THE OUTDOOR STORIES
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Land Ownership
The land located in Buttershaw slated for development falls under the ownership of the Bradford City Council. As a freehold property, the council assumes responsibility for the property's maintenance and repairs. Given Buttershaw's status as a high-dependency community services area, this property is designated within a council-owned development zone. The presence of the Sandale Trust on-site further accentuates its community-centric purpose, leasing units from the council to enhance the locality and quality of life of the locals.
The Bradford Council offers two routes for ownership of this council-owned asset. The first avenue involves outright purchasing of the property from the council. The second, more feasible option involves acquiring the property on a long lease basis. Due to financial constraints, full acquisition may prove challenging. However, an alternative approach involves submitting a proposal and subsequently obtaining approval. In this scenario, the Royd's Association could secure possession of the land through a long-term lease agreement, mutually agreed upon by both parties.
This approach enables the community to gain beneficial control over the property fostering an environment where shared ownership encourages collaborative efforts toward community betterment.
Client
The Rods Community Association serves as a vital hub for diverse services benefitting Buttershaw's residents. This project closely aligns with the organization's mission of enhancing community well-being. Royds initially presented their design concepts to the Project Office. Students incorporated these ideas while considering Buttershaw's needs. Royds is currently managing all developmental phases and maintenance. A committee board will be established to supervise the project's advancement, a collaborative endeavour involving Rods Community Association, Sandale Trust, other community leaders, and council members. This unified board will serve as the client, advocating for the community. This inclusive approach ensures cooperative decision-making, progressing the design in conjunction with Cityzen Agency and local planning authorities, all aimed at nurturing the local community's prosperity.
The project approach revolves around existing strengths, like skills and people, fostering sustainable solutions. Sustainability is integral, signifying a commitment to lasting positive outcomes. The project harmonizes Buttershaw's growth with the association's values, while balancing social and economic considerations for a prosperous future.
Funding
This project can be funded through many different organisations, by submitting the proposal and the details of the project the grants can be approved. Two such available options can be, the TNL Community Fund, is a program that supports community led projects and ventures which aim at improving the lives of the communities. This program is funded by the National Lottery. It mainly provides monetary aid to those projects that address major issues such as Poverty, Social isolation, and mental health issues. The other funding program that can help the project can be the Bradford Building Grant 2023-2025, which ensures financial help to community groups and organisations in Bradford that improve the community facilities and spaces. This grant supports a range of projects that include, nee build, repairs, and refurbishments. This grant mainly prioritises the projects that express strong community involvement while explaining the community needs and have a sustainable approach.
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Procurement and risk
Given the project's characteristics, the preferred procurement approach is the standard JCT, Design-Bud-Build Contract (The Joint Contracts Tribunal Limited, 2017). This option is favourable because it segments the project into design and construction phases, each governed by separate contracts. The contract entails two primary stages: the design stage and the construction stage. During the design stage, the initial architectural and design blueprint is refined. Subsequently, the client solicits design proposals and selects a contractor. The construction phase commences post-contractor selection, wherein the chosen contractor executes the project based on the design specifications furnished by the design team. Notably, the contractor's responsibility is confined to the construction phase within the JCT Design-Bid-Build Contract, while the design team, typically an architect, is accountable for the design aspect. This team operates autonomously under a distinct contract, separate from the contractor's engagement.
This contract form accommodates experienced clients as design finalization leads contractor assignment, promoting client confidence in design quality and financial aspects. The JCT Design-Bid -Build Contract provides clear delineation of roles for each stakeholder, effectively mitigating potential conflicts. It ensures a shared understanding of responsibilities. Extensive project documentation submission is mandated from both the client and the contractor, a mechanism that reinforces support to pre-established design and quality standards. Competitive bidding, often integral to this contract, encourages cost efficiency and ensures optimal value for the client's investment.
The contract also stipulates precise payment conditions and timelines, crucial for equitable and punctual compensation of both the architect and the contractor- imperative elements for community initiatives operating within limited budgets. The subsequent diagram further explains the contractual interrelationships among involved parties across distinct project stages:
Phase I
In the first phase our focus lies on establishing an urban farm. This envisioned space shall empower the community to cultivate their own food. They'll be able to use what they grow for themselves. Furthermore, an adjoining community kitchen will facilitate the preparation and utilization of this harvest.
THE DESIGN PHASES
Phase II
Involves repurposing and redesigning existing structures by removing and reconfiguring partition walls. This creates new communal spaces, with an added floor to accommodate community growth. The innovative design includes co-working areas, cafes, pubs, and a community hub, fostering interaction and providing opportunities for development and collaboration.
Phase III
Construction of the new intervention, which completes the community centre for the Buttershaw neighbourhood, is the last stage. The community of Buttershaw benefits with the new intervention, which include studio spaces, stores, galleries, a fitness facility, and learning spaces, among other things, by educating them about new skills and fostering their interests.
POTENTIAL RISKS
Architectural Practice
Initially, the collaborative design process for the project involves the Project Office and Cityzen Agency. A local architectural firm is later brought in to oversee comprehensive design development in conjunction with the project's client. Royds initially engaged the Project Office as project architects, while Cityzen Agency's students acted as consultants, contributing a range of design ideas and proposals.
Once the initial design phase is concluded, Cityzen Agency presents these proposals to Royds, who selects a viable option for site development. Subsequently, Royds presents the chosen plan to the Bradford Council. At this point, the Bradford Council becomes the primary client, with Royds and other community stakeholders forming the Client Committee Board.
Given the project's scale, a local architectural firm enters the picture during RIBA Work Stage 04. This firm collaborates with both the Project Office and Cityzen Agency students. While the Project Office now serves as a design consultant and advisor to the Committee Board, the local architectural practice takes on the role of the project's principal architect.
Throughout these stages, effective communication is maintained among the lead architect, design consultant, client, local planning authorities, and local consultants. Crucially, ongoing community engagement is integrated into the participatory design development process.
The project team will consist of:
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Design Consultants: A collaboration between the Project Office and Cityzen Agency. They will develop initial design concepts for the project proposal.
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The Principal Designer: The client and design consultants will select a local architect as the principal designer. It's preferable that this architect has prior experience with similar community projects and can effectively engage with various stakeholders.
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Contractors: The client will release tenders to invite contractors. Local contractors and subcontractors will be preferred, aiming to create employment and revenue opportunities within the community.