ARDESIGN8 Major Plate
ARDESIGN8 Major Plate
Architectural Design 8
A.Y. 2023-2024
Ar./En.P. Shalla Gayle B. Billano | Ar./EnP. Rachelle S. Santos
Major Plate: The Future of CBDs: Shaping the Urban Fabric through Connectivity,
Sustainability and Resiliency
Mode: Groups of 5
Submission Date: January 19-23, 2024 (Prelim), March 1-5 (Midterm),
April 12-16, 2024 (Finals)
By2030, end preventable deaths of newborns and children under 5 years of age, with all countries aiming
to reduce neonatal mortality to at least as low as 12 per 1,000 live births and under -5 mortality to at least
as low as 25 per 1,000 live births.
By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat
hepatitis, water-borne diseases and other communicable diseases
By 2030, reduce by one third premature mortality from non-communicable diseases through prevention
and treatment and promote mental health and well-being.
By 2020, halve the number of global deaths and injuries from road traffic accidents
By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air,
water and soil pollution and contamination.
By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes
local culture and products.
By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and
sustainable human settlement planning and management in all countries
By 2030, reduce the adverse per capita environmental impact of cities, including by paying special
attention to air quality and municipal and other waste management
By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in
particular for women and children, older persons and persons with disabilities
INTRODUCTION:
A central business district is exactly what it sounds like—the area of densely concentrated
commercial activity that forms a core of economic and population density in a city or region. In
some cities, the central business district will also be called the financial district, but that's usually
true in cities where the financial industry has a large footprint in the downtown office market.
Central business districts usually include numerous kinds of business and commercial ventures—
all of which are likely paying a premium to set up shop at the center of the economic action. The
central business district, referred to frequently by its abbreviation, CBD, is a key term in planning
because of its importance to so many intersecting issues of the city—the success of the local and
regional economy, the movement of goods and people, the life and culture of cities, and more
(What Is a Central Business District (CBD)?, 2020).
BACKGROUND OF THE PROBLEM:
A branding identity around the local CBD is a common economic development tool—an
effort to attract businesses and residents to the area and also provide a steady economic base
for the rest of the city and region. It's no coincidence that in many cities, the city's skyline is most
recognizable as a symbol of the city because of the buildings located in the CBD. The addition of
residential population to the CBDs of many cities has itself been a hugely significant planning
innovation of recent years (What Is a Central Business District (CBD)?, 2020). With the influx of
people from rural and suburban areas migrating in the cities (Matyas, 2020), traffic congestion
remains one of the problems in the CBDs (Boquet, 2013).
Traffic congestion has been a problem in Metro Manila and other thriving urbanized cities.
Architect and urban planner Jun Palafox suggested that the government should " identify and
develop cities outside current hubs" (Macapagal, 2016) to be able to decongest Metro Manila.
These new developments should be planned according to the existing urban and climatic
problems in the country such as growing population, depletion of open lots, even climate change
and susceptibility to disasters.
Although a CBD is a dense, globally connected area that often serves as the center point
for regional transportation systems, most CBDs are imbalanced and weighted towards core
commercial uses and business functions. As such, they have huge transient weekday population
swings, which have made COVID-19’s impact to downtowns and CBDs particularly pronounced.
Cities quickly mobilized and responded with improvised innovations such as “streeteries,” creative
uses of tactical urbanism, and growing community use of parking lots and other empty spaces. In
fact, the pandemic is, in many ways, accelerating trends that had already begun to subtly
transform our CBDs with a greater mix of uses; more focus on experience and destination; more
responsiveness to evolving work patterns and mobility; and the migration of families and
companies from global/mega cities to the suburbs, second tier cities, satellite cities, and less
expensive metros. There is a need for CBDs to be reimagined to address current problems (Erdy
& Song, 2020).
DESIGN BRIEF:
You are tasked to develop a lot in Mabalacat into a more inclusive, resilient, sustainable,
and healthy CBD. You are to design high rise buildings, specifically, condominium and hotel (13-
14%), level 2 hospital with specialized service and command center (10-11%) and the mall with
multi-modal transport terminal and capsule-inspired hostel (8-10%).
The rest of the buildings and spaces such as the Vertical Farm (1-2%), School (6-8%),
Theater/Convention Center (3-5%), open spaces (minimum 50%) for recreation, landscaping and
evacuation, road networks and streets, parking spaces as well as for the utilities will only be
reflected only in the master plan. The overall design will serve as a benchmark in the
improvement of the CBDs all over the country.
PROJECT OBJECTIVES:
1. to propose a development that will give recognition to the Region
2. to propose a sustainable, seamlessly connected and disaster-resilient complex buildings and
development
3. to promote a green and healthy environment
4. to become a new node for economic development and community vibrancy
DESIGN OBJECTIVES:
To be furnished by the designer.
DESIGN CONSIDERATIONS:
To be furnished by the designer.
DESIGN CRITERIA/APPROACH:
To be furnished by the designer.
SPACE REQUIREMENTS:
The proposed mall shall be an alternative shopping place with high-end shops, VIP
cinemas, distinctive dining experience offering a combination of enclosed and open mall
environment.
Critical spaces:
a. RDU (receiving and delivery units) for shops
b. RDU with delivery docks and storage (supermarket, appliance and department
stores)
c. Security Office with IT office
d. Administration offices with reception and meeting rooms (separate the admin office
of the shops from the mall-owned spaces like supermarket and department stores)
e. Employee’s Canteen/ Cafeteria
f. Staff lounge and locker
g. Emergency facilities (clinic, safe dispersal areas, fire exits)
h. Generator set room
i. AHU and electrical rooms
B. Multi-Modal Terminal
B.3 Canteen
C. Capsule-inspired hostel
a) 40 capsules
b) common toilets and baths
c) common area (dining & co-working space)
d) reception area
D. Parking
Vehicles to be considered in planning are cars, SUVs, motorcycles, bicycles, bus, private
jeepneys
a) Multi-level Parking for the mall
b) Parking for the terminals
c) Parking for the Capsule-inspired hostel
2. Hotel
a. Employee/Visitor Support Spaces
i. Lobby with Reception, Souvenir Shop
ii. Administrative Offices
iii. Conference Room/s
iv. Elevator Lobby with 1 Scenic Elevator
v. Thematic Restaurant with Service Kitchen
vi. Coffee Shop
vii. Employees’ Lounge with Locker Rooms (inclusive of Restrooms)
viii. Linen and Utility Rooms
ix. Laundry room
b. Common Spaces
i. 3 Function Halls (each with 100 pax capacity)
ii. Physical Fitness Zone
iii. Game/ Entertainment Room
iv. Changing/ Shower Rooms
v. Child Care Center
vi. Spa and Sauna
vii. Swimming Pool
c. Hotel Rooms
i. Deluxe (Size including bathroom ≥ 25 sq. m)
ii. Deluxe Twin (Size including bathroom ≥ 30 sq. m)
iii. Suite (Size including bathroom ≥ 50 sq. m)
3.3 to 5% of rooms are suites. Shall have a Master bedroom, pantry,
separate living room and en-suite bathroom with enclosed shower and
telephone extension in bathroom.
One PWD room for every 50 up to150 rooms, and 1 for every 100 rooms
thereof, for less than 50 rooms at least one PWD room
3. Commercial Zone (stalls can be accessed both/either in the inside and/or outside of the
building
DRAWING REQUIREMENTS:
Mabalacat became a first-class municipality in July 1996. One barangay, Marcos Village,
is inhabited by Negritos who live in bungalow houses and speak broken English. Its land of 15,262
hectares is more than double that of Angeles City's. Two-thirds of the land area of Clark Air Base
was taken from Mabalacat. It became a city after the president signed the Republic Act 10164
and winning the yes votes held on a plebiscite last July 21, 2012. The city is also a major
transportation hub; a number of major road networks including the North Luzon Expressway,
Subic–Clark–Tarlac Expressway, and MacArthur Highway cut across the region. At the southern
part of the city is the Dau Bus Terminal, which caters to passengers bound for Metro Manila and
provinces in Northern Luzon such as Tarlac, Pangasinan, Ilocos Norte, Ilocos Sur, Nueva Ecija,
La Union, Bataan, and Zambales (https://en.wikipedia.org/wiki/Mabalacat#Government ).
PROGRESS WORK SCHEDULE:
Week Target Accomplishment/s Score (pts.)