Designing Better Buildings

111 2 3 4

Designing Better Buildings

5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

Designing is widely recognised as the key to improving the quality of the built environment. This

322

well-illustrated book comprises 18 chapters written by leading practitioners, clients and academics,

4

and presents the latest thinking on design quality and value. For designers and their clients alike, it

5

provides evidence to justify greater emphasis on, and investment in, design. It summarises the

6

benefits that arise from good design – such as civic pride and urban regeneration, corporate identity,

7

occupant productivity and health in offices, improved learning outcomes in schools, better patient

8

recovery rates in hospitals, as well as reduced environmental impact. And it illustrates these benefits

9

through case study examples.

30

Part One describes the perspective of clients and what they expect from design. Part Two

1

presents case studies in various sectors – offices, schools, healthcare buildings – to explain how and

2

why the designs came about. Part Three addresses the processes necessary to achieve design

3

quality. Part Four discusses the issue of whether and how design quality can be measured.

4

The book is intended for construction industry practitioners, particularly in architectural,

5

engineering, planning, surveying and project management practices, as well as clients responsible for

6

commissioning buildings and civil engineering projects. It will be an essential text book for many

7

university courses in the built environment, including architecture, engineering, construction, planning

8

and urban design.

9 40 1 2 3 4 5

611

Designing Better Buildings Quality and Value in the Built Environment

Edited by Sebastian Macmillan 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

First published 2004 by Spon Press 11 New Fetter Lane, London EC4P 4EE Simultaneously published in the USA and Canada by Spon Press 29 West 35th Street, New York, NY 10001

This edition published in the Taylor & Francis e-Library, 2004. Spon Press is an imprint of the Taylor & Francis Group © 2004 Editorial and selection, Taylor & Francis, individual chapters – the authors All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data Designing better buildings/edited by Sebastian Macmillan p. cm. Includes bibliographical references and index. 1. Architectural design. I. Macmillan, Sebastian. NA2750.D4168 2003 721–dc21

2003006275

ISBN 0-203-56332-8 Master e-book ISBN

ISBN 0-203-33707-7 (Adobe eReader Format) ISBN

0–415–31525–5 (hb) 0–415–31526–3 (pb)

111

Contents

2 3 4 5 6 7 8 9 10 1 2 3 4

Illustration acknowledgements

vi

Notes on Contributors

vii

Preface

xiv xviii

care, Susan Francis

100 107

11 Adding value through better urban design, Matthew Carmona

1 Design as a value generator Sebastian Macmillan

sector, Bryan Lawson 10 Making special places for health

Foreword: Challenges for designers, Robin Nicholson

5

9 Assessing benefits in the health

116

1

The perspective of clients

16 21

Adrian Leaman, Bill Bordass Peter Trebilcock

of good design,

145 157

33 value

and using buildings,

171

15 Inclusive maps,

Raymond Evans, Richard Haryott, 42

Sunand Prasad

175

16 Achieving quality in building design by intention, Michael Dickson

Part Two: Case studies of added value

51

17 Building indicators of design quality, Ammon Salter

need for new valuation methods, Jon Rouse

185

55

195

18 Housing quality indicators in practice, Paul Wheeler

7 Measuring and improving

206

functionality and performance, Terry Wyatt

72

Index

216

8 Design quality in new schools, Richard Feilden

9 20 1

322 4 5 6 7 8 9 30 2 3 4 5 6 7 8

Jennifer Whyte, David Gann,

6 Measuring value or only cost: the

8

1

Part Four: Measuring quality and

5 The long-term costs of owning

Norman Haste, Alan Jones

135

14 Managing design and construction,

4 Client’s perspective on the value Dickon Robinson

values, Giles Oliver 13 Flexibility and adaptability,

3 Learning more from what we build, Bill Bordass

131

12 Design qualtiy needs conscious

2 Clients and quality, Tony Pollington

buildings

13

7

2

Part Three: Delivering better Part One:

6

9 40 1 2 3 4 5

86

611

v

Illustration acknowledgements

The authors and publisher wish to thank those listed below for their permission to reproduce material:

Figures 4.2 Raf Makda/VIEW; 4.3a and b Timothy Soar; 4.4 Raf Makda/VIEW; 6.1 Dennis Gilbert/VIEW; 6.2 Diana Edmunds; 6.3 Peter Cook/VIEW; 6.4 Richard Bryant/Arcaid; 6.5 Dennis Gilbert/VIEW; 6.6 Martine Hamilton Knight; 6.7 and 6.8 Peter Cook/VIEW; 7.1 Peter Cook/VIEW; 7.8 Adam Wilson; 7.9 Chris Gascoigne/VIEW; 8.4–8.7 Hampshire County Council Architects; 8.11 Brian Edwards; 8.12 Simon Doling; 14.1–14.3 Louis Hellman.

Plates 1 and 2 Raf Makda/VIEW; 3, 4 and 5 Dennis Gilbert/VIEW; 6 and 7 Peter Cook/VIEW; 8 and 9 Dennis Gilbert/VIEW; 10, 11 and 12 Peter Cook/VIEW; 13 Paul Rattigan/VIEW; 14 Tom Scott/VIEW.

vi

111

Notes on contributors

2 3 4 5 6 7 8 9 10 1 2 3 4 5

Bill Bordass

UCL. Previously he worked as a lecturer at the

6

Bill Bordass moved from science research to

University of Nottingham and before that as a

7

the multi-skilled design practice RMJM London.

researcher and as an architect in private

8

He worked on briefing, planning, and

practice. He is particularly interested in the

9

environmental impact, and became associate in

policy context for delivering better design

20

charge of building services, energy and

quality in the built environment, having worked

1

environmental design. Working on new, existing

on a range of research projects examining

2

and historic buildings, he became particularly

design policies in local plans, residential design

322

interested in monitoring environmental and

policy and guidance, best value in planning and

4

energy performance, investigating technical

urban design, the working relationships

5

problems, and using the results to inform

between housing providers and planners, and

6

briefing, design and management. In 1984 he

the management of public space. Currently, he

7

set up William Bordass Associates, which does

holds a position on the CABE Urban Design

8

post-occupancy and energy surveys, monitoring,

Skills Working Group, and is a member of the

9

troubleshooting, briefing, research management

RTPI Council. He is also on the editorial board

30

and publication. His main interest is in how

of Urban Design Quarterly, and is Book

1

buildings and their engineering and control

Reviews Editor for the Journal of Urban Design.

2 3

systems actually work, and the implications for clients, specification, design, benchmarking,

Michael Dickson

4

procurement and management. He is a

Michael Dickson is an engineer who studied

5

member of the Probe Team, which undertakes

mechanical sciences at Cambridge University

6

post-occupancy studies of technical and energy

followed by structural engineering and town

7

performance and occupant and management

planning at Cornell University, USA. He has

8

satisfaction in recent buildings, and publishes

worked on a wide range of major building

9

them in Building Services Journal. He is

engineering and urban regeneration projects

40

currently leading a project on feedback with the

such as headquarters buildings for IBM and

1

UK Confederation of Construction Clients.

British Airways in England, headquarters for

2

RWE Essen in Germany, a new main line

3

Matthew Carmona

station for Stuttgart 21, a large urban

4

Matthew Carmona is a Reader in planning and

development in the centre of Shanghai, and the

5

urban design at the Bartlett School of Planning,

Japanese Pavilion in Hannover. Michael is

611

vii

Designing Better Buildings

Founding Partner and Chairman of Buro

where he has had particular responsibility for

Happold Consulting Engineers. He was recently

educational buildings and PFI schools projects.

Chairman of the IStructE Working Group Building for a Sustainable Future – Construction

Susan Francis

without Depletion and a member of Lord

Susan Francis is a senior architectural advisor to

Justice Taylor’s Working Group on the Safety of

the Future Healthcare Network at the NHS

Sports Grounds. He is a Director of the Theatre

Confederation, and to the Centre for Health

Royal, Bath, and is Chairman of the

Architecture and Design at NHS Estates. She is

Construction Industry Council, and of its

also a research architect at the Medical

Steering Group for the Design Quality Indicator.

Architecture Research Unit (MARU) at South Bank University, specialising in research and

Raymond Evans

postgraduate training for the planning and

Raymond Evans joined the building services

design of health buildings. Studies include post-

industry in 1962 as a trainee mechanical

occupancy evaluations, design guidance and

engineer with a major contractor. He joined the

project reviews. She has contributed to national

consulting practice of Donald Smith Seymour

and international conferences and published

and Rooley in 1974, was the resident overseas

articles in the medical and design press. Recent

partner in the UK practice in 1985 and the

publications have focused on developing an

managing partner of the London office in 1997.

understanding of hospital heritage in Europe

Major services projects undertaken include

and the relationship of art and architecture in

Canary Wharf Tower, North Terminal Gatwick,

making therapeutic environments. Susan was

and Chelsea and Westminster Hospital.

co-author of a recent study, Building a 2020 Vision: Future healthcare environments, that

Richard Feilden

scanned current developments in the

Richard Feilden was a founding partner of

modernisation of care and design, setting

Feilden Clegg Bradley in 1978. The practice has

out a blueprint for patient-centred care and

now grown to 75 staff, with offices in Bath and

quality of design. She is leading the team for

London. He developed particular interests in

the evaluation of the ongoing King’s Fund

user involvement, environmental design and the

Enhancing the Healing Environment

creative re-use of buildings while studying at

programme.

Cambridge and the Architectural Association. He has been involved with many of the

David Gann

practice’s award-winning projects, including

David Gann is director of the Innovation Studies

John Cabot CTC and student housing for Aston

Centre, Imperial College London, where he

University and King Alfred’s College. He has

holds the Chair in Technology and Innovation

been extensively involved in the practice’s work

Management. His main areas of research are

for education, and is a former convenor of the

on innovation in the built environment, and the

Higher Education Design Quality Forum. He

management of technical change in project-

was a special Advisor to the Urban Task Force

based firms. He has been involved in the

chaired by Richard Rogers and this led to a

Design Quality Indicator project from its

particular interest in urban design. He was

inception. He is a Board member of Rethinking

awarded an OBE in 1999 and is Visiting

Construction and the Housing Forum in the UK.

Professor of Architecture at the University of

He has worked extensively with government

Central England. In 2000 he was appointed a

departments in the UK and in other

Commissioner at the Commission for

countries and has provided advice to industry,

Architecture and the Built Environment (CABE)

and to agencies such as the OECD on

viii

Notes on contributors

policies for innovation and technical

the Institution of Civil Engineers and of the

111

development.

Institution of Highways and Transportation. He

2

was awarded the OBE in 1996 for services to

3

civil engineering.

4

Richard Haryott

5

Richard Haryott joined Arup in 1962 after graduating from Leeds University with a degree

Alan Jones

6

in Civil Engineering. He joined the Main Board

Alan Jones joined BICC pIc as Chief Executive

7

in 1984, with responsibilities that included

in April 1995. After taking an engineering

8

overseeing the firm’s project management

degree at King’s College Cambridge, he joined

9

capabilities, education and training and quality

GEC in 1961. In 1973 he moved to Plessey

10

systems. Major projects under his direction

where, in 1975, he was appointed MD of

1

included the Sainsbury Wing of the National

Plessey Marine and in 1980, additionally, MD of

2

Gallery, the Glaxo Wellcome Medicines

Plessey Radar. He joined the main Board as

3

Research Centre at Stevenage, and the UK

International Director in 1985 and from 1987 to

4

Pavilion at Expo 92 in Seville. In 1969 he helped

1989 was MD of Plessey Electronic Systems

5

create the multidisciplinary engineering design

Group. In 1989 he was appointed Chief

6

capability that is now a core business for the

Executive of Westland. In 1994 Westland was

7

firm. He is currently Chairman of the firm’s

taken over by GKN and Alan Jones joined the

8

Corporate Services Division. He was Chairman

GKN Board. He is a Fellow of the Royal

9

of the Steel Construction Institute from

Academy of Engineering, a Fellow of the

20

1994–1998. He is a Fellow of the Royal

Institution of Electrical Engineers, a Fellow of

1

Academy of Engineering. He is also currently

the Royal Aeronautical Society, and a Member

2

Chairman of the Joint Board of Moderators,

of the President’s Committee at the CBI.

322 4

which accredits engineering courses at over 100 universities in the UK and overseas on

Bryan Lawson

5

behalf of the Institutions of Civil, Structural and

Bryan Lawson is Professor of Architecture

6

Building Services Engineers.

at the University of Sheffield. Formerly Head of

7

the School of Architecture, he is now Dean

8

Norman Haste OBE

of the Faculty of Architectural Studies. He is

9

Norman Haste has spent most of his career

also Distinguished Visiting Professor to the

30

working on major civil engineering projects and

Faculty of Design and Environment at the

1

was Project Director for the Second Severn

National University of Singapore. Bryan Lawson

2

Crossing linking England and Wales. He was

studied at the Oxford School of Architecture,

3

appointed Project Director for the proposed

followed by a period in the Applied Psychology

4

Terminal 5 Development at Heathrow and

Department at the University of Aston in

5

handled the infrastructure issues integrating the

Birmingham where he obtained his Masters and

6

project with both the Heathrow Express and

Doctorate. He is a qualified architect and has

7

the Piccadilly line. He joined Crossrail as Chief

practised in both the public and private sectors.

8

Executive in 2002. His interest in the long-term

He has particular experience of design for

9

cost of owning and operating buildings is

healthcare. His research has been mainly

40

mainly in the area of balancing capital costs

concerned with the design process, computer-

1

with achieving flexibility for maintenance and

aided design, and architectural psychology. His

2

adaptability for long-term use. Modular

books include How Designers Think and Design

3

construction with standardisation in the use of

in Mind, which deal with the nature and

4

components is of particular interest. He is a

practice of design, and The Language of Space

5

Fellow of the Royal Academy of Engineering, of

which explores the psychology of spatial

611

ix

Designing Better Buildings

behaviour. His contemporary work concentrates

research on the design and management of the

on the briefing and feedback processes in

built environment. He has written many

design and how clients and users can

publications for the government’s Energy

contribute to those processes. His work has

Efficiency Best Practice programme and, more

been funded by EPSRC, DETR, DTI, EEC, RIBA,

recently, for the Construction Best Practice

ARCUK and NHS.

Programme. He has a part-time appointment at Cambridge University’s Martin Centre where he

Adrian Leaman

is responsible for coordinating the Centre’s

Adrian Leaman is a social scientist who

research programme, and has studied the

specialises in occupant feedback, briefing of

business process of interdisciplinary design. He

building designers and managers, and strategic

wrote the technical manual Environmental

planning. His main interests are the behaviour

Management for Hotels: The industry guide to

and attitudes of building users, and design and

best practice, and jointly edited a book on

management problems related to briefing,

Interdisciplinary Design in Practice. He was

usability and human performance in buildings,

seconded to the Engineering and Physical

the workplace and cities. He carried out

Sciences Research Council as Sector

pioneering and influential research work on

Programme Manager for Construction,

occupant health in buildings in the 1980s. His

1999–2001. He is active in various construction

current work now covers human,

sector improvement initiatives including

environmental and investment issues relating

Technology Foresight and the Construction

to buildings users’ needs. He carried out the

Research and Innovation Strategy Panel.

occupancy surveys for the internationally acknowledged Probe studies of building

Giles Oliver

performance. He has presented his work at

Giles Oliver is an architect in practice with

conferences around the world, and has written

Penoyre and Prasad Architects. He is also an

over 100 publications. He has been managing

affiliated lecturer at the University of Cambridge

director of Building Use Studies (BUS) since

School of Architecture where he is visiting tutor

1987 and, between 1993 and 1997 he was a

to the Interdisciplinary Design for the Built

member of the Institute of Advanced

Environment Master’s programme, for which he

Architectural Studies, University of York. In

was founding coordinator in 1993. In July 1999

1998 he was Visiting Professor at the

he was invited to chair the Construction

Department of Real Estate and Project

Research and Innovation Strategy Panel’s

Management at the University of Delft,

Design Task Group, and its report and

Netherlands. He has also worked at the

recommendations form the basis of his

Science Policy Research Unit (University of

contribution to this book (Chapter 12). His built

Sussex), the Royal Institute of British Architects

work has included social housing, special needs

and the Bartlett School of Architecture.

housing, community and healthcare buildings and, more recently, master planning for urban

Sebastian Macmillan

regeneration in Gravesend and East London.

Sebastian Macmillan trained as an architect at

His special interest is in deepening the terms

Liverpool University, before writing his Ph.D. at

within which health and the environment are

the Royal College of Art. He is a member of the

understood, championed and realised in

Royal Institute of British Architects, and ran an

practice. He regularly contributes reviews of

architectural practice for ten years. In 1984 he

completed projects to Architecture Today and

set up Eclipse, a consultancy specialising in

other architectural periodicals.

x

Notes on contributors

Tony Pollington

Dickon Robinson

111

Tony Pollington was previously a Civil Servant,

Dickon Robinson started his career with a

2

serving in the Ministry of Public Building and

management consultancy engaged in

3

Works, the Department of Transport, the

environmental and behavioural research. He

4

Department of the Environment, and the

then worked as an architect in private practice,

5

Property Services Agency. He gained

designing hospitals and housing schemes.

6

experience in town and country planning as

During this period, he was a founder member

7

Regional Controller (Planning) for DoE Eastern

and first Chair of the Soho Housing Association

8

Region, and in procurement for the PSA. He is

and was involved in community action groups

9

a member of the Chartered Institute of

in the West End, including the Save Piccadilly

10

Purchasing and Supply. In 1995, having retired

Campaign and the Soho Society. In 1975, he

1

from the Civil Service, he was asked to assist

joined the London Borough of Camden Housing

2

in establishing the Construction Clients Forum

Department. As Assistant Director of Housing

3

(CCF), now the Confederation of Construction

for Property Services he was responsible for

4

Clients (CCC). The CCC brings together public

the Council’s Housing Investment Programme,

5

and private sector clients of the construction

building new homes and modernising older

6

industry to promote improvements in the

estates. He joined the Peabody Trust in 1988 as

7

industry through collaboration between

Director of Development and Technical Services

8

suppliers and clients.

and has been responsible for leading the greatly

9

expanded new build and modernisation

20

Sunand Prasad

programmes which have repositioned Peabody

1

Sunand Prasad is a founding partner of Penoyre

as a key London regeneration agency. He was

2

and Prasad Architects, a London-based practice

the Chair of the Foyer Federation between

322

known for designing a diverse range of award-

1992/2001 and is a Board member of St

4

winning buidings. He is a Commissioner of

Mungo’s. He is a CABE Commissioner, a

5

CABE (the Commission for Architecture and the

member of the English Heritage Urban Panel

6

Built Environment) and founder of the

and patron of the Urban Design Group. As a

7

Constructive Change group of the Royal

West End resident for the past 25 years, he

8

Institute of British Architects which organised

has a particular interest in mixed use

9

the conference that led to this book. He has

developments, harnessing the arts to

30

been a member of the RIBA Awards Group and

regeneration projects and promoting innovative

1

Health Clients Forum and a vice-president of

construction and architectural excellence.

2 3

the Architectural Association. Sunand’s theoretical work includes architecture and

Jon Rouse

4

cultural diversity, the exploration of the value of

Jon Rouse is Chief Executive of the

5

design, North Indian urbanism and domestic

Commission for Architecture and the Built

6

architecture and writings on Le Corbusier. He

Environment. CABE is the Government’s

7

played a key part in the development of the

architecture champion for England, charged

8

Construction Industry Council’s Design Quality

with facilitating improvements in the quality of

9

Indicators and led the compilation of the

the whole of the built environment – buildings

40

standard guide: Accommodating Diversity:

and the spaces in between. Jon was previously

1

Housing design in a multicultural society.

Secretary to the Urban Task Force, and Policy

2

Sunand has taught and lectured in many

and Communications Manager at the

3

schools of architecture in the UK and India,

Government’s urban regeneration agency,

4

acted as external examiner and continues to be

English Partnerships. Before that, he spent five

5

involved in teaching.

years at the Department of the Environment,

611

xi

Designing Better Buildings

including a spell as Private Secretary to the

on the RIBA Board, was a member of the

Minister for Housing and Local Government,

National Council 1997–2003, and is chairman of

as well as secondments to the London

the Membership and Regional Chairman’s

Borough of Ealing and the Energy Savings

committees.

Trust. He has a first degree in Law, and Masters in Urban Policy and Business

Paul Wheeler

Administration, specialising in corporate finance.

Paul Wheeler is a senior consultant at DEGW

He is an Honorary Fellow of RIBA and an

and the Director of the Workplace Forum, a

Honorary Member of the RTPI.

learning and research network exploring best practice in the workplace. He was one of the

Ammon Salter

DEGW team responsible for running the first

Ammon Salter is a Research Fellow in the

large-scale piloting of the Housing Quality

Innovation Studies Centre, the Business School,

Indicators system that DEGW developed for the

Imperial College London. He has a D.Phil in

Housing Corporation and the DETR. Since

Science and Technology Policy Studies from the

joining DEGW in 1999 he has worked in the

Science Policy Research Unit, University of

Research and Methods team applying his

Sussex. He has worked as a consultant and

interest in methodology, which dates back to

advisor on a number of innovation projects,

his academic studies on internal and external

including the Program on Globalisation and

research projects. He is the project coordinator

Regional Innovation Systems (Toronto

for the SANE Project (Sustainable

University) and research on Ontario’s Innovation

Accommodation for the New Economy), a

Systems. He was involved in a study of the

multidisciplinary European Commission-funded

Economic Benefits of Basic Research for the

research project into the future of the

UK Treasury. He is currently engaged in an

workplace. He is also closely involved with

EPSRC funded project on management of

DEGW’s client project teams reviewing

knowledge in dispersed and co-located teams

international best practice and developing novel and innovative working environments. Prior to

Peter Trebilcock

joining DEGW Paul worked in strategic research

Peter Trebilcock is Head of Architecture with

for Andersen Consulting and in business

the AMEC Group, where he leads the

journalism. His interest in research, research

architectural practice of over 60 architects and

approaches and methodologies developed as an

designers based in four UK offices. The Group’s

undergraduate studying philosophy, particularly

building projects extend across the UK and

philosophy of science, at UCL, and as a

internationally, and serve the needs of the

postgraduate at the LSE studying politics and

pharmaceutical, education, healthcare, defence,

economics.

manufacturing and transport sectors. Peter is a consultant architect to the Steel Construction

Jennifer Whyte

Institute and the author of several publications

Jennifer Whyte is a Research Fellow in the

concerned with steelwork and modular

Innovation Studies Centre at the Business

construction. He has lectured widely in the UK

School, Imperial College London. She is

and abroad, and been a competition judge in

interested in the design and visualisation of the

several national and regional architectural

built environment. She has worked on a series

competitions. He is a regular contributor to the

of projects for sponsors such as the

architectural press. Peter is actively involved in

Construction Industry Council, Design Council

the Royal Institute of British Architects as Vice

and the Department of Trade and Industry (DTI),

President (Membership 2001–2003); he served

including the Design Quality Indicators (DQI),

xii

Notes on contributors

and Design and Export projects. She has also

Southbank University). He joined consulting

111

conducted research on leading engineering and

engineers J. Roger Preston in London, where

2

design organisations in the UK and in the USA,

he gained experience on projects around the

3

exploring their use of advanced 3D visualisation

world. His current interests are in climate

4

tools and virtual reality. Jennifer worked in

change mitigation, integrated renewable energy

5

multidisciplinary architectural design practice in

for buildings, earth coupling systems, carbon

6

China before taking her Ph.D. at Loughborough

capture, emissions trading, and more effective

7

University’s Department of Civil and Building

workplace buildings to suit the future world of

8

Engineering. She has published widely in

work. He has lectured at the universities of

9

academic and trade journals, and recently

Bath, Nottingham, Oxford Brookes, Delft,

10

completed a book, Virtual Reality and the Built

Utrecht, and South Bank, and in many parts of

1

Environment, published by the Architectural

the USA and Europe. He has written some 300

2

Press.

papers and articles on subjects ranging from

3

engineering systems and building physics, to

4

Terry Wyatt

the performance and well-being of people in

5

Terry Wyatt is a partner with the consulting

buildings, and the demands implied by a

6

engineers Hoare Lea Partnership, where he has

‘sustainable future’. He was awarded the CIBSE

7

been Head of Research and Development for

Silver Medal 1995, gave the CIBSE Second

8

16 years. He began his career with an

Centenary Lecture in 1997, chairs the CIBSE

9

engineering apprenticeship in Portsmouth, and

Carbon Task Group, and is CIBSE President for

20

a Diploma at The National College (now

2003–2004.

1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

xiii

Foreword

Challenges for designers Robin Nicholson

100 years ago public buildings were often

The new opportunity

the pride of Britain’s towns and cities. Schools, railway stations, post offices and

As ever, there was no single blinding flash of

libraries set high standards of building

lightning, but rather a combination of

design that the private sector tried to

circumstances outside design that allowed the

emulate. The best embodied a strong

erosion of understanding and ambition for

sense of civic pride.

design quality to begin to be reversed.

More recently the public sector has too

However, the cultural prejudices that block the

often been associated with poor design and

way forward should not be underestimated. The key changes include:

bad management . . . Over the last few years Britain has

•

A general increase in wealth and the rise of

benefited from a host of new landmark

conspicuous spending on quality goods;

buildings, many of them funded through

this probably began with the rise of youth

the lottery. Now we need to apply the

culture and spending in the 1960s, reacting

same energy and imagination to improving the tens of thousands of everyday public

against post-war rationing and frugality •

buildings which play such a vital role in our lives.

The growth of interest in fashion, advertising and branded goods

•

The number of well-designed electronic goods such as cameras, personal

That was how the Prime Minister launched the excellent DCMS leaflet Better Public Buildings

computers and mobile telephones •

The explosion of lifestyle TV programmes

(DCMS, 2000). So what has brought about this

on cooking, gardening, DIY and interior

volte-face, what are the barriers to the

design – are we all designers now?

fulfilment of the Government’s new design

•

The implementation of the

ambitions and where are the opportunities to

recommendations of the Latham and Egan

deliver better designed buildings?

reports – Sir John Egan said at a RIBA

xiv

Robin Nicholson

workshop in 1998 ‘in any one sector only

these two extremes we find a recycled

111

one company can be the cheapest; the rest

Manchester warehouse skilfully transformed

2

of us have to design our way to the top’.

into designer living and working lofts above

3

stylish bars competing for our energies, or the

4

The whole industry has an obligation to future

serial makeover of Boots, Sainsbury’s or Job

5

generations to seize this opportunity to change

Centres. All these examples demonstrate the

6

our behaviour and examine our prejudices. This

need for inventive but appropriate and skilful,

7

book examines how, working together, we

integrated design and construction.

8

might exploit the new political and economic opportunities to commission, design and make a better, built environment for ourselves, our colleagues and our children.

9 10

Designing for people is complex

1 2 3

Ove Arup Director Richard Haryott’s paper for

Industrial background

the 2000 Birmingham M4I Conference explored

4 5

the business function of design:

6

It is easy for engineers and architects to join

7

with Tony Blair and mourn the passing of the

The five (Egan) drivers for change, the four

great days of inspired patronage by great

process improvements and the seven

clients, without necessarily recognising that,

targets cannot be achieved unless by

today, designers are an integral part of the

design, and through design. . . . Committed

largest industry in the country, representing 8

leaders in construction . . . have to

1

per cent of the GDP. Although 2 million people

understand, respect and exploit the design

2

turn over £64 billion each year, 50 per cent of

process, and not close it down into simple

322

the work is repair, maintenance and

compartments. If that is done, there is an

4

improvement and much of that is small or

inevitable certainty to optimise sub-

5

domestic work; it is hardly surprising then that

processes and not enhance the whole.

6

8 9

(Haryott, 2000)

80 per cent of construction firms employ less

While designers provide many different services for their clients, there is a wide range

7 8

than ten people and yet, consciously or unconsciously, it all has to be ‘designed’.

20

Bernard Rimmer of Slough Estates has

9

commented on the concentration on the

30

process at the expense of the product:

1 2

of prejudice, ignorance and general misconception about the value of good design.

The focus on the supply chain relationships,

3

Egan explains that the problem is not the

such as those between contractors and

4

industry’s acknowledged world class players, it

subcontractors/specialists will only yield

5

is ‘how to raise the average’; he rightly argues

modest percentage gains. More would be

6

for client-focused excellence and the proper

gained by placing the spotlight on design.

7

reintegration of design and construction.

. . . Design in its widest context, creates

8

most of the value for customers – and

9

most of the waste . . .

40

For example the Millennium Dome, designed by Buro Happold and the Richard Rogers Partnership, was a special one-off, an

(Rimmer, 2001)

1 2

innovative and integrated triumph designed and built on time and to budget. In contrast, the

Haryott and his colleagues have drawn attention

3

prefabricated standardised McDonald’s outlets

to the key research into the 1:5:200 relationship

4

built in three days are designed from a com-

of the initial cost of an office building – 1 – to the

5

pletely different business perspective. Between

whole-life costs of using the building – 5 – and

611

xv

Designing Better Buildings

the cost of the people using the building – 200.

establishment of the Commission for

This begins to focus attention on the benefits of

Architecture and the Built Environment has

well-designed workplaces, schools and hospitals

been a major driver of this change. CABE is

(see Chapter 5).

exercising its muscles at the highest levels in

Following on from Latham, Egan has got

Whitehall, while it is promoting the cause of

many of us rethinking the way we work. Initially

good design with a team of enablers and local

it was hard to argue the case for good design

champions around the country.

because the report focuses so much on the

We are of course always designing for

contractor and site processes. Nevertheless it is

unknown futures. Who could have predicted

now widely accepted that there is no point in

the ease of transforming those rapidly emptying

building faster and cheaper if the product is the

and unloved 1960s’ offices into valuable lofts?

wrong thing and badly designed.

Examine the changes made over the past ten

Sir John Egan’s essential challenge to

years to any building and one begins to despair

the construction industry was to turn itself into

at the idea of defining the Private Finance

a world-class manufacturing industry and to

Initiative (PFI) output specification for a health

offer client-driven ‘demonstration projects’ of

building over a 30-year period. And who can

how that can be done. Behind the hyperbole

imagine a long-term future for the low-

there are four critical ideas:

cost/high-profit, air-con-dependent deep plans of Canary Wharf? Or can the well-intentioned low-

•

Every manufacturing process goes from

energy deep plans of the Nucleus hospital

business case to design to manufacture

templates really have a long-life future?

through feedback to the next business

There are many older barriers that have

case; conventionally construction stops at

built up over time, as well as some newer

manufacture and there is little repeat work

ones. The older ones include:

to allow continuous improvement (the supermarkets were the first sector to •

•

The age-old difference between the cathedral and the bicycle shed leading to a

Continuous improvement requires the

belief that architecture is only for the one-

integration of design teams and

off set piece.

construction teams. •

•

exploit this successfully).

•

A view that mechanistic briefing can cause

Performance measurement is essential if

an innovative business to be frozen by the

we are all to become (more) profitable by

design of its new custom-designed

driving out waste in the spirit of ‘lean

building, leading to premature ossification

thinking’.

and financial collapse.

Customer satisfaction requires the

•

measurement of the users’ satisfaction and

the Treasury’s contrary guidance and the

feeding that forward into the next project cycle. Post-occupancy evaluation is still

Continuing a lowest price culture, despite demands of their best value inspectors.

•

wastefully rare in the UK.

Ever-lower levels of training, construction knowledge and skills.

•

Architecture being seen as art and for ‘them’.

Barriers to making the new world better

The newer ones include:

The change of mood is as welcome as it was

•

A very British make-do/anti-beauty culture,

unexpected. The Government’s closure of the

arising perhaps from a post-imperial

Royal Fine Art Commission and the

Puritanism.

xvi

Robin Nicholson

•

The star system – Rogers for the dome but

•

The potential for architecture as branding.

111

not for us, despite the 1960s’ youth culture

•

Realisation that post-occupancy evaluation

2

and pop; this makes it more difficult for

is essential to complete the business cycle,

3

the ordinary to be un-self-consciously

learning from the past to improve the next

4

well-done.

project.

5

The target of right-first-time, defect-free

6

advisors to understand that they cannot

construction which shop fitters manage to

7

have the best quality and the lowest cost in

do, would release designers to design.

8

The bringing together of the design

9

aspirations of CABE and the better

10

processes of Rethinking Construction

1

(CABE and Rethinking Construction, 2001).

2

The overlapping of New Labour policies of

3

design quality, urban regeneration,

4

integrated transport and sustainability,

5

It is difficult to imagine a richer moment for

which are necessarily cross-disciplinary, will

6

rethinking the value of design than now, if we

see our roles changing.

7

The Regional Development Agencies offer

8

immense opportunities if they can rise

9

above historic prejudices and break down

20

the barriers outlined above.

1

•

A failure by clients and their principal

the shortest time, without spending more

•

•

time and money on design up front.

Opportunities for making the new world better

can join together some of the new opportunities: •

New forms of procurement –

•

•

2

PFI, with the help of the Construction (Design and Management) Regulations (CDM) should lead to an appreciation of

322

Conclusion

4 5

what good design can offer but it can easily slide into a lowest common denominator, least-risk approach; perhaps PFI need not seem quite so novel if we study the work of Brunel and the Adam Brothers; –

Partnering relationships have great potential providing the whole team’s aspirations are kept high in an atmosphere of mutual respect, including the client’s.

•

I am convinced that the moment is ripe to

6

change our industry’s understanding of the

7

value of good design, and that includes most

8

critically our clients’ understanding. Never has Government given such support, and now the Treasury has been convinced that the well designed is better value on a whole-life basis. But good design is not easy and architectural

plans for the urban regeneration of the surrounding area. •

An acceptance in some quarters that the ordinary is immensely valuable and can be simply, beautiful; for example the work of Common Ground has shown the way in this.

1 2 4

innocent optimist.

5 6 7

References

8

serious businesses. Tate Modern was underpinned by sophisticated business

30

3

determinism has long been a trap for the

A growing understanding that the arts industries, including architecture, are

9

CABE and Rethinking Construction (2001) Celebrating Innovation, London: Commission for Architecture and the Built Environment. DCMS (2000) Better Public Buildings, London: Department for Culture, Media and Sport. Haryott, R. (2000) Defining roles for efficient business relationships and project management. Unpublished paper to Movement for Innovation Conference at NEC Birmingham. Rimmer, B. (2001) ‘Penny wise, pound foolish’, Construction for Business, no. 4, 17.

xvii

9 40 1 2 3 4 5

611

Preface

Design is widely cited as the key to improving

Commission, 2003). Is the rhetoric about the

the quality of the built environment and, as

value of design matched in reality?

Chapter 1 illustrates, there are many recent

This book is intended to help place

quotes from government sources and

design firmly centre stage. It illustrates many of

elsewhere promoting the benefits of ‘good

the benefits that flow from intellectual and

design’. But how does this work in practice?

economic investment in the design process and

For many years, there has been relentless

shows how good design can encourage civic

pressure to drive down design fees. Young

pride in the urban environment, stimulate urban

architects and engineers have enormous

regeneration, promote corporate identity,

difficulty becoming established in the early

improve health and productivity in offices, raise

years of their careers. Architectural

learning outcomes in schools, and hasten

competitions encourage them and others to

recovery in hospitals. It contains a number of

develop proposals speculatively in a costly

fundamental design principles that need to be

gamble to win a commission. While the

followed to raise the quality of our offices,

competitions system has its supporters, the

healthcare buildings, schools, houses and urban

impression is created that the refinement of a

developments. And it calls for design to be

brief during early design and the creative

understood not as something to be expected

process of generating one or more design

for free, nor criticised as a costly extra, but as a

concepts can be undertaken for little or no cost.

fundamental activity in which we need to invest

This is despite a widespread simultaneous

in order to improve the social, economic and

recognition that the early design stages of a

environmental performance of the built

project are where the greatest opportunities lie

environment.

for design to add value. Architects and engineers are in the

The book is illustrated with a series of case studies. Some are high-profile projects

process of losing, or have already largely lost,

renowned for architectural or urban merit,

design control over building projects through

others are examples of robust designs that

the rise of project management and new

meet demanding requirements from, for

procurement methods such as Design and Build

example, the defence sector. Each of the case

and the Private Finance Initiative. In the latter

studies illustrates some of the key elements

case, early indications suggest that design

that resulted in the achievement of design

quality is often compromised (Audit

quality. These vary from having a design

xviii

Preface

champion as a client; the building conceived as

formed a Task Group chaired by Giles Oliver.

111

a driver for organisational change; an

The Group commissioned a paper to identify

2

incremental process for exploring the costs and

and categorise academic research and industry

3

benefits of alternative environmental control

initiatives relating to design as a value

4

systems; or formal value engineering and value

generator. The group’s debates – updated to

5

management programmes.

reflect subsequent events – are vividly captured

6

in Chapter 12.

7

The book is intended for those who are engaged in design, particularly within

Other related initiatives were under way

8

architectural, engineering, planning, surveying

at the same time. The RIBA’s Future Studies

9

and project management practices, as well as

group had commissioned Ken Worpole and Eric

10

clients responsible for commissioning buildings

Loe each to write a booklet on the value of

1

and civil engineering projects. It illustrates what

architecture (Worpole, 2000; Loe, 2000). At the

2

‘good design’ is and how to achieve it, and

Movement for Innovation (M4I) conference in

3

provides a vocabulary and evidence by which

1999 a group of architects became concerned

4

designers can argue the case for the

that the M4I Key Performance Indicators (KPIs)

5

importance of what they do and what they

– which focus on construction process issues

6

contribute. It should be a useful text book for

such as timely completion, financial control and

7

many university courses in the built

safety on site would become the de facto

8

environment, including architecture,

measure of design quality for new buildings.

9

engineering, construction, planning and urban

Robin Nicholson, then chair of the Construction

20

design.

Industry Council (CIC) was among them, and in

1

consequence the CIC initiated a project to

2

devise design quality indicators, appointing the

322

Science Policy Research Unit as research

4

contractor.

5

The book’s origins The book’s origins lie in two separate but

The Constructive Change group’s

6

intimately linked initiatives, as well as in a

conference, Design Quality – the evidence, was

7

climate of opinion in which design is perceived

held at the RIBA in September 2000. Here,

8

as fundamental not only to the Rethinking

many of these initiatives came together for the

9

Construction initiative (Construction Task Force,

first time. There were presentations about the

30

1998), but also in relation to the urban

CRISP Task Group’s work, about recent and

1

renaissance (Urban Task Force, 1999; DETR,

current research into design, about the

2

2000).

emerging Design Quality Indicators; and also

3

about the Clients’ Charter and the work of the

4

Rethinking Construction, the RIBA’s Practice

Commission for Architecture and the Built

5

Committee formed the Constructive Change

Environment (CABE).

6

In response to the publication of

group in 1999, chaired by Sunand Prasad. The

Subsequently, the Constructive Change

7

group put together a booklet, Architects and

group determined that the emerging

8

the Changing Construction Industry (RIBA,

understanding about the relationship between

9

2000), which was widely circulated, and

design, quality and value in the built

40

decided to organise a one-day conference at

environment should be captured in the form of

1

the RIBA about the value of design.

a publication, and the members of the group

2

asked me to edit this book on their behalf. The

3

same year, the Construction Research and

chapters it contains go far beyond the

4

Innovation Strategy Panel (CRISP) identified that

presentations from the original conference and,

5

design was an under-researched topic, and

of course, those from the conference have

611

In another part of the forest and in the

xix

Designing Better Buildings

been updated. But it is important to record that

References

the book owes its existence to the initiative taken by the group and particularly to the enthusiasm of Sunand Prasad. Sebastian Macmillan University of Cambridge March 2003

xx

Audit Commission (2003) PFI in Schools: the quality and cost of buildings provided by early Private Finance Initiative schemes, London: Audit Commission. Construction Task Force (1998) Rethinking Construction, London: DETR. DETR (2000) Our Towns and Cities: the future – delivering an urban renaissance, London: DETR. Loe, E. (2000) The Value of Architecture: context and current thinking, London: RIBA. RIBA (2000) Architects and the Changing Construction Industry, London: RIBA. Urban Task Force (1999) Towards an Urban Renaissance, London: Thomas Telford. Worpole, K. (2000) The Value of Architecture: design, economy and the architectural imagination, London: RIBA Future Studies.

Chapter 1

111 2 3 4

Design as a value generator

5 6 7 8 9 10 1

Sebastian Macmillan

2 3 4 5 6 7 8 9 20 1

There has never been a better time to address

and

2

the issue of design quality and the value of

322

design. Both are high on the political agenda.

Design is a core problem-solving activity

4

Government has endorsed the view that that

that not only determines the quality of the

5

everyone benefits from the buildings, towns

built environment – the buildings, public

6

and cities where we live and work providing

spaces, landscape and infrastructure – but

7

efficiently constructed environments that

also delivers many of the instruments for

8

promote health, productivity, and civic pride.

the implementation of an urban

9

And it is supporting initiatives to promote

renaissance.

30

sustainable development, to improve the design

1

of the built environment, and to raise the

The Construction Task Force report (1998)

2

efficiency of the construction industry.

made a number of recommendations for

3

improving the quality and efficiency of UK

4

three initiatives largely began with the election

construction, though it had little to say about

5

of New Labour in 1997, when sustainability, the

design, indeed little to say about the product of

6

built environment and the construction industry

construction other than that it should be

7

were all the subject of political attention. The

completed on time and within budget. It was

8

Deputy Prime Minister commissioned both a

left to the Deputy Prime Minister

9

Construction Task Force led by Sir John Egan,

retrospectively to introduce design as a vital

40

and an Urban Design Task Force led by Lord

component:

1

Although there are antecedents, these

Rogers. The Urban Task Force report (1999)

2

called for a design-led urban renaissance: ‘Our

Good design is an integral and essential

3

analysis of successful urban design case

part of Rethinking Construction. It is a key

4

studies emphasises how deeply quality of urban

to many of the performance targets; it is a

5

life is affected by good design,’

key to reducing construction time and

611

1

Designing Better Buildings

defects; it is a key to sustainability and to

By effectively defining good design as

respect for the environment. In the

‘integrated design and construction’ the

broadest sense it is the key to respect for

publication neatly implied that Private Finance

people, whether they be users of a building

Initiative (PFI) schemes, where design is

or passers by . . .

integrated with construction, or often

(Rt Hon John Prescott, 1999)

subsumed by it, are as able as conventionallyprocured buildings to achieve design quality.

These sentiments about design were

PFI is typically finance-led rather than

subsequently picked up, endorsed and

design-led. In recognition of the risk that good

expanded by the government’s Better Public

design is sacrificed to financial concerns, the

Buildings Group. In the Foreword to the group’s

Treasury Task Force produced a guidance note

publication Better Public Buildings, the Prime

in which the contribution of design was

Minister commits the government to making a

ringingly endorsed:

step change in the quality of building design in the public sector (DCMS, 2000): We know that good design provides a host of benefits. The best designed schools encourage children to learn. The best designed hospitals help patients to recover their spirits and their health. Well-designed parks and town centres help to bring communities together. . . . That is why I have asked ministers and departments across government to work towards achieving a step change in the quality of building design in the public sector. . . . I am determined that good design should not be confined to high profile buildings in the big cities; all users of public services . . . should be able to benefit from better design.

At its broadest, design is the process in which intelligence and creativity are applied to a project in order to achieve an efficient and elegant solution. . . . good design is not an ‘optional extra’, rather it is inherent in the way the brief is responded to from the very beginning. Design encompasses functional efficiency, structural integrity, sustainability, lifetime costing, and flexibility as well as responsiveness to the site and to its setting. . . . Good design involves creativity, and it should lead to simplification and to savings in cost. . . . it can increase outputs and add to the quality of service. It can also give the facility a competitive advantage in attracting both customers and staff. Good design can also contribute to wider policy objectives, such as those relating to the protection of the environment. Good design . . . adds value in

However, the Foreword also makes it clear that

the following ways: functionality; reducing

it is the Egan view of ‘good design’ that is

whole-life costs; service enhancement;

being endorsed:

architectural quality and wider social and environmental benefits.

It is widely believed that good design is a

(Treasury Task Force, 2000)

costly luxury. But this is simply not true. As Sir John Egan’s report Rethinking Construction demonstrated, best practice in integrating design and construction delivers better value for money as well as better

CABE, the Movement for Innovation, and Sustainable Construction

buildings, particularly when attention is

2

paid to the full costs of a building over its

To help industry meet the Construction Task

whole lifetime.

Force objectives, the Movement for Innovation

Sebastian Macmillan

(M4I) was established in 1998. Its mission was

111

The original Rethinking Construction

‘to lead radical improvement in the construction

report made no reference to sustainability, but

2

industry in: value for money, profitability,

the government initiative on sustainable

3

reliability, and respect for people; through the

development identified construction as a sector

4

demonstration and dissemination of best

where improvement was needed. In the

5

practice and innovation’ (from the M4I web site

daughter paper Opportunities for Change:

6

www.m4i.org.uk.).

Sustainable Construction (DETR, 1998), a call

7

was made for progress in two areas that relate

8

of public buildings and champion good quality

to quality, even though the term design was

9

architecture and urban design, the Commission

not used. These are:

10

To deliver the step change in the quality

for Architecture and the Built Environment was established in September 1999, replacing the

1 appropriate quality, durable, built

2

Royal Fine Art Commission. Initially funded by

environments that are flexible and

3

the Department for Culture, Media and Sport

adaptable; . . .

4

(DCMS), it was subsequently recognised in the

•

the provision of buildings which are

5

White Paper Our Towns and Cities: the future

resource and energy efficient in their

6

(DETR, 2000) as being relevant to the

operation, and which provide pleasing and

7

responsibilities of the DETR which became its

efficient environments for living, working

8

joint sponsor (following government

and leisure.

9

•

reorganisation, the Office of the Deputy Prime Minister became its joint sponsor with DCMS). The White Paper itself largely endorsed

20 Both were endorsed in the subsequent

1

publication A Better Quality of Life: A strategy

2

the call by the Urban Task Force for good

for sustainable development for the UK (DETR,

322

design:

1999). As Bordass (2000) explains, there is an

4

urgent need to make buildings more resource

5

efficient while also contributing to human

6

satisfaction and to business performance; and

7

these ambitions need not conflict.

8

We want good planning and design in new development and renovation to be second nature for everyone, in both the public and private sectors. To achieve this we need to

9

demonstrate the benefits of good practice through real life examples and encourage people to take the importance of good design and planning more seriously. (DETR, 2000)

30

Establishing the principles of good design

1 2 3

CABE has the remit to promote good design in

4

CABE has stated that ‘Good design is

towns and cities and has begun to establish the

5

fundamental to achieving high-quality public

principles of good design. This is by no means

6

buildings’ and has identified a number of steps

the first attempt to do so. 2000 years ago, the

7

that are needed to encourage it, including:

architect Vitruvius’ Ten Books on Architecture

8

raising client commitment to achieving design

(Morgan, 1960), were respectfully addressed to

9

quality, setting project budgets based on whole-

the Emperor, and sought to influence the

40

life costs and benefits, setting benchmarks for

design of public buildings. He argued for six

1

design quality, communicating design needs,

fundamental principles to be followed – order,

2

ensuring full stakeholder involvement in the

arrangement, eurythmy, symmetry, propriety,

3

design process, and signalling the importance

and economy.

4

of design to the procurement process (CABE, 2002a).

5

In our own times, roles have been

611

reversed as Prince Charles sought to influence

3

Designing Better Buildings

The Urban Task Force (1999) offered its

architects. In his Vision of Britain (1989) he proposed ‘Ten principles we can build upon’.

own set of ‘key principles’ for urban design:

These were: sense of place, hierarchy, scale,

1 Site and setting

harmony, enclosure, materials, decoration, art,

2 Context, scale and character

signs and lights, and community. Five years

3 Public realm

later, the Royal Fine Art Commission published

4 Access and permeability

its enquiry into What Makes a Good Building?

5 Optimising land use and density

(RFAC, 1994) and identified order and unity,

6 Mixing activities

expression, integrity, plan and section, detail,

7 Mixing tenures

and integration with neighbouring buildings as

8 Building to last

the criteria for a good building. Other authors have also prescribed the attributes that buildings should demonstrate at

9 Sustainable buildings 10 Environmental responsibility.

the urban scale. Punter and Carmona (1997)

CABE’s emerging guides to good practice

review them, comparing and contrasting

(CABE and DETR, 2000; CABE and DTLR, 2001)

principles proposed by the Prince of Wales with

begin to identify and prescribe the principles of

similar lists from authors like Kevin Lynch, Jane

good design at both the individual building and

Jacobs, Francis Tibbalds, the Urban Design

urban levels (Table 1.1).

Group, and others. Parfect and Power (1997) cover some of the same ground.

Many of the Urban Task Force prescriptions were based on advocacy rather

Table 1.1 Principles of good design as identified by CABE CABE (2002b)

CABE (2002c)

CABE (2002d)

CABE (2002d)

What makes a good

Principles of good

What is a well-designed

What is a well-designed

project?

design

building?

place?

• order

• functionality in use

• appearance

• character

• clarity of organisation

• build quality

• context

• continuity and

• expression and

• efficiency and

• buildability

representation • appropriateness of architectural ambition • integrity and honesty • architectural language • conformity and contrast • orientation • detailing and materials • structure, environmental services and energy use • flexibility and adaptability • sustainability • beauty

4

sustainability • designing in context • aesthetic quality

enclosure

• maintenance

• quality of the public realm

• operation

• ease of movement legibility • adaptability • diversity

Sebastian Macmillan

than evidence (Cooper, 2000) and similar

standard of urban design when assessed by

111

criticisms may be levied at CABE; that the

this process. Rowley concludes:

2 3

evidence base on which these prescriptions are being made is, as yet, slight. Nevertheless,

While it is easy to cost a development, it is

4

there is a growing body of research about the

much more difficult to place a value on

5

value of design at the urban scale, and also at

what are often intangible qualities, all the

6

the individual building level.

more so if a particular solution is innovative.

7

So developers are frequently driven back

8

onto a ‘gut feeling’ although a few claim to

9

be able to measure the returns on

10

investment in design quality. For this

1

reason, persuasive architects and

2

In 1995, the Department of Environment

masterplanners can have a significant

3

launched its Quality in Town and Country

influence on property developers, helping to

4

initiative (DoE, 1995). Research was

convince them of the added value better

5

commissioned into the quality of urban design,

design may realize even if this involves an

6

as reported by Rowley (1998). This examined

increased cost initially.

7

The evidence base for valuing design in the public realm

8

the role and importance of urban design considerations, the benefits of giving explicit

In 1999 the RIBA Future Studies group

9

attention to urban design considerations, the

commissioned Worpole and Loe to report on

20

factors which constrain the promotion of good

the value of architecture. Worpole’s review

1

urban design, and the incentives and other

(2000) put forward four principal arguments

2

measures that might encourage increased

about the contribution that architecture and

322

attention and contribution to urban design

design can make at the urban level (Table 1.2)

4 5

Loe (2000) was more concerned with

quality. Noting the difficulty of defining and discussing urban design quality, the researchers

the economic value and impact of individual

6

set out a list of fifty urban design

buildings. His wide-ranging review covers

7

considerations, grouped into four bundles:

building rating methods and building industry

8

award schemes, He cites four types of

9

•

Functional and social use considerations

buildings that respond to differing requirements

30

•

Natural environment and sustainability

identified in the 1991/92 study by DEGW and

1

considerations

Technibank on Intelligent Buildings in Europe:

2

•

Visual considerations

•

The urban experience.

3 •

Each of five developments was rated against all

Use value building – custom-designed for

4

the owner-occupier, maximises the use

5

value for the end user organisation.

6

Exchange value building – developed

7

of multicriteria analysis. The researchers admit

speculatively, and designed to maximise

8

a number of methodological limitations to the

the building exchange value as a

9

study (ranging from ambiguity, overlap and

commodity to be traded.

40

Image value building – designed to

1

to lack of input from local people, lack of

maximise the image value of the building,

2

quantitative assessment where considerations

often at the expense of efficiency or other

3

qualities.

4

Business value building – use, exchange

5

and image are synthesised into a building

611

fifty criteria on a scale of 0 to 4, using a form

contradictions between the fifty considerations,

•

•

might allow, and so on) but nevertheless are able to claim that of the five case studies, Brindleyplace came closest to achieving a high

•

5

Designing Better Buildings

Table 1.2 The contribution of architecture Impact

Example

The wider economic impact of attractive

Flagship architectural projects that have clear

buildings and settings

economic impact on the towns and cities in which they are located.

Achieving greater value for money through

How the skills and expertise of the architect

technical and intellectual expertise

can provide cost-effective solutions to complex problems, not only saving money but providing extra benefits in terms of increased space, easier access, more efficient living and working conditions.

Enhanced individual and social well-being, and

The ability of buildings and places to provide

therefore quality of life

heat and coolness, light and shade, companionship and sanctuary, excitement and rest . . . safety and security, greater legibility and assurance, and a greater sense of locality, identity, civic pride and belonging . . . architecture can be a vital part of a wider notion of quality of life.

Greater adaptability, energy efficiency and

Greater regard for the orientation of the site,

environmental sustainability

local topographical and environmental factors . . . and designing and fine-tuning buildings that take advantage of these factors to minimise energy use – and therefore revenue costs – and provide comfortable and pleasant environments in which to work. After Worpole (2000)

where technology is fully exploited to maximise the range of options for the end

Evidence on individual sectors and buildings

user. CABE has also begun to identify and publish In 2001, CABE followed up the research

studies into how buildings and spaces create

reported by Rowley by supporting and

economic and social value (CABE, 2002e)

publishing The Value of Urban Design (CABE,

Collectively, these begin to provide evidence

2001). In the introduction, Sir Stuart Lipton

of the value of design in various sectors

describes it as ‘an excellent starting point from

including healthcare, education, housing, and

which to build up the evidential core of our

business. A more comprehensive literature

work’. It includes a review of the literature on

survey is available on the CABE web site

the value of urban design, drawing attention to

(www.cabe.org.uk). Separate publications cover

the range of stakeholders who benefit from

key sectors – healthcare (Building Futures,

higher design standards. Many of its key

2002), education (CABE, 2002c), and housing

findings are reported in Chapter 11.

(CABE, 2002f). CABE argues that

6

Sebastian Macmillan

Good design is not just about the aesthetic

111

Indicators of design quality

2

improvement of our environment, it is as much about improved quality of life,

Buildings have diverse impacts – ranging from

3

equality of opportunity and economic

civic pride to occupant comfort. These are all

4

growth. . . . Good design does not cost

design issues, but only rarely are they

5

more when measured across the lifetime of

discussed at one and the same time. We seem

6

the building or place; good design follows

to decompose the built environment by

7

from the employment of skilled and

discipline. More than thirty years ago, Hillier,

8

multidisciplinary teams; the starting point of

Musgrove and O’Sullivan criticised this trend

good design is client commitment.

and proposed a four-function model for

(CABE, 2002e)

9 10 1

buildings which attempted to capture and

2

classify all their effects (Table 1.3). It is a

3

CABE’s growing evidence base excludes

reminder of the breadth of the impact of

building science research, although there is

buildings individually and in combination – not

growing evidence about how the occupants of

only on the health, welfare and behaviour of

buildings interact and control their environment.

occupants, but on the use of natural resources,

The most prominent research of this type is

on microclimate, on land values, on transport

provided by the Probe (post-occupancy review

needs, and on people and society.

4 5 7 8

of buildings and their engineering) studies.

The much more recently devised Design

These were concerned not with the public

Quality Indicator (DQI) tool attempts something

realm but with meeting clients’ needs, with

equally broad. The tool asks assessors to

occupants’ self-assessments of their own

evaluate the performance of a building against a

productivity, and with energy efficiency. An

wide spectrum of attributes collected under

overview is provided in Chapter 3, while

three main headings of functionality, build

Chapter 13 also draws on some of the lessons

quality and impact. The DQI system is reported

from Probe. Probe identified some persistent

fully in Chapters 15, 16 and 17.

problems and inefficiencies in new buildings

6

9 20 1 2

322 4 5 6 7

Of course, there are major questions

8

including high levels of air infiltration,

about the indicators and their use in practice.

inadequate management of energy, and over-

These questions relate to two broad areas –

30

complicated controls – all leading to

first, whether the system has been devised in

1

unnecessarily high energy consumption and

accordance with accepted practice for

2

reduced comfort for occupants.

multicriteria analysis (which is the basis of the

3

hierarchical decomposition and weighting

4

demonstrate is that the most successful

system employed by the tool) and second

5

buildings from the perspective of occupant

about the information that is needed by, and is

6

comfort are those that offer adaptive

available to, the assessors when making their

7

opportunities (Baker, 1996) – openable

value judgements. Multicriteria analysis is a well

8

windows, adjustable blinds, locally controlled

established technique with a substantial

9

mechanical services, task lighting and flexibility

literature about procedural issues such as the

40

in furniture layout and seating positions.

need for independence of criteria from one

1

Shallow buildings that allow natural ventilation,

another, and the bias that follows if they are

2

views to the outside and good daylight levels

instead interdependent. As for the information

3

inside are typically preferred to deep plan

needed, in order to evaluate proposals

4

alternatives.

adequately at the design stage with respect to

5

attributes like lighting quality and energy use,

611

What Probe and similar studies

9

7

Designing Better Buildings

Table 1.3 The four-function model Function

Effect

Climate modifier

A complex environment filter between inside and outside, it has a displacement effect on external climate and ecology, and it modifies by increasing, decreasing and specifying the sensory inputs into the human organism

Behaviour modifier

It both inhibits and facilitates activities, on occasion prompting or determining them. It locates behaviour and modifies the total behaviour of society

Cultural modifier

A symbolic and cultural object, not simply in terms of the intentions of the designer, but also in terms of the cognitive sets of those who encounter it

Resource modifier

A building is an addition of value to raw materials and a capital investment, a maximisation of scarce resources of material and manpower, and a use of resources over time. After Hillier, Musgrove and O’Sullivan (1972)

these are fairly complex judgements requiring

for this constructive use about design priorities,

not only some expertise but also

rather than as a mere point-scoring tool.

representations or models (together with proposals for building services controls and their operation and management) that allow judgements to be informed and reliable. How

Good design as part of the construction industry vision

quickly reliable assessments can be made in practice remains to be seen. Despite shortcomings the DQI system is

In 2001 the Strategic Forum was established, with Sir John Egan as its chairman, to bring

being piloted by sixty trail-blazing organisations.

together a number of rethinking construction

While the originators of the DQIs wish to

initiatives. Although design had been

disassociate themselves from producing mere

conspicuous by its absence in the original

checklists, one of the strengths of the DQI is to

Construction Task Force report, it reappeared in

act as prompts about the impacts of buildings –

the report of the Forum’s first year’s work,

for the design team during the design process,

Accelerating Change (2002). The Forum’s vision

but also for clients. If the DQI tool helps to

for the industry now refers to the economic

stimulate constructive discussion and debate

and social value of good design:

within design teams and between them and their clients – about issues like inspiration and

Our vision is for the UK construction

delight and how these are to be balanced

industry to realise maximum value for all

against functionality and performance – it will

clients, end users and stakeholders and

prove a valuable adjunct to the techniques that

exceed their expectations through the

support design, almost regardless of any

consistent delivery of world class products

theoretical weakness. It is to be hoped that, if

and services. In order to achieve this the

the DQI system becomes widespread, it will be

UK construction industry must:

8

Sebastian Macmillan

• •

add value for its customers, whether

reducing the 0.1. So-called value management is

111

occasional or experienced, large or small;

often treated as a means to reduce costs rather

2

exploit the economic and social value of

than, as the term implies, add value. Often this

3

good design to improve both the

becomes a process of identifying the least

4

functionality and enjoyment for its end

capital cost option for each building element. At

5

users of the environments it creates (for

worst, this militates against buildings where, for

6

example, hospitals where patients recover

example, the fabric is designed to be selective

7

more quickly, schools and work places

in how it deals with climate – using natural

8

which are more productive and more

means as far as possible for ventilation,

9

enjoyable to work in, and housing which

daylighting and heating – so as to minimise the

10

raises the spirits and enhances the sense

need for mechanical services and applied

1

of self-worth).

energy. It is important to seek best value for

2

money overall (EEBPp, 2000).

3

This enlarged ambition and inclusive vision

4

But there are further arguments

seem more likely than before to awaken the

designers need to make about their

5

interest of design practitioners, who had

contribution. These relate to the economic and

6

demonstrated a lack of engagement in

social value of design. Designers need to argue

7

rethinking construction. It introduces into the

the case for buildings to be seen as means

8

initiative an interest in buildings as social assets

rather than as ends, and for greater investment

9

rather than products to be delivered at a point

in design so as to impact on the 5 and the 200.

20

in time, and in value in use as well as capital cost.

Design as a means to add social, economic and environmental value Chapter 5 cites what has become a much

1

One approach for assessing business benefits is the organisational performance

2

matrix, described by Spencer and Winch (2002).

322

This is derived from work by DEGW into how

4

building performance contributes to

5

organisational success, and by Heerwagen who

6

used a balanced scorecard approach to evaluate

7

building facilities (Figure 1.1).

8 9

What is also needed is to feed forward

quoted ratio – 1:5:200 – for the relationship

the results of these kinds of measurement

30

between the capital cost of a building, the

exercises into valuation procedures. Current

1

running costs and the staff costs of building

valuation systems focus on replacement cost

2

occupants. Within the total capital cost, fees

and market value but, in consequence, often

3

represent around 10 per cent, so the ratio could

undervalue substantially the contribution of the

4

be rewritten in broad terms:

asset to the organisation. Replacement cost

5

and market value fail to account for the impact

6

•

Design

0.1

of buildings on corporate identity, on the health,

7

•

Construction

1

well-being and productivity of staff, on staff

8

•

Running costs

5

retention and recruitment potential. Collectively

9

•

Occupancy costs

200

these intangibles represent a variety of benefits

40

to clients and other stakeholders which a

1

Viewed in this way, it can be seen there is a

building raises in terms of its design value.

2

ratio of some 2000:1 between occupant costs

They are not taken into account by current

3

and design costs. Often, much of the effort

valuation methods. Crucial investment in

4

during the design and construction phases of a

improving the quality of the built environment is

5

building is directed towards reducing the 1 and

held back through lack of knowledge of how to

611

9

Designing Better Buildings

Financial benefits • running and maintenance costs • market value • whole-life value

Internal business process benefits • flexibility and adaptability • functional efficiency • process innovation • organisational structure

Organisational performance

Stakeholder benefits • public image • external relations • organisational expression • brand identity • recognition

Human resource benefits • psychological and physiological well-being • cultural expression • quality of work life • productivity

value these intangibles. This argument is

•

For the industry itself to adopt and to promote to clients and to society a ‘whole-

explored further in Chapter 6. However, measuring and valuing

life value’ approach to the built environment

economic costs and benefits are only a part of

that takes into account not just costs in use

a wider and longer-term issue of how to credit

but also less tangible benefits

in some robust and measurable way the social

•

For the development of valuation methods

and environmental advantages that arise from

that reflect the full range of values in the

good design. CABE’s collation of evidence,

built environment – including those of

sector by sector, needs to be the start of an

owners, users, developers, neighbours, and

industry-supported knowledge base of research

the general public – and relate to social,

results demonstrating – defensibly and without

cultural, aesthetic, functional, environmental

special pleading – the full spectrum of benefits

and economic criteria.

to all stakeholders arising from good design. To improve design practices and procedures and

These actions will reinforce the emerging view

raise the profile and reputation of design within

that design should not be viewed as a cost, nor

the built environment, there are at least four

as costly. It is a vital activity that uses vision

urgent needs:

imagination to devise possible worlds that do not yet exist. Design exploits the skills of

•

•

10

For continuing efforts by the research

inventiveness and innovation not only to meet

community to expand our knowledge of

needs, to exceed the expectations of both

the added value of design

clients and the public. Design provides

For designers to embrace the emerging

ingenuity to solve problems in effective,

findings about how people use, react to,

efficient and previously unforeseen ways.

and value buildings, and to champion

Through design, alternative possibilities are

the ability of design to deliver

devised that satisfy requirements to greater or

environments within which people can

lesser degrees and so clarify and illuminate the

pursue inspiring, meaningful, productive

relationships between needs and wants, and

and happy lives

make it possible to identify priorities among

1.1 Organisational performance matrix (after Spencer and Winch, 2002)

Sebastian Macmillan

competing options. Design judgment determines the optimum balance between a wide range of attributes concerned with performance, functionality, appearance, longevity, robustness and ergonomics. Design is a generator of value and the key to ensuring the built environment provides wide-ranging benefits in which the whole of society shares.

References Baker, N. (1996) ‘The irritable occupant: recent developments in thermal comfort theory’, Architectural Research Quarterly, vol. 2, no. 2, pp. 84–90. Bordass, B. (2000) ‘Cost and value: fact and fiction’, Building Research and Information, vol. 28, no. 5/6, pp. 338–52. Building Futures (2002) 2020 Vision: our future healthcare environments, London: CABE. CABE and DETR (2000) By Design – urban design in the planning system: towards better practice, London: Thomas Telford. CABE and DTLR (2001) By Design – better places to live, London: Thomas Telford. CABE (2001) The Value of Urban Design, London: Thomas Telford. CABE (2002a) Improving Standards of Design in the Procurement of Public Buildings, London: CABE. CABE (2002b) Design Review: guidance on how CABE evaluates quality in architecture and urban design, London: CABE. CABE (2002c) Client Guide: achieving well designed schools through PFI, London: CABE. CABE (2002d) Better Civic Buildings and Spaces, London: CABE. CABE (2002e) The Value of Good Design: how buildings and spaces create economic and social value, London: CABE. CABE (2002f) The Value of Housing Design and Layout, London: Thomas Telford. Construction Task Force (1998) Rethinking Construction: the report of the Construction Task Force, London: DETR. Cooper, I (2000) ‘Inadequate grounds for a “design-led” approach to urban renaissance?’ Building Research and Information, vol. 28, no. 3, pp. 212–19.

DCMS (2000) Better Public Buildings: a proud legacy for the future, London: Department of Culture, Media and Sport. DETR (1998) Sustainable Development: opportunities for change – sustainable construction, London: DETR. DETR (1999) A Better Quality of Life: a strategy for sustainable development for the UK, London: HMSO. DETR (2000) Our Towns and Cities: the future – delivering an urban renaissance, London: HMSO. DoE (1995) Quality in Town and Country – urban design campaign, London: Department of Environment. EEBPp (2000) The Design Team’s Guide to Environmentally Smart Buildings, Good Practice Guide 287, Energy Efficiency Best Practice programme, Watford: BRECSU. Hillier, B., Musgrove, J. and O’Sullivan, P. (1972) ‘Knowledge and design’, reprinted in N. Cross, (ed.) Developments in Design Methodology, Chichester: Wiley, 1984. Loe, E. (2000) The Value of Architecture – context and current thinking, London: RIBA Future Studies. Morgan, M. (trans.) (1960) Vitruvius – The Ten Books on Architecture, New York: Dover Publications. Parfect, M. and Power, G. (1997) Planning for Urban Quality: urban design in towns and cities, London: Routledge Prince of Wales (1989) A Vision of Britain, London: Doubleday. Punter, J. and Carmona, M. (1997) The Design Dimension of Planning: theory, content and best practice for design policies, London: E and FN Spon. RFAC (1994) What Makes a Good Building? London: Royal Fine Art Commission. Rowley, A. (1998) ‘Private property decision makers and the quality of urban design’, Journal of Urban Design, vol. 3, no. 2, pp. 151–73. Rt Hon John Prescott (1999) DETR Press release, 19 July 1999. Spencer, N. and Winch, G. (2002) How Buildings Add Value for Clients, London: Construction Industry Council, Thomas Telford. Strategic Forum for Construction (2002) Accelerating Change, London: Strategic Forum. Treasury Task Force (2000) How to Achieve Design Quality in PFI Projects, Technical Note 7, London: HM Treasury. Urban Task Force (1999) Towards an Urban Renaissance, London: E and FN Spon. Worpole, K. (2000) The Value of Architecture: design economy and the architectural imagination, London: RIBA Future Studies.

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11

111

Part 1

2 3 4 5 6 7

The perspective of clients

8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

Without clients, the construction industry

procurement, as well as their aspirations for the

322

cannot build. What do clients want from their

future and a programme of steadily more

4

buildings, and what steps can they take to

demanding targets to drive up standards. The

5

ensure they receive it? This first section of the

Charter was launched in December of that year,

6

book discusses design quality as seen by

and Tony Pollington’s chapter sets out its main

7

clients. The opening chapter in this section is

features. The Charter commits clients, who

8

by Tony Pollington who assisted with

agree to be bound to it, to adopt a number of

9

establishing the Construction Clients Forum

good practices, such as providing leadership,

30

(CCF) – an umbrella body for a number of client

treating the supply team fairly, promoting trust,

1

organisations, and which later became the

identifying and managing risk, minimising

2

Confederation of Construction Clients (CCC).

waste, and respecting the health, safety and

3

His chapter addresses the subject of clients

welfare of all those involved in the construction

4

and construction. His key point is that clients

activity. The Charter expects clients to define

5

require buildings to support their own business

measurable targets, many of which are design-

6

processes – not as ends in themselves, but as

related, and is widely recognised as a

7

means to an end. Designers therefore need to

compendium of good client procurement

8

work with clients to understand the nature of

practices, or good clientship. Together with

9

those processes. His chapter also emphasises

other benchmarking initiatives – of the

40

that feedback about the results is necessary to

construction process through the M4I Key

1

ensure the industry learns from experience.

Performance Indicators, and of designs through

2

In July 2000 the Deputy Prime Minister

Design Quality Indicators, the Clients’ Charter

3

challenged the client community to draw up a

emphasises the responsibilities as well as the

4

charter that would set out the minimum

rights of clients, and provides a way to

5

standards they expected in construction

benchmark them.

611

13

Designing Better Buildings

Once clients have decided to build, they

physical monitoring, testing and analysis of

need to understand the options open to them

performance facts and figures. Each has its

and the associated costs and benefits. To do

own strengths, but it is in combination that

this, they need knowledge of the effectiveness

they are at their most powerful, combining both

of their present facilities, and how their

hard and soft issues, and qualitative and

buildings help or hinder their business

quantitative evidence. The chapter ends with a

performance. The CCC initiated research to help

call for closer links between the supply side

clients and the industry review the performance

and users and managers, particularly during the

of their buildings. The intentions behind this are

first year after handover of a building. While

to make the business case for undertaking

right first time is a commendable ambition,

feedback, to define what sort of feedback

many buildings can benefit from a period of sea

should be sought (for example, on the

trials and fine tuning. These can help the client

processes of procurement and delivery, and on

to understand better how the building operates

the performance of the product) and to give

and responds to controls, and the design team

practical advice to organisations on how to get

to learn from feedback and improve delivery on

started.

subsequent projects.

The Confederation of Construction

Chapter 4 is by Dickon Robinson of the

Clients recognised the importance of learning

Peabody Trust and discusses the client’s

from buildings both to improve their operation

perspective on the value of good design. The

and to feed forward to new projects. In Chapter

Peabody Trust is, of course, no ordinary client –

3, Learning more from what we build, Bill

this is the perspective of what is sometimes

Bordass presents a brief history of past

thought of as ‘the enlightened client’ – and

research into building performance evaluation,

Robinson champions innovation, design, long-

summarises the benefits of such evaluations,

term vision, people-based solutions, and

and identifies different levels of approach. For

partnering arrangements. He describes how the

organisations, the benefits of evaluating their

Trust has begun to explore mixed-use housing

facilities include: demonstrating their interest in

and to use leading edge architects, and has

occupants’ welfare; helping managers to

even promoted an architectural competition.

understand the potential of their facilities and

Peabody has diversified into key worker

how to fine-tune and operate buildings better;

housing and low cost home ownership, and has

and improved space planning and asset

embraced innovative funding arrangements,

management. In the longer-term, improved

procurement routes and construction

feedback has the potential to raise standards

techniques. At the same time, their ambition is

and provide design guidance, enhance

also towards long-term fitness for purpose, and

performance over the whole-life cycle, and

to construct buildings that contribute to urban

contribute to better designed and managed

regeneration. The author shares with Lord

buildings. Yet where major evaluations have

Rogers a view that urban design can be

been undertaken these have most often been

achieved through design-led construction

in response to some business driver, for

projects – bespoke solutions with an ambitious

example buildings having a negative impact on

vision. While commending the Egan report for

an organisation’s customers; reactive rather

its emphasis on innovation and involving

than proactive.

people, he expresses concern that there is too

Four levels of evaluation are set out:

much stress on building faster and more

systematic walk-through observations;

cheaply – on the product rather than on the

facilitated discussions in post-project review

process. He notes that, at worst, architects and

workshops; questionnaires and interviews; and

engineers are losing influence under the new

14

The perspective of clients

arrangements, and he questions whether the

of the people working in it. They use this ratio

111

Egan agenda can deliver the Rogers’ design-led

to emphasise the importance of considering

2

vision.

medium- and long-term issues in the design of

3

buildings, and using a whole-life cost approach

4

to the importance of long-term working

and life cycle analysis, rather than a short-term

5

partnerships, where continuity of personnel

approach. The authors go on to review some of

6

creates mutual confidence and trust. That this

the evidence about the health and productivity

7

is a gradual process should not be overlooked,

of building occupants, particularly in relation to

8

it needs a period of joint working. He is also

the issue of indoor air quality, and suggest that

9

realistic about risk-sharing and accepts that at

substantial productivity gains are possible

10

the end of the day it is the client who

through good design.

1

Dickon Robinson then turns his attention

shoulders the risk – although he believes that

The authors also address the design and

2

increasingly all the parties will come to share in

construction process and suggest ways of

3

the risk, and that the allocation of rewards may

reducing building costs. They recommend a

4

also change. The right of designers to exert the

‘loose fit’ approach between building fabric and

5

dominant influence over the form and

building services for ease of installation, speed

6

aesthetics of the building may have to be

of construction, simplified maintenance and

7

earned, and a share of the risk accepted. He

greater flexibility for future adaptations. They

8

concludes that design is about creating value,

commend modularisation and standardisation,

9

and high value leads to a lasting legacy – at its

the early involvement of constructors, suppliers

20

best the design process extracts the full

and installers, and computer-based modelling to

1

potential of the site and adds both real and

help evaluate alternative options and reduce

2

intangible values. The way forward for

uncertainty about building performance. They

322

affordable housing and the creation of attractive

recommend greater use of information and

4

neighbourhoods, he argues, is by a bespoke

communication technologies for rapid data

5

development-led approach, that exploits factory-

sharing and improved coordination.

6

based standardised construction technologies to achieve high quality.

The authors go on to discuss the

7

operational phase of the building. They note the

8

need for departmental adjacencies and

9

owning and using buildings, was originally

functional space planning, for minimising energy

30

published by the Royal Academy of Engineering

consumption and environmental impact and for

1

and is reproduced with their permission. Its

providing integrated IT systems. They

2

authors are Raymond Evans, Richard Haryott,

recommend the involvement of the facilities

3

Norman Haste and Alan Jones. The authors

manager in regular assessments of productivity,

4

reinforce the views expressed in Chapter 2 that

and propose reviews of the productivity

5

clients primarily want buildings to support their

benefits accruing from improved conditions –

6

own business process, whether these are

both complex tasks, as they freely admit.

7

concerned with generating wealth or providing

Nevertheless, the authors’ wide-ranging

8

a service. To do so effectively, facilities must

prescriptions for improving the design,

9

create an environment where people feel

construction and operation phases of buildings

40

motivated to give their best; and well-designed

serve to emphasise the substantial potential

1

and well-managed buildings can lead to

there is for better design processes, more

2

significant productivity gains. The authors

efficient approaches to construction, and

3

provide a now much-quoted ratio – 1:5:200 –

improved facilities management. Perhaps most

4

between the capital cost of a building, the cost

valuable of all is their demonstration that all

5

of operating and owning it, and the overall cost

three phases are inextricably linked.

611

Chapter 5, The long-term costs of

15

Chapter 2

Clients and quality Tony Pollington

Today there is a much wider recognition that

Few clients require buildings and/or

the construction industry’s objective must be to

constructions for their own sake. There are

provide the client with the best possible

some examples of national memorials or

solution for the clients’ own business. This

decorative structures, but these are a small

seems a truism now, but it is only recently

minority of projects. In the main, clients require

that the industry has truly accepted that its

buildings or constructions as an aid to

whole raison d’être is to provide a service to

successfully operating their own businesses,

clients. Much has happened since 1994 but it

whether these are commercial operations or

was Sir Michael Latham (1994) who, as a

private assets. It is crucial, therefore, that

result of a structured examination of the

clients know why they want a construction and

industry’s approach to providing a service, first

what they want it to do to support the client’s

articulated that it would only change radically

own operations. Unfortunately, not all clients

if the customers who pay the bills demand it.

recognise that they need expertise to identify

He spoke as a knowledgeable and experienced

these objectives successfully. It is not always

policy-maker in the industry, and his

the case that a construction solution is

conclusions were both endorsed and given

necessarily the optimum from a business point

added impetus by Sir John Egan’s Rethinking

of view; perhaps the business objective might

Construction Task Force (Construction Task

be better achieved by re-engineering the

Force, 1998). This identified the action

business, or by other management

programme necessary to achieve the

improvements. This is, after all, the stuff of

improvements in the industry’s performance

everyday investment appraisal.

defined by his experience as a major

Where, however, a need for construction

construction client, with continuing

is properly established, it is essential that

programmes of specialised works.

clients are aware of the options that are

16

Tony Pollington

available to them and the costs and benefits

increased productivity in offices arising from a

111

associated with them. It is here that the

good quality internal working environment – but

2

development of appropriate systems of

also less tangible and less easily measured

3

measurement is vital. Traditionally, perhaps,

external benefits reflecting the social impacts of

4

there has been some suspicion about the

the clients’ construction project.

5 6

credibility of systems purporting to measure, for

7

example, quality of design, or the costs in use of operating a construction. Clients in the main

Feedback research

8 9

do not subscribe to this view. They expect to measure the effectiveness of their own

The Confederation of Construction Clients

10

operating processes, and express these in

(CCC), with support from the Construction

1

quantified terms, and they expect to be able to

Industry Council, initiated a major research

2

do this in relation to one of their most valuable

project, building upon and complementing

3

assets – the facilities that they use. This is

existing and ongoing work, which was aimed at

4

nothing new. Many years ago, at a time when

developing, testing and delivering a system of

5

the UK motorway programme was at its height,

robust practical feedback techniques for use by

6

the Roads Divisions of the Ministry of Transport

a wide range of clients, and not just the large

7

devised and used an assessment system which

repeat clients. Chapter 3 presents an overview

8

sought to give quantified monetary values to

of the research and a summary of its interim

9

design options for road schemes, including not

findings.

20

only relative savings in costs of accidents and

1

Fortunately, despite the demise of the

reduced travel times, but more intangible

CCC in 2002, the research is to continue

2

benefits relating to preservation of landscape,

through to completion. Its aim is to record and

322

settlements and heritage.

interpret feedback information about the

4

effectiveness of facilities in use. Those who

5

product supplied to them by the industry,

stand to benefit most from such work are

6

including the suppliers of specialised services

clients – because they will appreciate how

7

such as design, is certainty about what it costs

feedback can improve their knowledge of how

8

them to own an asset. This means that they

their facilities help or hinder their business

9

need to know the full costs they will have to

performance. In turn this will lead to continuous

30

assume over the required life of the project.

improvement in their continuing building and

1

Unfortunately, the basis for knowledge of these

construction programmes, and will help to direct

2

whole-life costs is at present rudimentary in the

how this improvement can be implemented,

3

extreme. Some attempts have been made, for

with the involvement of their suppliers.

4

What clients want in relation to the

example by BRE, to collect data relating to the

5

The supply side will benefit because

performance over time of materials and

they will be able to improve their goods and

6

components. But this is only partial, and needs

services to meet better-defined client needs

7

to be recorded on a continuing basis.

more effectively, and to supply information in

8

ways which help clients and end users to carry

9

also provided by manufacturers, but this is not

out post-project evaluations more rapidly and

40

always regarded, for obvious reasons, as truly

consistently. The environment should also

1

objective. Clients acknowledge that they

benefit, because the basic concepts of

2

themselves need to develop expertise and

sustainability, environmental enhancement and

3

methodologies for identifying and recording

pollution reduction will be better understood,

4

costs in use. These costs and benefits are not

implemented and reviewed. Finally, the national

5

only the identified tangible ones – such as

economy will benefit, because continuous

611

Some technical information is of course

17

Designing Better Buildings

improvement will give better value for money,

delivering for clients self-improvement in

reduce costs in use and increase the

performance, higher productivity and profits for

usefulness of facilities and the productivity of

their businesses, recognition of their

their occupants. Feedback will enhance the

commitment to improved performance, and a

cumulative experience of clients, and in turn

better environment in which construction can

this experience can be evaluated and

take place. It is important to identify the key cultural

interpreted by the design and construction professional for the benefit of other users. Client involvement will ensure that the benefits feed into the briefing and procurement

criteria which those clients seeking Charter status will be expected to adopt. There are four major generic areas of client emphasis:

system much faster than if feedback were undertaken solely by the supply side of the

1

Leadership and focus on the client

industry, or by intermediaries. Organisations will

2

Product team integration

find the modest costs of beginning to

3

Quality

implement feedback are soon repaid in added

4

People.

value and cost savings as better information becomes available, and is more easily acted upon. Once feedback becomes a habit, it will help turn construction into a learning process for everybody involved, rather than a succession of one-off achievements from which everyone escapes with a sigh of relief, often to make similar mistakes again.

The Clients’ Charter

Within these generic areas, clients are expected to identify programmes of improvement in their own processes which will achieve a culture aimed at working together towards high quality solutions. The cultural criteria which registered Charter clients have to adopt are: Leadership and focus on the client: •

Providing client leadership, both for improvement in procurement processes and for the supply side to develop and

How confident can we be, however, that the clients are truly committed to advancing this

innovate to meet clients’ needs; •

measurement-based approach? The

where possible, quantified objectives,

Construction Clients’ Charter, launched by the

scope and brief and realistic targets for

Secretary of State for the Environment and the Construction Minister in December 2000 (CCC,

achieving these; •

2000), expects real commitment from those

Fostering trust throughout the supply chain by treating suppliers fairly and ensuring a

clients seeking Charter registration. They commit to benchmarking their own

Providing and setting clearly defined and,

fair payment regime; •

Adopting a partnering approach wherever

improvement in their procurement processes,

•

Identifying risk and how best to manage it;

using an approach equivalent to those used to

•

Collecting and interpreting data on the

performance in implementing programmes of

possible;

benchmark design achievement.

performance in use of their construction

What is the Charter, and what relevance

solutions, for purposes of feedback.

does it have? It is a commitment to action by clients – to adopt a culture of continuous

Product team integration:

improvement and to measure progress towards achieving this in relation to quantified performance indicators. It has the aim of

18

•

Working in partnership with long-term relationships for all key suppliers;

Tony Pollington

• •

•

•

Involving all parties in the supply chain in

aspects of the design including functionality,

111

the design process as far as possible;

whole-life costs and sustainability. Besides

2

Promoting sustainability, use of renewable

being encouraged to apply performance

3

resources and the minimisation of waste in

specifications wherever possible, clients are

4

the construction process;

asked to set these, particularly for energy

5

Collecting and interpreting data on the

and materials use, in order to minimise

6

performance of all the participants in the

waste. Altogether there are some ninety

7

project;

aspects of the clients’ management of their

8

Maximising benefits from standardisation

construction interests which require clients

9

and off-site fabrication.

to define measured targets over a period of

10

time, and design considerations feature in

1

most of them.

2

Quality:

3 •

4

Aiming for quality-based solutions that yield maximum functionality for optimum whole-

Initial responses to the Charter

5 6

life cost, whilst preserving respect for the •

surroundings and the community;

How has the Charter been received? Evidence

7

Promoting process and product

to date is that it is now widely recognised as a

8

improvements to minimise defects over the

compendium of good client practice,

9

whole-life of the construction solution.

possession of which assures the supply side

20

that they are dealing with serious-minded

1

clients genuinely committed to achieving quality

2

solutions for their construction requirements, in

322

Adopting a policy of respect for all people

full partnership with all elements of the supply

4

involved in construction activity (health,

chain.

5

People: •

safety, welfare, site conditions, diversity,

Clients are of course sensitive to cynical

6

training and certification);

reactions, that all this is merely aspiration, and

7

Training their own staff.

that when the chips are down the

8

determinative approach will be lowest cost, and

9

The measurement systems to be adopted

acceptance of risk by the supplier only. Without

30

reflect both the nationally adopted Key

appearing complacent, however, we believe

1

Performance Indicators (KPIs) promulgated by

that the Charter’s operating framework will

2

the Movement for Innovation (M4I), and the

provide a method of assessing the reality of

3

aspirations set out by the Commission for

clients’ commitment and will satisfy both

4

Architecture and the Built Environment (CABE).

suppliers and end-users. The aim is for Charter

5

Throughout the process, the importance

clients to be publicly recognised as adopters of

6

to the client of recognising and incorporating

good procurement practices, to establish

7

the principles of good design is emphasised.

genuine trust with their suppliers. Crucial to this

8

For example, clients are asked to consider

is the commitment by clients to measuring their

9

objectives that cannot readily be quantified,

own progress in relation to a defined

40

but which are intrinsic to creating corporate

programme. We believe that the acceptance of

1

value from the project, such as design

the need to measure performance, including

2

aspirations. They are asked to adopt a policy

performance related to the effectiveness of

3

of involving the designer within the integrated

design, is becoming widespread throughout the

4

project team throughout the project, and to

industry. Clients hope that as professionals

5

involve suppliers in providing advice on

begin to identify and apply methods of

611

•

19

Designing Better Buildings

measurement in relation, for example, to the

References

effectiveness of design, these will be developed in collaboration with clients, so that both professionals and their clients are committed from the earliest stage, both to the concepts and to their implementation.

20

CCC (2000) Construction Clients’ Charter, Abingdon: Achilles Information Ltd. Construction Task Force (1998) Rethinking Construction, London: DETR. Latham, M. (1994) Constructing the Team, London: HMSO.

Chapter 3

111 2 3 4

Learning more from what we build

5 6 7 8 9 10 1

Bill Bordass

2 3 4 5 6 7 8 9 20 1 2

This chapter is based on an initial review

core business, to outsource facilities expertise,

322

undertaken in preparation for a project to

and then to discover that facilities were

4

improve feedback by construction clients and

more important to the business mission than

5

the industry in the UK. The review included a

they had thought. Organisations are now

6

literature survey, a client questionnaire, and a

seeking to replace their lost expertise through

7

series of workshops. The main output from

post-project evaluation and making the supply

8

the project is a Feedback Portfolio, providing

side more accountable for performance

9

access to a range of feedback techniques

delivery.

30

and results, and made available via the World

In spite of this, resources for feedback

1

Wide Web. A prototype can be seen at

are still thin on the ground. Many clients

2

www.usable.buildings.co.uk. The project was

don’t see why they should pay. Nor, for the

3

initiated by the Confederation of Construction

most part, do designers and builders, who

4

Clients and sponsored by the UK Department

also fear uncovering problems for which they

5

of Trade and Industry under its Partners in

may then be held responsible, at best giving

6

Innovation programme. However, the views

them more (probably unpaid) work to do and

7

expressed are those of the author.

at worst landing them in court and uninsurable.

8

In addition, the hope that PFI1 procurement

9

more feedback and not just in the UK. A

would magically close the feedback loop has

40

review by the Federal Facilities Council in the

so far proved forlorn – PFI teams need

1

USA (2001) presents a very similar picture

feedback tools too.

2

There is clearly a perceived need for

and we have also had support from Canada,

In order to make feedback routine, there

3

Australasia, and the Netherlands. Partly this

is a strong case for making a commitment to

4

seems to be because international trends

feedback (during briefing, design, construction

5

have caused senior management to focus on

and for at least a year afterwards) a contractual

611

21

Designing Better Buildings

requirement; and for the processes and

Some history

services to be defined and paid for accordingly. Proposals for project insurance may make this easier, as may a widespread demand for

The Building Performance Research Unit

feedback services. In our workshops and in some papers

Following a major review of architectural

reviewed, there have also been pleas to

practice, in 1963 the RIBA (the Royal Institute

regard feedback as much broader than the

of British Architects) published its Plan of Work

design and construction project – i.e. across a

for design team operation, which included

portfolio and from cradle to grave. Many

Stage M – feedback. Later in the decade,

clients are also particularly interested in

twenty architectural and engineering practices,

looking at the full range of business benefits,

the RIBA, the Architects’ Journal and the

and less concerned with the building-related

Ministry of Public Building and Works

ingredients such as occupant satisfaction and

sponsored the Building Performance Research

technical and environmental performance.

Unit (BPRU) to undertake feedback, bring

While we appreciate these arguments, they

together research, teaching and design on

do not fit well with the actuality of the scarce

building performance, and publish the results.

funds for feedback and the widespread

BPRU only lasted four years in this form.

ignorance of even the simplest issues. We

Its work was largely on comprehensive schools.

fear that the best may be the enemy of the

The results were published in 1972 in the book

good; and that a more effective way to entrench feedback may be to find enthusiastic partners with whom one can demonstrate modest but robust successes, which then trigger virtuous circles in performance-driven organisations. Regarding feedback techniques, there was a call for more clarity on the techniques available, how to get hold of them, how much they cost and the benefits they were likely to deliver. Here the proposed Feedback Portfolio will help, and this will also

Building Performance (Markus et al., 1972). While today the book strikes us as rather theoretical, its practical findings still ring true, for example an obsession with first cost, repeated mistakes (e.g. untreated timber windows failing and being replaced by the identical product), poor strategic fits between buildings and what goes on inside them (e.g. classroom sizes), and single issues (e.g. daylight factors) dominating the design, preventing effective integration (and the required daylight factors were not achieved anyway!). The book included a plea for architects

include examples of successful and cost-

to be more involved in feedback. Ironically, in

effective outcomes. We have identified four

the year it was published (1972), the RIBA

principal kinds of technique. These can be

omitted Stage M from its publication on

used separately or together – many people

architects’ appointment, reportedly because

got the best results from combining hard and

clients were not prepared to pay for feedback

soft issues.

as an additional service; and the RIBA did not wish to create the impression that feedback

1

Observations

would be undertaken as a matter of course.

2

Questionnaires and interviews

Today the wheel seems to have turned full

3

Facilitated discussions

circle, with the RIBA (1999) saying that

4

Physical monitoring, testing, and analysis of performance statistics.

the biggest improvement to be made [in customer focus] is in systemising

22

Bill Bordass

feedback and in instituting post-occupancy

own experience, and allows the same

111

evaluation.

problems to persist in building after building.

2

In addition, since outcomes are not routinely

3

However, Stage M is not yet back in their

assessed, simple, effective solutions are

4

standard published documents (RIBA, 2000).

often not appreciated for the successes

5

they are;3 and over-complex alternatives are

6

instead developed unnecessarily.

7

Why did BPRU fail to flourish? A statement in the book may provide the key:

8 The study found that there was far too little

9

feedback of in-use experience into briefing and

10

design. This could easily lead to poor fit

1

BPRU was more interested in research

between the physical building and the way in

2

than in developing devices, however

which the occupiers wanted to operate it. A

3

practical, without a sound theoretical

lack of feedback information also meant that

4

framework.

operational cost predictions did not relate to

5

outcomes in practice. In addition, the amount of

6

To wish to develop theory at the expense of

alteration that often took place in the first years

7

practical opportunities for improvement may fit

of a building’s life could make design

8

the priorities of academe, but (as discussed by

assumptions on component lifetimes faulty.

9

A major recommendation of the study

Cooper (2001)) might well have distanced BPRU

20

from the designers, clients, operators and users

was for more post-occupancy evaluation (POE),

1

it had intended to serve.

an investigation of the opportunities and

2

barriers to POE (which CRISP commissioned –

322

see CRISP 3 below), better dissemination of

4

information on building performance, and a

5

review of the degree to which the feedback

6

results already available actually reached

7

decision-makers.

8

Highlights from some recent reviews CRISP 1 – How can long-term building performance be built in? (Blyth, 2000) This study of flexibility and adaptability in buildings for the Construction Research and

9 30

CRISP 2 – Matching design assumptions and conditions in use (Warner, 2001)

1 2 3 4

Innovation Strategy Panel has important implications for feedback. In particular, it points

This study looked at how design assumptions

5

out that:

are made, how conditions in use affect them,

6

and how the situation could be improved. It

7

concluded that:

8

•

The relationship between occupiers and

9

buildings is constantly changing. •

There are often clashes between

•

operational requirements and physical

40

adequately to inform designers.

1

Building services installations are some

2

Designers seldom get feedback after a

of the least understood aspects, as

3

building is completed and only notice

illustrated by their taking the top three

4

problems when they are asked to

slots in the survey for both over- and

5

investigate a failure. This tallies with our

under-specification.

611

facilities. •

2

Occupants’ knowledge is not being used

•

23

Designing Better Buildings

•

•

Performance measurement is not an exact

clients regarded legal action as the last

science, making benchmarking difficult.

resort, and much preferred to keep lines of

Feedback is essential for benchmarking.

communication open. POE was likely to

Very few POEs are undertaken. For those

help this to happen.

that are, the information usually stays •

within the client and consultant group.4

Various technical ways of removing the

There is a perceived need for a ‘keeper of

insurance barriers were explored. On the rare occasions on which POEs

information’ of good and bad examples of •

buildings and processes.

were done, they were usually in the first year

Facilities Managers (FMs) are usually

of occupation, most often on staff or client

treated as caretakers and not involved in

satisfaction. They could be undertaken by in-

briefing; there was also no home for any

house teams, outside organisations, or both.

feedback FMs had, and no system to take

Occasionally they were planned from the outset

their experience back to designers.

of a project. They might even become part of team appointments – as is being proposed for

The report identified a feedback vacuum, with

UK government clients. Benefits of POE were seen to accrue to:

few linkages to those who actually ran buildings. •

The client, in demonstrating achievement, understanding areas of success and failure,

CRISP 3 – Encouraging postoccupancy evaluation (Jaunzens, Hadi and Graves, 2001)

•

This report looked at ways of making POE

•

facilitating any remedial action, and demonstrating concern for users. The designers, in helping to fine-tune the building and inform future designs. FMs, in helping them to identify and solve problems, and to understand the potential

more routine and overcoming barriers, e.g:

of the building and how to run it better. •

Unwillingness by clients to pay for POE –

•

In the longer-term, better and more costeffective buildings all round.

especially occasional clients, who saw the main benefits going to the design team and •

their next client.

The report proposed that the following

No POE in standard conditions of

measures could improve the uptake of POE:

engagement for designers. Architects did at least have it as an option. However, there

•

was no clear guidance on what service

simplest way would be to make POE

should be provided; and a standard text

routine, so there would be no unusual risks in doing it.

(Chappell and Willis, 1992) regarded it as being more about process than product or •

24

•

For clients to be encouraged to regard POE

performance.

as a service worth paying for (or doing

A lack of clarity generally on what should

themselves). This would need clearer

be done, who should do it, what it should

demonstration of costs and benefits.

cost, and what the demonstrable benefits •

A clarified insurance situation. Perhaps the

•

To define more clearly the techniques

were.

available and the associated levels of

Widespread concerns by designers about

service and cost, perhaps with

insurance and liability issues, though these

endorsement by institutions and trade

seemed more theoretical than actual. Most

bodies.

Bill Bordass

Recommendations to CRISP included:

Lost in-house knowledge, often tacit and

111

informal, needs to be replaced. POE is being

2

•

A web site with accredited case studies.5

asked to fill the gap; and to go beyond user

3

•

A cross-party forum for clients, designers,

satisfaction to all activities which affect how a

4

insurers and contractual bodies.

building performs. POE is no longer an option,

5

Defining client requirements for POE

but essential to regain lost skills and stop

6

service packages.

customers becoming victims of a supply side

7

Investigating whether it would be practical

which does not understand their real needs or

8

to tighten building briefs to concentrate on

how its products really work in use.

9

• •

10

The FFC sought:

expected performance, together with the

1

appropriate testing mechanisms. A standard definition of POE and a

2

standardised, consistent methodology to be

3

used across agencies. The review found

4

that this was neither necessary nor

5

desirable.

6

Methods and technologies of data

7

1987 a federal committee identified widespread

collection. Information technology was seen

8

lack of institutional support. The committee

as the key – perhaps too much so in our

9

opinion. You learn a lot on a site visit.

20

Costs. Quoted costs ranged from

1

1

The American experience North America has long experience of POE. While some federal agencies do it routinely, in

2

recommended: 3 •

making POE more rigorous and systematic;

US $1,800 for a simple questionnaire

2

•

laying the groundwork for a database on

to $90,000 ($2.50 a square foot) for an

322

in-depth exercise.

4

Benefits. These included support of policy

5

development; testing new concepts;

6

improving standards and design guides;

7

In practice, not much seems to have happened

getting lessons back to the supply side;

8

since, so in 2001 the Federal Facilities Council

making designers and owners accountable

9

reviewed the situation and published their

for building performance; supporting major

30

findings (Federal Facilities Council, 2001). See

decisions and avoiding past mistakes;

1

also Bordass (2003).

monitoring quality and functionality;

2

improving performance over the life cycle

3

and involving occupants actively in

4

evaluation and improvement.

5

Organisational barriers. Few organisations

6

building use and performance; and •

establishing a clearing house to assemble,

4

maintain and disseminate POE information.

Why this new interest? The preface suggests it was the result of the management trend to focus and downsize organisations and to outsource services: •

•

5

did POE: they had not created conditions

7

On the upside, this focus has caused

for learning, organisational structures got in

8

Boards to see buildings as ways to achieve

the way, they were unclear about the

9

strategic goals: customer satisfaction,

benefits and fearful of staff reactions if

40

innovation, time to market, worker

problems were exposed and not put right.

1

retention and productivity.

Without senior commitment, they were

2

The downside is that Boards have

reluctant to appoint outsiders; and

3

downsized their in-house buildings

government agencies could not find time

4

expertise, outsourced essential feedback

and money for new things anyway! POE

5

loops, and lost the capability to deliver!

can also expose failure, which is not

611

25

Designing Better Buildings

rewarded – either in-house or by politicians,

Post Office used to commission professional

journalists and auditors. This fear (and the

surveys, but now uses a self-completion

lack of systems) meant that information

questionnaire for the manager of a new facility.

stayed within the project. These issues are

US embassies also make use of questionnaires

very similar to those raised in the UK

before deciding which experts they need to

reviews and in our recent discussions with

send out for any detailed investigation.

clients. 6

For a successful POE programme,

Performance metrics for POE programmes.

organisations were encouraged to:

In appendix B to the Federal Facilities Council’s (2001) technical report Heerwagen

•

Take the initiative to collect the information,

advocates a ‘balanced scorecard’ to help

make time to make sense of it, and have

avoid myopia, particularly financial. It has

the will to share it.7

four aspects: •

•

financial, e.g. reducing costs, increasing revenue, improving productivity;

• •

•

Create broad opportunities and incentives

•

Identify critical stages where feedback can

for participation and reflection.

customer relations, e.g. presenting a more positive face to the world; and

•

to signal the importance of the exercise.

business process, improving workflow and outcomes the organisation values;

Have long-term management commitment

be built in. •

human resource development.

Require involvement in POE in contracts and pre-qualification for suppliers.

•

Provide simple databases, cross-links, and

She recommends establishing metrics at the

different information for different

start of a project and tracking them through.

audiences.

Some may apply to all an organisation’s stock,

•

others may be highly context-specific.

complaints or controversy, to avoid

Successful programmes were usually linked to some sort of business driver, for

repetition. •

example:

Do POE on innovative buildings to decide whether to continue with the innovations.

• •

Build on projects where there are

When facilities seemed to be putting off

Start by creating protected, small-scale opportunities for innovation and evaluation.

customers (e.g. US Army and Post Office). •

When facilities were critical to the business

A successful POE itself was thought to require:

mission (e.g. Disney Corporation). • •

Where specific linkages to briefing and

•

A clear statement of what the organisation

evaluating innovations had been made.

wants to achieve and the part evaluation

For fine tuning asset management and

plays.

space planning (e.g. Bell Canada and World

•

Bank).

To match the resources for data collection and analysis to the available time and budget.8

Where POEs were undertaken, it was almost

•

To decide if it was a one-shot case study

always in the first year of operation (though

(which may need to be thorough to have an

Disney also does continuous assessment).

impact), or a standard approach which

Once the initial purpose had been achieved,

could build up information more slowly over

some exercises were scaled back, either to

time (but would need clear and consistent

save money or because the organisation had

terminology, definitions and documentation

6

learnt what mattered. For example, the US

26

to assist comparisons).

Bill Bordass

•

Identification of the likely users and how

111

A major conclusion was that feedback

they will need the results communicated.

would help to add value without increasing

2

A mixture of qualitative and quantitative,

cost, by linking more closely the means (the

3

direct and indirect techniques.

constructed facility) to the client’s ends, and

4

thus stopping the project itself becoming the

5

If questionnaires were used, they must be

end and thereby losing touch with fundamental

6

designed by a skilled person, with items

requirements. In addition:

7

•

evaluated for usefulness, validity, discrimination and balance. Occupants must be told why it

8 Clients should define their ends more

9

clearly and undertake monitoring and

10

reality-checks.

1

Designers should seek to understand more

2

about how buildings really work and make

3

them better, more robust, more usable and

4

more manageable.

5

The supply side should establish ‘no

6

surprises’ standards and provide support

7

This unique series of twenty published post-

after handover, for example with provision

8

occupancy surveys ran in the CIBSE journal

for ‘sea trials’ periods in standard contracts,

9

Building Services from 1995 to 2002. A special

with much better proving of system

20

issue of Building Research and Information

performance and provision of aftercare to

1

•

was happening, how the results would be used, if they would get them; and if so, what for and in how much detail.

Probe – Post-occupancy review of buildings and their engineering

•

•

clients and occupants.

2

FMs should monitor, be more responsive,

322

commentaries from experts around the world,

and represent client requirements more

4

and a response by the authors (Bordass,

strongly.

5

Professional institutions should encourage

6

feedback as part of normal practice.

7

(Lorch, 2001) includes five papers on the method and conclusions. These in turn led to

Leaman and Cohen, 2002).

•

•

Probe shows that it is possible to put

Government should encourage feedback

8

the public domain. Its principal tools of an

and measures which lead to all-round

9

occupant questionnaire and an energy survey

improvement.

30

feedback information on named buildings into

•

provided benchmark comparisons and rapidly

1

unwrapped into other issues, e.g. briefing,

2

procurement, build quality and business and

Types of feedback technique

3 4

facilities management. Probe itself was oriented at extracting general messages for designers and their

From feedback to knowledge management

5 6 7

clients, rather than specifically feeding back to the building itself and the teams concerned.9

There are perhaps five levels to implementing

8

Occupiers already operating monitoring and

feedback systems:

9 40

feedback systems used the Probe results to make further improvements, but those that weren’t didn’t necessarily react. Cultural change and incorporating feedback within routine design, construction, procurement and management practices are therefore important.

1

The will to do it, particularly at senior

1

level.

2 3

2A Tools to help gather information on

4

individual projects.

5

2B Tools to help people (clients, designers,

611

users) get together to discuss how a

27

Designing Better Buildings

project went in a constructive way, to

Type 1 – Observation

consider any data generated by 2A, and to

Typically walk-through surveys, for example:

learn from it.10 3

Means of turning the results of 2A and 2B

•

County Council used to walk through their

with the parties concerned (e.g. client,

recently completed projects and assess

design and construction team, users,

their impressions against a standard checklist.

11

managers). 4

Experts from Hereford and Worcester

into useful, actionable knowledge, starting

Consolidating this knowledge into

•

The Probe surveys make good use of walk-

organisational learning, or so-called

throughs of all parts of a building including

Knowledge Management (KM) in ‘learning

service areas and plant rooms. These

organisations’. In our discussions, clients

permit not only visual observations but spot

(even leading ones) said that they were

tests, and spot measurements with hand-

not yet good at this – a problem shared

held instruments. At the same time they

with most construction industry

create opportunities for informal

companies, and also confirmed in the

discussions with staff – from which much

North American review (Federal Facilities

of value can emerge.

Council, 2001). 5

Bringing all this together into industry learning.

Systematic observations can also be undertaken, for example of how customers use a facility, or how staff undertake their work or, say, operate a control device.

Relevance to the current project The project we are doing focuses on the nuts and bolts of data collection, i.e. Level 2, particularly 2A. However, many clients thought that the main problem was not a lack of techniques but of the will to use them (Level 1). Levels 3, 4 and 5 are largely beyond the scope of the current project, but are covered in

Type 2 – Facilitated discussions for teams, clients and others General guidelines have been developed and tested in the ‘Learning from Experience’ project (D. Bartholomew Associates, 2003) – not just to discuss the outcomes of a completed project (hindsight reviews in LFE’s parlance), but during it (insight reviews), or before starting (foresight reviews). A format for post-project review

others and will where appropriate be added to

workshops (fora) has also been developed by

the Feedback Portfolio.

de Montfort University for the Higher Education Design Quality Forum (2000) and is now being applied in other sectors.

Four principal types of technique for collecting Level 2 information

Type 3 – Questionnaires and interviews Many techniques are already in use and will be

We see four principal ways of collecting data,

reviewed in the course of the project (see

as outlined below. These can be used

Chappell and Willis, 1992). Workshop

separately or together. There is widespread

discussion suggested that there was scope for

agreement that the most successful feedback

coordinating some key survey questions12 in

exercises tend to combine both hard and soft

order to improve consistency, provide useful

issues, and both qualitative and quantitative

benchmarks and contribute to Key Performance

methods.

Indicators (KPIs).

28

Bill Bordass

Type 4 – Physical monitoring, testing, and analysis of performance statistics

111

Most construction projects have experimental aspects

2

This can provide objective information, most

3

easily on the internal environment and utility

Except for the most standardised and

4

consumption – for which detailed information is

repetitive projects (and even these need

5

increasingly available routinely from electronic

monitoring and feedback for quality control

6

building management systems (BMSs), at least

purposes), every new piece of construction is

7

in principle.

to some extent a hypothesis and its

8

performance in practice is the experiment.

9

But where are the designer/experimenters?

10

In the distant past, when technology and user

1

requirements changed slowly, one could

2

perhaps rely on evolutionary feedback and

3

the occasional catastrophe. More recently, one

4

could look to academic study and the test of

5

How can we get more feedback to happen? Not enough feedback is happening

time. But today, when things are changing so

6

The construction industry is often slow to learn

fast, there is really no alternative to learning

7

from its completed projects – particularly how

on the job.

8

they perform in the hands of their users.

9

Problems can therefore persist, successes be

20

overlooked, and innovations miss their targets.

The problem for clients

1 2

Feedback is not routine in the industry: there are many barriers and not enough drivers; and in

Clients are becoming aware that insufficient

322

this the US experience reviewed above sounds

feedback within the industry is a problem

4

very similar to the UK’s. Perhaps the greatest

for them too; particularly now they are coming

5

barrier is that the benefits are spread around, so

to understand that facilities cannot be taken

6

no one party sees themselves as reaping

for granted – but can add value to (or

7

enough of the benefit to bear the cost. The

subtract it from) their core businesses. At the

8

supply side also fears that they may expose

same time, many have outsourced their

9

problems which they will then get blamed for.

feedback loops and find themselves more

30

at the mercy of the supply side of an

1

industry which frequently does not ask the

2

right questions and does not know enough

3

about what happens to its products after

4

But shouldn’t the supply side get things right first time?

they have been handed over. While abject

5

Ideally perhaps they should, but this is

failures will come back to haunt them,

6

unrealistic in the present situation where they

disappointments often do not, and can even

7

do not routinely examine how their products

be regarded as successes and repeated

8

really perform in practice. In addition, by their

virtually indefinitely.

9

very nature, innovations cannot always be ‘right

40

first time’. However careful you are in planning

1

and testing, there will always be surprises, as is

Will clients have the time?

2 3

well known in R&D with its all-pervasive 13

How can we make feedback happen in a world

4

method is based on hypothesis, followed by

where clients seem to be increasingly short of

5

experimental testing.

time? Many clients do not even have time to

611

‘Murphy’s Laws’.

That is why scientific

29

Designing Better Buildings

make their requirements clear to design teams

Feedback in the real world

and to get involved in the necessary dialogue as the project progresses. How will they fit in

For the current project, we are therefore

feedback too? And how will the results be

promoting feedback as something practical,

managed, not just for the clients and teams

relevant and immediate. We suggest it is

concerned, but for buildings which will also be

regarded as what Robson (1993) calls real-world

in the public interest and to meet the

research. Some principles (developed from

challenges of sustainability, which stretch far

Box 1.2 of Robson’s book) are summarised in

into the future and well beyond the business

Figure 3.1. This is not to say that feedback

concerns of today’s customers?

cannot be used to test and develop theories – far from it – but that its focus should be on results and improvement.

Does post-occupancy evaluation get in the way of feedback?

Where should we start?

We started the project seeing close parallels between feedback from completed projects and post-occupancy evaluation (POE). While undoubtedly there are, our research suggests that we should distance feedback from POE, as revealed in our workshops and in the FFC review in the USA (Federal Facilities Council, 2001). Rightly or wrongly, for many people POE has an aura of being somewhat

In our discussions and in some of the papers reviewed, people have mentioned the need for a cradle to grave approach, with a construction or refurbishment project being merely a small incident in a facility’s life cycle; and an even tinier one in that of the organisations involved. People also mention a comprehensive approach, covering not just construction-related issues but overall business benefits.

academic and remote from clients, practice and project delivery. Instead, feedback – together with follow-through beyond project

Is the best the enemy of the good?

delivery into aftercare support – needs to be seen much more as a routine part of any

We agree with these sentiments, but also see

project.

that – in spite of the undoubted benefits –

Solving problems Predicting effects Getting large effects Looking for robust results and actionable factors Developing and testing programmes, interventions,services etc. Field Outside organisation Strict time constraints Strict cost constraints Little consistency of topic Topic initiated by sponsor Often generalist researchers Little use of ‘true’ experiments Multiple methods Oriented to the client (particularly in reporting) Viewed as dubious by many academics Need for well developed social skills

30

rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than rather than

just gaining knowledge finding causes relationships between variables assessing statistical significance developing and testing theories laboratory research institution as long as the problem needs as much finance as the problem needs high consistency of topic topic initiated by researcher typically highly specialist researchers much use of ‘true’ experiments single methods oriented to academic peers high academic prestige some need of social skills

3.1 Real-world research (after Robson, 1993)

Bill Bordass

many organisations are not prepared to invest

seriously preparing their consultants and

111

in feedback systems. These may be two sides

contractors to meet the pressure test

2

of the same coin: they fear elaborate feedback

requirements newly incorporated in Approved

3

exercises because of their likely complexity,

Document Part L2 of the Building Regulations

4

expense and risk. To stop the best becoming

for England and Wales (DETR, 2000).

5

the enemy of the good, we suggest starting

6

small and simple: even a little useful feedback can begin to turn what are so often vicious

7

Feedback and project delivery

8

circles into virtuous ones, so starting small

9

and simple may be the best way of

The US experience (Federal Facilities Council,

10

developing effective systems which become

2001) is that where POEs are done routinely,

1

comprehensive over time. As Probe has

they nearly always happen in the first year after

2

shown, looking at just a few things begins to

practical completion. To get closer links

3

unwrap into many other issues. The agenda

between the supply side, users and managers

4

soon becomes longer than most organisations

during this vital year is also a conclusion of the

5

can cope with – so the problem rapidly

Probe team (sea trials) and other authors (e.g.

6

becomes one of prioritisation, and of identifying

the ‘soft landings’ idea of RMJM and the

7

specific issues which need to be explored in

University of Cambridge, the ‘continuous

8

more depth if the parties involved are

commissioning’ process developed by ABS, and

9

sufficiently interested in them.

Business benefits, or just better buildings?

the RIBA’s plea for more involvement in POE).

20

It is time for clients and the industry to

1

consider making a commitment to feedback

2

(right through the project as well as in first year

322

of operation) a standard part of project delivery.

4 5 6

Just getting sounder buildings would be a good start. As said in a CRISP review (Blyth, 2000),

Notes

7 8

most designers only notice that something is wrong when they are asked to investigate a

1

failure. For example, in 1998, on the basis of Probe results, we warned a developer to look

2

to the airtightness of their new buildings. Initially their designers said all was well when clearly it wasn’t. Then they said it would cost

3

more, but the developer did not want to pay as their customers wouldn’t. But then the developer had a problem building. Further

4

analysis then showed that over one-quarter of all complaints from their tenants were related to draughts, arising either from unwanted air

5

infiltration, from HVAC system and control problems, or a combination of the two. In turn,

6

questionnaire surveys reveal that complaints of this kind are statistically correlated with reductions in occupants’ perceived productivity. The developer is now in the vanguard of those

7

The UK Government’s Private Finance Initiative, in which public works are financed, designed, built and operated by the private sector. For example, in a hospital where designers had provided demountable ceilings for ‘flexibility’, the ceilings could not be demounted owing to concerns about infection control. For example, research by the Medical Architecture Research Unit, quoted in (Blyth, 2002), indicated that Nightingale hospital wards had proved more efficient in healthcare than many new alternative layouts introduced in the past 30 years. An exception is Probe – a series of twenty POEs published between 1995 and 2002. This also gives priority to building services and environmental performance. Some of these are already on www.usablebuildings.co.uk However, time moves on, so techniques based on yesterday’s priorities must also be alert to emerging new issues. Interestingly, even Disney did not have an integrated knowledge management database, but three separate specialist systems. Much dissemination was by personal involvement, with the engineers who were

31

9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

Designing Better Buildings

8

9

10

11

12

13

particularly involved in feedback acting as information carriers and being invited by teams to attend their meetings to inject their experience. Iterative techniques can also be useful here. For example, for overseas building operations, the US Department of State first sends out a postal questionnaire to identify the occupants’ views and concerns before deciding who will be on the team which goes to survey the building. The CIBSE TM 22 energy survey used in the UK Probe studies is also iterative, so a small amount of effort already gets a useful result, which can then be improved if everybody agrees it is worth doing so. Clients do commission Probe-type surveys too, but as a rule the results of these are used internally and not published. We are liaising closely with the parallel PII project on this aspect – Learning from Experience (LFE) (D. Bartholomew Associates, 2003). Reviews of demonstration projects by the UK Movement for Innovation (M4I) and similar activities suggest that participation and word of mouth are much more effective in practice than databases and the printed word, at least in the early stages. For example of staff, users, business managers, facilities managers, customers, and community interests. Murphy’s First Law: If it can go wrong, it will. Murphy’s Second Law: Murphy was an optimist.

References D. Bartholomew Associates (2003) Learning from Experience: the Manual, Cheltenham: David Bartholomew Associates. Blyth, A. (2000) CRISP Consultancy Commission 00/02, How can Long Term Building Performance be Built in? Blyth Consulting (August 2000). Available on the CRISP website at www.crisp_uk.org.uk Bordass, W. (2003) ‘Learning more from our buildings, or just forgetting less?’ Building Research and Information, in press.

32

Bordass, W., Leaman, A. and Cohen, R. (2002) ‘Walking the tightrope: the Probe team’s response to BRI commentaries’, Building Research and Information, vol. 30, no. 1, 62–72. Chappell, C. D. and Willis, C. (1992) The Architect in Practice, Oxford: Blackwell Science. Cooper, I. (2001) ‘Post-occupancy evaluation – where are you?’ Building Research and Information, vol. 29, no. 2, 158–63. DETR (2000) The Building Regulations 2000, Approved Document Part L2: Conservation of fuel and power, London: The Stationery Office. Federal Facilities Council (2001) Technical Report 145, Learning from our Buildings: a state-of-the-practice summary of post-occupancy evaluation, Washington, DC: National Academy Press. Higher Education Design Quality Forum (2000) Postoccupancy review of buildings (July 2000), downloadable from the HEFCE website, www.heestates.ac.uk. Jaunzens, D., Hadi, M. and Graves, H. (2001) CRISP Commission 00/12, Encouraging Post Occupancy Evaluation, Environment Division, BRE, February 2001. Available on the CRISP website at www.crisp_uk.org.uk. Lorch, R. (2001) Special issue on post-occupancy evaluation, Building Research and Information vol. 29, no. 2, March–April. Markus, T., Whyman, P., Morgan, J., Whitton, D., Maver, T., Canter, D. and Fleming, J. (1972) Building Performance, London: Applied Science Publishers. RIBA (1963) Plan of Work for Design Team Operation, London: Royal Institute of British Architects. RIBA (1999) Architects and the Changing Construction Industry, London: RIBA. RIBA (2000) The Architect’s Plan of Work, London: RIBA Publications. Robson, C. (1993) Real World Research, Oxford: Blackwell. Warner, P. (2001) CRISP Consultancy Commission 00/04, Matching Design Assumptions and Conditions in Use, Geoffrey Reid Associates. Available on the CRISP website at www.crisp_uk.org.uk.

Chapter 4

111 2 3 4

A client’s perspective on the value of good design

5 6 7 8 9 10 1

Dickon Robinson

2 3 4 5 6 7 8 9 20 1 2

Future generations will look back on the years

some will consider that, in the context of the

322

immediately before and after the millennium

popular view of post-war local housing estates,

4

and marvel at the number of major cultural and

the self-effacement of much recent social

5

engineering projects completed in such a short

housing built by Housing Associations is a good

6

time. These are exciting times architecturally,

thing. I must admit, however, that I am uneasy

7

and London in particular is enjoying magnificent

about this. While there are some extremely

8

new structures and buildings which show what

good Housing Association refurbishment and

9

the design professions can achieve. Am I alone

infill new developments, there is also a great

30

in feeling that by and large this upsurge of

deal of unexciting and frankly rather indifferent

1

creativity and ambition has passed the world of

development. I think too often an opportunity

2

housing by?

has been missed to make a major impact on

3

In the twenty-five years since the

improving the environment of our towns and

4

Housing Corporation was established, Housing

cities through this massive investment in the

5

Associations have spent billions of pounds of

urban fabric.

6

public subsidy and private finance. In many

7

ways it has been a period of great achievement. There are several hundred

8

A legacy of housing design

9

thousand households who have a decent home

40

and a roof over their head as a result. However,

Charles Handy has memorably remarked that

1

unlike the new towns programme, or the early

organisations can look as far forward as they

2

estates of the LCC, or even the high-rise

can look back – which puts my organisation,

3

towers and slabs of post-war reconstruction,

the Peabody Trust, at a distinct advantage. A

4

there is little sense that this investment has

quick look at our history is instructive. It was

5

created a significant built legacy. No doubt

created by a bequest of half a million pounds in

611

33

Designing Better Buildings

the 1860s, and became for the next twenty

has been more demanding for staff, and

years the leading housing organisation in the

accordingly within the development department

country in terms of public health, development

there was a clear need to review the levels of

volume, influence of its Trustees and sheer

skills and experience needed.

energy. By the end of that first twenty years

While the building professionals with

the Trust was housing over 20,000 people,

whom they deal have well-established

albeit in conditions which would be regarded as

academic training programmes, there is no

unacceptably crowded today.

similar training for clients. You cannot do a

However, the story of the Peabody Trust

degree course in being a building client – which

in this century has been one of eclipse, first by

is probably why most clients do not realise that

local authority building programmes, then in the

they are also developers. You have to cross

post-war period by an internal preoccupation

over from some other profession or career, and

with repairing wartime destruction, and later

those who come from other professions are

with modernising its stock in an external

too often looked on by their peers as having

climate where socialism emphasised individual

left the mainstream of professional life. Perhaps

rights and charitable philanthropy was regarded

it is not surprising that many residential social

with suspicion. At the beginning of the 1990s

landlords (RSLs) have traditionally recruited

the Trust was often referred to as London’s

development staff from a generalist rather than

sleeping giant, and regarded by many as a

professional background, including many from

rather stuffy and aloof organisation stuck in its

an earlier housing management career. While

Victorian past.

many have been effective, I tend to the view

Under new management in the late

that professionals often seem to get the most

1980s a major estate modernisation programme

out of other professionals, or at least the

was launched, and management policies

relationship is based on a greater degree of

overhauled. However, these initiatives made

mutual understanding and trust. As a result

little impact on Peabody’s public image, and

Peabody currently looks for a professional

indeed the latter did not really begin to change

qualification in one of the environmental or

until we began to promote adventurous new

construction professions or a related academic

building projects like London’s first foyers and

first or second degree.

an inhabited bridge at Bankside. Peabody began

The cumulative result of these steps is

to construct mixed-use housing projects that

that Peabody is now seen as a much more

everybody endorsed but few were prepared to

progressive organisation, and what it does is

undertake, and the Trust began to use cutting

seen as relevant to others, so its influence has

edge architects and competitions to produce

grown. I believe the crucial impact of the new

exciting buildings.

building programme cannot be overstated. Our

Peabody introduced carefully branded

buildings, like our clothes, send out powerful

site hoardings to create a sense of the scale of

messages to others about our values, our

our work with projects literally spread across

ambitions, our success, and our wealth or lack

the capital. Internally and externally this

of it. Too few organisations seem to understand

message was reinforced by showing that

this. No wonder organisations such as the

Peabody had reconnected with its creative early

Church of England have difficulty in establishing

years by embracing innovative funding

their relevance to modern society when all their

arrangements, procurement and construction

buildings proclaim medieval images. And no

techniques, and by diversifying into key worker

wonder image-conscious media companies

housing, low cost home ownership and

have forsaken Fleet Street and flocked to

community and economic development. This

Canary Wharf.

34

Dickon Robinson

111 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 4.1 Holland House, Newington Green by Rivington Street Studio, an example of an architectural competition winner

builders are not concerned with long-term

7

fitness for purpose and economic cost in use.

8

So we have learnt that we can use our

Kerb appeal is what matters in the war to keep

9

buildings to say positive things about us as an

shareholders happy.

30

Appealing, appropriate design

organisation but also, and I believe more

Fortunately the best Housing

1

importantly, to say positive things about the

Associations have stuck to their principles, their

2

people who live within them. Society today

standards and to appointing their own

3

often seems to be embarrassed that, while

architects. As with Peabody’s BedZED

4

most people are well-off, we still have a

development in Sutton, many other housing

5

substantial impoverished minority – the socially-

associations have energetically explored the

6

excluded in current parlance. Perhaps the real

green agenda, focusing on energy saving,

7

problem with the ambitious post-war housing

carbon dioxide emissions and ecological impact

8

developments was that they were too large and

in a way apparently absent from the private

9

obvious. Today we seek to eliminate this

sector. Not only do their schemes enhance their

40

embarrassing visibility of the poor by advocating

settings, giving a real boost to the

1

that their homes should be indistinguishable

neighbourhoods, but they are genuinely socially

2

from those the volume house-builders are

responsible.

3

putting up for owner occupation. Out of sight is

The comparison with the bottom end of

4

out of mind, but I for one am uneasy about this

the volume builders’ product is stark. Little boxy

5

attitude, not least because volume house-

detached houses facing in all directions are not

611

35

Designing Better Buildings

energy efficient, are wasteful in materials and

housing charity there is also our long-term

inflexible in use by nature of their minimal

interest in our asset base, on which our very

space standards. But this is difficult territory.

substantial borrowings are secured. Extra

Consultation with those affected directly or

attention to design enhances long-term

indirectly by development proposals is

attractiveness and is reflected in higher

important and sometimes leads to insights and

property values over time. Really well designed

opportunities which would otherwise be

buildings can trigger the improvement of run-

overlooked. But there is more – much more –

down areas. I believe we need to think more

to being a good client that simply consulting all

about the long-term and less about the short-

and sundry and seeking some middle way, for

term. Costs in use, and the appreciation and

there most likely lurks the lowest common

delight of future generations are important

denominator. Libby Purvis quotes Lord Reith’s

considerations – in contrast with the often fickle

working rule for the BBC as ‘to offer the public

and fashion-led tastes of current society.

something better than it thinks it likes’. I like

This is not easy, and it is not necessarily

that point of view and I believe it is nowhere

popular but I believe that clients have a

more important than in creating new buildings

responsibility to confront these issues,

and in particular those for the poor and

especially in areas which need regeneration.

disenfranchised.

Regeneration implies a new beginning, looking

As a client for a new housing scheme,

forward, not backwards, and therefore needs

one needs to distinguish between the interests

adventurous, youthful, contemporary

of immediate occupants and future generations

architecture and not reproduction building styles

of occupants. The same goes for those who

and an over-emphasis on reusing existing

live and work in the streets around. As a

buildings.

4.2 BedZED, designed to be the UK’s first carbon-neutral housing development by Bill Dunster Architects, and developed by the Peabody Trust in partnership with BioRegional Development Group

4.3 a and b. Dalston Lane, by AHMM. A controversial modern mixed use, keyworker housing scheme b.

a.

Designing Better Buildings

A quality process or a quality product?

their turn for at least as long. Once the building is completed, the dramas which surround its creation soon fade away. Today we do not dwell

Exploiting design to advance urban regeneration

on the relationship between Cubitts, who built

is an idea championed by Richard Rogers, but I

our earlier estates, and Henry Derbyshire, the

sense an underlying tension between the

Trust’s first architect. We know his designs have

important proposals put forward by Rogers in

withstood the tests of time and that the

his Urban Task Force (1999) report and Egan in

buildings were very well built. These were long-

his report Rethinking Construction (Construction

term relationships that lasted for over twenty

Task Force, 1998). Rogers sees urban

years – and incidentally we are proud today that

regeneration being achieved through design-led

a descendant of Cubitts the builders, Sir Hugh

construction projects, large and small. The

Cubitt, is Chairman of the Trust.

emphasis is on bespoke solutions to deliver an

Long-term working partnerships are

ambitious vision with utopian overtones. Egan

crucial to the success of organisations. There

suggests that better buildings are those which

are contractors, mainly small firms interestingly

are built faster, more safely, with fewer defects

enough, who are working for us today and have

and more cheaply. Some contractors have

been working for us for the last twenty years.

interpreted this latter agenda as endorsing their

There are some architects, quantity surveyors

view that the design process – and the

and engineers about whom I can say the same

architect – should be subservient to their overall

thing. To me the terms of their appointments or

project management. I find it hard to see how

the form of building contract is in essence

this model will deliver Rogers’ vision.

neither here nor there; we like the work they

The aspect of the Egan Report I most

do and will continue to feed it to them.

applaud is his emphasis on innovation at the

Absolutely fundamental to these relationships is

expense of conventional and established ways

continuity of personnel, which in turn is crucial

of doing things. I also particularly like the stress

to a sense of mutual confidence and trust. In

on building quality and involving people.

this context I feel some nervousness that

However, I am concerned that in the brave new

current enthusiasm for partnering arrangements

world he has stimulated there seems to be

is too simplistic in that it ignores the need to

more emphasis on the construction process

build trust over a period of joint working.

than on the product. Perhaps this was

I am also concerned that some people

inevitable as the organisations, particularly the

feel that a sense that all the parties are equal

Housing Forum, set up to deliver his vision are

and share the risks equally is implicit in

dominated by producers – by which I mean

partnering. This is not the real world. While I

contractors and house-builders – rather than by

am emphatically positive about close and

designers, which includes architects and

collaborative working, at the end of the day the

engineers. I for one find it difficult to

client carries the can. It is the client who is

conceptualise innovation in construction as

buying a service from consultants and

being a design-free thing. For me design and

contractors, and not the other way round. The

construction innovation should be one and the

product is more important than the process,

same thing.

and the over-attention being devoted to the

Which brings me back to my earlier

latter means that not enough thought is going

points about the legacy that we are creating.

into the legacy which we will leave behind us.

Many of the buildings which Peabody owns

In this context I am concerned that architects

have been steadily fulfilling their purpose for the

and engineers are losing influence in the new

past 140 years. Those we build today will last in

arrangements.

38

Dickon Robinson

supply chains and reduce dependency on

111

issues are less how we resolve the traditional

traditional building trades. Most subcontractors

2

confrontations between consultants and

are in the factory and not on site. This could

3

contractors than how our shared industry will

open the way for the emergence of dynamic

4

be reshaped by the all-powerful forces of the

new partnerships between architects and

5

global market and the Internet. While the brand

manufacturers – with designers acting as the

6

is king and major corporations swallow each

interface between client/developer and the

7

other in an unprecedented feeding frenzy in the

external environment, while the manufacturer

8

rush to achieve global domination, the Internet

provides the project management. Architects

9

is spawning a great proliferation of new

would have to develop new skills such as

10

business and niche players. While global

public relations, media communications, political

1

corporations are downsizing as fast as they can,

lobbying, public consultation, financial

2

all the jobs growth is with small companies.

modelling, costing their own designs and

3

design research. Only once all these have been

4

consultancies, economies of scale and an

mastered, and a share of the risk accepted,

5

international span are attractive goals. By

would the reward of designing the building be

6

comparison, most architecture, engineering and

earned, and with it the right to exert the

7

cost consultancies often appear like cottage

dominant influence over the form and

8

industries. But the challenge remains to show

aesthetics of the building.

9

Looking to the future, perhaps the real

For construction companies and large

how can you make greater size pay if there is

20

no standardisation of your product. Perhaps

1

California is leading the way in this new world.

Valuing design

2

322

In Hollywood, the studios are no longer the dominant force they once were. In the new

To conclude, I believe that building is a

4

world small companies and individuals come

development process and should be design led

5

together to create a movie then disband only to

– that design is about creating value, and that

6

reform with different partners to create the

high value leads to a lasting legacy. When we

7

next one. In some ways this doesn’t sound that

identify a site which we want to buy and

8

different from the construction industry we

develop we reach for our architect or engineer

9

know. However, the real difference is in the

to help us explore how we can maximise its

30

way risk and rewards are shared. Increasingly

potential and minimise any drawbacks it may

1

all the parties will have to bear some part of

have. We expect them to bring their knowledge

2

the risk, and the rewards will be different too.

of construction in so far as it is relevant at this

3

In the future perhaps there will be no fixed fees

stage, but generally we do not need to appoint

4

for consultants, but a slice of the action

a contractor to tell us how to build it before we

5

instead. A percentage of the box office will be

have decided what we want to build. This may

6

translated into a slice of the rental income,

sound simplistic, but it is about the difference

7

sales turnover, or even based on examination

between real property development and

8

results for schools or rates of recidivism for

building. The design process at its best extracts

9

new prisons.

the full potential out of a site and adds both

40

real and intangible values as well.

1

From our experience of volumetric prefabrication, I feel the most vulnerable player

2

This crucial dimension to development

in the new world may be the main contractor.

has been admirably highlighted by the Urban

3

We have learnt that building indoors in a factory

Task Force. It is worth reflecting that nobody

4

on a production line does reduce on-site risks.

has a bigger stake in the success of the urban

5

Production lines impose their own discipline on

renaissance than the poor. They are already

611

39

40

Dickon Robinson

4.4 Murray Grove: An example of marriage between exemplary contemporary design and off site volumetric construction (architects: Cartwright Pickard)

over-represented in areas of lowest

surprises, humour, a sense of security and

111

environmental quality and have the least choice

comfort. These are combinations to send the

2

in terms of moving to more attractive

spirits soaring. The essence of the excitement

3

neighbourhoods, or even being able to afford a

and stimulation of city living is something

4

holiday in order to get a break from bleak

architecture can do for everyone.

5

A bespoke, development-led approach,

6

housing is only part of the process. Just as

using factory-based construction technologies

7

important is creating neighbourhoods in which

to achieve a high quality product is the way

8

they would wish to live, and where they will

ahead for affordable housing. The pre-contract

9

find opportunities for employment and

period may take longer, but the result should

10

engagement with the good things of life.

cost no more if it exploits standardised

1

Improving our neighbourhoods is not something

construction processes. In the long run the

2

that can be achieved by simply placing standard

recipe for success is to work on the basis that

3

products there.

only the best will be the cheapest over time.

4

surroundings. Creating new social or affordable

Great architecture and urban design have

5

the ability to raise the spirits and give a quality of life beyond the imagination of many and

6

References

7

beyond the mundane consideration of mere utility: stunning views, private sun-drenched patios, interesting spaces, the interplay of sunlight and shadow, tactile materials, visual

8 Construction Task Force (1998) Rethinking Construction: the report of the Construction Task Force, London: DETR. Urban Task Force (1999) Towards an Urban Renaissance, London: E & FN Spon.

9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

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41

Chapter 5

The long-term costs of owning and using buildings Raymond Evans, Richard Haryott, Norman Haste and Alan Jones

As the world becomes an increasingly

changing requirements. Changes in the

competitive place, companies are being

technology used in buildings not only impact on

required to operate on a global basis. This

the way people within a building work but also

causes increased downward pressure on

have an effect on the way the building itself

margins. In order to outperform their

operates. They also affect the nature of the

competitors these global companies are

physical structure and configuration of the

seeking differentiation combined with an

building. There have, in addition, been a

increasing emphasis on improving product

number of developments in the way that

performance and reliability and reducing cost

buildings are procured. An example within the

through improvements in efficiency.

public sector is the introduction of Private

The cost of ownership and maintenance

Finance Initiatives. These are bringing a

of buildings, combined with the cost of the

‘whole-life cost’ approach to the procurement

staff who work in these buildings, is significant.

of various types of public buildings, including

The optimisation of productivity of people is a

amongst others, hospitals.

source of significant competitive advantage,

Buildings by their nature have long

particularly when the cost of ownership is

design lives, whilst the requirements placed on

considered over the medium term. The nature

them are changing rapidly in time horizons

of work and the way that people interact in the

which are short, particularly when compared

workplace continue to change, driven not only

with the design life of the building. This can

by changes in technology but also by the

lead to complex and competing requirements

personal expectations of the staff themselves.

throughout the various stages of the life of a

Changes to the demands placed upon

building. Understanding the interplay between

buildings mean that the buildings must be

conflicting requirements and the surrounding

capable of adaptation to meet these new and

issues is essential for both potential owners

42

Raymond Evans, Richard Haryott, Norman Haste, Alan Jones

and managers of buildings, as well as for

operators of buildings to enable improvements

people involved in the production and

in productivity to be realised.

commissioning of new buildings, in order that informed and balanced decisions can be made. A key point of this chapter is that

A building costs money to run, and breakdowns and failures in the function of the building are unsatisfactory and result in

buildings designed for the accommodation of

unnecessary costs. The functional content of

people generating wealth, or people providing a

the building will generally be changed, at some

service, must create an environment where

considerable cost, at regular intervals during its

people will give their best. The cost of

lifetime. The objective of this chapter is to

ownership and maintenance of a building is

highlight the main issues that arise, so that in

typically about 3 per cent of the overall cost of

the medium term improved systems and

the people working in the building. A useful

methodologies can be developed to enable

guide for the whole-life cost of operating and

better and more objective decisions to be made

owning commercial office buildings is illustrated

at all stages throughout the life cycle of any

by the ratio 1:5:200, as shown in Figure 5.1.

building. This chapter has been produced jointly

Similar ratios might well apply in other

by a working party comprising the four authors,

types of building. There is a good deal of

who individually draw on respective and

evidence that the building itself, if properly

complementary areas of expertise.

designed and managed, can lead to significant improvements in productivity. The split between the respective costs throughout the life of the

The role of buildings

building combined with changes in use, technology and other operational aspects, lead

Buildings serve a wide variety of commercial

to complex problems and conflicting pressures

and industrial uses. These range from

when trying to improve the productivity of a

structures to house large and complex process

given building. These issues must be addressed

systems where the demands of the process

on a whole-life cost basis to ensure that there

itself drive the primary requirements of the

is an appropriate balance between the

building, to buildings designed to house people

conflicting requirements.

operating a business where the physical

Other industries take great care over the

requirements of the staff or customers are the

management and productivity of their assets.

principal need. Whatever the business, the

For example, an aircraft operator carefully

underlying purpose of a commercial building is

monitors the health and usage of his aircraft

to act as a focal point to bring together

and plans maintenance and upkeep accordingly.

knowledge and to function as a platform on

Such organised management of assets is not

which to generate wealth for the business. In a

universal in the management and update of

similar way, public buildings, such as hospitals,

buildings. Whilst this chapter sets out a number

have to be built to meet their specific needs

of examples that illustrate how these issues

efficiently and effectively.

can be managed, there is a need for greater

The management philosophies adopted

awareness, further study and an increasing

within businesses change from time to time to

availability of integrated services to owners and

reflect new thinking and new ideas. These new philosophies affect the basic way in which

5.1 Ratios of capital cost, facilities cost and business operating cost

people within the building work and interact, for example, open plan, cell working and hot Construction cost Maintenance and building operating costs Business operating costs

1 5 200

desking amongst many other approaches. This chapter does not address the relative

43

Designing Better Buildings

advantages of these alternative approaches.

corporations in the USA to own their own

The issue is that the building in which these

buildings, with as many as 90 per cent of major

philosophies will be put into practice should

corporations doing so. There is evidence that

have the flexibility to adapt in order to cope

this tendency to own limits the demand for

effectively and efficiently with the prevalent

buildings that make a statement or convey an

philosophy at any one time.

image. Whatever the overall business objective,

There are also a variety of approaches

a building must be efficient and facilitate the

reflected in the ownership or custodianship of a

functions which will take place within it. In this

building. At the one extreme is an approach in

sense providing a building is no different from

which the building is constructed for a specific

any other service which must be of a suitable

need or purpose. Under this approach the

and appropriate quality that will enable the

building forms a key part of the process that is

business to function effectively. As has been

to be performed within it. In this situation the

mentioned in the introduction to this chapter,

capital cost of the whole built environment

the operating costs of the process carried out

forms an integral part of the overall process

within the building normally far outweigh the

itself. The process may have a limited life and

costs of both its construction and maintainence.

therefore all the capital costs, including that of

A key issue is to establish and use appropriate

the built environment, are written off during the

mechanisms for judging the value of a particular

forecast or anticipated life of the process. At

building against the operational productivity

the other extreme is the ‘investment’ approach,

forecasts of the business situated within it. In a factory or production facility it is

where the objective of ownership is to earn an income whilst at the same time preserving the

often relatively simple to measure productivity,

value of the asset.

but it can be much harder to achieve this in a

The type or design of a building may

commercial or service-based business. In this

also play an important role in making a

situation, perhaps the best indicators of

statement about the owner or occupier. There

productivity are those recommended by the

are numerous examples of such buildings and

American Society of Heating, Refrigerating and

for many architectural practices this element is

Air-conditioning Engineers (ASHRAE) workshop

one of the most important in the design

on Indoor Air Quality held in Baltimore in 1992

process. Whatever the business objective, the

(BOSTI and Brill, 1994):

role that a building is to play has an impact on the whole approach to the building life cycle. The life cycle can be divided into three

•

Absence from work, or work station

•

Health costs (including sick leave, accidents and injuries)

phases which must all be considered. These are:

•

Interruptions to work

•

Controlled independent judgements of work quality

1

Design and construction;

2

Operational period;

•

Self-assessments of productivity

3

Demolition/recycling.

•

Speed and accuracy of work

•

Output from pre-existing work groups

There is evidence that the approach towards

•

Cost for the product or service

building ownership is affected by cultural

•

Exchanging output in response to graded reward

preferences. There are a number of differences between the approaches favoured and adopted

•

Volunteer overtime

in the UK from those preferred in the USA. For

•

Cycle time from initiation to completion of

example, it is very common for major

44

process

Raymond Evans, Richard Haryott, Norman Haste, Alan Jones

• • •

Multiple measures at all organisational

efficient operation of the building will pay

111

levels

dividends in the business operating costs. A

2

Visual measures of performance, health and

previous study by Wyon (1994) suggests that

3

well-being at work

an extra 50 per cent increase in energy costs

4

Development of measures and patterns of

as a result of improved ventilation would be

5

change over time.

paid for by a gain of between 0.25–0.5 per cent

6

improvement in productivity. The responsible

7

Operational productivity may be influenced by

owner and designer will want to achieve these

8

up to 17 per cent by addressing factors which

productivity gains while still reducing energy

9

include noise, temperature fluctuation, lighting

costs, aware that these may become more

10

and glare, comfort, relocation frequency, layout

onerous in the future.

1 2

and the users’ perception and level of control.

3

One of these factors is air quality, and a recent study by Dorgan and Dorgan (1997, 1999)

Design and construction

4 5

examined the link between the productivity of employees working within commercial buildings

Whilst the construction cost may represent a

6

and the quality of the air within the buildings.

small fraction of the cost of ownership

7

Based on a number of existing research and

throughout the whole-life of the building, it is

8

other reports, the authors determined the

nevertheless a significant capital sum. It

9

capital and running costs of bringing the indoor

therefore remains important that the cost of

20

air quality (IAQ) within all commercial buildings

construction should be minimised and there are

1

in the USA up to ASHRAE Standard 62–1989

a number of ways in which this can be

2

and other accepted indoor air quality practices.

achieved. Some owners of buildings wish their

322

This study concluded that the increased

buildings to project, or be a statement about,

4

productivity that results directly from improved

the company itself – clearly this increases the

5

air quality provides a rapid payback period.

initial costs compared to a spec-built building.

6

Clearly, the actual payback periods for individual

The buildability of a building may be

7

buildings vary, depending on the specific

considerably improved by adopting a ‘loose-fit’

8

circumstances.

approach. This would include increasing the

9

areas allowed for services so that both design

30

productivity of the US economy could be

and construction can be carried out more

1

improved by $55 billion per annum by a one-

rapidly.

2

Overall, this study concluded that the

time investment of $120bn in works to improve

3

The cost of the extra space may be

poor air quality in all buildings. This benefit is

more than compensated for by a reduction in

4

achieved simply because the productivity of the

building costs achieved through simpler working

5

people working within the building is improved

with less interface and coordination problems.

6

as a direct result of improved air quality. This

This approach may also speed up the

7

research also shows that, in addition to the

construction period and therefore reduce the

8

productivity improvements, other cost savings

rolled-up interest costs accumulated during this

9

are achieved in salary and related profit

period. Rolled-up interest costs during

40

benefits. These benefits further reduce the

construction can represent a major element in

1

payback period which, in some cases, is

the cost of the build. On a large project this

2

reduced to a matter of months.

interest cost, whether real or opportunity, may

3

typically represent around 25 to 30 per cent of

4

discussion, there is sufficient evidence that

the overall cost during the construction phase.

5

investment by the owner/occupier in the

As an example, the introduction of additional

611

Even if the Dorgan figures are open to

45

Designing Better Buildings

plant space by inserting an interstitial

objective of modelling techniques is to inject

mezzanine floor in research buildings can

the maximum knowledge into the design

substantially reduce the time required for

process, helping to reduce waste and to

construction. As an additional benefit, this extra

improve the efficiency of both design and

floor also reduces the costs of operation and

construction as well as operation.

the costs of changes in the future. These

Determining and accurately evaluating

savings are achieved by what would initially

the relative advantages and disadvantages of

appear to be an increase in the construction

alternative options is clearly a difficult task that

cost. This loose-fit approach will reduce the

would be impossible without the use of

operating costs through simplified maintenance

computer-based modelling techniques. The

and will give greater flexibility in the use and

design and construction period may be reduced

adaptation of the building in the future.

by the use of systems that can be integrated

Both design and construction can be

between the different parties during this period.

speeded up by the adoption of modularisation

These systems allow for the rapid sharing of

and standardisation. The adoption of standard

data between all the various parties, improving

specifications for steel used in fabrication is a

coordination which results in quicker and

good example. The fabricators and the steel

therefore cheaper construction with a greater

suppliers are continually working to introduce

all-round team approach. There are numerous

fewer standard sections and fewer grades of

sophisticated modelling techniques available,

steel. This pressure will reduce the costs of

but these are not currently being fully utilised.

buildings, but it must be handled in such a way

The key challenge is to develop the skills and

that it does not reduce the ability to optimise

techniques to use these tools effectively in the

buildings for owners. The construction period

future, in order to derive maximum benefit and

can be reduced by improvements in labour

so that modelling becomes more of a science

productivity achieved through good design,

than an art, as it is now often considered. The

training and scheduling as well as by the

owner or user can be informed by the effective

effective management of the workforce. A

use of these techniques during design and

reduction in programme time, reworking and

operation phases.

better communication can also be achieved by the early involvement of constructors, suppliers and installers.

Operational period

Sophisticated computer-based modelling tools are now available for almost all elements

The issues that need to be considered during

and issues relating to the design of buildings.

the operational phase are highly dependent

The use of these techniques can have a major

on the process for which the building is

impact in reducing uncertainty in the

designed. The scope of this chapter is limited

construction period and therefore limit the risks

to buildings designed for occupation by human-

of cost over-runs. They may also delay the time

based processes. An integral part of this phase

by which final decisions must be made during

is being able to define the need of the business

the design and construction period. These

and to have a clear understanding of the best

models allow some very spectacular and

means of delivery. As discussed in the

complex buildings to be designed and built

Introduction, staff-related and other operating

which would otherwise not be possible. The

costs of the business that occupy the building

use of modelling techniques may increase the

are generally considerably higher than the cost

capital cost of construction but reduce the

of operating and managing the building itself. It

overall cost over the life of the building. The

is therefore important that during this phase

46

Raymond Evans, Richard Haryott, Norman Haste, Alan Jones

effective mechanisms for measuring the

related costs associated with achieving that

111

productivity achieved are established.

improvement. There are a wide variety of ways

2

in which these improvements can be achieved,

3

on environmental issues during the last few

such as departmental adjacencies and

4

years. These relate both to the internal

functionality, in addition to the environmental

5

environment of the building and to the

quality issues already discussed.

6

There has been an increasing emphasis

BA, in its new Waterside headquarters

7

including the disposal after use and demolition.

near Heathrow, gave a lot of consideration to

8

Surveys have shown that the environmental

the environment and working atmosphere from

9

impact of a building has now become the

a social perspective. The building is, in fact, a

10

second most important issue for building

series of buildings (not ideal for modularisation)

1

occupiers. The rate at which this concern has

and inside the building, functions as it has been

2

grown is highlighted by the fact that as little as

designed – to create a good atmosphere for the

3

five years ago environmental issues did not

people who work in it.

4

environmental impact of the building itself,

figure in the list of main concerns of building

There has been some debate about the

5

occupiers. This environmental concern, along

impact of technology on the office with the

6

with other non-financial issues, must be

possibility of teleworking and the emergence of

7

considered.

the virtual office. Evidence so far is that this

8

has had a more limited impact than previously

9

available to reduce both the energy

forecast. Some impact has been seen with the

20

consumption and the environmental impact of a

introduction of new working methods in the

1

building. The cost, however, of constructing a

workplace, such as hot-desking. This will have

2

low energy use building may be 10 per cent, or

an increasing impact, as will integrated

322

more, higher than the cost of constructing a

technology-driven systems that will allow

4

standard air-conditioned building. Energy costs

buildings to be operated more effectively in the

5

themselves represent only a small part of the

future, whilst allowing the occupier and user

6

overall operational costs of the business.

sufficient degrees of control over their

7

Various studies conducted within the USA and

immediate environment.

8

There are a number of technlques

UK show that staff costs are 100 to 200 times

As discussed, the adoption of a loose fit

9

the annual cost of energy (Oseland and

approach can speed up the construction

30

Williams, 1997). It must, however, be

process and therefore reduce the costs. This

1

remembered that future increases in energy

loose-fit approach can play a role in reducing

2

costs and environmental taxation could convert

operating costs by improving access to services

3

these issues into financial costs. Energy taxes

and the maintainability of the building. This

4

have already been introduced in some

approach also improves the building’s ability to

5

countries, including Singapore, where tax is

adapt to future needs. This is best highlighted

6

imposed on the thermal conductivity of the

by the problems of 1960s’ and early 1970s’

7

building. This tax can represent a significant

buildings, which now have insufficient floor to

8

proportion of the occupancy costs.

ceiling heights to accommodate current IT

9

requirements.

40

As previously discussed, the productivity of the process carried out within the building

1

Today, many offices have an annual

can be significantly affected by human

churn rate of 50 per cent or more as

2

behaviour and related motivational aspects.

departments and operating structures are

3

Achieving a 10 per cent improvement in the

constantly adjusted. Buildings and their systems

4

productivity of staff occupying the building is

must be flexible enough to accommodate this

5

likely to more than repay the additional building-

level of constant change, remaining

611

47

Designing Better Buildings

maintainable, whilst minimising the associated

demolishing and rebuilding. An alternative

disruption. Some of the key facilities that

option is to design buildings with a relatively

contribute towards improving a building’s

short design life that can be demolished easily

flexibility include additional conduits, excess

with the space and waste recycled quickly and

capacity of services including mechanical,

simply. This approach is adopted more

electrical and voice and data cabling. This

commonly in the USA than in the UK. The

flexibility may increase the original capital cost

facilities manager (responsible for achieving the

by up to 5 per cent but there is evidence (from

effective functioning of the building) plays a

the USA) that this investment has paid off in

critical role in maintaining productivity levels.

the longer-term.

Information, guidance, training and

The key issue is, of course, incorporating

communication have become key issues in

flexibility into the building in the right way so

operating the building to achieve these

that it can be used in the future. This, in some

aspirations. Feedback, operation, maintenance

ways, requires an ability to predict future

and replacement data also play a key role in

changes in practices and technology that will

informing the owner, designer, constructor and

need to be accommodated within the building.

supplier with regard to future projects, and the

As an example, a research-based company

facilities manager needs to be part of the

invested in flexible benching systems for a

process of measuring success.

research environment at a considerable premium. Having invested in this flexibility it turns out that the benches have never been

Conclusion

moved and therefore the inbuilt flexibility has not been utilised – yet. Changes in technology are happening

Optimising the productivity of people working in buildings is influenced by a range of

rapidly, with IT systems lasting from 18 months

complex and competing issues. The solution

to three years. This makes determining the

adopted must consider a wide range of issues

future a difficult task. The use of higher quality,

including the whole-life cycle cost and, most

and usually more expensive, material can

importantly, the actual cost and efficiency of

increase the period between refurbishment and

the business to be conducted within the

renewal. However, this may reduce the overall

building. There is no single approach that

life cycle cost of a building, and as a result will

should be adopted. The different circumstances

cause less interference with the business being

of each situation need to be considered.

carried out in the building with all the

Investing in a building to improve productivity

associated advantages of efficiency. This

would appear to offer a sound investment in

additional expenditure is wasted if the building

many circumstances and may have a key role

requires significant change or adaptation for

to play in achieving competitive advantage for

other reasons before the full life expectancy

the occupier of the building. However, the

has been realised. As an example, in airports

ability to carry out a detailed assessment

there are options of using partitions of steel

requires both the costs as well as the benefits

construction that can be relocated, or of using

of the improvement to be quantified. This is

dry-lining partitions that cannot be relocated.

relatively easily achieved with regard to the

With the configuration of an airport normally

costs; however, assessing the productivity

lasting no more seven years, determining which

benefits is not so easy.

is the most effective option is not simple. There is evidence that the cost of a major refit may be no cheaper than the cost of

48

In order that objective decisions can be made, there needs to be good quality information and data that will allow informed

Raymond Evans, Richard Haryott, Norman Haste, Alan Jones

decisions. Whilst there are a range of

111

References

techniques and strategies available to achieve this, the key challenge is to use these more effectively and more widely, in order to derive their full benefit and where necessary to develop new tools. These measures may need to be tailored to the specific requirements of each situation. The cost of property is often judged in terms of the rental cost per square metre. It might perhaps be more appropriate to examine the cost of occupation in terms of the people that are able to occupy the space or in terms of the output or productivity that can be achieved from that area.

2 BOSTI and Brill, M. (1994) Using Office Design to Increase Productivity, Workplace Design and Productivity, quoted in C. Lomonace, ‘Comfort and control in the workplace’, ASHRAE Journal, pp. 50–56, September 1997. Dorgan, C. and Dorgan, C. (1997) Productivity Link Assessment to Indoor Air Quality, Creating the Productive Workplace, October 29,1997. Dorgan, C., Dorgan, C., Kanarek, M. and Wilman, A. (1999) ‘Health and productivity benefits of improved indoor air quality’, ASHRAE’s Poster Presentation Award 1999. Oseland, N. and Williams, A. (1997) How Best Practice Can Improve Productivity: the relationship between energy efficiency and staff productivity, Watford Building Research Establishment Ltd, EE2898, BRE/109/9/4. Wyon, D. (1994) ‘Economic benefits of a healthy indoor environment’, Proceedings of Healthy Air, Budapest 1994, pp. 405–416.

3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

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49

111

Part 2

2 3 4 5 6 7

Case studies of added value

8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

This section presents examples and case

from architectural investment, representing

322

studies from the sectors where most research

both tangible benefits of the sort that can be

4

has been undertaken into the issues of

counted by traditional cost:benefit but also

5

achieving quality and value – offices (Chapters 6

intangible benefits that are more difficult to

6

and 7), schools (Chapter 8), and healthcare

measure. Employee satisfaction was the most

7

buildings (Chapters 9 and 10). Chapter 11 deals

highly rated motivation; human capital is the

8

with design quality at the urban scale.

major resource of the organisations and they

9

seek to enhance the ability of their employees

30

conduct and findings of a substantial study of

to contribute to turnover and profitability.

1

high profile organisations that commissioned

Corporate policy in architectural investment was

2

new buildings during the late 1990s. He set out

also very important; design champions at senior

3

to enquire how a number of corporate clients,

levels within the organisation and corporate

4

whose expenditure on their new buildings

precedents for high quality architecture were

5

exceeded the market value, measured

both found to be important. For seven of the

6

architectural value in order to justify the extra

ten organisations, procuring a building was part

7

over-expenditure. He argues that if this

of a much wider corporate development

8

question can be understood – if the benefits of

process – with the goals typically of

9

architectural quality and value can be

transforming how the company does business;

40

demonstrated – then additional investment into

encouraging creativity, enhancing

1

the built environment can be released. His

communication, promoting team work,

2

chapter contains ten case studies of bespoke

operating less formally, encouraging flexible

3

buildings, and reports on the motivations of the

working and reducing hierarchy.

4

In Chapter 6, Jon Rouse describes the

case study organisations. All these organisations recognised the corporate benefits

As for how the benefits had been

5

quantified as part of the design process, three

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Designing Better Buildings

of the companies attempted to cost out the

where equipment loads and the need for closer

benefits from intangibles – corporate identity,

control of the environment demand it, have

company branding, staff recruitment and

chilled beams and suspended chilled panels. As

retention – using known methods. However in

the project was carried out within a capped

four more, formal valuation processes more

budget, the incremental approach – based on

appropriate to financial reporting than to design

calculations comparing the costs of the

had been used. These had incorporated the

ventilation systems with the loss arising from

costs of the project but failed to take account

reduced staff productivity – help to direct where

of the corresponding benefits, particularly the

limited funds should best be invested.

intangibles. This was because of the constraints

Wyatt’s second case study is the Bristol

and restrictions of these methods, which have

and West headquarters. The client’s former

their roots in company law, accountants’

accommodation was variable in quality, with

standards and surveying practices. Rouse’s

much of it poorly suited to the equipment in

concluding argument is that we should stop

use, particularly where high thermal gains

using formal valuation methods for processes

resulted in overheating. Energy and

and purposes for which they were never

maintenance costs were also high. Performance

intended and which distort. Instead, new tools

improvements from constructing a new

are needed to account for value and we need

headquarters were forecast to be worth £6.5m,

to look to other disciplines – such as the

and informed the decision to build a new

behavioural sciences, engineering, psychology

building. In his third case study, he shows how

and economics – where potential alternatives

the new office complex for BP at Sunbury is

are already being investigated.

forecast to improve staff productivity while also

In Chapter 7, Terry Wyatt reports on

reducing carbon dioxide emissions arising from

functionality and performance in the case of

the building itself and from staff transport.

three major office projects, each of which

Wyatt’s conclusion is that the sorts of

demonstrates one of the key drivers identified

calculations he describes show how staff

in the Egan report – customer focus. In the

comfort, productivity and well-being have been

case of the MOD offices at Abbey Wood, he

successfully factored into decision-making

reports on the interior lighting and ventilation

about whether nor not to build, where to build,

systems. For the lighting, intelligent luminaires

what to build, and what level of services are

were selected that respond to daylight

appropriate.

conditions. The additional costs of these proved

In Chapter 8, Richard Feilden writes

to be less than expected, while savings in

about design quality in new schools. For almost

operating costs were larger than anticipated.

all of us, schools are the first buildings we

Both factors resulted in a payback period of

experience without the security of parental

only one year; they also have the benefit of

support. They are the places where children

simplifying future reconfigurations. An

spend a considerable part of their waking

incremental design approach was taken with

hours, and they leave indelible impressions. At

the ventilation system design. A robust basic

best, well-designed schools should enhance our

design with opening windows was selected for

experiences of learning, contribute to scholastic

lightly occupied shallow offices on the northern

achievement, stimulate interest in the built

façade. Normally occupied offices on all other

environment, and discourage truancy and

orientations have displacement ventilation.

vandalism. These expectations, when added to

Offices that are more intensively occupied and

local user requirements and national design

have larger heat gains have summertime

guidance (of which there is no shortage)

cooling and dehumidification. Finally, offices

together with strict budgetary constraints,

52

Case studies of added value

create substantial demands for designers to

hospital, the same medical team was in place

111

achieve.

together with the same patterns of patient

2

referral. Thus the only differences were the

3

building type, Feilden notes that we have a

environments in which the patients were

4

substantial legacy of schools, many from the

housed. The question focused on in the

5

Victorian age, which have proved remarkably

research was whether architecture contributes

6

robust. The legacy from the third quarter of the

to the well-being and recovery of patients. In

7

twentieth century, on the other hand, when

both hospitals, patients in the newer buildings

8

there was a great wave of school building,

expressed more satisfaction with the

9

contains relatively few bright spots and many of

appearance, layout and overall design of the

10

these schools have suffered from constructional

ward. In the newer environments, patients

1

and environmental problems. In the last quarter

reported they had received better treatment –

2

of the century fewer schools were built. Among

despite the treatment regimes being to all

3

these, the work of Hampshire County Council

intents and purposes identical. The attributes of

4

stands out, and Feilden illustrates some key

the new wards that patients identified in

5

examples of Hampshire schools. He also

particular were the opportunities for privacy

6

illustrates several secondary schools, providing

(though not necessarily for a single bed ward);

7

examples of the three main typologies: street

views of everyday life in the outside world,

8

plan, campus plan and linked pavilions. Drawing

apparent cleanliness of bathroom facilities; a

9

from all these examples, he presents ten key

cared-for interior appearance and a degree of

20

principles for good school design. The extent to

control of their environment in terms of noise,

1

which these will be delivered in practice

lighting, windows and blinds. Measures of

2

depends on a number of factors, not least the

health outcomes also show improvements in

322

method of procurement. The Private Finance

the new accommodation compared with the old,

4

Initiative is the route being increasingly used

a need for less medication and, in the mental

5

for schools. Its proponents claim that the

health ward, less aggressive behaviour and

6

integration of design, construction and

better progress. Lawson concludes that there

7

operational responsibility will raise quality.

was an improvement not only for the quality of

8

However, it is the legal and financial challenges

life of patients in the new buildings, but also for

9

that have received most attention so far, and

staff, and potentially cost saving for the NHS.

30

In his brief history of schools as a

early indications are that early PFI schools have

1

Chapter 10 Making special places for

fallen below best practice (Audit Commission,

health care is also about healthcare buildings.

2

2003).

Susan Francis writes about how society has

3

accommodated those with mental and physical

4

outcomes in the schools is improved recovery

illness in the past, and at the principles that

5

rates in healthcare buildings. Bryan Lawson

underlay the buildings provided for them. More

6

discusses this in Chapter 9, Assessing benefits

than 250 years ago, observations of recovery

7

in the health sector. He reports on a carefully

from disease in different sorts of

8

controlled experiment using two hospitals, one

accommodation led to belief in the therapeutic

9

in general medicine and the other in mental

benefits of sunlight and fresh air, strongly

40

health. In both hospitals new facilities were

influencing the layouts of wards and the

1

provided (at one hospital a ward refurbishment,

planning of hospitals.

2

The equivalent of improved educational

at the other a new purpose-built replacement

3

She reviews five historical models for

unit) and the study reports a comparison

healthcare buildings: the asylum-like custodial

4

between patients’ responses in the older

model; the medical model exemplified by the

5

buildings and the new/refurbished ones. At each

sanatorium; the caring model typified by the

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Designing Better Buildings

hospice; the holistic model offering sanctuary

findings suggest a win:win situation where all

and the health-promoting model in which

stakeholders are beneficiaries. Investors see

medical care is supplemented by sports and

better returns, as do developers – with the

recreational facilities. She offers examples of

added bonus of enhanced company image.

each model and then moves to emergent

Designers benefit from repeat work.

themes and discusses current trends toward

Commercial occupiers benefit from improved

patient-focused care, where clinical

staff loyalty and health, and everyday users

environments are designed to be less austere,

benefit from an improved urban environment

and therapeutic environments where interior

and an enhanced range of amenities and

decor, lighting, views and ambience are all used

facilities. Local authorities also stand to gain

to enhance patients’ experiences and lift their

from revitalised and viable environments,

spirits. As she explains, healthcare design is

potentially with ripple effects to adjoining

undergoing a significant shift in emphasis, with

areas. Nevertheless, few schemes studied

an increasing focus towards how buildings are

benefited from all the aspects of value, nor

experienced by patients, how they allow

were the benefits automatic. Better designed

patients control of their environment, how they

schemes also have costs associated with

foster dignity and quiet, and how they

them, for example for higher materials

encourage continuing links between patients

specifications. Carmona ends by identifying a

and their community.

variety of principles for urban design that

Finally in this section is Matthew

should lead to the release of greater value

Carmona’s chapter, Adding value through better

in the built environment. These include the

urban design. He presents the results of a

need for critical mass to support urban

research project whose objectives were to

regeneration rather than small isolated

identify whether better urban design adds value

pockets of development; strategic coordination

and if so how, who benefits, and how greater

and planning of the infrastructure; careful

value can be released. Three pairs of projects

location and distribution of public amenities

were studied in the east Midlands, the west

and mixed use development; and finally

Midlands, and the north west. The conclusions

attention to social diversity and social inclusion

of the study were that better urban design

so as to minimise the displacement of those

does add value: it increases the economic value

in whose name urban regeneration is usually

of development, delivers social benefits, and

justified.

encourages development that is more environmentally supportive. His chapter gives details in support of each of these findings.

Reference

Overall he reports considerable economic, social and environmental benefits from better designed urban environments. His

54

Audit Commission (2003) PFI in Schools: the quality and cost of buildings and services provided by early Private Finance Initative schemes, London: Audit Commission.

Chapter 6

111 2 3 4

Measuring value or only cost The need for new valuation methods

5 6 7 8 9 10 1 2 3 4 5 6 7

Jon Rouse

8 9 20 1 2

In the decade since the recession of the late

companies. If we can then demonstrate and

322

1980s and early 1990s ended, there has been a

promote the business benefits to other

4

resurgence in the construction of bespoke

companies, we will see an increased

5

corporate buildings that exhibit recognised

investment across the board, with benefits to

6

design quality. In other parts of Europe this

the whole of the built environment.

7

trend has been sustained for a longer period,

In a research study of ten major building

8

but it is now clearly visible in the UK too,

projects (Rouse, 2000), I set out to find

9

where there are many examples of patently

answers to these questions. The research

30

good quality buildings commissioned by large

began with an extensive literature review of the

1

companies. In many cases, it appears that the

various evaluation models which can be used to

2

capital cost of these buildings exceeds the

test how much architectural value is inherent in

3

market value as it would be expressed on a

a building project. There is considerable interest

4

balance sheet. These companies invest more in

in this subject internationally, and a number of

5

their buildings than market values justify. Why

studies of the value to companies of investing

6

is this, and how do companies justify this

in architectural design have been conducted.

7

additional expenditure to their key

For example, Doron, Shilling and Sirmans (1992)

8

stakeholders? More generally, how do corporate

demonstrated that office atria, many of which

9

clients measure architectural value and design

offered access to the public, generally resulted

40

value in the cut and thrust of presenting a

in higher market rents. Hough and Kratz (1983)

1

business case to gain capital expenditure to

used hedonic price estimation (a technique to

2

build buildings for their own use? If we can

infer the value of a non-market amenity) to

3

answer this question, we can begin to show

study buildings that had received architectural

4

how and why the value of architectural design

awards and thus commanded a significant

5

and architectural quality matters to these

rental premium that could not be explained by

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55

Designing Better Buildings

other factors. Vandell and Lane (1989) examined

RARE Headquarters, Twycross

over 100 office buildings and found positive correlation between design quality and market

RARE, the computer games developer, was set

rents, and took tentative steps towards

up by three brothers fifteen years ago.

establishing a grading system for design quality.

Originally, it operated in an old farmhouse and

The Property Council of Australia (1999) found

range in Twycross. For their new headquarters,

clear evidence of a ‘design dividend’ that could

they took the view that their creative success

be identified and to a limited extent measured

stemmed in part from the English rural working

in financial terms. The New Zealand Centre for

environment, and they favoured a traditional

Building Performance has developed a

building similar to a country manor. The Royal

scorecard method to provide a balanced

Fine Art Commission encouraged a modern

assessment of the quality of the building as a

design, and after a RIBA competition and a

whole and of its component parts, against the

false start with one set of architects, Feilden

requirements of a range of users (Loe, 1999).

Clegg were commissioned as designers. The design is based on a traditional farmhouse layout with outbuildings connected

The case studies

by glazed links. It is highly cellular to fulfil the required work environment of teams of two to

Following the literature search, I undertook case

three programmers working in privacy on a

studies of ten major building projects, working

particular game. External and internal security

alongside companies who had either just

requirements are very strict. The building uses

completed a new bespoke building or were in

a mix of shapes and materials – wood, copper,

the process of procuring the design for that

glass, concrete, red brick, and Welsh slate.

building.

There has been an emphasis on sustainability.

6.1 RARE Headquarters, Twycross, Leicestershire, 1999 (architect: Feilden Clegg)

56

Jon Rouse

There is no air conditioning; the building

distribution and management functions in a

111

constitutes a very low energy design and

number of different ways. The original block

2

incorporates water recycling. A significant

was re-clad, and the two are linked by a glazed

3

amount of landscaped open space has been

entrance pavilion that also acts as a gallery for

4

retained for staff recreation.

Dyson products. The external façade is covered

5

by a wave-like roof that at night appears to float

6

above the rest of the building. The interior of

7

the complex has been deliberately styled in a

8

lilac and yellow colour scheme that matches

9

the company’s products. The internal flexibility

10

James Dyson’s career took off in the mid-1990s

of the layout was tempered to a certain extent

1

with the commercial success of the dual

by the security requirements of the company,

2

cyclone vacuum cleaner. Large-scale production

so few outsiders ever see the front areas of

3

started in an old postal depot in Chippenham,

the new building housing the R&D function.

4

which was quickly outgrown. The company

The impact of the building, however, is directed

5

therefore acquired a 7,000 square metre factory

at staff first, visitors and the community

6

on the edge of Malmesbury, that could be

second, and suppliers third. Within the exterior

7

expanded to provide 35,000 square metres of

landscaping there is a strong commitment to

8

accommodation.

public art, including a glass bridge across a

9

Dyson Research and Appliances Heaquarters, Malmesbury

purple pond to the main entrance, the

20

flexibility of space, allowing the organisation to

installation of fibre optic reeds, and a sculpture

1

combine research, development, manufacturing,

collection.

2

The emphasis of the new building is on

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 6.2 Dyson Research and Appliances Heaquarters, Malmesbury, 1998 (architect: Chris Wilkinson)

2 3 4 5

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Designing Better Buildings

6.3 Capital One European Headquarters, Nottingham, 2001 (architect: ORMS)

Capital One European Headquarters, Nottingham

subdivision. Priority was given to the interior working environment, and the creation of a vibrant and flexible workspace for a very young

When Capital One, a company whose business

work force that is intended to be a fun place to

is in credit cards and personal banking, was

work. It has a low energy displacement system,

looking for a base for its European operations,

extensive high performance double glazing, and

Nottingham was chosen mainly because of

external shading.

grant availability. The company occupied a distinctive building on the south side of the city. Rapid growth created the need for a new building on an adjacent site with a connecting

Boots D90E Extension, Nottingham

building through to the existing offices. The new headquarters building is one of the single

The original Boots D90 office building on the

largest office buildings in Nottingham. Concerns

extensive Boots HQ campus in Nottingham was

about market value and disposability meant that

built in the 1950s and was one of the earliest

the company thought long and hard about

UK examples of an open plan office

whether to build a single building or separate

environment. The growth of the company over

lettable buildings. In the end they opted for the

subsequent decades saw different departments

gains in working environment offered by the

spill into separate buildings across Nottingham

larger shell, although it was designed to allow

city centre. The D90E Extension was perceived

58

Jon Rouse

111 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 6.4 Boots D90E Extension, Nottingham, 1998 (architect: DEGW)

as a means of consolidating many of the

reception area, to the rear of which are

7

departments back onto a single site, while at

landscaped gardens.

8

the same time stimulating a new corporate

9

culture based on greater creativity, less

30

hierarchy, and more teamwork. A new IT system was introduced at the same time in an

Lloyds Register of Shipping Headquarters, City of London

1 2 3

attempt to increase productivity. The Lloyds Register building is a 38,000 square

4

divided into twenty neighbourhoods, which

metre office comprising 12- and 14-storey

5

themselves contain a mix of work layouts

towers linked by an atrium. It is located on a

6

according to divisional requirements. Each

relatively small foot-plate off Fenchurch Street

7

neighbourhood also has a hub for coordinating

in the City of London. At the insistence of the

8

departmental day-to-day requirements, and the

City, the front of the building is hidden by the

9

whole building is served by a one stop shop.

listed façade of the original Lloyds building,

40

Running through the length of the building is an

which is again linked to the new building by an

1

internal street with different amenities and

atrium. This façade has been described as an

2

informal spaces facing onto it. There are also

‘undistinguished Edwardian building’ and has

3

four atria arranged in the shape of a comb. The

constrained both the building design and the

4

old and new buildings are connected by a

site works. The new building features external

5

central building which also acts as a main

serve cores and lifts, the first attempt at

611

The building comprises three floors

59

Designing Better Buildings

sloping concrete bracing in the UK and various energy-saving measures. There are a number of striking elements about how the Lloyds project was managed. First, once the decision was made to proceed with the Richard Rogers Partnership, the architects were given considerable freedom. However, as a client protection device, the project managers chose the key subcontractors for the project and then novated them to the main contractor, Sir Robert McAlpine. As with a number of other case studies, the building project was used to drive a corporate change programme to modernise working methods.

Jubilee Campus, University of Nottingham The origins of the University of Nottingham Jubilee Campus project were largely speculative, based on the opportunity to acquire 20 hectares of factory land about half a mile from the main University Park campus. It has provided an opportunity to take some of the pressure off the original campus by moving and expanding the key schools of computing, education and business. The campus is mixeduse, comprising teaching buildings, offices, halls of residence and social facilities along the edge

Pearson Education Headquarters, Harlow

of a small man-made lake. The design is

This headquarters building was commissioned

organised as a series of bands: tree line, lake,

by Addison Wesley Longman, part of the

people, buildings, parked cars and then the

Pearson Group, in 1989/90. After a long delay,

external boundaries. In total the campus

caused by shifts in corporate structure and

comprises 23,000 square metres of teaching

policy and partly by a planning delay, the offices

space and 750 residential spaces. An

were finally completed in 1996. The company

international design competition was run to

was trying to balance a need to satisfy

select the architects, which cost the university

requirements of the property investment

£250,000, invested at risk, and was won by

market with a desire to create a space that

Michael Hopkins. There is a strong design

would foster greater communication and

emphasis on environmental sustainability,

creativity in staff, facilitate the increasing use of

assisted by a Thermie grant from the European

IT, be easy to maintain and cheap to run, and

Commission. This is reflected in attention to life

be a pleasure to work in.

cycle costing throughout the procurement and development process.

60

The building is constructed as a mix of five and six storeys, set around one large

6.5 Lloyds Register of Shipping Headquarters, City of London, 2000 (architect: Richard Rogers Partnership)

Jon Rouse

headquarter business centre. BA has used the

111

development opportunity to drive a corporate

2

change programme based around increased

3

creativity, greater informality, less hierarchy,

4

more flexible working and less paper. The

5

complex is built around an internal street

6

sheltered by a continuous glazed roof. A

7

stream flows down the length of the street,

8

before emerging outside and flowing into a

9

large lake overseen by the restaurant facilities.

10

The lake is surrounded by 280 acres of

1

restored parkland accessible by the local

2

community. Six office buildings, constructed

3

on three floors, each face onto the street.

4

They each also overlook their own courtyard.

5

In principle, each could be separately let or

6

sold. The street itself provides many amenities

7

and informal spaces include various cafés, a

8

supermarket and a florist.

9

The individual office buildings reflect the

6.6 Jubilee Campus, University of Nottingham, 1999 (architect: Michael Hopkins and Partners)

20

objectives of the corporate change programme.

1

Most areas have no permanent desks and little

2

filing space. Instead there are touchdown points

322

and hot desks to allow people to plug in

4

computers and telephones for limited periods.

5

There are also quiet areas for more reflective

6

individual work requirements. The Waterside

7

centre cost £200m, and the company estimates

8

central atrium and two smaller atria. The west

that it generates an average £15m per year in

9

and east blocks are separately lettable, and one

savings through increased productivity and

30

of these blocks was let for a time to a major

lower running costs.

1 2

supermarket chain. It is regarded as a very

3

green building with natural ventilation, external solar shades and maximum use of natural light. Assessed under the BREEAM energy scheme,

Selfridges Department Store, Birmingham

4 5 6

the building achieved 20 out of a possible 21 The design is an eye-catching futuristic shape

7

that forms part of the regeneration of the Bull

8

Ring in Birmingham city centre, and is part of a

9

much larger mall development. As a company,

40

Selfridges is in an expansionary phase. Having

1

The BA Waterside building is situated to the

separated from its parent, the Sears Group,

2

west of Heathrow airport. It has provided the

several years ago, it has already opened a new

3

opportunity for BA to bring many of its

store as part of the Trafford Centre in

4

managers and back office staff out of separate

Manchester and is looking at other UK locations

5

outdated offices and into a single purpose-built

for new stores.

611

credits – unequalled at the time of assessment.

BA Waterside, Heathrow

61

Designing Better Buildings

6.7 Pearson Education Headquarters, Harlow, Essex, 1996 (architect: CD Partnership)

Within the Bull Ring mall development,

Hilton Hotel, Heathrow

there were two department store options. Debenhams took one of these, based on the

The original intention was to include the Hilton

developer’s original design. Selfridges took the

Heathrow as an individual case study. However,

other, but with a bespoke design of the shell

it turned out to have been developed by a third

structure. After complex financial negotiations,

party developer, BAA, then leased to Hilton

Selfridges managed the project and carried an

International as hotel operator. Instead I looked

element of risk, taking out a 35-year lease. The

at Hilton policies towards hotel design,

shell structure is carried on the developer’s

development and operation across its recent

books. Future Systems were appointed as

portfolio additions.

architects, working as part of a project team

All Hilton hotel investment options are

that includes external project managers and

appraised on a strict rate of return basis,

specialist consultants.

comparing cost with customer income. Hilton’s

62

Jon Rouse

111 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 6.8 BA Waterside, Heathrow, 1998 (architect: Neils Torp)

design focus is on a very standardised form of

schedules, floor-plate shape and size, number

4

interior that maximises income-generating

of meeting rooms, size of health club, size of

5

space while providing the customer with visual

restaurant, and so on. There is limited room for

6

access to as many money-generating

manoeuvre.

7

opportunities as possible. The company is not

8

unduly concerned about external appearance except for signage. The investment priority is

9

Accounting for value

30

always the interior, particularly the reception

1

areas on the basis that first impressions help

Before we talk about architectural value, it is

2

secure repeat visits. The decision to take on

important to go right back to first principles and

3

the Hilton Heathrow was about securing a

get a grip of what we mean by value itself.

4

presence in a key location and a judgement that

There are two main meanings of value: one

5

the architect had created a good internal

relates to use, the other to exchange. This is a

6

environment that would enable Hilton to deliver

crucial distinction when you talk about

7

its first priority – customer service quality. The

companies procuring buildings for their own

8

quality of the external appearance was a

use. We are talking about use or purpose value

9

secondary consideration.

more than exchange value – but that may not

40

be how the formal valuation processes actually

1

make the judgement.

2

In terms of hotels which the Hilton develops itself, only three UK architects are used, based on their experience in hotel design

In terms of accountancy practice, what

3

and particular knowledge of the Hilton’s

we mean by value is of critical importance. This

4

requirements. The architects are given strict

is because companies have got to keep an eye

5

parameters within their brief, including area

on what the value of their asset could be at the

611

63

Designing Better Buildings

end of the building process. The main method

of a building to a company. So we have a

of valuation is what accountants term modified

distinction between the way the accountants

historic cost. It involves a number of constraint

view a valuation problem and how economists,

choices. On the left-hand side of the equation

psychologists, and social scientists view value. Where does the accountants’ system fall

is the idea of use value: net current replacement cost, how much it would cost to

down? It falls down because it has a very strict

replace what you build. What accountants do

concept of prudence, which creates three

here, and this is where things start to get really

problems for us in terms of design value:

blurred and fuzzy, is to use cost as a substitute for value. Cost for worth. For me, these are

•

First of all, design value is intangible to a

two totally different concepts, but in accounting

certain extent. Certain elements may be

there is a blurring of the distinction between

tangible – for example, if you can prove a

them. On the other side of the equation, you

definitive cost saving through a particular

have what might be called a recoverable

energy-saving device; obviously that could

amount, which takes you into exchange value

be taken into account. But the areas I am

again – market value – how much could you get

talking about – corporate identity, branding,

for this building in its existing use, or taking into

goodwill, staff welfare, increased

account alternative uses? Given the proximity

productivity – are intangible; they cannot

and the closeness between the accounting and

directly be attributed to the design in itself.

the surveying professions, these definitions of cost and value are writ large across how

•

The second problem is one of inseparability.

companies go about valuing buildings. What we

The accountants’ system will only take

really need is a much richer definition of value.

account of, and allow calculation of, assets that are separately identified and traded.

If you want to account for the value of architecture to companies, what you actually

But of course, design value cannot be

talk about is value to business. That phrase,

separated out from the building as a fixed

value to business, is actually how accountants

asset.

describe their method of valuation, but it is little

•

And the third problem the accountancy

of the sort, because the replacement cost and

system has is commensurability, which

market value substantially undervalue the

basically means that there are very few

contribution of the asset to the business.

comparators. If you are constructing a

Replacement cost and market value fail to

building which is per se, bespoke, then it is

account for the impact on corporate identity,

very difficult to find comparators that can

the health, well-being and productivity of staff,

be used for strict market evaluation that

staff retention and recruitment potential, even

take into account the benefit of that design

customer loyalty. There are all sorts of issues

to a particular company.

which a building raises in terms of its design value that are not taken into account by either accountancy definition. In their joint study of architectural value

Are new methods needed to account for value?

in South-east Asia, completed in 1992, DEGW and Technobank (1992) identified that there was

The next question is: does this really matter? Is

a composite value – a combination of exchange

this what we should be getting excited about?

value, use value and image value. These

Are financial accounting methods going to make

overlap, and are inseparable; and to try to

any difference to how much decent architecture

separate them will detract from the true value

is really procured by companies? The answer is

64

Jon Rouse

a resounding yes, and there are three main

competence and the attitudes of the staff in

111

reasons why it does matter.

terms of what they provide, as well as the

2

organisation’s identity and its ability to undergo

3

complex debate which has been raging for the

cultural change. Yet none of the structural

4

best part of ten years now between the

capital is included in the company balance

5

investment representatives, like the US

sheet. So architecture finds itself part of the

6

Securities and Exchange Commission, and the

debate, although the debate itself is a lot bigger

7

accountancy bodies that control accounting

than concern about the delivery of architectural

8

standards both nationally and internationally.

value.

9

The first is that there is a huge and

Briefly, the argument is that a substantial

10

The second reason why the limitations

fraction of the value of a firm, perhaps as much

of poor evaluation methods matter is that not

1

as 90 per cent in the case of an organisation

only does bespoke design create intangible

2

like Microsoft, is actually not in normal financial

benefits which might get missed out of the

3

capital, it is not in the bricks and mortar, it is

equation in the accounting process, but also it

4

actually in the intellectual capital of the

creates additional transaction costs which

5

organisation. Intellectual capital can be further

might also get missed out, that flow from

6

subdivided into human capital and structural

bespoke assets, but are also usually present

7

capital, as shown in Figure 6.9.

in specific assets. Asset specificity actually

8

reduces the tangibility of the asset. What do I

9

Because it has been explicitly recognised by

mean by that? It means it is going to be more

20

companies like Skandia, and by organisations

thinly traded because an organisation with a

1

like the US Securities and Exchange

bespoke corporate identity is less likely to be

2

Commission, that architecture spans both of

taken on. There will be fewer purchasers, and

322

these headings. Certainly a building is a fixed

so there will be a depression in its value. The

4

asset in terms of the facilities it provides, but

problem is that traditional investment appraisal

5

there is also considerable intangible value –

techniques, like internal return or net present

6

called structural capital – that supports the

value, do not properly account for all that.

7

Why does that affect architecture?

8 9 30

Total corporate value

1 2 3 Financial capital

Intellectual capital

4 5 6

Human capital

7

Structural capital

8 9 Competence

40

Relationship

1 2 Attitude 6.9 Value distribution tree (after Roos and Roos, 1997)

Organisation

3 4

Intellectual agility

5

Renewal and development

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65

Designing Better Buildings

The third reason why it matters is more

The research community, particularly in

generic. It is really about the changing decision-

America, has started to play with some of

making context. There is corporate recognition

these devices in relation to value in design,

about environmental responsibility, the benefits

particularly with intangible benefits of design.

of corporate identity, and the retention of staff,

Of those that seem to offer particular promise,

which companies are eager to try and put some

the analytical hierarchy process is a multicriteria

sort of measurable value on. Obviously the

evaluation method. It breaks decision attributes

design of buildings contributes to those issues.

down into a hierarchy of factors and uses

We have seen the emergence of corporate

paired comparisons to estimate relative

design champions. This is particularly relevant

magnitudes (Vargas and Saaty, 1981). The US

to one of my case studies. Vittorio Radice

Real Estate Association has looked at the

arrived at Selfridges and sought to direct the

application of fuzzy logic (Bagnoli and Smith,

whole company towards an ethos of corporate

1998). Contingent valuation is used in cost-

identity, in which you create a retailers’ theatre,

benefit analysis (Layard and Glaister, 1994)

an entertainment space where building,

Let me admit that these three

concession space, colours, layout and so on, all

methods are totally untested in terms of their

contribute to the customer’s experience.

cost, timing, and general practicability, let

A final point is that investors are no

alone their acceptability in this context. We

longer seen as the only stakeholder that has to

are at the start of a long process in terms of

be satisfied; others range from local community

adoption, although a method like fuzzy logic is

through to critical special interests, and there is

now the norm in terms of intelligent machinery.

an interest in satisfying the broader range of

If you have a programmable washing machine,

stakeholders.

it has some sort of fuzzy logic system built into it. If it’s applicable there, why not in terms of intelligent buildings? This does not seem

Alternatives to traditional valuation methods

to be a huge step. But the valuation profession, in this country at least, is not in a state to take on those sorts of alternative measuring

If traditional valuation methods are limiting us in

methods in their professional development

terms of design values, are there alternatives?

training.

The answer is, yes, there are. There are many, and they originate in a variety of other disciplines. The analytical hierarchy process and multicriteria analysis come from the behavioural

What really drove the case study organisations?

sciences and engineering; human capital measurement comes from the human

The most important finding from the case

resources psychology perspective; contingent

studies concerns what actually motivates

valuation comes from the measurement of

corporate design investment. According to

environmental amenities and hedonic pricing is

accounting conventions, exchange value and

a similar welfare economics measurement

replacement cost are the key drivers, so cost-

device; cost-benefit analysis comes from

efficiency and disposable value would be the

economics; then there is fuzzy logic from IT. So

things that companies would give most priority

there are many techniques in other disciplines,

to. Yet in practice, disposability – the ability to

all of which are potentially applicable. Buckley

obtain exchange value – turned out to be the

(1988) and Voogd (1988) provide an introductory

least important criterion for these ten

overview.

organisations.

66

Jon Rouse

In all ten companies there was strong

Design champions are people at the top

111

recognition of the corporate benefits to be

of these organisations saying ‘Yes, architecture

2

gained from architectural investment. There

matters. Yes, we recognise the value, we are

3

was further recognition that these benefits

going to go for a high quality solution, with all

4

represented a mix of tangible and intangible

that means in terms of how we procure,

5

benefits, some of which would fit within a

manage and aftercare this building.’ Particularly

6

traditional quantitative cost-benefit analysis,

in the case of Dyson and RARE, the design

7

others which were more difficult to measure.

champions were at the head of the

8

organisation, and heavily involved in the building

9

the sample of case studies was:

design from procurement to completion.

10

1

Employee satisfaction

prevalent in at least three of the case studies

2

2

Functional quality

was a corporate precedent towards a tradition

3

3

Flexibility of use

of high-quality architecture. Consider the legacy

4

4

Cost efficiency (relationship between capital

of the original Selfridges store on Oxford Street.

5

and life cycle costs)

You have a starting point. And that starting

6

5

Corporate profile

point matters, because if you are going to

7

6

Book value

maintain market credibility what you do next

8

7

Disposability.

obviously counts. The new Selfridges in

9

Birmingham is another grand projet.

20

The ranking of design motivations across

1

The second element that was very

The most important is employee satisfaction.

1

The third issue, and this was

Why? Because human capital is the number

predominant in seven of the ten case

2

one resource which these companies actually

studies, was that for these companies

322

have, and they will do anything to enhance

procuring a building was actually part of a

4

the ability of that human capital to increase

much wider corporate development and/or

5

turnover and profitability. Here is a quotation

change process. The reason Boots or BA built

6

from one of the case study organisations

those buildings in the way they did, when

7

about enhancing the creative excellence of the

they did, was because they wanted to initiate

8

company. ‘It is not that the company does not

a corporate cultural change in their

9

care about end value, but it is secondary.

organisation, and they viewed the building

30

Because this building is not re-lettable to the

as part of that process. Here is a quote from

1

world and its wife, it is wholly and specifically

Boots to illustrate that:

2 3

designed to meet RARE’s working requirements.’ Hilton and Lloyds were the

You compare the cost of this building

4

most concerned about disposability of assets

against market value, it just doesn’t wash

5

and book value.

its face. But we have been doing a great

6

deal of work on corporate processes and

7

investigate was what actually determined

we found we had been operating in silos.

8

corporate policy in architectural investment.

We need to start breaking down barriers.

9

Three main issues emerged from these ten

Hence we have a mega-office structure

40

companies. In descending order of importance

which is rich with informal work spaces –

1

as stated by these companies they are the

where restaurants and cafes and those

2

existence of a design champion in a senior

facilities are brought right into the heart of

3

position, corporate precedent to high profile

the office building and has all the

4

building, and new premises driving (or at least,

departments operating from the same

5

contributing to) corporate development.

building.

611

The secondary question I wanted to

67

Designing Better Buildings

The new Boots building is part of a cultural

high quality buildings. Seven out of ten felt that

change programme to promote cross-functional

the contractors and subcontractors had let them

working, greater staff empowerment, and

down in that respect, which has repercussions

stripping out of hierarchies.

on how they view the construction process.

For Boots, BA, and Pearson, the new

Other causes of the inability to translate design

buildings help to consolidate different parts of

intent into high quality building included

the organisation within an open plan

appointing the wrong architect, being unable to

environment – creating internal streets, atria

work successfully with the architect, and

and other informal spaces to facilitate creative

difficulty with local planning and regulatory

interaction. BA Waterside is billed as a catalyst

bodies.

for change, transforming the way the company does business. In the case of Capital One, the building design flowed directly from a corporate strategy, and a scorecard method was used to

How is architectural quality valued?

test all decisions and subsequent performance to achieve operational excellence.

The next question was how the issue of architectural value was managed within the corporate decision-making process. The first

The barriers to achieving architectural quality

thing I found was some good news, which is that there is wide use of corporate cost-benefit analysis on a sound economic footing. But eight

For all the perceived strengths of the ten

out of ten case study organisations could not

buildings I was looking at, I found in one or two

consider making full use of that process. Where

cases a genuine misunderstanding about

quantification was easily possible using very

architectural value and little recognition of how

simple economic and mathematical techniques,

design quality contributes to customer

the design benefits were incorporated within

perception or customer satisfaction. These ten

that equation. The more intangible design

buildings got built, but that doesn’t mean that

benefits – revolving around issues such as

all ten companies have a full understanding and

corporate identity, company branding, staff

recognition of architectural wealth.

recruitment and retention, and so on, tended to

At least three of the companies were

be treated as qualitative factors. They were

still operating in accordance with strict capital

subjected to sensitivity analysis, but only after

constraints. So, for example, they were not

strict financial investment appraisal had been

engaged in life cycle costing, which obviously

undertaken.

starts to flag up design benefits and

In three cases, encouragingly, there had

architectural benefits. One company was just

been some attempts to actually quantify these

using a strict capital cost basis and internal

benefits, using known methods. BA and the

yield requirements; and, in terms of the costs

Lloyds Register attempted some quantification

and benefits to the company, was not really

of a mix of tangible and intangible corporate

looking beyond the day that the building was

benefits. However, and more disturbingly, in

complete. So there is an education process that

four of the ten cases where I had direct

needs to go on there.

evidence, formal valuation processes of the sort

And for various reasons, even though

which should be used only for financial

these companies have real design intent and

reporting purposes in terms of constructing a

were producing buildings of worth, there were

balance sheet (with all the limitations that I

still difficulties in translating design intent into

have already disclosed), were actually being

68

Jon Rouse

used for decision-making purposes. These

It may seem crude in the way they did it, but

111

distort the investment appraisal. Why? Because

nevertheless the intent was there.

2

How did they link potential efficiencies

they incorporate all the costs of design, in

3

terms of capital cost, but they do not

with the building design, and what did they try

4

incorporate the corresponding benefits that

to capture in their measurement process? In

5

might follow, particularly the intangible benefits,

making the business case, they looked at

6

because of the constraints and restrictions of

potential efficiency savings and associated

7

the formal valuation processes which have their

building drivers, as shown in Table 6.1.

8

Did the companies have to invest

roots in company law, accountants’ standards

9

additional resources to achieve the benefits?

10

In the majority of cases there was a higher

1

capital cost. In the better cases, the tangible

2

design benefits and life cycle savings were

3

used to justify these higher capital costs, even

4

To finish on a more encouraging note, over half

though no explicit measurement of those

5

the companies actually expressed an interest in

benefits had taken place. Sadly, a minority of

6

learning more and utilising other valuation

the cases worked to a strict return on capital

7

methods in terms of future procurement. This

basis, which did not take any account of the

8

was not just politeness – they seem genuinely

extra benefits at all. There is an interesting

9

open to bringing some of these other

quote from Capital One:

20

and surveyors’ practices.

Openness to new methods

1

evaluation methods, drawn from the academic world and from other disciplines, into the

The market value was calculated on the

2

corporate world.

basis of rental value. You have to

322

remember that this is the blackest of all

4

arts. It is at the best rental value in

5

Nottingham assessed against a base of

6

£15–£16 a square foot.

7

The company that did the most in terms of valuation was British Airways, who reported: On a project budget of £200 million we

8

calculated potential savings of £15 million a

9

year. This figure was generated on the basis of tangible and intangible benefits

Conclusion

30 1

having looked at every issue – staff turnover, sick leave, publicity – and we tried

The research shows clearly that companies

2

to put a numerical value on it.

developing properties of high design value for

3 4 5

Table 6.1

6

Efficiency savings and building drivers for BA

7 Efficiencies

Building driver

Travel/time savings

Co-location of key decision-makers

On site training

Less waste on training costs

Flexible offices

Cheaper office change/makeover costs

Productivity gains

New ways of working

Increased revenues

Improved decision-making

Less hierarchical culture

Improved morale

Efficient use of space

Increased number of residents

8 9 40 1 2 3 4 5

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69

Designing Better Buildings

their own occupation are more concerned with

about the potential changes to formal valuations

the value in use of the building to the business

systems and standards.

than with its disposal value as measured by

Even more worrying, perhaps, is that the

some form of exchange-based market valuation.

place where we thought we had made the

But the added value from design investment is

most progress, through the things like life-cycle

not being measured or incorporated in the

cost analysis, is actually being undermined by

balance sheet. This is because of the

the tight grip of capital constraints. Can we

weaknesses of the two main methods which

adapt and evolve the formal valuation

are used for measurement – replacement cost

processes? Yes we can – and architects and

and market value. As an RICS representative

the RIBA can play a role in this. In accounting

said:

terms, we can actually grasp the opportunity as we are part of a wider intellectual capital

Surveyors don’t like to think outside the

debate. The valuation of intangible costs and

box. The values that are recorded on many

benefits is a suitable area for professional

unoccupied buildings have nothing to do

development among the valuation professions.

with how the market operates. The market

In decision-making terms, we should

valuation method owes more to the tax

stop trying to use formal valuation processes

considerations in which it was first

for purposes for which they were never

conceived than it does with the impact of

intended and which distort. The way to do that

buildings on corporate performance.

is through education, starting with the surveying profession, and also with corporate

Companies investing in quality architecture

clients. Having spent time with professional

recognise that there are benefits to such

groups and with clients, I believe the desired

investment, but do not make any serious

changes are most likely to happen by

attempts to incorporate these benefits within

developing partnership with economists,

the decision-making process that determines

surveyors and accountants. As the RICS

the design and construction approach adopted.

acknowledged:

if you do not attempt quantification, then you risk distorting the decision-making process,

As a profession, we are facing a whole

that determines the design and construction

new set of intangibles, design value being

approach adopted, to the detriment of

only one. Valuers are going to place a

potential investment. There are alternative

premium on particular buildings. Frankly the

measurement tools which we can draw on

surveying profession does not have a clue

from other disciplines – but they are untested

how to measure those values at present.

as yet in this environment. The case study companies are interested in measurement

I think that is encouraging, because it

methods that would enable them to capture

recognises there is a problem, and that we

intangible benefits arising from their

need to develop the tools to solve it. We are at

investment, but are sceptical about the cost,

the beginning of a long but very worthwhile

practicality and external acceptability of using

process.

novel methods. Guardians of the property valuations system, predominantly valuing surveyors and

References

accountants, are sceptical of the worth of attempting to value design benefits within the property value, and are particularly negative

70

Bagnoli, C., and Smith, H., (1998) ‘The theory of fuzzy logic and its application to real estate valuations’, The Journal of Real Estate Research, vol. 16, no. 2, pp. 169–99.

Jon Rouse

Buckley, M. (1988) ‘Multi-criterion evaluation: measures, manipulation and meaning’, Environment and Planning B: Planning and Design, vol. 15, no. 1, pp. 55–64. DEGW and Technobank (1992) Intelligent Buildings in Europe, London: DEGW. Doron, J., Shilling, J. and Sirmans, C. (1992) ‘Do market rents reflect the value of special building features?’, Journal of Real Estate Research, vol. 7, no. 2, pp. 147–55. Hough, D. and Kratz, C. (1983) ‘Can “good” architecture meet the market test?’ Journal of Urban Economics, vol. 14, pp. 40–54. Layard, R. and Glaister, S. (1994) Cost Benefit Analysis, Cambridge: Cambridge University Press. Loe, E. (1999) The Value of Architecture: context and current thinking, London: RIBA. Property Council of Australia (1999) The Design Dividend, Canberra: PCA.

Roos, G. and Roos, J. (1997) ‘Measuring your company’s intellectual performance’, Long Range Planning, vol. 30, no. 3, pp. 413–26. Rouse, J. M. (2000) ‘How do profit generating organisations measure and manage the costs and benefits of architecture and design when investing in properties for their own business use?’ Unpublished MBA thesis, University of Nottingham. Vandell, K. and Lane, J. (1989) ‘The economics of architecture and design: some preliminary findings’, Journal of the American Real Estate and Urban Economics Association, vol. 17, no. 2, pp. 235–60. Vargas, L. and Saaty, T. (1981) ‘Financial and intangible factors in fleet lease or buy decisions’, Industrial Marketing Management, vol. 10, pp. 1–10. Voogd, H. (1988) ‘Multi criterion evaluation: measures, manipulation and meaning, a reply’, Environment and Planning B: Planning and Design, vol. 15, no. 1, pp. 65–72.

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322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

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71

Chapter 7

Measuring and improving functionality and performance Terry Wyatt

In the late 1990s, as the millennium ended, the

improvements continuously. However, progress

construction industry signed up to ‘Latham and

to date has been focused on the construction

Egan’. It was a defining moment and

process, and little has been done to address

represented a commitment by the industry to

the underlying issue of Latham and Egan,

make significant performance improvements.

namely customer focus. As a result, there are

Their reports urged the construction industry to

as yet no measures for the performance and

learn from other industries where radical

functionality of buildings compared with what

changes and improvements had been made.

the customer really requires, which is a better,

The advice was to copy from the motor and

affordable product.

aircraft industries, including the adoption of new

Recent announcements in the press

methods such as using a ‘single 3D model’ for

suggest that some constructors have achieved

buildings and ‘object-oriented design’.

better financial performance through ‘better

In its report Rethinking Construction, the

quality’ buildings, although what these better

Construction Task Force (1998) led by Sir John

qualities are is rarely stated. Is it design,

Egan stated: ‘construction too often fails to

materials, construction methods, performance

meet the needs of modern businesses that

(such as comfort, energy use, maintenance

must be competitive in international markets,

needs), adaptability, value or just ‘more bells

and rarely provides best value for clients and

and whistles’? In housing, it often turns out to

taxpayers’.

be a case of moving upmarket, by producing

Some improvements have been made

fewer, more expensive homes. This hardly

during the past three or four years. There are

represents progress on construction industry

now integrated ‘Project Databases’ with better

performance improvement.

procurement through management of the

Better quality is undeniably required of

supply chain. Key Performance Indicators (KPIs)

the buildings delivered by the construction

have been prepared to assess and monitor

industry and, in housing at least, DTLR and

72

Terry Wyatt

CABE have jointly launched Better Places to

111

MOD Abbey Wood

Live, a guide promoting higher standards in the

2

design of housing developments. Several

Numerous studies of the relative importance to

3

housing associations are starting to put the

users of various aspects of building

4

recommendations into practice. Yet it is an

performance have repeatedly shown lighting,

5

indictment of the industry that the new Part ‘L’

ventilation and thermal control heading the lists.

6

of the Building Regulations, amending the

In this case study, lighting performance is

7

energy efficiency provisions, is at all necessary.

considered in terms of use of daylight,

8

It is also a comment on the work of designers

luminaire design, disposition for flexible use of

9

that the document has had to be so prescriptive.

space, and lighting control.

10

So what constitutes better quality?

The objective was to provide high quality

1

Performance and functionality of buildings are

lighting of workplaces at the lowest operating

2

best studied by reference to actual rather than

cost within a capped budget. The proposed

3

theoretical buildings. Exemplars can

‘intelligent’ lighting control system ‘sees’ when

4

demonstrate how to go about assessing

and how much lighting is needed to

5

aspects of building performance. Three case

supplement daylight. The system allows ‘trade

6

study buildings illustrate the delivery of

free’ reconfiguring of workplace furniture and

7

particular aspects of performance in terms of

partitioning throughout the buildings based on a

8

their value to the users:

1500 mm grid.

9

1

the proposed system was assessed as follows:

20

During the design phase, the value of The MOD Abbey Wood development – showing care over indoor climate design for user performance and consideration of

2 •

amount for the 15,000 fittings required was

performance and cutting costs.

£375,000. •

each case, the customer is given information about what the building being designed for them

5 6

introduction of the Climate Change Levy,

measurement’.

we should begin to focus on the customer. In

4

on energy costs. This was before the

‘perilous square metre of net floor area

issues, they serve to trigger ideas about how

3

representing a saving of £45,000 per year

assessments that think beyond the

7

which would have added a further 15 per

8

cent saving. •

30 2

cent reduction in energy usage,

the climate change agenda, and

9 1

Operational costs for the system were estimated at the time to show a 15 per

performance, driven by the need to address

only, or necessarily the most important design

8

extra cost to £25 per fitting. The total

studies aimed at improving overall business

While these case studies do not illustrate the

7

could be reduced by £10, bringing the net

performance indicators used in investment

5 6

with intelligent luminaires this extra cost

over managing a business with

business emissions basis of building

4

Since no switches or wiring are required

Bristol and West plc HQ – showing care

BP Sunbury redevelopment – showing a

322

luminaires was estimated at £35 per fitting.

quality of life.

3

The extra capital cost of a lighting management system using ‘intelligent’

‘travel to work’ emissions as this relates to 2

1

The flexibility and adaptability of the system due to ‘trade free’ reconfiguring produced

9 40 1

an additional saving on churn, that is, the

2

movement and relocation of workplaces.

3

This was estimated at £24,000 per year.

4

will deliver – something we take for granted

On this basis, the simple ‘payback value’ for

5

with car, aircraft or computer manufacturers.

the system was reported as being between five

611

73

Designing Better Buildings

7.1 MOD Abbey Wood Offices (architect: Percy Thomas Partnership)

and seven years. In practice, the outcome has

16 Watts/m2, the average running load is

been considerably better.

now under 8 W/m2.

•

•

First, the actual extra cost of a luminaire

Thus the actual saving of energy costs is

was £25 which meant the net extra cost

£156,000 per year (with Climate Change Levy

over a conventional fitting is actually £15

this is now £170,000 per year) and, with the

or £225,000 for the total installation.

churn saving, the simple payback valuation is

Second, operational costs measured over

about one year.

the first two years of full use of the

74

Ventilation and thermal control

building have shown that, instead of

performance in this case study were considered

an anticipated installed lighting load of

in terms of:

Terry Wyatt

–

enabling natural use of outdoor air

–

whenever it is beneficial to do so –

design of system plant and air distribution

–

disposition of outlets and extracts for –

flexible use of space –

–

system control.

displacement ventilation facilities operable

111

in ‘mixed mode’ and with ‘heat recovery’

2

cooling and dehumidification of system

3

supply air when needed in high summer

4

active static cooling by chilled panels where

5

necessary to offset heat from user

6

equipment

7 8

The design approach for MOD Abbey Wood was given the acronym AIDA – An Incremental

Installations are equipped with system controls

9

Design Approach – since it offered the best

that adjust to meet prevailing requirements. As

10

means of achieving the design objective. This

with the lighting system, the air supply and

1

was to provide the highest quality of indoor air

thermal control facilities are disposed and

2

and thermal control for optimal user

installed to allow trade free reconfiguring of

3

performance. As with the lighting system, it

workplace furniture and partitioning throughout

4

had to be achieved at the lowest operating

the buildings on a 1500 mm grid.

5 6

The initial ‘basic stage’ (Figure 7.2) has

cost, within a capped budget whilst meeting targets for emissions performance. The AIDA

opening windows and perimeter heating for

7

approach ensures items are only added to the

ventilation and thermal control. The windows

8

design when they represent value in what they

have glare control, and the heating is adjusted

9

produce in terms of performance and use. This

centrally by reference to outdoor air

20

avoids the situation where items might be

temperature and locally by thermostatic

1

included in the design regardless of need or

valves. The structural mass is exposed at

2

with insufficient care to the needs of the user.

soffit for heat exchange by radiation with

322

occupants. The façade has high levels of

4

thermal insulation.

5

The first stage of AIDA begins with natural ventilation and perimeter heating which

In the case of MOD Abbey Wood, these

is then incrementally supplemented, to meet the needs of the user. The increments are:

6 7

basic stage facilities are appropriate for lightly

8 9

Basic: Window ventilation Glare control Façade mass S&W

30 1

Perimeter heating

2

Exposted sofitt

3 4

Solar control S, E & W

5 6

Glare control

7 8

Openable window if desired

9 40

Static heating

1 2 3

7.2 ’Basic Stage’ Facilities; perimeter heating

Occupied depth 5 metres

4

Applicable to: Cellular single offices, with negligible equipment – north façade is best

5

611

75

Designing Better Buildings

occupied offices to a maximum depth of 5 m

incorporating heat recovery. The windows have

with negligible heat gains from equipment and

solar shading control by inter-pane blinds.

having a northerly aspect.

Façades having southerly aspects are of high

The ‘first increment’ (Figure 7.3) of increased facilities has the basic stage facilities

mass masonry construction, and are also of high thermal insulation. These first increment stage facilities

augmented with a simple displacement ventilation system by mechanical plant

are appropriate for normally occupied offices

First increment:

Displacement ventilation External (or interpane) full solar control Glare control Perimeter heating Exposed sofitt

Façade mass S&W

Used a

Solar control S, E & W Openable window if desired

i r e x tract

Static heating Displacement outdoor air supply

Applicable to: Single or multiple workspaces, of normal population, with little equipment in use

7.3 ’First Increment Stage’ facilities: displacement ventilation

Second increment: Displacement ventilation

Summertime cooling/dehumidifying External (or interpane) full solar control Glare control Perimeter heating Exposed sofitt

Façade mass S&W

Used a

Solar control S, E & W Openable window if desired

i r e x tract

Static heating

Displacement outdoor air supply cooled/dehumidified to 19°C 10g/kg

Applicable to: Single or multiple workspaces, of heavier population, with light equipment in use

76

7.4 ’Second Increment Stage’ facilities: summertime cooling/ dehumidification

Terry Wyatt

with some equipment heat gains on all

panels applied to the lighting/acoustic units of

111

elevation aspects. The ‘second increment’ of

previous stages.

2

These final increment stage facilities are

increased facilities has the basic stage

3

facilities augmented with the simple

appropriate for those areas of the building

4

displacement ventilation system by

having a commensurate need arising from

5

mechanical plant incorporating heat recovery

equipment loads and a demand for closer

6

of the first increment (Figure 7.4). The

control of thermal conditions.

7 8

Why are the various increments so

ventilation system is additionally equipped with mechanical cooling to maintain the system

important in terms of performance of people? A

9

supply air temperature to 19°C and

dynamic thermal analysis of a model of the

10

dehumidified to 10 g/kg in peak summer when

building was prepared in order to determine the

1

the outdoor air exceeds those conditions.

amounts of time during working hours that

2

Windows, solar control and façades are as the

indoor temperatures exceeding a series of

3

first increment stage. These second increment

degrees would occur (Figure 7.6). The original

4

stage facilities are appropriate for heavier

building model, comprising the basic stage

5

population and higher equipment loads on all

facilities, was shown to result in indoor tempera-

6

elevation aspects.

tures that would exceed 24–26°C for most of the

7

time between April and November. For some 50

8

facilities has the basic stage facilities,

per cent of the period May to October, the

9

augmented with the simple displacement

indoor temperature would exceed 27.5°C. When

20

ventilation system equipped with mechanical

indoor temperatures exceed 26°C, everyone

1

cooling and dehumidification (Figure 7.5).

complains and performance drops markedly.

2

The ‘final increment’ of increased

322

Windows, solar control and façades are as the

The building model was then given

first increment stage. In addition there is active

additional facilities incrementally until the indoor

4

static cooling consisting of chilled beams at

temperatures were reduced to less than 10 per

5

sun-side perimeters and suspended chilled

cent above 27.5°C to occur from July to

6 7

Façade mass S&W

Third increment: Displacement ventilation Summertime dehumidification

8

Active static cooling

30

External (or interpane) full solar control Glare control Perimeter heating Exposed sofitt

1

9

2 3 4

Used a

Solar control S, E & W

5 i r e x tract

6

Static cooling

7 8

Openable window if desired

9 Static heating

40 1 2

Displacement outdoor air supply cooled/dehumidified to 19°0C 10 g/kg 7.5 ’Final Increment Stage’ Facilities: active static cooling

3 4

Applicable to: All workspaces which have a commensurate requirement

5

611

77

Designing Better Buildings

September, and less than 25 per cent above

£50 per working hour at an ideal working

24–26°C during the April to October period.

temperature – was compared to the capital cost of each incremental facility. Using the dynamic

This ‘2.5 per cent climate’, a description used by DEGW in their original design briefing

thermal analysis of the building model, the

report for the project, means that indoor

negative impact of indoor temperatures upon

temperatures should only be beyond generally

this production rate could be calculated. The

acceptable conditions for no more than 2.5 per

value was computed by reference to the length

cent of the working year. (Roughly 2.5 per cent

of time that the various temperatures would

of 2000 equals 50 hours a year.)

prevail and then amortised across the population of 5,000 workers in the buildings. By this means,

Research shows that worker performance is affected by the temperature at

installation of just the basic stage facilities was

the workplace. Figure 7.7 is a graph of the

estimated to cost £1.6m with an associated cost

relationship between workplace temperature

of lost production calculated at £4.5m per year. The capital cost of the first increment

and worker performance, based on original

stage – providing simple displacement

findings by Wyon (1996).

ventilation – was estimated at £2.6m. The cost

A computed cost of production lost – calculated by giving worker performance a

of lost production was now calculated to be

monetary value based upon a production rate of

£2.8m per year. Thus the value of installing this

MOD Abbey Wood Original workplace

Improved workplace

100 90

Percentage of work time month

80 70 60 50 40 30 20 10

Temp > 26.0 deg. C

Temp > 25.0 deg. C

Frequency of indoor air temperatures

78

DEC

OCT

Temp > 24.0 deg. C

NOV

SEPT

AUG

JUL

JUN

MAY

APR

MAR

FEB

JAN

DEC

NOV

OCT

AUG

Temp > 27.5 deg. C

SEPT

JUL

JUN

MAY

APR

MAR

FEB

JAN

0

7.6 Predicted indoor temperatures

Terry Wyatt

particular increment was a reduced cost of lost

value of this increment to be a reduction in the

111

production of £1.7m per year (that is, £4.5m

cost of lost production of £1.1m per year

2

minus £2.8m).

(£1.2m minus £0.1m).

3 4

Since the budgets for the development

Even after the addition of this facility, the model showed that there were still too many

were capped and the value of this increment

5

places where the indoor climate was too hot

was significantly less than previous

6

and humid. The capital cost of the second

improvements compared to its cost, the static

7

increment stage – providing summertime

cooling increment was restricted to specific

8

cooling and dehumidification of displacement

areas having special need arising from abnormal

9

ventilation supply air – was estimated at £1m.

equipment loads or close temperature control

10

The cost of lost production was computed at

requirements. This turned out to be less than 8

1

£1.2m per year. The value of this increment

per cent of the whole development.

2 3

Turning now to ventilation; the amount

was a further reduction in the cost of lost production of £1.6m per year (that is, £2.8m

of outdoor air to be provided by the

4

minus £1.2m).

displacement ventilation facility was determined

5

by reference to the achievement of a healthy

6

extremely good value for money, yielding

high quality of indoor air throughout the

7

significant benefits for an investment of £1m of

buildings. The influence of infection risk was

8

cooling. As a result, it was decided to install

one of the most important factors taken into

9

this facility in the majority of the building. The

account. A development of the Wells-Riley

20

capital cost of the final increment stage –

equation was used which led to the provision

1

providing active static cooling – was estimated

of 15–20 litres a second of outdoor air for each

2

at £3.8m. The cost of lost production following

occupant. That amount was deemed to be

322

the provision of this facility was computed at

sufficient to halve the normal infection rate,

4

less than £100,000 per year. This showed the

which would very significantly cut production

5

This particular increment represented

6 7 MOD Abbey Wood

8

100

0

9

In the pink 95

2.5

90

5

85

7.5

30

80

10

75

12.5

70

15

65

17.5

60

20

55

22.5

Cost of lost production £/Hr per worker @ £50/hr production rate

Worker efficiency % performance

1 2 3 4 5 6 7 8 9 40 1 2 7.7 Relationship between productivity and indoor temperature

50

3 4

25 15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

5

30

Indoor temperature

611

79

Designing Better Buildings

losses due to absenteeism from respiratory

justification for the selection of MOD Abbey

infection. Actual monetary value was not

Wood for the award ‘Green Building of the Year’.

assessed as the Wells-Riley equation has yet to be validated. An important feature to consider when

Bristol and West headquarters

looking at the performance of buildings is travel to work emissions. Travel to work emissions

The case of Bristol and West headquarters

are a significant proportion of total UK

shows care over managing a business and

emissions and cutting them is of equal

demonstrates how to use performance

importance, especially as present trends show

indicators as part of an overall investment

them to be increasing.

study. The brief was:

Consideration of the potential energy use and thereby emissions performance of the

To examine the workplace occupation cost

Abbey Wood project was not restricted to just

savings that could accrue by moving from a

running the buildings. The travel to work

number of existing buildings of variable

emissions were also assessed and provisions

specification and in various locations to

made for encouraging cycling and the use of

one, purpose-designed building

public transport. Facilities were provided such

incorporating the latest design concepts

as cycle paths with associated secure cycle

and technologies.

parks, lockers and showers. Bus services were introduced and a direct covered way was built

The factors considered in the study show that

to a new railway station, developed from an

the combined cost savings which could accrue

existing halt. In the event, what was once an

amount to some £6.5m per year.

out-of-town development now has a new town

The factors were:

emerging around it as many other large businesses have located nearby.

–

Fragmentation

–

Temperature

life and personal productivity. On average, we

–

Air quality

spend between 8 and 10 per cent of our lives

–

Churn

on getting to work, making it a doubly

–

Energy

important concern of a building’s performance

–

Maintenance.

Travel to work also impacts on quality of

in meeting its users’ needs. In 1998, the journal HAC asked: ‘How can MOD Abbey Wood be “Green Building of the Year” when half the

Fragmentation

occupants drive to it?’ Studies prompted by this question are shown in Table 7.1. These figures give further

Staff were dispersed in several buildings which were more than thirty years old. Locations,

Table 7.1 Carbon dioxide emissions arising from occupant travel to work Occupant travel to work carbon dioxide emissions

CO2/m2 per year

MOD Abbey Wood

100 kg

Hoare Lea London office (surprisingly)

119kg

BRE ‘New Office of the Future’ Watford

145kg

Hoare Lea Aztec west office

150kg

80

Terry Wyatt

shapes, sizes and systems of the buildings all

causes, could not be expected to better that of

111

resulted in inefficiencies, duplication waste and

other organisations. Various Government

2

discomfort. Similar studies by other companies

agencies and the World Health Organisation

3

such as BA were examined. The conclusion

have investigated this problem and

4

was that improvements to productivity from

subsequently quantified its likely extent.

5

Referencing published data from studies

6

the equivalent of £5,000 per person per year. In

by BT, National Panasonic and others, a cost of

7

the case of Bristol and West, 850 staff were

£8.33 per square metre a year was adjudged to

8

involved which, on that basis, would amount to

be the minimum cost to an organisation of

9

an annual cost saving of £4.25m.

avoidable absenteeism due to respiratory

10

problems. When this calculation was applied to

1

the 12,000 m2 involved in the Bristol and West

2

project, it amounted to an annual cost of

3

£100,000. This, however, is a very conservative

4

A survey of existing premises identified that

estimate. It represents only seven days

5

Bristol and West buildings, occupied by some

absence for respiratory reasons of 15 per cent

6

620 of the firm’s staff, were not able to cope

of the staff during a year. The true figure would

7

with the equipment heat outputs of today’s

be several times larger even though not all of it

8

workplaces. They showed poor thermal

can be saved in a new building, however good

9

performance, with inadequate solar shading and

its indoor air quality. Staff can aquire infection

20

insufficient means of ventilation to help cool or

elsewhere, for example. Investigations into

1

give good indoor air quality. The strong

indoor air quality, and its relationship to

2

correlation between indoor climate and

discomfort and disease, are current topics

322

productivity of staff in the workplace showed

worldwide. As a result, studies should soon

4

that the 620 staff in buildings that were not

yield better data on this issue.

5

centralising staff and facilities could amount to

Temperature

designed to cope with the occupancy and equipment they now housed, could not be

6 7

Churn

expected to be performing at their best over a significant fraction of the year.

8 Previous similar studies notably by BT, National

9

Panasonic, Microsoft and Alliance & Leicester,

30

premises, and the results applied in dynamic

have shown that churn (the movement and

1

models of the buildings to assess the annual

relocation of workplaces in a building) is

2

effect on performance of the occupying staff.

achievable trade free at a cost no more than

3

They showed that over-warm conditions

£300 per person. In the type of inflexible

4

prevailed for some 25 per cent of the work

building currently occupied by many Bristol and

5

time and the minimum cost of lost production

West staff, the cost is some £3,000 per person.

6

would amount to £1,000 per person per year.

Many physical items and systems are involved

7

For the 620 staff involved, this made the annual

in churn over and above the positions of the

8

cost £620,000.

people involved. These include, for example,

9

carpet and flooring, ceilings, partitioning,

40

switches, control sensors, electrical power,

1

lighting and ventilation. The churn rate for

2

Bristol and West is conservatively estimated at

3

The correlation between a ‘sick building’ and its

60 per cent with 700 staff involved in regular

4

indoor air quality showed that the absence and

churn. The annual cost saving in an adaptable

5

loss of performance of staff, from respiratory

building would be £1.134m.

611

Measurements were taken in the

Air quality

81

Designing Better Buildings

‘auto rest’ switching alone saved 100 watts per

Energy use

unit. The further annual energy cost saving on Examination of the bills for the existing

these items amounted to £80,000.

buildings showed them to be inefficient energy users, averaging £15 per square metre for HVAC systems. Designs for a new building

Maintenance of systems

were modelled, and two alternative systems of indoor climate control were incorporated for

HVAC maintenance in the existing buildings

consideration. The first was a traditional fan-coil

cost £15/m2 a year and costs for lighting and

unit (FCU) system with perimeter heating. The

electrics were estimated at £3/m2 a year.

alternative proposed was a displacement

Quotations were obtained from maintenance

ventilation system with static cooling and

contractors for provision of a detailed

heating (DVSCH).

maintenance service in the new building design.

Computer runs of the dynamic models

The quotations showed that maintenance of the

of the two systems showed that an FCU

HVAC systems in a new building would cost

system would have an annual energy cost of £7

£9.5/m2 for the FCU systems and £2.75/m2 for

per square metre. The comparable cost for a

DVSCH. Thus, annual cost savings on HVAC

DVSCH would be £5 per square metre. Applied

systems in a new building would amount to

to a new 12,000 m building, the

£66,000 for an FCU system and £156,000 for

commensurate annual cost savings over the

DVSCH. Similarly, maintenance quotations for

existing buildings systems would be £96,000

the proposed lighting/electrics installation

for the FCU and £120,000 for the DVSCH.

showed an annual cost saving of £20,000.

2

Further cost savings on electricity use were identified for the lighting system and new desktop PCs. Cost savings of 50 per cent were

Summary

achieved by using a 16 watts/m2 lighting system and intelligent luminaires. The

When all the performance indicated cost

installation of PCs with LCD flat screens and

savings for a new building were brought together, they amounted to some £6.5m a year (Table 7.2). It is surely appropriate when studying performances to reflect that £6.5m equates to £8,000 per employee and represents 40 per cent of the average payroll costs. It is

Table 7.2 Summary of benefits at Bristol and West headquarters

7.8 Bristol and West Headquarters (architect: Chapman Taylor)

82

Factors considered

£

Fragmentation avoidance

4,250,000

Temperature regulation

620,000

Indoor air quality

100,000

Churn

1,134,000

Energy use*

220,000

Systems maintenance

176,000

Terry Wyatt

also appropriate to compare this management

basis of ‘business emissions’. Of concern to

111

decision – to go ahead with a new building in

everyone today and thereby of great importance

2

order to save the equivalent of 40 per cent of

to building owners – and so a significant

3

the payroll costs – with today’s all too common

message to designers and the construction

4

decision simply to dismiss staff.

industry – is the Eco-Factor performance of a

5

building. A primary element of that factor is the

6

decisions were made including locating the new

climate change emissions implications of the

7

building in the centre of Bristol, close to the

building in operation. These can be quantified in

8

railway station. This results in reduced travel to

terms of the building’s progress towards

9

work emissions, improved quality of life and an

achieving a ‘climate or carbon neutral’ status

10

enhanced corporate image. Workplace buildings

which requires at least a 60 per cent cut from

1

are a vital tool of commerce and industry and

today’s emissions.

2

In addition, further quality management

their performance is crucial to business success.

BP Sunbury

3

In the case of BP Sunbury, the new buildings can be compared with those they are

4

replacing in terms of their climate or carbon

5 6

neutral performance. The existing buildings produce 150kg CO2/m2 pa. However, according

The BP Sunbury buildings demonstrate how a

to BREEAM, the new buildings produce 65kg

building’s performance can be assessed on the

CO2/m2 pa. Hoare Lea’s own assessment

7 8 9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 7.9 BP Sunbury (architect: Broadway Malyan)

4 5

611

83

Designing Better Buildings

from computer modelling suggest this figure 2

bring a better than 5 per cent productivity

will probably be closer to 75kg CO2/m pa. The

increase which would equate to cutting CO2

CO2 emissions reduction is 75kg CO2/m2 pa

emissions by some 14,000 tonnes per year for

or 50 per cent.

the site – an 80 per cent cut from previous

But can a comparison based on square metres ever be a true measure of business

emissions. BP are committed to cut emissions by

emissions? It is surely more appropriate to

40 per cent for every business unit, worldwide,

consider the people producing for the business

by 2010. The businesses based at Sunbury are

and the amount of emissions each individual

cutting 14 kT CO2 per year (or 80 per cent of

generates in making that amount of production?

their existing emissions). Since BP operates an

Looking again at BP Sunbury, the buildings

internal emissions trading system which is

being replaced housed 2,200 people in

currently costed at $20/tonne CO2 , each

2

60,000 m , so the emission per person was

business unit at Sunbury, after delivering their

some 4 tonnes carbon dioxide per year. The

required 40 per cent emissions cut, has

new buildings will house 4,000 people in

residual savings of 7kT CO2 per year to trade.

60,000 m2, which means the emission per

On the internal Carbon Offset Trading Market,

person will be 1 tonne of carbon dioxide per

this is worth $140,000 per year plus the value

year. Thus, moving to the new buildings will

of the energy saving which amounts to

cut CO2 emissions by 3 tonnes per person per

$2,600,000 (@ $185 per tonne). The business

year. This is equal to a 75 per cent cut – rather

unit is therefore saving $2,740,000 per year or

than the 50 per cent cut based solely on

around £1,850,000.

square metres. Further progress towards carbon neutral

BP Sunbury is an ongoing development, which enables progressive, and incremental,

status at BP Sunbury is shown by other

improvements to be implemented with each

features. A BP-sponsored bus route with a

new building. Operational trials are also carried

service from the local rail station has led to a

out on preceding buildings to ensure they

5 per cent cut in travel to work emissions.

perform as was expected and to test further

The introduction of a nine-day fortnight has

possible improvements. BP Sunbury is

led to a 10 per cent cut, and the introduction

undoubtedly a growing success story in terms

of BP Hives (Highly Interactive Visual

of business emissions and building

Environment Suites) video conferencing units

performance: productivity is up by more than

are saving 125 air miles per person per year.

5 per cent; carbon dioxide emissions have

In total, the carbon dioxide emissions cut for

been cut by 80 per cent; and energy costs are

site-based business equals 3.3 tonnes per

down by more than $2.74m per year.

person per year which, when multiplied by the 4,000 head count, equates to 13,200 tonnes per year.

Conclusion

But is head count an appropriate measure of business performance? Surely

The important question raised by these three

productivity is a more important factor? The

case studies is, why are there no Key

new Sunbury buildings give greater than

Performance Indicators related to building

16 l/s of outdoor air per person and up to

performance? Being in a position to give

70W/m2 of incidental cooling. It provides a

customers information about how the building

top quality indoor climate. This will certainly

designed for them will perform is long overdue.

84

Terry Wyatt

If procedures such as those described in this

111

References

2

chapter were employed as standard practice, surely it would go some way to enabling the construction industry to deliver the performance improvements that are called for and so evidently needed?

CABE and DTLR (2001) By Design – better places to live, London: Thomas Telford, Construction Task Force (1998) Rethinking Construction: the report of the Construction Task Force, London: DETR. Wyon, D. (1996) ‘Indoor environmental effects on productivity’, Proceedings of IAQ ‘96, Baltimore, MD.

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322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

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Chapter 8

Design quality in new schools Richard Feilden

Entering a well-designed and well-run primary

lives of about 20 per cent of the population,

school is one of life’s more pleasurable

they are workplaces for over 500,000 people

experiences. The buildings and their design

and they are visited regularly by many more.

form a backdrop inhabited by pupils and staff to

The school is the place where children spend

provide a child-centred environment which

most of their waking hours apart from home,

ensures a sense of security whatever

and it is the most significant contact that they

uncertainties may exist in lives beyond. If the

will have in their lives with provisions made by

primary school is a child’s first step into a wider

the state. Relatively few, however, have any

society, the move to secondary school will be

real architectural merit.

no less significant in his or her life. Inevitably

Designing schools is not easy. Budgets

there will be a different scale and a very

are almost invariably constrained and an

different environment, going from the security

apparently simple set of user requirements can

of the class-based junior school into a larger

pose difficult issues for designers, particularly

world where corridors and toilets can become

as educational requirements become more

threatening places. In both environments the

sophisticated. Discussion about the design of

architecture of the school can be shown to be

schools is currently much needed in Britain,

highly significant, but a variety of factors have

because the country is now in the early stages

conspired so that many of our schools fall short

of a great schools building campaign that will

of the standards that we might reasonably

see the reconstruction of a significant

expect.

proportion of our school stock. Recently the

In Britain there are currently about

discussion about this reconstruction has tended

24,000 schools in the state sector and

to focus on the means of procurement for new

approximately 2,000 more in the private sector.

projects, which is frequently the controversial

These are buildings of huge significance in the

Private Finance Initiative (PFI). In the very

86

Richard Feilden

complex process issues that PFI raises it is

Professor Brian Edwards is investigating the

111

easy for the value of design quality to be

performance of ‘green’ schools compared with

2

sidelined by commercial and legal

similar schools that do not have these features.

3

considerations, and there is a growing

Early results imply positive correlation between

4

determination that this should not be allowed to

green features and pupil performance,

5

happen. Debate about the importance of design

particularly at the primary level, although

6

is gathering momentum. Schools for the Future,

caution is essential in interpreting the data

7

published by the Department for Education and

since it is difficult to ensure comparability

8

Skills as Building Bulletin 95 (DfES, 2002) is

among the schools being investigated for

9

essential reading.

factors such as pupil intake and staff capability.

10

Both this research and that undertaken by Price

1

redress the balance by exploring why well-

Waterhouse Coopers (2001) on behalf of the

2

designed schools matter and how they may be

DfES show improved staff morale and retention

3

achieved. It explores the history of design

in better facilities.

4

This chapter is a further attempt to

ambitions for schools, and current views on

5

The research is ammunition for those

ways in which the school estate can be

arguing for expenditure on improving facilities.

6

improved as it is progressively rebuilt.

But it does not in itself provide evidence that

7

well-designed new buildings provide better

8

academic results than poorly designed new

9

buildings. The best school designs should offer

20

genuine value for money, whether this be

1

The value of well-designed schools

through improved functionality, improved

2

Before embarking on the main discussion, it is

performance of pupils or other issues such as

322

worth commenting on the significance of school

improved recruitment and retention of staff. As

4

design as an area for serious architecture. From

new schools come on stream it should be

5

the sheer numbers of people who are affected

possible to test their performance and explore

6

by school buildings, their importance will be

the value for money issue further, but this will

7

clear. Establishing a quantifiable comparison

take some time. Considerable investment is

8

between a well designed and a poorly designed

currently being made in the development of a

9

school is, however, difficult – buildings have

system of Design Quality Indicators, described

30

been described as a ‘scientific nightmare’ and

in Chapters 15–17, which are intended to

1

many different factors can distort the picture

ensure design quality remains a focus

2

and need to be adjusted to obtain meaningful

throughout the design process. In the

3

correlations.

meantime we should not ignore common sense

4

or a very simple measure proposed by the

5

undertaken, mostly in the USA, but increasingly

former Director of Estates from Sunderland

6

in Britain, with their findings being collated by

University when he said: ‘a well-designed

7

the Commission for Architecture and the Built

building exceeds expectations, a poorly

8

Environment (CABE, 2002). Positive correlations

designed one falls short of them’.

9

Gradually, research studies are being

are claimed between the attributes of the

40

It is also possible to argue that the

building and pupils’ examination results, and

quality of accommodation that we provide for

1

between quality of daylighting and progress in

different activities indicates how much we

2

reading and maths; improvements of between

value those activities. Looking at many British

3

20 and 26 per cent going from the worst daylit

schools now one might confidently argue that

4

school to the best are reported (Heschong

we value our shopping and leisure activities

5

Mahone Group, 1999). In Britain a team led by

more highly than our children’s education. While

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Designing Better Buildings

many universities achieve standards of quality

believed that ‘education was inseparable from

that match or exceed their surrounding areas,

the environment’ and it is no surprise to find

this is often not the case with schools or

that his authority was one of the great

colleges of further education. One objective of

commissioners during his period of tenure.

the school building programme that is now

From an earlier period we still have a

under way should be to reverse this position.

legacy of Victorian school buildings arising from

The role of careful and skilful design in ensuring

the realisation that widely distributed education

not only fitness for purpose, but also civic

was a requirement for a modern and

quality and lifting of the spirits, will continue to

technological society. These buildings were

be debated. But even if there may be some

based very largely around the classroom

additional short-term cost associated with good

designed for ‘chalk and talk’ and teaching areas

design, this will pale into complete

accounted for a high proportion of floor space.

insignificance over the lifetime of a school and

The fact that some of these buildings are still in

thus the value of quality will be clear.

use after more than a hundred years suggests both that the class-based model is still at the heart of our schools, and that they were

A brief history of school design and its legacy

durably built. They are also of interest environmentally since they were constructed at a time when natural light was virtually essential

Progressive architecture and progressive

for operation, as was natural ventilation. Primary

thinking in educational terms are frequently

schools were typically lofty single-storied

found hand in hand. John Newsom, Chief

structures with tall windows so that light

Education Officer of Hertfordshire in the 1950s,

reached deep into the space.

8.1 Bathampton School

88

Richard Feilden

ceiling heights. In the 1930s Henry Morris,

111

significant number of ‘triple decker’ secondary

Chief Education Officer of Cambridge County

2

schools where a different arrangement was

Council, commissioned the pioneering Village

3

required. These buildings had classrooms with a

Colleges which were an early manifestation of

4

typical ceiling height approaching four metres

the recurring idea of community schools

5

and central corridors were lit by borrowed light

intended to ‘touch every side of the life of the

6

from the classroom, usually with opening lights

inhabitants’. The last of these colleges

7

to permit cross-ventilation.

(1938–1940) was designed by Maxwell Fry, the

8

In urban areas it is still possible to find a

early British modernist. Complete with flat roof

9

has meant that they are quite often more

and generous glazing offering quite new

10

robust than modern alternatives. However, their

architectural messages, this was education as a

1

basic configuration and the lack of flexibility that

progressive and inclusive activity, a fundamental

2

goes with load bearing construction and ageing

element of life in the community.

3

The quality of specification of finishes

services are beginning to render them redundant. In particular modern teaching

was opened every day – a truly extraordinary

5

requires more space in the classroom. This

achievement in logistical terms although it is

6

point is illustrated by current moves to revise

not one that we have always blessed, since the

7

Building Bulletin 82, which is the benchmark of

output left much to be desired in architectural

8

space standards.

and performance terms. This was the era of

9

system building, of CLASP, MACE and SCOLA,

20

1910 to 1950 is fragmented. Many school

economical solutions that were backed by an

1

designs still followed the principles established

architectural philosophy that revelled in the

2

by the Victorians, albeit with increasing diversity

freedom offered by flat roofs and prefabrication

322

of materials and the quality of construction

from a ‘kit of parts’. In practice these buildings

4

falling short of earlier standards. Approaches to

were widely disliked from quite early on and

5

environmental issues also changed, with more

with age they have become even less

6

reliance on artificial light and lower floor to

appreciated, as their constructional and

7

The legacy of school building from about

8.2 (below left) Haverstock School 8.3 (below right) Haverstock School interior

4

Between 1950 and 1970 a new school

8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

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Designing Better Buildings

environmental failures have become apparent.

Hampshire County Council under their County

This period has left a legacy with relatively few

Architect Colin Stansfield Smith. This

bright spots. Peter and Alison Smithsons’

programme has stimulated the whole debate

‘brutalist’ Hunstanton School was a one-off

about public buildings, and it is valuable to

design with individual character, but the

describe some of the trends that emerged and

majority of schools were the results of a

remain the starting point for any designer

production line of dubious quality.

approaching the design of new primary schools

The great wave of building up to 1975

in particular. They are fully reported in Richard

was followed by a very different period when

Weston’s splendid book Schools of Thought

limited school building was undertaken. The

(1991) which celebrates Stansfield Smith’s RIBA

bulge in population passed through the system

Gold Medal.

and, with ever-tightening constraints on public

These schools, designed from 1974, can

spending, Britain hit an unsustainable low in its

be seen as a reaction to the system building

approach to the educational estate. There was,

that provided ‘universal’ school building

however, one bright spot which deserves a

solutions that might be structurally and

special mention, and this was Hampshire

economically logical but did not provide

County Council.

individual responses to sites or users. Underlying the approach to the later Hampshire schools was the belief that carefully designed,

The Hampshire schools

lovingly developed individual solutions elevate the activities housed – bringing delight and

No history of school design would be complete

enhancing the activities that are

without a description of the work undertaken by

accommodated. It is a hypothesis that has fired

90

8.4 Burnham Copse Infants School

Richard Feilden

generations of architects to greater endeavours,

given their own outside space immediately

and the struggle between this view and a more

adjacent and with their own outside doors. Up

utilitarian view has characterised much of the

half a level the class bases are found – an

debate about school design.

arrangement that would be unacceptable with

In the Hampshire primary schools two

contemporary standards of design for the

main trends developed and both were

disabled. The form of this school is rather

developed exquisitely. There is a third trend

deterministic and will create inevitable

which is also worthy of mention. The first trend

restrictions on the ways that the space can be

has been characterised by Richard Weston as

used, but the richness of the architecture is

the big roof, and although there are many

expected to compensate for these restrictions.

variants it perhaps reaches its climax at

A second trend reached its finest

Burnham Copse infants school where the

realisation at Queens Inclosure First School.

building form is akin to a giant wigwam with

This much celebrated design is a long and low

classrooms spiralling to the south of a top-lit

elegant ‘shed’ that is sited parallel to a wooded

central hall. The building plays with levels, the

edge which is the last remnant of the Forest of

classrooms being half a level above the hall and

Bere. Where the big roof buildings are often

8.5 Burnham Copse Infants – plan

8.6 Burnham Copse Infants – section

91

Designing Better Buildings

designed to give identity to nondescript sites,

and Woodlea. In these buildings architectural

Queens Inclosure is designed to provide a

formality gives way to a more organic feel, with

modern but subservient counterpoint to its

individual classrooms expressed in a complex

forest backdrop. There is also a different

form relating to the slopes in the landscape and

approach to internal planning where an

linked by stairs and ramps. Here the classroom

extraordinarily open feeling is developed with

becomes the focus again, but connects to both

class spaces flowing out into circulation; and

enclosed class bases and shared resource bases

‘pods’ that contain specialist activities also

that flow out into the landscape. These are

opening into the central circulation spine that

perhaps the most popular of all the Hampshire

separates teaching areas from other activities.

primaries, a very acceptable face of modern

This school caused some trepidation for

architecture and an environment in which

teachers and parents before it was constructed,

anyone would be happy to work and study.

but in practice it is reported to have worked

It is interesting to note that the

extraordinarily well — allowing great flexibility

Hampshire schools were largely developed with

of teaching which fitted well with teaching

only limited input from the end-users and that

patterns, at least of the time when it was built.

this is an approach that is much less likely now.

The head has been quoted as saying ‘this is the

Perhaps because of this they were not

best primary school in Britain. When I walk in

universally popular with end-users, although

every morning my heart lifts because of the

they have had a very good architectural press.

way it works for children.’

It is nonetheless a pity that the County did not

The third trend to emerge in the thinking

have the opportunity to develop the typology of

at Hampshire was of a more articulate

secondary schools in a similar way, since the

architecture, almost Scandinavian in feel and

current wave of school building would have

responding to wooded sites at both Whitehill

benefited from a similar exploration.

92

8.7 Queens Inclosure First School

Richard Feilden

by folding the green roof. The school has been

111

well received, but is now due for a doubling of

2

size that was always anticipated but proves

3

The tradition of lovingly designed child-

problematic with a form that appears complete

4

orientated primary schools has been developed

in itself.

5

Some more recent primary schools

in a number of recent projects, and it is

6

interesting to note that virtually all the trail-

the Rhondda Valley in South Wales is a

7

blazing projects had rather higher levels of

beautifully crafted project that lies within the

8

funding than one would expect under normal

organic tradition developed by Hampshire

9

regimes which have led to rather more

Architects. It was also designed by the local

10

pedestrian results. Three schools are worth a

authority architects, in this case Rhonda Taff

1

brief mention.

Cynon. All the classrooms are expressed

2

externally and face east over a spectacular view

3

school at Great Notley in Essex was the result

with entrances shared between two classrooms

4

of an architectural competition which was won

so that children can be delivered to their own

5

by Allford Hall Monaghan Morris. A primary

room. Light is admitted to the backs of the

objective of the competition was to explore the

classrooms by a combination of roof and

issue of sustainability and the response is an

borrowed lights, and a sense of transparency

unusually shaped building that is essentially

pervades the building. A two-storey shared

triangular in plan. The low perimeter was a part

space runs the length of the building and

of the strategy to reduce both energy losses

connects the area of classrooms to the

and construction costs, and good natural light is

unusually generous community facilities that are

achieved through a series of rooflights achieved

on an upper level.

The new single form entry primary

8.8 Great Notley Primary School (architect AHMM)

The new primary school at Perthcelyn in

6 7 8 9 20 1 2

322 4 5

Designing Better Buildings

8.9 Perthcelyn Primary School (architect: Rhonda Taff Cynon)

8.10 Perthcelyn – interior of the double height void

94

Richard Feilden

Schools (1997) and the designers, Edward

111

the Millennium School which forms part of the

Cullinan Architects, acknowledge that full

2

development of the Greenwich peninsula. This

compliance was extremely challenging and

3

school seriously addresses both the

probably could never have been achieved

4

environmental agenda and wider use by the

without enhancement of the budget.

5

A sense of transparency is also found in

6

local community. A strong environmental

7

agenda is commonly found in schools, in part because of the perceived advantages of daylighting as described above. But the

Developments in secondary school design

8 9 10

Millennium School goes further than most, in 8.11 Greenwich Millennium School (architect: Edward Cullinan Architects)

particular by creating great circular shafts that

Whereas primary school design has become a

1

allow light and ventilation through to the backs

well-developed area of design discussion, there

2

of ground floor classrooms. This building was

has been a less strong tradition of achieving

3

designed to comply with DfEE Building Bulletin

design quality in secondary schools. Partly this

4

87 Guidance for Environmental Standards in

will be because of the difficulties of scale

5

which become self-evident in buildings that are

6

frequently 10,000 square metres or more.

7

However, the secondary school designer also

8

has to deal with other issues, including

9

providing a diversity of different types of space

20

that somehow need to be united. A sports hall

1

that may be 9 metres high including structure is

2

quite different from the scale of the teaching

322

spaces that, in a modern school, form over half

4

of the overall accommodation. Yet the two are

5

frequently combined in the same building.

6

Circulation poses particular issues, and there

7

will also be issues of community access which

8

are an increasingly important part of the brief.

9

The Schools for the Future (DfES, 2002)

30

publication defines three different typologies for

1

secondary schools. These are:

2 3

•

•

•

Street plan – typically a main internal street

4

which forms a focus for school activities

5

and the main circulation with secondary

6

circulation leading off into departments and

7

other areas.

8

Campus plan – where the school is planned

9

as a series of distinct blocks grouped

40

together in a ‘village’, with much of the

1

circulation external.

2

Linked pavilions – created from similar

3

blocks, some containing classrooms, some

4

other facilities, often around a central

5

atrium.

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Designing Better Buildings

This typology is far from describing all types of secondary school, but it would be true to say that the street plan has been a particularly popular form in recent years when most circulation has been brought into buildings. My own practice was responsible for the last of the City Technology Colleges, John Cabot CTC in Bristol which opened in 1993, and this remains a good example of the street pattern. The key objectives defined for that project were: • •

To provide clarity of circulation of layout. To allow internal flexibility and the ability to extend.

•

To produce a building with design quality within a budget.

•

To minimise running costs through appropriate low energy design and specification of low maintenance materials.

In addition to these objectives the College was designed to provide good community use, and a state-of-the-art ICT installation. The building itself was intended to provide a learning resource with explicit structure and services. The plant room was visible from the main

has, however, been favourably reviewed, and

street, and a series of displays provided

the Probe studies (Post Occupancy Review of

information on the building’s performance.

Building Engineering) showed that productivity

One of the most noticeable aspects of the building design is the way that natural light pervades the majority of spaces, including the

was thought to have been significantly enhanced as a result of the building’s design. A good example of the campus plan is

main hall and sports hall, which are sometimes

the Haute Valley School in Jersey, designed by

designed virtually as ‘black boxes’. The building

plb architecture. In this scheme different

has the rather unusual feature of retractable

identities are given to activities through the use

external blinds to reduce both heat gain and

of both building form and materials. This is one

glare. These are part of a wider set of

way of breaking up the scale of larger schools,

environmental design features. It is an

as well as creating circulation that avoids

unfortunate fact that many schools with a

corridors, which can be a problem area in many

strong set of environmental ambitions prove

schools.

less than satisfactory in operation, owing to

Another secondary school designed by

poor operation and limited understanding of the

my practice, Haverstock School in Camden, is

way that the building was designed to work.

rather more difficult to categorise neatly. As an

John Cabot shares this problem. The building

urban school on an extremely tight site, the

96

8.12 John Cabot City Technology College – the street (architect: Feilden Clegg Bradley)

Richard Feilden

111 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 7 8 8.13 Haute Valley School, Jersey (architect: plc architecture)

form is to a significant extent generated by the

Finance Initiative. This is a new method of

9

restricted site and issues arising from phasing

procurement, fundamentally different from the

30

around the existing buildings, which have to be

traditional route where the architect was usually

1

retained in use during the redevelopment. As

given a pivotal position in the development of

2

with John Cabot CTC, this project has been

the project. As the government’s preferred

3

designed for very good environmental

method of procurement, which seems likely to

4

performance with shading to south-facing

be the route through which almost all new

5

windows and light introduced to as many

schools are procured, the implications for

6

spaces as possible. A particular feature of the

design quality need to be explored.

7 8

design is a very strong public presence onto

9

one of the main thoroughfares in Camden. The school has all the main community facilities

Design quality and the PFI

40 1

immediately adjacent to the main entrance and the rest of the school can be isolated so that

The Private Finance Initiative is the method of

2

security is maintained during out-of-hours use.

procurement that is expected to deliver the

3

large number of new or substantially

4

construction via traditional funding but now

refurbished schools that we now believe we

5

seems likely to be procured through the Private

need. Already 650 schools are in the pipeline in

611

This project was originally designed for

97

Designing Better Buildings

England and it is possible that the programme

upper levels. A recent survey for CABE found

will be substantially extended. It is perhaps

that:

surprising that a method of procurement should be included in a discussion of design quality,

•

Efficient and functional schools with

but it marks a fundamental change in

architectural merit can be achieved given

relationships between designers, contractors

the right partnership ingredients. However,

and clients. Initial indications suggest that some

many examples of poor design and inferior

of the design qualities that could be achieved

detailing will live on as a legacy of PFI.

through a central role for architects may be

•

provider into a pivotal role.

•

Many challenges were experienced in the PFI process.

CABE has been addressing the problems that can arise and has produced guidance

Head teachers and staff were generally satisfied with new schools.

sidelined in the PFI, which puts the services

•

Internal environment in terms of natural

intended to ensure that design quality is

light, solar gain and ventilation is

properly acknowledged and valued within the

inadequately addressed. None of the

PFI process (CABE and OGC, 2002). In order to

schools visited were totally successful in

illustrate realistic targets for new schools, ten

this area.

key principles of good school design have been identified. These are shown in Figure 8.14. To experienced school designers this list

To date, only a relatively limited number of new PFI schools have been completed. But there

will look fairly straightforward. But measuring

are around another 600 in the pipeline in

the early PFI schools against these criteria

England with many more in Wales and

presents some cause for concern. Features that

Scotland. As a new procurement route teething

might have been taken almost for granted in

problems might be expected, and the early

traditionally procured schools have now

schools have proved extremely challenging for

completely disappeared in some of the PFI

those involved. Unfortunately the legal and

schools. As an example, standards of natural

financial challenges have tended to be the

light almost invariably fall well short of

issues that have received attention, and design

recommendations in Building Bulletin 87 and

quality has been largely sidelined. With

very few new secondary schools take

increasing standardisation and growing

advantage of the potential for roof-lighting on

familiarity with the procurement route, design

1 2 3 4 5 6 7 8 9 10

98

Good clear organisation, an easily legible plan, full accessibility. Spaces that are well proportioned, efficient, and fit for purpose. Circulation that is well organised, and sufficiently generous. Good environmental conditions throughout, including appropriate levels of natural light and ventilation. Environmentally-friendly materials. Attractiveness in design, comparable to that found in other quality public buildings, to inspire pupils, staff and parents. Good use of the site, public presence as a civic building wherever possible to engender local pride. Attractive external spaces offering appropriate security and a variety of different settings. A layout that encourages broad community access and use out of hours. Robust non-institutional materials that will look good and weather and wear well. Scope for change in both the physical and ICT environment, possibility of extension where appropriate.

8.14 Ten key principles for good school design

Richard Feilden

quality can be expected to come to the fore as

111

References

one of the key selection criteria. Proponents of the PFI claim that the integration of design and construction with the responsibility to maintain buildings for a twentyfive-year period will lead to significantly better results than the previous procurement routes. Whether this is true or not will depend on a variety of factors. First, there is the question of whether the PFI will come to be seen as a ‘design friendly’ process which encourages service providers to employ the best architectural practices and, in turn, is attractive to those practices. A second, and perhaps equally important, issue will be whether sufficient funds are made available to build to a quality which offers genuine value for money. This means something more than compliance with minimum area standards. It requires the creation of schools of which users and communities can genuinely be proud. Only then will the school occupy its rightful place at the heart of the community, and as a key staging post on our children’s route into a civilised society.

2 CABE (2002) The Value of Good Design: how buildings and spaces create economic and social value, London: CABE. CABE and OGC (2002) Improving Standards of Design in the Procurement of Public Buildings, London: CABE and OGC. DfEE (1994) (Department for Education and Employment) Passive Solar Schools – a design guide, Building Bulletin 79, London: DfEE. DfEE (1997) (Department for Education and Employment) Guidelines for Environmental Design in Schools (Revision of Design Note 17), Building Bulletin 87, London: DfEE. DfES (2002) (Department for Education and Skills BDH Schools Building and Design Unit). Schools for the Future – Designs for Learning Communities, Building Bulletin 95, London: DfES. Heschong Mahone Group (1999) Daylighting in Schools: an investigation into the relationship between daylighting and human performance, report on behalf of the California Board for Energy Efficiency, Fair Oaks, CA: Pacific Gas and Electric Company. Organisation for Co-operation and Economic Development (1996) Schools for Today and Tomorrow, Paris: OECD. Price Waterhouse Coopers (2001) Building Performance: an empirical assessment of the relationship between schools, capital investment and pupil performance, Research Report 242, London: Department for Education and Employment. Weston, Richard (1991) Schools of Thought – Hampshire Architecture 1974–1991, Winchester: Hampshire County Council.

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Chapter 9

Assessing benefits in the health sector Bryan Lawson

The vast majority of architects would probably

include major public sector services such as

feel in no doubt that good design and a well-

hospitals and schools. The work reported here

cared for environment add value. Unfortunately

has been done on hospitals with the support of

demonstrating this unequivocally and empirically

NHS Estates and with the collaboration of two

is not so easy. There are two major and many

NHS trusts (Lawson and Phiri, 2000).

minor problems with conducting such research.

We were able to identify two pairs of

First we need some measures of the success

hospital wards where construction was

of the way the environment works. We need to

planned. The first pair is in general physical

know how effectively the environment supports

medicine at Poole General Hospital and the

the functions and activities housed in it.

second in mental health at South Downs in

Second, such investigations inevitably have to

Brighton. The first pair involved the

be conducted in the field and the extent to

refurbishment of existing 1960s’ general wards.

which we can control all the other variables is

In the original ward there were six four-bed

therefore extremely limited.

bays and six one-bed bays. There were

Whilst we cannot solve all these

lavatories at each end of the ward. In the

methodological problems, and no research of

refurbished unit there are sixteen single

this kind is ever likely to be entirely satisfactory,

bedrooms and three four-bed bays. The new

we believe we have carried out work reported

bedrooms have a clean simple interior using

here that comes as close as it is likely to get. To

natural timber and have ensuite bathrooms.

solve the first problem we have been

The second pair involved the

concentrating on evaluating building types or

replacement of two 15-bed wards in the

housing activities that have a measurable output

Freshfield Mental Health Unit of Brighton

and are already monitored for other reasons.

General Hospital, which were housed in

Obvious examples of such buildings would

Victorian brick buildings with typically high

100

Bryan Lawson

ceilings, with a new purpose-built mental health

and components of the building, how well they

111

unit. The new Mill View Hospital that replaced

operate, their capital and life cycle costs and so

2

these wards is a thirty-two bed unit with single

on are included here. This project, however,

3

rooms with ensuite facilities.

concentrated almost exclusively on the

4

Performance aspects of the projects. Here we

5

and patterns of patient referral that were in

consider how well the building facilitates the

6

operation in the old buildings were going to be

main purposes and functions to which the

7

used in the new buildings. Inevitably this

client wishes to put it. What is really under

8

cannot have been perfectly identical, but we

consideration here is what the building adds to

9

are as sure as we can be that the types and

the client’s main business. Here in the case of

10

conditions of the patients, and the

a hospital we have considered mainly the

1

circumstances facing them in the new

patients, although we have done some work on

2

buildings, were as similar to those in the old

the staff too. The real question the research

3

buildings as could reasonably be hoped for in

team tried to answer was: ‘Can architecture

4

real practice. Thus the only major differences

contribute to the well-being of the patients,

5

were the environments in which the patients

make their enforced stay in hospital less

6

were housed. Such a research opportunity is

unpleasant and even help them to recover and

7

not easy to come by. We had our work

leave more quickly?’

8

In both cases the same medical teams

9

approved by the ethics committees of the two

20

hospitals and enlisted the cooperation of the medical and clinical staff as well as the

Collecting evidence

1 2

management in each trust. We first held focus groups with a series of

322

sample of patients passing through the older

people involved in the commissioning,

4

wards in each case, followed by a second

management, design and daily use of these

5

sample of patients in the new or refurbished

kinds of buildings. We wanted to know what

6

wards. Sample sizes were approximately 140 in

the client’s expectations were, what the design

7

Poole General Hospital where patients typically

team’s intentions were, and what experienced

8

stayed for nine or ten days, and about 75 in the

users of such buildings thought important.

9

We were able to study a substantial

Brighton Mental Health units where patients

From these focus groups we were able

30

typically stayed rather longer for about 35–40

to establish questionnaires that would be

1

days.

administered to patients at the end of their stay

2

in hospital. These questionnaires asked them a

3

what we are measuring. There are three major

series of questions about their stay and the

4

sets of aspects that can be evaluated in a

building in particular. We asked them for their

5

retrospective examination of an architectural

reactions to the building and to the treatment

6

project. It is useful to think of these as the

they had received and staff who had been

7

‘three Ps’: Process, Product and Performance.

looking after them. We decided in conjunction

8

Process includes all those aspects of a project

with our clinical colleagues that in the case of

9

that are to do with how it came about. It

the mentally ill patients we would administer

40

includes the procurement method,

the questionnaires through their carers. The

1

commissioning and briefing of consultants, the

patients on the general wards completed their

2

design team and their management of the

own questionnaires.

3

It is important to be clear here about

process and so on. The Product group of issues

Patients were in general very happy to

4

covers all aspects of the building as a physical

take part in this study, and remarkably articulate

5

and aesthetic entity. The materials, systems

about their environment. This should not

611

101

Designing Better Buildings

surprise us, of course, as most people are

physical and mental health patients but in each

generally concerned about their surroundings.

case the differences between the old and new

However, one architect experienced in the

buildings. A series of other questions on the

design of healthcare buildings had warned that

overall design and the extent to which the

this would not be so. Patients are far too

facilities met the patients’ needs revealed

focused on their illness, he claimed, to be

similar responses. In all cases there was a

worried about the environment. Whilst of

highly statistically significant difference in favour

course some may be very seriously ill and

of the newer building.

some may be very worried, in reality most

We had a series of questions about

patients have time on their hands. Patients are,

particular spaces rather than the overall design

after all, simply members of society in a

and again the newer buildings were more

particular condition at a particular time. While in

highly praised. The most significant differences

hospital they spend a great deal of time with

were in the patients’ assessment of their own

perhaps rather less purpose than in their normal

private area, whether in a multiple-bed bay or a

lives. This may well make them even more

single room. We will return to this point later.

susceptible to the environment and more

We asked patients much more detailed

sensitive to it. Over a century ago Florence

questions about the physical environmental

Nightingale had noted the importance of their

conditions such as lighting, temperature, air

surroundings to her patients (Nightingale, 1860)

quality and noise. Again in both sets of samples

and work here certainly confirms this. In fact a

the new building tended to fare better than the

patient in hospital may get the personal

old. These differences were less marked than

attention of a doctor for probably only a very

those for the overall design and spatial

few minutes in a day and slightly longer periods

organisation of the wards. Next we asked what

of personal care from nurses and therapists.

levels of control patients had over their

However, they lie in bed, or if they are lucky,

environment, and here we found remarkably

sit, get pushed or walk around in their

disappointing results. Patients generally reported

environment for many hours.

low levels of control over their environment,

In general then we found that patients were able to assess their environment using

whether in the old or new buildings. Next we asked our patients quite

our questionnaire. The patients in the newer

explicitly if they thought the environment had

building expressed more satisfaction with the

helped them to feel better. Both hospitals

appearance, layout and overall design of their

showed a significant increase in the patients’

wards. At Poole hospital 72 per cent of the

assessments of this. We had also asked

patients in the new unit gave the highest rating

patients to assess the quality of their overall

they could for overall appearance, compared

treatment and to rate the staff who had cared

with only 37 per cent of the patients in the old

for them during their stay. In all cases we found

unit. At South Downs these figures were both

an improvement in these ratings in the newer

lower, with 41 per cent giving the highest rating

buildings, although these differences were not

in the new unit compared with only 20 per cent

always statistically significant. There are so

in the old. It may seem odd that the South

many of these figures that even though there is

Downs figures are so low compared with the

a lack of strict statistical significance they seem

Poole figures, but in reality this is not really so.

to paint a remarkably consistent picture. In the

We do largely expect mental health patients to

newer environments patients thought they had

report lower levels of satisfaction due to the

received better treatment and that their

unhappiness of their condition. What matters in

doctors, nurses and therapists were more

this study is not the difference between

helpful and attentive. This is spite of the fact

102

Bryan Lawson

that treatment regimes were the same and in

problem, not just for themselves but also on

111

many cases staff were identical!

behalf of the patients. Again, however, this

2

factor should not be interpreted as a purely

3

aesthetic matter. There was no evidence that in

4

general patients wanted classically beautiful

5

views. If anything, it is views of everyday life

6

Valued features of the healthcare environment

that seem in demand here. Views in which

7

So what were the features of these new

something happens seem desirable, and views

8

hospital wards that have attracted these

that enable conversation between patients of

9

comparatively improved ratings from patients?

the events unfolding; perhaps children leaving

10

We asked our respondents to tell us in their

school.

1

own words what features of their environment

2

The next most frequent aspect of the

were either particularly good or bad. It is worth

environment to be mentioned was that of the

3

remembering here that there are two groups of

bathroom/shower/toilet areas available in

4

factors that we commonly see on work which

hospital. Yet again the same message was

5

might be classified as ‘architectural psychology’.

repeated. Patients commonly raised this in

6

The first and most obvious concerns the direct

connection with the two specific factors of

7

relationship between people and their

privacy and cleanliness. Of course patients

8

environment. Such factors would include the

were concerned about hygiene, or more

9

colours of surfaces or the temperature of

commonly the perceived lack of it when such

20

rooms. However, the second group of factors

places were dirty. Also important seemed to be

1

concerns the way the environment mediates

the symbolic value of a lack of cleanliness.

2

the relationships between people (Lawson,

What this seemed to be signalling to patients

322

2001). Such factors would include matters of

was the lack of care, pride and concern that the

4

privacy or how spaces enable people to

authorities showed for the environment. In turn

5

establish community or maintain ‘personal

of course this sends worrying signals to

6

space’.

patients who find themselves forced to stay in

7

such a place!

8

It is often falsely assumed that the value of good design lies largely in the first category.

9

Next come the two obvious issues of

Whilst this may be true for designers with

appearance and noise. Appearance is inevitably

30

heightened senses of aesthetics, in fact it is

a highly personal matter, but again whatever

1

more often the second which matters more to

people’s taste, they do appreciate an

2

ordinary people. This is no exception! The most

environment that at least appears cared for.

3

commonly raised issue amongst all four of our

Again not all patients want an entirely silent

4

patient samples was that of privacy. That is not

ward. What matters most here seems to be to

5

to say that all our respondents were asking to

have some degree of control. Our respondents

6

be entirely private; they were most definitely

mentioned this about such things as heating,

7

not, as we shall see. However, the way the

the lighting, windows and blinds as well as

8

environment enabled them to be either private

noise. In fact the newer designed wards

9

or not as they wished seems to be of the

continued generally to offer relatively low levels

40

greatest importance.

of patient control of these matters. There is a

1

long way to go it seems in convincing both

2

matter of view. The most common complaint

clients and designers of their relative

3

made to us about any hospital situation by

importance!

4

Following on from privacy came the

patients was the lack of view. Nurses and others working in hospitals also mentioned this

5

With privacy being such an important

611

issue and our newer wards showing higher

103

Designing Better Buildings

levels of provision in single bed

true for patients in single bed rooms. Such

accommodation, we decided to investigate this

patients, however, did not express any higher

matter in much more detail. We had already

levels of appreciation of the appearance of the

found that the levels of satisfaction with

hospital.

treatment were higher for those patients in

The data confirm two interesting

single bed accommodation. At first sight this

conclusions. First, being able to decide what

might suggest that this is therefore generally

levels of privacy and community you want is

more desirable. However, it turns out this fact

extremely important to people. Second, being

was masking something more subtle and

able to control the environment is also very

important. We conducted a pilot study at Poole

high on the agenda. Finally, not only does

hospital to see if single bed accommodation

meeting these needs of people in the design

was more popular. Our data was sufficiently

lead to higher levels of satisfaction, it also

interesting for a full-scale study involving a

transfers significantly to their general feeling

sample of 473 patients.

about their treatment. Whilst it would clearly be

In fact some 54 per cent actually

foolish to advocate neglecting the appearance

expressed a preference for multiple bed space

of the environment, these data unequivocally

accommodation; 43 per cent voted for single

demonstrate that matters of privacy versus

beds and the rest expressed no preference.

community and personal control over the

This majority in favour of multiple

environment are much more fundamental and

accommodation may be slightly misleading. We

of far greater significance.

found that a majority of patients expressed a

All these results show a clear tendency

wish to be in the same kind of accommodation

for the environmental improvements to be

as they were occupying at the time. This may

recognised in themselves but also and

be partly due to patients getting their wish from

importantly to contribute to an overall

the hospital and partly due to them not being

improvement in the sense of well-being of the

able to imagine the alternative. Two common

patients, as indicated by their assessments of

reasons were given for preferring multiple bed

treatment and staff. It does indeed appear to

spaces – the wish for company and others to

indicate some real value attached to good

chat to, and a feeling that they were more likely

design.

to be given attention by nurses and might be forgotten about if isolated in their own room. Some 22 per cent of patients were

Our study also looked at the actual health outcomes of the patients. These data were recorded in the normal way by the clinical

moved during their stay in hospital; often this

staff and extracted for us and associated with

was against their wish and to satisfy the needs

the patient questionnaires. We looked at a

of another patient. Such a move was often

number of measures that might indicate

made during the night in response to some

improvements in health outcomes. The most

emergency.

obvious of these is length of stay. Do patients in

Our data show very clearly that patients

better environments actually get released from

who are in the sort of accommodation they

hospital earlier? There was some very sketchy

prefer and are left there, express significantly

evidence from a couple of earlier studies that

higher levels of satisfaction than others. They

this could indeed be the case. In a frequently

regard their treatment as better, rate the staff

cited study Ulrich has shown that patients with

more highly and consider the overall design of

a view from a window were discharged earlier

the hospital to be superior. They are also more

than those without (Ulrich, 1984).

satisfied with their level of control over the environment, although this is most particularly

104

In fact both our general hospital and mental hospital patients were released

Bryan Lawson

significantly quicker from the new wards than

compared with only 60 per cent in the old

111

the old ones. In the general medical wards at

buildings. Taken together this paints a picture of

2

Poole, patients who did not undergo operations

a far calmer and less hostile environment, with

3

were released on average one-and-a-half days

patients making better progress and being

4

earlier from the new wards. This represents a

released earlier.

5 6

reduction of about 21 per cent in the average

7

stay of just over a week. Patients who underwent operations showed no reductions in

Conclusion

8 9

the length of their stay post-operatively, although there were differences in the pre-

In sum, the evidence suggests not only an

10

operative stage. The reasons for this seemed

improvement in the quality of life for the

1

unrelated to our study and are not reported

patients, but also of course for the staff of the

2

here. In mental health wards, stays in hospital

hospital. However, there is also potentially a

3

are normally longer with an average stay of

significant saving for the NHS. We have not

4

over a month, so the reduction in length of stay

costed this yet, which is in any case a complex

5

of six days seems even more dramatic but

task. In addition to the obvious savings on

6

actually represents a reduction of about 14 per

drugs and bed occupancy it is likely that there

7

cent.

are other results. Reductions in patient

8

treatment times may in due course contribute

9

and there are many other measures that can be

to a reduction in waiting lists which otherwise

20

investigated here. For example on our general

seems to have become an endemic factor in

1

medical wards at Poole there was a dramatic

the NHS. Certainly on the mental health side

2

reduction in the amount of analgesic medication

the improvement in the atmosphere on the

322

taken by the patients on the newer wards.

wards is likely to rub off on the staff, who may

4

Class A controlled pain killing drugs such as

well take less sick leave and show a reduction

5

morphine, oramorph and codeine phosphate are

in turnover and be easier to recruit. Such data

6

generally administered on demand. On the

as we have been able to gather so far on these

7

newer wards the average number of days on

side effects are inconclusive at this stage. Until

8

which such drugs were administered was

a larger study with access to such data can be

9

reduced by 22 per cent and the number of

completed it is difficult to put precise figures on

30

doses applied on these days reduced by 47 per

the value of design in the healthcare

1

cent. However, there was a slight increase in

environment. However, it is worth noting that

2

the amount of Class B drugs taken on the

such environments are extraordinarily costly to

3

newer wards.

run, and it seems highly likely that the savings

4

The evidence is not simple to assess,

over the life cycle of the buildings may be quite

5

health unit, patients were judged by staff as

considerable. We know from our data that the

6

significantly less aggressive, making fewer

patients appreciated the better designed

7

verbal outbursts and showing fewer instances

environments and that their stay in hospital was

8

of threatening behaviour. The number of

as a result more pleasant. In the healthcare

9

instances of patients injuring themselves was

environment good architecture seems to have

40

reduced by two-thirds. Most dramatically the

the double value of making life more pleasant

1

amount of time patients needed to spend in

and treatment cheaper.

2

At Brighton in the new Mill View mental

intensive supervisory care was reduced by 70

3

Finally, it is worth returning to the

per cent from 13.1 days to 3.9 days. Finally,

question of what aspects of the environment

4

staff assessed some 79 per cent of patients as

were most correlated with satisfaction and

5

making good progress with their condition

improved health outcomes. It is interesting in

611

105

Designing Better Buildings

this regard to note that these aspects turn out

Anecdotal experience also suggests that

to be universal rather than specific; that is to

architects tackling such buildings pay great

say, they could be seen to apply to all

attention to the specific issues concerned with

environments rather than being specific to the

the typology. A simple experiential survey of

hospital. They may need different

most purpose-built healthcare environments

interpretations and realisations in buildings as

suggests that such matters as the provision of

varied as schools or law courts, but the lessons

view and enabling patients to control their

do seem to imply widely applicable principles.

environment are frequently neglected.

They concern such general matters as privacy

Regrettably in UK NHS hospitals there is at

and community, view, environmental comfort

present a frequent concern about lack of

and control of the environment. Whilst they

cleanliness. Untidiness seems endemic in such

also inevitably involve the appearance of

places with furniture and fittings procured

buildings, these factors seem very much more

without reference to the visual style of the

a matter of personal preference. However,

buildings, with notices pinned haphazardly on

where the appearance communicates other

walls, and often with later extensions and

more fundamental issues, these factors again

alterations leading to visual chaos.

seemed important and generic. Untidiness and

Even the new buildings we have

a lack of cleanliness, when they occurred,

examined in this study are far from perfect in

seemed important to all our patient samples. It

the eyes of patients in terms of these matters.

seemed from our focus group findings that

The results nevertheless show significant

these are taken by people to indicate a lack of

improvements in the levels of satisfaction and

care, of attention or even of love of the place

health outcomes from better design. Is it

by those responsible for it. The communication

therefore possible, with care, to create even

of such values, or lack of them, is clearly

better value through good design in hospitals?

disturbing and upsetting to patients who find

Is it also possible that many of the lessons

themselves unwillingly although usually

learned in this study could apply to many other

temporarily resident in them. Perhaps patients

types of public buildings and places of work?

are asking themselves ‘If the place is not loved

Clearly our study is limited in its size and scope

and cared for, what about the inhabitants?’

and much more evidence needs to be gathered

The above discussion could have

on the true value of design. At the very least

omitted the word ‘patient’ and the reader

this study suggests that it might be possible to

would have no idea the topic of discussion was

design places that enhance the quality of the

a hospital. The factors that most seem to

lives of their inhabitants whilst simultaneously

influence our patients’ sense of well-being and

enabling them to be more productive. Design

their health outcomes thus have little or nothing

may well be able to offer added value rather

to do with the technicalities of hospital design.

than, as it is so often regarded, being an added

In other words these issues are about good

financial burden.

place-making. Considering that such results are arrived at in such a technically demanding building as a hospital, this suggests some wider lessons could be learned here. It is ironic that so much guidance exists for the design of healthcare buildings. NHS Estates publishes a great deal of material and many researchers have published other notes on the design of hospitals and associated building types.

106

References Lawson, B. (2001) The Language of Space, Oxford: Architectural Press. Lawson, B. and Phiri, M. (2000) ‘Room for improvement’, Health Service Journal, vol. 110, no. 5688, pp. 24–7. Nightingale, F. (1860) Notes on Nursing, London: Harrison and Sons. Ulrich, R. S. (1984). ‘View through a window may influence recovery from surgery’, Science, vol. 224, pp. 420–1.

Chapter 10

111 2 3 4

Making special places for health care

5 6 7 8 9 10 1

Susan Francis

2 3 4 5 6 7 8 9 20 1 2

322 Healthcare buildings, like all buildings, are a

4

Five historical models

5

reflection of the social, political and cultural context in which they are created. As such they

6

The custodial model

7

offer an opportunity to relate ideas about how society defines health (and illness), or concerns

This model is most clearly characterised by the

8

in medical science with contemporary issues in

asylum that provided a safe refuge for inmates

9

architectural design. This chapter investigates

whilst protecting society from undesirable

30

the relationship between health and design by

elements. Derived from prisons in their

1

sketching five models derived from historical

architecture, in particular Jeremy Bentham’s

2

built environments for health care. These are

‘panopticon’,1 the layouts of many asylums

3

identified as ‘custodial’, ‘medical’, ‘caring’,

embodied a model of order through constant

4

‘holistic’ and ‘health promoting’. The relevance

surveillance where centralised observation was

5

of design ideas drawn from these models is

paramount. The design of routes and spatial

6

demonstrated in relation to the design of

adjacencies helped enforce discipline,

7

contemporary buildings for health care.

supported by the separation of warders’ and

8

inmates’ realms, and the dispersion of types of

9

practice are identified – patient-focused care,

inmates, by gender, rank and medical condition.

40

new technologies, therapeutic environments

The location of asylums in self-sufficient estates

1

and sustainability. These suggest a direction for

away from centres of population further

2

future healthcare environments that is devised

reinforced the idea of the asylum as a place of

3

from a care and design vision that respects the

isolation and containment.

4

Four themes that inform current design

lessons of the past whilst enjoying the

5

advantages of current developments.

611

107

Designing Better Buildings

ward sister’s room and a separate domain for

The medical model

each ward and sister. Intended to provide The medical model of the hospital developed

effective supervision of staff and patients, by

during the nineteenth century with the

the end of the nineteenth century the

development of the medical profession and the

‘Nightingale ward’ had become the orthodox

scientific method. Some doctors had already

layout.

become interested in scientific ideas about

Tuberculosis became a major concern of

design and particularly about how the

the inter-war years and sanatoria had been

environment could help to improve patient

developed before the recognition of the cause –

recovery. John Aitken in ‘Thoughts on

the tubercule bacillus – as extensions of nature

Hospitals’,2 (1771) was mostly concerned with

therapy and hygiene. Aalto’s Paimio sanitorium

ventilation in ward areas. Sir John Pringle, a

of 1929–30, widely recognised as a

military doctor, in ‘Observation of Diseases of

masterpiece in Functionalist design, illustrates

the Army in Camp and Garrison’ (1752),

3

one of those rare moments where the

described the effects of different environments

prevailing ideas about health and design of

on patients, noting that soldiers nursed in

buildings come together in remarkable synergy.

draughty barns or tents recovered more quickly

The best cure for TB at the time was thought

than those in conventional hospitals. The

to be exposure to sun, fresh air and greenery.

medical rationale accorded with the generally

In response, patients’ rooms were located in a

held miasmic or zymotic theory that disease

six storey slab block with facing-south terraces

was generated by the concentration of foul air.

on which beds could be wheeled out. Other

So, it was believed, better ventilation would

functions were grouped separately and

prevent its accumulation, thus stopping

expressed as different forms. The overall

outbreaks of hospital infections.

disposition of the elements in turn responded

A similar interpretation was given by

to the topography of the site; a plan which

Florence Nightingale, who in her Notes on

Aalto described as functionally zoned and

Nursing in 1860 wrote:

biodynamically aligned to the compass. For doctors, the development of the

Second only to fresh air . . . I should be

germ theory of disease diverted their attention

inclined to rank light in the importance for

to technical equipment for surgical and

the sick. Direct sunlight, not only daylight,

diagnostic procedures and buildings became of

is necessary for speedy recovery. . . .

secondary interest. For designers the technical

I mention from experience, as quite

and engineering possibilities brought new

perceptible in promoting recovery, the

structures and materials. Research and

being able to see out of a window, instead

guidance programmes addressed key issues of

of looking at a dead wall; the bright colours

process, efficiency, function and size in the

of flowers; the being able to read in bed by

formulation of designs for modern hospitals for

the light of the window close to the

medical care The Nuffield studies of the mid-

bedhead. It is generally said the effect is

1950s5 addressed the key issue ‘What is the

upon the mind. Perhaps so, it is not less

modern hospital?’ The studies set out a

4

upon the body. . . .

methodology for measuring and analysing the medical and nursing tasks for the modern

Nightingale developed guidelines for ward plans

hospital and devised space requirements for

in her ‘Notes on hospitals’, giving the

them. These were developed in a number of

dimensions and layout for a long rectangular

exemplar hospitals. Designs for wards, theatres

ward of thirty beds, single entrance near the

and diagnostic departments were developed to

108

Susan Francis

suit modern requirements. Key issues such as

The nature of maternity care in hospitals

111

flexibility, growth and change were also

has been challenged in the last quarter of the

2

explored. The Nuffield studies influenced a

twentieth century by pressure groups such as

3

whole generation of hospital designs as well as

the Natural Childbirth Trust. They have

4

the government guidance and the ‘Systems and

successfully campaigned against the idea that

5

standards programmes’ that set out

childbirth is an illness, calling for protocols that

6

documentation and standard layouts for the

promote childbirth as a natural process. Some

7

hospital building developments. Hospital design

maternity units have been designed to make

8

of the 1970s and 1980s became predominantly

environments that foster privacy and

9

functional and utilitarian, with a strong

celebration. The design of single rooms to

10

emphasis on designing buildings to be fit for

enable women to stay in one place during

1

purpose, at least in clinical terms.

labour and afterwards is a radical departure

2

from the factory-like processing of the

3

conventional departments with separate wards

4

for antenatal, delivery and post-natal care. Some

5

of these new units are designed with clinical

6

The caring model is one in which medical

equipment concealed in adjacent stores, to be

7

treatment is regarded as secondary to nursing

at hand if needed quickly but not to dominate

8

care. The medieval hospice or infirmary,

an otherwise supportive and non-technical

9

intended more for the cure of souls than of

environment.

20

The caring model

Buildings such as nursing homes for

1

infirm people and pilgrims and was not specially

long-term and continuing care are currently

2

devoted to the sick. Based on an adapted

being developed in the community, especially

322

and enlarged plan of similar quarters in

for older people who are either physically frail

4

monasteries, the medieval infirmaries

or are suffering dementia. These are more like

5

consisted usually of a long rectangular hall,

houses in scale, with small groups of single

6

resembling the nave of a church with an altar

bedrooms arranged around their own living and

7

at one end and sometimes a chapel in the

dining rooms. Local small hospitals for

8

middle or at the side. Treatment was most

convalescence, respite and palliative care can

9

likely to consist of bed rest, warmth,

create a social as well as health resource for a

30

cleanliness and an adequate diet. The chief

local community. Technically less sophisticated,

1

purpose of these institutions was to dispense

the programme has encouraged some new

2

charity. Since spiritual comfort was more

design ideas for stimulating sensual responses

3

important than medical care, priority was given

through tactile and aural as well as visual

4

for patients to see and hear religious

means. Gardens may offer a therapeutic space

5

ceremonies from their beds.

that can be enjoyed from inside the building as

6

well as by venturing outside to wander or sit in

7

relative security.

8

bodies, was mostly set up for indigent, elderly,

Epitomised in the twentieth century by the pioneering work of Dame Cecily Saunders, the hospice movement advocates the need to

9

provide care and comfort for people who are dying. Recognising that the medical culture of

40

The holistic model

1

hospitals is inappropriate for those for whom

2

there is no cure, hospices aim to optimise quality

A more holistic view of medicine is offered by

3

of life for patients and provide care largely

theories that have come to be known as

4

through pain management in special buildings

alternative or complementary medicine, which

5

often located away from the hospital site.

espouse the belief that health and sickness

611

109

Designing Better Buildings

relate to the whole person, and sometimes the

the ‘patient’ emerges from a closed private

whole cosmos.

world to a more open and gregarious and

Sanctuaries, or places where the healing

sociable state as their health improves.

is fostered through the subconscious, are exemplified by ancient Greece shrines. The hall for dreamers where incubations or dream cures

The health promoting model

were conducted were closed on three sides with an opening oriented to the sun allowing patients

Health promotion through educational

to see the temple through a portico from their

programmes became one of the significant

beds. Whatever the patient dreamed that the

developments for primary care in the twentieth

god Asclepius told him to do, was carried out as

century. Two early and innovative schemes in

treatment. They were built on sites with

the UK are the Pioneer Health Centre in

established meanings related to health, renewal

Peckham and Finsbury Health Centre, both of

and continuity of life, where ritual processions

which were built in the 1930s. They were

and sacrifices associated with preserving the

conceived to advance the quality of life for the

health of the city took place. The setting was

residents and were supported by radical doctors

significant for the way that it connected therapy

keen to bring about social improvements.

through renewal and purification in a civic rather than segregated setting. Some offered extensive bathing

The Pioneer Health Centre in Peckham was founded by two medical biologists as a continuous experiment of prevention and

facilities, including mud baths and tubs with

evaluation, in contrast to the prevailing approach

radioactive water from a sacred spring, not

of diagnosis and cure. The centre was organised

dissimilar to the spa resorts that became so

as a social club and whole families were urged

popular in the eighteenth and nineteenth

to join. As well as offering clinical consultations,

centuries. Towns such as Bath provided the

the centre provided sports facilities, a canteen

most fashionable spots, while more

serving organic food and a lounge area for

commercialised resorts developed in Carlsbad

socialising. Records of those using the centre

and Baden-Baden. The architect Peter

provided statistical information and showed that

Zumthor’s recently reconstructed thermal baths

some 90 per cent of users were suffering from

in Vals in Switzerland combines a richly

poor diet and inadequate exercise.

complex set of impressive spaces with highly

The Finsbury Health Centre was

sensual experiences playing with light and

designed by Berthold Lubetkin and his practice,

materiality.6

Tecton, in 1938. The plan consists of a central

The Vidar Kliniken, located in an

block housing those activities that were thought

anthroposophic community in Sweden which is

less likely to change, flanked by two wings.

inspired by the philosophy of Rudolf Steiner,

These each provided clinics and offices of

provides a retreat for people with cancer. The

rectilinear form on the outer walls connected by

clinic consists of single bedrooms, therapy

public corridors designed as lobbies curved in

rooms and meeting rooms arranged around a

plan. This shape reflected the flow and volume

courtyard. The building houses a series of

of traffic as well as giving presence to the

spaces to complement the mood of the patient

public areas. The building was conceived in its

at different stages in their illness: private

structure and services to offer maximum

bedrooms, informal social spaces and open

flexibility and ease of maintenance. Welcomed

public areas. The transition from private to

in the press, it was seen as a prototype that

social to public spaces relates to the states of

departed from the formal and rather pompous

mind which affect the healing process in which

style of contemporary municipal architecture.

110

Susan Francis

busy staff to carry out their work efficiently

111

developments in primary care buildings in the

and effectively. Detailed studies of specific

2

UK where the promotion of health and fitness

services have been documented in guidance

3

and overlaps between health and social care

as a way of sharing best practice designs,

4

are addressed. Many are designed with a

advisory and mandatory regulations. A great

5

sensitivity conscious of scale and are

deal has also been understood about the

6

welcoming and generous to any visitor not

development process from project conception,

7

necessarily ill, but wishing to take responsibility

briefing, scheme development and design

8

for keeping healthy. The integration of health

development through construction to

9

with other community services such as social

completion. Whatever the particular

10

care, education and leisure is likely to lead to

procurement method, the route map or step

1

yet further experiments such as ‘healthy living

by step guide to the development process

2

centres’.

remains principally the same. Guidance that

3

sets out functional requirements and a

4

preferred development process both assist the

5

making of buildings ‘fit for purpose’.

6

Both projects have inspired recent

Historical precedents and modern practice

The caring model introduces the

7

importance of sensual stimulation for a

8

The aim of citing these models is to illustrate a

sympathetic environment and a dignified setting

9

range of ideas and intentions about healthcare

for nursing. It suggests that greater attention

20

and medicine in relation to architectural

can be paid to how the space feels through

1

settings. They describe an intellectual landscape

stimulating the senses using colour, light, smell,

2

from which to trace key ideas and map current

and touch. Attention to such aspects of design

322

concerns. The models are not intended to

can help to make spaces feel special,

4

describe a strict chronology and indeed several

distinctive and particular to their location.

5

The description of states of healing in

6

architectural interpretations of particular models

the holistic model translates into architectural

7

of care and show that by understanding the

spaces for privacy, sociability and urbanity. This

8

intentions behind the spatial configurations it is

can suggest a sophisticated and dynamic

9

possible to reinterpret the plan.

interpretation of the hierarchies of public and

30

may coexist at any time. But they do present

private spaces. Rather than buildings being

1

presented a formal solution to maximise

seen as a collection of different rooms or

2

observation which, by inverting the concept,

services, they may be coded by the degree to

3

can suggest how to achieve legibility and

which they offer space for public or private

4

orientation for visitors, a crucial planning

activities. Entrances may, for instance, be used

5

concept in health buildings. This may be

for formal celebrations such as exhibitions and

6

achieved through an atrium plan that provides a

concerts. Social spaces that are more informal

7

unified circulation space from which the rest of

may create places to pause and reflect for staff

8

the building is visible.

and patients in waiting rooms, cafés and even

9

corridors. Private places are essential for the

40

respect for process and programme. This

many consultations and treatments between

1

model also highlights the hospital or complex

patients and clinical staff. The need for

2

health environment as one that consists of

counselling rooms to talk to bereaved relatives,

3

several discrete parts that have distinct

anxious patients and distressed staff is

4

functions. There is no doubt that health

increasingly being acknowledged in many health

5

buildings need to be fit for purpose, enabling

buildings.

611

The largely discarded custodial model

The medical model embodies essential

111

Designing Better Buildings

Finally the health-promoting model not only offers a proactive concept for health care

journeys resulted in devolving diagnostic and treatment services to wards.

environments but by acknowledging a

This process is now being applied

continuum from illness to wellness privileges

beyond single buildings across the whole health

integration over segregation. Many community

economy. Mapping the process that a patient

buildings are now being developed to embrace

may encounter through the health system is

social as well as health care, legal and financial

helping to inform the reconfiguration of services

advice, educational and leisure facilities. In a

to make more user-friendly and less wasteful

way, they are developing as a new kind of

arrangements. So, patient pathways that cross

community centre – one that includes health

boundaries between general practice and

and social care with a broad range of

hospitals and clinical networks that are

professionals offering advice, consultation and

designed across services in primary, secondary

therapy with spaces for a range of community

and tertiary care, ensure continuity of care as

activities.

patients move back and forth between home, surgery and hospital. Whilst there are national standards and targets for health care services, it

A contemporary model for care and design

is acknowledged that variations will occur from one place to another depending on the needs of the local population and the availability of

Alongside these historical precedents there are

resources. More social models of patient-centred

some significant emergent themes that inform the contemporary design of healthcare

care, such as the Planetree philosophy, propose

buildings. These include the notion of patient-

that patients and their families play a much

focused care, the impact of new technologies,

greater part in care. The idea emanated from

the idea of the therapeutic environment and

America and now has a small following in

sustainable development.

Europe. The philosophy gives greater consideration to empowering patients and their carers to participate in the decisions about their

Patient-focused care

treatment. In design terms this has led to the incorporation of key additions to the

The notion of the patient-focused environment

environment such as information centres, space

emerged in the last decade of the twentieth

for relatives in ward kitchens and special sitting

century. Patient-focused design has become

rooms away from clinical areas. A small number of studies7 have sought

explicit in the review of management systems to re-engineer the organisation of care to better

to ‘ask the patient’ directly what is important to

suit the needs of the patient. For some

them about health care environments. These

projects, this has been interpreted as a way of

qualitative studies carried out the USA and the

achieving management improvements such as

UK have relied on small samples in specific

greater process efficiencies in, say, the

services and this kind of research has yet to be

reduction of steps required to make an X-ray.

verified by more extensive and systematic

For others it has had far-reaching concerns that

studies. However, these initial pilots all suggest

question the conventional hierarchies and status

that the top 10 key issues for patients are:

of patients in relation to health professionals. In some hospital projects, the idea of bringing

•

Privacy

equipment and services to the patient rather

•

Confidentiality

than subjecting them to long and uncomfortable

•

Convenience

112

Susan Francis

•

Good access

advantage of technology and new materials.

111

•

Ambience

Developing more sophisticated spatial types that

2

•

Sense of control

distinguish between those that may be unique

3

•

Comfort

to each site, those that are repeatable and those

4

•

Being connected to staff

that lend themselves to modular construction is

5

•

Being connected to the outside world.

the key to future integration of production

6

quality with customisation and design

7

The interpretation of patient-centred design in

aspirations. This is not about the production of

8

recent buildings has generally resulted in hotel-

standard boxes, but rather the customisation of

9

like accommodation with more comfortable

selected parts of large-scale buildings. It makes

10

decor, upholstered furniture, pastel colour

sense in a sector that is looking to make

1

schemes and mood lighting. Although these

efficiencies through scale and equity across the

2

designs tend to make less austere and clinical

country but has the capacity to develop national

3

environments by focusing on comfort and

standards with local diversity, and a combination

4

control, they do not radically question the

of the best of unique craft with the elegance of

5

principles of a functionalist approach.

repeatable production. It is expected to deliver

6

improvements in the quality of finishes as well

7

as greater predictability in construction time and

8

New technologies

costs.

9

Predicting future trends is not an easy task, and

innovations was hampered by the largely

1

no more so in a sector which is undergoing

conservative and compulsory government-

2

rapid and significant changes. Technological

standardised hospital design during the 1970s

322

advances affect not only medical procedures

and 1980s, but may reap new ideas in this less

4

and equipment, handling of data for tests,

prescriptive design era. The use of technology

5

records and administration, but also engineering

to provide ‘smart and intelligent’ buildings will

6

and construction techniques.

be a key to future developments.

7

Experimentation with new technical

20

8

The information revolution is prompting a

9

paradigm shift in which the notion of the selfsufficient community is becoming outmoded by

Therapeutic environments

30 1

telecommunication networks of connected but not necessarily physically adjacent functions:

Current theories about what constitutes a

2

the ambitious notion of the paperless and

therapeutic environment all place importance on

3

filmless hospital. The centralisation of highly

the feelings and experience of the individual.

4

serviced functions such as laboratories with

They may be broadly classified into three

5

networked distribution of results may enable

groups: the scientific studies test whether

6

more efficient use of highly specialised staff

design can directly affect clinical outcomes;

7

and expensive equipment. Linked workstations

those carried out mainly by psychologists show

8

may speed information exchange between

that building features have observable

9

diagnostic imaging and theatres, wards and

psychological effects on users; and designers

40

accident departments.

and architects explore the notion that design

1

can improve healing with an implicit blurring of

2

healthcare estate relates to the integration of

boundaries between therapeutic issues and

3

design with construction. This means thinking

aesthetics.

4

Another key issue for modernising the

about how to develop off-site fabrication to deliver improvements in quality whilst taking

The scientific studies explore variables such as view, light, sound, aroma, temperature

113

5

611

Designing Better Buildings

and noise, suggesting environmental

recycling of materials over sixty years, and the

improvements that would, for example, speed

rate of emissions, particularly carbon dioxide,

recovery and reduce dependence on

into the atmosphere.

medication. The psychological studies give important clues about privacy, control and the potential to reduce stress largely through the

Conclusion

arrangement of the interior decor and furniture. The designers are concerned with making

The UK has just embarked on one of the most

spaces that uplift the mind and spirits and

significant hospital building programmes yet. A

focus on, for example, light, views and

broad-based development plan including

ambience.

specialist hospitals, community hospitals and

The studies are important for the way

health/social centres will be needed to fully

in which they highlight issues to be addressed

realise the vision of a modernised health care

in healthcare design. But none provides a

service set out in the NHS Plan.8

really adequate design theory for the future:

The development of Design Quality

each of the three types of study, physiological,

Indicators (DQIs) has involved a rigorous

psychological and design theory, is unable to

reappraisal of the key factors of what

deal with variables outside their own discipline

constitutes a quality environment. Their purpose

and therefore does not describe satisfactorily

is to clarify the factors by which a scheme can

the complexity of the issue of what

be assessed for quality of design. The

constitutes a healing environment. We may

alignment of frameworks by Medical

appreciate that a room with a view is more

Architecture Research Unit (MARU),9 NHS

therapeutic than one without, but how will

Estates10 and the Construction Industry

we assess whether the room’s aesthetic

Council’s DQIs (see Chapters 14–16)

qualities also contribute to its therapeutic

demonstrate consensus about the need to

efficacy? Or the arrangement of seats may

meet criteria relating to functional, technical

offer a place for social interaction, but so

performance as well as impact. With toolkits

might the shape of the room.

and pilot projects underway, it now remains to be seen how robust these frameworks are in supporting and reinvigorating an essential

Sustainability

dialogue between informed clients and expert design teams.

As sustainability becomes a key policy factor,

Urban design raises issues of location

so health buildings will be required to

and master planning for all health buildings.

demonstrate sustainable design in social,

Whilst sustainability, regeneration and inclusion

economic and environmental terms. Already

will inform the selection of sites for improved

key generic performance indicators are being

transportation, employment, amenity,

developed and a rating system for healthcare

environmental conservation etc., there will be

buildings called NEAT has been devised.

additional requirements for making urban

Evidence of the impact on the local

designs. The debate between campus and

community, whole-life costing and the fulfilling

centre city sites, of large-scale centralised

of an environmentally green agenda will be

hospitals rather than devolved networks, have

sought. This will require a fundamental shift in

yet to be fully articulated in terms of urban and

thinking in which design will have to make

building design for healthcare. The master

explicit such considerations as the revenue

planning of vast areas of city development will

consequences of capital considerations, the

be a reality for some hospitals and the need for

114

Susan Francis

health planners and designers to respond will

techniques whilst retaining their unique

111

sense of belonging to a specific locality.

2

Creates buildings that stimulate, surprise

3

buildings can contribute to the civic realm, but

and delight as well as deliver efficient and

4

little understanding as yet of the idea of

effective spaces: it is about making social

5

redefining spaces within buildings in terms

places to celebrate and communicate as

6

other than those dominated by functional

well as private spaces that foster dignity

7

concerns. Hospitals, for example, are invariably

and quiet; buildings that make connections

8

thought of as a collection of departments with

between inside and outside through views

9

corridors to link them. Planning priorities for

and landscapes; environments that innovate

10

efficient delivery of services have determined

and integrate art, design and architecture.

1

be on a scale as yet uncharted. There is broad acceptance that health

•

spatial adjacencies and traffic flows. The

2

consideration of space in terms of a hierarchy

It is about making places special and making

3

of public, social and private, a common theme

special places.

4

in other sectors, has yet to emerge for health.

5

Recognising the functional differences and endeavouring to create contrasting but pertinent

6

Notes

7

spaces, this strategy would give more emphasis to the character and ambience of the

8 1

spaces over their functions. It would encourage the design of space to incorporate and focus on

2

drawing together architecture with art and design in all its aspects – such as product,

3

graphic and landscape. There is no doubt that healthcare design is undergoing a significant shift in emphasis: one that is placing greater attention on how

4 5

places feel as well as how they work. It is a rich mixture of ideas and intentions that is leading to a design approach for health which:

6 7

•

Embraces sophisticated technology to make therapeutic environments for care: being both high tech and humane.

•

Integrates health into a broader social and

8 9

physical context: making civic buildings that combine health and social care. It is about creating buildings that take advantage of modern materials and production

10

Thompson J. D. and Goldin G. (1975) The Hospital: a social and architectural history, New Haven and London: Yale University Press. Cited in Christine Stevenson (2000) Medicine and Magnificence: British hospitals and asylum architecture 1660-1815, London: Yale University Press. Forty, A. (1980) The Modern Hospital in England and France: social and medical uses of architecture, in A. King (ed.) Buildings and Society, London: Routledge and Kegan Paul. Nightingale, F. (1860) reprinted 1996. Notes on Nursing, London: Bailliere Tindall. Nuffield Provincial Hospitals Trust (1955) Studies in the Function and Design of Hospitals, London: Oxford University Press. Ryan, R. (1997) ‘Primal Therapy’, Architectural Review, August, vol. CC11, no. 1206. These include studies undertaken by the Picker Institute for The Centre for Healthcare Design USA , unpublished study by Cancerlink for NHS Estates and a study in progress by MARU for Macmillan Cancer Relief. NHS (2000) The NHS Plan, London: Department of Health. MARU (2001) Building a 2020 Vision: future healthcare environments, Nuffield Trust and RIBA Future Studies. London: The Stationery Office. Department of Health (2001) Achieving Excellence Design Evaluation Toolkit, London: Department of Health.

9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

115

Chapter 11

Adding value through better urban design Matthew Carmona

In this chapter the notion that better urban

objective of research commissioned from the

design adds value is explored. In a

Bartlett School of Planning, UCL, by the

contemporary development climate, commercial

Commission for Architecture and the Built

pressures often seem to militate against long-

Environment (CABE) and the Department for

term investment in design quality. The problem

the Environment, Transport and the Regions

has been compounded in the past by a public

(DETR).1

sector that has not always placed design quality

The chapter first outlines the research

firmly on its agenda. The result has contributed

method and goes on to present the key

to a marginalisation of design, and even to a

research findings and recommendations. A

widespread perception that better design

more detailed discussion of the evidence

generates costs whilst benefits are often

gathered can be found in the published

intangible and can be discounted.

research report The Value of Urban Design

This seems to be particularly the case

(Carmona et al., 2001).

with urban design, with its tendency to fall through the gaps left between individual professional responsibilities. Nevertheless, by

The research objectives

offering concrete evidence that better urban design delivers better value (social and

The research sought to address four related

environmental, but particularly economic)

questions:

practice may be changed. In particular, by placing better urban design on the positive side

1

Does better urban design add value?

of the balance sheet, a sea change in private as

2

How does it do this?

well as public sector investment decisions may

3

Who benefits?

be secured. Exploring this relationship was the

4

How can greater value be released?

116

Matthew Carmona

To answer the questions, a three-stage

In Stage Two a case study approach was

programme was adopted. In Stage One, a

chosen as the only feasible means to gather

2

review of literature and international research

the complex qualitative and quantitative data

3

was undertaken. The aim was to deliver:

required, particularly given the potential

4

commercial sensitivity of some of the data

5

sought. Selection of case studies therefore

6

formed an important part of the research, and

7

available resources enabled the selection of six.

8

•

A ‘working conceptualisation’ of urban design

•

An ‘appraisal tool’ as a means to objectively assess urban design quality

•

The identification and listing of ‘aspects of

To draw meaningful conclusions from a

10

approach proposed to reduce – as far as

1

possible – extraneous influences on value by

2

comparing like developments in key respects

3

except for their urban design. Limiting the case

4

A key outcome of Stage One was a ‘value

studies to speculative commercial workplace

5

statement’. This combined on the vertical axis a

developments provided the first means to

6

ready-made working conceptualisation of urban

reduce such influences. By pairing

7

design – the seven ‘urban design objectives’

developments, extraneous influences could be

8

from the DETR and CABE (2000) guide By

further reduced.

9

design •

A review of ‘stakeholder motivations’ in the development process.

20

Thus three pairs of case studies were

Design – with, on the horizontal axis, a holistic notion of value as ‘sustainable value’, as

undertaken, with constituent developments

1

opposed to ‘exchange value’ (the classic

from each pair broadly reflecting the same

2

economic view). Sustainable value explicitly

geographic and market context. Pairs were also

322

recognises social and environmental, as well as

chosen to exhibit a variety of practice in urban

4

economic benefits (see Figure 11.1).

design, thus enabling a comparison in each of

5

the three locations of the impact of successful

6

and less successful design approaches. The

7

approach effectively discounted (within the

8

pairs) factors that could otherwise unduly

9

influence the results: development use; location

30

Sustainable values A. Economic viability

B. Social benefit

C. Environmental support

(broadly defined); market context; occupier type

1

1 Character

and developer type (speculative).

2

2 Continuity and enclosure

not easy, as suitable pairs proved difficult to

4

identify. Consequently, the relative quality of

5

practice was not always clear-cut and market

6

contexts varied more than anticipated.

7

Nevertheless, three pairs of case studies were

8

sought with the following characteristics:

9

In reality, the choice of case studies was

Urban design objectives

9

small number of case studies, the adopted

value’ as they accrue for better urban

11.1 Value statement

111

3 Quality of the public realm

4 Ease of movement

40

5. Legibility

• 6. Adaptability

• 7. Diversity

3

•

Predominantly office developments, but

1

including other uses

2

Development containing significant areas of

3

public/semi-public open space

4

Developments in broadly similar locations

5

built at roughly the same time

611

117

Designing Better Buildings

•

Interviews, wherever possible, sought

Developments outside the unique market context found in London (to ensure any

quantitative data to back up the qualitative

findings had wider application).

responses of interviewees, and followed structured proformas based on an analytical

Each case study was initially visited by the

framework (see Table 11.1). The framework

research team and an on-site analysis

was derived from the theoretical listing of

undertaken using a simple urban design

aspects of value derived during Stage One

appraisal tool based on the seven urban design

and structured to reflect the vertical axis of

objectives along the horizontal axis of the ‘value

the ‘value statement’ – economic, social and

statement’ (see Figure 11.2). Interviews were

environmental value. In addition, the

then arranged and conducted with

proformas were suitably tailored to each

representatives of the investor, developer and

stakeholder group on the basis of the review

designer organisations responsible for the

of stakeholder motivations. Interviewees

development; the key planning officer(s)

(with the exception of the everyday users)

responsible for the area and development; an

were also given the opportunity to complete

economic development officer (where one

an urban design appraisal of their own to

existed); at least two occupier organisations in

compare with that of the research team. The

each development; and a range of everyday

study pairs chosen were from the East

users of the public/semi-public spaces (a

Midlands, the West Midlands, and from the

minimum of 10 interviews per case study).

North West.

Case study Objectives 1 Character

Assessor: Performance criteria

Occupation: Strengths

Weaknesses

Evaluation

A distinct sense of place responding to local context

0 1 2 3 4 5

2 Continuity and enclosure

Clearly defined, coherent, well enclosed public space

0 1 2 3 4 5

3 Quality of the public realm

Safe, attractive and functional public space

4 Ease of movement

An accessible, well connected, pedestrianfriendly environment

0 1 2 3 4 5

5 Legibility

A readily understandable, easily navigable environment

0 1 2 3 4 5

Flexible and adaptable public and private environments

0 1 2 3 4 5

A varied environment offering a range of uses and experiences

0 1 2 3 4 5

6 Adaptability

7 Diversity

Summary:

Note: 0 = not at all successful; 5 = very successful

118

0 1 2 3 4 5

Total rating 11.2 Urban Design Appraisal Tool

Matthew Carmona

A brief outline of the case study pairs is included in Figures 11.3, 11.4 and 11.5. Stage Three of the research involved the synthesis

3 By responding to a clear occupier demand

111

that also helps to attract investment. 4 By helping to deliver more lettable area on

2

of the data by the research team in order to

sites, primarily through making higher

3

reach conclusions about where, how and to

density building politically and contextually

4

whom value is added. Based on the evidence

more acceptable.

5

gathered, the research questions were tentatively answered.

Does better urban design add value? The findings suggested that the answer to the first research question was a simple ‘yes’. Better urban design does add value, and in three distinct ways: by increasing the economic viability of development, by delivering enhanced social benefits, and by encouraging development that is more environmentally supportive. In coming to this conclusion, it became apparent that the notion that better design adds value is now broadly shared across all key stakeholder groups. Furthermore, this was the clear conclusion from the review of previous research, including empirical studies in the UK, the US and Australia (Department of National Heritage et al., 1996; Vandell and Lane, 1989; Property Council of Australia, 1999; Eppli and Tu, 1999) and also from the empirical case study research.

How does better urban design add value? Based on the research evidence, in economic terms, better urban design seems to add value in ten key ways: 1 In high returns on investments, including good rental returns and enhanced capital values. 2 By differentiating development products (buildings and new environments) and raising their prestige.

5 In reducing management, maintenance,

6

energy and security costs (the latter

7

through better natural surveillance and

8

better-used public spaces).

9 10

6 In more productive and contented workforces, who are more loyal and less

1

often ill.

2 3

7 In supporting the ‘life-giving’ mixed use elements in developments.

4

8 By opening up new investment

5

opportunities, markets and areas, and –

6

where available – attracting grant monies.

7

9 In creating an economic regeneration and

8

place-marketing dividend that poor quality

9

urban design is unable to match.

20

10 By delivering viable planning gain and

1

reducing the burden on the public purse in

2

otherwise putting urban design mistakes

322

right.

4 5

In social and environmental terms better urban

6

design seems to add value in ten further ways:

7 8 9

1 By ensuring that the social benefits of regeneration processes spread further

30

beyond the immediate vicinity, into

1

neighbouring areas and populations.

2

2 By avoiding the exacerbation of urban

3

malaise potentially caused by poor quality

4

urban design, in particular the undermining

5

of local town centres.

6

3 In creating well-connected, inclusive and

7

accessible new places to be enjoyed

8

by society as a whole and by their

9

occupiers.

40

4 By delivering mixed environments with a

1

broad range of facilities and amenities

2

available to all.

3 4

5 By delivering development inherently

5

sensitive to its context.

611 119

viability

• Comparison of rental values,

developments with average

• Take-up rates • Investment availability

in better

urban design

could be compared within cases or on a broader basis if

• Accessibility • Productivity of occupier • Health and satisfaction

urban design

• Duration of planning

design • Prestige and reputation

approval process

• Production costs • Infrastructure costs

Production of

better urban

• Corporate imaging

of workforce

costs, productivity, etc., which

• Energy consumption

of better

development on their standing in the marketplace

similar types of property

planning process

infrastructure costs and the

authority officials on

• Interview questions to local

and the impact of the

of cases and with average for

process, infrastructure costs,

production costs, the planning

developers addressing

• Interview questions to

their corporate performance

influence of urban design on

development and the

running costs of the

occupiers addressing the

• Interview questions to

development

performance of the

views on the economic

occupiers, addressing their

developers, investors and

• Interview questions to

Qualitative assessment

developments, within sample

negotiation for the selected

duration of planning

and infrastructure costs and

• Comparison of production

information is available

consumption, management

developments on energy

• If available, data for individual

• Management costs • Security expenditure

Operational

performance

for similar types of property

and take-up rates of selected

of investment • Vacancy rates

capital values, vacancy rates

• Rental values

Economic

performance

Economic

Quantitative assessment

• Capital values

Possible indicators

Analytical framework to assess and measure the value of better urban design

Dimensions of value

Table 11.1

process from local authorities

• Average duration of planning

industry publications

costs from construction

• Average figures for production

problems in finding comparators

developments, but there are

be possible for individual

• Quantitative information might

from local property firms

and take-up rates possibly

• Average figures for vacancy

(IPD) or local property firms

Investment Property Databank

capital values from the

• Average figures for rents and

Comments

support

Environmental

Social benefit

• Place-marketing

• Local property values

design

of better urban

• Greenery/ecology

• Traffic generation

• Accessibility

• Energy consumption

• Facilities and amenities

• Safety

• Connectivity

• Inconclusiveness

• Place vitality

• Identity/civic pride

viability impact • Area revitalisation

regeneration/

Area

or on a broader basis

comparison between cases

commuting times etc., for

transport, traffic generation,

consumption, modes of

developments on energy

• If available, data for individual

for locality (vitality)

retail, compared to average

for mixed use cases with

• If available, data on footfall

the average in the locality

developments compared to

values around the selected

• Evolution of land and property

development

environmental impacts of the

community addressing the

officials and sample of local

occupiers, local authority

• Interview questions to

vitality and inclusiveness

issues of place-identity,

research institutions

available from specialised

by type of development are

transport for users/occupier)

traffic generation, modes of

consumption (and possibly)

• Average figures for energy

difficulties with comparators

vitality might be possible for individual developments, but

authority officials and sample

• Quantitative information on

local estate agents

values in surrounding area from

• Average figures for property

of local community sddressing

• Interview questions to local

economy

development on the local

partnerships on impact of

economic development

authority officials and local

• Interview questions to local

111

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

20

1

2

322

4

5

6

7

8

9

30

1

2

3

4

5

6

7

8

9

40

1

2

3

4

5

611

Designing Better Buildings

Context Nottingham is a strong regional service and business centre for the East Midlands region. Castle Wharf sits between the city core and the station. Standard Court lies to the west of the centre just north of Nottingham Castle. The case study developments sit within a city that has for some time been concerned to offer a high quality retail centre, and which in recent years has extended that concern to other areas of the city outside the retail core. An increasingly active urban design team now exists within the Planning Department, and a range of initiatives have been directed towards producing more coherent advice on design quality. A number of high profile developments have also raised the profile of design.

Castle Wharf

Standard Court

Background: A mixed-use scheme comprising offices, leisure and retail space adjacent to the Beeston Canal. The site incorporates land that was originally owned by the local authority, by private owners and by British Waterways.2 In the mid-1980s a masterplan was prepared for the site as part of a plan by the local authority to unlock development potential in canalside locations. This was later followed by a design brief. Included in the negotiation for planning permission was the construction of a new bridge over the canal, improving the links between the site and the town centre and to adjacent development. The development was completed in 1999 and was quickly sold to investors, having since won a number of local awards.

Background: Standard Court is a mixed-use development comprising office spaces, residential units and three retail/restaurant units. The trigger for the development was the closure of the hospital that occupied the site. Nottingham Health Authority – the original owners – did not by themselves have the resources to demolish a 1960s tower block on the site and redevelop it, and under the advice of the design team, put forward a proposal for a PFI-style3 operation which would attract resources from the private sector. The scheme, which started on site in 1996, was by 2001 still not completed, awaiting further residential development.

Urban design: Castle Wharf received a research team rating of 29 (amongst the highest of the case studies). Based on the edge of the city centre, the scheme helps to move the centre of gravity of Nottingham towards the south, opening up a range of other sites along Nottingham’s south side. The scheme builds on the industrial canal heritage of the area to create a distinct sense of place. In a highly constrained site the development starts to make connections to the surrounding areas. The key public spaces are well articulated, animated by the range of uses, and are highly legible.

Urban design: Despite facing many of the same challenges as Castle Wharf in a similar edge-of-centre location, Standard Court has been less successful in revitalising its immediate environment. The new environment it tries to create, including a significant new public space (arena), remains largely unused and desolate. The impression is of a disconnected place, that does not invite users in to the development, and which offers users little once they are there. The research team’s urban design assessment of 14 reflected these problems.

Viability: Castle Wharf represents a development in which some of the major occupiers were partners in the project with the developers and are now freehold owners. Other occupiers came in later and are now renting from the same investor. The costs of design work and especially of infrastructure and building were high – more because of the local authority's conservation requirements than because of urban design demands. The location, in particular, is now very popular, resulting in rising asset values for the owner-occupying firms. For the tenant firms this popularity is reflected in rents that are among the highest in Nottingham. The initial developers, however, seem to have missed out on the enhanced financial gains from their scheme, having sold their partial interest at a price which gave them only about half the normal return they would have expected for such a project.

Viability: As the development is not on a busy route, its retail and catering premises could only flourish if they became destinations in themselves, which has not happened. Other new developments in the area are now largely rejecting the commercial model in favour of residential development. In the tenanted part of the scheme, rents have been below the best Nottingham levels and the investors consider the project to have been satisfactory but not excellent. The PFI arrangement has nevertheless delivered the investor an assured short – and long-term – return. Unfortunately, the development has proved less than easy to manage, in part because of the break up of the original estate – post completion – but also because of the maintenance problems associated with the under-utilised arena.

122

11.3 East Midlands (Nottingham)

Matthew Carmona

11.4 West Midlands (Birmingham/ Dudley)

111

Context The West Midlands has experienced rapid loss of established industrial activity in recent decades. In response, Birmingham City Centre has instigated a range of major transformations designed to raise its profile and attractiveness. The Birmingham case study focused on part of the central transformation, while the Dudley study examined a business park on a former steel-works site in the west of the region, adjacent to the Merry Hill shopping mall. Birmingham has for over ten years been at the forefront in supporting better urban design and provides a positive policy and administrative structure. Dudley has not been so proactive. Furthermore, the Enterprise Zone within which the chosen case study was developed effectively undermined any local authority concern for design that might otherwise have existed.

2 3 4 5 6 7

Brindleyplace

Waterfront

8 9 10 1 2 3 4 5 6 7

Background: Brindleyplace is a mixed-use scheme on the edge of Birmingham city centre with an emphasis on office space but including residential, leisure and retail elements. The scheme heralds itself as one of Europe’s largest inner city developments. Development started in 1993, after a number of false starts, and has proceeded in a number of phases, utilising a range of funding arrangements. The developers have funded much of the development activity themselves and retain stakes in a significant part of the development. Work is still in progress and the development has won a range of local and national design awards. Recent phases continue to attract a range of ‘blue-chip’ investors (and occupiers), including BT Pension Fund, Citibank and UBK.

Background: The Waterfront Business Park incorporates a mix of business, retail and leisure uses, and integrates part of the Dudley Canal into the scheme with a hard landscaped setting and formal border planting. In 1984, the Dudley Enterprise Zone was extended to encompass the site, as it was felt that this would offer the best prospects for regeneration. It was developed in two stages, first into the Merry Hill Shopping Centre and later into the Waterfront Business Park that commenced in 1990. The scheme is not yet complete, with further development being planned. Moreover, there is now a comprehensive planning strategy for the area, which focuses primarily on improving connectivity and the public realm, the aim being to create a new town centre within the area.

Urban design: Brindleyplace shared the highest overall research team rating of 29 with Castle Wharf, reflecting the high quality commercial environment that has been created. It has become a new urban quarter, with a distinct character and sense of place in which a network of well-defined public spaces punctuate the area to create a series of new activity settings. In achieving this, the centre of gravity of the city has moved across the Inner Ring Road offering considerable design benefits and linkages at a larger spatial scale. Nevertheless this is also clearly a privately owned environment with a slightly exclusive, highly commercial character. It is also to some degree an obviously ‘manufactured’ environment, with the range of uses more clearly zoned into different parts of the site than would be the case in a traditional urban environment.

Urban design: The development provides a formula business park environment built on a recycled brownfield site, dominated by roads and parking requirements. Nevertheless, a serious attempt has been made to inject a sense of place through high quality soft landscaping, a formal layout, and through relating the development to the canal. It has also created a vibrant oasis through its range of popular bars and restaurants. Unfortunately, the realisation lacks many key urban design qualities, not least a connection of the site to its immediate hinterland. Thus users need to rely heavily on private cars to reach the development. The research team’s analysis gave the development a rating of 15.

Viability: As part of Birmingham's ambitious plans to transform the city centre in the late 1980s, Brindleyplace initially fell foul of the property collapse. The developers were therefore able to buy the site from the receiver at a relatively low price. This subsequently helped them to cover high decontamination, marketing, infrastructure, and design costs. Rents for offices and restaurants are said to have at least doubled since the start of the scheme, reaching a peak in 1996 but have since fallen back in line with regional trends. Significantly, the housing element of the scheme is now changing hands at twice to three times initial prices. In terms of wider economic impact, Brindleyplace is viewed very positively as a powerful catalyst for further development in adjoining parts of the city. Construction of the later phases continues apace offering a good indicator of optimism, as does the average yield figure of 6.5%.

Viability: The specification of the buildings and landscape were higher than the prevailing level for the region at the time, and rents were set at a level above the norm. The scheme has nevertheless let well and rents are reported to have continued to rise. The scheme has prospered despite some major drawbacks, including the acute inadequacy of the road and public transport infrastructure and the failure to relate the scheme to the nearby shopping centre, town centre or with other surrounding areas. Its financial performance reflects the popularity of the scheme with occupiers, for whom there are no comparable alternatives nearby. The project has made a strong contribution to economic growth and regeneration in the sub-region. Considerable (and expensive) remedial action is now planned on the urban design front.

8 9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

123

Designing Better Buildings

Context The economy of Manchester has undergone a rapid restructuring in the last two decades, losing much of its manufacturing and port-related activity and replacing it with a growing tertiary sector. Barbirolli Square is a transformed site on the western edge of the centre, whilst Exchange Quay was an early development within the Enterprise Zone designated in nearby Salford. In Manchester, the experience of redeveloping both the 1960s Hulme housing estate, and the city centre (following the IRA bomb) has led to a rediscovery of urban design. In Salford, the closure of the Docks encouraged the planning authority to develop a new urban design framework for the Salford Quays. Significantly, the case study project fell outside of this framework and relates poorly to it.

Barbirolli Square

Exchange Quay

Background: The development comprises a free-standing concert hall (the Bridgewater Hall), two office blocks and a café/bar, and represents one of a number of development initiatives west of Manchester City Centre. In 1990, the ‘Bridgewater Initiative’ was launched as a developer/architect competition to design a new concert hall and to develop the canal basin. Planning permission was obtained in 1992 and government and funding from the European Regional Development Fund was in place by 1993. The development was completed in the late 1990s and has since won awards from the Civic Trust, the RIBA and several local awards.

Background: Exchange Quay is situated on the Banks of the Manchester Ship Canal/River Irwell at the southern-most point of Salford Quays. The scheme is mainly an office development, with a limited range of retail and restaurant units intended for the occupants of the constituent buildings. Exchange Quay was conceived in the late 1980s as a type of office centre totally new to Manchester; a piece of Dallas which would attract large international corporate occupiers to a pioneering luxury enclave in a degraded dockside area. It was completed in 1991 towards the end of the Enterprise Zone designation.

Urban design: Barbirolli Square is the smallest development examined, comprising two office blocks on one side of a square faced by the new Bridgewater Concert Hall on the other. The clever use of levels allows the central space to step down to a re-established canal basin onto which a new café opens up. The result is a gently animated public space with its own distinct character and sense of place, and, despite the exposed position of the site, with a good quality of enclosure. However, although good connections have been established on two sides of the new space, connectivity on the other two is compromised. Furthermore, the ‘corporate style’ office buildings and the introspective nature of the offices and Bridgewater Hall leave the higher levels devoid of active frontage, leading to a research team rating of 23.

Urban design: Exchange Quay was rated least highly out of the case studies by the research team (a rating of 9). The development represents a classic high-density, disconnected office development, which provides an internalised and largely car-dependent work environment. One key space forms a central gathering point including a café and a number of retail units. Unfortunately, the microclimate is poor and the amenities are minimal with the development overwhelmingly dominated by office uses and associated car parking. The buildings themselves are international in style, and the development almost completely turns its back on the Manchester Ship Canal and surrounding communities who are deliberately excluded from its spaces.

Viability: The Bridgewater Hall was financed partly from the sale of the site for office development and partly from European Funds. Initial financing for the office development was challenging reflecting the very demanding attitude of investors regarding schemes in provincial cities. The economic conditions in the mid-1990s were not very bright, and the office block (just one at that time) constituted an uncomfortably large commitment. Investors finally signed up, however, when the office scheme was split into two blocks, whilst the high quality of the urban design helped to make the case that the development would command prestige occupiers at premium rents. The history of the development has so far fulfilled the ambitions of developers, letting well and commanding rents that are the highest in Manchester. Indeed, most of the space was pre-let early on, whilst the project cost of £27m is now delivering a real estate valuation of £60m. The high capital value and associated regeneration in the area suggest that further rental growth can be confidently expected.

Viability: Initial investment was subscribed readily by a large number of international investors. Letting in the early 1990s, however, proved a severe problem because by then demand nationally and regionally was in strong decline. Instead of large corporate occupiers, only smaller users could be found and the offices had to be modified to fit multiple lettings. Today, rents at Exchange Quay remain below or around the regional average. Nevertheless the development is almost fully let, and the investor/managers are convinced that the ‘Dallas’ style of urban and building design is a feature which – together with the adequate car parking – makes the scheme enduringly popular. Unfortunately, investment returns remain low at 1–3% per annum on the original investment, although investors are in the main retaining their shares hoping for better profits in the future. However, there is little evidence of broader local economic impacts. Retailers in the scheme, for example, do not serve people from surrounding areas, nor do people who work there make extensive use of adjoining services.

124

11.5 North West (Manchester/ Salford)

Matthew Carmona

6 By giving or returning inaccessible or rundown areas and amenities back to public

also a cost that local authorities were willing to

111

pay in order to kick-start regeneration.

2

use, for example ex-industrial areas.

3

7 Through boosting civic pride and image and therefore the self-respect of local populations.

4

Who benefits from added value?

5 6

8 By enhancing the sense of safety and

7

security both within and beyond

The findings suggest that all stakeholders

8

developments.

benefit from better urban design and that these

9

win:win benefits relate directly to how urban

10

environmentally supportive (particularly

design adds value. Thus, investors primarily

1

more energy efficient and less polluting)

benefit through favourable returns on their

2

development.

investments and through satisfying an obvious

3

occupier demand, although the full payoff may

4

buildings and infrastructure – such as

not be immediate. Developers, if they retain a

5

former warehouses and disused canal

stake in their developments for long enough,

6

basins.

also benefit from good returns on their

7

investments. Furthermore, developers benefit

8

environmental benefits add up to a considerable

from enhanced company image, with

9

design dividend. Nevertheless, the research also

successful schemes regularly used in company

20

indicated that few schemes benefit from all the

marketing, and through attracting investors and

1

aspects of value, and the benefits are by no

pre-lets more easily.

2

9 Through the creation of more

10 Through revitalising urban heritage –

Collectively, the economic, social and

means automatic. Thus, issues of location, the

Designers – if able to achieve good

322

quality of office space and value for money

quality – benefit because better urban design is

4

were key to occupier decision-making, and

crucially dependent on their input and is more

5

therefore also for developers and investors; the

likely to receive planning permission without

6

former who were looking for the latter, the latter

delay. Occupiers benefit from the better

7

who were primarily concerned to find long-term

performance, loyalty, and health and satisfaction

8

above-average income streams which were

of their workforces and from the increased

9

dependent on attracting good quality, preferably

prestige that their better-designed

30

blue-chip, companies. Better urban design

developments command with guests and

1

therefore offered just one part of the package

clients. Everyday users benefit from the

2

occupiers were seeking to find, and developers

economic advantages of successful

3

and investors were seeking to supply.

regeneration, including new and retained jobs,

4

but also through access to a better quality

5

are not without their costs, particularly those

environment and an enhanced range of

6

relating to the higher materials specification and

amenities and facilities. Finally, public

7

time delays associated with more stringent

authorities benefit by meeting their clear

8

conservation requirements. Beyond these

obligation to deliver a well designed,

9

added costs, however, no evidence was found

economically and socially viable environment

40

that better urban design raised either design or

and often by ripple effects to adjoining areas.

1

development costs, or the time taken to secure

As a result of these collective benefits, society

2

planning permission. Also, the purchase of low

as a whole benefits through the economic

3

value or subsidised land was not required.

boost that urban areas receive and through the

4

Gentrification was identified as the only

creation of comfortable, environmentally

5

potential social cost of better urban design, but

supportive, well used and loved urban places.

611

Furthermore, better designed schemes

125

Designing Better Buildings

How can greater value be released?

be used as an important sales pitch to differentiate products with modest, but fundamental, improvements in urban design such as better

The research revealed clear economic, social

external linkages, more life-giving uses, and

and environmental arguments for better urban

configuring buildings to face public spaces. Such

design. At the same time it also confirmed a

improvements will place better-designed

range of barriers to delivering better design,

developments above the competition in their

particularly those inherent in established

local markets at relatively little (or no) extra cost.

patterns of investment and development (see

Crucial to the success of such a

Table 11.2). The barriers suggest that a simple

message is the need to convince occupier

causal relationship between demonstrating that

groups whose attitudes are key to the activities

better urban design adds value and its more

of developers and investors. In this regard,

frequent delivery on the ground is likely to be

some degree of education is required to convey

over-simplistic.

the message that better-designed environments

Nevertheless, a change in attitude was

offer distinct advantages to companies in

detected amongst key development

economic terms, in addition to the social and

stakeholders, in particular amongst investors,

environmental value they contribute. This is

but perhaps most crucially amongst occupiers

likely to be a more difficult task because of the

too. These stakeholders are increasingly valuing

disparate nature of occupier organisations.

urban design and its perceived (particularly

Nevertheless, finding means to promote the

economic) dividends, and where they lead,

message to potential and established occupiers

developers seem likely to follow. From the

formed a key recommendation of the research.

evidence presented, it was possible to suggest

The research indicated that the role of the

a number of key recommendations to help

public sector is crucial to the delivery of better

encourage a greater shared valuing of, and

value through urban design. It confirmed that

investment in, urban design.

this role extends far beyond regulatory planning

The first concerns the need to promote

processes, notwithstanding the important role of

the value of urban design, not least to spread the

such processes in rejecting future introspective,

message that design adds value and does so for

exclusive and disconnected development

both public and private stakeholders and

proposals. In particular, the proactive role that

therefore for society at large. In particular, it

public authorities can (and did in the more

seems important that the message that better

successfully designed case studies) play in

urban design does not necessarily cost more to

positively setting the urban design agenda

deliver but nevertheless offers distinct competi-

seems crucial. This role was delivered through:

tive advantages to producers and consumers needs to be spread to those operating across all

•

Planning powers, which need to be used

sectors of the market – and not just at the

positively and up front in the process by

prestige end. This is clearly a task for CABE, the

producing design briefs, frameworks and masterplans

DTLR, and local authorities, who might also enlist the support of the professional institutes

•

funding arrangements, which should be

(particularly those representing developers and

dependent on delivering better urban design

investors) and including UDAL. In this regard, because better urban

Influence in providing and supporting gap

•

Involvement as key landowners of

design does not seem to cost more to deliver, it

brownfield sites. The research revealed that

should be possible to make the case that well-

this latter role can provide the most

designed environments can be secured at

decisive lever to ensure better quality urban

competitive rates. Better urban design can then

design is delivered.

126

Matthew Carmona

Table 11.2

Barriers to better urban design

111 2

Barrier

Problem

Low awareness

Variable awareness of urban design issues amongst investors and occupiers, relating to how important they

4

see design quality to the success of their operations. Research suggests that different sub-markets have

5

different levels of concern and sophistication as regards design (e.g. amongst occupiers, retailers tend to be

6

more aware of the importance of design quality than office users).

7

3

8 Poor information

Unreliable available information about the actual preferences of prospective occupiers and investors,

9

especially in the case of speculative developments. This adds to the risk of diverging from standards of design

10

quality that are perceived to be ‘safe’.

1

Unpredictable

The cyclical behaviour of the property markets, because the timing of a development in relation to the ups and

2

markets

downs of the property and investment market will to some extent dictate attitudes towards investing in urban

3

design quality as perceived risk changes.

4

Piecemeal

The small size and uncoordinated nature of most developments as larger sites are more likely to bring to the

development

fore the issues of ‘place-making’ and make it easier for investors to capture more of the ‘externalities’ in the

5 6 7

form or rents and capital values. Land costs

Land ownership

8

High land costs that can reduce profit margins and leave little room for any extra investment in quality,

9

especially since in the property markets prices adjust only slowly and imperfectly.

20 1

Fragmented patterns of land ownership which can increase the time and the uncertainty of the development

2

process and lead to fragmented design solutions.

322 Combative

Confrontational relationships between developers and the public sector which increase the time taken to

4

relationships

develop and consequently increase uncertainty and risk.

5

Economic

The general economic environment, which if dominated by high inflation and high interest rates (frequently the

6

environment

case in the UK since the 1960s), will lead to shorter-term investment decisions and to less investment in

7

design.

8 9

Lack of choice

Constraints in the supply of the right quality of property in the desired location reducing the role of better

30

design in occupier decision-making – if the right location does not have good quality space on offer, occupiers

1

will go for lower quality development, rather than another location.

2

Short-term

The structure of capital markets, with planning horizons of 3 to 5 years, which makes it difficult for many

3

planning

businesses to engage in the long-term planning necessary for the perceived investments required for better

4

design.

5 6

Perceptions of

The perception amongst occupiers that although many of the benefits of good design accrue to the wider

cost

community, it is the occupiers who will pay for it in the form of higher rent, running costs and commercial rates

Decision-making

Many of the many important urban design decisions are taken not by planners, developers or designers, but by

9

patterns

people who may not think themselves involved in urban design at all.

40

Negative

Largely reactionary as opposed to ‘positive’ approaches to urban design across many local authorities, and a

planning

general failure to link the two concerns for urban regeneration and better urban design.

Skills deficit

The low levels of urban design skills on both sides of the development process which represent both a

4

significant and consistent impediment to the effective delivery of better design.

5

7 8

1 2 3

611

127

Designing Better Buildings

In this regard, there seems to be a clear benefit

(particularly in the finance/investment related

in public and private interests working together

professions) and in continuing professional

to achieve agreed economic and urban design

education for professionals in practice. The research indicated that initiatives on

objectives, something dependent on the early focused intervention of the public sector to

this front cannot come too soon. It also

clearly lay out requirements. It is also

indicated that a general lack of understanding

dependent on local authorities being willing to

(across stakeholder groups), about the

see high quality urban (and architectural) design

potentially positive role of better urban design

as a positive alternative (or at least

in reducing the environmental resource impact

complement) to conservation-led strategies.

of development, also needs to be addressed.

This, to some extent, is likely to be reliant on better publicising contemporary urban design success stories – nationally and particularly

Delivering better urban design

locally. It may also be valuable to commission research examining rates of planning approval

As well as the process-related

and the relationship to design quality to confirm

recommendations the research revealed a

(as the research suggested) that better urban

number of findings that could – if more widely

design quality actually speeds up, rather than

practised – lead to better urban design

slows down, the planning process.

solutions. The intention here is not to lay out a

The research also indicated that poor

comprehensive urban design agenda,

quality urban design is not necessarily a result

something that has already been done

of either an active decision not to invest in

elsewhere (for example Llewelyn-Davies, 2000;

better urban design, nor a lack of time and

DETR and CABE, 2000). Instead, the following

effort put into producing a high quality design

principles emanate directly from the research

product. Indeed, in their own way, all the case

and seem important in informing future urban

study developments were carefully designed

design activity:

and crafted products, although in urban design terms some did not deliver on their potential.

•

Critical mass – Delivering better quality

In this regard, there is still a need to change

urban design seems to some extent to rely

perceptions about what constitutes good

on delivering the critical mass needed to

urban design, and to ensure that this extends

support it subsequently. In this regard, new

beyond limited corporate image-making

public spaces, infrastructure improvements,

objectives to a more fundamental design

mixing uses, public realm improvements

responsibility.

and so forth, all rely on the realisation of developments large enough to cross-fund

The related issue of poor urban design skills was identified as a key barrier to the

their delivery. The finding suggests an

delivery of better urban design, and extends

important role for the public sector in

beyond the private sector to the public sector.

compiling or helping to compile larger sites

Initiatives have been launched by DTLR (Arup

or in helping to better integrate adjoining schemes.

Economics and Planning, 2000; Davies and Rowley, 2000) and CABE (Urban Design Skills

•

Coordination – This should not suggest,

Working Group, 2001) to begin to address the

however, that smaller, more incremental,

skills deficit, but fundamentally the gap needs

development cannot contribute to the

to be filled across all professional education

delivery of better quality urban design.

concerned with delivering the built environment

Nevertheless, for urban design to succeed

128

Matthew Carmona

by such means, clear arrangements and

distribution of any new public spaces and

111

strategies need to be put in place (by public

‘life giving’ uses across developments is

2

or private parties) to help deliver a well

fundamental. In particular, the location

3

considered and coherent whole. Positive

of any public amenities at accessible,

4

and proactive planning through the

well-connected points in developments is

5

production of clear urban design guidance

vital if both spaces and uses are to

6

(frameworks and briefs) is likely to be the

succeed.

7

Sustaining social diversity – Good

8

well as the coordination of planning gain.

urban design can make areas more

9

Lifetime costs – Management and

attractive to higher-income residents and

10

maintenance costs should be considered up

the businesses and services which supply

1

front in the development process. This is

or employ them, indeed this is often one

2

easier said than done when many of those

of the purposes of urban regeneration. It

3

with a longer-term interest in developments

is important, however, to minimise the

4

do not come on board until later in the

displacement of existing residents and

5

development process. Nevertheless,

businesses in whose name urban

through simply adopting core urban design

regeneration is usually justified. In this

principles – such as clearly overlooked

regard mixing housing as well as housing

spaces and design that reduces negative

tenures and prices into new developments

microclimatic effects – the delivery of

should be a key objective for better urban

reduced management and maintenance

design. For the public sector, finding means

costs can become a positive sales pitch at

to harness the increased value of better

little or no extra up front cost.

quality development to invest in established

Strategic urban design – The research

community infrastructure would also seem

indicated that urban design has an

important. This implies the wise use of

important strategic dimension, and that

planning gain to combat – rather than

where this is ignored the value (particularly

exacerbate – any disadvantage.

key to such incremental approaches, as •

•

•

6 7

1 2

322 4 5

8 9 30

The need for more research

1

development into established infrastructure

2

frameworks – seems key to delivering

Despite the clarity of the conclusions, in reality

3

better designed environments that also

the evidence was complex and extrapolating

4

carry an economic dividend.

the research findings to make the case that

5

Mixing uses – The delivery of mixed-use

better urban design adds value in all locations

6

development was fundamental to the

and for all developments comes with an

7

social, economic and environmental value

important health warning. This is based on the

8

added by the most successful case

facts that:

9

studies. Clearly, every effort needs to made by both public and private parties to

40 •

achieve such integration, particularly in light of the higher user and occupier

•

satisfaction that results. •

20

7

reduced. This positive planning at a larger

•

9

6

social) added by development is much spatial scale – particularly the integration of

8

Locating spaces and uses – Related to this key point, the very careful location and

•

The research only looked at three regional

1

markets

2

The research looked at predominantly

3

office-based environments

4

The empirical conclusions are based on six

5

case studies only

611

129

Designing Better Buildings

•

The evidence suggested that where

Notes

development is in short supply, almost all development adds value of some sort.

1 2

For all these reasons, this research should be considered merely an early step on the road to clarifying if and how urban design adds value,

3

Now the office of the Deputy Prime Minister (ODPM). The state-owned body responsible for the management and maintenance of most British canals and inland waterways. The Private Finance Initiative (PFI) provides a means for public sector bodies to finance development usually through sale and lease back to the private sector.

with further research required to strengthen the case. Nevertheless, an initial insight into the process and form of value creation through better urban design has been offered, and the conclusions seem to confirm current UK Government policy approaches that themselves value better urban design. Further research could both confirm the findings, and test how they relate to different contexts, markets, land-use types, and development scenarios. This would add to the critical mass of knowledge, and further inform policy measures and the decision-making processes of public and private stakeholders. In the meantime, the consistency between the findings reported here and the other UK and international research on value and urban design examined during the work should give reasonable confidence that the more detailed conclusions reported above would be substantiated by any further research undertaken in the future.

130

References Arup Economics and Planning (2000) Survey of Urban Design Skills in Local Government, London: DETR. Carmona, M., de Magalhães, C. and Edwards, M. (2001) The Value of Urban Design, London: Thomas Telford. Davies, H. and Rowley, A. (2000) Training for Urban Design, London: DETR. Department of National Heritage, English Heritage, and The Royal Institution of Chartered Surveyors (1996) The Value of Conservation: a literature review of the economic and social value of cultural built heritage, London: RICS. DETR and CABE (2000) By Design, Urban Design in the Planning System: towards better practice, London: Thomas Telford. Eppli, M. and Tu, C. (1999) Valuing the New Urbanism: the impact of the new urbanism on prices of single family houses, Washington, DC: Urban Land Institute. Llewelyn-Davies (2000) Urban Design Compendium, London: English Partnerships and The Housing Corporation. Property Council of Australia (1999) The Design Dividend, Canberra: PCA National Office. Urban Design Skills Working Group (2001) Report to the Minister for Housing and Planning, Department for Transport, Local Government and the Regions, London: CABE. Vandell, K. and Lane, J. (1989) ‘The economics of architecture and urban design: some preliminary findings’, Journal of the American Real Estate and Urban Economics Association, vol. 17, no. 2, pp. 235–60.

111

Part 3

2 3 4 5 6 7

Delivering better buildings

8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

Design has been defined in many different

report by the CRISP Design Task Group, which

322

ways – perhaps that is what makes it such an

he chaired. As a report about research needs to

4

intriguing issue for reflection. In terms of

support design, it contained a highly detailed

5

buildings, it is taken to be that part of the

set of recommendations set out as ‘39 steps’.

6

process that lies between working with the

In the intervening period, much has happened

7

client to identify requirements and aspirations

to promote and implement some of its original

8

on the one hand, and on the other putting

recommendations. It remains, however, a

9

together the components and systems to

carefully constructed and thought-provoking

30

construct it. A definition produced by the

paper which deserves to be much more widely

1

Construction Research and Innovation Strategy

read. For this book it has been edited and

2

Panel said:

updated and, at the strategic level, its

3

recommendations have lost none of their

4

Design is the activity that brings together

urgency. The chapter stresses the need to

5

and integrates all the diverse contributions

place occupancy criteria centre field. It

6

of the construction industry to produce a

proposes quick response research suited to the

7

product that meets customer needs.

needs of industry, together with longitudinal

8

Among its strategic priorities, CRISP

research into building performance and value

9

identified design as one of five broad areas

over the longer-term. Educational reform is

40

crucial to industry improvement.

called for to raise the profile of the built

1

environment, to encourage trans-disciplinary

2

knowledge-sharing, and to increase awareness

3

(CRISP, 1999)

of the social and ethical dimension. Sectoral

4

Giles Oliver originally wrote Chapter 12, Design

frameworks for studying design quality are

5

quality needs conscious values, in the form of a

proposed, together with cross-sectoral

611

131

Designing Better Buildings

communication, and supported by evidence-

building services and an organisation’s ability to

based research. Perhaps most crucially the

operate them effectively.

chapter calls for the development of a common

Where chapter 13 is mostly about the

language for design which releases the widest

relationship between designers and clients

value contribution from all stakeholders within

before and after construction, Chapter 14,

the industry and the society it serves.

Managing design and construction, is primarily

If Chapter 12 stresses the importance of

concerned with the relationship between

evidence-based design, Chapter 13 is itself

clients, designers and buildings before and

written from the perspective of extensive

during the construction process. Its author,

research into how people use buildings. Its

Peter Trebilcock, starts with a historical sketch

authors, Adrian Leaman and Bill Bordass, have

of the building of Blenheim Palace. This

been centrally involved in post-handover or

illustrates a range of difficulties faced by major

post-occupancy studies of buildings for more

projects. These include lack of clear payment

than a decade, including the Probe series. The

arrangements; inaccurate initial cost estimates

chapter, entitled Flexibility and adaptability,

and escalating costs; loss of trust between

draws on their experience to identify a series of

client, designer and builders; and claims and

lessons for coping with change – lessons not

counter-claims among the parties. Unfortunately

only for design, but also for handover and

these problems are not just historical – the

occupation. Building needs and uses change,

construction of buildings is fraught with

and the provision of flexibility is one way to

difficulties, and a climate of adversity and blame

cope with it. However, in their experience,

typifies many projects. While several

unpredictable changes may defeat flexibility

government-sponsored reports about the state

strategies. For example, over-provision of

of the construction industry historically have

building services to meet anticipated future

identified similar problems, the latest two –

needs can cause excessive complexity that

‘Latham’ and ‘Egan’ – backed up with a number

reduces freedom and constrains changes in

of initiatives to support the changes they

work patterns, while also removing the

identify as necessary to improve the industry,

possibility of giving occupants any control over

appear to be having a real impact on the

their environment and leading to dissatisfaction.

industry.

Increasing uncertainty leads to demands

Trebilcock’s chapter focuses on better

for built-in flexibility but, the authors ask: ‘How

integration between designers and the supply

much is enough?’ They recommend that briefs

chain as one of the contributions designers can

should be as explicit as possible about the need

make to the new ways of working called for by

for on the one hand flexibility – that is,

Latham and Egan. In his examples he illustrates

anticipated short-term changes – and on the

how improved management practices at the

other hand adaptability – less frequent but more

design stage – specifically better integration of

fundamental ones. The two should not be

the design team with those responsible for

confused with each other. They suggest it is

delivery of a building – improve predictability,

vital to get the basics right, such as adaptable

functionality and fitness for purpose of the

envelopes that are good at moderating

completed project. He describes a number of

selectively the external climate; inherently

approaches concerned with forward planning,

efficient technologies for conditioning interiors;

improved communication, and programmed

and systems that provide adaptive opportunities

information flow, together with more formal

so that occupants feel they have some control

methods such as the use of value engineering

over their environment. It is also vital to ensure

and value management. Between them, these

a good match between the sophistication of the

methods contributed to improved financial

132

Delivering better buildings

control, greater predictability, and a reduction in

greater likelihood of their being achieved in

111

variations and abortive work. These approaches

practice first time round.

2

will not of themselves necessarily result in buildings that are recognised as having design quality. However, they do help to ensure that if specific requirements for design quality are fed into the start of the process, there is a much

3 4

Reference

5

CRISP (1999) Acquiring Knowledge, Developing Tools: CRISP strategic priorities 1999, London: CRISP.

6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

133

Chapter 12

111 2 3 4

Design quality needs conscious values

5 6 7 8 9 10 1

Giles Oliver

2 3 4 5 6 7 8 9 20 1 2

This chapter was originally written for the

it seems dated in parts I am glad. Perhaps its

322

Construction Research and Innovation Strategy

value is in the attempt we made to range across

4

Panel (CRISP). Among its strategic priorities,

the field, to indicate the beneficial connections

5

CRISP identified design as one of five broad

between design subspecies. A persistent theme

6

areas crucial to industry improvement:

is the haemorrhaging of knowledge that occurs

7

in the absence of systematic post-occupancy

8

Design is the activity that brings together

evaluation of completed buildings and built

9

and integrates all the diverse contributions

environments. It is instructive that the pressure

30

of the construction industry to produce a

to stem this, to learn systematically, is coming

1

product that meets customer needs. It has

from the so-called ‘PFI providers’ where long-

2

received relatively little attention in recent

term investments (thirty years or so) in new

3

industry initiatives. CRISP is keen to

buildings prevent them ‘handing on’ the prob-

4

encourage research on design which is

lems. But will they, as private companies, wish

5

appropriate to end user needs and to

to share knowledge? That is the challenging

6

optimising the construction process. Recent

ethical subtext which remains to be addressed.

7

and current work on integrating design and

The suggestion that the historical reservoir of

8

construction needs to be moved speedily

knowledge held by schools of architecture,

9

into practice.

known as ‘history’, could serve as a feed tank to

40

post-occupancy studies and research remains to

1

CRISP, 1999

be developed. It would make a wonderful

2

The paper was intended as a call for research

research subject, guaranteed to put the cat

3

across the wide field of design quality. As this

amongst the pigeons.

4

book witnesses, there has been a recent burst of activity – the research has indeed begun. So if

Post-occupancy research remains the

5

next explosive and potentially enriching area for

135

611

Designing Better Buildings

all built-environment professionals. It is

The University of Cambridge Estates

inherently interdisciplinary. People have to talk

Department is initiating a new contract where

to each other. There are complex issues of self-

the design team stays on for four years to help

interest and public-interest involved. The Probe

the building settle in and to learn, under the

team (see Chapters 3 and 13) cannot be

broad heading ‘soft landings’. That approach

expected to cover this entire landscape, like

deserves research and support. I hope the chapter reads as an attempt

ghostbusters dealing with the whole of New York! Project insurance could unlock this area of

at ‘joined-up challenging’. Analysis of causes

professional hanging back. This chapter only

does assist when determining why obvious

touches on the ownership of design research

improvements are failing. And analysis works

and reflection. More, much more, needs to be

only when our values are set in motion.

said about this. When something fails to be explored, or fails to reach the public domain, I would argue that that itself is worth inquiring about. What interests combine to fly in the face of common sense? ‘Why’ as Sherlock Holmes so acutely enquired ‘did the dog not bark in the

CRISP’s terms of reference for the Design Task Group Our adopted term of reference was to

night?’

establish a research strategy for a sensitive Two outstanding areas of research and

methodology capable of tracking values

practical energy have lit up the field since the

generated throughout the design process

paper first appeared. The work of CABE in the

so that clients’ needs can be systematically

UK in promoting design quality at the widest

met and expectations exceeded. Such a

level, and the Construction Industry Council’s

strategy must enable the client to monitor

hammering out the elusive Design Quality

the design process at all stages, minimise

Indicators (see Chapters 15–17). Of the 39

uncertainties in performance outcome and

CRISP recommendations, approximately two-

capture extra value at all stages.

thirds now have research champions at work. From where I write, the most significant unexplored area of design research remains that of the deep study of buildings in use and through time. Clients and users find it inexplicable that the construction team melt away once the project is so-called completed. Well we, and I write as a practising architect, should spell out what we need in order to participate. If it takes legal protection, extra fees or mutual cooperation for us to stay with the environments we have helped design, this requires advocacy. And it is the design team as a whole that needs to do

During a six-month period of intensive group discussion fuelled by members’ papers, a specially commissioned research review of the field and a concluding delegate workshop to test our propositions, we developed a wide ranging set of strategic proposals. The original paper (Oliver, 2000) captures these, together with our research recommendations in the form of 39 steps. The five main strategic recommendations from the Task Group are: 1

this. Complex buildings can now have up to a dozen design professionals and specialists

2

intimately involved in the creation of satisfactory

To establish sectoral frameworks for design quality supported by evidence-based

and inspiring environments. Gathered project knowledge is a valued capital potentially avail-

To raise the quality of our built environment by placing occupancy criteria centre field.

research. 3

To initiate quick response project-linked

able to clients and users over the lifetime of a

research suited to the needs of the

building. It is routinely squandered or dissipated.

industry and occasional client.

136

Giles Oliver

Table 12.1 39 Steps – the CRISP Design Task Group’s recommendations Sectoral Value Research 1 Research into sectoral initiatives to establish design value, with systematic ordering of criteria to assist comparison and respect differences. 2 Encourage dialogue between sectors to learn from each other’s evaluation systems. 3 Research successes and failures at a design level of the PFI initiatives commissioned by Government to date, by sector. 4 Urban design evaluation requires urgent integration into the emerging matrix of building studies. Project Based Research 5 Immediate research into the design values of the Demonstration Projects offered by Industry, including conception, development, construction and post-occupancy stages. 6 Inception Research: Design Experiment with Operational Testing. Establish “Quick Response” funding for sectoral project based research, allowing ‘up-front’ innovation support on a project by project basis. ‘Backsight’ Research/Feedback & Dissemination 7 How to establish connecting feedback ‘loops’ so that studies take effect and are seen to do so. 8 Support for communicating research efforts to all stakeholders. Longitudinal Research 9 Longitudinal research into building performance and value over time, including historic and contemporary ‘post-occupancy’ analysis. 10 Flexibility of building uses, to encourage sustainable design through time, to develop a rating system accessible to owners, users and planners. 11 Integration of building economics into parameters for change on terms understood by all stakeholders. Educational Research 12 Raise the profile of Built Environment design within National Curriculum to equal the enthusiasm accorded to the Natural Environment. 13 Public educational support through regional architecture centres as crucibles for change, debate and visualisation. 14 Education of design professionals in production management with cross-industry placements to fertilise the construction field. 15 Education of Design Professionals to include methods of thinking, ethics, social context, communication as fundamental. 16 Research into obstacles to raising profile and status of Building Services as a career. 17 Re-integrate Architectural Research into the demand-led improvement of building Quality, Usefulness and Delight. Building types, case studies, symbolic and aesthetic contribution of architecture are all valuable and sought after. 18 Educating the current players – encouraging continuing professional education for change and feedback. Trans-disciplinary events and seminars providing specific merit awards. Cultural Values Research 19 To investigate inhibitors to team-working training during design professionals’ ‘whole-life’ education and illustrate successful initiatives that break this mould. 20 To assess effectiveness of the historic ‘learned society’ model for inter-specialist tasks and interdisciplinary challenges. 21 To investigate and monitor institutional inhibitors to client-centred improvement and demonstrate positive alternatives. 22 Encourage cross-disciplinary learning from other sectors (such as medicine, manufacturing, psychology). International Comparisons: Learning from other cultures 23 International scoping comparison of design assessment methods in practice, including cultural identifiers (Japan, Holland, Scandinavia). 24 Scoping Review how professional institutes in other countries contribute to design awareness and value definition. 25 International survey of educational institutes initiatives at developing common design language – at primary, secondary and tertiary levels. Communicating Design Values: towards a shared language 26 Research into best practice Briefing languages and value-systems by means of successful examples/case studies. 27 Research into effectiveness of establishing a networking exchange on buildings in use embracing all stakeholders. 28 Research into effectiveness of establishing a think-tank for industry wide research into design, embracing all disciplines across asset/revenue divide. 29 Research into the effective communication of complex processes with trans-sectoral comparisons. Assessment Criteria and Indicators: widening the measurement path 30 Research into how can understanding of Cost, Value and Worth be improved throughout the project team? 31 Examine current cost-in-use studies in practice, their limitations and areas requiring refinement. 32 Test methods for improving industry’s capacity to express its needs - in particular workshops, dialogue, deepening understanding between estranged parties. 33 Scoping studies into existing methodologies for assessing value in buildings. 34 Establish appropriate and new ways of approaching post-occupancy assessment. 35 Invite proposals to research and establish Design KPI’s, from all sectors. Change agencies 36 Extend Government sponsorship of design champions in the field of the built environment linking CABE, Design Council and Regional initiatives. 37 EPSRC/ESRC and other key research sponsors to communicate more widely its current support for interdisciplinary research teams, since such teams are necessary to capture answers to interdisciplinary problems. 38 Research sponsors to develop specific policies for design research to guide and invite the issues raised in this report and elsewhere. 39 Research sponsors to call for ‘outside the box’ research into interdisciplinary design issues, with experimental funding outside the conventional research review time cycle. This can underpin longitudinal research. Also encourage short penetrative research commissions (such as the Task Group Study) that publish and be damned. The industry can provide a wealth of committed individuals prepared to offer valuable support in kind provided their contribution is time limited.

137

Designing Better Buildings

4

5

To encourage widespread educational

favour of good design and design quality with

reform to support greater quality in the built

understandable, robust and widely accepted

environment.

definitions and empirical evidence. Our view is

To develop a shared language for design

that behind the rhetoric is significant and

which releases the widest value

correct intuition which is, in a sense, searching

contribution from all stakeholders within our

for a shared language and validation.

industry and the society we serve. From the outset the group focused on a number of leading questions: •

Can we agree on the meaning or essential ingredients of good design?

•

What is the common language we use to assess or describe good design?

•

How can we provide evidence to qualify our assertion that design has value?

•

How do we actually value design?

•

Do we have shared values?

•

Can value be measured?

We considered these questions critical to

Valuing design In our language design is used to describe both a process and a product. This alerts us to the fact that when design is commonly talked about we are immediately involved with an activity leading to synthesis. The term value is similarly charged. Our challenge has been to interrogate the powerful implications of these two terms and their interaction. The invitation to do so was not academic in the conventional sense for they are on everyone’s lips; politicians, construction professionals, industry leaders, government and the media.

establishing the terms of reference for design to play a significant role within industry improve-

Mapping the field

ment and the declared objective of meeting client and end-user needs. The debate is still, in

The group’s declared intention was to identify

our view, in its early stages in this country and

what research was required to help establish a

we would encourage everyone with an interest

common language in valuing design within the

in the outcome to contribute. We hope our

built environment. We asked what methods are

efforts can serve to stimulate the reflection and

in use to extract evidence of design’s

debate that must underlie effective change.

contribution and what possibility is there for agreement? Is the intuition that good design

Beyond the rhetoric

contributes value supported by evidence and rigorous research? To support our work we

Recognition of the contribution that is made by

immediately commissioned a literature review

good design in the built environment is now

(Macmillan, 2000a). We set out our ambitions in

widespread. During the short period of the

a field diagram to set the scope of our study

group’s deliberations, we noted its arrival in

and ensure wider linkages were considered

public and government debate, perhaps

(Figure 12.1).

triggered by the Millennium projects, by the Egan impacts and by its emergence as a

The review proceeded through four reporting stages: examining process, value

significant Government theme (Blair, Prescott,

systems and product. It showed that while

Raynsford, Smith). However, what this

process was being addressed with some energy

recognition means is still elusive, and

(principally from a construction management

definitions and delivery remain unclear. Certainly

perspective) there is a paucity of research in the

public emphasis was not triggered by research

fields of value systems and product itself.

as such. Indeed the group’s studies showed a tremendous need for backing up the rhetoric in 138

It was quickly felt that confining attention to the measuring of time, cost and achievement

Giles Oliver

against brief failed to capture the opportunities

principal challenge is the evaluation of what are

111

good design offered in practice, preventing

thought of as ‘subjective’ criteria.

2

wider assessment of the product’s impact

The difficulty of measuring socially

3

within the built environment. We emphasise

appreciated goals such as ‘Function,

4

that in many ways process measurement is

Sustainability, and Delight’ (Macmillan, 2000b)

5

essential to developing a more adequate

alerted us to the importance of the open

6

assessment culture and our observations as

declaration of values. Just as the open book

7

to its limitation are in no sense dismissive.

underpins good partnering, we suggest that the

8

We would rather term it foundational work

open statement of values could similarly assist

9

(Figure 12.2). However, quality of process does

the achievement of a shared goals. The

10

not necessarily result in quality of product. To

dispersed and sequential character of the

1

measure this from the supply side, as it were,

stakeholders in the construction and

2

limits the benefit. For clients in the widest

management of buildings is widely

3

sense, the process is of relatively less interest

acknowledged. The impact is a variety of goals.

4

than the quality of the outcome.1 If the Lean

We all interpret these goals differently and

5

Thinking analogy is employed here, the ‘pull’ for

place different priorities on them. Most

6

quality has to be felt from the client, the

commonly noticed are the ‘delivery and

7

occupier and in the widest sense the public

handover’ goals of the design and construction

8

user of the buildings and environments. If

team, while the client’s aims are only just

9

demand is currently inarticulate or dispersed,

beginning – to put the building to productive

20

this does not diminish its importance.

use. Dialogue and assistance between the

1

constructors and the management/maintenance

2

sphere of the project, with its cost targets,

teams are weakened, and the lessons to be

322

agreed product form, and time frame, the map

learnt are not passed on. Lifetime costing, PFI

4

of design opens up into a territory that is both

and framework agreements are breaching this

5

hard to measure and filled with competing

culture, but occasional clients rely on the

6

voices who lay claim to be our guides. The

industry to guide them.

7

As soon as we leave the measurable

8 Money

9 Power

Product designer Contractor Suppliers

1

Community

2

Politics Therapy

3 Product

Users

Consultants

30

Society

Client

4

Viewpoints Designer

7 8

Delight Sustainability

Value systems Time

6

Lifetime values

Function Unidentifiable effect

5

Structural role

Sophisticated measurement system

2

Change Scale Sector types

Process

40 1

Performance enhancement

Cost

9

Cultural measurement system

3

Cultural value

4

Brief

5

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12.1 Design Realms Map

139

Designing Better Buildings

Self-actualisation – the need for realising one’s own potential for continual self-development

12.2 Maslow’s hierarchy of needs

‘Ego’ needs – self-esteem, reputation, and status

Social needs – the need for belonging, acceptance and friendship Safety needs – protection against danger, threat, and deprivation Physiological needs – the need for food, drink and shelter

The needs form a hierarchy, according to Maslow, because the lower-level needs have to be satisfied first. Only when these needs have been satisfied will the individual seek to satisfy the higher needs. ‘Ultimately, a musician must make music, an artist must paint, a poet must write, if he is to be happy. What man can be, he must be and this is called self-actualisation’.

From the ground up: the importance of sectoral research

world at a stroke. Such an approach shares with the M4I’s Key Performance Indicators, an ambition to achieve a single system for all

Just because there is no simple measure of

questions. Not surprisingly, the character of the

design value it should not blind us to the

post-Egan initiatives have been widely noted as

important work underway in different sectors of

evangelical.

construction; housing, higher education, offices, health and elsewhere. Some sectors proved to be much more developed and well funded than

In whose interest do we design well?

others. We attempted a brief scoping study across the sectors and immediately it became

We immediately discovered that identifying

apparent that there is much to learn. But each

values raises the challenge of acknowledging

sector has to establish its own value-

power. Or put more comfortably perhaps,

programme in order to make good use of the

sectional or productive interests. If Usefulness

lessons from others. Housing criteria differ from

is Value’s mother, then the often absent and

higher education criteria, for example, but both

overlooked father is Power. Large companies

can provide some mutually useful guidance for

with sequential building programmes and

student residences or single person hostels.

relatively clear business plans have begun to

Trans-sectoral communication deserves

establish design/constructor teams (BAA

encouragement and support. Some sectors

Framework, Tesco, and so on.) These are the

have more sophisticated approaches to the

‘professional clients’. Who is in charge is made

discrimination of design value. Facing the

clear from the start – the client’s business

differences and commonalities will develop

goals. Hence the message of Egan from this

each sector’s powers of discrimination.

very sector. However, the occasional nature of

We are very cautious of the assumption

the construction process (when narrowly

that there might be a Holy Grail of universal

defined as new accommodation) prevents many

design quality indicators because at the very

clients, typically small and medium-sized

least, interpretation changes with time and

enterprises (SMEs) from assuming such control.

cultural perspective. The assumption of a

The occasional client is therefore invited to turn

universal standard measure, which research

to the industry to supply the right product. Who

bids may claim is possible, may indeed attract

then does the remembering? This is well-

funding since it appears to clean up a confusing

rehearsed territory and includes the bulk of

140

Giles Oliver

construction output. What we draw attention to

and collective memory. There has also been a

111

here is its impact on design culture and delivery

loss of research and assessment teams within

2

of design quality.

major government departments, the DETR being

3

no exception. This reduces points of access and

4

together to sustain the intellectual and material

dialogue that the whole industry can share. This

5

investment required to journey together from

shift is probably irreversible and points to a

6

project to project (‘virtual companies’, supply

major underlying theme to this study and other

7

chains, etc.). This is necessary and admirable,

CRISP Task Groups’ work.

8

The supply-side response is to band

but our task is to ask the next question. How will this benefit the so-called occasional clients’ design needs? Will it subordinate appropriate

9

Evolving an appropriate language for design quality

10 1

client-centred innovation to the more organised

2

and powerful supply-side goals of the

We concluded that there is an urgent need to

3

designer/constructor/maintainer chain? Private

strengthen, and where possible re-establish,

4

Finance Initiative, Design Build, Finance and

sectoral wisdom. The disinterested character of

5

Operate and, most recently, LIFT, all herald this

this requires an appropriate independence from

6

integration process. What is missing as yet is

Treasury-driven criteria or supply-side

7

the independent exploration of the brief, setting

blandishments. The remote academic model is

8

appropriate goals and seeing they are held to

not an adequate alternative. All parties need to

9

and indeed improved on. In its first phase, for

be brought to the table and informed by a

20

example, the massive commitment to PFI

robust and appropriate value system. How is it

1

hospital building demonstrated the rush to

to be modelled?

2

conservative design, often at a very early stage

Is the energy apparent in Building down

322

of the procurement route, with perceptible

barriers (see Chapter 14) matched by the

4

long-term social costs such as inflexibility, the

establishment of Driving up quality held in

5

loss of passive therapeutic values, repetitive

briefing caucuses who view the sector’s

6

solutions (Cole, 1997). This generated a

requirements in detail? Building performance

7

reaction, and we welcome the realisation that

hinges on a sustained grasp of detail as well as

8

good design adds value through functionality,

broad strategy.

9

whole-life costing, service enhancement and

Values articulated at evidence-based,

30

aesthetics (Treasury Taskforce, 2000). Of

pragmatic level, can transform cost or

1

particular note is that a whole policy change

programme dominated values. Assimilation of

2

has taken place without research to underpin it.

complexity is the hallmark of civilisation. The

3

challenge is to grasp the articulation and

4

directing the effective design agenda away

interdependence of the different criteria – and

5

from the ostensible user goals of the project

to do this we need a wider language which

6

may seem obvious but it illustrates that building

emphatically includes the rich options released

7

projects are a cocktail of competing ingredients.

by wise, informed procurement.

8

This example of powerful interests

We recommend that research disinterestedly

Wisdom is little mentioned in the

and courageously examines all ‘inhibitors’ to a

9

excitement to praise innovation. This tendency

better designed environment.

40

has shaped Egan initiatives and, we suggest,

1

Research input is needed to provide

reflects the covert agenda that structural change

evidence for productive briefing informed by

in the construction industry is the driving

innovation and thorough familiarity with past

motive. The proper locus of wisdom and

experience. The fracturing of state agencies and

innovation is the research departments of

major enterprises into bought-in consultancy has

universities. Are they fulfilling this role?

seen a haemorrhaging of practical experience

Innovation is too often confused with achieving

2 3 4 5

611

141

Designing Better Buildings

competitive advantage through product

future characterised by freedom is emphatically

differentiation. A necessary change without

plural. Its expression is diversity. The

doubt, involving consolidation, the driving out of

acceptance of this and the concomitant

waste, process alignment, restoration of

necessity to handle, enjoy and resolve conflict

reasonable profit levels and the elusive promise

cannot be delegated. Hence, the urgent need to

of capital investment by a notoriously capital-

educate design and construction professionals

light sector. If we simply wait in a naive way for

into their civic responsibilities, which lie beyond

the intellectual fruits of this future tree to

the single project service model.

appear the results can be predicted. While

Valuing design requires us as specialists

alleviating the public purse of the burden of

and experienced knowledge holders to

thinking ‘for’ the industry that does not fund its

contribute our gifts appropriately. Society’s

own thinking, the fruit will be supply-side

investment in the often extensive training of

thinking re-established at a higher (more

construction professionals is significant.

modern) level with no guarantee that this will

Research is urgently needed into the barriers to

benefit the wider stakeholders – clients,

this rewarding resource reaching the public, the

occupiers and the general public. Poorly

occupiers and the clients.

conceived system buildings of the 1960s remain a testament to supply-side partnering between

Learning from experience

government and construction suppliers. It is incumbent on clients to develop

We asked what cultural and practical initiative

measurement and satisfaction criteria. The

can catalyse these changes. A continuum of

Confederation of Construction Clients initiatives

evaluation from inception to finished product is

(see Chapter 2), among others, are welcomed

required. However, post-occupancy evaluation is

by the Task Group; however, will this include

the key, because it looks at how things are and

the occupiers’/employees’ interests? Can

not how they might be. It serves as a corrective

private interest fund the wider public demand

to ‘remotely representative’ design – second

for a better quality built environment? The

guessing outcomes and ignoring lessons of

market model can sustain its own values.

buildings in use. The creative acceptance of

Those it cannot directly engage with (in the

wisdom and innovation empowers the

business cycle) it leaves to government. Are

occupiers/clients. The rigorous analysis of how

socially and ethically centred professional

buildings actually work, establishing evidence,

consultants and designers capable of standing

measurability and an accessible language for

in for these orphaned values?

this, is the necessary complement to the well-

In this brief survey we indicate that

developed synthetic capacities of architects and

latent and explicit values constantly drive the

designers. There is a real opportunity here to

agenda for the built environment. People often

renew the strength and purpose of architectural

dismiss this as politics and turn away to their

culture and its academic base, and give context

preferred technical or special area of interest,

and direction to its research capacity. The splits

competence and identity. Indeed, it is politics in

in the industry and its knowledge base are

the original meaning of the term – the

dysfunctional and hinder the flow of value-

management of civil society.

generating capacity in its widest sense. Our argument and recommendations are not aimed

The challenge of pluralism

to neaten up or codify what is, and always has been, a fantastically rich human and social

One of the most difficult inheritances of state-

activity. Rather they aim to welcome the

focused public construction is the expectation of

complexity of weaving the strands into a more

monolithic value. The current situation and any

sustainable fabric. As any successful briefing

142

Giles Oliver

and design process demonstrates, this is the

needed to identify effective means of

111

real Holy Grail (if there must be one) in the

developing this in both new and existing

2

deeper sense that the vessel is pervasive,

members of the industry. The tasks are

3

inexhaustible and nourishing.

interdisciplinary, and the impacts on our

4

designed environment diverse and many-

5

flow of enriching opportunity and innovatory

layered. Specialist mind frames are ill-equipped

6

encouragement from those best placed to offer

to address this reality. We argue that research

7

their gifts – engineers, architects, landscape

models must incorporate in every stage of their

8

architects, constructors, facilities managers and

development the whole spectrum of impacts.

9

creative artists, urban designers – the list can

This could be called a genetic responsibility for

10

be extended and daily breaks these limits.

research at this time.

1

However, this social creativity requires a

Otherwise, the conservative and localised limitations of occupancy-based experience will confine feedback to what already does or does

2 3

International comparison

4

not work. How best to do this? Provided that we are alert to cultural identifiers

Taking time: off-line or up front? Examples of penetrative questioning and empowering enquiry need articulating and modelling. Social science skills are required, but remodelled to elicit latent creativity. Sometimes designers respond too fast, which is why a chord is struck by the Japanese example of listening and debating at length before committing to a form or product. They are seeking understanding, not knowledge alone, and investing time in this process. Similar benefits can be seen in the European habit of talking at length before drawing conclusions.

to prevent idealisation of fragmented aspects (for example, Japanese house building must be situated in its cultural context) a great deal can be learnt from regular international comparative studies. Architectural culture is open to this as

6 7 8 9 20 1

is engineering, within their own disciplinary

2

visions. The challenge, and it is primarily a

322

European one for the UK, is to integrate a wider assessment of other built environments. Urban design is currently strongly influenced by

4 5 6

this enriched perspective (Barcelona, Urban Task Force) and draws on growing support from

7

popular experience of travel and emerging

8

multiculturalism.

9 30

Nissan’s UK COGENT initiative, aligning forty key suppliers, took several years of patient and

5

1

A framework for balancing needs

persistent discussions. Project culture fears this

2 3

time-consuming method, but suffers in the

Our practical restatement of design philosophy

4

realisation stage. ‘More time for design up

is an argument, a proposition that deserves the

5

front’ is a vital slogan. ‘Up front’ is often the

strongest testing. Our intention is not to

6

nearest a construction project gets to the

contribute a new dogma or a further

7

celebrated ‘off-line’ of manufacturing and

burdensome set of tests, but to release

8

despite its limitations should be strongly

creative energy dammed up by redundant

9

encouraged and the benefits broadcast.

frameworks, most of which are sustained

40

internally in the minds of those best placed to

1

skills this process calls for are already widely

reducing them. The importance of recognising

2

acknowledged as deficient within conventional

the collective character of professional

3

construction culture. We found too little of this

knowledge, practised by individuals, permits

4

in the educational frame of construction

initiatives to take place at a number of levels –

5

professionals, a deficiency that also directly

individual continuing professional development

611

relates to the gender imbalance. Research is

(CPD), institutional reform, interprofessional

The listening, learning and reflective

143

Designing Better Buildings

debate. The public dimension will alter through

exempt. We would suggest that client-centred

post-occupancy evaluation until it is no longer

and occupier-centred design is marked by

an exceptional enquiry but a civic habit. We

growing respect between all players – teams

should recall that the empowered client, user,

and users, and in this construction genuinely

occupier and passer-by are one and the same

reassumes its proper place in the civic fabric

person at different times of day!

we all create.

In placing such emphasis on postoccupancy evaluation, we are aware of the argument against its use as a universal

Acknowledgement

mechanism of assessment, namely that the general public will not possess the same

I would like to acknowledge the support and

sensibilities. The needs of an unemployed

encouragement of my co-authors in the Task

youth are such that aesthetics might be very

Group who allowed me to frame our collective

low on his priorities. Fortunately for us a lot of

concerns and insights. I also commend the

work has been done to understand this

CRISP Executive which originally raised the

hierarchy of needs. Maslow’s work on the

question of design research in 1999 and

hierarchy of need allows us to take into account

patiently and enthusiastically supported our

higher aspirations while at the same time

work, despite the expanded agenda. CRISP

attending to basic needs. His research suggests

continues to provide a unique (in the UK)

that values are constant but interpretation may

environment for such challenging and strategic

be variable and dependent upon one’s situation

thinking from practising professionals in the

at any point in time. The image we found

industry.

exceptionally useful was a restatement of the Maslow pyramid (Figure 12.2) in which use

Note

values are foundational for the presence and construction of less measurable but nonetheless essential values. It is natural that priorities will vary between different interest groups, sectors and timescales. This work provides us with a

1

The popularity of Design and Build in the 1970s and 1980s, with its offer of cost and programme certainty, has only been tempered by the experience of significant loss of control over quality (in housing, higher education, etc.). The determination to retain certainty and quality characterises many current initiatives, not least the Task Group’s enquiry.

backdrop for researchers to interpret and balance those needs. Such a model, which implies no exclusive hierarchy, dignifies and

References

locates the efforts of the diverse players currently active within the built environment. Potentially we can recover the intellectual and aesthetic capital that has been fragmented. It does require testing and perhaps remodelling in a dynamic manner to express the non-hierarchic and plural experiences. In this we return to a core theme of our study, which is the call for respect for people’s needs and skills. The poisoned legacy of an adversarial construction industry is a pervasive lack of respect, often class-ridden, from which design and construction professionals are not

144

Cole, J. (1997) ‘Design Quality and the PFI’, PFI Quarterly Journal. CRISP (1999) Acquiring Knowledge, Developing Tools: CRISP strategic priorities 1999, London: CRISP. Macmillan, S. (2000a) A Review of Current Industry and Research Initiatives on Design, CRISP Consultancy Commission 99/5, summary and full review available from the CRISP website www.crisp-uk.org.uk. Macmillan, S. (2000b) Report of the CRISP Design Task Group Workshop Proceedings, CRISP report 99/18, available from the CRISP website www.crisp-uk.org.uk. Oliver, G. (2000) Capturing and Developing the Value of Good Design, CRISP Design Task Group Report, available from CRISP website www.crisp-uk.org.uk. Treasury Task Force (2000) How to Achieve Design Quality in PFI Projects, Technical Note 7, HM Treasury, available on the web at www.treasury-projects-taskforce.gov.uk

Chapter 13

111 2 3 4

Flexibility and adaptability

5 6 7 8 9

Adrian Leaman and Bill Bordass

10 1 2 3 4 5 6 7 8 9 20 1 2

This chapter is about design quality from the

For an up-to-date list and the opportunity to

322

perspective of post-occupancy evaluation

download some of these, please use

4

studies. We deal with the rather elusive

www.usablebuildings.co.uk.

5

concepts of flexibility and adaptability which

The Probe findings are primarily based

6

should be an integral part of design quality

on detailed analysis of technical and energy

7

debates, but rarely feature explicitly.

performance, together with occupant feedback,

8

and backed up by contextual and observational

9

post-occupancy studies. We also include

work. Probe does not include benchmarked

30

findings from other building studies which

studies of cost, aesthetics or space

1

we have carried out, but these are not in

efficiency/utilisation.

2

We draw upon the Probe series of 1

the public domain, so the buildings are not

4

exploring some of the implications for design

5

that we have discovered in our performance

6

studies. We do not attempt here to give

7

detailed examples – that is a project for the

8

future. We are looking for some of the main

9

lessons which we draw from our observations

40

the original building studies, twenty-one in

so far. These – seven in all – are in the last

1

all. Each of these has a short section on

section.

2

There is a growing body of literature about Probe, so it is possible to follow up some of the examples and references used here. It includes:

implications for design; • •

3

flexibility and adaptability as a theme for

named.

•

This chapter uses the concepts of

Everything that we are trying to say here

3

articles based on strategic findings from

should be relevant in some way to design

4

Probe, another seventeen;

decisions, however, we are not concerned only

5

third-party rejoinders, seven more.

with design, but rather with the total building

611

145

Designing Better Buildings

system that results after handover and

Evidence from studies of buildings in

occupation. This includes, for example, usability

use shows that flexibility/adaptability are

and manageability (which, sadly, are usually

inextricably linked with building technology and

absent from mainstream discussion about

its manageability. How well a building functions,

design), environmental impact, and reference to

for example in terms of occupant comfort and

the underlying social and technical changes

energy efficiency, seems to be just as much, or

affecting buildings, their location and

even more, about technology-management

procurement.

interactions than design alone.

We are conscious that the terms

Figure 13.1 sums this up. From the data

‘design’ and ‘quality’ are both abstract and

we have so far, the best performing buildings

profound (taken separately and together) with

are either Type A or Type D: that is briefed,

different meanings for different players. For

designed, constructed, used and managed with

example, unlike architects, building users are

an upfront mandate to deal with technological

frequently concerned only incidentally with the

complexity and manageability. The best

fine points of aesthetics. They have a much

buildings have either:

more practical bent. ‘Will the building allow me to carry out my tasks to the best of my ability?’

•

Realistic assessments of their technological

‘Will it get in the way of what I have to do?’

complexity combined with appropriate

‘Will it make my life easier?’ To users, a good-

levels of management and maintenance

looking but impractical building will not win the

skills to cope with the inevitable

day.

consequences, for example, Tanfield House We also frequently use the word design

(Bordass et al., 1995); One Bridewell Street

in tandem with management. We draw on Bill Allens’s aphorism, slightly adapted:

(Energy Efficiency Office, 1991); or •

Minimised technological impacts, by making

‘Building research should never be more than

things simple and self-managing where

one step away from a design or management

reasonably possible (for example, Wood-

decision.’

house Medical Centre (Standeven et al., 1996); the Elizabeth Fry Building (Standeven et al. 1998a). As technological side effects

The myth of self-managing flexibility

are usually also environmental impacts (Tenner, 1996; Weizsacker et al., 1997) this makes environmental sense as well.

13.1 Technologymanagement interactions

One of the most common requirements for a modern building is flexibility. Clients almost

Technological complexity

always want it and designers usually say they

Higher

Lower

Effective, but often costly

Rare

Type A

Type B

can deliver. But it is all too easy to put a gloss on flexibility/adaptability issues and forget the downsides. We obviously need more flexible

Higher

buildings, otherwise they may not meet occupier needs and quickly become obsolete, Management input

but: •

Will they be too complicated?

•

Will the occupants like them?

•

Will they require too much routine effort?

•

Can they anticipate the unforeseeable?

146

Risky with performance penalties

Effective, but small-scale and restricted uses

Type C

Type D

Lower

Adrian Leaman, Bill Bordass

Unfortunately, many buildings (our data are

111

performance at concept design stage);

2

Make sure the right people ‘own’ the

3

consequences of technology-driven complexity,

problems (for example don’t expect the

4

usually without adequate management

managing agent to programme the system

5

resources to do it.

to meet the changing needs of individual

6

tenants);

7

Seek robust, generic solutions – (see the

8

‘safe territory’ area of Figure 13.2);

9

Consider adaptability (long-term adaptability

10

In reality, management resources are limited.

may be a better and most cost-effective

1

Supposedly flexible systems can become

way of meeting unforeseeable future

2

changes than quick-fix flexibility);

3

Have contingency planning strategies

4

and pervasive that it is difficult to alter them or

(especially important during periods of

5

insert additions without major surgery.

volatile technical and environmental change

6

when shifts in one critical parameter can

7

mainly from Britain, but this applies worldwide) are Type C, that is, barely coping with the

•

Unmanageable complexity is the commonest source of difficulty. Often systems

•

are sold as ‘flexible’ and ‘fit-and-forget’; by implication seeming to require no extra inputs.

•

obstacles to adaptability; for example, where ‘flexible’ servicing systems are so congested

•

Therefore it is prudent to: •

lead to cascading effects elsewhere – for

8

Avoid fantasies and wish lists (for example

example, the potential to switch from air

9

leading future occupants to think that

conditioning to mixed-mode or natural

20

automation in the new building will be the

ventilation);

1

Try to minimise downside risks, especially

2

in areas where nobody sees them (for

with the performance of obviously critical

322

example leaving detailed design of lighting

systems like air-tightness of the building

4

controls to the contractor);

fabric (often leaky in the UK, creating

5

Not rely too much on performance

unwanted comfort and other side-effects)

6

specifications (as Alex Gordon said: ‘Do not

or window design in naturally ventilated

7

be surprised if you get a rubber tube with a

buildings (see Standeven et al. 1998a;

8

clamp on the end when you wanted a tap.’);

Bordass et al. 1998).

9

answer to everything), or parking problems

•

13.2 Safe territority (after Chapman, 1991)

example over-optimistic modelling of energy

•

•

30

Not expect more of the building than it can reasonably be expected to deliver (for

Table 13.1 summarises some of the side

1

effects as they commonly occur in offices. Two

2

vicious circles result.

3 4

Actual performance Deviation from best result

•

Safe territory

Err

or

rat

it ew

hn

a orm

lu

s er

Ov era ll p erf orm an ce

Complexity of system

•

Complexity trumps manageability: To avoid

5

altering the building in use, one asks for it

6

to be flexible. Designers respond with over-

7

complex systems which, in use, demand

8

management time. If not enough resources

9

are devoted, or if the response is not fast

40

enough, failures occur directly or indirectly.

1

These affect staff satisfaction, comfort,

2

health and productivity; and nearly always

3

with adverse environmental impacts.

4

Disease claims to be the cure: Enough time

5

and effort is spent on managing the

611

147

concentrate on their core

business.

management and BEMS

operation. Professional

Lights switched off when people

absent.

Occupancy-sensed

lighting in offices

Lighting

house control of operation.

requirements or retain in-

Tighter contractual

it, or for passers-by.

routes separately.

Control lighting of circulation

the feedback loop!

tend to occur. Don’t outsource

out-of-hours when anomalies

Third parties often not on site

manual OFF switches If possible.

convenience. Also include

required for safety or

when occupant does not need except where lighting is

Lights switch on unnecessarily Include manual ON switches,

run generously, wasting energy

well understood, so systems

environmental services not so

Business requirements for

buildings.

may not be fully familiar. Local local decisions on overrides etc. overrides in multi-tenanted interventions more difficult.

More load for operator, who

information provided.

Leaves occupiers to

service

design options to avoid fantasies.

Careful discussion of brief and

sacrifice adaptive opportunity.

can be very irritating. Try not to

Imposition of automatic control

Comments

Don’t over-centralise. Allow for Particularly important to have local

and human systems.

integration between physical

More realism. Better

facilities.

Include occupant override

Possible solution

Better control and management

Outsourced facilities

Increased BEMS control

systems. Still requires some

time. alterations.

look after the additional

to make alterations from time to

More management input to

Less management input necessary

provide added ‘flexibility’

management. More complaints.

conditions.

Increase technology to

Increased dependence on

lights etc. can provide optimum

and energy efficiency

Revenge effect

Reduced occupant tolerance.

Intended consequence

Revenge effects: examples for offices

Improve comfort provision Automated windows, blinds,

General

Measure

Table 13.1

level when daylight fades.

Increases artificial illuminance

level when daylight is sufficient.

Reduces artificial illuminance

High intensity discharge

Full fresh air systems.

cooling capacity.

Generous provision of

Displacement ventilation.

HVAC systems:

Lighting to suit VDUs.

lighting.

Improves air quality.

internal gains.

Deals with possible increases in

Reduces cooling loads.

Reflected glare minimised.

Efficient point source.

occupants.

increase brightness to the

Try to leave adjustments to

lights out’ facility at the exit.

more humidification likely.

Increases heating loads and

cause discomfort.

operate inefficiently and may

Oversized systems can

Increases air tempering loads.

Dreary-looking environment.

particularly restrike times.

to extended run-up and

including latent.

consider heat recovery,

Avoid over-ventilation and

low capacity.

effectively and inefficiently at

systems which work

Contingency planning, or

Heat recovery.

Added wall-washing etc.

lighting.

or substitute fluorescent

Run for extended hours owing Use instant restrike ballasts

on inadvertently.

provide heating or cooling.

Don’t operate ventilation just to

Cleanliness may be more important.

management.

Needs care in design and

heat.

avoid recovering unwanted

Minimise parasitic losses and

Uplighting also worked well.

brightness.

run up to reasonable

can also take some time to

Compact fluorescent fittings

circulation and safety lighting.

should only activate

The switch at the entrance

by reflections.

Photocells sometimes confused

sensing only may be preferable.

Include local override switches. Local manual control plus absence

Difficult to switch off lights left Absence sensing or ‘last out–

reasonable level.

Bring on at a low but

presentations etc.

Lights come on only when required. Can’t switch lights off for slide

Local switching of lighting. Greater responsiveness to need.

lighting.

Automatically dimmed

lighting meeting rooms.

Occupancy-sensed

111

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

20

1

2

322

4

5

6

7

8

9

30

1

2

3

4

5

6

7

8

9

40

1

2

3

4

5

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Designing Better Buildings

A crucial question is where to place the

systems but the cost of looking after systems intended to provide flexibility may

needed, but seemingly (though not necessarily)

exceed those of adapting a simpler building

costly, redundancy. Is redundancy best located

to meet new needs as they arise. As

in the structural fabric (to guarantee structural

demand is relentless, so systems originally

integrity and weather-tightness), building

intended to be flexible may even obstruct

services (to cope with all conceivable demand

the change that is required, and may prove

fluctuations), extra space (to accommodate

very ineffective indeed as they become

growth and change), lower densities (to give

obsolescent.

managers and occupants more degrees of freedom) or what? We are looking for systems which successfully meet demand, given

Leaving elbow room

different requirement profiles for users, managers, owners, developers and designers

Flexibility is one way of dealing with uncertainty

within contexts that are in constant flux. This implies strategies which go

and the vagaries of change, but often unpredictable changes defeat flexibility

further than fit-and-forget technologism or

strategies. Some of the more notorious

short-termism. We have found Figure 13.3

occurred in the UK in the 1980s. They were

useful here. The diagram has physical/

driven by sales-inflamed scares about

behavioural and context-free/context-dependent

accommodating new technical equipment and

axes, giving equal weight and importance to all

the unthinking adaptation of buzzwords and

four quadrants. Four strategies are implied:

quantified but poorly-researched standards by letting agents. The perceived need for extra cabling and air conditioning led to gross over-

1

supposed to work only in the background,

capacity of heating, cooling and ventilation plant

with hardly any intervention);

(Parsloe, 1995) and fewer degrees of freedom with floor-to-ceiling heights (because of raised floors and ceiling voids). Added complexity of

Make invisible (those things which are

2

13.3 Strategic imperatives

Make usable (things needing regular attention and/or interaction);

plant, ducts and controls – with less available Physical

volume for air – created many nasty side effects for occupants as well (Wilson and Hedge, 1987). Successful flexibility/adaptability

A Fit and forget

B Implement and manage

Make invisible

Make usable

Systems operating in the background, normally without intervention

Systems with regular attention and/or interaction

Policy, legislation, ethics and value systems

Adapatation to unpredictable change and individual needs and competitive threats

Make habitual

Make acceptable

Implement and internalise C

Risk and freedom D

strategies anticipate how contextual factors change over time. However, the reverse is one of the reasons why US building strategies are copied worldwide (van Meel, 1998): globalisation involves destroying context in order to achieve uniformity of product and a form of market flexibility. Its advantages in

Contextfree

terms of appropriateness, use–value and longterm adaptability and environmental responsibility are more questionable. There are economic advantages – standardisation being one – but ultimately it produces cultural and environmental revenge effects which may well be unsustainable.

150

Behavioural

Contextdependent

Adrian Leaman, Bill Bordass

3

Make habitual (formal and informal rules

Our expanded version is in Figure 13.4,

111

which help with safe, comfortable and

an adaptation from Brand (1994). Systems at

2

smooth running);

the top of the list – site, strategy, shell – tend

3

Make acceptable (things which are not

to set constraints for things lower down –

4

prescribed and covered by the rules, but

services, for instance, are determined to some

5

allow scope for individuality, innovation and

extent by the shell. Things at the top also tend

6

change).

to be longer lasting – centuries in the case of

7

some sites, compared to minutes for the

8

Buildings which are properly flexible and/or

position of stuff on desks. The diagram has

9

adaptable will have included consideration of

many virtues, not least of which to emphasise

10

provision for all four somewhere in the briefing,

Russian-doll-like complexity – with systems

1

design and operations thinking, raising issues

apparently nesting inside each other – and the

2

such as usability, innovation, habit (that is,

time frequencies of changes. The implication is

3

cultural norms in the organisation and user

that things at the bottom are more flexible, and

4

etiquette), safety, security, risk, value and

perhaps more adaptable than those at the top,

5

uncertainty.

and therefore easier to change. However, this is

6

not necessarily so: a transportable building can

7

push as many things as possible into quadrant

be moved to another site, shells and structures

8

A – seek ‘fit and forget’ – and leave the

can be adapted or replaced. Conversely some

9

consequences of leakage back out into the

arrangements can be impossible to change

20

other three quadrants for someone else to

because of their interlocking nature.

1

4

However, the modern tendency is to

Modern businesses are increasingly

worry about. Unfortunately for us all, side-

2

effects cannot be forgotten even if they are not

demanding much greater flexibility throughout

322

immediately foreseeable or includable in cost-

the hierarchy, trying to give themselves greater

4

benefit equations or risk-value payoff

degrees of freedom. Some of the symptoms

5

calculations. Examples of some of the

are:

6

consequences are given in Table 13.1.

7 •

Dependencies and interactions The temptation to use technology as a get-outof-jail-free card is often irresistible to designers and managers when faced with problems requiring quick answers. But buildings are

•

Rental lease periods reduced from 25 years

8

to sometimes 5 years or less;

9

The rapid rise (and volatility) of businesses

30

which offer high quality, very short-term,

1

office accommodation for rent in major

2

cities around the world, and growing

3

investor interest in fully-serviced suites for temporary or long-term occupancy;

5

interdependent systems with many hierarchic layers, a property which introduces

6 7

Adaptation?

dependencies and interactions, often unwanted, hidden or unforeseen. The shell-scenery-set diagram introduced in the 1970s (Duffy and Worthington, 1972) neatly summarises the hierarchic nature of buildings and their subsystems and can be helpful in separating variables and developing adaptability strategies. However, in the wrong hands such layering can actually inhibit strategic integration.

4

8 Site Strategy Shell Structure Skin Services Space plan Scenery Sets Stuff

9 40 1 2 3 4 13.4 Hierarchical ‘layering’

5

611

151

Designing Better Buildings

• •

More stress on property and estate

areas of professional responsibility with no-one

strategies;

owning the problem. Some of these gaps turn

Renewed interest in briefing, and further

out to be crucial for occupants’ welfare, for

consolidation of business and design

example, the stability of the indoor environment

targets.

and opportunities to change conditions quickly when required. Anecdotal evidence from

Strategies based on shell-and-core or space

Scandinavia and the Netherlands indicates that

guidelines for space planning are no longer

under global market pressures their previously

sufficient. Space plans must not cut off options

better-integrated design cultures may be forced

for new layouts. Potential for moving cores if

down this course as well. Key considerations are:

necessary may even be required. Flexibility at one level does not guarantee flexibility elsewhere – often the

•

designed around their space plans often

Develop clear strategies for flexibility and adaptability and keep them under review.

reverse. For example, buildings which are •

Identify risky constraints at each level of

introduce onerous constraints. A fixed furniture

the hierarchy and explicitly flag them up for

system may offer occupants no options to fine-

designers or managers, making sure that they are fully ‘owned’.

tune their seating position and furniture so that they can try to mitigate adverse effects of, say,

•

Unless there are circumstances which

glare or low winter sun. Any changes may have

require specialised optimisation, do not

to be carried out by the facilities managers. In

allow any one issue to dominate the

one instance, external consultants had to be

others, for example, the space plan or

called in every time the furniture needed to be

optimising the irrelevant servicing considerations (see Bordass, 1992).

moved! It is usually better to avoid dependency of this sort – occupants are capable of making

•

Allow for changes at any level, including

these minor changes for themselves, they are

those that may be seemingly unthinkable,

happier and problems and costs for managers

like the shell and structure but don’t get

are avoided. However, the trend is towards

carried away – robust simplicity is also

greater dependence, not less. Occupants are

most important; and do not forget that

increasingly having control and adjustment

many parts of the building may be appropriately permanent.

options taken away from them. This, in turn, places a higher burden on the technical and

•

Flexibility can be hindered if options are

management systems that are supposed to

restricted further up the hierarchy. This can

provide these services – and makes them more

be specially vexing for certain types of

vulnerable as well. This is why occupants say

building services, for example, building

they are less comfortable in buildings that may

cores obstructing the best routes for ducts,

offer relatively good internal environmental

or adaptability thwarted by lack of

conditions, but have less perceived control

consideration of site constraints.

options; in the jargon, fewer ‘adaptive opportunities’ (Brager and de Dear, 1998). In Britain, commercial and professional

Different standpoints

pressures have tended to divide and rule so that integration between architects and

Flexibility and adaptability take on different

engineers can be minimal sometimes, even in

meanings depending on your standpoint. Users

so-called integrated design practices. Parts of

and occupants often want short-term flexibility,

the design can easily fall in the gaps between

answering specific local needs as fast as

152

Adrian Leaman, Bill Bordass

possible. Facility managers may be more

photovoltaic building, Sunderland, UK) while

111

concerned about occupant control and speedy

gambling that accommodating new

2

and cost-effective changes in furniture layouts.

constraints (the photovoltaic wall) does not

3

Designers may think about possible image

compromise other considerations (such as

4

changes, and certainly issues like capacity,

office layouts forms);

5

Fit suitable strategies to prevailing

6

Corporate managers may be more concerned

circumstances, perhaps giving priorities to

7

with how easily they can sell or re-let the

costs in use, manageability, occupants’

8

building if they no longer need it and so get

needs, and taking a more pronounced

9

locked in to property market criteria whether or

demand side perspective.

10

turnover, space fit, densities and layout types.

•

not these actually benefit the users. All of them

1

will want their needs to be met reasonably

Our view is that attention to the demand side,

2

quickly, with as little fuss and cost as possible.

minimising environmental impact and carefully

3

reviewing the extent to which generic solutions

4

the action as close to the point of demand as

are appropriate will yield effective results in the

5

possible. The problem, though, is that

longer-term; though it may take some time for

6

requirements conflict and it is not obvious:

market valuations to catch up.

7

•

what the needs are, especially in the future

– and resolving conflicts between them. This

9

when contexts may subtly change;

implies more emphasis on:

20

For any of them, it makes sense to bring

Greater account must be taken of needs

•

where priorities lie;

•

where risks are greatest.

1 •

brief taking;

2

•

future business and organisational

322

scenarios;

4

social, economic and technical changes in

5

the background;

6

Specialised buildings tend to become obsolete fastest, while bespoke buildings – specialised or not – are anathema to valuers and letting

•

agents, so stifling innovation. On the other hand there are still many spectacular examples

8

7 all of which give further colour to demand.

8

of unlikely function changes inside seemingly

9

specialised structures, particularly if they have

30

become respected parts of the landscape

Bringing action closer to need

1

(Brand, 1994). Does the designer: • •

•

•

2 Bringing action as close as possible to

3

perceived need while minimising the need for

4

Play safe with industry norms (for example

vigilance at other levels is usually an important

5

British Council for Offices, 2000);

objective. At lower levels of the building

6

Opt for more generic, context-free

hierarchy this can be obvious. For instance,

7

approaches, gambling on accelerating

when you switch on a light (action) you want

8

trends towards convergence of function (for

the response to give you the result you require

9

example offices and laboratories becoming

(need). The faster the need is met by the

40

more similar);

action, the better. Any extra thought required (if

1

Take a longer-term view, attempting to

the switch’s operation is unclear), involvement

2

combine this with emphasis on lower

of others (for example ringing a helpdesk) or

3

environmental impacts;

delay in response adds unnecessary complexity,

4

Place greater faith in promising new

inefficiency and cost. When action does not

5

technology (for example Doxford

meet need, the system is often said to be

611

153

Designing Better Buildings

inflexible or inefficient. When it is difficult to

buildings in a more static market. And how

change, it has poor adaptability.

can we make better adaptive use of the

However, things are not so

buildings we already have, a significant

straightforward as you go higher up the building

portion of which (particularly from the

hierarchy. Lags between demand and supply

1950s to the 1970s) are now unloved not

(the demand for space may not be in the same

because of a lack of potential but a lack of

place as spare capacity), geographical inertia

imagination, fashionability and market

(the tendency for organisations to stay rooted

value?

to a familiar area) and longevity (only about one

2

Know your timescales

per cent of, for instance, the UK building stock

We define flexibility as primarily about

is renewed every year and market lock-in

short-term changes and adaptability about

[Bordass, 2000]) all conspire to create

less frequent but often more dramatic

mismatches and inefficiencies. These

ones. Try not to confuse the two: while

inequalities drive fluctuations in property

ideally they are complementary, in practice

markets, giving them their peculiar character

they can easily conflict. For example, it is

(Investment Property Databank, 1994). With

not unusual for air conditioning distribution

individual buildings, it is unusual to find a

systems installed to improve flexibility to

perfect fit between preferences and the

also physically obstruct adaptations one

facilities provided – buildings which in the eyes

would like to make.

of their occupants, owners, managers and

3

Hidden costs

designers are ‘just right’. But ‘good enough’ is

Flexible concepts for buildings often

usually sufficient (‘satisficing’ rather than

provide fewer physical obstacles,

optimising). Beyond this, if the building lacks

particularly to any space plan which fits

adaptability it may be replaced or abandoned.

within the boundary conditions. However, the downside is often much higher dependency on technical and management

Conclusions, with contradictions

infrastructures than anybody had anticipated. In addition, the technology has often proved to be less flexible and more

Without being too theoretical or technical, what

prone to obsolescence than one had

are the main lessons to be learned from this?

thought, viz: the amount of nearly-new

Seven emerge, but sometimes they contradict

materials and equipment which are often

each other!

scrapped when an office is fitted-out or refurbished.

1

154

What do you really need to change?

4

Dependency cultures

More uncertainty in the world leads to

Flexibility concepts (for example, deep

demands for more flexibility: but how much

plans), equipment (for example interlocked

is really required, and where? Can simpler,

serviced furniture) and technologies (for

more generic, but adaptable building types

example automated internal environments)

which get some basic things right actually

can deprive occupants of the ability to

prove liberating, not constricting? Is it best

make even small adjustments, causing

to adapt the building, to adapt to the

them to be disgruntled, make more

building, or to change the building?

demands upon management, or both. The

Flexibility of movement within a diverse

costs of this – in terms of the degree to

and fluid property market could make up

which the quality of the building needs to

for some of the shortcomings of individual

be improved, together with management

Adrian Leaman, Bill Bordass

and the expensive support services

111

Agendas for the future include:

2

required – are often ignored, or at best Briefs which are explicit about need, and

3

demands are not met, occupant

try to make hidden assumptions crystal

4

dissatisfaction and lost productivity will

clear for all concerned.

5

Adaptable envelopes and structures, at

6

Hierarchical layering

least in parts of the building which can

7

The strategic ‘layering’ of a building (shell,

benefit.

8

Building shells which are better at

9

selectively moderating the external climate.

10

badly underestimated. But if these

result. 5

services, scenery etc.) helps to avoid

•

•

•

unwanted rigidity by minimising interlocks

Intrinsically-efficient building services which

1

or with different timescales for

adopt ‘gentle engineering’ principles and

2

maintenance, alteration and replacement.

good controls to fine tune the environment

3

However, by excessive reductionism, and

efficiently and only to the extent needed.

4

between elements with different functions

•

Where necessary, ‘plug and play’ supple-

5

dealt with by narrow specialists (like space

mentary components which can easily be

6

planning), it can also get in the way of

obtained, installed, and relocated to alter

7

building services’ provision and capacity.

8

More rounded understanding of future

9

added value, and increase the loads a

scenarios, especially from the perspective

20

building imposes on the environment

of businesses and their progress, and the

1

through unnecessarily wasteful

social, technical and environmental

2

consumption of fuels and materials.

constraints most likely to affect businesses,

322

Generic buildings: tonic or tragedy?

buildings and their locations.

4

the splitting of activities into single issues

•

holistic design and strategic integration. This in turn can destroy context, reduce

6

•

5

Will we benefit most from more standardised solutions or from rich and

6

So what to do?

7

chaotic diversity? We see hope in reducing Consider all types of risks and constraints

8

seeking out more generic solutions which

affecting buildings, not just the obvious or

9

aim to better satisfy the needs of investors,

fashionable ones – acute and chronic,

30

occupants and the environment. How in

short-term and long-term – and work on

1

practice will this differ from the North

all of them.

2

the number of unnecessary variables and

Take a demand-side perspective which

3

approach which tends to destroy context

starts with revealed needs and preferences,

4

and create widely-accepted, competitive,

especially within the immediate context of

5

but often far from optimal, industry

business and organisational requirements –

6

standards?

and work towards more abstract supply-

7

If in doubt, leave it out

side issues, rather than the other way

8

round as has tended to be the case.

9

Think of potential downsides and their

40

to need, and to leave to others the option

consequences, emphasising the thresholds

1

of adding (or subtracting) things you are not

where action meets the point of need (for

2

sure about. Of course, this is not easily

example, the trigger points when people

3

done in a changing world, but nevertheless

become uncomfortable and decide to do

4

it is usually possible to reach some sort of

something about it; or what happens if the

5

verdict.

building becomes too big or small for you).

611

American reductionist, standardised

7

•

•

The essence of adaptability is to invest in the outset in the things you are really going

•

155

Designing Better Buildings

•

Adopt a perspective which treats constraints in a positive way, so that potential bugs become features. Most great designs – especially the most usable – are like this, apparently making insuperable constraints disappear altogether. Of course, they never do; both potential and constraints have been turned to human advantage – the essence of human adaptability and the hallmark of progress.

Note 1

Probe (Post-Occupancy Review Of Buildings and their Engineering) is a research project which started in the UK in 1995 and was concluded in 2002. Twenty-one building studies have been published (20 UK, 1 Dutch) in Building Services: the CIBSE Journal. As well as the original Probe articles, there are many other supporting papers. An up-to-date list may be found on www.usablebuildings.co.uk by following the Probe link.

References Bordass, W. (1993) ‘Optimising the irrelevant’, Building Services Journal, September, pp. 32–4. Bordass, W. (2000) ‘Cost and value, fact and fiction’, Building Research and Information, vol. 28, no. 5/6, pp. 338–352. Bordass, W., Bunn, R., Leaman, A. and Ruyssevelt, P. (1995) ‘Probe 1: Tanfield House’, Building Services Journal, Sep, pp. 38–41. Bordass, W. and Leaman, A. (1997) ‘From feedback to strategy’, Buildings in Use ‘97 Conference: How buildings really work. London, Commonwealth Institute, February 25.

156

Bordass, W., Leaman, A. and Standeven, M. (1998) ‘Probe 13: Charities Aid Foundation’, Building Services Journal, February pp. 33–9. Brager, G. and De Dear, R. (1998) ‘Thermal adaptation in the built environment: a literature review’, Energy and Buildings, vol. 27, pp. 83–96. Brand, S. (1994) How Buildings Learn, New York: Viking. British Council for Offices (2000) Best Practice in the Specification for Offices, London: British Council for Offices. Chapman, J. (1991) ‘Data accuracy and model reliability’, Proceedings of BEPAC 91 Conference, Watford: Building Environmental Performance Analysis Club. Duffy, F. and Worthington, J. (1972) ‘Designing for Changing Needs’, Built Environment, vol. 1, no. 7, pp. 458–63. Energy Efficiency Office, (1991) Best practice programme: Good practice Case Study 21: One Bridewell Street, Bristol, Watford: BRECSU. Investment Property Databank and University of Aberdeen on behalf of the Royal Institution of Chartered Surveyors (1994) Understanding the Property Cycle: economic cycles and property cycles, London: RICS. Parsloe, C.J., (1995) Overengineering in Building Services: an international comparison of design and installation methods, BSRIA Technical Report TR21/95, Bracknell: BSRIA. Standeven, M., Cohen, R., Bordass, W. and Leaman, A. (1998a) ‘Probe 14: Elizabeth Fry Building’, Building Services Journal, April, pp. 37–41. Standeven, M., Cohen, R., Bordass, W. and Leaman, A. (1998b) ‘Probe 16: Marston Book Services’, Building Services Journal, August, pp. 27–32. Standeven, M., Cohen, R. and Leaman, A. (1996) ‘Probe 6: Woodhouse Medical Centre’, Building Services Journal, August, pp. 35–8. Tenner, E. (1996) Why Things Bite Back: new technology and the revenge effect, London: Fourth Estate. van Meel, J. (1998) ‘The European Office: a cultural and architectural enigma?’, PhD thesis, Technical University of Delft. Weizsacker, E, Lovins, A. and Lovins, L. (1997) Factor Four: doubling wealth, halving resource use, London: Earthscan Wilson, S. and Hedge, A. (1987) The Office Environment Survey, London: Building Use Studies.

Chapter 14

111 2 3 4

Managing design and construction

5 6 7 8 9 10 1

Peter Trebilcock

2 3 4 5 6 7 8 9 20 1 2

According to Paul Hyett, President of the RIBA

changing information through the project. They

322

(2001–2003) and experienced expert witness,

may argue that, as the end product will be

4

‘60 per cent of construction claims occur due to

around for a long time, it is far better to make it

5

increased building costs and programme

the best it can be rather than have a second-

6

delays’. Technical failure in designs or

rate product delivered simply to meet short-

7

specification accounts for a further 30 per cent.

sighted timescales.

8

‘No one ever gets sued . . .’ he argues, ‘. . . over an ugly elevation.’

Unfortunately architects often become,

9

quite unfairly in many instances, the scapegoats

30

for contract delays. It is not uncommon to read

1

aspirations for designers and contractors, and

headlines in the architectural and construction

2

success criteria, reinforced by educational and

press such as ‘Overspend row’, ‘Escalating

3

cultural stereotypes, are poles apart. Whilst the

costs’, ‘Fiasco’, and ‘Council close services due

4

architect might be able to control the design of

to cost overruns’. Whilst the sheer quality of a

5

a building, its successful implementation usually

design might win over the public audience,

6

relies upon a host of people from a broad range

those who have to foot the bill and manage the

7

of backgrounds with a wide array of skills.

consequences of poor performance sometimes

8

question whether rewarding such architectural

9

solely by the degree of innovation and leading-

achievements, in spite of poor client

40

edge design employed often focus too much

satisfaction, sends the wrong message to the

1

on design standards. Consequently they will

profession.

2

Unfortunately too often the project

Those architects who measure success

Success in design may be measured by

3

possible minute, often resulting in the late

one set of criteria. Success in construction will,

4

issue of information supplied to the contractor.

no doubt, be measured by another. Yet overall

5

Architects are often criticised for constantly

project success should take into account

611

ponder over the architectural details to the last

157

Designing Better Buildings

aspects of both design and construction.

turn, was to pay the craftsmen and workmen

Unfortunately as an industry we seem to have

for their labours on the ‘large Fabric’. But the

difficulty reconciling the two.

whole future of the work depended upon the

Contractors and subcontractors faced

Queen remaining upon the throne and the

with the pressures of competitive tendering

administration of government remaining in the

focus their efforts on achieving the lowest cost,

hands of the men who approved of the Duke

perhaps relying on the likelihood of claims to

being honoured in the extravagant way she had

enhance their income and profitability. This is

prescribed.

based on the common assumption that

Only too well aware of this, the Duke –

substantial design variations will occur, causing

a man so mean that he had been known to get

overrun and additional costs, and the propensity

wet in a rainstorm rather than spend sixpence

for consultants to issue late and/or incomplete

on a sedan chair – scrupulously avoided signing

information.

any bills, lest his signature should be assumed

The client is not always an innocent

to personally authorise the highly expensive

bystander in this process. Often unrealistic

work. When Wren was called in for an

objectives associated with budget limitations,

independent estimate, he calculated it would

over-ambitious timescales, unrealistic quality

cost £100,000, over twice the sum

aspirations, lack of clear, decisive and timely

Marlborough had been led to expect. The

decision-making coupled with interference in

building was finally accomplished – after

contractual matters may all contribute to

prolonged law suits and actions against over

pressure on the team, causing the quality of

400 persons, to expose the ‘fowl practices of

product to suffer.

builders’ – at a cost of some £300,000 (in

This scenario is not new. The financial arrangements for the building of Blenheim Palace, designed by John Vanbrugh, were not

today’s terms about £21 million), £60,000 of which came from the Marlborough estate. Having dispensed with the services of

very satisfactory. The Treasury was authorised

Vanbrugh, and rarely consulting his assistant

to supply the Duke of Marlborough with

Nicholas Hawksmoor – after all so-called

unspecified sums of cash to hand over to the

architects were, with very few exceptions,

‘Controller of the Works’ at Woodstock, who, in

either ‘mad or ridiculous’ and their ‘very high

14.1 (far left) The Architect as seen by the Builder 14.2 The Architect as seen by the Quantity Surveyor

158

Peter Trebilcock

flights’ had to be ‘kept down’ – the bossy,

Some of the common factors we would

111

demanding and effective Duchess directed the

attribute to the failings are:

2 3

works herself after the stroke and subsequent death of the Duke. She marched about the

•

Inadequate planning

4

works, being ‘extremely prying’ in the words of

•

Unrealistic budgeting

5

Marlborough’s friend, Lord Godolphin and was

•

Information is supplied too late

6

‘perpetually on the watch communicating

•

The information is uncoordinated

7

directly with the Clerk of the Works’.

•

The drawings/specifications have been

8

incorrectly interpreted

9

•

Technical/product defects

10

The scenario at Blenheim has it all: •

Lack of clear payment arrangements

•

Poor choice of supplier

1

•

Cost overruns/inaccurate initial

•

Late changes in information in procurement

2

cycle

3

Apparent lack of cost awareness/care by

•

Risks not managed

4

the designers

•

Inadequate resources.

5

estimates • •

Designers focus on the detail to the

6

apparent detriment of all else

7

•

Corrupt contractors and subcontractors

•

Client interference with contractual

Latham and Egan

8 9

Following the Latham and Egan reports

20

(Latham, 1994; Construction Task Force, 1998)

1

In essence the consequences are the same for

and with clients encouraging more innovative

2

many projects. The common characteristics

ways of team working, the construction

322

being:

industry is beginning to adopt new practices.

4

These include:

5

arrangements.

6

•

The project is late

•

It is over budget

•

team integration

7

•

There are too many defects

•

supply chain management

8

•

The original design is compromised.

•

benchmarking

9

•

lean production

30

•

total quality management.

1 2

14.3 The Architect as seen by the Public

Attempts at improving design management

3

have been hindered by the intuitive and

4

iterative nature of design. However, as design

5

becomes better understood, aided by research

6

into subjects such as process-mapping, it is

7

becoming easier to plan design decision-making

8

with the same rigour as other parts of the

9

construction process. The optimum framework

40

for the team to meet the demands of clients,

1

who view construction as a complex process

2

requiring a high degree of management, is

3

through an integrated and collaborative

4

approach where specialists and subcontractors

5

work alongside designers.

611

159

Designing Better Buildings

In his report Constructing the Team, Sir

the client, the skills and contribution of every

Michael Latham (1994) had two prime

member of the design and construction team

objectives:

will be required. No one is suggesting design quality doesn’t matter. No one is suggesting

•

To reduce conflict and litigation

that cost management is of secondary

•

To increase productivity.

importance either. Both of these issues require attention, and they are not mutually exclusive.

He predicted that, ‘whatever the procurement

Only through thoughtful and considered

route’, the client will expect:

management throughout the design and construction process, will the aspirations of all

1

A clear, direct single channel of

team members be achieved.

responsibility throughout the progress of the work. 2

A supply-side team that has no ‘fuzzy edge’ of liability, is closely integrated and has the

How can multiple design goals be achieved?

same goals as the client-focused delivery. 3

Design flair and cost-consciousness, jointly

It can be argued that in any construction project

achieved by a team assembled at the

the three most important aspects of the design

earliest possible stage, combined with best-

are:

practice buildability. 4

Effective early involvement of specialist in

1

detailed design.

To ensure an imaginative and visually attractive response to the brief

2

To aid the ease, speed, reliability and safety of its construction

Government procurement policy

3

Meanwhile, government has stated its intention

It can be argued that the designers’ objectives

to procure all public buildings by one of three

are best accomplished within a framework of

methods:

total project integration, where the emphasis is

To achieve maximum value and functionality with effectiveness and efficiency in use.

on integrating design into the construction •

Private Finance Initiative

process from concept to operation. This may be

•

Design and Build

through a multidisciplinary team within a single

•

Prime Contracting

organisation, or via a group of individual organisations assembled for a one-off project.

Each of these has its advantages and

Some industry pundits, perhaps spurred

disadvantages, but the overriding common

on by the Egan report, call for attractive and

characteristics for the client are:

efficient buildings to make optimum use of standardised components and off-site assembly

1

A simple point of contact and responsibility

techniques. Thus by using tried and tested

2

Cost certainty

solutions risk should be minimised, speed

3

An integrated team approach.

accelerated and cost-effectiveness maximised. However, we ought not to advocate architect’s

Any exceptions to these three routes will have

design by catalogue. This will stifle imagination,

to demonstrate how better value for money can

limit the range of possible solutions and fail to

be achieved. In recognising the expectations of

harness creative genius. Innovation is not

160

Peter Trebilcock

always more expensive either. But nor are we

become progressively more fragmented due to

111

suggesting designers need to innovate for

the growth in specialisation and complexity of

2

innovation’s sake. There is a balance to be

construction methods and technologies. With

3

struck between innovation by application and

this specialisation, there has been a

4

innovation by invention.

corresponding increase in the number of

5

organisations and people with design

6

provision of buildings which are attractive, make

responsibility on a project. In Wren’s day, the

7

a positive contribution to the environment,

processes and iterative nature of design were

8

represent good value for money, work as they

hidden within a single mind. The task today is

9

were intended, do not injure people in the

to understand and to manage these processes

10

process and represent a responsible use of

across a team of designers. There is a need for

1

resources. The cost in real terms must also go

each contributor to understand and enter the

2

down.

province of the other.

3

In essence our culture demands the

All of these are design issues. So we

4

Design is an iterative process, making

first have to ask the question ‘What is design?’

the exchange of design information quite

5

In essence it is the intellectual task which:

different from that of physical goods in the

6

traditional product-based supply chain. In a

7

•

Starts with conceptualising the solution

product-based supply chain, physical goods

8

•

Develops the means by which the solution

move along the chain with each tier adding

9

can work

value through some manufacturing process until

20

Is completed by identifying in detail how

the completed product (a car for example) is

1

each individual component can be

available to the end-user. The product becomes

2

increasingly complex as it passes through each

322

stage (e.g. by combining standard components),

4

as it is transformed from raw materials into a

5

customised product.

6

•

manufactured/assembled together to form the built solution. In the past there was a reliance on ‘craft’ detailing, in a culture where designers designed, and constructors built that which the designers had designed. As a result the nonintegrated set of players were unlikely to achieve the overall project objectives. However, in the current climate there is increasing recognition that the design and construction of buildings is an integrated process and the supply chain must play a role in developing quality solutions. This was the case with the master stone masons in Wren’s day and is even more important with the more sophisticated building systems available today.

In the case of a construction project, a

7

similar supply chain can be envisaged, where

8

value is added when construction products flow

9

up the chain. Standardised products (such as

30

glass, steel and cement) are combined to

1

provide more specialised components and

2

systems (cladding and air conditioning, for

3

example). The suppliers in the chain will be

4

made up of a combination of design

5

organisations (consultants): contractors

6

(including those with design and/or

7

management specialists); and subcontractors,

8

depending on the method of procurement.

9

As with the supply chain, where

40

standard products are converted into bespoke

1

facilities, solutions in the design chain become

2

increasingly specialised and complex. Standard

3

When Wren designed St Paul’s Cathedral, he

solutions (such as standard design details) are

4

acted as both engineer and architect. Since his

combined to provide more comprehensive and

5

day, the design and construction process has

bespoke design solutions.

611

The relationship of designers to the supply chain

161

Designing Better Buildings

Design chains are concerned with the flow of design information between the

•

To examine, test and challenge existing conventions.

organisations collaborating on a project (Austin et al., 2001). They differ from supply chains in not having information flowing in one direction and material in the other. In design chains

Innovative approaches in practice

information flows both ways. Designers can be found as independent architects and engineers,

I will illustrate some examples where integrated

and within other companies that produce

teamwork has provided exemplary results.

components, assemblies or other systems. The

Some examples occur in circumstances which

need for these designers to communicate

are unusual perhaps even in emergency

effectively in both directions is an essential

situations. Here – as in war – the noble in us all

requisite to achieving success. The

elevates the spirit to participate as team

management of the overall process and the

members resolved to protect and defend the

team are both vital to the project’s success.

common goals and overlook selfish or partisan

There are several facets of management in this context:

interests. Unfortunately in ‘peace time’ we often revert to circumstances where common objectives are secondary behind individual

•

•

Those involved in the management of such

goals. Teamwork integration ought not to be

a process must understand the process of

evident in exceptional circumstances but be the

design.

everyday norm.

There has to be recognition of the breadth of design skill required – some designers will have a broad perspective on the overall building, whilst others may be task-specific

Fast track: Boots Warehouse, Beeston, Nottingham

specialists who will focus on their centre of •

activity.

Following a devastating fire, which destroyed a

To see that project objectives are defined

27,000 square metre warehouse at the Beeston

and communicated to all team members –

Site, Nottingham, AMEC was called in within

they all need to understand how their

five days to assist Boots in the disaster

individual contributions impact on the

recovery programme.

whole. •

An extremely accelerated fast track

To plan how project objectives are to be

programme was initiated to replace the facility

achieved.

with a new fully automated warehouse and

To view and test proposed solutions against

facilities for 400 staff. Unless the factory was

objectives.

rebuilt in time to stock items scheduled for

•

To monitor progress against the plan.

Christmas sales, the consequential losses

•

To react proactively to deviation from the

would be enormous. This sense of urgency

•

plan.

enabled the client to adopt a more dynamic

•

To set realistic time scales for tasks.

approach.

•

To establish mechanisms by which plans,

•

162

One of the key factors for the success

programmes and actions can be achieved,

of this fast track project was the project

reported and monitored.

philosophy. Boots chose an innovative

To develop a framework to involve

partnering agreement, which replaced a

people for their achievements in adding

typically hierarchical project structure with a

value.

flexible team approach.

Peter Trebilcock

a 6,000 square metre, two-storey building and

111

objectives, good communication and prompt

featured an Olympic-size swimming pool, a

2

decision-making, which focused on achieving

double-sized sports hall that could be divided

3

the very tight deadlines, rapid start-up and

into two separate fully functional gymnasia,

4

continuous time improvement.

six squash courts, a weights and fitness

5

suite, changing and office facilities and a

6

cafeteria.

7

This approach featured shared

The critical success factor on this project was achieving a design and construction programme of eleven months, which is significantly less than accepted industry norms.

8

The MOD client identified their key

9

drivers for change. These were to:

10

The programme was achieved without sacrificing quality or cost benchmarks by

•

Improve delivered functionality

1

establishing the following principles:

•

Reduce costs through the project

2

•

•

Improve value for money

3

Co-location of an integrated project

•

Improve predictability of performance

4

management team, made up of Boots and

•

Remove conflict

5

AMEC staff.

•

Improve quality and safety.

6 7

•

Location of core design team on-site.

•

Application of two-stage tendering to avoid

Their objectives – summarised by their project

8

duplication and waste.

title ‘Building Down Barriers’ were:

9

•

To develop an approach to facility delivery

1

based on supply chain integration

2

To demonstrate the benefits in terms of

322

where practicable.

improved value for the client and

4

Positive avoidance of traditional contractual

profitability for the supply chain

5

To assess the tolerance of the approach to

6

the UK construction industry.

7

integration. •

•

Incorporation of work package contractors within the design team, with co-location

•

20

Encouragement of supply chain

disincentives.

•

•

8

As a result the first phase was handed over in eight months with the overall building

Seven principles for Building Down Barriers

9

completed in ten months. The materials

The MOD established a philosophy which

30

handling system was finished one month later.

manifested itself in seven principles:

1 2

1

Compete through offering superior value

3

2

Make ‘value’ explicit: design to meet

4

functional requirement for through-life cost

5

Establish long-term relations with key

6

specialists

7

Involve the supply chain in design and cost

8

to serve as research and development

development – using target costing, value

9

initiatives to inspire project delivery, as part

management and risk management

40

Manage the supply chain through specialist

1

clusters

2

Develop continuous improvement within

3

the supply chain

4

Collaboration through leadership, facilitation,

5

training and incentives.

611

Building Down Barriers: MOD Sports Complex, Aldershot

3 Two projects at Aldershot and Wattishham were identified by the Ministry of Defence

of the Building Down Barriers initiative (Holti

4

5

et al., 1999). Results from these projects have been disseminated, and key success factors

6

fed back into the MOD procurement regimes. AMEC were involved in a sports complex at Aldershot. The project incorporated

7

163

14.4 MOD Sports Complex, Aldershot

14.5 MOD Sports Complex, Aldershot – gymnasium

14.6 MOD Sports Complex, Aldershot – swimming pool

Peter Trebilcock

AMEC utilised a series of tools to incorporate

were considered just as important as

111

the principles into the thinking and

commercial competitiveness. Table 14.1

2

performance of the team. These are

summarises the principles underlying the supply

3

summarised in Figure 14.7.

chain selection.

4

Selection of the supply chain

Benchmarking – a means of demonstrating

6

As the road to improvement is almost inevitably

value

7

paved with change, the selection of supply

As the long-term whole-life team performance

8

chain members was not to be based on lowest

was more important to the client than achieving

9

tendered price, but on a series of criteria

the lowest capital cost, the team compared

10

including common cultural understanding, ability

critical data relating to each component which

1

to work in teams and the commitment to

demonstrated its long-term value. Evaluation

2

achieve the overall objectives. These criteria

criteria included:

3

5

4 14.7 Key Tools

5

Key tools Phase 1 Business case

Phase 2 Performance brief

Phase 3 Concept

Phase 4 Detailed design and construction

6

Phase 5 Proving period

7 8 9

Continuous improvement

20 1 2

Whole life cycle costing and cost in use

322 Supply chain

Management process

4 5

Value management

6 Value engineering

7 8

Risk management

9 30

Total planning

1 Logistics planning

2 3

Table 14.1

4

Supply chain selection

5 What was different • Specialist selected on ‘soft’ issues

What was the benefit/challenge?

6 7

• Compatibility with innovative nature of project • Need to produce a result which demonstrably meets

9

the objectives • Organisation offering potentially better value rather than lowest cost

• Gave rise to the need to demonstrate that value had

in R&D – sharing results – exposure of

40 1

been achieved

2

• Need to motivate against tough targets • Willingness to become involved

8

3

• Capability to change • Culture not always present throughout the business

4 5

working methods

611

165

Designing Better Buildings

•

Cost per unit/system

•

Time (procurement, lead in, execution)

•

Operating and maintenance costs

•

Improvements in functionality – i.e. can one component to do the job of two or three?

•

Avoids use of alternative designs as ‘Aunt

•

Provides reference standards to test design

•

Provides a brief which is:

Sallies’. options for best fit.

Clustering This is a term given to a group of specialist subcontractors who may have similar responsibilities and common characteristics i.e. the external envelope cluster may include roofing, cladding, windows and door subcontractors/suppliers. Instead of packaging work to each individual and relying on them to resolve conflicts through technical queries with the

•

–

Comprehensive

–

Understandable

–

Capable of easy communication.

Provides a reference point for subsequent changes in clients’ requirements.

In Building Down Barriers the sponsor developed the performance specification. The integrated project team established value criteria using value management methods. The

potential for interface problems to fall in the gaps in between; the clustering concept brings all parties together to resolve interfaces, set

Cluster group

common support elements and agree other issues face to face. Hence the parties work in

Cluster leader

collaboration with focus on a common objective. Figures 14.8 and 14.9 summarise the Prime contractor

operation of clusters. Some of the benefits of clustering are

Cluster members

that it: •

Creates an opportunity for designers to

Primary designers

interface directly with key suppliers. •

Focuses on key objectives.

•

Focuses on long-term relationships and

14.8 Clustering approach

cooperation amongst key suppliers. •

Promotes supplier involvement.

•

Promotes a collaborative team culture.

•

Delivers enhanced performance.

•

Removes interface issues and promotes common working methods.

•

Cluster member as leader

Primary designer/Prime contractor as leader

Can reduce preliminaries.

Value management Another key tool used to capture priorities and subsequently evaluate proposals against them is Value Management (VM). This tool is often implemented through a series of facilitated workshops. The benefits include: •

Helps the client to crystallise requirements and priorities.

166

14.9 Real Cluster Configuration

Peter Trebilcock

project concept was developed by using value

•

Programme saving

111

management techniques, incorporating end-

•

Significant life cycle cost saving by using a

2

combined heat and power (CHP) unit.

3

users’ knowledge, and applying specialist

4

contractors’ skills. Table 14.2 summarises the principles underlying the use of value

Planning and programming

5

management.

Traditionally design teams manage their own

6

The main outputs from the value

design programmes, and the contractor issues

7

management and value engineering exercises

his own construction timetable. At some point

8

were:

the contractor would usually make a request of

9

each party – whether design or subcontractor,

10

Key stakeholder/end-user’s requirements

for the final release of information to adhere to

1

better understood

the relevant programme milestones.

2

• •

Significant reduction in client variations

•

Functionality and value for money achieved

3

AMEC chose to undertake a totally

4

integrated planning approach with all

5 6 Table 14.2

Value management principles and benefits

What was different

7 8

What was the benefit

9 •

Involvement of user groups

• Ownership and buy in to the drivers and adopted solutions – few change

•

Involvement of integrated project team

1

• A deeper understanding of clients’ needs and

2

improved functional efficiency •

Involvement of specialist supply chain members

20

322

• Major component selection and buildability

4

resolved at the right stage

5 6

Table 14.3

7

Value engineering principles and benefits

8 What was different •

Involvement of supply chain specialists

What was the benefit

9 30

• Significant reduction in cost and improvements

1

in manufacturing delivery and erection •

Considered component selection over 35-year life cycle

•

2

• Robust maintenance and replacement cost

3

predictions

Considered building performance over 35-year

4

• Robust prediction of utility usage

5

life cycle

6 Table 14.4

7

Total planning process changes and benefits

8 What was different

What was the benefit

•

Important of techniques from other industries

• Increased clarity of the process

•

Total team input

• Team ownership of the result

•

Fully mapped processes

• Greater certainty and predictability of outcome

9 40 1 2 3

and opportunity to improve efficiency

4

•

Planned to a high level of detail

• Real aid to production at the work face

•

Use of last planner technique

• Caused focus on finishing activities, NOT starting

5

611

167

Designing Better Buildings

contributions integrated into the design,

•

Importance of continuous training and

procurement and execution process. Each

facilitation of the integrated team to bring

member was made aware of the criteria

about cultural change – a major effort.

influencing the success of each party.

•

Alignment of IT for easier communications.

•

Importance of performance measurements

Results and lessons learned from Building

to monitor achievement and provide

Down Barriers

information for current and future

The key results, which can be benchmarked

improvement.

against other projects of the Building Down

•

Recognition that not all organisations/individuals have the capability

Barriers process on this project, included:

to change or add value. •

Functionally superior design solution

•

Importance of accurate and ongoing

(Architects FaulknerBrowns)

benchmarking to establish criteria for

•

Only seven client variations

measuring value and improvement.

•

Whole cost reduction of 13.7 per cent

•

Significant improvements in team efficiency including reduction in waste and abortive work.

Partnering: BAA and the ‘Pavement Team’

At a subsequent MOD conference the client

The logical development of a single project

reported the benefits as:

integrated team is to harness the benefits through utilising that same team for repeat

•

• • •

• • •

Labour efficiency levels reaching 65–70 per

work. BAA have demonstrated their

cent (this is exceptional when compared

commitment to achieving these ongoing

with the Building Research Establishment

benefits by selecting architects and other

(BRE) best practice level of 54 per cent and

consultants and contractors to work with them

the industry norm of around 30–40 per

on a partnering basis. Repeat business offers

cent).

the opportunity for stable business, increased

Up to 113 per cent improvement in

profits and, most of all, better managed

productivity of blockwork.

projects with the same participants continuing

Up to 60 per cent reduction in cost of

to provide valuable feedback and year on year

substructure.

improvements for the client.

Material waste approaching 0 per cent

Following the award to AMEC by BAA of

compared to best practice benchmark of 10

their first partnering agreement, AMEC has

per cent and industry norm of around 30

pioneered a new age in civil engineering

per cent.

procurement. After many years experience in

Reduction in construction time of 25 per

producing high performance pavements for the

cent.

demanding civil and military airfield

Reduction in through-life cost target of

environment, AMEC undertook all BAA airport

10–14 per cent.

pavement works at Heathrow, Gatwick,

Only 0.2 per cent rework (below industry

Stansted and Southampton, as part of a £150

norm of 10 per cent).

million rolling programme of work. The ‘Pavement Team’, as they are aptly known, are

The whole approach also highlighted several

based at Gatwick and had a £30 million annual

lessons that have been developed and applied

turnover, with an aim to slash pavement costs

in subsequent projects:

to US levels. A five-year framework agreement

168

Peter Trebilcock

has brought many benefits, including reduced

responsibility for the overall project results

111

overheads, a better planned workload and

and problems which arise.

2

continuity of expertise. Central to partnering is

3

the use of the New Engineering Contract with its clear definition of the sharing of risk.

4

Conclusion

5 6

In his report on the UK Construction Industry

7

Constructing the Team (1994) Sir Michael

8

Latham highlighted the fuzzy edge between

9

designers and the supply chain as a significant

10

Beyond the examples cited above there are

cause of poor performance in construction. This

1

other tools and techniques designed to aid total

was – and still is – a key issue which the

2

team integration and the consequent smooth

industry needs to address. It is only through the

3

running of projects. They include:

cooperation and integration of all parties in the

4

construction process, and the widening of

5

Common software systems

understanding across all team members of each

6

•

Electronic documentation transfer

other’s roles and interests, that the

7

•

Common CAD systems

management of design and construction will

8

Web-based (paperless) document storage

achieve the project benefits possible.

9

Other tools and techniques to aid team integration

•

•

and retrieval

20

•

Project intranets

1

•

Simplified procurement methods using e-

Acknowledgements

2

322

trading and framework agreements •

•

Adopting mechanisms to protect

The assistance of Gerald Osborne in the

4

continuous profits whilst encouraging drive

preparation of this chapter is acknowledged.

5

for increased value and reduced costs

6

Integrated CAD/CAM software to ease the

7

transfer of design information from

References

8 9

consultants through to fabricators •

Site-based integrated teams

•

Regular client/team feedback sessions where key learning points are captured and incorporated in working methods

•

Adopting a blameless culture – relying on team and peer pressure to perform and where the team take collective

Austin, S., Baldwin, A., Hammond, J., Murray, M., Root, D. Thomson, D., and Thorpe, A. (2001) Design Chains: a handbook for integrated collaborative design, London: Thomas Telford. Construction Task Force (1998) Rethinking Construction, London: DETR. Holti, R., Nicolini, D. and Smalley, M. (1999) Building Down Barriers: prime contractor handbook of supply chain management, London: Ministry of Defence. Latham, M. (1994) Constructing the Team, London: HMSO.

30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

169

111

Part 4

2 3 4 5 6 7

Measuring quality and value

8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

Can design quality be measured? What are the

In his carefully written essay, Prasad

implications if it cannot? If it can be measured,

discusses the issue of measurement, notes

4

how should this be done and by whom? What

how intoxicating the numerical capture of value

5

are the advantages of measurement of quality,

can become and, at worst, how over-simplistic

6

and what are the disadvantages? The four

evaluation can displace difficult questions of

7

chapters in this section of the book address

judgement in spheres like aesthetics and ethics.

8

these difficult questions head on. In Chapter

He suggests too that measurement is often

9

15, Inclusive maps, Sunand Prasad makes a key

seen as a threat to those things that are held

30

observation – that for projects where there has

as most precious in architecture – the

1

to be public accountability, if something cannot

surprising, simultaneous, civilising and place-

2

be measured it is deemed not to exist. Such an

making aspects of the built environment.

3

attitude puts qualities like elegance, invention

However, as he also explains, to reject

4

and wit at risk. Paul Wheeler makes a similar

measurement is to ignore its value for

5

point in Chapter 18 in relation to the

communication and transparency – and for

6

development of Housing Quality Indicators –

making explicit the relationships between

7

that when value for money is being assessed,

subjective and objective criteria. He illustrates

8

costs are easily identifiable, but value is much

how widespread numerical evaluations are,

9

more difficult to measure. If there are no

even in subjective areas like judging vegetables.

40

adequate means of differentiating between

And he notes the growth of a measurement

1

options on grounds of quality, the least cost

culture nationally, including its introduction into

2

option will always be chosen. The

construction via the Construction Task Force’s

3

consequences for social housing, as Wheeler’s

Rethinking Construction.

4

chapter explains, were that quality was being driven down.

322

Rethinking Construction proposed two

5

remedies for construction – lean thinking and

611

171

Designing Better Buildings

performance measurement – both of which had

performance measurement is vital to improving

been successfully employed in the

performance, and that there is better

manufacturing sector. But the Key Performance

understanding of design value in other sectors

Indicators which emerged for construction were

such as manufacturing, that benefit from better

concerned almost entirely with the process –

connectivity with customer preferences. In the

measuring completion on time, to budget and

built environment, design quality is more

with an acceptable site safety record. As Prasad

difficult to understand and to measure –

explains, the Construction Industry Council

particularly where there are more stakeholders.

recognised that the quality of the product

The team reviewed a number of indicators both

remained unmeasured and was at risk of being

within and beyond the built environment,

considered not to exist. In consequence, the

concerned with building performance,

CIC launched a research project to devise

construction process, value management, and

Design Quality Indicators (DQIs), which are

sustainability. They considered in detail the

intended to provide a framework for including

criteria that underpin design awards. Their

both objective and subjective criteria and to

chapter describes the ambitions for the DQIs in

ensure that so-called unmeasurable issues are

terms of its ease of use, its ability to capture

not confined to the margins of debate but are

the diverse views of various stakeholders, and

retained at the centre.

the importance of flexibility – in that it should

Where Prasad describes some of the

be sensitive to the differing objectives of

philosophical issues surrounding measurement,

various types of project. The chapter describes

in Chapter 16, Achieving quality in building

the conceptual framework that was established,

design by intention, Michael Dickson continues

the data-gathering component, and the

the story of the Design Quality Indicators in a

weighting mechanism.

pragmatic vein. The DQIs draw from a wide

As might be expected from something

range of initiatives that can be traced as far

concerned with design quality, visualisation of

back as the Vitruvian principles of firmness,

the results was carefully considered. The DQIs

commodity and delight. They also draw on the

were piloted on five different building projects

criteria used in various construction industry

and a wide range of issues emerged – for

awards, as well as on the Housing Quality

example how to capture a full range of

Indicators and similar initiatives. The Indicators

responses to a building that was used by many

are organised as a series of attributes, grouped

different occupants, and how to combine them

under three sections of functionality, build

to provide an overall evaluation. Other

quality and impact, each of which is further

questions to be faced are: if resources are

subdivided into subsections. Building projects

limited, whose views should be sought? and if

can be assessed against these at various

few evaluators are used, how representative

stages between project inception and handover.

can an individual’s judgement be? The pilot

The Indicators benefited from pilot studies,

studies also revealed previously unanticipated

followed by trail-blazing by up to sixty

uses for the system of Indicators – as a means

organisations.

of assisting clients in procuring better buildings,

Chapter 17, Building indicators of design

as a briefing tool to encourage design team

quality, gives the research background to the

discussion, and as a means of comparing and

development of the Design Quality Indicators.

contrasting the results for different buildings.

Its authors, Jennifer Whyte, David Gann and

As the Indicators become more widely used

Ammon Salter, are the team formerly at the

and a databank of the results builds up, it will

Science Policy Research Unit responsible for

be possible to look at the patterns in the

the development of the DQIs. They argue that

evaluations and identify the strengths (and

172

Measuring quality and vlaue

weaknesses) of modern buildings. This should

111

The system of HQIs was extensively

provide feedback for the design professions and

piloted in thirty-one housing schemes from

2

help to raise design quality.

twelve different developers, and including both

3

private sector and social housing. The pilots

4

in practice, Paul Wheeler discusses the

provide considerable experience of evaluating

5

background to the HQIs, together with their

housing, and a dataset from which a number of

6

purpose and development. Wheeler provides a

checks could be undertaken. These included

7

specific instance of a general point made by

correlation between the assessments of

8

Prasad in Chapter 15 – that in the absence of

different assessors – such as researchers,

9

an accepted measure of quality (other than

developers and residents – of the same

10

meeting minimum standards set by regulation)

scheme, and also the pattern of indicators

1

cost became the dominant criterion for social

across all schemes. The pilot studies revealed

2

housing from about 1980. A decade later, there

the importance of assumptions built into the

3

was a realisation by government that meeting

Indicators, for example about space standards in

4

regulatory minimum standards did not ensure

private versus social housing, about urban

5

quality or value for money in housing provision,

versus rural locations, and about circulation

6

nor whether the dwellings were likely to meet

space versus living space. They also revealed

7

the current and future needs of occupiers. As

that the HQI system is time-consuming in use,

8

an antidote, the HQIs were developed in the

and a need for extensive briefing or training in

9

late 1990s to evaluate both social and private-

HQI assessment to ensure consistency and

20

sector housing, in a way that made them both

accuracy. Most significant of all is Wheeler’s

1

practical in use, and defensible. There are ten

closing remark – that if we are to provide design

2

quality indicators, each of which is made up of

quality in housing, a deeper understanding of

322

about twenty to thirty different criteria.

how homes are used is required.

4

In Chapter 18, Housing quality indicators

5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

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173

Chapter 15

111 2 3 4

Inclusive maps

5 6 7 8 9

Sunand Prasad

10 1 2 3 4 5 6 7 8 9 20 1 2

The sign of a truly educated man is to be

targets, performance indicators, league tables

322

deeply moved by statistics.

and business cases often dominate judgements

4

of worth, and without them it is difficult to

5

satisfy standards of public accountability and

6

indeed to obtain funding for public projects.

7

Bernard Shaw Every time a new set of statistics comes out, I can’t help feeling some of the richness and mystery of life gets extinguished.

But how is one to measure art,

8

elegance, invention, wit?

9

A notable ancestor of this culture of hard David Boyle, the Observer, 14 January, 2001

30

measures, Jeremy Bentham, defined poetry as

1

a literary form where the lines don’t reach the

2

margins. It was from such post-enlightenment

3

Microsoft assets amount to 6% of what

antecedents that modern architecture in its turn

4

the company is worth – 94% is in the

developed a reductivist version of functionalism.

5

intangible assets that the accountants

For Hannes Meyer, one of the most ardent

6

cannot measure.

champions of pure functionalism, the subjective

7

was inadmissible in the activity of designing

8

buildings.2 What could not be apparent to

9

There is today an understandable and

Meyer was that his own great skill as an

40

widespread discomfort about the tyranny of

architect – rather than his method – was

1

measurement – especially in the version that

responsible for the quality of his buildings,

2

has spread in modern administrative culture, for

particularly their formal strength.

3

Charles Leadbetter1

example in Britain post-1979. It appears that in

In one way or another architecture – of

4

this culture what cannot be numerically

all disciplines the one where science and art

5

measured is deemed not to exist. Scores,

should be creatively reconciled – has continued

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Designing Better Buildings

to have difficulty reconciling the objective and

An industry which had been in a mess had

the subjective. Partly in reaction to the poverty

managed to achieve a real culture change and

of narrow functionalism, there is amongst

provided there was the will, construction could

architects a strong undercurrent of opposition

do the same, though in its own way.

to any attempt to systematise the evaluation of

At the conclusion of the Construction

the work of architecture. There is a real fear

Task Force’s work the Government set up the

that measuring quality will have a corrosive

Movement for Innovation (M4I) to encourage

impact on architecture as art, and reduce it to

action in the public and private sectors in

mere infrastructure.

response to the report. The key agents for

But if the guardians of the public purse

change were to be: (a) demonstration projects

believe that it does not exist if you cannot

that used innovative methods, and (b) an

measure it, how do you even begin to argue a

industry standard performance measurement

case for the value of design – for the real

tool – called Key Performance Indicators or

economic and social value that high quality

KPIs. These indicators were concerned almost

design can add?

entirely with process. A building project would be deemed a success if it was completed on time, to budget, with an acceptable site safety

Rethinking construction

record and a reasonable score for client satisfaction. There was no mention of the

In 1998 the Government’s Construction Task

quality of the product in any other terms. The

Force – one of then sixty or so task forces

danger loomed that process measures would

initiated by the recently elected and most

become the sole criterion of project success. It

managerial of British Governments – one that

became clear to a number of people involved

set 8000 numerical targets in its first three

with M4I that putting in place parallel

years – published Rethinking Construction, also

performance indicators was the only way to

known as the Egan report after its chairman

register the profound importance of a building’s

(Construction Task Force, 1998). The report’s

design for the quality and productivity of its

trenchant and well-argued criticism of the

inhabitants’ lives. The Construction Industry

construction industry and its proposed remedies

Council raised funds to devise Design Quality

were underpinned by two key theologies: lean

Indicators (DQIs), which are described more

thinking and performance measurement (leaving

fully in Chapters 16 and 17.

aside for the present a third and tacit belief that

The decision to devise DQIs might be

big is beautiful). Both of these approaches have

taken then to contain all the intellectual rigour

shown spectacular results in modern

of the position: if you can’t beat ‘em, join ‘em.

manufacturing, for example in motorcar

But it would be more accurate to describe it as

production and in electronics. For Egan, with

an act of appropriation. We have to distinguish

his background in the motor industry, there

between measurement and the uses to which

were clear parallels with the state of the

it is put. To fear measurement is no more or

construction industry. He had seen car

less logical than to fear technology. Those with

manufacture draw away from outdated

a critical and indeed sceptical attitude to

methods of mass production to make goods

measurement are best placed to make good

that responded far better to customer’s and

use of it. Measurement is too important to be

indeed (because of emission and safety

left to the measurers.

regulations) society’s needs while becoming

Less prosaically, the DQI exercise has

relatively cheaper. To do so, deeply entrenched

forced us to confront more precisely the

habits and attitudes had had to be overturned.

possibilities as well as the limits of

176

Sunand Prasad

measurement in the realm of phenomena that

ribbons . . .’ he adds mysteriously, ‘ . . . there’s 4

111

contain a mixture of the objective and the

more to it than that’. We can be sure that

2

subjective, which is just about everything

whatever this mystery ingredient may be, it’s

3

around us. The exploration of measurement has

not food value or taste – when judging

4

forced a gentle enquiry into the fundamental

vegetables, in an inversion of the

5

nature of the constructed world, of language

functionalist doctrine, visual appearance

6

and of the relationship between art, science

clearly comes first.

7

and morals.

On measurement Yes, the fear of a world reduced to numbers is understandable. But look at what we routinely

These numbers and systems are not a

8

substitute for judgement. The important

9

statistic is not that the performance scores 5.8

10

but that four out of five judges considered it

1

the best. Numbers help us put the expert in

2

context.

3

In a similar way consumers are able,

4

and enthusiastically subject to measurement

through numerical analyses in specialist

5

systems: gymnastics, pedigree dogs, prize

magazines, to inform themselves about the

6

vegetables, flower arrangements, ballroom

various aspects of goods – their functionality,

7

dancing and song contests. Numbers tell us the

their quality of build and manufacture, their

8

quality of electronic goods, cars and domestic

performance, their appearance and style. They

9

appliances. Numbers are part of everyday

are presented with a sophisticated and

20

language and what is more, numbers entertain.

differentiated range of numbers: hard

1

When the skating judges hold up their placards

measures, such as fuel consumption data;

2

– putting decimal points to the quality of a triple

‘soft’, often subjective assessments of experts;

322

axel with a double lutz – we are thrilled. These

and survey data that converts ‘soft’ responses

4

numbers don’t appear to be impediments to

from customers into the hard fact of

5

admiring or enjoying the artistry. We may not

satisfaction levels. People may avidly read What

6

agree, and indeed nor do the judges amongst

Car?, Which Hi-Fi?, Which? and J. D. Power but

7

themselves. Because it occurs in a well

then they, better informed, make up their own

8

understood context the numerical judgement

minds. Otherwise we would all be driving

9

becomes an adjunct or an aid to critical

Subarus.5

30 1

appreciation.

2

At the Crufts Dog Show each breed has a breed standard – a written description

Indicators and their purpose

3 4

of the ideal dog of the breed. The judges compare the dog to this, but additionally

At the outset the DQI exercise quickly

5

they look at the ‘dog’s condition, coat

confirmed the obvious – the factors that go to

6

movement and temperament’ – all subjective

make up design quality are far more numerous,

7

values.3

and interact in more complex relationships with

8

each other than any of the examples cited

9

US magazine Kitchen Gardener, describes how

above. In trials it is just this complexity that has

40

Charles Dell has been judging vegetable

been a key reason for the DQI tool’s warm

1

contests for forty years in the Southern States.

reception.

2

A piece on ‘Judging Vegetables’ in the

What does he look for? For example, ‘an

3

The DQI’s development and logic is

unblemished tomato that is true to type will

summarised in Figures 15.1 to 15.11. The tool

4

always trump one with a cracked skin’. . . But

is a map that helps people to consider the

5

even perfection does not guarantee blue

whole landscape of design quality. The three

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177

Designing Better Buildings

quality fields of functionality, build quality and

based in most trades, are subject to precise

impact resonate with deep truths about the

requirements for standards of workmanship and

nature of the way our minds have constructed

materials. Is it easier to capture numerically the

the world. The logic of the subsets of attributes

quality of craft than art? Perhaps, but a

within the fields and the simplicity of the

considerable amount of the architect’s role is

method of considering them allow ‘hard’ and

craft and science. If we accept that in the best

‘soft’ values, the objective and subjective to be

architecture all elements of design are

given due place in an inclusive way.

beautifully integrated, then we cannot

Design Quality Indicators are not

downgrade the craft and science components.

intended for working out in any absolute sense

And if we accept their presence there is little

which is the best design or building in any

excuse to resist measures of quality, at least in

given context. It is possible people will use the

these aspects.

tool to compare buildings, but the prime purposes are:

It is a key strength of the DQI tool is that it visibly gives place to the contributions of the many and intricately linked attributes

•

•

To provide a framework to guide the

whose excellence in realisation will make a

setting of a holistic vision and intent for a

building a success for the client and user and

building

possibly a notable work of architecture. It maps

To test the progress of the design and the finished product against this intent

•

To help conduct post-occupancy evaluations of buildings in use.

and registers these attributes in both a cognitive and structural way. It is an inclusive map. Any seminar can generate large numbers of valid but mixed-up quality headings for

Universalist, officially promoted tools such as quality and performance indicators cannot be aimed at encouraging genius. They are for raising the average. In a condition where there is so much mediocre and worse-than-mediocre architecture and design in both the public and the private sector, raising the average is, if

aspects of design. This can easily lead to a boring checklist or a set of design tick-boxes. So what is the logical structure for a really serviceable design quality tool? First we have to 15.1 Possible quality headings

see how all these headings or attributes belong to different categories.

anything, a greater challenge than producing isolated works of brilliance. There appears to be no evidence that, by itself, the appearance of

sustainability

effectiveness

cognoscenti does much for encouraging quality

net to gross

location

attention to detail space standards

flexibility

measurement. Builders, still essentially craft

178

functionality

safety

built environment. players in architects’ resistance to

daylight

access

industry so that we all get a steadily improving There is a whiff of gentlemen and

aesthetics

kerb appeal

robustness

increase the level of critical awareness amongst commissioning clients, the professions and the

engineering systems

cost in use performance

needed is to reach in a direct way those the means to raise their game. We have to

context

efficiency

and clients’ aspirations generally. What is commissioning buildings and provide them with

visual form

fitness for purpose

buildings highly acclaimed by architectural

innovation

order

comfort air quality

meaning

finishes

acoustics

Sunand Prasad

First we need to separate issues of

an

tim e

fin ce

Design quality

res

sou

an

rc e s

hu m

constraints from the experienced quality of the

2

product itself. Buildings are constructed,

3

maintained and operated within the constraints

4

of finite resources – within a ‘resource

5

envelope’. The design quality of a product has

6

the power to distort this envelope. Good design

7

will in effect enlarge the envelope by generating

8

value over a longer time scale than that of the

9

capital investment. Design quality has a dynamic

10

relationship with the resource envelope.

1 2

na

es

tu

rc

ra

ou

l re

111

3

15.2 The resource envelope

4 5 6 Product Design quality indicators

Process Key performance indicators

7 This is how product quality, process

8

quality and the sustainability of both fit

9

together. The DQI tool aims to capture product

20

performance. Process performance is the realm

1

of KPIs. Sustainability – economic and social as

2

well as environmental – is essentially about

322

wise responses to the constraints of the

4

resource envelope. There are many well

5

developed measurement tools for sustainability.

6 7

15.3 Whole project quality

8 9

Sustainability of process and product

30 1 2

Vitruvius and Wootton Commodity utilitas

Delight venustas

After looking at various ordering

3

structures, the DQI team found that the 2000-

4

year-old model set down by Vitruvius (translated

5

in the early seventeenth century by Sir Henry

6

6

Wootton) ‘appeared to do the job rather well.

7

Figures 15.4 to 15.9 show how it is based on a

8

deep structure which fits well with our

9

experience of the world around us.

40 1 2 3 4

15.4 Design quality 1

5

Firmness firmitas

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Designing Better Buildings

First to look at the basics. This is what we do when we build: we mould space by shaping and putting together materials –

Delight Affects our minds and senses

Commodity Manipulate space

together they aim to create the required effect on human minds and senses. Commodity – related to the accommodation – is related to space, firmness to materials and structure, and delight is an appeal to the senses and the mind.

Firmness Manipulate matter

In everyday language we want buildings to be useful, secure (in a wide sense) and pleasurable, and these three relate directly to

15.5 Design quality 2

Delight Effect on the mind and the senses Pleasurable

Commodity Manipulation of space Useful

the previous structures.

Firmness Manipulation of matter Secure

Going from the simple to the sublime, Plato’s ideals of the good, the true and the beautiful have clear parallels with this developing structure. Why? Because materials

15.6 Design quality 3

Delight Effect on the mind and the senses Pleasurable Beautiful

Commodity Manipulation of space Useful Good

and structures are about hard measures and facts – of things which are true (or not). Layouts and spatial arrangements are about organisation – mainly social organisation in buildings – things which are not so clear-cut as facts but can be good (or bad). The relation of beauty to the third point of the triangle is obvious. This structure is also congruent with Immanuel Kant’s three Critiques: of Practical Reason, of Pure Reason and of Judgement (Kant, 1929, 1956, 1987).

180

Firmness Manipulation of matter Secure True

15.7 Design quality 4

Sunand Prasad

Delight Effect on the mind and the senses Pleasurable Beautiful Meaning

Commodity Manipulation of space Useful Good Space

111

Space, tectonics and meaning, words used in the language of architectural theory,

2

map directly onto the previous diagrams.

3 4 5 6 7 8 9 10 1

15.8 Design quality 5

2

Firmness Manipulation of matter Secure True Tectonics

3 4 5 6 Delight Effect on the mind and the senses Pleasurable Beautiful Meaning Impact

Commodity Manipulation of space Useful Good Space Functionality

7

But we need new words that make sense across the construction industry. Hence functionality, build quality and impact. The first

8 9 20

two are also in common use to describe

1

manufactured products – from cars to

2

amplifiers. Impact is more controversial. You always want more functionality and more build quality – but not always more impact. The word may lack poetry but, neutral and direct, it was

322 4 5 6

widely accepted.

7 8

15.9 Design quality 6

Firmness Manipulation of matter Secure True Tectonics Build quality

9 30 1 2 3

Impact – form and materials – internal environment – urban and social integration – character and innovation

Functionality – use – access – space

4

In the DQI the three quality fields are

5

separated into subsubsections under which

6

more detailed questions about particular

7

attributes of the design can be addressed.

8

These questions range from the prosaic and numeric (efficiency of space, the adequacy of the acoustics), to the transcendental and poetic (the capacity of space to lift the spirits, the

40 1 2

sensual impact of the acoustics). 15.10 Sub-sections of the three quality fields

9

3

Build quality – performance – engineering systems – construction

4 5

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181

Designing Better Buildings

Basic

A key point about design quality is that it can only be achieved when functionality, build quality and impact all work together. The three overlapping circles express this well. We can

Added value

think of the non-overlapping areas as representing the very basic things you need to get right – without which there is no point in discussing quality. Then there is a region of

Functionality

Excellence

Impact

some but not total overlap – this represents the added value. Finally, in the middle, all three quality fields overlap – that is where you get true excellence. It needs to be emphasised that the basic is just as important as the excellent – without the basics there can be no true excellence.

Build quality

The poetics of function Architecture is a public art. But that is not all it is. Even buildings most emblematic of the

The current controversy about

civic realm have to perform a number of

measurement has its roots in the differentiation

other duties – keeping the rain out, keeping

between science, art and religious morality that

the valuables in; keeping the structure up,

was cemented by the Enlightenment. It is

keeping maintenance costs down; and letting

important, as Ken Wilber (1996) has pointed

people go about their business conveniently

out, to see the positive in this – the special

and in safety. The wonderful thing is that all of

development in Western thought that enabled

these ostensibly functional facets have their

an extraordinary increase in understanding of

poetics too. This is the profound quality of

the physical world and also enabled new social

architecture.

structures that have led towards the

In tackling the problem of measurement head on, the DQI exercise has suggested an optimistic conclusion: a critical embrace of the

enfranchisement, however imperfect, of everyman and everywoman. But at the same time two tendencies

very things (accounting, statistics, numbers,

inherent in such differentiation have combined

measurement) seen by some as a threat to

to threaten the dumbing-down that we should

what we hold most precious about architecture

all fear. First, as soon as we describe an

as a public art (the ineffable, non-numerical,

objective realm that is separate from the I and

surprising, simultaneous, inspiring, civilising,

the We (with our complicated subjective

place-making, rule-breaking) could yet help us to

feelings and the rights and wrongs of collective

safeguard just those precious things. It could

relationships) it becomes easy to put numbers

be the key to a newly shared understanding of

to this realm. Indeed it persuaded many

the value of architecture. An holistic structure

thinkers that the whole of experience and even

for considering design quality holds the promise

its meaning could be captured through numbers

of a better integration of all aspects of

– Bentham included. The ease of numerical

architecture – quintessentially an art of many

capture of value is intoxicating and displaces

aspects, the mother of the arts.

more difficult questions of judgement in the

182

15.11 Achieving excellence

Sunand Prasad

spheres of aesthetics and ethics. Second, not

numerical value we do violence to the integrity

111

only is the objective realm easier to capture

of architecture as a practical art – as distinct

2

through numbers and the written word, but this

from a fine art – in the sense identified by Colin

3

7

ease of capture finds a ready use in the

St John Wilson and others. This does not

4

demands of representative democracy. So there

mean that we have to make numerical prisons

5

appears a new need for such ready packaging

for subjective value fields. What is important is

6

of purported value. Soon, if it can’t be

to make explicit the relationship of the

7

measured, it does not exist. The imperative of

subjective fields to objective and ethical fields:

8

accountability, itself a consequence of manifest

to construct a framework for the judgement of

9

democracy, leads to an aversion in the public

value which is inclusive by honouring and

10

sphere to risk-taking. Reliance on measurement

placing in a proper relationship all aspects of

1

is both a consequence and a promoter of this

the art.

2

condition. If decision makers can distance

But will the means of judgement

3

themselves from decisions by basing them on

become embedded in the methods of creation?

4

statistical fact they reduce the risk of censure

If we place the subjective – the quality field of

5

on the grounds of poor judgement.

‘Impact’ – too precisely in the context of the

6

objective – functionality and build quality – will

7

pincer movement between popular

it promote a crude differentiation of the

8

demystification promoted through numbers and

complex elements of the act of design?

9

So the art of architecture is caught in a

administrative accountability based on

It is impossible to forecast what effect a

20

reductivist measures. But to reject

judgement system will actually have in practice.

1

measurement and numbers is to ignore their

Did British architecture suddenly refract into

2

value as language and their potential to

disjointed components as soon Sir Henry

322

increase transparency. If such systems are the

Wootton translated the Vitruvian triad as

4

vehicle for carrying a precious idea into parts of

‘Commodity, Firmness and Delight?’8

5

the culture it is not reaching, then so be it:

Architecture then did not have to deal with the

6

getting in under the radar. The only way out of

intrinsically ossifying tendencies of evidence-

7

the pincer is to transcend the crude polarity

oriented bureaucracies, the Private Finance

8

between the objective and the subjective.

Initiative and European competition rules.

9

Although there is a danger that like all systems

30

realisation is taking place in science. Richard

and tools, the DQIs will be applied too

1

Wasserburg (2001) in a recent New Scientist

mechanistically and their intent corrupted, this

2

argues strongly for that side of science which is

putative harm seems less of a threat than the

3

not directly about being useful – ‘impractical’

real harm being done by the poverty of average

4

science – and coming clean about the pleasure

standards of design of buildings today which

5

in its pursuit. A pleasure that can be shared

are leading to real waste of public resources

6

with a wide public. A pleasure that is

and a legacy of mediocre public buildings. The

7

remarkably akin to the pleasure that art and

interesting aspect of the standards of design

8

architecture can give.

being criticised by the Commission for

9

Architecture and the Built Environment and

40

progressive differentiation between arts,

other bodies is how they are failing for the

1

sciences and morals has now to give way to a

most mundane of reasons – lack of daylight,

2

reintegration of these realms. In architecture

poor space allowance, and a downbeat

3

There is some evidence that a parallel

The Enlightenment’s insightful and

9

there seems to be ready arena for practical

environments for building users. Transparency

4

action to this end. If we divorce the realm of

of evaluation criteria must make it more likely

5

subjective value entirely from the realm of

that quality will be addressed on a broad front,

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Designing Better Buildings

even if this is done as a checklist exercise. More profoundly the presence in the DQI tool of searching questions about the character of

6

buildings, their appeal to the intellect, their integration with the urban and social realm demands explicit attention to such vital components of good architecture.

7

Nevertheless, the danger of a simplistic numerical approach to design derived from the DQI structure demands vigilance from its promoters and developers. The recognition that real design quality relies on the integration of all aspects must be embedded in such measurement systems. The rest is reliant on the level of critical awareness that will surround their use.

8 9

products, most notably cars. The manufacturer Subaru has consistently been placed first in recent years, as reported in magazines such as What Car? Sir Henry Wootton The Art of Building, 1624: ‘Well-building’ hath three conditions: Commodity, Firmness and Delight’. Vitruvius used the words Utilitas, Firmitas and Venustas. (Marcu Vitruvius Pollio, De Architectura Libri Decem, 1st century BC). A distinction made by T S Eliot as elaborated by Colin St John Wilson (1992) Architectural Reflections, Architectural Press, Oxford. Sir Henry Wootton, The Art of Building, 1624. CABE (the UK Government’s Commission for Architecture and the Built Environment) has produced internal reports on schools built under the PFI which details these shortcomings. Similar criticism of health buildings have been widely reported. CABE has noted that such failings are not particular to PFI but to much design of public buildings. See also Audit Commission (2003) PFI in Schools: the quality and cost of buildings provided by early Private Finance Initiative schemes, London: Audit Commission.

Notes

References

1

Construction Task Force (1998) Rethinking Construction, London: DETR. Kant, I. (1929) Critique of Pure Reason, trans. Norman Kemp Smith. New York: St. Martin’s Press. Kant, I. (1956) Critique of Practical Reason, trans. Lewis White Beck. Indianapolis, IN: Bobbs-Merrill. Kant, I. (1987) Critique of Judgment, trans. Werner S. Pluhar. Indianapolis, IN: Hackett. Wasserburg, R. (2001) ‘That’s entertainment’ New Scientist, 3 November. Wilber, K. (1996) A Brief History of Everything, Boston: Shambhala Books.

2

3 4 5

184

Quoted in David Boyle (2001) The Tyranny of Numbers, New York: HarperCollins. ‘. . . architecture as emotional act of the artist has no justification . . . building is nothing but organisation: social, technical, economic, psychological organisation’. Hannes Meyer, from a lecture at the Bauhaus, 1928. Kennel Club website – www.crufts.co.uk Kitchen Gardner, no. 23, Taunton Press, Connecticut, Oct/Nov 1999. J. D. Power dominates the market in customer satisfaction surveys in connection with a number of

Chapter 16

111 2 3 4

Achieving quality in building design by intention

5 6 7 8 9 10 1 2 3 4

Michael Dickson

5 6 7 8 9 20 1 2

Le Corbusier would have said that client, user,

about how the budget breaks down into its

322

architect, engineer and constructor were all the

elemental parts – in the case of building

4

same but different. Indeed we have to work

development, between access and site

5

holistically and in integrated supply chains for

development, landscape, entrance, built form

6

the successful creation of value in construction.

and material usage, services and finishes, and

7

indeed towards overall quality of specification.

8

each individual responds differently to the

Without early resolution of the budgetary

9

artistic or scientific elements of a design. Le

aspirations between client, users, designers and

30

Corbusier argued that there needs to be

construction team, little real progress on quality

1

creative tension between ‘spiritual man’ and

is possible.

2

In the assessment of design quality,

‘economic man’ for success. Nowadays one

3

might add ‘between different parts of the

4

supply chain – clients, designers, specialist

How is quality perceived?

5 6

suppliers, and constructors’. In his model, knowledge ‘of man’ and of ‘physical laws’ are

The CRISP Design Task Group (see Chapter 12)

7

the drivers of creative imagination, beauty,

whose focus was on capturing the value of

8

freedom of choice and indeed of material,

good design, produced an interesting map of

9

statistics, dynamics and calculation.

the pressures which range around the process

40

of delivering the quality of product (see Figure

1

construction by each individual comes from the

12.1 on page 138). The significance of this map

2

balance of their individual response to the range

is that it places value systems as the links

3

of stimuli – social, spatial, acoustic, visual,

between product and process, and acknow-

4

thermal – to the environment. In the real world

ledges that the product is compressed by

5

this has to relate specifically to the discussions

viewpoints, power, politics, and lifetime values.

611

The actual response to a building or

185

Designing Better Buildings

Spi

This requires a sophisticated

rit u

measurement system for tangible as well as

Creative imagination Beauty Freedom of choice

1

al m

intangible components. The diagram relates

an

value systems of delight, function and

2

sustainability to the therapeutic use of the product where user and community are both

K

ledge of Ma now n

Kn

3

customers. There is, of course, also an

dge of M owle an

4

alternative route embodying a slightly different 5

value set via a more structured approach

5

6

responding to political and financial influences. Another expresses the importance of

7

monitoring the quality of both the product and 8

Kn

find this diagram a useful starting point from which to discuss measurement of design

ow

le d

g e o f p h y si

la c al

w

s 9

quality in the context of delivering a product.

an ic m nom Eco

process outcomes through the feedback loop. I

Architect Material Statistics and dynamics Calculations

Engineer

Kn

ow

le d

g e of p h y sic a

l la

w

s

The Egan Report Rethinking Construction (Construction Task Force, 1998) placed an emphasis on a culture of measurement, monitoring and continuous improvement. This led to the development by the Movement for Innovation (M4I) of Key

•

design for concept

•

design for procurement.

The outcome of design can therefore be measured in two separate ways:

Performance Indicators (KPIs). Initially KPIs were all about measuring the tangible aspects

•

of the process of construction; predictability of time, cost, freedom from defects and customer

satisfaction with the end product (CIC DQIs)

•

realisation of the product (M4I KPIs).

satisfaction. The work on Design Quality Indicators (DQIs) extends the method of

Figure 16.2 shows this diagrammatically. It links

assessment and monitoring to the design

the M4I 5–4-7 construction process

quality of the built product itself in order to

improvement map to the activities of briefing,

evaluate the relative quality of a particular

design, commissioning and operation.

building. The Construction Industry Council research programme is aimed at linking the M4I indicators in the construction process, upstream

The need for indicators for design

to the briefing and concept stages and downstream to the satisfaction experienced by

In 1989, The Building Centre Trust organised a

end-users, developers, owners and society at

seminar on ‘Principles of Modern Building’ at

large during occupation and use. It seeks to

Templeton College in Oxford. Regrettably, the

promote balance between the efficiency and

contracting side of the industry was poorly

effectiveness of the process, to delight and

represented – a feature which at that

satisfaction with the product, which, after all, is

recessionary time reflected the withdrawal of

destined to operate over many years and in

some of the major contracting companies from

different guises.

concern with design and construction to a

Design is recognised as having two distinct phases:

186

primary focus on management and finance. The subsequent and substantial initiatives by

16.1 Creative imagination

Michael Dickson

16.2 Improving the process and product

111

Brief

2 3

Design

4 Improving the project process

Drivers for change

Annual targets for improvement

5

Capital cost

–10%

Construction time

–10%

Predictability

+20% M41 KPI process

6

Committed leadership Design Quantity indicators Whole life value

Product development

Partnering the supply chain

Focus to the customer

7 8

Construction Product team integration Quality driven agenda

Project implementation

Production of components

9 10

Defects

–20%

Accidents

–20%

Productivity

+10%

Turnover and profit

+10%

1 2 3

Commitment to people

4 5 6

Commission

7 8

Operation

9 Feedback

CIC DQI product

20 1 2

Latham Constructing the Team (Latham, 1994)

resources and the long lifetime of this asset

322

and Egan Rethinking Construction (Construction

and the costs of sustaining the building over

4

Task Force, 1998) in the industry have

a period, have meant the development of a

5

attempted to correct this misalignment.

set of large industries and complex

6

financing methods. Their coherent

7

One of the outcomes of the Templeton workshop was The Idea of Building (Groak,

management is only now beginning to be

8

1992). In this slim and incisive work, Groak

understood. Today many circumstances

9

attempts to define effective demand which, for

combine to make this process of building

30

the following reasons, he finds complex:

definition even more speculative:

1 2

•

It is not clear who is stating the

•

requirements: client, user or society. •

Participants have different ways of

•

expressing their wants. •

Demographic changes (for example,

3

longer lives, urbanisation worldwide)

4

Changes in location and nature of the

5

workplace

6

Different people have different

•

Changes in access to communications

7

preoccupations – whether image, budget,

•

Changes in the organisational structures

8

of industry and commerce

9

A greater awareness of the

40

environmental and energy impact of

1

buildings and associated processes

2

An increasing amount of consumer

3

purpose – means the creation of an

protection legislation, diminishing the

4

economic asset, whether or not that was

significance of the traditional commercial

5

the prime motive. The large shift of

warning ‘let the buyer beware’.

611

purpose, or timing. • To quote: To build – speculatively or for a given

•

187

Designing Better Buildings

In a way, he was building on earlier work from

of Built Environment (CABE), M4I, the

other cultures, such as that of James Marston

Treasury, the Office of Government

Fitch in American Building: the environmental

Commerce (OGC), the Urban Design Alliance

forces that shape it (Fitch, 1975), and American

(UDAL) and the Major Contractors Group.

behavioural research (US National Bureau of

The DQIs build on various evaluation systems,

Standards, 1974; Figure 16.3).

particularly the evaluation criteria used in

Contemporary to Groak is Aesthetics of

deciding awards for outstanding

Built Form (Holgate, 1992). This book was

developments such as the British

written primarily for the benefit of student

Construction Industry Awards (BCIA), RIBA

engineers, to counteract their inclination to

and Civic Trust Awards, and so on. It also

respond: ‘Well it’s just a building. Why should I

builds on the pioneering work on indicators

have feelings about it?’ Of course we all must –

by NHS Estates, as well as the Housing

whatever our home discipline!

Quality Indicators, and studies by the Construction Industry Research and Information Association (CIRIA), CRISP,

Towards measurable indicators

BRE and several other significant institutions in the field. Many were represented at the

The CIC Steering Group comprised engineers,

interim workshops run by the research

surveyors, architects and contractors, joined by

contractor. Among the individual influences on the

representatives of the Confederation of Construction Clients, lay assessors and

development of the DQIs was a framework for

constructors. The research itself to devise the

evaluating design quality prepared by Susan

DQIs was contracted by the Science Policy

Francis of the Medical Architecture Research

Research Unit (SPRU) at the University of

Unit (MARU) presented at the CRISP Design

Sussex, and the principal researcher was

Task Group workshop (Macmillan, 2000). She

David Gann.

identified the overlapping features of therapy

At key stages the work has been discussed with the Commission for Architecture

(delight), function (purpose) and sustainability (resources) in which:

Well-being

Comfort

Reversible degeneration

Continuous exposure to stressful factors

Continuous exposure to stressful factors

Discomfort

Recuperation

Distress

Rest

Failure

Irreversible degeneration

Disablement

Disease

Death Fatal exposure to stressful factors

188

16.3 The impact of environmental factors

Michael Dickson

•

•

Therapy relates to user perception, to

•

psychology and to the appeal of form and

•

Quantifiable performance attributes

111

Non-quantifiable amenity attributes, such as

2

space.

contextual impact, aesthetics, and symbolic

3

Function to use for health care, of the

significance.

4 5

site and satisfactory operation. •

Sustainability to social purpose,

It is also possible to distinguish between

6

economics and environmental

environmental qualities that are subjective and

7

performance.

those that are physical (Table 16.1).

8 9 10

A similar set of design quality indicators emerged from the work conducted by the Quality Directorate of MOD in the Breaking

Development of the Design Quality Indicator

1 2 3

Down Barriers initiative (Holti, Nicolini and Smalley, 1999). Here the terms used are:

Drawing on this wide variety of influences, the

4

Steering Group and its research contractor

5

•

Architectural merit

developed what it believes to be a robust tool

6

•

Internal quality

for indicating design quality. Chapter 15 has

7

–

suitability for purpose

already shown some of the philosophical

8

–

future adapability

background and how the tool resulted from

9

•

Accessibility

applying the design philosophy of Vitruvius to

20

•

Cost in use, ease of maintenance

the practical, social, environment and financial

1

•

Environmental friendliness and energy

constraints of procuring modern buildings,

2

efficiency

including the remarkable fact that the Vitruvian

322

Viability of the proposed procurement

triangle of firmness, commodity and delight

4

route

was found to be suitably robust as a starting

5

–

programme

point for twenty-first-century usage. Suitably

6

–

construction method

updated, these became the sub-indicators of

7

–

use of materials

function, of build quality and of impact (see

8

Figure 15.10 on page 181).

9

•

•

Value for money (soundness of cost provision/risk assessment)

By considering the levels at which any

30

particular element contributes to quality –

1

defined as basic, added value or excellent, and

2

Certainly quality in design is a difficult

by identifying within each of the three main

3

proposition to assess and measure. Giddings

sub-indicators the attributes that contribute to

4

and Holness (1996) separate two

it, the overall DQI framework for assessment of

5

components:

relative quality was constructed (Figure 16.4).

6

•

Involvement of artists and crafts people.

7 8 Table 16.1

9

Distinguishing between subjective and physical qualities

40 Environmental quality (subjective)

Environmental quantities (physical)

• Character

• Temperature

• Atmosphere

• Illuminance

• Ambiences

• Sound levels

• Images etc.

• Ventilation rates etc.

1 2 3 4 5

611

189

Designing Better Buildings

16.4 The overall framework

Siting Typespecific attributes

tio nc

Community privacy

Composition

Ease of Management

Landscape

Civic Contribution

Fu

Connectivities

Spatial qualities External form

Space allowance

Artificial lighting

Innovation

Circulation efficiency Type specific attributes

ct pa Im

na

lity

Accessibility

Natural light Valuing the user

Adaptability Health and safety

Symbolic fit

VISION

Whole life cost

User control

Acoustics Finishes

Ease of maintenance Structural efficiency (Build ability)

Durability

Finishes

Natural light

Thermal comfort Artificial lighting

Acoustics

Typespecific attributes

Build quality

The drivers and conditioners of successful development – a necessary framework

the whole-life of that product and the value of the service, which its successful construction facilitates, is most significant – so-called whole-life value. Diagrammatically, the

Buildings are constructed, used and adapted

assessment of design quality then becomes

within the constraints of finite resources. The

constrained by the framework of development –

end quality and value of a building have to be

finance, resources, time and whole-life value

judged in the context of the aspirations and

(Figure 16.5).

resources that its creators had for it and its

Such questions as:

location. Every building can therefore be said to be the product of the restraints of conditions

•

consciously applied to its birth. Consequently at its inception, every

How long is the facility required to be in service (design life)?

•

What is the likely comparison of initial

building project requires a clear perception of

capital costs of the construction itself as

the conditions which apply to its delivery in

against the cost of occupation and

order for it to be considered an all-round

maintenance of the facility (capex versus

success. The approach to the value placed on

opex)?

190

Michael Dickson

Whole life value

16.5 Constraints acting on the framework of development

111 2 3 4 5 7

Im

Fu nc tio na lity

6

pa

8

ct

9 10 1 2

Time

Finances

3 4 5 6 7 8 9 20

Build quality

1 2

322 4

Resources

5 6

•

What are the opportunities for improving

the successful building is often the direct

7

the productivity and comfort of operators

outcome of creative response to these very

8

(occupational opportunity)?

constraints.

9 30

Then there are the immediate pragmatic concerns of: • •

•

Process of design

1 2

Design is the activity that brings together all the

3

What are the financing arrangements or

contributions of the construction industry to

4

needs for procurement and operation?

produce a building that meets the customer’s

5

What are the time constraints which apply

needs. It is essentially an holistic process which

6

to practical completion and the income-

needs to draw together the skills and

7

generating requirements of the facility?

experience of a wide range of contributors

8

How do the available technical, material and

working across discipline boundaries.

9

skills resources and legislative framework affect the development plan?

To make some sense of a measurement

40

system for the value of design, consideration

1

has to be made of the design process itself.

2

Such questions need addressing so that

There have been many descriptions of the

3

available budgets can be allocated and available

design process but the clearest is a series of

4

resources apportioned to reflect the apparent

stages which divide into analysis, synthesis,

5

risk, available time and required duties. Indeed

evaluation and communication (Figure 16.6).

611

191

Designing Better Buildings

The tool for design quality assessment

The overall design and procurement process can be seen as a series of decisions

has been designed to be applied at any stage

that lead progressively towards the built reality.

of the Gershon gateway process of

The process is a stage by stage one with each

procurement and operation for buildings (Figure

stage described in the same terms, even

16.8). It applies from the definition of the

though the content of each stage is different.

business case, through design, to procurement

To stand a hope of achieving broad-based

and onward to effective and productive

design quality in the final product, many

operation in use. Primarily it allows one to track

separate values have to be introduced into the

whether the initial intentions for the project

recipe. These might be described as quality

have been met in the completed product.

indicators which drive the development of the product model and are evaluated by a

Questionnaire

performance feedback loop in the stage (Figure 16.7). The achievement of a good building

As a result of considerable development work,

requires a range of people with different

a simple questionnaire written in plain English

education and interest to contribute to the

for professional and layman alike, and intended

process, all of them often doing different jobs

to take no longer than twenty minutes to

and providing a variety of experience and skill.

complete, has been formulated (see Figure 17.2

It has to be recognised that the quality of the

on page 200). The respondent is asked to score

process itself does not automatically result in a

quality under the three principal sections of

quality product.

functionality, quality of build and impact, by

Level of excellence

Definition and acceptance criteria

depends on Analysis Fitness for purpose Synthesis depends on Evaluation Conformance to requirements

Acceptance criteria

16.6 The design process

Consistent communication

Stages

Stages

Lead contributor

Conception

DQ1

Selection of form

DQ2

Detail design

DQ3

Detailing and fabrication and erection

DQ4

Contractor – Fabricator and engineer

Operation and use

DQ5

User, owner

192

Conception

Client and architect

Value User productivity

Architect and engineer Selection of form

DQI

Engineer and architect

Fitness for purpose

Delight

16.7 Levels of excellence

Michael Dickson

giving opinions on a range of subsections,

representative bodies throughout the

111

shown in Table 16.2. Further details of the

construction industry. The findings imply:

2 3

scoring and weighting mechanisms are given in Chapter 17.

Pilot studies

•

real enthusiasm for the idea

4

•

the conceptual structure is acceptable

5

•

the questionnaire is about right

6

•

the results are valuable and of genuine use.

7 8

As part of the development programme, the

It has also been agreed that the methodology is

9

DQI tool was successfully piloted on five

capable of being sectorised to a greater level of

10

projects, receiving positive responses from a

detail as required, for instance by the NHS

1

wide range of respondents. Further details are

Estates, for the assessment of performance of

2

given in Chapter 17. Each pilot enabled the

health buildings.

3

Although the value of using such a tool is

team to refine language and to produce a tool

4

that bridges the cultures and language of client

now becoming widely recognised, this is very

5

(in the widest and narrowest sense),

much still work in progress and it will need still

6

constructor, architect and other designers. The

further refinement. Such improvement will need

7

approach has been tested on a number of

additional time and further beta testing on a

8 9 20

Gates

Define business need

1 2

Prepare business case Gate 1 Business case

322

To confirm business justification

4

Define procurement strategy Gate 2 Procurement strategy

5

To confirm procurement method and sources of supply

6

Invite, evaluate and refine Tenders Gate 3 Contract award

7

To confirm investment decision

8

Award contract Gate 4 Implementation

9

To confirm ‘readiness for service’

30

Manage implementation of contract Gate 5 Close out contract

16.8 Gershon Gateway Process

1

To confirm ‘in service’ benefits

2

Manage and operate contract

3 4

Table 16.2

5

The sections and subsections of the DQI tool

6

Section 1

Section 2

Section 3

Function

Built quality

Impact

• Location

• Construction

• Contribution to

• Siting

• Engineering systems

• Access

• Robustness

• Form and materials

• Space

• Performance

• Internal environment

• Use

• Integration

• Identity and character

7 8 9 40 1

community and place

2 3 4 5

• Innovation and inspiration

611

193

Designing Better Buildings

range of completed buildings in order to achieve

Construction Industry Council, and I would also

a genuinely interactive web-based version.

like to acknowledge the assistance of the members of the CIC Steering Group and the research contractor, SPRU.

Conclusion Initial feedback suggests the DQI tool is robust

References

and readily understandable, applicable generically to all building types. It is designed to be used by professionals and lay people alike, and is intended for all who wish to see the quality of the built product improve. It complements existing indicators covering sustainability and construction process. It is aimed at addressing all parts of the industry – developers, designers, constructors, users and neighbours – by bridging cultural divides and easing communication between parties. It can be used by all parties at any stage of the design, procurement and occupation process to inform on the compromises that need to be made in the process to achieve affordable, enduring quality.

Acknowledgements This paper is the result of an initiative started by Robin Nicholson when Chairman of the

194

Construction Task Force (1998) Rethinking Construction, London: DETR. Fitch, J. Marston (1975) American Building: the environmental forces that shape it, second edn, New York: Schocken Books. Giddings, B. and Holness, A. (1996) ‘Quality assessment of architectural design and design award schemes’, Environments by Design, vol. 1, p53–68. Groak, S. (1992) The Idea of Building – thoughts and action in the design and production of buildings, London: Spon Press. Holgate, A. (1992) The Aesthetics of Built Form, London: Oxford University Press. Holti, R. and Nicolini, D. (1999) The Role of the Architect in the Integrated Supply Chain, Tavistock Institute document CSNRO/168, December 1999. Holti, R., Nicolini, D. and Smalley, M. (1999) Building Down Barriers: prime contractor handbook of supply chain management, London: Ministry of Defence. Latham, M. (1994) Constructing the Team, London: HMSO. Macmillan, S. (2000) Report of the CRISP Design Task Group Workshop, CRISP reference 99/18. Available on the CRISP web site at www.crisp-uk.org.uk US National Bureau of Standards (1974) Building for People – behavioral research, approaches and directions, Washington, DC: US Department of Commerce, National Bureau of Standards SP474.

Chapter 17

111 2 3 4

Building indicators of design quality

5 6 7 8 9 10 1

Jennifer Whyte, David Gann and Ammon Salter

2 3 4 5 6 7 8 9 20 1 2

Performance measurement has become a vital

advanced in some areas than others, with the

322

part of the machinery to improve practices in

emphasis on performance in processes, rather

4

the UK construction sector (Construction Task

than on the quality of design of products.

5

Force, 1998). The basis for most of the new

Experience of performance measurement in

6

approaches to measurement has been adapted

some areas has also highlighted the dangers of

7

from methods used in the manufacturing

becoming too reliant upon the issues that are

8

sector, with the main emphasis on process

easy to quantify, leading to ignorance of other

9

management and logistics. Lessons have been

factors which may be equally important, but

30

drawn from the literature on lean production

difficult to measure. For example, it is more

1

and Japanese approaches to quality

difficult to measure the whole-life value of a

2

management (Monden, 1983; Schonberger,

building than it is to measure its initial cost.

3

Design quality is an area that requires

4

resulted in the introduction of a suite of

better understanding and which is difficult to

5

benchmarking techniques and the development

measure. Following the successful

6

of key performance indicators (KPIs). The focus

development of indicators to measure the

7

has primarily been on the measurement of

performance and sustainability of construction

8

processes, in which headline indicators have

processes, various projects have attempted to

9

included metrics relating to time and cost of

develop indicators to measure design quality.

40

production. Measurement associated with the

The authors have been involved in one of these

1

quality of production has also been developed

projects, which is developing and piloting

2

and implemented, with the focus on waste and

generic Design Quality Indicators (DQI) for

3

defects.

buildings.

4

1982; Womack and Jones, 1996). This has

The development and use of performance measurement tools are more

As von Hippel (2001) argued, the

5

users of products often have considerable

611

195

Designing Better Buildings

information and ideas about what a product must achieve and do. Yet this information is

Measuring design and involving users

sticky. It is often hard for users to express their preferences – they often do not speak

A review of the literature on design and design

the proper technical languages, they respond

quality enabled us to identify gaps in the

to products in immediate and direct ways

current range of tools available in the

with little structure. Companies use a wide

construction sector. It showed that although

range of techniques in trying to capture

there have been a number of bespoke tools

these reactions and integrate them into their

developed to assess quality in specific sectors,

new product development processes, but

such as housing, there was no generic tool for

often after the fact and through a set of

assessing the design quality of buildings.

mediated relations, such as external consultants. In some areas of manufacturing there tends to be a better understanding of

Quality measurement

the value of design embodied in products and also better connectivity with customer

Different indicators either in operation or in

preferences. For example, techniques such as

development include:

Quality Function Deployment are used in the motor vehicle industry (Ward, Sobek et al.,

•

End-user studies, such as Probe and those

1995; Smith and Reinertsen, 1998; Clausing,

developed by DEGW and Hoare Lea. As

1994).

Zimmerman and Martin (2001) point out, it In the design of buildings, efforts at

is a common finding in social research that

understanding customers often take place

designers and clients/occupants evaluate

after the product has been developed and

buildings differently. Post-occupancy

constructed. Information from users is not

evaluations provide commissioning clients,

transferred to the design team in a shape and

design and build teams, and occupiers with

form that can be useful for reshaping the design. It arrives either too late or in a format

useful snapshots of users’ views. •

that cannot be used by front-line designers

Institute of Civil Engineers’ value

and engineers. More often than not, sales and marketing or service departments

management tool (Male, Kelly et al., 1998). •

receive this information and then pass it along to the production and design teams.

Design activities, integration and flexibility of the design process and a variety of

experience from customers to designers

different design methodologies. •

The Design Quality Indicator (DQI) is an

KPIs for the construction industry projects – on the Internet at KPIzone.com – although

extension of the Egan agenda of mapping,

none of these deals explicitly with design

measuring and managing the design and construction process. It places particular

Housing Quality Indicators developed by the DETR (see Chapter 18).

•

This limits the direct flow of information and and producers.

Value management tools, including the

quality. •

Sustainability of buildings – BREEAM and

emphasis on the quality of design embodied in

Ecopoints systems predict energy use

buildings – the outputs of construction. It

buildings, but fail to incorporate life-cycle

therefore seeks to complement the existing

issues of sustainability. The SpeAR tool of

mechanisms for examining the performance,

sustainability indicators developed by Peter

providing feedback and capturing different

Braithwaite of Ove Arup is likely to prove

perceptions of the value of design.

useful for this.

196

Jennifer Whyte, David Gann, Ammon Salter

•

Legal, financing and procurement, planning

With the publication of Better Public

111

and research and development

Buildings (with a foreword by the Prime

2

mechanisms – comparing the institutional

Minister) (DCMS, 2000) and the foundation

3

framework with European construction

of the Commission for Architecture and

4

industries.

Built Environment (CABE), there has been

5

a sea change in government attitudes.

6

We drew upon lessons from the development

The DQI helps to support this movement

7

of these tools during the creation of the DQI.

towards better design.

8

There is some overlap between our tool and

The instrument used to collect

9

several of the previous attempts to explore

information needs to be simple, clear

10

design quality.

and concise:

1

➢ It should take no more than one hour

2

•

Design intent is developed throughout the design process, as the problem and its

3

to complete. ➢ It should combine subjective (attitudes

solution co-evolve. However, the opportunity to

4

influence the design of a building diminishes

toward design) and objective (specific

5

rapidly over time. Path dependency sets in and

features of the design) indicators.

6

➢ It should include the views of as a

projects become locked in to particular sets of

7

solutions (Arthur, 1987). In spite of useful work

wide a number of actors in the project

8

by Brand (1994), Harbraken (1972, 1998) and

as is possible.

9

➢ It should be piloted widely and

Duffy and Henney (1989) not enough is known about the consequences of path-dependency

20 1

intensively. ➢ Results should be fed back to all

and how to manage it in the context of design requirements to meet changing user needs.

2

322

participants in the project. ➢ It should be flexible – no magic

The DQI project aims to measure the

4

quality of design at different stages in the

number, but a set of indicators

5

design process: inception, design, construction

expressing the differing objectives of

6

and use. It is designed to be used by anybody

different projects.

7

involved in the process, and to be short, simple

8

and clear.

9

Design awards

30 1

Performance measurement tools

The third step in the literature review and

2

preliminary data collection was to examine the

3

The second step of the review and gap analysis

mechanisms used in design awards for

4

was to assess the literature on development

assessing design quality. The RIBA awards

5

and use of performance measurements. This

focus on commodity, firmness and delight: does

6

showed:

the building work, does it feel right, does it

7

stimulate and engage the occupants and

8

visitors? Quality is judged in respect of:

9

•

Performance measurement is a process,

40

not a product. To be successful, the

•

indicators must fit the way people

•

Its fitness for purpose

1

understand their work and their projects.

•

Its relationship to its context

2

Historically, there has been very little

•

The spatial experience

3

attention placed on design quality in

•

Appropriateness of its structural and

4

servicing systems

5

Selection and detail of materials.

611

government initiatives to improve the performance of the construction industry.

•

197

Designing Better Buildings

The British Construction Industry Awards, on

The main output of the project was to be a

the other hand, recognise excellence not only in

flexible tool that would allow participants in

the overall design, but also in the construction

design and construction to measure the design

and the delivery of buildings and civil

quality of a building. The aim was to develop a

engineering projects. The judges take particular

generic tool, usable by professionals and users

note of the quality of architectural and

across a wide range of building types. The tool

engineering design and of construction, value

sought to cover all stages of a building’s life,

for money, application of quality management,

including conception, design, construction and

performance against prediction and client

in-use.

satisfaction. More detailed factors considered include:

The DQI tool acts a mediator between the front-line customer or end-user and the producer. It structures questions about the process, providing information that is easily

•

•

Concept: fitness for purpose, originality,

accessible to the designer and producer. It

application of research findings, benefit to

enables the designers to see where there are

the community.

differences in the expectations across the two

Design/planning: efficient use of materials

populations. The tool was developed with the

and labour, appropriate standardisation,

assistance of a group of leading architects,

appearance and environmental harmony,

engineers and clients, all of whom wanted a

pre-planning, selection and involvement of

practical tool that they could use in their

subcontractors, predictability of time and

everyday building projects.

productivity, team-building, value •

Design quality is multifaceted, involving

engineering.

a wide number of different interests and views.

Construction: management and teamwork,

Any attempt to assess the design quality of

enterprise and ingenuity, workmanship,

product should attempt to cover diversity of

safety, economy, application of R&D

activities and views associated with that

findings, performance against programme.

product. It should reflect the divergent character of design quality. All products are multidimensional. They have to fulfil a function

The DQI tool

but also to appeal to users across many different levels. For example, an office not only

The DQI project was managed by the

provides shelter for work, it also creates an

Construction Industry Council (CIC), supported

environment that has a major impact on the

by a Steering Group and a Reference Group,

performance of the organisation.

made up of over forty representatives from

The DQI tool was conceived of as

different parts of the design and construction

consisting of three parts: a conceptual

community. The former Department of the

framework, a data gathering tool and a

Environment, Transport and Regions (DETR)

weighting mechanism. The relationship between

funded the project. The main research

these different parts is shown in Figure 17.1.

contractor was the Programme on Innovation in the Built Environment at SPRU – Science and Technology Policy Research, University of

Conceptual framework

Sussex. The research team moved to Imperial College London, in 2003. The original aim of the project was to develop a tool for benchmarking design quality.

198

Design quality is considered to be multifaceted, involving a wide number of different issues, and the conceptual framework for the DQI

Jennifer Whyte, David Gann, Ammon Salter

Weighting algorithm DQI = F + I + BQ ×

was felt that owners and operators of buildings

111

may be more concerned with functional

2

performance and may not give consideration to

3

the impact of the building on the local

4

community. On the other hand, architects may

5

focus on the impact of the building without

6

giving high levels of consideration to its

7

functional performance. The tool attempted to

8

bring together these different concerns into a

9

common framework that recognises the

10

linkages between impact and function in design

1

quality. It sought to overcome the traditional

2

project draws upon the long historical

divide between impact and function in the

3

discussion of the multifaceted nature of design.

design process.

4

Function Build quality

Impact

DQI concept

17.1 The relationship between the DQI conceptual framework, weighting algorithm and data collection tool

Data collection tool

The visualisation of the DQI arose

5

Vitruvius, who described design in terms of

through three different models. The first model

6

firmitas, utilitas and venustas, translated in

was a cylinder in which design quality was a

7

English as commodity, firmness and delight,

reflection of having a series of attributes with

8

and echoing Platonic ideas of the good, the true

functionality at its core. This model was

9

and the beautiful. Modern theorists (such as

rejected because it did not account for the

20

Frampton, 1980) build upon this model when

overlapping character of the design quality. The

1

they discuss design in terms of space,

second model was three interlinked pyramids,

2

tectonics and meaning. As described in

representing function, flexibility and delight.

322

Chapters 15 and 16, we have sought to

This model was expanded into the third and

4

modernise these expressions to fit modern

final approach of the overlapping spheres.

5

This discussion is conventionally traced to

usage and practice, hence the DQI framework

6

focuses on function, build quality and impact.

7

The framework has been used to

Data gathering tool

8 9

develop the visualisation of the tool’s outputs. Once it was realised that the DQI would not

This questionnaire lists the questions and

30

generate results that could be considered hard

individuals respond to the questions. It was

1

and unambiguous, an alternative approach was

intended that the questionnaire be relatively

2

needed that focused on the visualisation of the

easy to fill out so that respondents could move

3

results. Through an iterative process of

quickly through the questions without being

4

development, a common framework was

overwhelmed by technical terms or jargon.

5

adopted that stressed the overlapping nature of

There was, however, a simultaneous concern

6

design quality. For example, lighting in a

that questions should not be simplistic or facile.

7

building can have a functional quality, such as

It was a difficult balancing act between creating

8

provide a bright and accessible work area, but it

questions that were useful, clear and direct, but

9

can also create an impact on the pleasure in

at the same time did not leave themselves

40

use of the building. The tool was designed to

open to the accusation that the tool was in

1

reflect these overlapping qualities.

some way dumbing-down design quality.

2

The first task in building the

3

The visualisation highlights the overlapping character of design quality in order

questionnaire was to develop a list of

4

to direct attention across the range of features

questions. At a meeting of the project’s

5

that are characteristic of high design quality. It

Reference Group a wide range of possible

611

199

Designing Better Buildings

questions was devised. Industry participants

development of the building. This information is

were divided into working groups and each of

used to sort the data for later analysis. Three

them was set the task of developing questions

main sections then record the respondent’s

for one category of the tool. Through this

opinions of various key aspects of the building.

exercise, the Reference Group produced a large number of potential questions for inclusion on

Section 1 of the tool focuses on function and has five subsections: location, siting,

the tool. These questions were added to a list

access, space, and use. For each of these

developed by the research team and the

categories there are series of detailed questions

Steering Group. The research team and

against which respondents indicate how well

Steering Group then edited and shaped this list

the design performs with respect to each,

of questions and produced Version 1 of the DQI

using a numerical scale (Figure 17.2). At the

tool. This was to become the basis of the

end of the section, respondents are asked to

questionnaire which, over time, was

assign weightings to the importance of each of

continuously reviewed and revised as part of its

these features to their building. This figure is

development.

used in the weighting mechanism of the tool.

The questionnaire begins with a broad

This approach is also used at the end of

and general introduction to the tool. This

Sections 2 and 3. For each question,

introduction is designed to be accessible to a

respondents have the option of answer ‘don’t

wide audience of potential participants. It asks

know’ and this means that their responses will

individuals fill out the questionnaire from their

not be counted in the weighting mechanism.

perspective and describes the goals of the tool.

Section 2 focuses on build quality and

A preliminary section of the questionnaire

contains five subsections: construction,

collects information about the respondent and

engineering systems, robustness, performance

the type of building. Individuals are asked to list

and integration. Section 3 explores impact and

their aims for the building and the stage of

contains five subsections: contribution to

Function Location and siting

Agreement (1 = strongly disagree, 4 = strongly agree)

Not applicable

F1 F2

The building is well located in relation to local facilities.

➀

➁

➂

➃

➄

The landscaping around the building is in harmony with the local ecology.

➀

➁

➂

➃

➄

F3

Public transport is convenient.

➀

➁

➂

➃

➄

Access

Agreement (1 = strongly disagree, 4 = strongly agree)

F4

➀

The layout and landscape around the building are conducive to easy access to

➁

➂

➃

Not applicable

➄

the building. F5 F6

The building provides safe and secure access for people.

➀

➁

➂

➃

➄

The building provides safe and secure access for goods.

➀

➁

➂

➃

➄

F7 F8

Directions and signposts in the building are clear.

➀

➁

➂

➃

➄

The building provides access for all.

➀

➁

➂

➃

➄

F9 The building caters for people with impaired sight. F10 The building caters for people with impaired hearing.

➀

➁

➂

➃

➄

➀

➁

➂

➃

➄

F11 The building caters for people with learning difficulties. F12 The building is accessible to wheelchair users.

➀

➁

➂

➃

➄

➀

➁

➂

➃

➄

200

17.2 Part of the DQI questionnaire used for scoring building attributes

Jennifer Whyte, David Gann, Ammon Salter

community and place, form and materials,

asked to ascribe relative weights to the three

111

internal environment, identity and character, and

main sections – function, build quality and

2

innovation and inspiration.

impact. Just as before with the subsection

3

In order to create a data source that

weightings (where scores of individual

4

would allow for comparison, few opportunities

questions within a subsection are modified by

5

have been made for open-ended responses

the weight ascribed to each subsection) so

6

which would be difficult to categorise and

again the scores for each subsection are

7

compare with each other. However, there is a

modified according to the relative weight

8

blank box at the end of each section, allowing

ascribed to each section by the respondent. For

9

respondents to write in their views. This

example, if a respondent’s weightings indicate

10

provides some opportunity for individual

that function is the most important aspect of

1

expression.

the building, their responses to the subsections

2

The last part of the tool focuses on the

within the function section of the questionnaire

3

constraints and enablers of the project. They

are magnified. This simple arithmetical

4

include issues such as the financial resources

weighting system may be developed further to

5

available to the project and its commitment to

become more sophisticated.

6

sustainability. These questions on constraints

7

and enablers help to weight responses. They help to raise the scores of buildings that score

8

Visualisation of results

9

well on the questions on the rest of the

20

questionnaire, yet also operate within a limited

Results from the questionnaire were weighted

1

financial budget.

and analysed in a spreadsheet. In the

2

representation of the results, it was sought to

322

make explicit the assumptions, and priorities

4

that went into their creation. The work of

5

Weighting mechanism

Jesinghaus (2000), on the representation of

6

The responses to the questionnaire are

controversial criteria for environmental

7

weighted using simple arithmetical formulae.

sustainability, was consulted. Visualisations are

8

After completing each section, respondents are

used in ways that make it possible to show

9

asked to ascribe relative weights to each of the

both the weightings ascribed to each of the

30

five subsections according to their opinion of

three sections, and the scores within each

1

how important they believe each is to that

section (Figure 17.2). In the web-based version,

2

section. So, for example, in Section 1 of the

colour is used in various intensities to illustrate

3

questionnaire, respondents ascribe relative

the scores within sections – dark for high

4

weights to location, siting, access, space, and

scores, pale for lower scores.

5 6

use. Their scores on individual questions are

7

modified according to the weights they ascribe to the relevant subsection. This helps to ensure

Piloting the DQI

8 9

that, for example, where a subsection is not considered by a respondent to be particularly

Pilots were used to test the usability of the

40

important, even if the building is rated highly in

Design Quality Indicator. In these pilots, there

1

that subsection, the overall score will not be

was a short presentation about the project,

2

biased by it.

then the participants spent about twenty

3

minutes filling in the questionnaire. After this,

4

that intent is expressed in the weightings. At

participants were interviewed separately or

5

the end of the questionnaire, individuals are

there was a group discussion using a semi-

611

There is another mechanism to ensure

201

Designing Better Buildings

Impact

Function

Function 45%

Impact 26%

Build quality

Build quality 29%

structured format. These interviews and

4

Brighton Library in Brighton will house the

discussions were used to elicit participants’

city’s public lending library. The project was

views regarding the questions, subsections,

at the design stage, and the project team

sections, weighting mechanism and overall DQI

participated in the pilot.

concept. The five buildings on which pilots were conducted were:

5

Brindleyplace in Birmingham is a major new office development. It had won many regional and national awards, and had

1

The Freeman Centre, near Falmer, Sussex,

Arthur Andersen as one of the tenants. The

is designed to house the University of

project team was joined by the facilities

Sussex’s research institute – Science and

manager from Arthur Andersen for this

Technology Policy Research (SPRU) and the

pilot.

University of Brighton’s Centre for

2

Technology and Innovation Management

The pilots led to the development of new

(CENTRIM). This £9.4 million project was at

versions of the questionnaire. Several questions

the detailed design stage. Both the project

were removed or revised based on suggestions

management group and the user group

from respondents. Respondents also

were participants in the pilot.

questioned several aspects of the tool. They

The National Ice Centre, in Nottingham

were concerned about the cross-building

provides a major stadium for training ice-

comparisons. They felt that many answers on

skaters and for holding national and

the tool were specific to the building itself. For

international ice-skating and entertainment

example, the Nottingham Ice Centre was

events. The DQI was piloted on phase 1,

designed to create an atmosphere, but most of

which is complete, and there is another

the questions on the questionnaire focused on

phase of development ongoing. The

minimising the impact of the environment on

project team reconvened to take part in this

users of the building.

pilot. 3

202

The pilots also indicated that it is difficult

The Peabody Trust’s Dalston Lane

to determine ex ante what the implications of

housing in London, provides social housing

using the tool will be for different projects. In

accommodation in the inner city. The

each project, there are tensions and debates

scheme also includes some shops and

about the design and the structure. The tool

office space. The DQI was piloted on this

allows for direct comparison between views of

completed residential and commercial

different actors involved in the project. These

development in the £1–5 million bracket.

direct comparisons can reveal differences in

The project team reconvened to take part

expectations and views about the project. For

in this pilot, and residents of the housing

example, in the Freeman Centre pilot, the two

were also encouraged to take part.

client representatives were much more critical

17.3 Visualisations are used to show results: left, each section weighted equally; right, different weights for the sections

Jennifer Whyte, David Gann, Ammon Salter

of the overall project than the architect and

111

Results of the pilots

2

engineers. This reflected the clients’ concerns about the lack of specificity in the current state

A vast amount of data was generated during

3

of the design. The results were presented to

the piloting process, and only a small portion of

4

the project team. They helped to facilitate a

this information is described here. Major issues

5

debate among them about the state of the

were encountered and resolved. Examples are:

6 7

design. This is an example of the benefits of Respondents found it difficult to know

8

whether to answer with regard to

9

aspirations, or perception of design. The

10

manager, facilities manager and user,

introduction to the questionnaire has been

1

employer’s agent and quantity surveyor,

changed to clarify this.

2

the tool in use that the research team did not

1

consider during its design stage. 17.4 (below) Contrasting evaluations by different members of a project team

Within a project the views of the project

Impact

Respondents did not relate the priorities

3

17.4. Their aggregate views are combined in

sections used for the weightings to the

4

Figure 17.5. These representations break the

terms used as subcategories headings. To

5

results down crudely at the section level only.

clarify this, questions regarding priorities at

6

the subcategory level were moved into the

7

sections themselves.

8

It is difficult to capture excellence in the

9

questionnaire, and yet sometimes things

20

are far better than good on a project. In

1

one pilot, the phrase ‘in harmony with the

2

local ecology’ was questioned as there are

322

more trees on the site now than there

4

were in the first place. The questionnaire

5

was revised with regard to this type of

6

occurrence.

7

For many of the pilots, the buildings in

8

question were multi-user. The users may

9

be widely different, for example, the

30

question ‘The building reduces stress for

1

users’ was difficult for the project team at

2

the National Ice Centre to answer for this

3

building – there are so many different types

4

architect and engineer are represented in Figure

17.5 (below right) The project team’s aggregated views from Figure 17.4

Function

1 Project manager DQI 5.447 Good quality, flexible, cost-effective office space

2

3

Build quality

Impact

Function

2 Facilities manager and user DQI 4.074 To provide a high quality, well maintained environment for staff. The building should enhance the image of the firm – proving us to be an employer of choice. To encourage new recruits to join

Build quality

Impact

Function

3 Employer’s agent and qs DQI 4.167 A functional and aesthetically pleasing building which is completed within the client’s budget. A building which is easily lettable

Build quality

4

5 Impact

Function

4 Architect DQI 5.113 Full tenancy, satisfied/comfort for the tenants, architectural awards for its contribution to the growth/planning in the area, no maintenance problems, longevity of materials and appropriateness for function

6 Impact 25%

7 8 Function 39%

9 40

Build quality

1 Impact

Function

5 Engineer

DQI

3.717

2 3 4 5

Build quality

611

Build quality 36%

203

Designing Better Buildings

of users – rock groups, amateur and

•

professional ice skaters, members of the

building procurers in better design. This

public who come skating, maintenance

use of the DQIs would fit in with the

staff, people who work in the building.

work of the Office of Government

This has been resolved by emphasising

Commerce (OGC).

the role of the person filling in the

•

questionnaire. 5

6

As a briefing tool to enable discussion within the project team, and between

Participants were confused as to whether

the project team and client and user

the questionnaire should be filled out from

groups. In this usage the differences

a personal point of view or as

between answers for the same

representative of one of the groups in the

building are most interesting and

projects – ‘Is this a personal thing? It’s not

significant. One member of a project

a company thing?’

team said that the questions ‘touched

For many of the pilots the buildings in

on things we clearly haven’t thought

question were multifunction. The questions

of’. He said that there were minor items

asked may not apply equally to the

that ‘we must not miss’ and that the

different parts of the building. For example,

questionnaire was useful as ‘a sort of

the Peabody Trust housing at Dalston Lane

checklist as we go through for things

has both residential and commercial space.

we must look at’. Another felt the

Wheelchair access is available in some

DQIs should ‘be client-led, and

parts but not in others (shops/housing). Is

undertaken from the beginning of the

this a failing of the project? Respondents

project. They could set a benchmark

felt it was necessary to separate out primary and secondary functions – car park

7

As part of a training package to train

for the project’. •

As a standardised procedure for

with office and some shops. The

measuring and monitoring product

questionnaire has been changed to deal

performance, through comparing and

only with the primary function of the

contrasting the aggregate answers for

building.

different buildings. Clear procedural rules

Defining the constraints and enablers which

about who fills in the DQI are required to

form the resource envelope was particularly

enable this form of application.

difficult. On all of the pilots it was recognised that time and money were important constraints, and that it was

Conclusion

necessary for the tool to reflect on the constraints. However, it was difficult to

This chapter has explained the development

shape questions to capture these

of a new generic tool which aims to explore

constraints. For example, questions on

the quality of design in buildings. The tool

good value for money and the profits of the

explicitly recognises that there is no single,

organisation were inappropriate for Peabody

universal result of design quality. Rather, it

Trust, as it has a social agenda rather than

caters for multiple viewpoints from

a financial one.

communities of design professionals and from user groups including lay people. The tool

During the piloting of the DQIs, many

has a unique starting point in that it is

previously unanticipated uses were suggested

designed to allow individual respondents to

and discussed by pilot participants.

calibrate the intentions and weightings they

204

Jennifer Whyte, David Gann, Ammon Salter

wish to give to different design attributes. It

111

References

2

therefore suggests an interactive, user-focused approach. The tool is based on a method that integrates measures of ‘hard’ physical attributes and ‘soft’ perceptual viewpoints about the performance of buildings in relation to design decisions. The former are typically found in areas such as build quality and function. The latter tend to be found in the measurement of impact or delight. The DQI is also capable of illustrating different levels of design value, moving from basic through value added and on to excellent. While we have proven the success of the first stage of development of the DQI, there is still further work to be done in refining its use for different applications across all building types. We have embarked upon a second phase of development including an improved questionnaire with a web-based interface to allow respondents to complete it online. Moreover, we are developing new ways of visualising the results to enable rich levels of analysis. We also plan to include new approaches for eliciting information about the enablers and conditioners that underpin the parameters of design. It is hoped that this approach will lead to a more informed debate about the value of design in buildings and will complement approaches to measuring performance in design and construction processes.

Arthur, B. (1987) ‘Path-dependent processes and the emergence of macro-structure’, European Journal of Operational Research, vol. 30, pp. 294–303. Brand, S. (1994) How Buildings Learn, New York: Viking Penguin. Clausing, D. (1994) Total Quality Development, New York: ASME Press. Construction Task Force (1998) Rethinking Construction, London: Department of the Environment, Transport and the Regions. DCMS (2000) Better Public Buildings: A proud legacy for the future, London: Department for Culture, Media and Sport. Duffy, F. and Henney, A. (1989) The Changing City, London: Bulstrode Press. Frampton, K. (1980) Modern Architecture: A Critical History, London: Thames and Hudson. Harbraken, J. (1972) Supports – an alternative to mass housing. Oxford: Architectural Press. Harbraken, J. (1998) The Structure of the Ordinary – form and control in the built environment, Cambridge, MA: MIT Press. Jesinghaus, J. (2000) A European System of Environmental Pressure Indices, Ispra: European Commission, Joint Research Centre, Institute for Systems, Informatics and Safety. Male, S. Kelly, J. et al. (1998) The Value Management Benchmark: a good practice framework for clients and practitioners, London: Thomas Telford. Monden, Y. (1983) Toyota Production System, Norcross, GA: Industrial Engineering and Management Press. Schonberger, R. (1982) Japanese Manufacturing Techniques, New York: Free Press. Smith, P. G. and Reinertsen, D. G. (1998) Developing Products in Half the Time: New Rules, New Tools, New York: John Wiley and Sons, Inc. von Hippel, E. (2001) ‘User toolkits for innovation’, Journal of Product Innovation Management, vol. 18, pp. 247–57. Ward, A., Sobek, D.K., Cristiano, J.J. and Liker, J.K. (1995) ‘Toyota, concurrent engineering and set-based design’. In J. K. Liker, J. E. Ettlie and J. C. Campbell (eds) Engineering in Japan, Oxford: Oxford University Press. Womack, J. P. and Jones, D. T. (1996) Lean Thinking: banish waste and create wealth in your corporation, New York: Simon & Schuster Inc. Zimmerman, A. and Martin, M. (2001) ‘Post-occupancy evaluation: benefits and barriers’, Building Research and Information, vol. 29, no. 2, pp. 168–74.

3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

205

Chapter 18

Housing quality indicators in practice Paul Wheeler

The Housing Quality Indicator (HQI) system was

Corporation Scheme Development Standards (in

developed by DEGW on behalf of the then

England) and Tai Cymru Pattern Book Plans (in

Department for the Environment, Transport and

Wales), while in the private sector, instruments

the Regions (now the Department for Transport,

such as the Building Regulations and Health

London and the Regions) and the Housing

and Safety Executive regulations provide

Corporation. This chapter describes the HQI

minimum standards. However, the fact remains

system and discusses issues relating to

that large parts of Britain’s housing stock are

accuracy, usability and application which

below the standards that would be expected in

emerged from the first large-scale pilot trials of

other north European societies. A comparative

the system.

study of the control and promotion of housing

Problems of quality in housing are widely

quality across Europe found that the lowest

recognised. Age of housing stock is a particular

standard for the minimum size of dwellings is

problem in some regions of the United

found in Great Britain, with neither statutory

Kingdom, particularly London, where 59 per

requirements or conditions of subsidy relating

cent of the housing stock was built before 1945

to size of dwelling (Sheridan et al., 1999).

(DTLR, 2000a). However, more recent housing is not necessarily of higher quality. There is a long history of efforts to

In the absence of some explicit measure of quality, from the 1980s onwards cost has been an increasingly important factor in the

ensure quality standards in social housing.

funding of social housing. There is a

However, explicit attempts to ensure quality,

widespread perception that in recent years

such as those established by Parker Morris in

reductions in housing cost have been achieved

the 1960s, were abandoned in the 1980s.

at the expense of quality. Cost was used by the

Minimum standards in social housing were

Housing Corporation as one of the key criteria

established by instruments such as the Housing

for Housing Association bid selection, leading to

206

Paul Wheeler

fears that a ‘bed spaces per pound’ approach

successes and mistakes. The Government

111

was emerging, allowing the creation of housing

recognises that ‘our homes can influence our

2

with inadequate room sizes and poor estate

well-being, our sense of worth and our ties to

3

facilities (DETR, 1997).

our families, the local community and work’

4

(DTLR, 2000b). The overall purpose of the HQI

5

system is to ensure that housing built today

6

and in the future contributes positively to that

7

goal.

8

The role of Housing Quality Indicators

9 10

Through the 1990s there was a general recognition that the combination of cost,

An overview of the HQI tool

1 2

statutory regulations and minimum standards described above did not necessarily ensure

For a quality assessment tool to be of use it

3

quality or value for money in housing provision,

must meet certain criteria. First and foremost it

4

and could not be used to determine whether

must be accurate. The accurate assessment of

5

housing is likely to meet the current and future

quality in something as complex as housing is a

6

needs of occupiers. The Department for the

difficult task. Individual perceptions of what

7

Environment, Transport and the Regions (DETR)

constitutes quality differ, with quality

8

therefore saw the need to develop a method

judgements generally based on a combination

9

for the evaluation of housing which directly

of subjective and objective elements. Issues of

20

assessed quality. The Housing Quality Indicator

measuring design quality are discussed

1

(HQI) system was developed to perform this

elsewhere in this publication; the HQI system is

2

role.

necessarily based on the assumption of some

322

common basis for quality judgements.

4

In October 1996 the DETR and the Housing Corporation commissioned DEGW to

Second, the system must be practical.

5

develop a system of HQIs tailored to the

At a minimum the cost of applying the tool

6

Housing Corporation’s requirements, but

must be proportionate to the value generated

7

suitable for more widespread use in the

by its use. During the development of the HQI

8

evaluation of both social and private-sector

system considerable efforts were taken to

9

housing. The first version of the HQI system

ensure that the system could be used by a

30

was published in February 1999 (DETR, 1999).

wide range of housing professionals, and that

1

completion of the assessment would not

2

system were formulated to allow a range of

impose too high a burden on the user in terms

3

uses. Registered Social Landlords (RSLs) and

of the information required.

4

The structure and application of the HQI

other developers can use the system to

The HQI system allows an assessment

5

improve the quality of new housing schemes: a

of quality of the key features of a housing

6

key application is to allow the evaluation of

project in relation to location, design and

7

different schemes against a fixed brief. The

performance. There are ten Quality Indicators,

8

process of completing the HQI assessment

listed below:

9 40

should enable potential developers and architects to make design decisions that result

1 Location

1

in higher quality housing with minimal cost

2 Site: visual impact, layout, landscaping

2

implications. By applying the HQI system to

3 Open space

3

existing developments, RSLs and developers

4 Routes and movement

4

should be able to monitor their success in

5 Unit size

5

achieving good HQI scores and learn from their

6 Unit layout

611

207

Designing Better Buildings

7 Unit noise control, light quality, services

extended to achieve this aim. There are

8 Accessibility within the unit

therefore variances between sample and actual

9 Energy, green and sustainable issues

housing stock composition. For example, the

10 Performance in use

private sector is under-represented, comprising around 30 per cent of the sample compared to

For each Indicator 20–30 questions must be

68 per cent of actual housing stock (DTLR,

completed by an assessor. A completed HQI

2000a). The sample differs further from typical

assessment generates separate scores for each

housing stock in that the schemes selected for

Indicator and results in both a profile of the

assessment had all been built or refurbished

scheme and an overall HQI score. The system

within the last five years. The final composition of the sample was

was developed such that quality is evaluated from many different aspects, so there is no

determined by the willingness of organisations

single way to achieve a good score, just as

and commercial builders to participate in the

there is no single way to achieve quality.

exercise. All participating organisations were asked to propose three schemes, of what they felt to be of varying quality, for assessment.

The pilot trials

Securing participation from private sector builders proved difficult: many of those

During the first phase of HQI development,

approached declined to take part in an exercise

completed in 1998, the system was piloted

that they did not perceive to offer them any

among a sample of residential social landlords

benefits. Figure 18.1 shows the composition of

(RSLs). In late 1999 DEGW were commissioned

the sample. Two broad conclusions emerged from

by the DETR to conduct a series of larger-scale pilot trials, this time covering the private sector

the pilot trials:

as well as social sector housing. The aims of the pilot trials were to:

–

The system is an accurate tool for measuring housing quality across a broad

• •

Assess performance of the existing version

range of housing types, but further

of the HQI system,

developments to the HQI are required to

Gain a better understanding of the HQI’s

ensure that it accurately assesses quality in the private sector.

usability in private as well as social sectors, • •

Gauge its effectiveness when applied to

–

The assessment procedure is practical and

new and refurbished housing, and

can be carried out by a wide range of

Answer the question ‘Does the HQI system

housing professionals given a minimum

really measure quality?’

level of experience and training. During the trials some participants experienced

The assessors in the trial completed

considerable difficulties in assessing their

assessments of thirty-one housing schemes

schemes. These stemmed largely from

from twelve different developers. The main aim

their unfamiliarity with the tool. However,

in selecting the sample was to include a range

the research team did make a number of

of schemes that would broadly reflect the

suggestions relating to clarity and ease of

diversity of tenure, size, location and type found

use that have been incorporated into the

in the UK housing stock, and this aim was

second version of the system.

achieved. The trial results were not intended to be statistically representative; the scope of the

More detailed findings, and a discussion of

trial would have had to be considerably

issues raised by the pilot trials, follow.

208

Paul Wheeler

Research results

high of 77 per cent to a low of 42 per cent,

111

with an average overall score of 55 per cent.

2

The results of the pilot demonstrated a good

The schemes are relatively evenly spread with

3

degree of discrimination between the schemes,

some concentration of schemes close to the

4

indicating a good spread in housing quality over

average. That the highest score went to the

5

the selected sample. The scores achieved by

most recently built scheme in the sample, a

6

the thirty-one schemes surveyed ranged from a

prototype intelligent house, came as no surprise

7 8 9

Type Total

Private sector

9

New

8

Location

Refurb.

Urban

1

Suburban

5

4

10

Size (number of units) Rural

1

Small <10

Medium 10–50

Large >50

1

3

5

1 2 3 4

RSL

18

14

4

13

2

3

6

10

5

2

6 Local authority

3

0

3

3

0

0

0

2

1

Housing Action Trust

1

1

0

1

0

0

0

0

1

Total

31

23

8

22

5

4

7

15

9

7 8 9

18.1 Pilot sample of housing schemes

20 1 2

322 HQI average profile

Average across 31 schemes

100%

4

Minimum

5

Maximum

6 7

90%

8 80%

9

70%

30 1

60%

2

50%

3

40%

4 5

30%

6

20%

7 8

10%

9 0%

40 1

2

3

4

5

6

7

8

9

10

11

Overall score

Indicators key:

18.2 HQI Average profile

1 2 3 4 5

Location Site: visual impact, layout, landscaping Open space Routes and movement Unit size

1 2

6 7 8 9 10

3

Unit layout Unit noise control, light quality, services Accessibility within the unit Energy, green and sustainable issues Performance in use

4 5

611

209

Designing Better Buildings

to the research team. The oldest development

perceptions of quality. The results from the

assessed, a recently refurbished inner city block

research team, residents, and builders or

of flats, achieved the lowest score.

developers were compared to assess how

Figure 18.2 shows the average HQI scores for each Indicator across the 31 schemes. Of the ten Indicators, (1) Location, (2)

individual perceptions of quality correlated to the HQI scores. The correlation between researchers’

Visual impact and (4) Routes and movement

perceptions of scheme quality and the survey

scored relatively highly, with scores of 65 per

results was high. The overall ranking of the

cent or above. The sample averages for (3)

schemes was generally as expected. The

Open space, (5) Unit size, (6) Unit layout, (7)

innovative housing scheme, which the research

Unit services and (10) Performance in use were

team considered the highest quality scheme,

slightly lower, between 49 per cent and 57 per

ranked first in the overall scoring. A circa 1900

cent. Only on the Indicators for (8) Accessibility

high density flat development with below

and (9) Energy, green and sustainability issues

standard unit and room sizes, which was

did the sample averages fall below 50 per cent.

considered by the research team to provide a low standard of housing accommodation, ranked the lowest.

Correlation between HQI scores and individual perceptions of quality

On the whole, developers and landlords considered that the HQI scores correctly ranked their schemes for quality. However, they felt the overall scores were lower than expected.

The issue of whether quality can be measured

They did not, however, have the benefit of

was discussed at length during the

comparing their scores to those of the other

development of the HQI system. To address

schemes sampled, and what they considered

the question of whether the HQI system

low scores were often average or above

genuinely measures quality, the pilot trials

average for the sample as a whole.

compared information from four different

Despite offering a financial incentive for

perspectives: the HQI score, and the

completion, the response rate to the resident

researchers’, residents’, and developers’

survey was poor. From the small number of

perceptions of quality.

questionnaires returned no overall correlation

Before the assessments were

between resident perceptions and HQI scores

completed the research team visited each

could be observed. There was, however, a

development to make an independent quality

tendency for occupiers’ perceptions of housing

judgement. These initial perceptions were

quality to be higher than those measured by

recorded together with photographs of various

the HQI system. The fact that all occupants

features contributing to the judgement. To

were living in new or refurbished housing may

capture user perceptions, questionnaires were

have had an impact on their perceptions.

distributed to the residents of the schemes

Interviews with tenants suggested that their

assessed. These questionnaires asked a wide

assessments were heavily coloured by past

range of questions about residents’ perceptions

housing experience.

of quality, with each question correlating to one of the Indicators in the HQI system. Finally the scheme builders or developers were

Accuracy of the HQI system

interviewed after their assessments were completed, to assess the extent to which the

As noted above, one of the questions the

HQI scores generated corresponded to their

pilot set out to address was the degree to

210

Paul Wheeler

18.3 Scheme 30: Despite thoughtful refurbishment, as a result of small room and overall unit size this development achieved the lowest score of the sample

built into the system between number of

111

occupants and provision of living and eating

2

space. For example, dwellings score poorly

3

where there is insufficient space for all

4

occupants to sit around a table and eat

5

together.

6

Private sector developers noted that the

7

assumption of ‘full occupancy’ described above

8

runs contrary to the designed and actual use of

9

their housing. In private housing, the number

10

and size of rooms reflects ability to pay rather

1

than need; bedrooms do not tend to be

2

occupied permanently or to their full capacity.

3

Within the HQI system there was no scope

4

for designating a room as a spare bedroom,

5

i.e. one that was only occasionally occupied.

6

Few large dwellings, where some of the

7

bedrooms are spare bedrooms, provide dining

8

which the existing system could be used in

rooms of sufficient size for an assumed ‘full

9

assessing private sector housing and a wider

occupancy’.

20

range of types of housing, such as new and

1

Reassessing schemes on the basis of

recently refurbished housing. A number of

developer estimates of likely occupancy

2

issues relating to this emerged during the

resulted in dramatically improved scores for

322

trials.

Unit size. Reassessing a large detached private

4

house led to the score for Unit size rising by

5

clearly driven by different factors, and some of

19 per cent and the overall HQI score rising

6

these differences have implications for the

by 3 per cent.

7

Social and private housing markets are

accuracy of the HQI system. One such

8

Another issue of accuracy which was

difference is that whereas the size and layout

raised in the pilot trials related to the

9

of social housing are based on the need to

assessment of location. Participants in the trials

30

house people, the size and layout of private-

expressed some concern that the HQI system

1

sector housing are driven by customer

exhibited an urban bias and discriminated

2

expectations and their ability to pay for these.

against rural developments as a result of the

3

inclusion of ‘location’ as a Quality Indicator. The

4

developments were consistently and

inclusion of this category generated

5

significantly reduced due to assumptions built

considerable discussion during the development

6

into the HQI system about occupancy levels,

of the HQI system. The locational features

7

and the form in which some questions were

assessed are not qualities of the housing

8

expressed. The HQI system assumes ‘full

development, but of the surrounding area, with

9

occupancy’ of a dwelling in relation to the

scores based on proximity of amenities and

40

number and size of bedrooms. Therefore a

liabilities.

1

HQI scores for private sector

It could be argued that the inclusion of

2

bedroom has an assumed occupancy of five

location into the system extends the scope of

3

people. The level of occupancy impacts

the Indicators beyond housing quality. However,

4

significantly on a scheme’s scores for Unit size

the decision to include location as an Indicator

5

and Unit layout, as a result of the relationship

is based on the view that context is an

611

house with two double bedrooms and a single

211

Designing Better Buildings

important contributing factor in good design:

for all Indicators except (1) Location, in line with

locational context contributes to the

other rural schemes, as discussed previously. It

experienced quality. Assessments of quality

was the only scheme to score highly on

must therefore take locational context into

Indicators (8) Accessibility within the unit, (9)

account.

Energy, green, and sustainable issues, and (10)

During the pilot, use of the HQI system

Performance in use. The scheme performed

to assess rural developments did not seem to

particularly well on (9) Energy, green and

pose particular problems. Rural schemes’

sustainability issues, reflecting the energy

scores were lower in the Location category

saving technologies incorporated and the green

due to travel distances to amenities. However,

approach to construction. The research team

overall there was no significant difference

found it encouraging to see a highly innovative

between the scores for rural and urban

housing solution scoring so well.

schemes, suggesting that lower scores on

However, the scheme’s score for

location were compensated for by higher

Indicator (6), Unit layout, was depressed

scores on other Indicators. Indicator 3 assesses

(although still above average) as the scheme

access to open space: rural schemes typically and understandably gained higher scores than urban schemes in this Indicator. Some organisations found completion of the Location Indicator difficult and timeconsuming, while others found it straightforward and uncomplicated. Ease of completion of this Indicator appeared to be influenced by the extent of the assessor’s knowledge of the area and understanding of the context within which the development was located. A third issue relating to accurate measurement of quality was highlighted by the performance of the most innovative housing scheme included in the sample. This scheme was located in a rural village and was described as: Pair of semi-detached houses completed in 1999, built as an innovative prototype housing project. The houses incorporate numerous energy saving and environmentally friendly technologies. Isolated rural village with few amenities and poor public transport links. Village with mixed housing types – thatched cottage to RSL prefabricated houses. This scheme outperformed all other schemes in the sample. Its score was well above average

212

was based on an open-plan, flexible layout. Open plan layouts integrate living space and circulation space, whereas the HQI system awards higher scores for unit layouts where circulation space is separate from living areas. Whether open plan layouts genuinely reduce quality is an open question. While a large family may find the separation of circulation space from living accommodation important for their quality of life, this separation may be considered unnecessary by other types of occupants and may lead to a poor utilisation of the available space.

18.4 Scheme 28: This innovative and highly energy efficient development achieved the highest score in the trials

Paul Wheeler

Usability of the HQI system

Fifty per cent of the scores for this Indicator are

111

awarded on the basis of the ‘furniture exercise’.

2

The HQI system was developed with ease of

This exercise raises some questions about how

3

use in mind. An important element in its ease

quality should be assessed, and will therefore

4

of use is the fact that assessment can be

be examined in some detail.

5

based on analysis of plans and other

The HQI system specifies for each room

6

information, removing the need to enter

in a dwelling the furniture that should fit in the

7

individual units. However, although plans and

room. In addition the activity and circulation

8

other information are available for new

spaces are specified. Units that can

9

developments, they may be difficult to acquire

accommodate all the specified furniture and

10

when assessing older developments.

activity zones achieve mid-range scores; higher

1

or lower scores can be achieved by fitting in

2

usability of the system, HQI assessments have

more or less furniture or activity zones than

3

been carried out by the builder or developer

specified. This ‘furniture exercise’ seems a

4

responsible for the scheme. These participants

highly prescriptive approach to achieving quality.

5

were briefed on the overall aims of the pilot

Not only is a furniture list specified for each

6

and on the HQI system and then left to

room in a dwelling, and the number of items on

7

this list correlated with the number of

8

occupants, the dimensions of each item of

9

furniture are specified.

20

In order to gain understanding of the

complete the assessment themselves. Once the assessment had been completed the research team returned to debrief them on the problems and issues that had been raised in the process. Size of scheme had some impact on usability of the HQI system. As expected, the surveys of larger schemes proved more difficult and time-consuming to complete than those of smaller schemes. The HQI system is based on assessment of each unit in a development, and the pilot trials demonstrated that this may be impractical when assessing very large developments with numerous unit types. To address this problem suggestions have been made on when sampling techniques can be used to simplify the process. In addition,

There was considerable discussion over

1

this Indicator – the research team involved in

2

the pilots were initially sceptical of its utility.

322

There was some discussion over whether the

4

furniture exercise should be replaced with a

5

simpler form of assessment based purely on

6

room dimensions and proportions.

7

If we consider how the HQI system is

8

designed to be used, the exercise makes

9

much more sense. The HQI system was not

30

primarily designed to be used as a post-

1

construction audit; at that point opportunities

2

for improving quality have been lost until the

3

next project. The HQI system was developed

4

to be an integral part of the design process,

5

it was found that schemes split over multiple

employed throughout the evolution of the

6

sites posed significant assessment problems,

design to enable designers to track the quality

7

and it has been recommended that in such

impact of their decisions. At this stage the

8

schemes each site should be assessed

designers should be thinking about how

9

separately.

occupants will use the space being created.

40

Some occupants may choose far more

1

completion of Indicator (6), Unit layout, proved

minimalist furniture layouts than those allowed

2

the most time-consuming and difficult.

for in the HQI system. However, a design that

3

Recognising that housing quality is dependent

accommodates the furniture-intensive layout

4

not only on size but on layout and configuration,

will also accommodate more minimalist

5

Indicator 6 assesses units on their usability.

solutions.

611

Outside of sheer size and complexity,

213

Designing Better Buildings

The ‘furniture exercise’ was either not

before they were able to carry out an

completed, or only partially completed, by a

assessment. While this was in part due to

number of developers during the pilot. In these

unfamiliarity, the research team feel that

cases the research team completed the

consideration should be given to the

exercise. In addition the research team

development of a more comprehensive briefing

reassessed some schemes on this Indicator to

document.

check that the exercise had been completed accurately. As a result of this the team gained direct experience of the usability of this

Conclusion

Indicator. Our conclusions were that when assessing small, poorly-shaped rooms

This was the first real live pilot study of the

considerable effort was required to achieve a

HQI system across a diversity of housing types.

reasonable score. However, given a well

The results suggest no significant problems

proportioned room of reasonable dimensions

which could not be solved through slight

assessment was swift and straightforward. With regard to prescriptiveness, the exercise does prescribe in the sense that to achieve a high score a unit must be able to accommodate a certain quantity of furniture. The exercise does not prescribe particular room dimensions or proportions. While, as noted above, small irregularly shaped rooms achieve low scores, large irregular rooms can score highly. In keeping with the overall ethos of the HQI system, Indicator 6 does not suggest that there is only one route to achieving quality. The research team did recognise that when performing an assessment postcompletion, particularly in cases where plans are unavailable or incomplete, Indicator 6 is time-consuming and difficult to complete. To

revisions to the HQI. These revisions have now been incorporated into the revised version. No major discrepancies between quality as perceived by housing professionals and as recorded by HQI scores were revealed in any of the housing schemes surveyed. The HQI system will become easier to use as its application becomes more widespread. Training for HQI assessors should also ease problems relating to completion and ensure accuracy. One further conclusion may be drawn from the experience of the pilot. We know relatively little about how homes are used. The majority of housing built today differs little in terms of the designed space use from housing built 100 years ago. Over this time the nature

ameliorate this problem the team suggested

of the household has changed dramatically, as

that an alternative assessment method should

have many other aspects of our society. It may

be included. This recommendation has been

be that there is no need for housing design to

adopted in the revised version of the HQI

change to adapt to our new social patterns.

system as Room Matrix Approach. This

Perhaps traditional designs have an inherent

alternative assessment method is based on

flexibility allowing them to accommodate these

room proportions and dimensions. However, it

changes. There seems to be little research that

is noted that developments assessed using this

would enable us to tell. The development of

alternative system are likely to achieve lower

the HQI system represents a step forward in

scores, particularly if room proportions diverge

the struggle to improve the quality of housing

from the ‘ideal’, than when assessed using the

and the build environment in general.

‘furniture exercise’.

Ultimately, if we are to continue making

Finally, the piloting process revealed a need for extensive briefing of participants

214

progress a deeper understanding of how our homes are used is vital.

Paul Wheeler

111

Acknowledgement

References

The author would like to thank his colleagues in

DETR (1997) ‘Housing Quality Indicators: feasibility study’, Housing Research Summary No. 70, London: DETR. DETR (1999) Housing Quality Indicators: research report and indicators, London: DETR. DTLR (2000a) Housing Statistics 2000, London: DTLR. DTLR (2000b) Best Value in Housing Framework, London: DLTR. Sheridan, L. et al. (1999) ‘A comparative study of the control and promotion of quality in housing in Europe’, Housing Research Summary No. 99, London: DETR.

2

DEGW for their contributions to this chapter and would also like to thank the individuals from public and private sector organisations who gave their time to make the pilot exercises possible.

3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

215

Index

Note: Page numbers in italics refer to Figures and Tables; prefix ‘Pl.’ indicates a colour plate, suffix ‘n[]’ a note

Accelerating Change report 8 adaptability of building(s) meaning of term 154; see also flexibility adaptive opportunities 7, 152 AIDA (An Incremental Design Approach) 75 air quality, effect on productivity 45, 81 AMEC projects 162–9 analytical hierarchy process 66 appealing and appropriate design 35–7 architects new skills 39; in partnering arrangements 38; resistance to measurement 178; role in projects 157 architectural quality barriers to achieving 68; valuation of 68–9 architecture, contribution of 6 BA (British Airways) Waterside building, Heathrow 47, 61, 63, Pl. 10–11 and corporate cultural change 61, 68; efficiency savings 61, 69 BAA (British Airports Authority) airport pavement work 168–9 Bathampton School 88 baths, therapeutic 110 BedZED (Beddington Zero Energy Development), Sutton, Surrey 35, 36, Pl. 1–2 benchmarking 165–6, 195 Better Places to Live (joint CABE/DTLR publication) 72–3 Better Public Buildings publication xv, 2, 197 A Better Quality of Life (DETR publication) 3 Blenheim Palace 158–9 Boots D90E Extension, Nottingham 58–9, 68 Boots Warehouse, Beeston, Nottingham 162–3 BP Sunbury buildings 52, 83–4 BREEAM approach 196 Brighton Library 202 Brindleyplace, Birmingham 123, 202 Bristol & West Headquarters 52, 80–3 efficiency savings 83 British Construction Industry Awards 198 216

build quality, in design quality indicator 181, 182, 199 Building Centre Trust, Templeton College seminar 186, 187 Building Down Barriers initiative 141, 163 benefits 168; design quality indicators 189; principles 163 building management systems, performance statistics from 29 Building Performance Research Unit 22–3 reason for closure 23 built environment, four-function model 8 Burnham Copse Infants School, Hampshire 90–1, 91 business benefits of feedback 31 ‘business emissions’, and decision-making process 83–4 business value 64 business value building 5–6 By Design – Urban Design in the Planning System (CABE/DETR publication) 117 CABE (Commission for Architecture and the Built Environment) 3, 197 evidence on value of design 6–7; on failing standards of design 183; on healthcare buildings 184n[9]; principles of good design 4; on school design 87, 98, 184n[9]; on urban design 117 capital:maintenance:people cost ratio 15, 43 effect of good design 9 Capital One European Headquarters, Nottingham 58, 68, Pl. 6–7 carbon dioxide emissions from travel to work 80; savings 84; trading system 84 ‘carbon-neutral’ designs 35, 36, 84 CCC (Confederation of Construction Clients) 13 feedback research 14, 17–18 Charles, Prince of Wales, on principles of good design 3–4 Charter see Construction Clients’ Charter

Index

churn, effect of building flexibility on cost 47–8, 73, 81 clients faults 158; perspectives 1–49; requirements 5–6, 16 clustering 166 commensurability, and valuing design 64 community schools, early example(s) 89 computer-based modelling techniques 46 Constructing the Team see Latham Report Construction Clients’ Charter 13, 18–19 initial responses 19–20; on leadership and focus on client 18; on people 19; on product team integration 18–19; on quality 19 Construction Industry Council Design Quality Indicators 136, 176, 186, 198; see also design quality indicator(s) Construction Task Force report see Egan Report contingent valuation 66 contractors, faults of 158 corporate cultural change, and design 59, 61, 67–8 cost-benefit analysis 66, 68 cradle-to-grave approach 30 creative imagination 186 CRISP (Construction Research and Innovation Strategy Panel) on adaptability and flexibility in buildings 23; definition of design 131, 135; and feedback 23–5; on matching design assumptions and conditions in use 23–4; on post-occupancy evaluation 24–5 CRISP Design Task Group design realms map 138, 185–6; recommendations 136–7; terms of reference 136 critical mass (to deliver better urban design) 128 Cubitts (builders) 38 customer focus, Egan report on 72, 176 Dalston Lane development, London 37, 202, 204 demolition, costs compared with refit 48 dependency cultures, and flexibility of building(s) 152, 154–5 Derbyshire, Henry 38 design definitions 1, 131, 135, 161, 191; phases 186; as value generator 1–11 design awards, mechanisms used to assess design quality 197–8 design chains 161–2 management aspects 162 design champions 66, 67 design and construction phase, cost aspects 45–6 design process 38–9, 137, 138, 186, 191–2 design quality and clients 16–20, 140; constraints on 179, 190–1, 191; impact in 181, 182; language for 140–1; rewards resulting from 39; see also good design design quality indicator(s) 7–8, 136, 176–7, 177–82

alternative uses 204; conceptual framework 182, 189, 190, 198–9; contrasting evaluations by team members 203; data-gathering tool 192–3, 199–201; development of 179–82, 188–9, 205; difficulties with questionnaire 203–4; in healthcare buildings 114, 193; key strength 178; origins 136, 176, 186, 196, 198; pilot studies 193–4, 201–3; purpose 178, 198; questionnaire for 192–3, 199–201; in schools 87; sections and subsections 181, 193, 200; visualisation of results 199, 201, 202, 203; weighting mechanism 201 build quality in 181, 182, 199; functionality in 181, 182, 199; impact in 181, 182, 199; see also design quality indicator(s) designers challenges for xv-xviii; relationship to supply chain 161–2; see also architects difficulties in projects, factors affecting 132, 159 DQI tool see design quality indicator(s) Dudley Waterfront Business Park 123 Dyson Research and Appliances Headquarters, Malmesbury, Wilts. 57

111

Eco-Factor performance 84 economic value of good design 8–9 Ecopoints system 196 Egan Report (Rethinking Construction) 1, 16, 38, 72 on performance measurement 176, 186 employee satisfaction 67 energy costs 47, 82 energy-saving designs 35, 36, 57, 73–80, 82, 84 environmental factors, impact of 188 environmental issues 35, 47 environmental qualities, subjective and physical 189 exchange value 63, 66 exchange value building(s) 5 experimental aspects of construction projects 29

9

2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 20 1 2

322 4 5 6 7 8 9 30 1

facilitated discussions (for feedback studies) 28 Federal Facilities Council, on post-occupancy evaluation 25–6 feedback benefits 27; factors affecting 29–31; insufficiency of data 29; levels to implementing 27–8; and post-occupancy evaluation 30; and project delivery 31; in real world 30; in recent reviews 23–7; research by CCC, 17–18; resources for 21; techniques 22, 27–9; time constraints of clients 29–30 Finsbury Health Centre 110 flexibility of building(s) 47–8, 145–56 and action near to need 153–4; approaches 155–6; complexity vs manageability 147; costs 48, 154; dependencies/interactions 151–2, 154–5; future developments 155; and hierarchical ‘layering’ 151, 155; how much needed 154; meaning of term 154; prudent points on 147; self-managing 146–50; side effects 148–9, 150; strategies 217

2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

Designing Better Buildings

for 150–1, 152; symptoms of demand 151–2; and technology-management interactions 146–7; timescale 154; vicious circles 147, 150; viewpoints on 152–3 focus groups, on design of healthcare buildings 101 foresight reviews 28 fragmentation, savings due to avoidance 80–1, 83 Freeman Centre, Sussex 202 functionality, in design quality indicator 181, 182, 199 fuzzy logic, in valuation 66 generic buildings 150, 155 Gershon gateway process 192, 193 global companies 39, 42 globalisation, advantages 150 good design client’s perspective 33–41; economic value of 8–9; principles 3–5; social value of 8–9, 17, 35–6; stakeholders benefiting from 140; see also design quality good project(s), CABE guidance 4 government procurement policy 160; see also PFI Great Notley Primary School, Essex 93 Greenwich Millennium School 95, Pl. 13–14 Hampshire County Council schools 53, 90–2 Haute Valley School, Jersey 96, 97 Haverstock School, Camden 96–7 Haverstock School (Victorian building) 89 health promotion schemes 110 healthcare buildings 53–4, 100–15 caring model 109, 111; contemporary model 112–14; custodial model 107, 111; healthpromoting model 110–11, 112; holistic model 109–10, 111; hospital wards 100–6; medical model 108–9, 111 heating and ventilation systems, in offices 74–80, 149 hedonic pricing 55, 66 hierarchical ‘layering’ of building systems 151, 155 hierarchy of needs 139, 143 Hilton Hotel, Heathrow 62–3 hindsight reviews 28 Holland House, Newington Green 35 hospices 109 hospital wards appearance 103, 106; bathroom/shower/toilet areas 103; cleanliness lacking 103, 106; effect of design 100–6; Nightingale ward layout 31n[3], 108; noise levels 103; privacy 103; view from 103, 104 housing associations developments by 33; see also Peabody Trust Housing Corporation standards 206 Housing Forum 38 Housing Quality Indicators 196, 206–15 accuracy 210–12; correlation with individual perceptions of quality 210; furniture layout exercise 213–14; future research required 214; location as indicator 211–12; and 218

occupancy levels 211; overview 207–8; pilot trials 208; research results 209–10; role 207; unit layout indicator 212, 213; usability 213–14 HQI system see Housing Quality Indicators human capital 65 measurement of 66 Hyett, Paul, quoted 157 image value building(s) 5, 34, 44, 45 impact, in design quality indicator 181, 182, 199 incremental design approach 52, 75–9 indoor air quality, effect on productivity 45, 81 indoor air temperatures control systems 77–9; effect on productivity 78, 79, 81 innovation, and design 38, 141, 160–1 inseparability, and valuing design 64 insight reviews 28 intangibles, in valuation methods 9–10, 17, 64 integration of design into construction process 160 examples 162–8; tools and techniques used 165, 169 intellectual capital 65 ‘intelligent’ lighting system 73–4, 148–9 interest costs 45 international comparative studies 143 interview techniques, for feedback studies 28 investment buildings 44 John Cabot City Technology College 96, 97 Jubilee Campus, University of Nottingham 60, 61 Kant’s Critiques 180 key performance indicators 139, 176, 186, 195, 196 knowledge management 28 Latham Report 16, 160, 169 on client expectations 160 Le Corbusier 185 lean thinking 176, 195 learning from experience 21–32, 142; see also post-occupancy evaluation ‘Learning from Experience’ project 28 life cycle costing 60, 129 lighting systems in offices 73–4, 148–9; in schools 88, 89, 93, 94 listening skills 142 Lloyds Register of Shipping Headquarters, City of London 59–60, Pl. 8–9 long-term costs 42–9 and housing associations 35, 36 ‘loose-fit’ approach to construction 15, 45–6, 47 M4I (Movement for Innovation) 2–3, 176 Key Performance Indicators 139, 176, 186 maintenance costs ratio to capital cost 15, 43; savings due to new design 82 managing design and construction 157–69

Index

Manchester, Barbirolli Square 124 market valuation method, limitations 69, 70 Marlborough, Duke of 158, 159 MARU (Medical Architecture Research Unit) design quality evaluation framework 114, 188 Maslow’s hierarchy of needs 139, 143 maternity units 109 measurement 177 and subjective judgement 175–6, 177 mental health units, effect of ward design 102, 105 Meyer, Hannes 175 mixed-use development 129 MOD Abbey Wood development 52, 73–80, Pl. 12 heating and ventilation system 52, 74–80; lighting system 52, 73–4; travel-to-work emissions 80 MOD Aldershot Sports Complex 163–9 benchmarking 165–6; clustering 166; planning and programming process 167–8; supply chain 165; value engineering 167; value management 166–7 modularisation 46 multicriteria analysis 7, 66 Murray Grove 40 National Ice Centre, Nottingham 202 New Engineering Contract 169 Newsom, John 88 Nightingale, Florence, quoted 102, 108 Nottingham Boots Beeston Warehouse 162–3; Boots D90E Extension 58–9, 68; Capital One European HQ 58, 68, Pl. 6–7; Castle Wharf 122; National Ice Centre 202, 203–4; Standard Court 122 Nuffield studies on hospital design 108–9 numerical capture of value 182–3 nursing homes 109 observational surveys (for feedback studies) 28 office buildings atria, effect on rent levels 55; case studies 56–63, 73–84; flexibility 47–8; heating and ventilation systems 74–80, 149; lighting systems 73–4, 148–9; valuation methods for 55–71 open statement of values 139 operational period, cost aspects 46–8 Opportunities for Change: Sustainable Construction (DETR publication) 3 organisational learning 28 organisational performance matrix 9, 10 Our Towns and Cities: the future (White Paper) 3 ownership, factors affecting 44 Parker Morris standards 206 partnering example 168–9; limitations 38 patient-focused design (of healthcare buildings) 112–13

Peabody Trust buildings 35, 36, 37, 40, 202, Pl. 1–2; as enlightened client 14, 34–7, 39; history 33–4; purpose 33–4, 204; staff 34 Pearson Education Headquarters, Harlow, Essex 60–1, 62 performance measurement Egan report on 176, 195; tools 197; see also design quality indicators; key performance indicators Perthcelyn Primary School, South Wales 93, 94 PFI (Private Finance Initiative) 31n[1], 97, 122n[3] and design quality 98–9; feedback in 21, 135; schools 53, 86–7, 97–9; whole-life cost approach 42 physical monitoring and testing, for feedback 29 Pioneer Health Centre, Peckham 110 Planetree model of patient-centred healthcare 112 Plato’s ideals 180, 199 poetics 182–4 Poole General Hospital 100 effect of ward design 102, 105 post-occupancy evaluation 7, 27, 31, 96, 142, 145, 196 American experience 25–6; barriers to 24, 25–6; benefits 24, 25, 136; costs 25; and feedback 30; measures to improve uptake 24; organisational input 26; performance metrics for 26; recommendations to CRISP 25; requirements for successful programme 26–7; as universal assessment mechanism 143; see also Probe post-project review workshops 28 Prescott, (Rt Hon) John, quoted 1–2 primary healthcare buildings 110–11 principles of good design 3–5 Probe studies 7, 27, 31, 96, 145, 156n[1], 196 website listing 145, 156n[1] process quality 138 measurement of 138, 179 product quality 138 measurement of 179 production-line construction techniques 39 in schools 89–90 productivity of occupants factors affecting 45, 47, 69, 81; measurement of 44–5, 69 professional knowledge base, collective character of 143 project delivery, and feedback 31 project knowledge, availability to client 136 public sector, and better urban design 126, 128 quality descriptors for 178; perception of 185–6; see also design quality quality measurement indicators 196–7 Quality in Town and Country initiative 5 Queens Inclosure First School, Hampshire 91–2 questionnaires in DQI tool 192–3, 199–201; for feedback studies 28, 101; in HQI system 208 219

111 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 20 1 2

322 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5

611

Designing Better Buildings

RARE Headquarters, Twycross, Leics. 56–7, Pl. 3–5 real-world research 30 redundancy 150 refit costs, compared with demolition/rebuild 48 registered social landlords in HQI pilot trials 209; staff 34 replacement-cost valuation method 70 respect for other people’s needs and skills 143–4 Rethinking Construction report see Egan report revenge effects, in flexible systems 148–9 RIBA (Royal Institute of British Architects) awards 197; and feedback (Stage M) 22–3; Future Studies Group reviews 5, 6 RICS, on design value 70 risk sharing 15, 39 roads schemes, value assessment system for design options 17 Rogers (Urban Task Force) report 1, 38 role of buildings 43–5 Royal Fine Art Commission design advice 4, 56; replaced by CABE 3 Salford, Exchange Quay 124 sanctuaries 110 school design CABE report 87, 98; campus plan 95; history 88–90; linked pavilions 95; primary schools 90–5; principles for good design 98; secondary schools 95–7; street plan 95, 96 schools 52–3, 86–99 in Hampshire 90–2; number in Britain 86; and PFI 53, 86–7, 97–9; value of well-designed 87–8 Schools for the Future (DfES publication) 87, 95 scorecard method, applications 56, 68 sectoral research 139 self-managing flexibility 146–50 Selfridges Department Store, Birmingham 61–2 ‘sick building’ syndrome, and air quality 81 social diversity, and urban design 129 social housing HQI scores 211; Peabody Trust developments 35, 36, 37, 40, 202, Pl. 1, 2 social value of good design 8–9, 17, 35–6 South Downs Hospital, Brighton 100–1 effect of new ward design 102, 105 specialised buildings, obsolescence 153 standardisation 46, 150 Stansfield Smith, Colin 90 Strategic Forum for Construction 8 strategic urban design 129 supply chain, and designers 161–2 surveyors, and valuation systems 70 sustainability government publications on 3; healthcare buildings 114; measurement of 196; in project quality 179 system building, schools 89–90 TB (tuberculosis) sanatoria 108 technology effect on building configuration 42, 47, 48, 113; in hospital design 113 220

technology-management interactions, and flexibility of building(s) 146–7 temperature control systems 77–9 The Value of Urban Design (CABE report) 6, 116 therapeutic environments 113–14 time, in design process 142–3 trans-sectoral communication 139 travel-to-work emissions, ways of saving 80, 84 Treasury Task Force, on contribution of design 2, 140 urban design case studies on 117–18, 122–4; and healthcare buildings 114–15; value statement on 117 Urban Design Appraisal Tool 118 urban design, better adding value through 116–30; barriers to 126, 127; economic value added through 119, 120; education needed on value 126; environmental value added through 119, 121, 125; factors affecting delivery 128–9; how to release greater value 126, 128; need for more research 129–30; social value added through 119, 121, 125; stakeholders benefiting from 125 urban regeneration, design-led 36, 38, 41 Urban Task Force principles of good design 4; Rogers report 1, 38 use value 63, 64 use value building(s) 5, 44 valuation methods alternatives to traditional methods 66; need to include intangibles 9–10, 17, 64; openness of companies to new methods 69; reasons for new methods 64–6; traditional 64, 68 value distribution tree 65 value engineering 167 value management 166–7, 196 value systems, difficulty of measuring 138–9 valuing design and accountancy viewpoint 63–4; client’s perspective 33–41; evidence base for 5–6; hospitals 103–5; meaning of term 137; realms map 137–9; schools 87–8; urban design 116–30 ventilation systems, in offices 74–80, 149 Vidar Kliniken, Sweden 110 Vitruvius design quality model 179, 183, 199; principles of good design 3 volumetric construction 39 walk-through surveys 28 well-designed building(s), CABE guidance 4 well-designed place(s), CABE guidance 4 Wells-Riley equation 79, 80 whole-life cost approach 42 wisdom 141