170202 Charterhouse Masterplan Bid

Charterhouse School Masterplan Project February 2017

The Practice• Founded in 2001 Richard Rose-Casemore, Richard Jobson and Rodney Graham• Based in Winchester formed Design Engine Architects as a Private Limited Company in• 36 staff December 2001.• Wide experience in Education projects including Design Engine Architects deliver award-winning national and high-profile independent schools and colleges. international architecture, masterplanning, interior and graphic• Experience of listed buildings and historic settings design from its Winchester studios.• 48 National and Regional Awards• Strong regional presence in South-East We undertake work in most sectors but specialise in education.• Certified ISO 9001 and ISO 14001 Within this realm we have delivered projects for primary and secondary schools in both the public and private sectors andDesign Engine Architects were awarded RIBA Architect of the further and higher institutions. Our portfolio of work also extendsYear Award (South Region) and received RIBA Building of the to public buildings, transport infrastructure and public and privateYear Award (South Region) 2014. housing projects. A key aspect of our service to education institutions is our understanding and inventiveness in creating strategies to maintain continuity of education delivery whilst working on ‘live’ sites. Our client’s projects are designed and delivered by a dedicated team of staff, trained and motivated to offer a first-class quality driven service. The practice has a wealth of experience working on new buildings but also within sensitive historic settings and with construction budgets ranging to date from £0.5 million - £85 million in value. Design Engine's work holds the synthesis of high quality design and sustainability as a core value and consequently many completed projects have been honoured with awards, including RIBA Stirling Mid-list, an RIBA International Award, the LEAF (Leading European Architects Forum) Sustainability Award and numerous RIBA, Civic Trust, RTPI and BCI awards and commendations. The Practice has received 48 Design Awards since 2001. Currently the practice is 36 people strong, formed from 22 qualified architects and 9 assistant architects as well as a full administrative team.

Design Engine Studios - Winchester

• Twyford School, Nr Winchester Masterplan Experience• Downe House Current Education Portfolio• Radley College• Winchester College Design Engine has been developing masterplans for educational• Berkhamsted School campuses for the past 15 years, many of which have led to the• Peter Symonds College, Winchester design of specific buildings highlighted within the masterplan• Prince’s Mead School, Nr Winchester documents.• University of Winchester• Arts University Bournemouth In some cases, as with Charterhouse School, University of• London Metropolitan University Winchester and the Arts University Bournemouth, Design Engine• Oxford Brookes University has delivered numerous projects within each masterplan helping to• Charterhouse School realise the overall vision.The benefits of a long term association with certain campuses has enabled Design Engine, along with the client, to re-evaluate the masterplan to ensure it meets the future requirements of the client. This experience has reinforced our understanding of the value of both the visionary nature of a masterplan as well as the need for it to be adaptable to meet the unforeseen challenges that any complex campus will inevitably face. The masterplan projects listed on the left in bold have been described in more detail within this submission.

Masterplan Experience Common Development Issues• Historic/ heritage sensitivities.• Limited new development sites available.• Poor stock of some buildings which are inefficient but difficult to replace.• Sites blighted by poor car parking arrangements / car parking demand.• Pedestrian and vehicular arrangements create Health and Safety Issues.• Perimeter security is compromised by the nature of the site.• Proximity of valuable development sites adjacent to the ‘live’ education environment.• Local Authority resistant to piecemeal development.• Services/transport infrastructure insufficient for new development.• Sites are difficult to access in order to develop.• Potential for significant and expensive pre-project sub-phases.

Twyford School are a renowned co-educating not-for-profit preparatory school situated on a limited site on the outskirts of Winchester. Design Engine were commissioned following a rigorous competition process to create a long-term vision and project- specific strategy for their site. Immediate needs include a better 80-bed boarding facility and improved pre- preparatory school. Of particular focus is the need to resolve a very difficult traffic management issue, which currently brings significant functional and health and safety issues to the site. As with all projects we have worked very hard with the school’s Senior Management Team to establish a robust masterplan into which can feed a series of localised development strategies. These are intended to overcome the difficult traffic issues and facilitate the phased delivery of specific projects, whilst maintaining uninterrupted operation of the school.Existing campus planSouthern aspect of Twyford School

Masterplan Experience Twyford School Masterplan dialogue• Understanding the current zoning• Listening to stakeholder groups• Faculty arrangements• Concerns regarding security + access• Service access requirements Aerial sketch of proposed masterplan

Vacated Hill House Following an invited design competition in 2013, we were commissioned to develop converted to Staff designs for a new school masterplan with a focus on accommodating a new Learning Centre within the site. The competition brief asked for proposals for a visually and Accommodation experientially inspiring building that would sit at the heart of the campus and serve as a hub for some of the key spaces of learning and day-to-day activities. Including: a new New Holcombe OUT for staff and visitors library, multi-purpose auditorium, teaching spaces, cafe, shop, resources hub and offices. and Hill House IN for occasional servicing The Centre is a physical and visual draw into the campus from the main entrance, and reinforces connections to the surrounding woodland which gives the School its unique Boarding Houses setting. The three-storey building sits into the natural topography; therefore minimising its height at the main entrance approach. Controlled vehicular access The building will be a focal point in the wider context of the campus offering a new ‘heart only beyond this point and soul’. (servicing, emergency and Masterplan • Identification of future development opportunities occasional other vehicles) • Reconfigured vehicle access and parking for car-free heart • Future management of 120 acre wooded site Potential site for New main access route • Identification of sites for disposal and income generation Creative Arts • Strategies for reconciling level differences Centre Existing building at the entrance approach to Downe House School Founder's Centre Phase 2 - Path upgraded to route for service vehicles Car Park Main vehicular route established to Eastern edge of campus classrooms and offices Classics department relocated ; Founder's reconfigured to Buildings demolished to open Centre up link between Founder's accommodate Centre and Village Green 160 cars plus Library relocated to Phase 1 of Founder's Centre; coach bay Library converted to Staff Room and Staff Training Rooms Avenue of trees forms main approach into heart of site Potential site for new Sports Staff room relocated to Old Pavillion Library; Aisholt Boarding House expanded to ground floor IN for visitors and staff Offices around Cloister relocated to Phase 2 of Founder's Centre; Kitchen Controlled Vacated spaces to become Music delivery Practice Rooms vehicular access only beyond this point (servicing, emergency and occasional other vehicles) Portakabins Maths and DT to be removed; Forest relocated; edge re-established. Forest 'edge' could be re-established Music & PA expanded and/or new Visual Arts Centre Forest to be managed VEHICLES IN / OUT Estates Staff to open up principal far-reaching views over To Staff Houses Overflow Visitor parking landscape EsatnaVdtiesOsit/ovSreeCrrflvaoircwePsark Road crossing to playing fields Potential location for houses for Senior StaffPlan of proposed masterplan andbuilding analysisPROPOSED SITE PLAN - New Holcombe and Hill House Lower school Boarding - Current Music Practice Room building redeveloped for 02 27.02.14 ISSUED FOR INFORMATION RJa TT Houses Creative or Performing Arts (210sqm GIA/floor shown) RJa TTThis plan shows the whole campus with 01 25.02.14 ISSUED FOR INFORMATION RJa TTfuture projects indicated. These include - The Founder’s Centre Phase 1 (allowing relocation of library - Single storey corner building between Art and Music drawn chkddefinite projects (the new boarding houses), and therefore staff room) removed to open up relationship between Arts area and 00 24.02.14 PRELIMINARY ISSUEprobable projects, and proposals for the Village Green.future, based on conversations and briefing - The Founder’s Centre Phase 2 rev date notes

The masterplan component of our commission was essential in establishing how the wider Masterplan Experiencecampus should be developed in order that the new Learning Centre could be accommodated Downe House Schoolin the preferred central location identified. Additional future development opportunities werealso explored. Interior views of new learning CentreIn addition to ensuring that the building functioned well with the topography of the site andwith the adjacent buildings, there was a need to review the wider vehicular movementstrategy. Key was the reorientation of the main access road into the site having identified that ifit remained, it would blight the potential envisaged building to become a focal point for theschool.By redirecting the vehicular traffic flow closer to the main entrance into the site the buildingcould enjoy a new vehicle-free forecourt and enable servicing of several buildings to be madeless visible and impactful.A close study of the pedestrian movements around the site helped to inform the mostappropriate location for entrances to the building. Sketch of proposed new Learning Centre

Model of completed teaching building At Radley College, a significant new building has been inserted into a central campus space, replacing an earlier theatre building. The architecture of this £4.2 million scheme not only has to reconcile the numerous existing buildings that 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 varying internal floor heights. A key consideration was to achieve a building of a timeless quality, which sits and functions in harmony with its neighbouring buildings. Clocktower Court consists of academic teaching space of ten classrooms, a new art gallery and a social hub including catering facilities, yet deliver this without interruption to the schools operation. Because of the building’s position in the site it also has to address three different external spaces, each possessing very different functions and qualities. The principal elevation faces the most civic space within the College and therefore has been treated with a double-height colonnade of brickwork. This elevation also reconciles the scale difference between buildings which site either side. On one side, the Listed Grade 2 Rackets Court and on the other, a period building which serves as the Fives Court. The other key elevation on the building is east-facing and fronts onto a garden space. This elevation also takes the form of a colonnade, but this time single storey, with teaching classrooms over. This provides a covered route into the rear of the building and access to the new art gallery. Photo of previous Gymnasium facing Clocktower Square

Masterplan experience Radley CollegeFollowing analysis of the the site it became apparent that this project would become a central focal point within the campus. For this reason we explored thecivic potential of the project and pushed the most social function towards theexisting court already occupied by the dominant Clocktower.As with any project where a knitting of the fabric of the estate is required, weconsidered how the new building would be approached by pedestrians andwhere entrances should be, where new external and internal routes could beincorporated to open up new opportunities to connect various parts of thecampus and how the building could glue together a number of disparateexisting buildings without leaving a outcome which would give an over-bearingscale. Photo of completed building

Initial Thoughts Winchester College’s current indoor sports centre located on its Southern Campus Scale and Mass dates from the 1960’s and is no longer capable of supporting the range or quality of spaces required to deliver the College’s sporting programme. The College launched an invited competition to masterplan the whole of the 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 existing sports facilities could continue during replacement works, but also to address a number of other capital project requirements within a single holistic masterplan solution. This included a new sanatorium, design and technology centre, support services 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 numerous listed buildings the natural beauty of the Itchen Valley. Key consideration has been the physical impact of the large-volume buildings such as the sports hall, whilst ensuring that architecturally the buildings are sensitive to their remaining neighbours. The planning application for this major project was submitted in December 2016. • Replacement of sports hall and swimming pool • New CDT faculty, medical centre and works department • Historic heritage context • Sensitive location with complex planning issues • Complex phasing requirements to allow continuity of teachingContextual sketch of new buildings

Masterplan Experience Winchester CollegeCGI of new Sports Building and Design Technology

The King Alfred Campus at The University of Winchester consists of buildings ranging in age from the 1850s through to the most recently completed in 2013. Key construction periods were in the 1930s, 1960s and 1980s. A central part of the campus regeneration and impact on the masterplan has been the condition of the existing building stock in terms of maintenance and fitness-for-purpose. Considerable time has been spent in assessing the long term viability of the buildings, the impact of decanting and the cost and location of temporary buildings. Design Engine has completed a number of elements of the master-plan for the University starting with the refurbishment of the Stripe Theatre, the University Centre which defined the boundary and provided a new entrance, the Performing Arts Faculty Studios as well as the recent St. Alphege Building which completes the external entrance plaza created by the Stripe Theatre and the University Centre. Each completed new building has received either an RIBA or Civic Trust award or both. The diagrams on the right are a small part of numerous reports presented to the University describing new build development options, refurbishment options and decanting implications along with nett usable teaching space in each phase and each option. Project budgets were then established for each phase to enable the University to manage borrowing and cash flow.University Centre King Alfred Campus University of Winchester King Alfred Campus University of Winchester

143 32 11 2 27 WEST HILL DRIVE Winchester Community Prison 24 151 18 13 10 NHILL CLOSE 23 15 12 Pond 17 35 3 24a CHoeuandtqyuaProtleicres 6159 25 to 27 20 Masterplan Experience 26 16 University of Winchester 9 53 23 to 24 29 1 54 2O to 22 48 to 52 Residence 24 King Alfred Campus5 NURSERY GARDENS 38 Sl7 tto u19dent l4 to 16 3 Logistic Consideration Data NURSERY 23 11 69 to 90 43 to 47 17 15 13 0 DECANT RGEARDQENS UIRED l2 to 13 1821 Winchester Community Prison Reservoir El (covered) Sub Sta RELOCATION OF PARKING 16 9 to ll 19 38 to 42 Each of the different sites identified have different CORNES CLOSE 9l to 98 Student Residence Residence 20 WEST HILL DRIVE amounts of decantWaCteorttWagoerks required in order that they 3 to 5 16 31 Student ROMSEY ROAD 47 43 can beSt George's developed. 30 33 to 37 59 57 55 53 47a 45 19 18 51 49 Lodge22 StCGoetotarggee's l to 2 WD 2 61 Parking 0 DECANT 55 to 68 28 to 32 ConHnoauusgeht Chestnut House As a principle, those with the least amount of REQUIRED WD 1 Dewberry House relocation required can be developed first to 35 36 provide future decant space and unlock other CORNES CLOSE Building 38 Holm Ash Beech Stable House House 52 10 NurseryWDeasty DNouwrsnesry41 Shelter7 Nursery Worksh9o9 p GIAShelter 36 7Holm Elm House 6 (sqm 1Lodge 8 10 ) B18uilding GIA Occupation 24 22 304GREENHILL ROAD 100 to 108 (sqm) 1 42 Main Building ST JAMES' LANE St James’s Hall 507 24 Staff in 16 Offices 50 47 Specialist IT Equipment El St Elizabeth’s W1etsot1H9 ayes 46 Sub Sta GIA Occupation Marfield Cottage St James’sSt Hall Hall 1,292 59 beds St Grimbald’s Sarum 85 83 81 73 Building (sqm Gas Meter James' Court 1,033 56 offices / 85 staff Court PH ) House Hall Burrell TOTAL 6 to 15 Lodge 1,368 22 staff in 19 offices Approximate line 1 to 5 HoHuseerbert Jarman of ConservationMarfield House 184 Link Gallery TBC by UoW Area 2,832 Currently 50 sqm Herbert Jarman Teaching Facilities ROMSEY ROAD Extn Multistorey St Elizabeth’s AmSbtualtainocne TOTAL 1,354 Car Park HallSt Elizabeth's Hall 2,722 Multistory KA 3 Gas Meter House West Downs 9 10 6 7 Building QUEEN'S ROAD GIA RCooyuanl tHyaHmopssphitirael St SGt GrrimimCboauldbrt'sald’s 11 36 8 (sqm) Occupation Orchard House 3 St Swithun’s Lodge 31 617 38 Staff in 23 Offices Student Residences Nursery KERRFIELD The12 Cottage 131 10 Staff in 7 Offices 5 4 Florence Portal House The KA 2 SPARKFORD ROAD St.Swithuns Cottage 1 TOTAL 748 Herbert KA 1The Cottage Chapel 35 16 Main Building Student 15 King Alfred's College Medecroft CampusPENINSULAROAD KERRFIELD MEWS St Swithun's KennethChapel 5 Lodge (private) 1 Tom 3 Building GIA Occupation Fred 45 ColeHboruosoek Observatory St.Edburga (sqm 5d 7 St.Alphege Queens Road ) 4 Academic Rooms, 2 Offices Repro, Post Room, Parchment House Library 1 5 5a Medecroft ERSKINE ROAD 746 Alwyn HAalwlyln Hall Annex Chilbolton John Stripe 2 3,512 S16pecialist Archaeology Medecroft Labs, 31 Offices, academic spaces KA 4 TOTAL 4,25820 Sports Performing Chilbolton Court Melbury Lodge Little Spark 22 Lommedal Beech Glade Medecroft MC 1 Building GIA Occupation Building GIA Occupation MILNTHORPE LANE GIA OcLcynduon pation 13 Beech Glade 14 15 Alwyn Hall Office (sqm) Welwood (sqm) Building (sqm)Lawn End Beech Glade TOTAL 6a 2,672 120 offices 494 Blue Cedars Sanders Worthycote Medecroft Annex Dekadomus 2,672 Pakefield White Emsbrook The Tree House 1,700 13 Staff in 2 offices Gates Centre for Sport 15 Staff in 11 offices Martial Rose Homelands Medecroft Abbotswood Langton House Redwood House Timbers Library The Tree House Bowers 2,132 Timbers Woodlawns MC 2 Building La Collina 5 Arwen TOTAL Becley Fieldings 2,626 Milnthorpe End 1 Downwood 7 13 SPARKFORD CLOSE Beechcroft Milnthorpe Milnthorpe SleCeoptetrasgdeelle ROAD Edgedene House Corner Holly House Cuzzawong Yew Trees Catriona Heatherbanks 6 PARKFORD Lepecq SLEEPERS ry

‘Gateway’ location ? Photographic Sensitive location Short term re-use Possible building plots extension due to existing tree and / or long termDemolition of cover new build site potential to increaseexisting building capacity on-siterequired Possible future The Arts University Bournemouth is nationally and internationally recognised as a leading universityRemedial works student offering high quality specialist education in art, design, media and performance.to extend / accommodation?rebuild EP AUB is committed to improving teaching and learning facilities for, and the educational experience of Improved student its students. The University has identified a number of future development projects which it may wish services facility to bring forward and commissioned Design Engine to create a masterplan for the campus which will required ensure that these projects can be delivered within an over-arching framework and strategy, consistent with the future vision for the campus. Improve facade / massing to north of The new ‘Photography extension building’ is an early facilitating phase, meeting the immediate need main square of a specific department. The location and scale of the proposed new photography extension are determined by brief requirements and existing departmental proximities. The proposal has been Relocate carparking developed to allow for future phases of the masterplan to be undertaken in the context of this to the edge of the site completed scheme. Possible future A four storey structure adjoins the existing building and delivers an extension to the Photography extension to the department areas providing a new lecture theatre, social learning space, IT suites, and staff facilities. Library and new A new entrance foyer and spaces for display connect the proposal to the existing building it adjoins. design studios The ground floor of the building defines a new main entrance into the existing building spaces and rationalises existing circulation routes. Due to its prominent form and facade the new extension will also act as a new marker for the University from the campus approach road.Social Learning Space New Photographic Building

Masterplan Experience Arts University Bournemouth The ‘Student Services’ project is a connected series of new buildings providing improved and expanded facilities for Student Services, Student Union, English foreign language tutoring and Facilities Management. The brick-clad buildings use innovative construction techniques to achieve a high proportion of open-ness and glazing to the facades and provide excellent natural light to the interior, whilst the scheme is also designed to achieve the Passivhaus environmental performance standard, utilising innovative concrete formwork to produce a highly insulated and air-tight building envelope that aims to minimise the buildings energy consumption and running costs in use. Externally, a sculptural steel canopy links the new spaces, aid orientation and guides users to the building entrance. Together with extensive landscaping proposals the finished scheme improves the identify of this entrance point onto the AUB campus. These projects form the initial phases of the wider masterplan by Design Engine to unify a diverse collection of existing building styles and deliver coherent development of the AUB campus over aMtimaesscatleeofr1p0-1l5ayenars.overview Masterplan overview Masterplan dialogue •Impact on student experience student services campus landscaping / •Immediate and future planning strategy buildstinugdent rationalise carparking services campus landscaping / buildiandgditional rationalise carparking increase capacity / •Improved brand identity photographic improve space per student ratio / facilaitidedsitional increainscersetausdeenctanpuamcibtyer/s ? photographic improve space per student ratio / • Long term parking strategy future collaboration with Bournemouth University? facilities landmark site increase student numbers ? campus site expansion ? campus site expansion ? future collaboration withNew Student Services Building and Entrance Canopy landmark site Bournemouth University?Consulting Room Today 1 yr 3 yr 10 yr 25 yr Today 1 yr 3 yr 10 yr 25 yr identity capacity identity capacity infill landscape car landscape parking Masterplaninpfilhl asing timeline car parking expansion expansion

1872 1876 Design Engine were originally commissioned by Charterhouse in 1897 1920 2009 to deliver a new Chemistry Building, won in a design 1974 competition in that year. 1938 1996-2011 During the development of this project, Charterhouse raised the 1974-1996 prospect of further development requirements around the campus. From this it quickly became apparent that a masterplan needed to bePlans showing historical time line of development at Charterhouse created, in order to structure the ambitions of the School to deliver a raft of new facilities around its beautiful but sensitive campus. The masterplan was a product of a series of workshops and meetings with key stakeholders at the school. From these meetings a long list was developed of projects which ranged from needing immediate attention to ‘nice to have’ developments. Part of the study focussed on the historic timeline of the campus and how this might be projected forward. The study also included traffic and parking studies along with a servicing. The study did not include curriculum studies nor assessments of the existing building stock except where specific failures had been experienced. This included reviews of the following buildings: Art Block which attracted concerns over the existing external fabric. The Music department which was split across two buildings and did not offer adequate facilities to meet the ambitions of the school. Impact of the addition of all weather pitches associated with the pavilion including an improved facilities to the QSC. Completed projects include the extension to the dining hall to provide eating facilities for Fletcherites along with the new boarding house. The current commission is Phase 1 of the new Science and Mathematics Centre, due to complete in 2018. Planning permission was granted for: • Fletcherites dining hall. • The extension to the QSC, Pavilion and all weather pitches • The relocation of the main parking area to the drill square. • New Boarding House. • Science and Mathematics Centre

Masterplan Experience Charterhouse School Site wide car parking strategy 4 Extended QSC Alternative Location for Maintenance 10 Potential site for New Teaching Building Site wide servicing strategy 4 New Changing Pavilion & Domestic Services 1 Reception and Visitor Parking1 Reception and visitor parking 2 Improved Science Facilities2 Improved Science facilities New All Weather Pitches 12 Fletcherites Dining Hall 5 Renovation and Extension to Art Block3 Improved Music facilities 9 Renovation of New Houses (Link to DT)4 Improved QSC facilities including new squash courts, pavilion and increased parking New Car Court 3 Improved Music Facilitie (Option 3)5 Renovation of Art Block and possible link to Design Technology New Staff Parking Court6 New landscape courtyard to exhibit Anthony 6 Anthony Caro Caro Sculptures7 Restoration of Founder’s Chapel Sculpture Court8 Review relationship of Peter May Pavilion to cricket pitch Car Free Zone9 Significant renovation of the New Houses with the possible addition of further social 3 Improved Music spaces Facilities (Options 1 & 2)10 Potential additional teaching building11 Review long term suitability of the Ben 8 Peter May Pavilion Travers Theatre12 Fletcherites Dining Hall 7 Founder’s Chapel 2 Tennis Courts Relocated 49 Eton Fives Refurbished New Maintenance & Domestic Services Dept Masterplan 2011 11 Ben Travers Theatre

! Fletcherites Dining Hall As one of the first elements of the new masterplan to be carried out, the dining block has been extended to provide flexible dining for Fletcherites. As part of the project, improvements have been made to the kitchen and catering areas, and the facility as a whole was completed in time and on budget for the start of the 2011-12 academic year.+5131 TOC Cranked roof structure above LINE OF EXISTING BUILDING Existing rooflight to+4025 TOC main dining extension to Fletcherites Dining Hall. provide light, ventillation to main space Existing concrete flat roof structure with projecting New covered walkway and concrete canopy. environmental moderator Line of existing canopy parapet beyond Glass facade and colonade MAIN DINING SPACE NEW SERVERY Brise Soliel hanging facade system to limit solar glare and heat gain. EXISTING DINING HALL+700 FFL Approximate level of existing road.+0000 EXISTING ROAD EXTENT OF PROPOSAL - APROX. 9.3M INTERNALISED CANOPY- APROX. 1.8M rev date notes drawn chkd Design Engine Architects Limited 3+4 St Clement Yard Winchester SO23 9DR www.designengine.co.uk 01962 890111 project title date of origin scale Charterhouse Dining Room June 2010 1:50@A3 Extension drawing title client Proposed Sketch Cross Section Charterhouse School status drawing reference revision PRELIMINARY 1018-SK-300 - New Extension to the Main Dining Room Interior of Fletcherites Dining Hall

Masterplan Experience Charterhouse SchoolNew Extension to the Main Dining Room

Interior of new Laboratories Improved Science and Mathematics FacilitiesPhotomontage view of new Chemistry building forming part of thenew Science and Mathematics Centre from Prince’s Avenue The new Chemistry and Mathematics Building with highly serviced laboratories will be built on the Lessington site between the Maths and Arts blocks. The form and mass of the new building has been developed to harmonise with the original Gothic campus whilst offering a contemporary solution to a modern Chemistry facility. A strong landscape solution will be critical in helping to repair an unsightly and damaged part of the campus. On completion of the new Chemistry and Mathematics building the current Science building will be remodelled to incorporate improved Physics and Biology laboratories and a dedicated Science lecture theatre. Crucially the whole project seeks to unify the three disciplines into one centre of excellence. Model and drawing showing proportional system

Masterplan Experience Charterhouse SchoolPhotomontage view of new Chemistry building showing new colonnade and courtyard

Concept sketch of two-storey Music extensionMusic School StatementFrom September 2011 Charterhouse will begin new courses in Music using the InternationalBaccalaureate Diploma. This is in addition to the current Cambridge Pre-U courses already beingtaught. Music facilities at Charterhouse are already difficult, making it impossible for three lessonsto be taught simultaneously, and for resources to be available to students and staff when even asecond simultaneous lesson is being taught. The introduction of the new IB course willnecessitate more frequent teaching of two groups at the same time and there will be a number ofinstances when three lessons will be taught simultaneously. The current resource availablecombined with the increased teaching that the additional course will bring make the provision oftwo new teaching rooms essential.In order to facilitate these requirements, it will be necessary to build a significant extension to theexisting facility or a new stand alone building. The following options look at these alternatives,based on an initial brief from the Music Department:Additional Accommodation Requirement:• 23 Practice rooms• Recording studio• Music IT Studio• Instrument storage• Band Room• Library• 2 Chamber Music Rehearsal Rooms• Staffroom

Masterplan Experience Charterhouse School Improved Music Facilities Option 1 A new building in this location would help to harmonise the relationship between the huge scale of the Memorial Chapel and the domestic qualities of the Music Building. It also helps to bring the Music School closer to the main campus, which could be further enhanced by the introduction of a single storey colonnade running along the South West side. Clearly this is a very sensitive location and it will be necessary to have a detailed conversation with the Local Planning Authority to establish whether such a proposal would be acceptable. Initial investigations have shown that it is not possible to extend the building on the East side due to the existing trees and sloping ground.New line of cricket pitch boundary New landscape quad New access and parking New two-storey extension to the existing Music Building

Antony Caro Sculpture 1 New Music DepartmentCourt Approximately 1700m2 on two floors Staff parking below new Music Building. Approximately 80 spaces 1a Decant Music Department rooms to Concept sketch of possible new Music building new Music Building. from Anthony Caro Sculpture Court Possibly convert Old Music Department into staff accommodation Restoration of Chapel possible following completion of New Music Building. Decant music practice rooms from Chapel to new Music Building33

Staff Parking below New Music Building Masterplan Experience Charterhouse School Art Block Antony Caro Sculpture Court Improved Music FacilitiesDesign Technology Option 2Concept sketch of possible new Music building Option 2 investigates the possibility of building a new stand-alone music faculty above the proposed new staff parking area on Duckites ground. This new building would allow construction to go ahead with minimal impact on the day to day activities of pupils and staff. The new 1700m2 building would also be capable of providing further band rooms, chamber music rehearsal rooms, recording studios and a library. Critically, building a large new teaching building in this location would provide a huge catalyst for regeneration of this part of the campus. It would also help to rebalance the site by providing a counterpoint to the main gothic campus. New Chemistry Building 34

Views of proposed new pavilion 2 5 12 Site plan showing new car parking arrangement and QSC extension in lighter shade 6 13 4 8 3 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 4 14 13 14 15 16 17 18 19 42 43 44 45 46 47 48 49 50 51 52 53 7 8 9 10 11 12 13 54 55 56 57 58 59 60 61 62 63 64 65 11 66 67 68 69 70 71 72 73 74 75 76 77 23456 78 79 80 81 82 83 84 85 86 87 88 97 98 99 100 101 102 103 17 104 105 106 107 10 e20 15 18 108 109 110 111 112 e21 9 e22 1 89 e19 e28 90 e23 e29 91 e18 e24 e17 e25 e30 92 e16 e31 93 e15 e26 e32 94 e27 e1 e2 e3 e4 e5 e6 e7 95 96 7 16 e8 e9 e10 e11 e12 e13 e14 e33 e34 mb01 e35 mb02 e36 mb03 e37 mb04 mb05 e38 e39 e40 e41 e42 e43 e44 e45 e46 e47 e48 19

Masterplan Experience Charterhouse School Improved QSC Facilities Planning permission has been granted by Waverley Borough Council for new all-weather pitches, a new changing pavilion and an extension to QSC. The latter includes a new reception space, 5 glass-fronted squash courts with gallery, fitness suites and cafe. The new colonnade hugs the curve of Northbrook and provides a spectator viewing area as well as sheltered circulation between the new landscaped parking court, the QSC and Halford Hewitt Golf Course.Axonometric of proposed QSC extension including new colonnade View across cricket pitch towards new QSC extension

Temporarily decant into Masterplan Experience Armoury whilst Art Charterhouse School Building is renovated Renovation and Extension to Art Block Replace facades to Art Department and add new circulation corridor to Whilst the Art Block is being renovated it would be possible to create gallery and link to Technology temporarily utilise the the Armoury as well as the Founders Chapel. Antony Caro Sculpture Court Design and Technology DepartmentTemporarily decant intoChapel whilst Art Building Gallery l to Designis renovated Technology Concept sketch of refurbished Art Block

Possible extension to each house Masterplan Experienceto provide more social space Charterhouse School Renovation of New Houses Having been designed in the 1970‘s, New Houses do not meet the expectations of today’s pupils and particularly lack adequate social space. It is proposed that each benefits from a new ground floor extension to provide this, as part of a wholesale refurbishment of each House. In order to achieve this with minimum disruption it is proposed to build a new House to the South of those existing. This will act as a decant space while each House is under construction, as well as ultimately providing a new House once the phased work is complete.Construct new boarding house.This new house will then allowdecanting of each New House inturn for extensive refurbishment. Typical New House, above, and central light well, top

Charterhouse groundsOriginal 1872 Hardwick Campus 1927 Memorial Chapel 1970’s New Houses

The Requirement Masterplan• Identify the shortfalls in current facilities to meet the needs of the development strategy• Identifying the options for addressing the shortfalls.• Produce a phasing programme for the agreed projects allowing the school to continue to operate during the lifetime of the masterplan.• Identifying the cost of the proposed projects

Proposed Team

The TeamRichard Jobson David Gausden Tamsin Thomas Anna Beer Peter MarshLead Design Director Review / Design Director Senior Associate Assistant Architect Curriculum/Space Audit Advisor• Design Input •Design Input. •Brief-taking and brief development. • Production of masterplan • Education space utilisation study In particular, the consolidation of the Information (drawings/reports • Curriculum advice• Managing appointment and assisting •Managing regular internal design brief and analysis relating to space • Brief formulationProject Manager with selection of other reviews. utilisation. etc.)consultants. •Overview of internal design •Client liaison with school’s Project • Modelmaking / CGI•Control of project resources, direction and deliverables. Manager and others as required.deliverables and programme. • Attendance at client design •Attendance at client design *Liaison between consultants as workshops, other meetings and• Principal client liaison with school’s workshops, other meetings and required. presentations to Governors asProject Manager and others as required. presentations to Governors as required. required. •Management and production of• Liaison between consultant principals information.as required. •Attendance at client design•Attendance at client design workshops, workshops, other meetings andother meetings and presentations to presentations to Governors asGovernors as required. required.Other Consultants• Topographical/measured survey• Building Condition Surveys• Planning / Heritage Advisor• Building Services (Utilities/capacity surveys)• Transport Assessment• Civil Engineering (SUDS/Flood Risk Assessment)• Environmental surveying• Cost consultants• Landscape architects (LVIA?)• Arboricultural / ecology Consultants

Review + briefing School Project information required Project Plan ‘Exec’• Review of existing stock • Initial school brief Support strategy• Space audits David Armitage • Site wide topographical survey • Establish Project Risk Register.• Curriculum analysis Director of Finance • Building surveys (can be limited) • Regular Monitoring of Programme.• Strategic overview • Full utilities survey • Monthly reporting on progress/issues faced.• Size and nature of boarding and Strategy • Asbestos Register • Monthly review of fees expended (open-book).• Review of office space and storage • Historical records• Under-utilised internal + external space Emma Humphreys • Archives• Condition of buildings Estate Bursar• Access + parking requirements Heads of• Location of grounds Richard Jobson Departments• Chapel David Gausden• Outdoor education Design Engine Landscape Structural• Car Parking and Transport Infrastructure Masterplan team architect Services Traffic Cost Civil consultant consultant Engineers Planning Curriculum Design team deliverables consultant/ Analysis • Option diagrams for how the school could be developed Heritage • Access and traffic strategy. assessor • Buildings to be retained or considered for demolition / re-location • Decanting diagrams and enabling works Working strategy • Health and Safety overview related to masterplan • Indicative costs based on achievable areas and rates/m2 • Client meetings - SLT and Estates Committee • Services Strategy and sustainability overview • Co-ordinate workshop sessions with key stakeholders • Programme for development • Site visits (preferably accompanied) • Design team meetings to develop the options. • Present the site development options to key stakeholders • Feedback fed into a final report

Director-led design An aspect of Design Engine’s service to its clients which sets it apart from other architects is that each project is director-driven from inception to completion. The project director will attend design meetings, presentations and in communication at all times through the process. In addition to a director lead, we also have a review director allocated to the project. They undertake an impartial review of the project at fortnightly meetings and can offer a viewpoint on design-direction, resourcing, programming and the content of presentations etc. which serves to provide an alternative viewpoint. Behind the project director and review director are a full team of project architects, assistant architects, interior and graphic designers and administrative staff will complete the architect team as required. Site analysis The early enquiry about the site, in particular about such things as services capacity, the location of below ground features, are as important to a project as those above ground, such as the sensitivities of existing buildings or orientation etc. We undertake very careful analysis of the site which we use to lead us to the development of potential site-specific concepts arising from the brief. Experience shows that our client knows most about their site and can give genuine insight into issues which a new pair of eyes would not necessarily see. Exploring options By maintaining an open mind and a flexibility through the stages of design, we are well positioned to manage conflicting issues surrounding a project as they emerge. This might be due to a site constraint or from a need to maintain continuity of use of an aspect of the existing school, which would otherwise be affected by the design. A further example might arise from the project cost being exceeded, thereby requiring a change in approach. Exploring options through the design process are a normal part of our service. Cost awareness Although we would expect that a cost consultant would be appointed to the project to control the budget, we recognise that it is the designers outputs that dictate the cost of the project. Site strategy, structural and constructional strategies and the specification of materials are all significantly influential on the cost of the project and we endeavour to evaluate the options with the wider project team, including client to assess the best value that can be achieved within the design for the client’s stated budget. Similarly, we recognise that cost in use (whole life cycle costs) i.e. future maintenance issues, replacement costs and the manner in which maintenance/replacement can be safely achieved are given similar consideration through the design process.Founding Directors Richard Jobson, Richard Rose-Casemore and Rod Graham

Approach Open-Minded Team approach We like to work closely with our client and consultant team alike and to date have enjoy long-term and fulfilling working relationships with the many clients and professionals we have encountered. The key to harnessing the best from the design team is through good communication. Not only do we think about how we present our ideas but we also ensure that they are properly considered and recorded. Team management forms an important part of our service and will normally flow from our role on a project where we are appointed as either lead consultant and / or lead designer. We are happy to help our clients in the design team selection process. In order to govern the design process through the many decision gateways we have adopted the RIBA Plan of Work 2013 as our principal organising tool (see page right). This process is underpinned with the use of a risk register, established from the outset and maintained in parallel with the RIBA Plan of Work to enable immediate and future foreseeable risks and unforeseen but potential risks in the context of the progressing design. Award-winning delivery We pride ourselves on the delivery of our projects. We invest as much in the process of technical design and production information as we do in client briefing, scheme design, the making of planning applications and the delivery phases of a project. Our staff receive the best training possible in preparing for all phases of a project including site work and the role of contract administrator, where this is required. We will also help our clients in the selection of the principal contractor. As a consequence of our approach we have had the pleasure of sharing the successes arising from our completed projects by winning over 48 awards for our clients buildings including awards for our clients themselves. Lessons learnt The majority of our clients commission us for either multiple-phased projects spanning a number of years or will re-appoint us for new projects as and when they require. For this reason we will always carry out some form of post-completion analysis to reflect on the positives and negatives of the outcome so that approach to any future projects can be adjust accordingly.Design Engine Studios

1970s Halls of Residencies Approach1850s Hardwick ‘Gothic’ Campus Key Objectives • Creation of a quality vision • Identify opportunities for shared facilities ( e.g. performing arts/lecture) • Understand the implications of increasing school student numbers by 300+ • Identify timeline of increased student numbers and how this affects phasing of projects • Clearly understand the variable pressures facing different parts of the school campus: 1850s Gothic v 1970s Modernism • Identify other sites / are more radical solutions available? • Calculate the operational/educational impact - deliverability • Consider Quality, Time, Cost expectations • Manage the perception from interested parties (parents/staff) • Always seek added-value (improved built environment/school profile) • Explore options - not just one approach!

Peter Marsh Consulting Ltd are a specialist client side consultancy team who help schools, colleges Approachand universities develop their brief for building projects based on a clear understanding of how the Space Analysiseffective use of space promotes the creation of sustainable and efficient buildings that helps tomaximise learning outcomes.   Working with specialist Curriculum Advisors will enable the Team to develop a better understanding of the impact of the potentialGrace Kenny is the PMc Director responsible for space planning; she has 40 years experience in the increase in student numbers.application of tools to help make the most of every square metre within a building project and has Left is an illustration of the type of output we will expect to produce.worked for the DfE, OECD and over 100 colleges and schools in partnership with dozens ofarchitects.  Peter leads our education project services and has helped secure funding for, and delivery of, over£200 million of education projects; he brings the experience of acting for numerous colleges andother bodies in the generation and execution of educational briefs with a real passion for makingspaces promote effective teaching and independent learning.  Robert is our Education Director and brings a wealth of teaching and learning experience to theteam - he has been Vice Principal Curriculum at four large FE Colleges. Robert holds two mastersdegrees in educational management and policy and is currently completing his doctoral thesis withWinchester University. Finally, Michael provides exceptional support to the team in the collection,aggregation and cutting of student data to enable space planning to be undertaken in an efficientand flexible manner.Berkhamsted School CLASSROOM STUDIO/SPEC LAB MIXED TOTAL OUTSIDE05.12.2016 PMc Space Using 1440 hrs per year standard Total space Wkplcsie 40 hours x 36 weeksand 45% U targetRR data based on 32 week year Space Space Space Space Space Wkplcs standard Total space Wkplcs standard Total space Wkplcs standard Total space Wkplcs standard Total space Wkplcs standard Total spaceSUBJECT Number of Entries (2016) incl AS GROUPS HOURS PER WEEK TOTAL WEEKLY SGLH Total Annual SPACE TYPE MNW (40 hours, WPLCs @ 35% 2.3 4.9 3.0 2.5Art 26 3 6 156 5,616 ST 36 weeks) U 11.14 54.60 105.43Biology 82 8 6 492 17,712 SL 3.90 11.14 102.86 11.14 54.60Business Studies 54 5 6 324 11,664 C 12.30 35.14 16.80Chemistry 80 8 6 480 17,280 SL 8.10 23.14 35.14 35.14 105.43Chinese 28 3 6 168 6,048 C 12.00 34.29 29.40 34.29Classical Civilisation 12 2 6 72 2,592 C 4.20 12.00 23.14 53.228571 4.20 23.14 53.23Design and Technology 8 2 6 48 1,728 ST 1.80 5.14 29.40Economics 118 12 6 708 25,488 C 1.20 3.43 12.00 34.29 102.86English Lit and Lang 16 2 6 96 3,456 C 17.70 50.57 5.14 54.60English 42 4 6 252 9,072 C 2.40 6.86 27.60 189.00 12.00 27.60French 14 2 6 84 3,024 C 6.30 18.00 50.57 11.83Geography 72 7 6 432 15,552 C 2.10 6.00 6.86 5.14 11.83German 2 1 6 12 432 C 10.80 30.86 18.00 116.31History 70 7 6 420 15,120 C 0.30 0.86 6.00 15.77 3.43 3.43 16.80Latin 4 1 6 24 864 C 10.50 30.00 30.86 41.40Mathemetics 156 16 6 936 33,696 C 0.60 1.71 0.86 13.80 6.00 50.57 116.31Further Maths 30 3 6 180 6,480 C 23.40 66.86 30.00 70.97 0.86Further Maths Additional 2 1 6 12 432 C 4.50 12.86 1.71 1.97 6.00 6.86 15.77Media Studies 14 2 6 84 3,024 ST 0.30 0.86 66.86 69.00Music 2 1 6 12 432 ST 2.10 6.00 12.86 3.94 18.00 41.40Photography 14 2 6 84 3,024 ST 0.30 0.86 0.86 153.77Physical Education 10 2 6 60 2,160 C/O 2.10 6.00 29.57 6.00 13.80Physics 42 4 6 252 9,072 SL 1.50 4.29 2.14 1.97Politics 28 3 6 168 6,048 C 6.30 18.00 30.86 70.97Psychology 40 4 6 240 8,640 C/O 4.20 12.00 8.57 4.93Religious Studies 24 2 6 144 5,184 C 6.00 17.14 10.29 0.86 1.97Russian 6 2 6 36 1,296 C 3.60 10.29 2.57Sociology 34 3 6 204 7,344 C 0.90 2.57 14.57 30.00 69.00Spanish 12 2 6 72 2,592 C 5.10 14.57 5.14Theatre Studies 26 3 6 156 5,616 ST 1.80 5.14 1.71 3.94Total 6,408 3.90 11.14 309.00 1,068 117 230,688 160.20 457.71 66.86 153.77 12.86 29.57 0.86 1.97 6.00 29.40 0.86 4.20 6.00 29.40 2.14 4.93 18.00 54.00 18.00 54.00 0.00 0.00 19.71 8.57 19.71 23.66 5.91 10.29 23.66 33.51 11.83 2.57 5.91 710.70 14.57 33.51 5.14 11.83 11.14 11.14 54.60 38.57 87.43 262.29 435.00 1,161.99Learning Numbers of Students GroHuOpsURS PER WEEK/PERH SOTUURDSE PNETR YEAR/PER STUDENTTUTORIAL 356ENRICHMENT 356 40 1.5 534 19,224 C 13.35 29.67 29.67 68.23 29.67 68.23Total 712 102,528 M 71.20 158.22 29.67 68.23 395.56 158.22 395.56 N/A 8.0 2,848 121,752 187.89 778.93 38.57 158.22 395.56 187.89 463.79 84.55 158.22 N/A 10 3,382 395.56 622.89 1,625.77 244.75 262.29 158.22TOTAL 1,780 N/A 9,790 352,440 645.60 338.67 189.00 87.43C = Classroom Total areas using LSC proportions Total areas using PMc adjusted proportionsSL = Science LabST = Studio/Specialist Room sq.m. sq.m. O = Outside Space Teaching 1,230.22 0.38 Teaching 1,230.22 0.34 0.12 0.11 Learning 395.56 Learning 395.56 0.25M = Mixed 1,625.77 50% 1,625.77 45% 0.3 20% Non t/l 650.31 30% Non t/l 903.21 25% Balance 975.46 100%PMc Notes Total 3,251.55 Balance 1,083.85 30%1. Calculations use 1440 hour teaching year (40 hours x 36 weeks) Total 3,612.83 100%2. Notional space standard for enrichment activities is 2.5 (often used for LRCs)3. RR data based on 32 week year. Extrapolated to 36 weeks to allow for reasonable space allocation for the period of occupation n.b. The tutorial/classroom element of learning hs been added to teaching n.b. The tutorial/classroom element of learning has been added to teaching Total areas using top-down approach Overhead MNW 244.75 Min. area 2814.63 1500 4314.63 NB these allow for all corporate and management spaces as part of the overhead calculations which are not relevenat in this case Max. area 3548.88 1500 5048.88

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Outputs, Fees and Programme

Deliverables• Review of space audit and analysis of existing facilities (P)• Information gathering including holding meetings with heads of departments, Senior Leadership Team and other stakeholders (P)• Advise on other consultants required (C)• Observation and review of traffic movements (C)• Option diagrams for how the school could be developed + identification of development sites (P)• Preferred option developed with simple 3D CAD model physical model (P)• Provision of spatial plans to allow Preliminary Outline Budget to be provided. Indicative costs based on achievable areas and rates/m2 (P)• Coordinate access and traffic strategy. (C)• Identify buildings to be retained or considered for demolition / re-location (P)• Decanting + sequencing diagrams (P)• With design team advise on Health and Safety overview related to masterplan (C)• Assist QS with preparation of cost report (C)• Co-ordinate Report on consultation with Statutory Authorities (C)• With design team coordinate programme for development (C)• Presentations to Senior Leadership Team and Governing Body (P)•Bound Reports (P) (P) Participant (C) Contributor

Activity Site Commentary on Design Engine Process and anticipated outputs Personnel Fees Notes1. Site Information gathering/survey* and Core Campusgeneral research Core Campus Design Engine will attend site and visit every space within the campus. We £2,500 We would ask that the school assume that this would need to be an accompanied activity. Note: Having + makes an allowance of £5,0002. Stake holder Consultation Core Campus access to space plans for this information gathering activity will be £5,000.00 * in their budget for the first part essential and the act of surveying specific spaces in detail is not included provisional of the masterplan to3. Site, curriculum and space utilisation in our fee proposal. (see notes right). allowance (see commission internal measuredanalysis. notes right). surveys of certain buildings if detail is required. Meet with primary heads of departments and key stakeholders. This Ideally it would be good if the activity £7,000 activity will involve discussing the current situation and what might be could be achieved in a condensed 3 - 4 £6,750* This allows for 4 separate required to meet the possible increase in pupil numbers. We anticipate it day period but we appreciate that this meetings at the school and will also involve a walking tour of the spaces in question. We would depends on access to specific spaces and assumes that the meetings are generally want to learn about the size, quality and nature of the space, also the availability of a school person to all day and arranged to to how it is used on a day by day / week by week basis and record each accompany us on the visit, so we imagine meet as many as the key space with photographs and take measurements where required. the process may need to be slightly more stakeholders as possible. spread across the first couple of weeks of If required it might also be appropriate to introduce the curriculum the commission. This fee is dependent on adviser at this point. whether an independent David would be involved with support Curriculum Advisor is Using the information received we would work with Peter Marsh to from Anna at both site review and report commissioned and is not undertake analysis of the following (as a minimum). making stages. included in the total fee. • Suitability of space for its current use (size and shape) Initially there would be a period of • How efficiently the space is being used (timetabling/curriculum etc.) independent analysis by Peter Marsh, • Is the displacement of the various curriculum activities best resolved which we would expect to support and input into - primarily from Richard/David across the campuses (from overall efficiency point of view). and Anna • The potential for spaces to be better utilised. • Establish inefficiencies and shortage. We would also expect the process to be • Options for change. an iterative one between us and the school, in order that the draft report The findings would be shared with the school in the form of a printed reflected as far as possible the existing report and would be presented face to face and amended as necessary. situation and so that early options could be shared for a ‘first impression’ response. It is important that the Curriculum Analysis highlights the potential time lag to enable the school to increase to 1100 pupils over the coming years. This will likely mean that some facilities will need to be front loaded initially to meet the future demand. Charterhouse School Masterplan Methodology and fee matrix Version 1.Jan 2017

Activity Site Commentary on Design Engine Process and anticipated outputs Personnel Fees Notes4. Site option studies Following comments from Senior Key Stakeholders we would have This process will demand both strategic £9,000 This is one of the core activities5. Review Existing Building Stock sufficient information along with previous site research to develop and creative thinking and significant work of the masterplan process.6. Phasing - decanting and sequencing conceptual proposals for each new building type arising through the to generate the proposed plans and todiagrams. masterplan study. capture the holistic vision for the school. Ideally we would like to have a7. Internal Presentation set of measured topographic A part of this process would be to develop and agree with the school an The research aspect of this activity can be site plans available for use as outline brief for each building in order that we could establish the size and combined with the work undertaken in the base layer of information nature of the spaces required. activities 1. and 2. above. which we can adapt in order to create the masterplan proposal Key to the validity of this phase is the in put from the Curriculum Analysis There will be a need for some design site plans. which will help to inform the possible scale of additional space required. input from Richard/David supported by Anna with the purpose of assess- ing the The study will also refer to the Strategic Development Plan potential of existing building stock in terms of the opportunities presented. The options studies will include an overview of the car parking and transport strategy. Some work on this has already been completed and it is envisaged that following the completion of the Science and Mathematics Centre a new parking arrangement for the main campus can start to be implemented ( assuming money is available ). Further studies across the entire campus need to be developed to ensure a robust plan can be adopted. The campus includes a number of Listed buildings and those which are £4,000 It is important that the school Listed by association. It will be important to understand the detail of each makes available a set of building in terms of its individual architectural merit and how much change measured topographic site adaption can be envisaged. plans and internal room plans for use as the base layer of This information along with knowledge about the buildings fabric will help information which we can to form a more coherent image of the current state of the campus. adapt in order to create the masterplan proposal site plans. Phasing and Timelines will be reviewed and following discussions with the Richard and David to provide strategic £2,500 school a timeline option will be developed. This Timeline will be thinking with support from Anna to Phasing/decanting and/ influenced by a number of factors including curriculum needs, existing produce additional strategy drawings and construction strategy etc. building fabric and financial profiles. Ideally a preferred phasing order will compilation of report. would form a part of a more be illustrated. detailed study. Pull together the information and concept proposals for an internal review £2,000 with relevant key staff within the school Charterhouse School Masterplan Methodology and fee matrix Version 1. Jan 2017

Activity Site Commentary on Design Engine Process and anticipated outputs Personnel Fees Notes8. Consolidation of Material Amend options study to reflect feedback from internal review. £4,500 Issue to cost consultants.9-10. Compile Final issue and Final Prepare presentation to ensure it covers all the relevant issues. £2,000PresentationFee Summary *Note:Total cost for activities 1-10 inclusive = £33,000.00* exclusive of VAT (currently at 20%) This total fee does not include the fees associated with the appointment of the Curriculum Advisor. These fees are noted under Task 3• Fees relate to architectural services only for which RIBA Services 0 -2 apply (see right).• Allowance has been made for 10 no. separate client/stakeholder workshops/meetings/presentations (inclusive of Additional fees: expenses) all to be held at Charterhouse School. Additional meetings /presentations/workshops will be charged Where additional work is instructed by the school our preference is to offer a lump sum fee in advance but according to the day rates listed below. should the client wish to commission work on a day rate basis the following would apply (exclusive of VAT).• There is one area of risk which relates to the availability of internal measured surveys of buildings. We would suggest that the school makes an additional allowance of say £5,000 to cover the cost of these should detailed plans be required for Director £755.00 certain buildings. Senior Associate £615.00 Associate £550.00Expenses: Project Architect £490.00 Assistant Architect £385.00Printing expenses : These will be charged at cost plus 10%Mileage expenses: Included in the main fee are ten site visits. Additional visits will be charged at £50 per visit. If a Curriculum Advisor is appointed any additional days that are required beyond those already included in theScope:The fee reflects our role as Lead Consultant and Lead Designers and as such assumes that in addition to us making allowancefor 10 no. workshops/presentations / meetings with the client and external stakeholders we have also assumed that allnecessary co-ordination and meetings/workshops required to be held with other consultants (The Design Team) areincluded in the above fees.The client should note that Design Team events may be held at locations other than Charterhouse School which the client isof course welcome to attend in all cases. Charterhouse School Masterplan Methodology and fee matrix Version 1.Jan 2017

The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects www.ribaplanofwork.com into a number of key stages. The content of stages may vary or overlap to suit specific project requirements. The RIBA Plan of Work 2013 should be used solely as guidance for the preparation of detailed professional services contracts and building contracts. Stages 01 2 3456 7Tasks Strategic Preparation Concept Developed Technical Construction Handover In Use Definition and Brief Design Design Design and Close OutCore Undertake In Use servicesObjectives Identify client’s Business Develop Project Objectives, Prepare Concept Design, Prepare Developed Design, Prepare Technical Design Offsite manufacturing and Handover of building and in accordance with Case and Strategic Brief including Quality Objectives including outline proposals including coordinated and in accordance with Design onsite Construction in conclusion of Building Schedule of Services. and other core project and Project Outcomes, for structural design, building updated proposals for Responsibility Matrix and accordance with Construction Contract. requirements. Sustainability Aspirations, services systems, outline structural design, building Project Strategies to include Programme and resolution of Project Budget, other specifications and preliminary services systems, outline all architectural, structural and Design Queries from site as parameters or constraints and Cost Information along with specifications, Cost building services information, they arise. develop Initial Project Brief. relevant Project Strategies Information and Project specialist subcontractor Undertake Feasibility Studies in accordance with Design Strategies in accordance with design and specifications, and review of Site Information. Programme. Agree Design Programme. in accordance with Design alterations to brief and issue Programme. Final Project Brief.Procurement Initial considerations for Prepare Project Roles Table The procurement strategy does not fundamentally alter the progression Administration of Building Conclude administration of assembling the project team. and Contractual Tree and of the design or the level of detail prepared at a given stage. However, Contract, including regular Building Contract.*Variable task bar continue assembling the Information Exchanges will vary depending on the selected procurement site inspections and review project team. route and Building Contract. A bespoke RIBA Plan of Work 2013 will set of progress. out the specific tendering and procurement activities that will occur at each stage in relation to the chosen procurement route.Programme Establish Project Programme. Review Project Programme. Review Project Programme. The procurement route may dictate the Project Programme and may result in certain stages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work*Variable task bar 2013 will clarify the stage overlaps. The Project Programme will set out the specific stage dates and detailed programme durations.(Town) Planning Pre-application discussions. Pre-application discussions. Planning applications are typically made using the Stage 3 output. A bespoke RIBA Plan of Work 2013 will identify when the planning*Variable task bar application is to be made.Suggested Review Feedback from Prepare Handover Strategy Prepare Sustainability Review and update Review and update Review and update Carry out activities listed in Conclude activities listedKey Support previous projects. and Risk Assessments. Strategy, Maintenance and Sustainability, Maintenance Sustainability, Maintenance Sustainability Strategy Handover Strategy including in Handover StrategyTasks Agree Schedule of Services, Operational Strategy and and Operational and and Operational and and implement Handover Feedback for use during the including Post-occupancy Design Responsibility review Handover Strategy Handover Strategies and Handover Strategies and Strategy, including agreement future life of the building or on Evaluation, review of Project Matrix and Information and Risk Assessments. Risk Assessments. Risk Assessments. of information required for future projects. Performance, Project Exchanges and prepare Prepare and submit Building commissioning, training, Updating of Project Outcomes and Research Project Execution Plan Undertake third party Undertake third party Regulations submission and handover, asset management, Information as required. and Development aspects. including Technology and consultations as required consultations as required any other third party future monitoring and Updating of Project Communication Strategies and any Research and and conclude Research and submissions requiring consent. maintenance and ongoing Information, as required, in and consideration of Common Development aspects. Development aspects. Review and update Project compilation of ‘As- response to ongoing client Standards to be used. Execution Plan. constructed’ Information. Feedback until the end of the Review and update Project Review and update Project Review Construction Update Construction and building’s life. Execution Plan. Execution Plan, including Strategy, including Health and Safety Strategies. Change Control Procedures. sequencing, and update Consider Construction Health and Safety Strategy. Strategy, including offsite Review and update fabrication, and develop Health Construction and Health and and Safety Strategy. Safety Strategies.Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability SustainabilityCheckpoints Checkpoint — 0 Checkpoint — 1 Checkpoint — 2 Checkpoint — 3 Checkpoint — 4 Checkpoint — 5 Checkpoint — 6 Checkpoint — 7Information Strategic Brief. Initial Project Brief. Concept Design including Developed Design, including Completed Technical Design ‘As-constructed’ Updated ‘As-constructed’ ‘As-constructed’Exchanges Required. outline structural and building the coordinated architectural, of the project. Information. Information. Information updated services design, associated structural and building Not required. Not required. Required. in response to ongoing(at stage completion) Project Strategies, services design and updated client Feedback and preliminary Cost Information Cost Information. maintenance or operationalUK Government Not required. and Final Project Brief. Required. developments.Information Required. As required.Exchanges*Variable task bar – in creating a bespoke project or practice specific RIBA Plan of Work 2013 via www.ribaplanofwork.com a specific bar is selected from a number of options. © RIBA Charterhouse School Masterplan Methodology and fee matrix Version 1.Jan 2017

Programme Option 1Note: The arrangement would be treated as an ‘open-book’ so that should we use less resource than has been calculated the fees will reducefrom this maximum quoted amount accordingly.* If required an additional service for providing Curriculum Analysis will require additional fee. Please refer to fee matrix.** Fees associated with the appointment of a Quantity Survey are not included. Lent (Half-term) 13-17th February Lent (Easter) 31st March - 24th April Trinity (Half-term) 29th May - 4th June Trinity (Summer) 4th July - 4th September Michaelmas (Half-term) 23rd October - 3rd November2017 January February March April May June July August September October November consultants 6,500* 12,500 7,500** 6,500** appointments* 1. Site Information gathering/survey and general research.2. Heads and Stakeholder consultations period Client dialogues 3. Site, curriculum andspace utilisation analysis. 4. Site options studies 5. Review existing building stock 6. Phasing Initial cost appraisal 7. Internal presentation and review 8. Consolidation of masterplan material Final cost appraisal 9. Compilefinal information/reports 10. Final presentation Final issue architectural fees (£)

Programme Option 2An alternative programme has been offered to allow for more time to consult with the school and to allow for sufficient time toassess the outcome of the report.We have assumed that the total fee would be the same but spread over a longer period but would include the same outputs.Resourcing for this programme would be managed to fit within the agreed fee. Lent (Half-term) 13-17th February Lent (Easter) 31st March - 24th April Trinity (Half-term) 29th May - 4th June Trinity (Summer) 4th July - 4th September Michaelmas (Half-term) 23rd October - 3rd November2017 January February March April May June July August September October November consultants appointments* 1. Site Information gathering/survey and general research.2. Heads and Stakeholder consultations period Client dialogues 3. Site, curriculum andspace utilisation analysis. 4. Site options studies 5. Review existing building stock 6. Phasing Initial cost appraisal 7. Internal presentation and review 8. Consolidation of masterplan material Final cost appraisal 9. Compilefinal information/reports 10. Final presentation Final issue architectural fees (£)