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ARC585MANAGEMENT & PRACTICE 2coordinated by Cristina Cerulli

This report presents the issues regarding procurement, cost control, legal, professional and statutory frameworks, health & safety and access as applied to my sixth year major project.

April 2007Peter John Merrett010129618

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Location Plan Showing SEDF projects at a developed stage

1 Spital Hill Works: Rede-velopment including partial demolition and refurbish-ment. Change of use from former Industrial functions to Administrative, Com-mercial and Community

functions

2 Carbon Zero Building Supplies: Use of Vacant Land for staorage and processing of Reclaimed

Building Materials

3 Bridgehouses Radical Passive Housing: Partner-ship with volume house builder Bellway Homes to develop carbon neutral, passive housing

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This project envisions the development of an organisation which promotes environmentally, socially and economically sustainable development. It offers material resources, professional expertise, and alternative procurement processes tailored to client groups with little experi-ence of design, development and construction processes. This responds to a skills gap,

experience, expertise and communication between professionals and client groups. SED also works with mass house builders & building materials researchers to develop cost effec-

I shall discuss the management and procurement issues of three inter-related facilities; a residential development (‘Bridgehouses Passive Radical Housing’), an architectural reclaim yard for storage and processing (‘Carbon Zero Building Supplies’), and the refurbishment and re-construction of a mixed-use administrative, public and research base for various SEDF and community activities, located at Spital Hill Works, a disused tool engineering building.

All three projects rely on specialised innovative construction techniques which are devel-oped by the organisation itself. Traditional procurement systems where a principle contractor is selected after the design stage will not be appropriate because of the important role the contractor has in the research and development of new techniques. The three projects rely on a type of strategic partnering which is internal to the SED Foundation, where an interdis-ciplinary team work together on various projects. Within this team the role of the contractor is represented by an expert who plays a similar role to that played by a contractor in the Man-agement Contracting form of procurement, providing buildability advice to the design team, & managing construction on-site. This expert is part of the integrated team and shares the same goals of innovation. Technical and construction staff are assembled to assist in pursu-ing the constructional application of innovations in the use of reclaimed building materials. This principle management contracting role will then be responsible for sub-contracting work

agement Contracting system which will bear on this alternative system of procurement:

– Possible to overlap design and construction and reduce project time– Management contractor appointed earlier than normal and able to contribute to design

and identify with the client– Improved team integration and communication– Competition still in place– Sub contracts can be placed closer to the time actually required

Bridgehouses Radical Passive Housing

Housing), but also acting in the private sector as a materials supplier, social housing devel-oper, and design and construction consultancy.

ment’s Communities Secretary Ruth Kelly has proposed that all new homes should be zero-carbon by 20161. House builders like Bellway will come under increased pressure to radically change the way they build and procure new homes to reach this goal.

1 ‘Zero Carbon’ homes plan unveiled, from news.bbc.co.uk 13-12-06 see Appendix 1

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Partnering Studies

Partnering comes in many guises and can be understood as anything from good teamwork within an otherwise traditional contractual framework, to a situation where there is no formal contract and full partnering exists. Within this spectrum there are recognised to be two prima-ry partnering types: project partnering and strategic partnering or alliancing. Project partnering applies to the framework for a single project, whereas strategic implies a longer term associa-tion.

Initially SEDF & Bellway Homes jointly develop a pilot house through a project partnering method of procurement. Assuming success of the pilot house, a strategic partnering begins to procure sites for residential development. This strategic partnering will be triggered after the pilot house project is underway. ‘Bridgehouses Passive Radical Housing’ (an alliance between Bellway and SEDF) acquires and develops the vacant site, formerly of Bridgehouses Station, where self-build and social tenants collaborate with the SED design & construction team, which acts as design team, principle contractor and social landlord. In this situation client and design team are located within the same alliance of organisations. The alliance is engaged with research & development of technologies which are of high value nationally and are active in European and National political spheres. This enables both Bellway and SED to lever public funding for the project. The allocation of risk between the organisations will be an important agenda in procuring these projects, where the culture and values of both organizations must be assimilated, and both parties need to understand what they have to lose or gain from the endeavour.

Government funding agencies invest in the development of design technologies and pro-curement systems which enable environmentally and socially sustainable development, and expect gains in the advancement of the construction industry’s ability to deliver sustainable homes. This research will contribute to a government publication, providing guidelines and models for effective development. Bellway homes are investing in their future capability to build carbon neutral private sector housing, and are incentivised by central government to achieve this. This responds to the Egan Report (1998) which found that the construction industry invests too little in capital, research and development2.

SEDF responsibilities are fourfold:

our contribute towards product research and development. 2) They operate as a Registered Social Landlord. SED Housing Association manage the social housing component of partnering projects like Bridgehouses RPH, and are funded through the Housing Corporation. 3) SED Community Design Services comprises an interdisciplinary design and management team which act as both client and design team in partnership with Bellway homes, but also offer services to projects such as community self-build, where client groups have little experi-ence of the development process.

city centre fringe sites which are normally unattractive to large scale developers and design strategies which not only address site constraints but offer a model of sustainable, ecological development.

2 Egan J Sir (1998). Rethinking Construction: The report of the Construction Task Force to the Deputy Prime

UK. - see Appendix 2

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Expertise is not shared evenly throughout the two organisations; the volume house builder has competency in contemporary construction, management and delivery relating to mass housing; SEDF has expertise in innovative architectural design, and environmentally sustain-able building technologies, as well as an understanding of alternative tenures and issues regarding social tenancies. It also has an established communication with the council’s urban

Carbon Zero Building Supplies

The use of reclaimed materials is becoming a cost effective way of reducing the carbon foot-

retardant products are available on a national and global market. Manufacturer expertise is assembled from this context to develop equal–performance reclaimed building products such as composite corrugated metal insulating roof and wall cladding panels. By making locally reclaimed building materials available to both commercial and domestic markets the carbon footprint of new development can be reduced drastically. From small DIY projects, through self-build, to larger commercial developments, ‘Carbon Zero Building Supplies’ offers a range of building products and services which address the growing concern for environmentally sustainable development.

CZBS operates a materials storage, processing and distribution works close by, to the north of the Bridgehouses Housing Development. It comprises internal and external storage of ma-terials such as steel beams, sheet metal, masonry blocks, timber beams & products. Tempo-rary canopies are built at low cost to provide initial dry storage. A former railway tunnel, which has an existing subterranean link to Spital Hill Works is to be adapted as more permanent, expandable storage space.

CZBS operates as a social enterprise, and draws funding from organisations such as Unltd who offer two-stage start-up funding to initiatives such as this. Access is possible either from Brunswick Road or directly from the new Relief Road through the road tunnel under the Viaduct. Provision is to be made for loading and unloading materials from rail carriages, which

delivered for CZBS through the SEDF collaborative design and management team. Because of the proximity of the reclamation site and the housing development (in partnership with Bellway Homes), machinery and plant may be shared at different stages, and should allow secure storage for construction vehicles and machinery.

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Proposed Ground Floor Plan

Section 1

Section 2

Section 3

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Spital Hill works is to be redeveloped as a base for SED activities, presenting the transparent public front of the organisation & providing accommodation for various community uses. It is a mixed development integrating residential, recreational, commercial & administrative and research facilities.

Actors

SED Management teamSED design teamSED Admin staffSEDHA managerial staffSEDHA adminSEDHA customer serviceSEDHA maintenance department

MAMA CaféMAMA training roomMAMA function roomMAMA kitchens – café and catering service

for short term tenures 1month- 1 yearRESIDENTS of 14 terraced properties (social and private sector owners and tenants)TENANTS of shop units fronting onto Spital Hill

Site

Spital Hill Works was built around 1880 as a tool engineering works, and remained in use until the 1980s. Since then, most of the building has been left vacant and unattended, while the east portion of the building which fronts directly onto the busy pedestrian route of Spital Hill remains in use by small scale businesses and shops. The building is easily accessible by

The building sits around a narrow courtyard which currently has a single access route through an archway from Spital Hill. The Building also has rear access from Brunswick Road.

Ownership

The building’s ownership is split in two, despite the lack of party wall divisions in the exist-ing property. The badly deteriorated major part of the building was bought at auction for £150,000 in the mid 1990s by Naseems, and the portion fronting onto Spital Hill belongs to a London-based commercial landlord. Although the owners have no plans to develop the site themselves, the building has been recorded in the Burngreave Masterplan as an opportunity for refurbishment as a community focal point.

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Section 1

Section 2

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Condition

be damaged beyond repair. Most of the steel and masonry construction is in tact. Concrete

The rear part of the building is to be demolished where it is assumed that the existing struc-ture is unsafe.

SED and MAMA have collaborated in a prior smaller scale securing & refurbishment of the existing property, and both have a small base in the habitable part of the existing building. The proximity of actors and site will improve the potential for communication, collaboration and engagement with the site conditions. However, construction needs to be carefully managed to reduce interruption in the day to day running of these existing functions.

In ‘Partnering and Alliancing in construction projects’, The Value Approach involves under-standing and respecting each party’s issues and objectives whether commercial or social.

private sector organizations to understand that the public sector client had a duty to procure socially oriented services representing best value. An understanding of the cultural issues of each party is fundamental to effective partnering, which is generally characterized by trust and openness between the parties and a robust system for sharing pain and gain.”3

Client led procurement studies“The Value process is used to develop and understand in detail the client value system. Subsequently this will be translated into an analysis that attunes the client value system to the appropriate procurement route, including decisions on attitudes to risk allocation.”4

Funding

The community base of the building is secured through funds from local regeneration agen-cies such as Burngreave New Deal for Communities. SEDF accommodation is partially

public sector activities is sourced through the relevant centralised authorities (Housing Corpo-ration, Government agencies such as the Department for Trade and Industry).

The procurement of the building takes account of the combined public/ private funding of the building. The Special Purpose Vehicle (Company for collaborative Procurement) of the Shef-

bination with phased public sector community / regeneration funding. SEDF creates revenue from private sector lettings, external design & construction consultancy contracts, funding for Registered Social Landlord running costs, funding for Research & Development of materials technology, and the sale of reclaimed building products. This commercial activity allows SEDF to secure private capital for the SEDF Headquarters Building. Public funding for the building is drawn from multiple sources including The Housing Corporation, The Department for Trade & Industry, Burngreave New Deal for Communities & Unltd Social Enterprises Fund.

3 Male, Kelly & Graham, Value Management of Construction Projects, Blackwell 20044 Ibid. p.119 Partnering and Alliancing in Construction Projects.

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Procurement and Contract selection

SEDF operational values promote the shared and collaborative authorship of the environ-ment where development is conceived within a spectrum of temporary and long term issues of urban growth. The method of procurement follows this concept so that the way in which they work both within the organisation and with the many other external actors becomes vital to its success. Like all procurement systems, this collaborative partnership needs to balance quality, time, cost and risk to deliver a best value solution. In a traditional system, ambitious or innovative projects are commonly seen to be delivered at a detriment to cost certainty and time constraints. The time and cost certainty required for Design & Build contracts can some-times jeopardise the quality of the building. With refurbishment projects where there is a high risk in dealing with on-site design problems relating to the existing built fabric (an unknown

adapted to an unexpected variation in the existing building. In this case the Design Team is often novated by the Contractor as part of the conditions of tender. This brings focused de-sign expertise into the construction stage & increases the collaborative potential of the pro-curement process. However, this system is still at risk of an adversarial relationship between Design Team and Contractor. Through strategic collaboration SEDF’s SPV attempts to deliver an ambitious and inspirational building while controlling cost certainty and time constraints. Much of the capital for the building will be released through a programmed succession of funding stages, and the progress of the project must stay on schedule to meet these in order to continue to secure the funds.

The project will be characterized by close client engagement at all stages. The client’s con-tacts will remain constant throughout the process with a pre-assembled team consisting of a principle contractor specialising in reclaimed materials technology, a representative respon-

design team. Although different parties will have varying levels of involvement throughout the process, each contributer is available to consult on issues such as buildability or life-time costing at any stage in the duration of the project. This team are engaged in strategic partner-ing working on other projects simultaneously, independent of the SED Foundation Building project.

The procurement system will incorporate aspects of Prime Contracting, where strategic partnership allows long term relationships with suppliers and the supply chain is managed

products) will supply most of the organisations insulation contracts. This also allows the sup-ply chain to be involved in the design process, and provides increased cost certainty at an earlier stage. Through this approach, the system of delivery can be continuously improved, responding to changing circumstances, and design can be optimised to the lifespan of the building. The integration of maintenance and operational responsibility within the concept, design and construction stages is a key method of achieving this responsiveness. One of the possible disadvantages of such a strategy is the extended time period to set up the organisa-tional relationships from the beginning. The time taken to assemble the collaborating groups may be double that of a traditional system of procurement, where contractors and suppliers are brought on board as the scheme progresses. Despite this, there will be time-saving over the following stages of procurement which are likely to outweigh the extended initial set-up period. The cost of private capital also comes with time constraints, where the budget is

14Sheffield Ecological Development Foundation Building

BCIS £/m2 New Build / Refurb Prices - March 2007

CI/SfB Facility Mean Lowest Median Highest Sample Area

1232 3644

200 Refurb Industrial facilities275.1 Factories for metals 208 0 0 0 1 100

300 New / Refurb Commercial Administrative320 Offices - steel framed 1253 374 1181 3984 346 1622345 Refurb Shops 710 90 632 1865 25 180

284.2 Purpose built warehouses/ stores 785 74 541 2677 7 900700 New Educational Scientific

731.1 Research facilities 1635 782 1476 4807 25 522900 New/ Refurb Common Facilities931 Refurb Kitchens 1448 424 1515 2425 8 60

941.1 Public Conveniences 1547 313 1433 3240 13 60941.2 Toilet Blocks - private facilities 1241 739 1379 1466 4 150

947 Refurb Dressing, Changing Rooms 1026 445 1046 1663 5 50

Excludes external works and contingenciesExcludes specialist Fixtures, Fittings and Equipment (FF&E)Preliminaries are apportioned

£/m2 PricesGenerally Mean Cost 1,232 /m2

Construction Cost 3644 m2 @ 1,231.63£ = 4,488,041.50£External Works 30.00% = 1,346,412.45£

5,834,453.95£

Contingency 10.00% = 583,445.40£

6,417,899.35£

Adjustment for Tender Price Indices From 1Q 2007 to 1Q 20071Q 2007 = 2371Q 2007 = 237

6,417,899.35£

Adjustment for Location Standard = 1.00Sheffield = 1.04

6,674,615.32£17No. Dwellings at Handley Street

BCIS £/m2 New Build / Refurb Prices - March 2007

CI/SfB Facility Mean Lowest Median Highest Sample Area

810 Housing, mixed 796 412 765 1785 440 2265

Excludes external works and contingenciesExcludes specialist Fixtures, Fittings and Equipment (FF&E)Preliminaries are apportioned

£/m2 PricesGenerally Mean Cost 796 /m2

Construction Cost 2265 m2 @ 796.00£ = 1,802,940.00£External Works 30.00% = 540,882.00£

2,343,822.00£

Contingency 10.00% = 234,382.20£

2,578,204.20£

Adjustment for Tender Price Indices From 1Q 2007 to 1Q 20071Q 2007 = 2371Q 2007 = 237

2,578,204.20£

Adjustment for Location Standard = 1.00Sheffield = 1.04

2,681,332.37£

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Controlling Costs

Designing to a Cost or Costing a Design?

The budget will initially be established by the client as authorised total expenditure which can be provided through provisionally secured funding, and an outline scheme will be designed

through feasibility studies and outline proposals to reach the estimate which I have calculated from BCIS data and outline scheme design drawings. It is based on the established accom-modation requirements for the building at the Outline Proposal stage (RIBA stage D) which

mental design, integration of shared facilities in spatial planning and structural and construc-

groups. Cost Checking operates at all stages of the project process and run into the main-tenance and operational costs of the building to accurately predict and asses the life-time

trades, regional variations, changes in building regulations and changing site constraints will be monitored at each key stage of the costing process.

Life Cycle Costs & Cultural Durability

“the present value of an asset (a building) over its operating life, including initial capital cost,

set at the end of its life. Life cycle cost techniques take into account, during the design and management of construction projects, the total costs that the project will impose upon the client during the whole of its life” 5

“Sustainable buildings are designed for unpredictable events. Durable buildings are made to change. A building is not complete upon completion; at that point a durable building starts to live.”6

Since the Maintenance and operational costs of the building (Opex) represent a much larger proportion of the total expenditure than the design and construction cost (Capex) it is impor-

gevity can reduce the Operational Expenditure. This also recognises the cultural value which the local community and the buildings users derive from the building and not just the opex.

the building. The cultural durability of the building is harder to predict, but it can be achieved through a commitment to understanding and co-authoring the building with the communities, user groups and interested parties. Consultation and participation projects will run with the buildings future users; SEDF staff, MAMA staff, community and public users will be engaged

has the potential to reduce the lifetime costs of the building because of the reduction in later

5 Quantity Surveyors Division of the Royal Institution of Chartered Surveyors, 19866 Bob Van Reeth, Cultural Durability in Bernard Leupen (Ed.) Time-based Architecture, 2005

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Inclusive Design

As a society we have the responsibility to create equal participation for all people and avoid the creation of disabling environments. Architects have an important role to play in achieving this.

The design of the SED foundation building ensures that the approach and circulation gives equal priority to all building users. Where ramps are used internally, this is the primary circula-tion. Internal level changes follow the external ground level wherever possible, to reduce the need for approach ramps at entrances. The public areas of the building are mostly located on

the front of the building provides access to various public facilities, while the connecting ‘verti-

“How ethical is it to practice architecture - to be a professional licensed to design buildings 7

Lifchez suggests that architects need to confront the social psychological context of design, and to acknowledge that there are no simple technical design solutions. Although part M of the building regulations (Access to and use of buildings) makes some important provisions, these cannot replace a more fundamental concern for the needs of building users.

In conversations with Amina Soulieman of MAMA East African Women’s group, it was men-

access to the back of house for deliveries and refuse collection.

Health & Safety

The building regulations exist to ensure the health and safety of people in and around all types of buildings. In addition to this, he Construction (Design & Management) Regulations 2007 place duties on those involved in all construction work (especially for any building project which lasts more than 30 days or involves 500 person days of construction work or more). The Spital Hill Works project will appoint a CDM Co-ordinator as an external (& im-partial) advisor to the client concerning Health & Safety issues. The client, design team and

the various measures which the actors have taken to reduce health and safety risks. In this project, Designers will work with the Principle Contractor to ensure that the design can be built in a way which does not jeopardise the safety of the construction workers. Risk assess-ments will be carried out for all constructional processes which pose potential hazards. Risk assessments will be especially important in determining the appropriate methods of demoli-tion which are necessary to make alterations to the existing building.

steel structure which is designed to allow specialised masonry demolition in 2m long seg-ments, reducing the risk to the health and safety of construction workers and the public.

7 Lifchez, Rethinking architecture : design students and physically disabled people, University of California Press, 1987

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Section 3 1:100

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Section 3 1:100

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Appendix 1Retrieved 09/04/2007 from news.bbc.co.uk

Wednesday, 13 December 2006

'Zero carbon' homes plan unveiled

All new homes in England will have to be carbon neutral by 2016, under proposals announced by Communities Secretary Ruth Kelly.

The scheme includes tightening building and planning rules, and a star rating system that reveals a property's energy efficiency to potential home buyers.

The UK's 21 million homes are responsible for 27% of CO2 emissions.

The government hopes that the measures will help it meet the target of cutting CO2 emissions by at least 60% by 2050.

"Climate change is a real and imminent threat," Mrs Kelly said in a speech in which she outlined the plans.

"With a rising population and more people living in smaller households, the demand on housing are only set to increase.

"So it is vital that homes and other buildings are as sustainable and eco-friendly as possible," she added.

'Right signal'

The measures outlined in the consultation document, called Building a Greener Future: Towards Zero Carbon Development, included:

• tigthening building regulation over the next decade to improve the energy efficiency of new homes

• publication of a Code for Sustainable Homes, which includes a green star rating for properties

• a draft Planning Policy Statement on climate change that will take into account carbon emissions

A zero carbon house is defined as a property with "zero net emissions of carbon dioxide from all energy use in the home".

Ministers hope the plans will lay the foundations for low carbon homes

Appendix 1

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This includes energy consumed by appliances such as TVs and cookers, not just other uses that are currently part of building regulations, including heating, hot water and ventilation.

Mrs Kelly said that the decision to exempt carbon zero homes from stamp duty, announced by Gordon Brown in his Pre-Budget Report, would act as a financial incentive to developers.

The measures have been welcomed by conservation group WWF, which played host to the event where Mrs Kelly made the announcement.

Paul King, WWF's director of campaigns, said: "The code sends the right signal, loud and clear, for house builders to put zero carbon development at the top of their agenda.

"Zero carbon new homes are critical in achieving the government's target to cut CO2 by at least 60% by 2050 [because] homes built from today onwards will represent one-third of the total housing stock by that date," he added.

Earlier this year, the Sustainable Development Commission (SDC) published a report warning that key environmental targets were "undeliverable" unless households cut the amount of resources they consumed.

The government's environmental watchdog warned that existing properties also needed to be made more energy efficient.

At least 75% of properties are still expected to be in use in 2050, the year by which the government hopes to have cut carbon emissions by 60% from 1990 levels.

The SDC concluded that retrofitting current technologies, such as better insulation and more efficient heating systems, to the existing housing stock was the most cost-effective way to reduce households' environmental impact.

Mrs Kelly acknowledged that more effort was needed to improve the energy efficiency of existing homes, and hoped the rating scheme, called Energy Performace Certificates, would encourage households to cut consumption.

The communities secretary also used her speech to launch a consultation on whether to include water efficiency measures within building regulations.

24Appendix 2

Egan J Sir (1998). Rethinking Construction: The report of the Construction Task Force to the

UK construction. DETR, London, UK. Executive summary, found on http://www.architecture.com/go/Architecture/Debate/Change_2097.html accessed 18-04-07

Rethinking Construction Summary

and innovative projects matches that of any other construction industry in the world.

Nonetheless, there is deep concern that the industry as a whole is under-achieving.It has low

The Task Force’s ambition for construction is informed by our experience of radical change and improvement in other industries, and by our experience of delivering improvements in

improvements can be spread throughout the construction industry and made available to all its clients.

tion industry at large: committed leadership, a focus on the customer, integrated processes and teams, a quality driven agenda and commitment to people.

Our experience tells us that ambitious targets and effective measurement of performance are essential to deliver improvement. We have proposed a series of targets for annual improve-ment and we would like to see more extensive use of performance data by the industry to inform its clients.

Our targets are based on our own experience and evidence that we have obtained from projects in the UK and overseas. Our targets include annual reductions of 10% in construc-tion cost and construction time. We also propose that defects in projects should be reduced by 20% per year. To achieve these targets the industry will need to make radical changes to the processes through which it delivers its projects. These processes should be explicit and transparent to the industry and its clients. The industry should create an integrated project process around the four key elements of product development, project implementation, partnering the supply chain and production of components. Sustained improvement should then be delivered through use of techniques for eliminating waste and increasing value for the customer.

If the industry is to achieve its full potential, substantial changes in its culture and structure are also required to support improvement. The industry must provide decent and safe working conditions and improve management and supervisory skills at all levels. The industry must design projects for ease of construction making maximum use of standard components and processes.

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The industry must replace competitive tendering with long term relationships based on clear

portunities for improvements in housebuilding performance exist in the social housing sector for the simple reason that most social housing is commissioned by a few major clients. Cor-porate clients -housing associations and local authorities - can work with the housebuilding industry to improve processes and technologies and develop quality products. We propose that a forum for improving performance in housebuilding is established.

The Task force has concluded that the major clients of the construction industry must give leadership by implementing projects which will demonstrate the approach that we have described. We want other clients, including those from across the public sector, to join us in sponsoring demonstration projects. We also wish to see the construction industry join us in these projects and devise its own means of making improved performance available to all its clients. Our ambition is to make a start with at least £500 million of demonstration projects. In sum, we propose to initiate a movement for change in the construction industry, for radical improvement in the process of construction. This movement will be the means of sustaining improvement and sharing learning. We invite the Deputy Prime Minister to turn his Depart-ment’s Best Practice Programme into a knowledge centre for construction which will give the whole industry and all of its clients access to information and learning from the demonstration projects. There is a real opportunity for the industry to develop independent and objective as-sessments of completed projects and of the performance of companies.

The public sector has a vital role to play in leading development of a more sophisticated and demanding customer base for construction. The Task Force invites the Government to com-mit itself to leading public sector bodies towards the goal of becoming best practice clients

The members of the Task Force and other major clients will continue their drive for improved performance, and will focus their efforts on the demonstration projects. We ask the Govern-ment and the industry to join with us in rethinking construction.

last updated: 21 August 2002

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Bibliography

Egan J Sir (1998). Rethinking Construction: The report of the Construction Task Force to the

UK construction.DETR, London, UK.

Executive summary found at http://www.architecture.com/go/Architecture/Debate/Change_2097.htmlAccessed 16-04-07

Hardcastle, Beck, Akintoye, Public-Private Partnerships: managing risks and opportunities, Blackwell, 2003

Lifchez, Rethinking architecture : design students and physically disabled people, University of California Press, 1987

Male, Kelly & Graham, Value Management of Construction Projects, Blackwell 2004

Van Reeth, Cultural Durability in Leupen, (Ed.) Time-based Architecture, 2005 : 010Publishers

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