmGs- 4 R0oom MSBawoiniatc r LdhV PSlaCnGt- R3o9om PSaCsGsa-g3e7 PC stationI SnCteGr-v2ie1w PressuMreat LCG-28 SSeCrGvi-c3e8 Yard white board scthacakirasble MSaClGe -05 SCCLG S-T06 hsytagtieionne PSSCGG-07 white board flush ISnCteGr-v2ie2w CSoCuGn-s2e0lling AFlsiros t d Aeisdi g rnoaotmed Shelving thres PC station FSirCsGt -A1id3 ROAD hold DSiCsaGb-l3e5d FSeCmGa-l3e3 hsytagtieionne PC station Mobile Screens Scthaacikrasble Cupbrd SCdGuRct-03 MSaClGe -36 CSleCaGn-e3rs4 Cpbrd Changing Rm NCSulCitnrGiict-i o0n8 white SCG-24 board hysgtaietnioen mwohbitiele board Desk Bod pod Cupbrd sanirttoaolrlwye re l whb Statabclekasble BcbSaihnCbaGyn cg- h1aen2ge Notice Board Garwoauyn d fr otom s bloupield ing LSSEuBCb G -s-t4a1tion GMaosn itor dsishaobwleedr dforiunnktinagin MLSoaClceGk-e-cbr2ehn c 7ahRingnogoimng Micro Hatch FLeEnBc e S Eubxtsetantdioend to shelf bed ISnCteGr-v1ie0w above Mirror mirror to wall lockers Fridge ISnCteGr-v0ie9w Open Shower NPSuhCtyrGsiti-oio2lon3gaylSink unbdecenurccphob,uo wnatrietdhrs RSoCoGm-28 SCG-25metabocliacrt ISnCteGr-v1ie1w MDPeiavsrihdtOi it nCioSgnuyCtlsiGnidd-e4e 5Gr Satsore EBmoptttley s OLuiqtusiidde Cupbd SCDGuRct-01 ESSstcCaaiGrp - e11 6 FBuollt tles GSSatCos Gt e-s42 Desk Bed Cpbrd curtain screens TDM WM W/DM Fall to double sink hsytagtieionne Yard. FSoCoGd- P1r4epflgouolrl e y Cupbrd dsishaobwleedr Fridges Food storage freezers Open Shower Femablenechi-ngchangi Gas stove Micro hsytagtiieonnes RSoCoGm-30 nLSgoCcGke-r2 9Room flgouolrl e y Ms1lsao/e2xpr0imve it c uoteom f arb olela tdo. metabocliacrt treatment coach Cupbrds above Fridges LSoCaGdi-n4g7 Yard SCG-46 6 x stacktaabbllees W/DM Freezers dforiunnktinagin mowbhiiltee Btvooae l cdlhaceirecmdussasla rrcate Fall to esmhoewrgeernsc oyv er board Yard. glerivll e al t a hbigohv e ObwCuSanSudlhlt tCoesGmride-ise4ca3l shelf Fitness Centre PSACSGS-A2G6E (Paerbiomveet esr ercviucpe b osapirndes ) Elec mirror to wall OSfCfiGce-32 (Paerbiomveet esr ercviucpe b osapirndes ) RSiCseGrR-04 Landing Level FSoCoGd- T1e5ch P(aebriomveet e sre crvuicpeb osaprindes) Gsblaiedtei nl e agv n erdla. i l to Refuse flgouolrl e y MsSteotzrazeiar rn tooionme shelving Area GLrfaoaixiwllv e t odlse t vetpoeero llg tbreoucuftf ne wdr a ll over Electr(oanti ch iSghc o lerev e Bl)oard ESSstcCaaiGrp - e244 flush FSitCnGe-s3s1 Gym Disabled thres Refuge hold ELSsocCbaGbp-ye18 rpotoaugv fhian l gl Btoo l dlaermdsa rcate area
Key strategic planning themes and our projects - Bournemouth UniversityA sustainable masterplan also needs to define a Talbot site (Figure 6)strategy that is enduring. A strategy that doesnot create a ‘white elephant’ but an approach Key to the campus diagramthat can be sustained for a substantial periodinto the future. 1T.albBouts sHiutbe (Figure 6)Overview Talbot site: Aspirational developments (subject to additional external funding) K2.ey toPotholeecHaomupseussoduitahgnreawmworkshopsOverview Talbot site: Aspirational developments (subject to additional external funding) 3. Poole House refurbishment 41.. KBuims mHuebridge House 10 11 25.. PStouodleenHtoCuesnetsroeuth new workshops 36.. NPoeowleDHoorsuesteHreofuusrebishment 04 06 08 10 11 15 74.. SKiirmMmicehriadegl eCoHbohuasme Library extension 03 04 09 12 13 58.. WStuedymenotuCthenHtoreuse refurbishment 16 08 12 96.. FNueswioDnobrusieldt Hinoguse 06 07 09 15 710. . SCihrrMisitcchhauercl ChoHbohuasme pLaibrrtarreyfuerxbtiesnhsmioennt 13 181.. WPoeoylemGouattehwHaoyubseuirledfiunrgb(isPhhmaseen1t) 16 912. . FTaulsbioont Hbouuilsdeing 1130.. CLihnrkisrtocahdurch House part refurbishment 05 07 1141.. PStouodleenGtavtiellwagaye building (Phase 1) 1152.. TPaolobloetGHaotuesweay building (Phase 2) 17 1136.. LNinewk rloaanddscaped heart18 03 1174.. ‘SSteundseenot vf iAllrargiveal’ - new entrance canopy 1185.. ‘PSoeonleseGoaftAewrraivyabl’u-iladrirnivga(lPshpaasveil2io)n 02 17 05 14 16. New landscaped heart18 17. ‘Sense of Arrival’ - new entrance canopy 18. ‘Sense of Arrival’ - arrivals pavilion 02 140101
Condition of the non-residential estate (Figure20) D7)+6%1%)+$E8$3.+71%)+/0$5.%1/<%0%12$FG$1\"#(#$%5$/$5%&%0/($/&).+1$)3$#51/1#$9\"%7\"$%5$<#%+,$50)902$6)9+,(/6#6$3()&$1\"#$\"%,\"# classifications to those slightly lower down. Condition A is defined as ‘as new’, so estate must become condition B after 5#*#(/0$2#/(5A$H1$%5$0%I#02$1\"#+$1\"/1$1\"%5$(#'(#5#+15$/+$#-.%0%<(%.&$9%1\"$+#9$<#11#($7)+6%1%)+$/+6$5.%1/<0#$/77)&&)6/1%)+ being completed and causing estate to be re-classified as a lower category as it ages. 2012 Now 2025!\"#$7)51$1)$.',(/6#$1\"#$#51/1#$D3()&$:$/+6$;$1)$JG$(#&/%+5$/1$/<).1$FK?A$!\"%5$5.,,#515$1\"/1$/5$%+7)&#$%+7(#/5#58$1\"#$ costs are also rising (probably in line with inflation as costs increase) and would suggest that there is likely always to be 19% 19% /+$#0#&#+1$)3$</7I0),$)3$9)(I$(#-.%(%+,$(#3.(<%5\"&#+1A$ 81% 32% 53% L47\"%/1$%5$#*%6#+1$3()&$1\"#$/,#$7\"/(1$D/+6$70#/(02$/$&/11#($)3$3/71G$%5$1\"/1$1\"#$'#(7#+1/,#$)3$2).+,#($#51/1#$%+7(#/5#58$Lansdowne Site 49% 9%1\"$+)9$)*#($/$-./(1#($D=M?G$)3$1\"#$#5I1/n1#t$h<.e%01c$5o%+n7#te$=x>FtMAo$Cf+a#$M+)1a#s$)t3e$7r/p.1l%a)+n8$)+#$1\"%(6$)3$1\"#$#51/1#$%5$<.%01$<#19##+ FNM>$/+6$FNKN8$1\"%5$%5$0%I#02$1)$<#$,#11%+,a$+t#te/(n$1)ti$o%15n$6t#o5%,d+e$0%3t#a$/il+6is$%5t$h<)e.f+o6$r1e)$n<s#$i#cO\"w%<a%1%y+,$5)&#$7\"/00#+,#5$1)$#51/1#5 in which one collates information anddepartments. Also, some of the buildings built in the 1980s were built to a lower specification than might be the case 6% 19% 20% *5% 1)6/2$D&/%+02$6.#$1)$/$*#(* Note:Thisrepresentsa 2$&.7\"$&)(#$(#51(%71#6$3.+6%+,$#+*%()+&#+1GA 26% 61% risk that Dorset house 52% may fall to condition C, analyses it. To base decisions on 68% 43% in readiness for re- !\"#\"$ %&'()*+ 4% development during EDF phase 3 !\"#$%&'()*%+,$-./0%12$)3$1\"#$4+%*#(5%12$#51/1#$\"/5$/''#/(#6$1)$\"/*#$(#/7\"#6$/$'0/1#/.8$9%1\"$1\"#$'#(7#+1/,#$)3$1\"#$Talbot Site !\"#\",\"$ $'&-.$/0)$0.12.3*'4.$5ro6$b4u)'s$t)3i$n2f5o3rm-)*a)5ti3o$n'$p'3ro-v$7ides#51/1#$%+$7)+6%1%)+$:$/+6$;$(#&/%+%+,$/1$/<).1$=>?$3)($1\"#$0/51$@$2#/(5A$B%*#+$1\"#$5.51/%+#6$%+*#51&#+1$1\"/1$%5$<#%+,$ &/6#8$1\"#(#$%5$70#/(02$/+$%&'()*#&#+1$<#%+,$&/6#$1)$1\"#$#51/1#A$$C+#$\"2')1\"#5%5$%5$1\"/1$/5$+#9$5'/7#$%5$7)&'0#1#68$ D7)+6%1%)+$E8$3.+71%)+/0$5.%1/<%0%12$FG$1\"#(#$%5$/$5%&%0/($/&).+1$)3$#51/1#$9\"%7\"$%5$<#%+,$50)902$6)9+,(/6#6$3()&$1\"#$\"%,\"#($ classifications to those slightly lower down. Condition A is defined as ‘as new’, so estate must become condition B after 5#*#(/0$2#/(5A$H1$%5$0%I#02$1\"#+$1\"/1$1\"%5$(#'(#5#+15$/+$#-.%0%<(%.&$9%1\"$+#9$<#11#($7)+6%1%)+$/+6$5.%1/<0#$/77)&&)6/1%)+$ stronger foundations for thebeing completed and causing estate to be re-classified as a lower category as it ages. !\"#\",\",\"$ !\"#$7)51$1)$.',(/6#$1\"#$#51/1#$D3()&$:$/+6$;$1)$JG$(#&/%+5$/1$/<).1$FK?A$!\"%5$5.,,#515$1\"/1$/5$%+7)&#$%+7(#/5#58$1\"#$ 11% 19% 13% costs are also rising (probably in line with inflation as costs increase) and would suggest that there is likely always to be 28% 68% /+$#0#&#+1$)3$</7I0),$)3$9)(I$(#-.%(%+,$(#3.(<%5\"&#+1A$ 61% 0.12.3*'4.$56$4)'$)3$253-)*)53$'$'3-$78$9:5(.$;.2*51$5<.1$*)=.\"L\"/1$%5$#*%6#+1$3()&$1\"#$/,#$7\"/(1$D/+6$70#/(02$/$&/11#($)3$3/71G$%5$1\"/1$1\"#$'#(7#+1/,#$)3$2).+,#($#51/1#$%+7(#/5#58$ development of any proposal9%1\"$+)9$)*#($/$-./(1#($D=M?G$)3$1\"#$#51/1#$<.%01$5%+7#$=>FMA$C+#$+)1#$)3$7/.1%)+8$)+#$1\"%(6$)3$1\"#$#51/1#$%5$<.%01$<#19##+$ FNM>$/+6$FNKN8$1\"%5$%5$0%I#02$1)$<#$,#11%+,$+#/($1)$%15$6#5%,+$0%3#$/+6$%5$<).+6$1)$<#$#O\"%<%1%+,$5)&#$7\"/00#+,#5$1)$#51/1#5$ departments. Also, some of the buildings built in the 1980s were built to a lower specification than might be the caseCombined 43% 1)6/2$D&/%+02$6.#$1)$/$*#(2$&.7\"$&)(#$(#51(%71#6$3.+6%+,$#+*%()+&#+1GA(Lansdowne & Talbot Sites) AUDE KPI - Percentage of GIA in condition A & B53% !\"#\",\"$ $'&-.$/0)$0.12.3*'4.$56$4)'$)3$253-)*)53$'$'3-$7 !\"#\",\",\"$ 0.12.3*'4.$56$4)'$)3$253-)*)53$'$'3-$78$9:5(.$;.2*51$5<.1$*)=.\" AUDE KPI - Percentage of GIA in condition A & B24 Explanation of Condition Ratings 100% 100% 90% 90% Condition A 80% 80% 70% 70% • typically built within the last five years or may have undergone a major refurbishment within this period, 60% • maintained/serviced to ensure fabric and building services replicate conditions at installation, 50% • no structural, building envelope, building services or statutory compliance issues apparent, 40% • no impacts upon operation of the building. 30% 20% Condition B 10% 0% • maintenance will have been carried out, • minor deterioration to internal/external finishes, 2006/07 • few structural, building envelope, building services or statutory compliance issues apparent, 2007/08 • likely to have minor impacts upon the operation of the building. 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 60% % in condition A % in condition B % in condition C % in condition D @> 50% 40% Extract from AUDE 2017 Estates Management Report (Sector Average) (Figure 21) !\"#$%\"#&$'()\"#%*+'\"($,'-'+$.../*01&/*2/034&%#$\"#$2\"(+*2+$'()\"5*01&/*2/036$7897:$;;$<<$=>/$?@AB$B-+*+&-$C*(*D&%&(+$E&F\"#+$;78G Condition C 30% Estate condition offers an objective and definable metric to monitor and 20E1s0t/a1t1e Condition 20% benchmark the quality of the built environment. One of the key performance• requiring replacement of building elements or services elements in the short to medium-term, 10% indicators for the Estates Development Framework refresh is the positive change• several structural, building envelope, building services or statutory compliance issues apparent, or one particularly significant issue in BU’s non-residential estate condition over the course of the phase 1 & 2 plans. 0% The pie charts illustrate the evolving condition of the non-residential estate using apparent, this metric.• often including identified problems with building envelope (windows/roof etc.), building services (boilers/chillers etc.), 2015/16• likely to have major impacts upon the operation of the building, but still allow it to be operable. 2012 data has been used as a representative baseline at the outset of the EDF masterplan. By 2016/17, it is evident that positive progress had been made Condition D toward reducing the proportion of estate in condition C/D. Modelling the completion of both EDF Phases 1 & 2 indicates that the non-residential estate will• building is inoperable or likely to become inoperable, due to statutory compliance issues or condition representing a health and safety risk be classified as condition A/B by 2025. or breach, This dramatic change in estate condition will be achieved via the new build and• may be structural, building envelope, or building services problems coupled with compliance issues, refurbishment project proposals detailed earlier in this document and is likely to• the conditions are expected to curtail operations within the building (exclude very minor items which can be rectified easily). differentiate BU positively within the sector as per the BU2025 ‘campus premium’ brief. 2006/07 2011/12 2012/13 2013/14 2014/15 2007/08 2008/09 2009/10 % in condition A % in condition25B % in condition C % in condition D Extract from AUDE 2017 Estates Management Report (Sector Average) (Figure 21)
Customer Care - Attention to Detail space budgespt ace modelspace bud5g8,es20pt0asqcmegima ospdaceelrole space budget breakdown The role of the space model is to support London Met’s campus The space budget for brinagcinagdeamllicacvtiisvioitnieisn osnpatocethtehat is high-quality, fit-forl-epcutruproeses,pace support sbuqdmgetgfoirabLHtinerooitanenlmlrdTsagon.owchiapnInaeatlgadyawMrercoicaeelmlalatleeslm)aie.caonprTrcvdfvuhoetsitbisihsvaluhieoieniiatslnidsseebipnisbsanagtesimoceseaotf--elhnnpdapepeattxppmsoeoMIirfocnbeondaroeteltltuetilmus8shdoaittanpa,wieteoh5vnialtr5ilea0nydawc8ig0tbwsetco,oli2osea-srmtpr0ksyo1alate-h0o-0bdfcsaeiidni,ygsecrfu0edfnqahet0ppliihmlnnc-li0rpyneqgtigniovg.sgrucmeeertiiawxuacpt.apoldlToLei(setnehgrsyotrfkeenr:ii,negortbOfnus-dsipyct.rsCo-eleafOnsoensCxrfMlo-eisppmretciuanattalr’guslsptucresosepre-seaprescslae.,pnbtsaateoeirscuatmm+eacddienhnee+agtslrie/getaunrttonsrtibugadelrinsoepesaraaclekdown 1,30058,200 6,460 13% campus 7,760 24% suppor4t3%The space 13% 1,33,02300HLneootaenlmlrdon.owaInatl yawMriceellaatsm)ae.nprTvduhesbisauhniiasldsebinstgTtbayhgtehepesinmeeeeaoefot-splhndapprep.raeptxpoTpsloeMoiphrfosbeondraoepretltluetsisalmus8soaenecanpa,wditeot5rniialeetr5ist0nydawrcfsp8leg0beeatcpon,oclc2osred-rtmeopr0kssL1valatbe0oowi-0bdducaendiie,ysdtecdrf0hedfngqaoeti---0plneihnmvlncli0rtiynettiagMcACaMhinisvgosgrnceitcmaeereehnddcticixtwxuaHtcpee.’iuiraessmpsaodlTlionatseg(ssceprnuechptghirsttiobmsrofokeaenor:iicruunegotvtretoirtfbOnaeus-etaosnEphprylcg.rdalseCadiecdloeerntauiahaOosnpceoccnyaseorCafsrxfroslotoa,tlpihmsaisswocmrrabtsoottnethiaoetnagee7errlrsoragslknisaesuststuaivtmecsgopbisaicthnpsralomnees-io.cabrpdrueecoicsaltyaisafte.netym,ondasttapereoeinsusnad.smmhacitanoienhnnteeec+arextalrpaec/attwainuodrcaadrentorirogn.ehtam+inrnetdiagpedaaelsurelsssstinitasngulpegn+darpilwoaaecsborle/fsrloakrsbmhsoapnsce space 6,14,61800 18% circulation teach+learn 7,17,63000 the H- ollIonwtuaiytivceamwpauys-.find-ingE.xcellent day-to-day and long-termarflte+xidbielitsy.ignscsietnucdeiolasbs (inc research) 12% fucnecnttiroa2nl4s % 43%Tyhpeesp.roTphoesseedresfpleaccteLbou1nddgtoe--enatcMCaMhis+niaerlddecxta’iuiessmrlnnatpructigiobmooeruunntortfeetaoprhagdleailoentanpcoc--eorfroslolpmScSsashruubsotoapsthonottgp7aerrgooracisenraousttaiovmmgofpbovilhnsamreemio.rocbiunntueeiinmgltbisiotceoty,ioa.nthtageecnono&drnhgrsaiaentnrnfutilseeccacretitaotioancntwaaiondalandarirgn.eto+dinptdaeaercelsaassstdioitegunm.ndtsiepciawoocrsoths/rl+akslescbiahseronncpessplaebcsial 300 circulsattaifofn teach+learng1hheeenteoHeaproacplllhoos+rwptlueaanayciertcnieatrsgmeepnpnrduoessvra.iwd423liethdttseei---tnavaafcciftaSccEAhhhwoh++xcuetollhnaccpeetrHtnoeeekaaprgrrsalosilnncsgesecpropnthsstasompuatfcoecovpeetdvremreipcaeanEirooaryluarntdl-tcdinrtmguiohaoiocc-eyasdiaas.nratta,tgheiywocaota&nettttreooongeersrdmciaknineesosnafalftolcoillbikaaserctnelmobanescgotr&dt-i&crootaadyaefnitnnoemreamsdal&ppraisufrilnne.esndxtoioabvcaieliatxteydp.eamncssrdieopcchaiomenernpdtascuresstiacnlaligs+elltiibetbbpnulasrradeaaccby(rrerhyyifscn+olbqolacreoummbaoiremreskatnsossnnsettcuasuacdeprkypcssohpr)at ce 1,880 18% space 3,21,37090 12% 5 c-entSraul sfutnacintiaonbsle in both cotonsturpupcotirot n& acneldeborpaeteration.teach+learn special 1,186080 central 11,30,03060 12% functions core work space 300 10% staff space 4,940 12%2 teach+learn special6 circulatitoon make & do to connect & belong staff commons 1,887000 24% study comsmtaoffnwsork space 1,71,93050 10%3 teach+learn support7 campustosuipnpfoorrtm & inspirteo function well library quiet study 66,89090 100% 10,360 10% 6,400 830 24% 4,79,42300 7004 staff work space Detailed usteor cboriellfasbfoorreaatech&spiancneotvyapetewill be developed library boostkudsetantchkusbs (services, union) 1,356090 teach+leaprronmsoutep+pshoorwtcase 6,91,97030 as part of the master-plan implementation process. catering 1,9205 central functions to support & celebrate sports 1,300 Attention to detail in a Masterplan is also very much the same as the detail of a building. One core workcsampapcuseback-of-house 6,404000 has to ensure that each aspect, whether that is space type analysis, phasing, security or the6 circulation to connect & belong staff commceonntrsal functions 86,30040 multitude of other elements are developed to 7,230 support the overall concept or v3ision of the7 campus support to function well staff work space Masterplan. 14,110 circulation 14,110 5 circulation 690 student hubs (services, union) 1,75,31020 1,925090Detailed user briefs for each space type will be developed promote+tsohileotws,csatasires, lifts, risers 1,35,07010as part of the master-plan implementation process. catering energy centre, plant FiD london met ococ space modelsp20o1r6ts0429 campus support campus btaoctakl-soqf-mhoguias(egross internal area) 548,02000 central functions 6,040 FiD london met ococ space model 20160503 circulation 14,110 circulation 14,110
London Met Masterplan Customer Care - Working at Pace 4 month period (Jan 2016 - April 2016) 30 + Consultation sessions Approved by the Board of Governors May 2016 Content of the overall masterplan: 1. Existing Campus & Buildings Analysis (Design Engine) 2. Urban Design Analysis & Proposals (Think Place & Design Engine) 3. Stakeholder consultation (FiD) Space Model conceptual re-structure (FiD) 4. Proposed Campus Space Layouts (Design Engine) 5. Architectural Vision (Design Engine) 6. Scope of Proposed Works (Design Engine) 7. Engineering Report 8. Security Review (Design Engine) 9. Phasing & Delivery (Design Engine) 10. Cost, Scope options (V.E.), Procurement & Risk Analysis (G&T) 11. Proposed Programme (Miller Construction Services) 12. Planning Review (Cushman Wakefield) 13. Future site opportunities (10-20yr plan) (Design Engine)
This section includes just a few examples of our independentschools work. These projects are often located in areas ofoutstanding natural beauty and/or are within the context ofnotable listed buildings.Our work in this sector seeks to insert contextual yet modernsolutions often with a strong relationship to the landscape. Itis this link between historic buildings and landscape that wecan see being particularly relevant at Regent’s University.
Independentschools
EDUCATION EXPERIENCE Berkhamsted School MasterplanPROJECT DETAILS PROJECT SUMMARYClient Berkhamsted School Berkhamsted Schools Group is formed from five schools comprising pre-prep, prep, Many common issues have prevailed through the master plan development processProject Masterplan senior boys and senior girls, and 6th-form. The group of schools form a ‘diamond’ which are summarised below:Location Berkhamsted, Berks. model and are managed to provide financial and facilities support to each other.Construction value £70 million • car parking and transportationFloor area TBC Each site has its own unique character with the Castle Campus (Senior Boys and 6th- • site security (perimeter)Contract form TBC Form) containing the original listed school hall building dating back to the School’s • Buildings which have reached the end of their functional lifeAppointed 2016 foundation in 1541. • a lack of decanting space for education continuityCompleted Current • accessibility to buildClient contact Chris Grimsdale Design Engine were appointed through a competitive process to provide a vision • Availability of contractors working spaceServices provided by DEA for each school site, boarding and administrative sites in terms of development of • A need to upgrade gas/water/electric utilitiesMasterplanning and Architecture to improved facilities and growth over short, medium and the longer term.RIBA Stage 2. Given the importance of the Castle Campuses historic asset great emphasis has The process involved an extensive research period, including site visits and been placed on ensuring that at the end of every phase all listed or important observation , interviews with key staff members and pupils. This has been followed buildings are left in a context where their setting has been improved by the latest by a period of in-depth design development supplemented by a series of phase of work. This enables a degree of flexibility to be brought to the delivery of the workshops with the Principal and Vice-Principals as well as exhaustive sense- master plan in terms of the timing of future works which might be influenced by a checking of space and curriculum standards throughout the process. number of external factors including finances, school growth/shrinkage etc. The masterplan process is now nearing completion and we are now due to embark on a series of important external consultations with Local Authority planners, conservation officers and highways engineers. Throughout the development of the Master Plan the process has been supported by a team of dedicated consultants including landscape architects, transport consultants, M and E engineers and quantity surveyors.
NORTH Total car parking 81 standard 13 disabled 4 spaces 70 spaces Sports 3 spaces 4-court hall / gymnasium / 8 no. access for Public Car Park Fives courtsschool coaches Parent drop-off and Staff car park deliveries 11 spaces 70 spaces Sixth-Form Centre 1 space Parent drop-off / pick-up reverse-in Including flexible theatre deliveries BoardingThe High Street 72-bed en-suite spaces Coach drop-off and pick-up 3 spaces Nursery Staff /Housing car park 12 spaces Staff housing 6 no. 3 bedroom / 4 person homes Performing Arts Centre Public foyer/Flexible hall/music practice rooms/recital hall Mill Street School Resource Centre Day reception/ staff welfare / meeting rooms / Upper School Learning Resource Centre/Health and Wellbeing Centre including First-Aid. Design Technology Mathematics and Science 5 spaces New Grass Quad focal point (War memorial for 2018 Castle Street commemorations ?) New ‘Academic’ Quad Castle Campus - Masterplan 10 metres p.25 of 49 The masterplan site layout
EDUCATION EXPERIENCE WITH A GRADE II LISTED BUILDING Radley College Clocktower CourtPROJECT DETAILS PROJECT SUMMARYClient Radley College At Radley College, a significant new building has been inserted into a central The other key elevation on the building is east-facing and fronts onto a garden campus space, replacing an earlier theatre building. The architecture of this £4.2 space. This elevation also takes the form of a colonnade, but this time single storey,Project Clocktower Court - Social million scheme not only has to reconcile the numerous existing buildings that with teaching classrooms over. This provides a covered route into the rear of theCentre, History and Politics Faculty, building and access to the new art gallery.Art Gallery surround the site, including the adjacent Grade 2 Listed Rackets Court, but it also has to provide fluid connections internally between these buildings (4 no. in total) of Following analysis of the evolution of the site it became apparent that this projectLocation Radley, Abingdon varying internal floor heights. would be come a central focal point within the campus. For this reason we explored the civic potential of the project and pushed the most social function towards theConstruction value £4.2 million A key consideration was to achieve a building of a timeless quality, which sits and existing court already occupied by the dominant Clocktower. functions in harmony with its neighbouring buildings. Clocktower Court consists ofFloor area Approx 2,100 sqm academic teaching space of ten classrooms, a new art gallery and a social hub As with any project where a knitting of the fabric of the estate is required, we including catering facilities. Because of the building’s position in the site it also has to considered how the new building would be approached by pedestrians and whereContract form Traditional JCT address three different external spaces, each possessing very different functions and entrances should be, where new external and internal routes could be incorporated qualities. to open up new opportunities to connect various parts of the campus and how theAppointed May 2009 building could glue together a number of disparate existing buildings without The principal elevation faces the most civic space within the College and therefore leaving a outcome which would give an over-bearing scale.Completed September 2013 has been treated with a double-height colonnade of brickwork. This elevation also reconciles the scale difference between buildings which site either side. On oneClient contact David Anderson side, the Listed Grade 2 Rackets Court and on the other, a non-listed but period(Estates Bursar) building which serves as the Fives Court.Services provided by DEAArchitecture, Interior Design, LeadDesigner, Contract AdministrationRIBA Award 2014, Civic Trust “ This is a modern reinterpretation of the VictorianAward 2014, Oxford Preservation redbrick tradition, and it is handled with due deferenceTrust Award 2014 to the scale of its surroundings. It is intelligent and unfussy.” Hugh Pearman The RIBA Journal. December 2013
Social space and cafe
Gallery between existing and new building. First floor classroom
EDUCATION EXPERIENCE Charterhouse School Science & MathematicsPROJECT DETAILS PROJECT SUMMARYClient Charterhouse School Following our original competition win in 2010, the updated scheme for the newProject Science & Mathermatics Charterhouse Science and Mathematics Centre was submitted for planningLocation Godalming, Surrey approval in October 2015. The School’s aim is to provide pupils with the bestConstruction value £5.7 million facilities of any school in the UK and revolutionise the way these subjects areFloor area 1800 sqm taught at Charterhouse.Contract form TraditionalAppointed 2010 • The new centre will provide:Completed (On site) • 50% more space overallClient contact Emma Humphreys • A flexible and modern environment of the highest qualityServices provided by DEA • The co-location of Science and Mathematics for the first time, fostering inter- andArchitecture intra-departmental collaboration based around a shared hub where pupils can meet, interact and access resources • A Lecture Theatre with retractable seating and the latest audio-visual aids capable of hosting lectures, science demonstrations and other School events. The site lies towards the North Eastern edge of the campus. Characterised by the historic architecture and setting, the buildings here are predominately Gothic Revival / Neo-Gothic in nature, dating back to the late 19th and early 20th Centuries. Our scheme, featuring three steeply pitched roofs, representing the 6 Chemistry Labs below, creates a subtle but important architectural link between the original campus which is heavily reliant on these forms, largely designed by the Architect Philip Charles Hardwick. Not only does this roof articulate a building form which is contextually New courtyard appropriate, but also provides a focal point to the vista from the primary entrance to the school on Prince’s Drive, as well as providing the appropriate form to deal with the internal and functional requirements of the Chemistry Labs within.
Development modelImages produced for governors presentations
EDUCATION EXPERIENCE Charterhouse School DiningPROJECT DETAILS PROJECT SUMMARYClient Charterhouse Design Engine were commissioned by Charterhouse School following an invited The only available site for development was to the south of the existing dining roomsProject Dining competition with five other practices, and this project forms one of a series identified where there was an existing hard landscaped area (a former reflecting pool). The siteLocation Godalming, Surrey within our new masterplan for the School campus. is close to existing boarding houses and sits within a classified greenbelt area ofConstruction value £600,000 land.Floor area 300 sqm The original 1972 dining rooms were designed by architect Richard Gilbert-Scott,Contract form Traditional son of Sir Giles Gilbert-Scott, as part of the construction of the iconic 1970s ‘new The planning constraints were such that the visual amenity of the greenbelt was notAppointed 2008 houses’ accommodation. The unique design of the original dining hall building is a to be affected by any development on the site. With this in mind the schemeCompleted 2010 result of the long established tradition of pupils being allocated a Housemaster, needed to be sensitive in nature both to its surrounding landscape and the existingClient contact Emma Humphreys which in turn has resulted in each house enjoying its own dining hall. A large central building to which it adjoined.Services provided by DEA kitchen efficiently serves these seven dining rooms. The brief for a new dining hall toArchitecture, Interior Design, Lead serve the new day house had to fit the required number of pupils within the space. The materials used in the construction of the building are also integral to theDesigner, Specification Writer concept, using a simple palette of materials to form an external colonnade/covered The concept behind the building is driven by observing a close hierarchy between walkway. This colonnade also provides a sizable overhanging cover providing the striking existing dining rooms’ roof form and the open and attractive nature of natural solar shading to the south façade. Zinc and aluminium cladding are used the greenbelt site. The new roof geometry served as a creative element of the extensively as the external cladding material and draw a distinct line between project but was also a deliberate echo of the architectural roof play of the existing existing and new. Larch panels within the curtain walling soften the façade and relate building, creating a sense of individuality to the space held below. directly to the open landscape to the south, drawing it in to the building plan. The project was delivered on time within a strict 26-week construction period. The completion of the dining rooms was needed in time for the arrival of the new day boarding pupils. The extensive refurbishment of the original dining rooms will be carried out in 2013. In recent years Charterhouse School has offered a Day House, ‘Fletcherites’, for non- boarding sixth form girls and boys. This has meant that the current new Central Dining Rooms are insufficient in size and layout and needed extending to meet the current need.
“ The extension is of great value to the school providing much more than a dining room - it has opened up the space for hospitality use presenting an up to date image and vastly improving the offer.” Emma Humphreys Estates Bursar, Charterhouse School
EDUCATION EXPERIENCE Downe House School Learning CentrePROJECT DETAILS PROJECT SUMMARYClient Downe House School Following an invited master plan design competition in 2013, we were subsequentlyProject Learning Centre commissioned to develop designs for the new Learning Centre at Downe HouseLocation Newbury, Berskhire School which formed a central part of the master plan itself.Construction value £5.1 millionFloor area 1166 sqm The competition brief asked for proposals for a visually and experientially inspiringContract form Traditional building that would sit at the heart of the campus and serve as a hub for some of theAppointed 2012 key spaces of learning and day-today activities: a new library, multipurposeCompleted Due September 2017 auditorium, teaching spaces, cafe, shop, resources hub and offices.Client contact Alasdair HeathServices provided by DEA The Centre is a physical and visual draw into the campus from the main entrance,Architecture, Interior Design, Lead and reinforces connections to the surrounding woodland which gives the School itsDesigner, Contract Administration unique setting. The three-storey building sits into the natural topography; therefore minimising its height at the main entrance approach. The building will play a central role at Downe House, both in terms of the accommodation that it will provide and as a focal building in the wider context of the school campus: the new ‘Heart and Soul’ of the school.
Sectional study Model developed for consultation workshops
EDUCATION EXPERIENCE Winchester College Southern Campus MasterplanPROJECT DETAILS PROJECT SUMMARYClient Winchester College Winchester College’s current indoor sports centre located on its Southern Campus dates from the 1960’s and is no longer capable of supporting the range or quality ofProject Southern Campus spaces required to deliver the College’s sporting programme.Masterplan & Capital Projects The College launched an invited competition to masterplan the whole of theLocation Winchester, Hampshire Southern Campus which Design Engine won in 2015. The task was to not only to create a phased development strategy for a new sports facility to ensure that existingConstruction value £35 million sports facilities could continue during replacement works, but also to address aTBC number of other capital project requirements within a single holistic masterplan solution.Floor area 10,500 sqm This included a new sanatorium, design and technology centre, support servicesContract form Traditional building, works department and masters houses. The site is in a Conservation Area and is a particularly sensitive part of Winchester, given the proximity of the ItchenAppointed 2015 Valley, so a key consideration has been the physical impact of the large-volume buildings such as the sports hall, whilst ensuring that architecturally the buildings areCompleted August 2019 sensitive to their remaining neighbours.Client contact Simeon Cox The planning application for this major project is to be submitted in December 2016.Services provided by DEAArchitecture, Masterplannig,Interior Design, CA
View from Kingsgate park The new sanatorium Staff residences on Kingsgate Road
Illustration of the Southern Campus showing connections to the historic school and city
Site models prepared for school and public consultations
Design Engine Architects Ltd01962 890111www.designengine.co.uk@DEArchitectsWinchester The Studios, Coker Close, Winchester, SO22 5FF.London Unit 407, 30 Great Guildford Street, London, SE1 0HS.Exeter Shed 8, Topsham Quay, Exeter, Devon, EX3 0JB.Registered in England: Nº. 4339814ISO 9001 & ISO 14001 CertifiedRIBA Chartered Practice
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