THE GLASS-HOUSE COMMUNITY LED DESIGN

PROJECT SUPPORT REPORT 2012

CATHAYS & CENTRAL YOUTH AND COMMUNITY PROJECT

CONTACT DETAILS

The Glass-House Community Led Design51 Tabernacle StreetLondon EC2A 4AA

Tel: 020 7490 4583www.theglasshouse.org.ukinfo@theglasshouse.org.uk

Gillard Associates 2 Cathedral RoadCardiffCF11 9RZ www.gillardassociates.co.uk

INTRODUCTION 4Cathays & Central Youth and Community Project 5The Glass-House Community Led Design 6Gillard Associates 7

PROJECT SUPPORT 8Workshop One 10Workshop Two 19

NEXT STEPS 27

CONTENTS

4

INTRODUCTION

Introduction

5

CATHAYS & CENTRAL YOUTH AND COMMUNITY PROJECT

Cathays Youth & Community Centre has a long history of providing for the community as a base for innovative youth programmes, dynamic events and dependable facilities. Provision for music and arts has become one of the main themes at the Centre, as well as promoting healthy living with the help of the excellent Embassy wholefood café.

The Cathays & Central Youth & Community Project (CCYCP) is a registered charitable company managed by a voluntary committee of elected members from the local area. The CCYCP aims to develop the existing resources and space at the centre to provide a welcoming, sustainable and stimulating environment that enables the community to actively participate.

CCYCPs vision is to develop partnerships to provide opportunities for all.

Introduction

INTRODUCTION

6

THE GLASS-HOUSE COMMUNITY LED DESIGN

The Glass-House is a national charity that works to help people make better neighbourhoods, homes, buildings and spaces. We believe in the power of community led design to transform places and to bring positive and lasting change for all. We enable local people to contribute to the design and planning process, leading to delightful places and spaces that work for everyone.

WHAT WE DO

The Glass-House provides independent advice, training and hands-on support to communities and professionals working together to improve their neighbourhoods, homes, buildings and spaces. We work with groups to develop a participatory design and planning process, which results in more intelligent, dynamic and sustainable

neighbourhoods and homes. The Glass-House also works collaboratively to capture and share the valuable experiences of communities and professionals working on the ground, in order to encourage and support better ways of working and to influence policy that empowers local people and values a high standard of design.

WHO WE HELP

The Glass-House supports community groups and organisations who are leading projects to create or regenerate neighbourhoods, spaces, homes and buildings. We also work with local authorities, developers, registered social landlords, housing associations and other organisations to help them engage with local communities.

HOW WE HELP

The Glass-House provides a wide range of support options for projects including

inspirational Study Tours, Design Training courses and introductory and project-based workshops. Our Bespoke Project Support offers tailored support for groups who are working towards positive neighbourhood change.

We also work with a range of partners to provide opportunities for people from different backgrounds and sectors to explore the opportunities, challenges and value of community led design together.

The Glass-House is committed to making our support accessible to communities throughout the UK, offering free or subsidised support to projects led by and for the benefit of local people. To find out more about what we do visit

www.theglasshouse.org.uk

Introduction

THE GLASS-HOUSECOMMUNITY LED DESIGN

7Introduction

GILLARD ASSOCIATES

Alan Gillard is an architect with experience of working with a variety of community groups and associations and has helped revitalize and conserve a range of community buildings including mills, industrial sheds, and churches.

Working with these groups has taught Alan about the value of community buildings, but also about the value of building as a community activity.

Buildings are dependable and often iconic references, which can form a major element of a community’s identity. Their conservation and development can provide a valuable focus and can lead to enhanced interaction and cohesion at a time when community

values are perhaps less valued than they were just a couple of generations ago.

Alan believes that communities themselves are best suited to realizing the potential of their own buildings but that architects have a crucial role in helping to unlock everyone’s innate ability to design. This combination of skills – on the one hand intense knowledge of local needs and on the other, professional expertise gained on working with building projects – is the best way of ensuring that projects meet the aspirations of those involved, but moreover, continue to serve the communities in the longer term

PRACTICE STATEMENT

“Gillard Associates is a firm of architects and designers, committed to designing buildings, spaces, products and places

which are as striking and innovative as they are socially, economically and environmentally responsible. Driving all of our work is the need to design attractive and environmentally sustainable solutions for living, working and enjoying ourselves.

Although recent legislation requires us to act responsibly in procuring, commissioning and maintaining our building stock while reducing carbon emissions radically; we have found that our clients are just as committed to these sustainable principles. Working with them on a series of building projects we have evolved a ‘recipe’ for construction which is capable of satisfying these aspirations as well as the demands of regulation.”

www.gillardassociates.co.uk/statement.html

8

PROJECT SUPPORT

Project Support

9Project Support

PROJECT SUPPORT PROGRAMME

Workshop One 23rd October 2012

� Assessing the site

� Best Practice presentation and Design Principles

Workshop Two 7th November

� Model Making

� Methods for community engagement

� Action Planning

The Glass-House agreed to deliver delivered a two session Project Support programme spread over two days. The programme of activities was developed collaboratively through a process that provided an understanding of the needs of the group.

10 Project Support

THE COMMUNITY CENTRE

The CCYCP are simultaneously developing various stages of their project and are applying for funding to refurbish both the Bingo Hall and the existing spaces.

After a lengthy process of negotiation, the CCYCP managed to acquire the lease of the disused bingo hall building, which is adjacent to and accessible from their existing buildings.

CCYCP asked local architects, including Alan Gillard of Gillard Associates for assistance in moving forward their vision for a remodeled community centre, which would also bring the old bingo hall back into use.

As a Glass-House Enabler, Alan suggested they approach The Glass-House to assist with a holistic vision for the centre, to focus the efforts already being made by CCYCP making grant applications for funding to develop the building.

The old Bingo Hall has been derelict for the past 15 years.

PROJECT BACKGROUND

The old Bingo Hall

11Project Support

PROJECT BACKGROUNDTHE BUILDINGS

The project is divided into a three phase development with the potential to make use of the older 1920s building. Half of the older building, an old Bingo Hall, has been derelict for 15 years whilst the other half has been used by the Community Centre for the last 20 years, such as for band practice and youth and community groups.

The building is almost 100 years old and, although it has been upgraded over the years, modernisation is required. The newer, front part of the building occupied by CCYCP has a cafe, recording studio, meeting room and office. This has recently been joined onto the older building, creating a reception area with access to all areas.

Reeltime Recording Studio

The Embassy Café

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WORKSHOP ONECATHAYS COMMUNITY CENTRE, 23RD OCTOBER 2012

Aims of the Workshop

� To look at the current state of the buildings; objectively identify opportunities or drawbacks; and arrive at a list of priorities for further review.

� To review the assessment and share ideas in order to prioritise the improvement for the centre.

� To give inspiration, design ideas and confidence as well as an understanding of design principles towards creating a successful project.

Site Assessment

After an introductory ‘ice breaking’ session, the participants split into three groups to objectively explore the design of the existing buildings. This was in order to identify problems issues and opportunities presented by the site as it now stands.

For this activity the groups explored the spaces using the 3Fs approach of:

� FORM – the construction, light, materials, structure and volume.

� FUNCTION – the purpose, rooms and areas, and users.

� FEELINGS – of delight and inspiration, sight, smell, sound and touch.

In addition, the groups were given worksheets and asked to think about the building in terms of the following themes:

� Access

� Delight

� The external context

� Flexibility

� Identity

� Internal connectivity and legibility

� Physical and emotional security

� Energy and waste management resources

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The Glass-House The Glass-House

Project Support 13

FORM, FUNCTION, FEELINGSA WAY TO EXAMINE BUILDINGS

The ‘form, function and feelings’ approach is useful for when you are thinking about the design of a building or even visiting an existing building.

FORM

FUNCTION

FEELINGS

BUILDING DESIGN

purpose users

rooms and areas

delight and inspire

sight

soundsmell

touch

structure

volume

materials

light

construction

14 The Glass-HouseThe Glass-HouseProject Support

THE SITE

From this activity the following issues and opportunities emerged:

General comments

� Bingo hall provides a huge open space

� Existing buildings appear robust and have an industrial feel, which was not seen as a positve thing

� The building itself was seen as attractive and unique

� Existing entrance not welcoming or legible

� Work carried out piecemeal and no sense of cohesion

� Lack of security / feeling of personal safety

THE BUILDINGS

Stuck in time... the derelict Bingo Hall

15

The Glass-House

Project Support 15

EXTERNALLY

� Lack of connection to housing at rear of site

� Existing courtyard / garden cluttered

The alleyway at the back The refuse areaThe garden

ENVIRONMENTAL CONSIDERATIONS

� Lack of natural light internally

� Poor ventilation

16 Project Support

The practice rooms The social activity hall The café’s kitchen

MAINTENANCE ISSUES

� Roofs leaking

� External walls in poor repair

Project Support 17

Under the stageThe roof and walls The Bingo Hall

18 Project Support

REFLECTIONS

The walk about was followed by a review of the assessment activity to provide opportunities for the group to share their findings and ideas as well as highlight themes to explore.

Flip charts to record the discussions

19Project Support

BEST PRACTICE AND DESIGN PRINCIPLESTHE PRESENTATION

In the afternoon session the principles of design and the approach to design were discussed. The importance of a focused vision was explored, and the group was introduced to some other best practice projects that had been realised elsewhere.

The key concepts, which were common to all, included:

Vision Arrive at a vision for the overall project rather than concentrating on individual elements. This will enable funding to be allocated and spent wisely, reducing the chance of abor-tive work. It also helps to provide focus for a large group. A clear vision statement also enables a clear design brief to be produced. A good way of starting this process is to list

keywords or concepts which will provide reli-able signposts during the design process.

Brief

A clear design brief is essential so that the chosen architect has all the information nec-essary to produce a design solution tailored to the needs of the group and to the building. During the process of compiling the brief the temptation to design the building should be resisted – this is best left to the architect who may have solutions which would not occur to the group. Intangible or subjective descrip-tions (feelings, emotions) are as important as objective requirements (room sizes, services data).

Business Planning

Knowledge of the present and proposed us-ers is essential so that the brief meets all re-quirements. Knowledge of the market will be essential so that facilities can be designed to attract paying groups which will help make the project sustainable financially.

Design is cyclical

The vision statement is used to inform the brief; which is used to create the design, which in turn is used to engage the interest of the community group. It may take sev-eral iterations and consultations to obtain a consensus before finally taking the project forward.

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IMPORTANT THEMES THAT EMERGED

FORM � Sustainability: Encourage a sustainable approach to working within the existing buildings

� Materials: the appearance of the metal railings can be softened with planting

� Front of building: the signage needs to be welcoming

FUNCTION � Spaces that are multi purpose

� Spaces that are flexible to a varety of users

� The garden and café as social spaces

FEELINGS � A welcoming atmosphere: natural light; the café entrance; the reception area

� Security and access for users

� To feel more like a centre for the whole community

REVIEWThe first workshop was a fantastic opportunity for the group to further explore new perspectives about the site as well as gain inspiration from other projects.

Jo, Sam and Alan

21Project Support

WORKSHOP TWO

AIMS OF THE DAY

� To make a model and start translating ideas into spatial terms to understand and have confidence in model making.

� To use the model to appreciate how indoor and outdoor spaces relate to each other and include these themes in the design.

� To present models to each other and explore their implications in order to get a sense of the priorities and areas of consensus.

� To explore groups and networks that are already engaged and the methods that have been successful and unsuccessful in engaging them.

� To explore groups and networks that are not engaged and the methods that could be used to engage them.

� To discuss what the next steps might be, pull together themes and consider what should be done next to create a brief for the centre.

RECAP AND REGROUP

We began with a quick recap on the work that was completed in the first session. This was to referesh the group as well as bring new participants up to speed.

CATHAYS COMMUNITY CENTRE, 7TH NOVEMBER 2012

22 Project Support22

MODEL MAKING

AIMS OF THE ACTIVITY

a) To build a block model of the building in its urban context to see how it relates to the street, and explore connections with the adjacent housing and neighbouring community

b) To build a card model of the building’s interior spaces to

� investigate the way in which different room functions relate to each other.

� instigate discussions about what sort of spaces may be needed

� promote a vision for the centre which can be the basis for briefing an architect at the next stage of the project’s development

� communicate the ideas to others and engage interest from potential stakeholders and user groups

Alan, Dylan and Amelia workingon the main building model

23Project Support 23

MODEL MAKING ACTIVITY

The participants were divided into three separate groups, who each worked on a different model – the site model, the main body of the centre, and the café/admin part of the building. The groups then fed back ideas.

SITE MODEL

Based on a 1:200 scale site plan a simple block model was built, with colour coding to clarify different uses: Residential (pink), green spaces (green), car park (blue) and industrial (yellow). This illustrated how the centre forms a sort of arrow head – a useful metaphor – which ‘pushes’ into the residential community to the rear of the site.

It helped to visualise an opportunity available to the centre to engage their near neighbours by using existing openings or creating circulation on the building’s perimeter. Building the model also helped the group to understand the importance of the café and admin building and its relationship with the main street, a topic that was also discussed in relation to a second model.

THE SITE

The site model

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THE CAFÉ

THE CAFÉ MODELThe future development of the café is of crucial importance to the success of the project. The wholefood Embassy café already acts as a metaphoric ambassador for the centre but the model revealed how the building’s shape and room allocation restricts the enterprise’s operations. The model opened up discussion of other uses for the upper floors, something that had not previously been considered. Also discussed was the access and relationship between indoor and outdoor spaces and different user groups.

John, the café manager, talking about the café

25Project Support

MAIN BUILDING MODEL

Based on a 1:100 plan, this model showed just how large the main spaces are but also the opportunities presented by interlinking them around a large and welcoming foyer. This could double up as a visual presence of the centre directly onto the street.

Exploring the model, the group found that whilst there was ample space for a variety of activities and user groups, there was a need for multi-purpose spaces, which could be sub divided. The model also provided a useful vehicle for discussing the requirements for smaller spaces such as meeting rooms, toilets and cloakrooms, garaging and workshop, and the best way to configure these.

Considering the outside spaces, the group realised that rather than having one garden area the site and building offer a number of different spaces suitable for outside enjoyment, at ground level and roof level.

MAIN BUILDING

Jo explaining the model of the centre

26 Project Support

DISCUSSION:THEMES AND PRIORITIESTHE DIFFERENT SPACES

Key points discussed

After reviewing the model the participants explored common themes and priorities for the successful remodeling of the centre:

� Legible signage and entrance visible from the main street. Welcoming foyer leading to all the other facilities in a way which is attractive and accessible

� Variety of green spaces

� Enhanced café with larger seating potential

� Flexible display or exhibition area; a stage

� Garage for a new mini bus with connected workshop area for maintenance

� Large multi purpose hall capable of being sub divided for greater flexibility

� Permanent multi purpose space for smaller groups

� Meeting room and/or conference room

� Office(s)

� Secure storage for a variety of user groups

� Studios - Music/recording; dance

� Dormitory space

� Bike storage

� Services – toilets; lifts; reception; changing rooms

� Accessibility – open up, link and multi-use spaces

More technical features included:

� Green roofs

� Rainwater harvesting

� Solar cells

The next activity focused the group on the steps they will need to take to turn their vision into reality and provided time to think about the content of their emerging design brief.

IDENTIFY OTHER USER GROUPS

In the final session the group was encouraged to identify user groups that could potentially make use of the centre.

Although the CCYCP have been active in organising and delivering community engagement activities (through a community consultation day and an interactive board about the building development) it was useful to explore different approaches. They also consider how to take the identified issues to the wider community in order to develop the ideas further.

27Project Support

ENGAGING THE COMMUNITY

The community engagement methods already used by the centre

Model of the main building

28 Project Support

ACTION PLANNING

PROCESS

By reviewing the activities and discussing next steps, the group looked at their immediate and future deadlines and priorities and developing a series of action points.

� Taking the model out in to the wider community would enable the group to show their design ideas about the (re)development to people, get a more balanced perspective and enable them to build this feedback in to the (re)design of the buildings, spaces and uses.

� It was decided that an active ‘outreach’ programme using some of the material created during the workshops would be beneficial. Persons within CCYCP will be allocated to potential users and seek opportunities for direct ‘marketing’.

� Using the model to communicate design ideas in order to put together a brief for the architect

� Using the information and principles gained from the sessions and outreach programme, CCYCP will write a detailed architect’s brief. The breif will document the overall vision for the centre and can be refined as the project develops. Through this the group can inform the architect of their aspirations, constraints and requirements.

29Next Steps

NEXT STEPS

30 Next Steps

SUMMARY

The group displayed a passion and willingness to achieve their aims and objectives. They have a creativity and connection to explore and challenge both existing and new ideas and projects.

The next steps are:

DESIGN BRIEF

� Producing an outline design brief for the architect

� Creating a detailed brief in collaboration with an architect

BUSINESS PLAN

� With the Vision Statement concisely drawn up a Business Plan will be produced

FUNDING APPLICATION � The Business Plan will from the basis of

funding applications

These documents should integrate the different phases of the project. It is important to keep the community involved and to provide opportunities for them to contribute both practical support and to developing ideas and the design.

The brief should be developed in more detail and can be a pragmatic as well as an aspirational document. Once the brief has been formed it is a good tool for engaging current and future users and stakeholders of the centre.

The Outline Brief will need to be devloped to present to the architect or design team, which will change and evolve as the project develops. Once you have appointed the architect or design team you can then develop a Detailed Brief, which the architect or team should prepare in collaboration with you.

NEXT STEPS

The Glass-House 51 Tabernacle StreetLondon EC2A 4AA

T. 020 7490 4583F. 020 7490 4584

info@theglasshouse.org.ukwww.theglasshouse.org.uk

Charity register number 1112094Limited company number 5435630

Call us or visit our website to discover how The Glass-House Community Led Design can help you and your group achieve your goals.

If you have any questions, or there is advice or support that you require, please remember that The Glass-House is here and ready to help.