An Architect’s Guide to Designing for Sustainability

A Joint Commonwealth Foundation/Commonwealth

Association of Architects Developmental
Study

Prepared by:
CSIR
Built Environment Unit
Pretoria
South Africa
November 2006
Table of Contents
1 Introduction
2 Critical global issues
2.1 Global warming
2.2 Water
2.3 Poverty
3 Environment protection and human development
4 Architecture, architects and ecological design
5 Global agreements on sustainable development
6 Corporate governance
7 Commonwealth response to sustainable development
8 Commonwealth Association of Architects (CAA) response
9 Sustainable development definition
10 Sustainable development terminology
11 Sustainable development indicators
12 Development impacts
12.1 Economics
12.1.1 Small, medium and micro enterprise development
12.1.2 Life cycle assessment
12.2 Consumption and production patterns
12.2.1 Material consumption
12.2.2 Energy
12.2.3 Waste generation
12.2.4 Transportation
12.2.5 Efficiency of use
12.3 Cultural heritage
12.4 Health
12.4.1 Indoor environment
12.5 Security
12.6 Atmosphere
12.6.1 Climate change
12.6.2 Ozone
12.6.3 Air quality
12.7 Biodiversity
12.7.1 Fresh water and ground water
12.8 Land
12.8.1 Trees
12.8.2 Soft landscaping
12.8.3 Hard landscaping
12.8.4 Brownfield development
12.8.5 Greenfield development
12.8.6 Pollution
12.8.7 Stormwater
13 Conclusion
14 Introduction
14.1 History and Background
14.2 Need
14.3 Purpose Statement
14.4 Scope
14.5 Definition of Terms
15 Methods and Materials
15.1 How raw data was obtained
15.2 How raw data was interpreted
16 Economic Capital
16.1 Theme: Economic prosperity
16.1.1 Sub-theme: Small, medium and micro enterprises
16.1.2 Sub-theme: Ongoing costs
16.2 Theme: Consumption and production patterns
16.2.1 Sub-theme: Material consumption: Intensity of use
16.2.2 Sub-theme: Material consumption: Life cycle
16.2.3 Sub-theme: Material consumption: Deconstruction
16.2.4 Sub-theme: Material Consumption: Environmental impact
16.2.5 Sub-theme: Material consumption: Toxicity rating
16.2.6 Sub-theme: Material consumption: Volatile organic compounds
16.2.7 Sub-theme: Material consumption: Reuse
16.2.8 Sub-theme: Material consumption: Loss through improper storage
16.2.9 Sub-theme: Material consumption: Maintenance
16.2.10 Sub-theme: Energy use: Non-renewable
16.2.11 Sub-theme: Energy use: Renewable
16.2.12 Sub-theme: Energy use: Consumption
16.2.13 Sub-theme: Energy use: Embodied energy
16.2.14 Sub-theme: Waste generation: Materials
16.2.15 Sub-theme: Waste generation: Solid waste
16.2.16 Sub-theme: Waste generation: Industrial waste
16.2.17 Sub-theme: Waste generation: Medical waste
16.2.18 Sub-theme: Waste generation: Hazardous waste
16.2.19 Sub-theme: Waste generation: Recycled
16.2.20 Sub-theme: Transportation: Distance materials travel
16.2.21 Sub-theme: Transport: Distance labour travels
16.2.22 Sub-theme: Transportation: Distance (km) users travel
16.2.23 Sub-theme: Transportation: Transport type
16.2.24 Sub-theme: Efficiency of facility use
16.2.25 Sub-theme: Efficiency of use: Occupancy rate
16.2.26 Sub-theme: Efficiency of use: Downtime
16.2.27 Sub-theme: Efficiency of use: Ease of construction
17 Social Capital
17.1 Theme: Cultural heritage
17.1.1 Sub-Theme: Resources: Conservation
17.1.2 Sub-theme: Local traditions: Traditions
17.2 Theme: Community
17.2.1 Sub-theme: Empowerment: Community participation
17.3 Theme: Education
17.3.1 Sub-theme: Adult: Human resource development
17.3.2 Sub-theme: Adult: Technology transfer
17.3.3 Sub-theme: Adult: Basic education
17.4 Theme: Equity
17.4.1 Sub-theme: Poverty: Unemployed
17.4.2 Sub-theme: Poverty: New jobs
17.4.3 Sub-theme: Poverty: Local labour
17.4.4 Sub-theme: Gender: Women
17.4.5 Sub-theme: Gender: Amenities
17.4.6 Sub-theme: Employment practices: Previously disadvantaged
17.4.7 Sub-theme: Employment practices: Occupational health and safety (OHS)
17.4.8 Sub-theme: Employment practices: Labour rights
17.4.9 Sub-theme: Employment practices: Amenities
17.5 Theme: Health
17.5.1 Sub-theme: Preventative: HIV/AIDS
17.5.2 Sub-theme: Preventative health care
17.5.3 Sub-theme: Indoor environment: Noise abatement
17.5.4 Sub-theme: Indoor environment: Lighting
17.5.5 Sub-theme: Indoor environment: External views
17.5.6 Sub-theme: Indoor environment: Air quality
17.5.7 Sub-theme: Indoor environment: waste removal through working areas
17.5.8 Sub-theme: Indoor environment: Inclusiveness
17.5.9 Sub-theme: Indoor environment: User control
17.5.10 Sub-theme: Indoor environment: Smoke-free areas
17.5.11 Sub-theme: Sanitation: Standard
17.5.12 Sub-theme: Sanitation: On site treatment
17.5.13 Sub-theme: Drinking water: Access
17.5.14 Sub-theme: Drinking water: Reliability of service
17.5.15 Sub-theme: Crime: Community programmes
17.5.16 Sub-theme: Security: Crime reduction
17.5.17 Sub-theme: Security: Precautions
17.5.18 Sub-theme: Security: Local disaster management
18 Environmental Capital
18.1 Theme: Atmosphere
18.1.1 Sub-theme: Climate change: Reduction of GHG
18.1.2 Sub-theme: Climate change: Vulnerability
18.1.3 Sub-theme: Ozone depletion: Substances
18.1.4 Sub-theme: Air quality
18.1.5 Sub-theme: Air quality: Pollutant concentrations
18.2 Theme: Biodiversity
18.2.1 Sub-theme: Ecosystem: Conservation
18.2.2 Sub-theme: Species: Enhancing selected species
18.2.3 Sub-theme: Species: Indigenous species
18.2.4 Sub-theme: Species: Connectivity
18.3 Theme: Freshwater and ground water
18.3.1 Sub-theme: Water quantity: Use
18.3.2 Sub-theme: Water quantity: Rainwater harvesting
18.3.3 Sub-theme: Water quantity: Recycled
18.3.4 Sub-theme: Water quantity: Leakage
18.3.5 Sub-theme: Water quality: Watersheds
18.3.6 Sub-theme: Water quality: Aquifers
18.4 Theme: Land
18.4.1 Sub-theme: Soil
18.4.2 Sub-theme: Trees: Retained
18.5 Sub-theme: Trees: Added
18.5.1 Sub-theme: Soft landscaping: Carbon dioxide absorption
18.5.2 Sub-theme: Soft landscaping: Radiant energy
18.5.3 Sub-theme: Soft landscaping: Maintenance
18.5.4 Sub-theme: Hard landscaping: Heat absorption
18.5.5 Sub-theme: Hard landscaping: Light reflection
18.5.6 Sub-theme: Brownfield: Rehabilitated
18.5.7 Sub-theme: Brownfield: Density
18.5.8 Sub-theme: Greenfield: Retention
18.5.9 Sub-theme: Greenfield: Footprint
18.5.10 Sub-theme: Greenfield: Ecological value
18.5.11 Sub-theme: Pollution: Chemical leeching
18.5.12 Sub-theme: Pollution: Light Spillage
18.5.13 Sub-theme: Stormwater: Erosion
19 References
Part One: Sustaining Humanity

1 Introduction

Earth is just the most perfect place in which to live: its continents and islands, oceans, lakes
and rivers support an amazing abundance and variety of life. Our planet provides the ideal
incubator and shelter for this to happen.

Water, as a regulator of temperature and transporter of nutrients, is essential to life. Water is

available on Earth as solid ice, liquid and vapour forms. The global interchange of glacier-
ocean-atmosphere systems maintains a comfortable environment to support life forms from
polar bears to tropical parrots. Earth is just close enough to its shepherding star, the sun, to
receive warmth and light but not to burn up living organisms.

The evolution of Earth, from a clump of stellar debris to a spinning dynamo and the gradual
build-up of a protective atmosphere, is unique in our solar system. There is, as far as we
know, no other planet like it. Only two of the known planetary satellites, Jupiter’s Europa and
Saturn’s Titan, offer anything likely to sustain life as we know it.

The seasons happen because the planet’s axis is not perpendicular to the plane of its orbit,
but tilted at an angle of 23,5 degrees. The North Pole, tilted toward the sun, is at its maximum
during the northern summer. The rays of the sun strike the Tropic of Cancer at 23,5 degrees
directly north, warming the northern hemisphere more than the southern hemisphere. During
the northern winter, these positions are reversed. The South Pole is tilted towards the sun
and the sun’s rays are concentrated over the Tropic of Capricorn at 23,5 degrees south and
spread more thinly over the northern hemisphere. In spring and autumn the equator points
towards the sun.

Magnetism built into the core of the Earth wraps the planet in a vast curved envelope of
magnetic force. This protective cocoon, the magnetosphere, wards off the lethal stream of
ionised or electrically charged particles blown off the sun. As the Earth and its magnetic fields
plough through the solar wind, a shockwave builds up just like a supersonic jet. The charged
particles are slowed down and diverted around the magnetosphere. On the other side of the
Earth, the dark side, a teardrop-shaped tail up to 500 earth diameters long is formed.

Yet, our spheroid planet, which Carl Sagan refers to as our ”pale-blue dot”, although
significantly large in human dimensions with a diameter of nearly 12,960 km, significantly old
(4,5 billion years and the literal birth of time and space being set as 15 billion years ago), and
surrounded by an immense emptiness of space, supports life-forms in a surprisingly thin
segment of its structure commencing from just under 5km below the surface and extending to
8,100m above. Beyond these confines human life needs artificial support whilst birds and
insects die far below these limits. For all the immensity of space – the Milky Way is a huge,
whirling pinwheel made of 100 billion or more stars with tens of billions of other galaxies
beyond its edges – it is to all intents and purposes lifeless beyond this 13km incubating layer
of Earth. “Viewed from deep space, our entire habitat of land, oceans and clouds is revealed
as a thin, delicate glaze – its beauty and vulnerability contrasting with the stark and sterile
moonscape on which the astronauts left their footprints.”1

It is from this womb-like layer that the 6 billion people and millions of other living species
inhabiting Earth draw the resources needed to sustain life, and into which they discharge their
waste. Over time, this process of consumption and discharge has accelerated as our human
population has multiplied. Whilst early peoples lived in a state of balance between the
demand and supply of Earth’s resources, the modern world has reached the point where
current demand exceeds supply. Whereas early peoples lived off the interest of the Earth,

1
Sir Martin Rees: Our Final Century, Heinemann, 1 May 2003
modern man is consuming the capital. Worse still, the waste generated by this consumption is
polluting the depleting remaining capital, further reducing the effective balance.

Despite the stunning time spans of the evolutionary past now being part of our common
knowledge, many folk still consider humanity as the final culmination of the creative process.
Cosmologists, on the other hand, understand this current time as only a small blip in an even
vaster time span that still lies ahead. Given the development period of modern man relative to
the age of the cosmos, human maturation and the development of intelligence and complexity
may yet be in its infancy. If this is so, who can begin to grasp what marvellous biodiversity is
still to come?

Tragically, though, through stupidity or ill intent or both, the human choices and actions of this
century could determine the continual future of life, for make no mistake, the Earth will
survive, but humanity may not be an integral part of it. The next few generations could put at
risk life’s potential and bar its human future.

Many leaders around the world and in many spheres of occupation have realised that the rate
of consumption of Earth’s finite resources and the concomitant waste generation could
continue indefinitely: It has taken just a sliver of the Earth’s history – the last one-millionth
part, a few thousand years – to alter the patterns of vegetation far faster than ever before.
The start of agriculture had much to do with this change, but the pace of change accelerated
as human settlements formed and populations increased. Within 50 years – little more than
one-hundredth-of-a-millionth of the Earth’s age – the amount of carbon dioxide, which until
now had been dropping, began to rise ominously fast. As with any change, it generates its
own changes: anthropogenic development has resulted in the Earth becoming an emitter of
radio waves from all the televisions, cell phones and radar transmissions.

It is projected that the sun will collapse on itself like some giant soufflé in 5-6 million years’
time, but long before then, in 1 billion years’ time, its energy output will increase by at least 10
percent, turning Earth into a hothouse2. The comfort that these time frames would normally
provide us with are not to be experienced any longer, for who would have predicted this
unprecedented environmental spasm (human population increased from 1950 to 2000 faster
than over the 4 million years since it emerged as a distinct species) so soon in the Earth’s
history? As Sir Martin Rees puts it: “But will this eternity be filled with ever more complex and
subtle forms of life, or be as empty as the Earth’s first sterile seas? The choice may depend
on us, this century.”3 It is this realisation that has given birth to the concept of sustainable
development.

The United Nations has held a number of summits and conferences on the subject, the first
United Nations Conference on Human Settlements being held in Vancouver, Canada in 1972.
In 1992 the Earth Summit in Rio de Janeiro gave rise to the Habitat Agenda and Agenda 21,
formulated as the road map for sustainable development. The Second United Nations
Conference followed this focus on sustainable development on Human Settlements (Habitat
II) held in Istanbul, Turkey from 3 to 14 June 1996, and later that year the Habitat Conference
held at the United Nations in New York. The 2002 Earth Summit held in Johannesburg, South
Africa was a Rio +10 celebration and offered an opportunity for re-appraisal of progress post-
Rio. The Resolution of this Summit is attached as an annexure.

These conferences have seen a swing from a “green-centred” agenda to a “people-centred”

agenda and the acceptance that environmental protection must go hand-in-hand with human
development. This approach crystallised the notion of economic, social and environmental
sustainability, or the triple bottom line reporting approach. Current thinking is beginning to
place the emphasis on social sustainability or well-being with economic prosperity and
environmental stewardship as sub-sets. It is precisely for this reason that architects should
engage themselves in the process through the design process, for they are co-responsible for
realising social well-being in the built environment.

2
Michael D. Lemonick: Time Magazine, June 25, 2001
3
Sir Martin Rees: Our Final Century, Heinemann, 1st May 2003

2
Architects play an indispensable role in the production of the built environment: they are
required to provide imaginative thinking, be at the cutting edge of technology, exercise
strategic managerial skills, and be skilled craftsmen in order to conceptualise and manage the
delivery of the physical infrastructure that is fundamental to the development of the
communities they serve. Architects are acknowledged for their potential to add real value
through the devising of physical solutions in response to the brief, maximizing the potential of
the site, and overcoming planning and other constraints.

Architects exercise a significant influence on the lives of citizens, including current users,
those who pass by their buildings, and those users yet to be born. They therefore must
ensure that they deliver physical infrastructure that is responsive to society’s needs. A role
that architects have played since time immemorial is that of trusted advisor to their clients
when undertaking the procurement and delivery of public facilities and infrastructure.

The growing global realisation that good corporate governance goes beyond the financial and
regulatory aspects to include an integrated approach is and will continue to place a new
responsibility on the architect as trusted advisor. Clients increasingly expect that those who
design the physical structures that they develop and occupy will contribute to their well being
without depleting the resources of their world. This expectation is placing new demands on
architects to familiarize themselves with the issues of sustainable development and to ensure
that they are competent at designing infrastructure in a sustainable manner.

Assessing the opportunities and constraints that the environment places on development,
instead of reducing the impact of the development on the environment, is but one of the
paradigm shifts required. Improving economic viability over the full life cycle of the structure
and delivering social improvement are further areas in which architects must develop their
skills and knowledge.

The demand for quality by end-users has highlighted the need to improve the performance of
both the client and the design professionals to ensure value for money, fitness for purpose
and quality. There is a need to develop a culture of performance measurement so that the
efficacy of innovations can be evaluated and continuous improvements promoted in cost,
time, defects, durability, adaptability, maintenance, reuse and environmental performance.
Sustainability-led design requires a more sophisticated understanding of the natural and built
environment than is required by conventional development. It behoves architects to expand
their awareness of the broader environmental impacts of their buildings.

This initiative of the Commonwealth Association of Architects is aimed at ensuring that

architects within the Commonwealth are able to make their contribution to ensuring the
sustainability of their developments. In this regard it takes cognisance of the newly accepted
and widely used instrument for integrating economic, social and environmental issues into the
formulation of plans and programmes, namely, Strategic Environmental Assessment (SEA).
Unlike the Environmental Impact Assessment (EIA) approach that focuses on the effect of the
development on the environment, SEA assesses the effect of the environment on the
development. This approach, in considering the opportunities and constraints that the broader
environment places on the development, acknowledges context (e.g. the political, institutional,
social and biophysical environment), integrates current legislative procedures into the
formulation of plans, and is sustainability-led.

2 Critical global issues

Despite the overall severity of resource depletion and pollution, a number of critical economic,
social and environmental issues that have the potential to create global conflict do exist.
These have been identified as global warming, water availability and poverty.

2.1 Global warming

3
The extreme weather experienced during 2003 prompted the normally staid World
Meteorological Organisation (WMO) to link the record extremes, from Switzerland’s hottest-
ever June to a record month for tornadoes in the United States, to climate change. The
Geneva-based body, to which the weather services of 185 countries contribute, took the view
that events in Europe, America and Asia in 2003 were so remarkable that they had to be
brought to the attention of the world immediately. The extreme weather it documents, such as
record high and low temperatures, record rainfall and record storms in different parts of the
world, is consistent with predictions of global warming4.

Evidence produced from various samples taken from the Earth confirms that this planet Earth
is in a constant state of flux: historically it has ranged from periods of extreme heat to equally
extreme cold. These cycles have had disastrous consequences on many varied life forms:
some became extinct, whilst others mutated into new life forms and survived.

Global warming is thus a natural part of the Earth’s cycle. However, this is not the concern:
the concern is that human activity, particularly the emission of carbon dioxide (CO²), is
accelerating the rate of global warming.

The sun’s energy, having travelled more than 150,000 kilometres to get to Earth, hits the
upper atmosphere at about the intensity of three 100 watt bulbs per square metre. One-third
is reflected back into space and two-thirds warms the planet and drives its weather engine.
This warming takes place through a shield that constricts the loss of heat from the Earth’s
surface and increases the average global temperature by 33 deg C. Without this, the Earth
would be frozen and life on the planet would cease. Gases that produce the so-called
“greenhouse effect”, most notably CO², are increasing in the atmosphere and thereby
deflecting more long-wave infra-red solar radiation back to Earth, hence the warming.

One of the samples used to support the CO² theory comes from 160,000-year-old ice cores
taken from the polar cap. These cores indicate that concentrations of CO² are higher than at
any other time since that period. It is known that the emission rate has increased since then.

It has been acknowledged that the emission of greenhouse gases is linked to the ongoing
climate changes that threaten the survival of many plants and animals as well as the well-
being of people around the world. The impact of climate change is likely to be severe: a host
of negative impacts are likely to arise in the northern climates. Some of these impacts are
already being experienced, and include:

™ More heat waves with an increase in heart-related illnesses and deaths;

™ More severe and frequent flooding of cities and towns along major rivers;
™ More extensive and prolonged droughts in some areas;
™ Deterioration of favourite coastal and low-lying areas as sea levels rise, dunes erode,
and the areas become more vulnerable to coastal storms; and
™ People who have relied on fishing, farming and tourism for their livelihoods will see
these livelihoods destroyed.

While it is also true that the world’s climatic changes work in cycles, the rate of change
currently being manifested is without precedent in the history of this planet. Human activity is
altering the planet on an unprecedented scale: more and more people are using more
resources with more intensity and leaving a bigger “footprint” on the Earth than ever before.

People in the richest countries are using far more of the world’s natural resources than people
in developing countries. A child born today in the United States, France or Japan will add
more to consumption and pollution over his or her lifetime than 30 to 50 children born in
developing countries.

Carbon dioxide (CO²) is the primary greenhouse gas entering the atmosphere from human
activities. Ongoing efforts regarding international co-operation to limit and reduce the
production of CO² culminated in the signing of the Kyoto Protocol by 38 industrialised nations

4
WMO: July 2003

4
on 10 November 2001. In terms of this agreement, emissions of six greenhouse gases have
to be cut on average by 5.2 percent below 1990 levels during the five-year period 2008 to
2012.

The chief culprits responsible for the release of CO² are fossil fuel burning – oil, coal, and
natural gas alone account for about 75 percent of the increase in CO² – cement manufacture
and deforestation – the cutting and burning of forests that trap carbon accounts for about
another 20 percent. In the light of this, most of the curative attention has been paid to
developing alternative production technologies that are not reliant on fossil fuel burning for the
production of energy, as this is the primary consumer of fossil fuel. Similarly, motor
manufacturers are developing cleaner-burning engines whilst exploring alternative fuels for
the vehicles of tomorrow.

CO² remains in the atmosphere for about 100 years: the longer we pollute, the longer it will
take for remedial action to be effective.

With regard to the global warming debate, much attention has been focussed on the role of
transport and industry in their contribution to global warming. However, little if any attention
has been paid to the construction industry as a source of CO² emissions. Evidence suggests
however that buildings – under construction and in use – play an equal contributory role in
global warming.

2.2 Water

Water scarcity is without doubt one of the greatest threats to the human species and has all
the potential to destabilise world peace. Boutros Boutros-Ghali, writing for the Habitat
Debate5, comments that in his view “there will be international disputes concerning water”.
Many rivers are drying up before they reach the sea, potentially depriving those countries and
users downstream.

Falling water tables are also a new phenomenon. Up until the development of steam and
electric motors, deep groundwater could not be exploited. Now, however, deep drilling and
powerful pumps are able to probe many kilometres down into the earth for aquifers.
Unfortunately, once dry, they remain dry, as seasonal rain does not penetrate deeply enough
to replenish them. Water tables have been falling in many countries, most notably in China,
India and the United States, which together produce nearly half the world’s grain.

Already many countries have pumped much of their underground aquifers dry. Egypt has
withdrawn 96 percent of its total water resources, with 82 percent of that having gone to
agriculture6. Algeria has progressed so far with this strategy that it now has to explore
desalination for future capacity.

2.3 Poverty

At first glance one could wonder what poverty alleviation has to do with architects and
architecture. Yet the ability of the poor to escape from their economic jail is impeded by a
number of factors, including lack of infrastructure and access to productive land. Often
conditions of poverty are aggravated by natural disasters arising from the poor living
conditions and locations of urban settlements.

Poverty alleviation has been identified as one of the Millennium Development Goals (MDG)
precisely because poverty has the ability to destabilise the world economy and lead to global
unrest. Food is fast becoming a national security issue as food production slows down and
world population increases. Both China and Russia are becoming importers of grain, pushing
grain prices up. If China depletes its grain reserves and turns to the world grain market to

5
Boutros Boutros-Ghali: Habitat Debate, UN-Habitat April 2003 Vol. 9 No. 1
6
The World Bank: The Little Green Data Book, Washington 2003

5
cover its shortfall, it could destabilise world grain markets. Most of the expected 3 billion
people to be added to the world’s population by 2050 will be born in countries already facing
water and food shortages, so that childbearing decisions may have a greater effect on food
security than crop planting decisions.

With 6,1 billion people relying on the resources of the same small planet, we are coming to
realise that we are drawing from a finite account. The amount of crops, animals and other bio
matter we extract from the earth each year exceeds what the planet can replace by an
estimated 20 percent, meaning that it takes 14,4 months to replenish what we use in 12 –
deficit spending of the worst kind.

Up to a third of the world is in danger of starving: two billion people lack reliable access to
safe, nutritious food, and 800 million of them – including 300 million children – are chronically
malnourished. For the many millions of city-dwellers living on less than $1 a day and
spending 70 percent of that on food, an increase in grain prices will be life threatening. Not
surprising then that the U.S. National Intelligence Council launched the most detailed
assessment of China’s food prospect in 1995.

Climate change becomes the wild card in any future food supply assessment and therefore
steps to alleviate the continued build-up of global warming gasses gains a new urgency.

3 Environment protection and human development

A team of scientists led by Mathis Wacker, an analyst at Redefining Progress, concluded in

2002 that the combined demand of humans first surpassed the Earth’s regenerative capacity
around 1980. Their study, published by the U.S. National Academy of Sciences, estimated
that human demand exceeded capacity by 20 percent in 1999. Essentially we are meeting
demand by consuming the earth’s natural assets.

Environmental threats abound everywhere, the most recent and potentially greatest being the
HIV pandemic. For the first time demographers announced that life expectancy has been
dramatically reversed for a large segment of humanity – the 700 million people living in sub-
Saharan Africa. The anticipated reduction in life expectancy is from 62 to 47 years. Already it
is believed that 52 million people are infected with HIV/Aids worldwide.

Other threats include climate change, eroding soils and expanding deserts, which are
threatening the livelihood and food supply of hundreds of millions of the world’s people.
Environmental damage thus far includes the death of the Aral Sea, the burning of the
Indonesian rainforests, the collapse of the Canadian cod fishery, the melting of the glaciers
that supply Andean cities with water, the dust bowl forming in north-western China, and the
depletion of the U.S. Great Plains aquifer. As stated previously, these changes bring about
their own consequences so that these events expand and multiply way beyond their
immediate contexts.

The sector of the economy most likely to untangle first is food production. Eroding soils,
deteriorating rangelands, collapsing fisheries, falling water tables and rising temperatures all
conspire to undermine the Earth’s ability to produce enough food for its population. The 2002
grain production fell short of demand by 100 million tons, or 5 percent, the largest on record
and for the third consecutive year.

Two key indicators of the well-being of the human population – life expectancy and hunger –
therefore reveal significant deterioration. Unfortunately rising temperatures resulting from
global warming will exacerbate this problem: if the temperatures rise to the lower reaches as
predicted by the Intergovernmental Panel on Climate Change, grain harvests could drop 11
percent by 2020 and 46 percent by 2050.

The most vivid example of the fine balance between environmental and human development
is China: its human population of 1,3 billion together with the 400 million cattle, sheep and

6
goats are exerting an unbearable weight upon the land. Overgrazing has resulted in the
stripping of the protective vegetation, creating a dust bowl on an unprecedented scale. The
strong winds of late winter and early spring remove millions of tons of topsoil in a single day
and have increased the desertification of the Gobi Desert by 52,400 square kilometres
between 1994 and 1999.

Apart from the impact of dust storms on the local population, neighbouring countries are now
also feeling the impact. On April 12, 2002, South Korea was engulfed by a huge dust storm
from China that left residents gasping for air, closed schools, cancelled airline flights and
overran clinics with patients suffering from respiratory distress. Residents in Japan are also
complaining of the dust and the brown rain that streaks their windows and walls.

As the desert increases, so it displaces people previously dependent upon agriculture for their
livelihood. A preliminary estimate by the Asian Development Bank estimates that 4,000
villages risk being overrun by drifting sands. The U.S Dust Bowl of the 1930s forced some 2,5
million people to leave the land: in China, it will be tens of millions with no equivalent
California to go to.

A reversal of the basic trends of social progress of the last half-century seemed highly unlikely
until recently. With the number of hungry people increasing and life expectancy decreasing,
the lives of billions of people are seriously under threat. This generation is moving into un-
chartered territory as human demands begin to override the capacity of the Earth and
depletes natural resources. The risk is that, at best, communities will lose faith in their
traditional leaders and follow any fanatic who offers them hope, or at worst, seize – or protect
– whatever resources are available to save their families.

4 Architecture, architects and ecological design

There is a school of thought that argues that the creation of the built environment is, in itself,
an unsustainable act as it collects materials from one place and assembles them in another in
a manner that does not easily or readily allow them to be so collected again. Purporting to
design for sustainability therefore would appear to be a direct contradiction, if not a blatant
deception.

However, notwithstanding this powerful argument, it is possible to establish a reasonable

counter argument based on not so much the consumption of material but the displacement of
material. Provided that elementary materials are used, particularly timber, sticks, rocks and
stones, one can argue that use, as compared to consumption, simply displaces the material
from one position to another, since the material is not lost in the process. This distinction is
more closely aligned with Einstein’s theory that energy cannot be destroyed.

A far more damning argument against architecture and architects however has to do with the
intellectual and economic traditions they adhere to and which impede the necessary changes
towards a sustainable society. This argument7 makes the case that a common thread in
critiques of industrialised development is that its monumental waste, environmental
degradation and social dislocation is a manifestation of poor systems design, supported by
academic and professional ideologies.

As a result, green critiques, from both within and outside of academia, have challenged the
mainstream professional disciplines and germinated new fields of intellectual inquiry, notably
eco-branches of planning, law, economics and design. Regrettably this has set up these new
fields as fringe activities and relieved any obligation on the part of the design professionals to
build a coherent and holistic defence. Those who have taken up the challenge have
themselves fallen into hybrid reactions, namely build only with renewable materials (in
response to the opening riposte) and the technocrats who seek to alter while being locked
into the embedded paradigms of planning, design and construction.

7
Birkeland, J., Design for Sustainability: A Sourcebook of Integrated Eco-logical Solutions

7
Environmental management processes remain exactly that; managing and controlling nature
while encouraging growth, rather than working with natural processes to achieve health and
well-being. The history of the Industrial Revolution is a history of domination, social, economic
and environmental. The built environment designers have therefore to date not been seen as
environmental managers, although their decisions directly impact upon the environment on
which other people depend8. Relatively few designers have as yet explored the transformative
potential of ecological design and have preferred to remain apolitical and unconcerned with
the distributional impacts of design as they affect the health of humans and ecosystems. The
idea of design as a method of social and environmental problem prevention and problem
solving is still largely dormant in the environmental design professions.

The genuine attempt of this guideline is to enable architects to realise their role as potential
agents of change whose decisions can constrain, alter, guide or enhance the future decisions
of others.

“For design to become relevant to social and environmental problem solving, however, design
processes and design education itself must be dramatically reformed. First, it needs to be
recognised that ecological design is a highly intellectual activity: any technology, building or
product must function within an existing context of anachronistic social, political and
institutional structures, as well as within its natural environment. And yet it must also function
to transform those very systems, as these mitigate against life quality, social justice and
healthy, symbiotic relationships. Second, design needs to shift from a paradigm of
‘transforming nature’ to one of ‘transforming society’ towards sustainability by improving the
life quality of, and relationships between, all living things, communities and the natural/built
environment. This means that designers in all fields need to:

• Re-examine human needs, and set appropriate goals which prioritise ecological
sustainability and social equity;
• Rethink the basic nature, methods, and goals of the design process itself;
• Integrate knowledge from other fields concerned with human and ecosystem health;
and
• Promote new technologies, systems of production, and construction methods that do
not rely on natural capital, fossil fuels and harmful chemicals.”9

5 Global agreements on sustainable development

The 1992 Earth Summit challenged humanity to reduce its impact on the Earth. The
assembled leaders signed the Framework Convention on Climate Change and the
Convention on Biological Diversity; endorsed the Rio Declaration and the Forest Principles;
and adopted Agenda 21 for achieving sustainable development. The U.N. Commission on
Sustainable Development (UNCSD) was created in December 1992 to ensure follow-up of
UNCED and to monitor and report on implementation of the Earth Summit agreements at the
local, national, regional and international levels.

The main thrust of Habitat II was to address two themes of equal global importance:
“Adequate shelter for all” and “Sustainable human settlements development in an urbanizing
world”. The second theme combines economic development, social development and
environmental protection or what is commonly referred to as the triple bottom line approach.
Recognizing the global nature of these issues, the international community has decided that a
concerted global approach could greatly enhance progress towards achieving these goals. Of
those identified in the Istanbul Declaration on Human Settlements (see Annexure), the
following goals are areas where development professionals could play a direct and
substantial role:

8
See also Wilson and Bryant 1997, and Barrow 1995
9
Birkeland, J., Design for Sustainability: A Sourcebook of Integrated Eco-logical Solutions. 2003.

8
 • Unsustainable patterns of production and consumption, particularly in industrialized
countries;
• Environmental degradation;
• Social and economic inequality;
• Inadequate resources;
• Lack of basic infrastructure and services;
• Lack of adequate planning;
• Increased vulnerability to disasters.

Paragraphs 10 & 11, in particular, are highly relevant in this regard. Paragraph 10 reads:

“In order to sustain our global environment and improve the quality of living in our human
settlements, we commit ourselves to sustainable patterns of production, consumption,
transportation and settlements development; pollution prevention; respect for the carrying
capacity of ecosystems; and the preservation of opportunities for future generations.”

Paragraph 11 reads:

“We shall promote the conservation, rehabilitation and maintenance of buildings, monuments,
open spaces, landscapes and settlement patterns of historical, cultural, architectural, natural,
religious and spiritual value”.

Agenda 21, adopted at Rio de Janeiro, addresses the pressing environment and
development problems of today and also aims at preparing the world for the challenges of the
next century in order to attain the long-term goals of sustainable development. The preamble
to Agenda 21 commences with the following statement: “Humanity stands at a defining
moment in history. We are confronted with a perpetuation of disparities between and within
nations, a worsening of poverty, hunger, ill health and illiteracy, and the continuing
deterioration of the ecosystems on which we depend for our well-being. However, integration
of environment and development concerns and greater attention to them will lead to the
fulfilment of basic needs, improved living standards for all, better protected and managed
ecosystems and a safer, more prosperous future. No nation can achieve this on its own; but
together we can - in a global partnership for sustainable development.”

The document establishes an agenda for sustainable development in four sections, namely
the social and economic dimension; the conservation and management of resources for
development; strengthening the role of major groups; and means of implementation.
Objectives, activities and means of implementation are set out for a number of programme
areas. The document sets out in its Sections A to C strategies for accelerating progress
towards sustainable development. The objectives that are of particular relevance to the built
environment professions are the following:

A. Integration of economic, social and environmental objectives

B. Changing consumption and production patterns
C. Making trade and environment mutually supportive
D. Sustainable human settlements
E. Fresh water
F. Forests
G. Energy.
H. Transport
I. Atmosphere
J. Toxic chemicals
K. Sustainable tourism
L. Transfer of environmentally sound technologies
M. Capacity building
N. Education and awareness

The Resolution of the UN General Assembly in June 1997 reaffirmed that Agenda 21 remains
the fundamental programme of action for achieving sustainable development. It also

9
recognised that the achievement of sustainable development requires the integration of its
economic, environmental and social components. Extensive efforts need to be made to
integrate environmental, economic and social objectives into decision-making by elaborating
new policies and strategies for sustainable development or by adapting existing policies and
plans.

One such effort is the UNEP International Declaration on Cleaner Production, the wording of
which is attached as an annexure.

Agenda 21 establishes a conceptual framework for sustainable construction that defines the
links between the global concept of sustainable development and the construction sector and
enables other agendas on a local level to be compared and co-ordinated. The main
challenges of sustainable construction which emerge are as follows:

™ Promoting energy efficiency (energy saving measures; extensive retrofit programmes;

transport aspects; use of renewable energies);
™ Reducing consumption of high-quality drinking water (relying on rainwater/grey water;
reducing domestic consumption with water management systems; waterless
sanitation systems and use of drought resistant plants);
™ Selecting materials based on environmental performance (use of renewable materials;
reduction of the use of natural resources; recycling);
™ Contributing to a sustainable urban development (efficient use of land; design for a long
service life; the longevity of buildings through adaptability and flexibility; converting
existing buildings; refurbishment; sustainable management of buildings; prevention of
urban decline and reduction of sprawl; contribution to employment creation; cultural
heritage preservation);
™ Contribution to poverty alleviation; and
™ Healthy and safe working environment.

The objective of this initiative of the CAA is to integrate these strategies and policies into our
design methodologies so that they could be integrated into the design of our buildings.

6 Corporate governance

As the world becomes one global market where capital flows and information can cross
geographic borders with the click of a mouse, the reliability of the information will determine
whether or not investors invest in an enterprise or country. Global investors are therefore not
surprisingly promoting good governance in companies largely in their own self-interest. So, for
example, the Association of Unit Trusts and Investment Funds in the United Kingdom requires
member funds to inform their investors routinely in annual reports about their promotion of
good corporate governance in the companies in which they invest. In the United States, the
Employment, Retirement and Income Security Act requires the vote of the investor to be seen
as a trust asset and to be treated with the same degree of diligence as cash and other assets
under the management of the company. The International Trade Union movement, amongst
many others, is mobilising labour-orientated funds as shareowners and activists to pool
financial power across borders in order to press shared interests in corporate governance and
social issues.

It is becoming increasingly difficult for companies to account for profitability alone. If there is a
lack of good corporate governance in a market, capital will leave that market. Arthur Levitt,
the former Chairperson of the US Securities and Exchange Commission stated: “If a country
does not have a reputation for strong corporate governance practices, capital will flow

10
elsewhere. If investors are not confident with the level of disclosure, capital will flow
elsewhere. All enterprises in that country – regardless of how steadfast a particular
company’s practices may be – suffer the consequences. Markets must now honour what they
perhaps, too often, have failed to recognise. Markets exist by the grace of investors. And it is
today’s investors that will determine which companies and which markets will stand the test of
time and endure the weight of greater competition. It serves us well to remember that no
market has a divine right to investors’ capital.”

The significance of corporate governance is now widely recognised, both for national
development and as part of international financial architecture, as a lever to address the
converging interests of competitiveness, corporate citizenship, and social and environmental
responsibility. There is consequently a move from reporting exclusively on the single bottom
line to the triple bottom line, which embraces the economic, environmental and social aspects
of a company’s activities. The economic aspect involves the well-known financial aspects as
well as the non-financial ones relevant to that company’s business. The environmental
aspects include the effect on the environment of the product or services produced by the
company. The social aspects embrace values, ethics and the reciprocal relationships with
stakeholders other than just the shareowners. There is an endeavour now through the Global
Reporting Initiative to lay down guidelines on how a company should report on the triple
bottom line.

The Investor Opinion Survey published in June 2000 by McKinsey & Co., working with
Institutional Investors Inc., found that good governance could be quantified and was
significant. The survey found that:

™ More than 84% of the more than 200 global institutional investors, together
representing more than US$3 trillion in assets, indicated a willingness to pay a
premium for the shares of a well-governed company over one considered poorly
governed but with a comparable financial record; and
™ In developed markets the premium could go as high as 18%: in emerging markets or
markets perceived to have poor governance practices, this premium escalated to
22%.

The implications for companies are profound: considerable shareowner value can be added
by simply developing good governance practices. The creation of a good governance culture
can make companies and countries, especially in emerging markets, attractive to global
investors. Whilst there can be no single generally applicable corporate governance model,
international guidelines have been developed by the Organisation for Economic Co-operation
and Development (OECD), the International Corporate Governance Network, and the
Commonwealth Association for Corporate Governance.

If the 19th century was about entrepreneurs laying the foundations of modern corporations,
th st
and the 20 century was about management and management techniques, then the 21
century is about legitimacy. As the focus swings to the issues of legitimacy and the use and
abuse of power by countries and corporations, the century ahead “promises to be the century
10
of governance.” Stakeholders will increasingly look for evidence of good stewardship by the
directors of enterprises.

The responsibilities of a board under the inclusive approach in the 21st century will be to
define the purpose of the company and the values by which the company will perform its daily
existence and to identify stakeholders relevant to the business of the company. The board

10
King Report on Corporate Governance for South Africa, Johannesburg, 2002

11
must then develop a strategy combining all three factors and ensure that management
implements this strategy. The board will be required to monitor that implementation.

Inclusive corporate governance by definition addresses and encompasses the issues of

sustainability. In the corporate governance context sustainability can be seen to focus on
those non-financial aspects of corporate practice that, in turn, influence the enterprise’s ability
to survive and prosper in the communities within which it operates, and so ensure future value
creation. This represents the essence of corporate social responsibility: “Business decision-
making linked to ethical values, compliance with legal requirements, and respect for people,
communities and the environment [evidenced by] a comprehensive set of policies, practices
and programmes that are integrated throughout business operations, and decision-making
processes that are supported and rewarded by top management.“11

Architects and architectural practitioners, whilst falling outside of the direct gaze of investors,
will nonetheless be expected to assist their client in adhering to the requirements of good
governance. If corporate governance is about leadership, architects will have to accept the
responsibilities associated with the trust placed in them. They too must exercise leadership:
leadership for efficiency, leadership for probity, leadership with responsibility, and leadership
that is both transparent and accountable.

“Corporate citizenship is the commitment of business to contribute to sustainable

economic development, working with employees, their families, the local community and
society at large to improve their quality of life.”

Commonwealth Business Council Working Group on Corporate Citizenship (adapted from the work of the World
Business Council on Sustainable Development)

Viewed from a holistic perspective, therefore, the environment should be classified as an

interested and affected party in its own right within the category of stakeholders that have a
non-contractual nexus with the company, i.e. society at large. Placing emphasis on the
environment as a stakeholder in its own right should encourage all conduct to focus on the
preservation all life.

7 Commonwealth response to sustainable development

As stated earlier, the Commonwealth Development Framework for Human Settlements

document of November 1999 elaborates on the Habitat Agenda and puts a particular
Commonwealth slant to it. Some UN Global Conference Targets are identified in this
document, of which the relevant ones are:

• The implementation of national strategies for sustainable development in all countries

by 2005, so as to ensure that current trends in the loss of environmental resources
are effectively reversed at both global and national levels by 2015.
• Demonstrated progress towards adequate shelter for all with secure tenure and
access to essential services in every community by 2015.

Of particular interest is the Way Forward suggested by the Habitat document. The following
fits perfectly into the CAA Practice Policy:

™ Make use of information and expertise from the comprehensive database of the
UNCHS “Best Practices” solutions in the development and implementation of housing
projects;

11
Business for Social Responsibility

12
 ™ Encourage the revision and/or modification of existing building codes to take account
of improved technologies in materials and construction without compromising safety
standards;
™ Provide training programmes in building skills – particularly for building co-operatives,
women, the unemployed and other economically marginalized groups to enable
contributions in labour “capital” to lower the levels of affordability;
™ Embark on social studies to determine the nature and characteristics of urban and
rural poverty and evolve housing solutions tailored to the specific needs of each
sector; and
™ Embark on active search into modern rapid construction methods and new materials
that have evolved in response to recent natural disasters in areas such as North
America.

Both the U.N. Habitat and the Commonwealth documents stress the need for greater
international co-operation, and the need for greater participation by all interested groups. As
the Agenda 21 document states: “By the year 2002, the formulation and elaboration of
national strategies for sustainable development that reflect the contributions and
responsibilities of all interested parties should be completed in all countries, with assistance
provided, as appropriate, through international cooperation, taking into account the special
needs of the least developed countries.”

13
8 Commonwealth Association of Architects (CAA)
response

In the CAA Practice Policy document of June 2000 reference was made to a number of
strategies that could be applied to promoting the CAA and addressing the concerns of its
members. Much has happened since then – the most significant being the events of
September 11, 2001 – and the political and socio-economic environment is no longer the
same. It behoves us therefore to recalibrate our policies to determine their relevance in the
light of these new and emerging influences.

The most significant of these influences is the release of a new Vision for the Commonwealth.
At the Commonwealth Heads of Government Meeting (CHOGM) in Coolum, Australia in
March 2002, Commonwealth leaders were able to give consideration to the High-level Review
Group (HRG) report. An outcome of this report was the birth of A New Vision for the
Commonwealth.

The future of the CAA must be inextricably bound up in the sentiments expressed in this new
vision in the sense that the activities that the CAA funds through the grant from the
Commonwealth Foundation must be aligned with the values of the Vision if it wishes to be a
relevant role-player within the Commonwealth.

Central to this Vision is the recognition of the uniqueness of the Commonwealth itself. “In
history, the Commonwealth is without precedent. It is the antithesis of (the) empire from which
it sprang, only now emerging from a transition that lasted half a century. Yet, years on from
the establishment of the modern Commonwealth, the concept of 54 countries across the
globe – North and South, large and small – co-operating voluntarily at every level for the
betterment of themselves and the wider world is still a new and exciting one. This is an
experiment in international relations that is only just beginning.”12

The HRG report acknowledges and treasures the uniqueness of the Commonwealth. “The
Commonwealth’s special strength lies not only in its shared commitment to core values and
principles, but also in the combination of the diversity of its members with their shared history,
language, traditions and commitment to the rule of law.”13 Of particular relevance to the CAA
is the following observation of the report: “Its inclusiveness helps it to advance the interests of
its smaller and weaker members, whose voices are otherwise not heard in international
negotiations.”14

The authors of the report positively reaffirmed their belief in the Commonwealth’s enduring
relevance and value; a theme developed further by the Secretary-General in his lecture
entitled ‘Multilateralism and Multiculturism – the Commonwealth in the 21st Century’. In this
lecture he emphasised that creating the conditions for a constructive engagement between
cultures was central to the work of the Commonwealth.

Amongst the recommendations in the HRG is the confirmation of the constructive role the
Commonwealth can play for achieving international co-operation in areas such as sustainable
development. It identifies the supportive role of the Commonwealth’s Civil Society in
achieving the objectives of the Commonwealth. “We believe that the networks for sharing
expertise, information and experience among these organisations, people-to-people links, and
the existence of a wider Commonwealth civil society are valuable assets that give the
Commonwealth a depth and reach that is unique.”15

12
A New Vision for the Commonwealth.
13
Report by the Commonwealth High Level Review Group to the Commonwealth Heads of Government, Coolum, Australia. 3
March 2002
14
Ibid
15
Ibid

14
In order to strengthen this role, it recommends that the professional associations and NGOs
be organised into different focus groups, based on their functional interests, and that they
could be invited to interact with the proposed Co-ordination Committee for Commonwealth
Agencies (CCCA). It also recommends that there should be greater opportunities for
Commonwealth NGOs to co-ordinate their programmes more effectively with official
Commonwealth programmes and objectives. In this regard, it suggests that a set of sound
and consistent criteria for the accreditation of organisations as pan-Commonwealth NGOs,
and for their accreditation to Commonwealth ministerial meetings and CHOGM.

This theme was repeated at a special consultation held on 13 November 2002 at Marlborough
House, London when the Secretariat hosted a meeting between more than 60 non-
governmental organisations and professional associations. The Commonwealth NGO network
was identified as one of the great assets of the organisation. The focus of the meeting was to
develop stronger and better-structured links between the official and the non-governmental
Commonwealth. Two presentations indicated how the work of the NGOs could reflect and
implement Commonwealth principles and values.

The issue of promoting investment in developing countries has also received high-level
attention: a three-day seminar was hosted by the Commonwealth Secretariat on 5-7
November 2002 at Marlborough House to build the capacity of Commonwealth diplomats to
promote investment in their own countries.

Lastly, the Vision makes the following highly relevant observation that we would do well to
take careful note of: “Too often excuses are made that this proposal or that project is ‘better
handled by other international bodies’. References to the Commonwealth as a ‘niche’
organisation are increasing. To accept a niche position is to doom the Commonwealth to a
limited role and inhibit original thinking. Novel and adventurous ideas will be cast aside as
being beyond the Commonwealth’s reach.”16

These recognised advantages need to be recalibrated to reflect both the educational

intentions of the UNESCO/UIA initiative and the objectives and goals of the Commonwealth.
The UIA Accord has two basic purposes:

™ To educate and train competent, creative and critically minded professional

designers/builders; and
™ To bring up good world citizens who are intellectually mature, ecologically
sensitive and socially responsible.

The Accord also recognises the need for continuing professional development: after all,
education is a lifelong process. It recognises the need for regional and local responsiveness:
“The courses should take into account such factors as local needs and social and
geographical characteristics (e.g. climate, social customs, natural disasters.)” In addition, we
need to equip our members within the Commonwealth to deal with the very difficult issues of
globalisation, (conformity versus identity) and the implied issues of super-modernism and the
survival of a regional/local culture.

These are all people-centred issues, and respond directly to the bigger issues of social well-
being and ultimately the sentiments contained in the resolutions on sustainable development.

9 Sustainable development definition

Depending where one looks you will find various definitions aimed at describing ‘sustainability’
in a manner most favourable to the user’s point of view. Earlier definitions were driven by
egocentrics who viewed economic growth as incompatible with environmental protection and
predicated solutions based on minimal resource exploitation and organic agriculture. In
contrast, the cornucopian techno-centrists argued for free market forces as these would lead

16
A New Vision for the Commonwealth. Coolum, 3 march 2002.

15
to a general improvement in the quality of life, lower birth rates and a concomitant decrease in
population growth and therefore in resource depletion. These two opposing views have given
way to a new view that the world’s resources are in principle sufficient to meet long-term
human needs17. However, this optimistic view is predicated on the resolution of a number of
key areas.

Poverty is recognised as an important cause of environmental degradation and therefore

recognises that economic development has a crucial role to play in contributing to poverty
alleviation. “The critical issues on which the debate has come to focus are, therefore, the
uneven spatial distribution of population relative to natural carrying capacities, international
interdependencies in resource utilisation and the extent as well as degree of inefficient or
irrational use of environmental resources.”18 The global intervention required to redress this
imbalance has to do with managing the utilisation of natural resources correctly. This
management requirement has come to be termed sustainable development.

Its objectives are quite concrete: development only takes place if the resource harvest rates
are at levels no higher than managed or natural regeneration rates permit, and the use of the
environment as a waste sink occurs only on the basis that waste disposal rates should not
exceed the managed or natural assimilation capacity of the environment.

Sustainable development was defined by the United Nations World Commission on

Environment and Development in the 1987 Brundtland Report as “those paths of social,
economic and political progress that meet the needs of the present without compromising the
ability of future generations to meet their own needs.” In 1993 – a year after the Earth Summit
in Rio de Janeiro – the World Congress of Architects defined sustainability for the
architectural fraternity as follows:

Sustainability means meeting our needs today without compromising the ability of future generations to meet
their own needs.

UIA/AIA World Congress of Architects, June 1993

A more recent – and broader – definition is the following of 1996:

The concept of sustainability relates to the maintenance and enhancement of environmental, social and
economic resources, in order to meet the needs of current and future generations. The three components of
sustainability are:

™ Environmental sustainability – which requires that natural capital remains intact. This means that the
source and sink functions of the environment should not be degraded. Therefore, the extraction of
renewable resources should not exceed the rate at which they are renewed, and the absorptive capacity
to the environment to assimilate wastes should not be exceeded. Furthermore, the extraction of non-
renewable resources should be minimised and should not exceed agreed minimum strategic levels.
™ Social sustainability – which requires that the cohesion of society and its ability to work towards
common goals be maintained. Individual needs, such as those for health and well-being, nutrition,
shelter, education and cultural expression should be met.
™ Economic sustainability – which occurs when development, which moves towards social and
environmental sustainability, is financially feasible.

Source: Gilbert, Stevenson, Girardet, Stren, 1996

With sustainable development as the goal of economic, social and environmental policy, what
is needed is the redirection of economic activity in order to detach it from environmental and

17
Department of Environmental Affairs and Tourism: Environmental Resource Economics, Pretoria, September 1994
18
Ibid

16
social degradation. Once this has been achieved there will no longer be a conflict between
economic growth and environmental protection.

10 Sustainable development terminology

To better understand the concepts that are included in this document, some key terminology
most often found is included below.

Ecological deficit – the amount by which the Ecological Footprint of a population exceeds
the biological capacity of the space available to that population. The national ecological deficit
measures the amount by which the country’s footprint (plus the country’s share of biodiversity
responsibility) exceeds the ecological capacity of that nation.

Ecological footprint – a measure of how much productive land and water an individual, a
city, a country, or humanity requires to produce all the resources it consumes and to absorb
all the waste it generates, using prevailing technology. This land could be anywhere in the
world. The Ecological Footprint is measured in ‘global acres [hectares]’.

Embodied energy – the energy used during its entire life cycle for manufacturing,
transporting, using and disposing.

Environmental responsibility – as outlined in Agenda 21 is: “the responsible and ethical

management of products and processes from the point of view of health, safety and
environmental aspects. Towards this end, business and industry should increase self-
regulation, guided by appropriate codes, charters and initiatives integrated into all elements of
business planning and decision-making, and fostering openness and dialogue with
employees and the public.”

Overshoot – the situation when human demand exceeds nature’s supply at the local,
national or global scale. According to William Catton, it is “growth beyond an area’s carrying
capacity, leading to crash.”

Precautionary approach – the essence of the precautionary approach is given in Principle

15 of the Rio Declaration, which states; “where there are threats of serious or irreversible
damage, lack of scientific certainty shall not be used as a reason for postponing cost-effective
measures to prevent environmental degradation.”

Strategic Environmental Assessment (SEA) – is “a structured, proactive process to

strengthen the role of environmental issues in strategic decision making” (Tonk and Verheem,
1998). SEA aims to integrate environmental (biophysical, social and economic)
considerations into the earliest stages of policy, plan and programme development (Sadler,
1995). It is therefore a process of integrating the concept of sustainability into strategic
decision-making.

Waste factor – the ratio between the quantity of prime resource compared to the quantity of
output.

Whole building – represents a method of siting, designing, equipment and material selection,
financing, construction and long-term operation that takes into account the complex nature of
buildings and user requirements, and treats the overall building as an integrated system of
interacting components.19

11 Sustainable development indicators

19
Aitken, D., Whole Buildings, Union of Concerned Scientists, October 1998

17
One of the key objectives – and differences – in this Guide to Designing for Sustainability is
the calibration of key design guidelines to internationally accepted measuring devices. The
use of this simple yet obvious strategy will enable architects to place their design decision-
making process within an international context, and through that contribute directly to global
objectives.

The United Nations Commission for Sustainable Development has prepared Indicators of
Sustainable Development (see annexure) as a holistic and consistent method for monitoring
progress towards sustainable development to assist decision-makers and to increase focus
on achieving sustainable development. The indicators recognise the social, environmental
and economic components of sustainable development as a means of arriving at a broader,
more complete appreciation of communal development.

The UN Commission on Sustainable Development (UNCSD) at its Third Session in April 1995
developed a working list of 134 indicators that were subsequently tested and improved upon
at national levels. A revised set of 58 indicators and methodology sheets was prepared and is
available for all countries to use.

The design guidelines have acknowledged the indicators and have phrased the design
objectives in a manner that will inform the indicators.

12 Development impacts

The following section offers a brief summary of the impact of humans and their buildings on
the natural and built environments. These impacts are cross-referenced to the triple bottom
line themes, sub-themes and indicators used for the design guidelines.

The pursuit of sustainable development brings the construction industry, and specifically the
building industry component thereof, into sharp relief. The built environment is a major
component of contemporary life. Almost half the world’s population (47,2%)20 is now
urbanised and by 2050 that proportion will have reached two-thirds. The urban population of
the United Kingdom is already at 89,5 percent.21

Construction constitutes more than half of total national capital investment in most countries,
and construction can amount to as much as 10 percent of GDP. It is estimated that the
industry employs about 111 million people globally, and accounting for almost 28 percent of
all industrial employment, is the biggest industrial employer worldwide. Construction accounts
for 7 percent of total employment with 75 percent of all construction workers found in
developing countries. Typically over 90 percent of workers are employed in micro firms with
less than 10 persons22. In fact, internationally, small and medium-sized enterprises (SMEs)
constitute 97 percent of all construction firms globally, with 95 percent of firms being micro
firms having ten or less employees. This is equally true of the developed countries: even in
France and Germany there are fewer than ten large national contracting firms having
thousands of employees.

The industry has a significant multiplier effect on the economy as a whole and it is considered
that one job in construction gives rise to two further jobs23 elsewhere in the construction
sector and other sectors of the economy. As much as 20 percent of all employment can be
ascribed to construction activities in some way on this basis.

Buildings and structures form and alter the nature, function and appearance of the natural and
built environment: it impacts on rural areas, villages, towns and cities. Buildings are known to
have a long life: many of the buildings still in use around the world are many hundreds of

20
The World Bank: The Little Green Data Book, Washington, April 2003
21
Ibid
22
Industry as a partner for sustainable development: Confederation of International Contractors’ Association, United Kingdom,
2002
23
European Commission (COM (97) 593

18
years old. Their construction, operation, repair and maintenance and demolition consume
energy and resources and generate waste in excess of any other industrial sector.
Construction activity is a consumer of materials and scarce resources (water and energy), is a
significant contributor to global warming emissions (including CO² from the burning of fossil
fuels), contributes to air pollution (smoke and dust pollution), generates vast quantities of
waste, contaminates the soil, and destroys existing vegetation.

Yet buildings are a crucial part of governments’ strategy to improve the quality of life:
buildings constitute the infrastructure through which health care, education and housing are
provided. The economic, social and environmental benefits that may result from a more
efficient and sustainability-led industry are not difficult to imagine. The following graph shows
the environmental impact of buildings in the USA as a percentage of US nationwide annual
impact. Achieving a 10-20 percent reduction in consumption and waste patterns will have a
significant and ongoing societal benefit.

Building activity varies significantly between developed and developing countries: whereas
more of the building work in developed countries is orientated around renovation and
maintenance (33 percent and rising in Europe), activity in developing countries has more to
do with new construction. Both activities must recognise that buildings are a resource that
must be adapted rather than demolished.

Figure 1: Buildings as a percentage of U.S. nationwide annual impact

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%
Atmospheric

effluents
Energy use

Other
Land use
materials

Water use
Solid waste
emissions

Water
Raw

12.1 Economics

The economic performance of a building has traditionally been perceived as the initial costs of
its development and its return over a fixed period of time. However, current thinking includes
other costs and opportunities, such as human and SMME development, life cycle costs,
material costs and impacts, energy costs, waste generation and removal costs, transportation
costs and impacts, and efficiency costs.

12.1.1 Small, medium and micro enterprise development

19
Given the economic structure of the global industry and the ability of SMME development to
overcome poverty, construction is one industry most able to enhance SMME development.
Efforts are therefore focussed on increasing the participation of SMMEs in both the
construction and subsequent maintenance of buildings.

12.1.2 Life cycle assessment

Life Cycle Assessment (LCA) methodologies are increasingly used to improve environmental
performance for products and for construction works. One must not assess construction
products on a stand-alone basis because some products may use materials with an initially
relatively high environmental load which however significantly offset that load over the life
cycle of the building. Construction products must be assessed in terms of their performance
throughout the lifetime of the construction works and what happens to them when
deconstruction or demolition takes place.

12.2 Consumption and production patterns

One of the key objectives of the Habitat Agenda is to alter consumption and production
patterns: clearly this is crucial to stopping the depletion of the natural capital of the earth. As
the construction industry is a huge consumer of natural resources, it behoves the designers of
industry products to accept their leadership and ethical responsibilities in this regard.

12.2.1 Material consumption

As much as 50 percent of all materials extracted from the earth’s crust are transformed into
construction materials and products. In the United Kingdom over 90 percent of all non-energy
minerals extracted are used to supply the construction industry with materials. Issues to be
considered go beyond the aesthetic requirement of materials. Consideration must be given to
the impact of extraction, manufacturing, transporting, assembling, repairing, disassembling
and recycling. The selection and use of material must generate the greatest benefit over the
longest time.

The Rocky Mountain Institute believes that a fourfold improvement in productivity can be
achieved without consuming further resources. This will require the use of leaner
technologies, greater use of recycling, better design and improved management.24

12.2.2 Energy

As can be seen from Figure 1 above for the USA, buildings in use, including the embodied
energy from manufacture, account for almost 40 percent of all energy end-use, a figure
consistent with other developed economies.

An analysis of building sector consumption as shown in Figure 2 below clearly illustrates the
very real opportunities for reducing energy consumption and greenhouse gas emissions that
exist through considered design. For example, the energy used for space heating and
cooling, water heating and lighting accounts for 64 percent of the energy used. Figure 2
provides a breakdown of residential usage while Figure 3 is for commercial buildings.

24
Brian Edwards with Paul Hyett: Rough Guide to Sustainability, RIBA Publications, London 2002

20
Figure 2: Residential building energy end-use

40%
35%
30%
25%
20%
15%
10%
5%
0%

Refrigeration
heating

heating

Cooking
cooling

Clothes

Lighting

Other
Space

Space

dryers

Water
The figure for space heating will alter relative to the different climatic conditions of the
development: however, achieving a comfortable indoor temperature – be it heating, chilling or
humidity removal – will still account for the highest single use of domestic energy. Designing
with this in mind will substantially reduce this figure. It must also be remembered that it is the
user who pays for this consumption - $1,291 per household in the USA in 1995 – so that any
reduction in energy consumption directly benefits the household. Energy consumption
reductions of up to 82 percent have been recorded in new, 5-bedroom houses in the USA
indicating the order of savings possible to citizens.

Figure 3: Commercial and industrial building energy end-use

40%
30%
20%
10%
0%

Refrigeration

equipment
heating

heating

Cooking
cooling

Lighting

Other
Space

Space

Water

Office

Achieving a comfortable working environment once again rates as a substantial user of

energy. However, what is far more disturbing is the abnormally high rate of energy use for
lighting, particularly given the low-energy fittings available. Other than those buildings that are
used at night, it is difficult to understand why such exorbitant energy use is necessary for
lighting.

Regional and Local Authorities facing severe energy shortages are already introducing
building codes to improve energy efficiency. New York energy consumers are expected to
save up to $80 million per year in energy costs as a result of a new building code requiring

21
the use of updated technologies and enhanced energy conservation requirements for
residential and commercial buildings.

The new technologies include such items as more efficient thermostats, power transformers
and fireplaces. It is estimated that the code will result in a reduction of carbon dioxide
emissions of 517,000 tons per year, roughly the equivalent of removing 104,000 cars from the
state’s roads. This initiative clearly indicates the impact that the use of appropriate
technologies within the construction industry can have.

It must be borne in mind that energy use in developing countries will overtake that of
industrialised countries by 2020 and account for 75 percent of the global energy consumption
increase between now and 2050. It is therefore imperative that developing countries be
encouraged to employ the new technologies sooner rather than later.

12.2.3 Waste generation

Apart from accounting for almost 50 percent of all materials extracted, these same materials
constitute some 50 percent of all waste generated prior to recycling or reuse or final disposal.
In the United Kingdom, some 70 million tonnes of construction and demolition materials and
soil end up as waste25. Some 13 million tonnes of that waste is made up of materials
delivered to sites and discarded unused. Construction waste has emerged as a larger waste
stream than demolition waste and constitutes the largest waste stream by weight in the EU.
Disposing of these waste materials is presenting increased difficulties in many parts of the
world. Increased emphasis needs to be placed on waste minimisation through the use of such
strategies as waste-prevention planning and design, recovery-orientated construction,
reparability (design for disassembly and repair in the factory) and recyclables (used products
to be returned to their producer) and reuse.

Significant opportunity exists to recycle and reuse construction and demolition waste as
aggregates in road construction for sub-base layers in concrete. Several countries are
recycling up to 85 percent in this way. The European Parliament has approved a packaging
directive that will oblige countries to recycle 55 percent of glass, paper, cardboard, metals and
plastics by 31 December 2008. The consequence of this directive is that doorstep recycling
will have to be done in every local authority, if not in every household in every country.

12.2.4 Transportation

Compact towns and cities that are well-served by public transport systems are appreciably
more energy efficient than cities that have a relatively low urban density displayed as urban
sprawl. The continued reliance on fossil fuels as the primary energy source requires that we
develop compact urban settlements that do not demand automobile use in order to access
the social infrastructure.

12.2.5 Efficiency of use

The quality and efficient operation of buildings and infrastructure are fundamental to achieving
urban sustainability.

12.3 Cultural heritage

Concern about lost local traditions and customs is one of the positive spin-offs of
globalisation: in a world where choice has been accelerated by instantaneous exposure to all
possible choices throughout the world, many individuals begin to feel alienated and
bewildered by the subjugation of their culture by the global tidal wave of taste.

25
Building a Better Quality of Life: DETR, London, 2000

22
A secondary definition of social well-being is social cohesion: the glue that keeps
communities together regardless of the impacts that pull them apart. That social cohesion is
built on social and community values, carefully articulated and thoroughly understood.
Everything we build reflects and embodies the values and policies of our institutions. If the
institution and its architecture are based on sustainability and life- and community-enhancing
values, they will hold a place in our hearts and contribute positively to the energy of the
community26.

12.4 Health

The World Health Organisation (WHO) defines health as “a state of complete physical, mental
and social well-being”. As buildings influence this state, it follows that buildings have the
capacity to significantly impact upon the health of its users. Health and safety are primarily the
reasons that some countries regulate the built environment professions and legislate certain
minimum standards.

However, the early concerns of health have given way to a much broader concern that places
personal well-being higher than ventilation rates and lighting as a percentage of floor area.
The United States of America spends $1.4 trillion every year on health costs: what proportion
of those costs is directly attributable to environmental exposures is uncertain at this stage.
However, any health costs that are related to harmful environmental exposures are
unnecessary and can be prevented. The American Lung Association issued a smog report
card in May 2000 indicating that 132 million Americans live in cities that failed the smog test.
Included in this number were 29 million young and 16 million elderly people.

Making this investment in developing countries, where resources are already scarce and
need to be aimed at disease containment, is therefore critically important. Strategic planning
and careful design can assist this process in a significant way.

12.4.1 Indoor environment

The quality of the internal environment of a building is an essential element in the health of its
occupants. Problems caused by damp and mould can be avoided through good building
practices. Bio-climatic considerations and good ventilation can also reduce or even eliminate
the need for air-conditioning in the summer months. Norman Foster managed to reduce the
need for air-conditioning in the Commerzbank Frankfurt office building to only forty percent of
the year.

Improving the indoor environment also has a significant impact on the productivity of the
people using the facility. It costs an employer 72-100 times as much per square foot of
conditioned space to pay for the employee as it does to pay for the energy to condition and
light the space for that employee. Any action aimed at improving the quality of that space,
such as natural daylight illumination, natural ventilation, and locally controllable thermal and
lighting settings, which yields just a 1 percent improvement in employee productivity or
reduction in absenteeism, provides benefits equal to saving 70-100 percent of the cost of
energy.

Statistical information gathered in this field confirms that low energy and day-lit building
designs reduce employee absenteeism, increase retail sales and improve the performance of
students in schools. Furthermore these improvements are in the order of 5-15 percent. A 10
percent improvement in employee productivity can be equal to the entire first cost of the
building over a ten-year period. Calculated over a forty-year period, the same employee
productivity increase can be worth four times the entire first cost of the building, which by then
is only 2 percent of the costs of owning and operating the building and supporting the
employees inside it. Obviously these kinds of benefits are of critical interest to building
owners, employers and even schools and parents.

26
Bender, T.,

23
12.5 Security

Buildings can exclude or include, and select whom they wish to exclude and include. In the
process, wittingly or unwittingly, they undermine some and benefit others. Buildings can
enhance the security of the users and adjoining neighbours by paying attention to the needs
of the local community. Establishing community security measures and programmes and
integrating them into the building programme will offer the highest security return to the
development. Ensuring that areas are overlooked – without being voyeuristic – is one way to
extend the neighbourhood presence. Another is to ensure adequate lighting, not only of the
facility, but also of the adjoining areas.

Creating a friendly environment will create a friendly building. People are one of the greatest
elements of wealth and energy in a community. Investment in enriching existing local skills,
traditions, values, sense of their ability to achieve, and community self-esteem on the human
level should be a prime goal in achieving a secure and safe environment.

12.6 Atmosphere

The Earth has a protective layer consisting of carbon dioxide, methane, chlorofluorocarbons
(CFCs) and nitrous oxides known as the troposphere just 15 kilometres above its surface that
is responsible for ensuring a life-sustaining temperature on the planet. However, as
production increases more of the same gases are released, increasing the quantity already in
the troposphere and resulting in an increase in the amount of the solar radiation trapped
under it, hence global warming.

12.6.1 Climate change

Transport and buildings are the single largest source of greenhouse gas emissions in the
world: whereas in the USA transport is the largest, in Europe it is the built environment. It is
estimated that the potential exists to reduce emissions from buildings by at least 30 percent in
Europe. This would be more than sufficient to meet the Europe’s Kyoto target of an 8 percent
reduction between 2008 and 2012. Not only would this create a safer environment, but also it
would generate an additional 300,000 permanent jobs in retrofitting construction over a period
of 10 years.

The direct and indirect use of energy accounts for 35 percent of US carbon emissions, 47
percent of its SO² emissions, and 22 percent of the nitrogen oxides emitted. As Brian
Edwards puts it: “The relationship between global warming, land use and architecture is one
which society needs to understand quickly.”27

Severe weather in several countries over the past two years has caused significant delays,
resulting in significant financial loss to the housing industry in those countries. The continued
effects of climate change will lead to more of these and other incidents with the potential of
major impacts to the built environment. Hot summers, for example, will lead to an increase in
the frequency of subsidence occurring, resulting in movement to foundations, cracking of
walls and subsequent collapse; the delayed curing of concrete; more UV damage to stored
material; increased levels of internal discomfort resulting in greater use of air conditioners;
and increased effects resulting from storms. By contrast, wet and windy winters could result in
more frequent storms, increased rain penetration, increased dampness with associated mould
growth problems, and more frost damage.

One of the world’s largest re-insurance firms – Munich Re – has warned that climate change
could cost the world more than $300 billion dollars each year. They estimated that loss of land
as a result of rising sea levels and damage to fishing stocks, agriculture and water supplies,
due to more frequent tropical cyclones, could annually cost an estimated $304.2 billion. Many

27
Brian Edwards with Paul Hyett: Rough guide to sustainability, RIBA Publication, London 2002

24
countries can expect this loss to impact on their gross domestic product each year, ranging
from a few tenths in some cases to a few percent in others. The small island states in
particular could face losses far exceeding 10 percent. Some of the biggest losses are likely to
be in the area of energy and water infrastructure.

12.6.2 Ozone

Smog does not just hurt the lungs: even moderate smog may induce sudden death in people
with existing heart problems. This threat is particularly severe for older people who suffer from
arrhythmia, a condition marked by irregular heartbeat.

Apart from carbon dioxide emissions, there are other gases – such as methane – that
increase the greenhouse effect. Methane depletes atmospheric chemicals that are
responsible for breaking down other greenhouse gases. As some pollutants that are easier to
control are reduced, ozone dominates as the source of unhealthy air. The number of days
that unhealthy air days are attributable to ozone is rising in the USA. The American Lung
Association estimates that particles of ozone and other emissions account for more than
50,000 deaths a year in the United States alone, indicating a significant correlation between
ER visits and high levels of ozone in the air.

Focussing on ozone therefore brings with it a variety of other health-improving benefits since
reducing ozone also decreases oxides of nitrogen, hydrocarbons, fine particulate matter and
acid rain. About 60 percent of particulate matter comes from combustion sources such as
automobiles and power plants. The remaining 40 percent comes from construction,
agriculture and road-related pollution such as minute particles of brakes and tyres.

Setting emission standards for diesel engines of new trucks and buses is one method of
reducing smog. Diesel tractors, construction equipment and other non-road vehicles should
also be included and/or their use curtailed. One of the strategies employed by the Texas
Natural Resource Conservation Commission places limits on when construction crews can
operate heavy equipment. Other strategies include switching over from coal consumption to
other clean sources of energy and minimising motor vehicle usage.

12.6.3 Air quality

Legislation to improve air quality is increasingly being introduced by legislatures as

awareness increases of the relationship between air quality and health. Air pollution caused
by toxic emissions from multiple sources, such as factories, vehicles and materials, is leading
to a rapid rise in respiratory disease. Recent studies have indicated that levels of pollution
downwind of freeways and busy roads can be more than four to ten times higher than upwind,
leading to increased incidences of asthma, respiratory disease and cancer. Locational
influences are therefore increasingly likely to determine whether certain facilities, such as
schools, will be approved for construction or not. Similarly, the cumulative effect of specific
facilities will also determine whether additional facilities will be permitted.

The content of volatile organic compounds (VOCs) in decorative paints and varnishes is
another source of air pollution. The European Commission is proposing to reduce the VOC
content in paints and varnishes by 50 percent per year. VOCs in high enough concentrations
can impair human health and can damage forests, vegetation and crops, reducing yields.

Long-term exposure to fine particulate pollution is likely to be as dangerous as passive

smoking. It is estimated that particle pollution results in 8,000 premature deaths annually in
the UK alone. Children, with their developing bodies and brains, are far more vulnerable to
ingested toxins than adults. Primarily particulates result from the combustion of fossil fuels or
biomass, and some industrial processes. They include petrol and diesel exhaust, wood stoves
and fireplaces, land clearing, prescribed burning and wild fires. Sources of primary
particulates include fugitive emissions from paved and unpaved roads, dust from ore
processing and refining, and to a lesser extent, crusted material from construction activities,
agricultural tilling and wind erosion. Coal burning power plants produce large amounts of

25
mercury and PCBs, known as developmental toxins, whilst exhaust from diesel buses and
other vehicles contains polycyclic aromatic hydrocarbons (PAHs) that have been linked to
increased risk of certain cancers in some studies.

In a recent study by the US Centres for Disease Control and Prevention, 116 environmental
chemicals were analysed. A total of 89 of the 116 tested chemicals were found to be present
in at least some study participants. The study also revealed the effectiveness of banning
certain substances as levels of organophosphates and blood lead levels showed sharp
declines.

12.7 Biodiversity

Four organisations – the World Bank, the UN Development Programme, the UN

Environmental Programme and the World Resources Institute – recently collaborated on the
most ambitious study of global ecosystems ever undertaken. The first results of this project,
called a Pilot Analysis of Global Ecosystems, were presented to a special sitting of the United
Nations in 2001.

The goal of the investigation was to answer the most important question of the century: What
is happening to Earth’s capacity to support nature and humankind. The report divided its
conclusions into assessments of five major types of ecosystems – forest, freshwater systems,
coastal/marine habitats, grasslands and agricultural lands – and all the studies indicated that
all five systems are showing signs of deterioration. Half of the world’s wetlands have been lost
in the past century; 58 percent of coral reefs are imperilled by human activity; 80 percent of
grasslands are suffering soil degradation; 20 percent of dry-lands are in danger of becoming
deserts; and groundwater is being depleted almost everywhere.

Architects create habitats, and instead of creating artificial or alien habitats that are
fashionable, they can assist in rehabilitating and enlarging local and national biodiversity
through their projects.

12.7.1 Fresh water and ground water

Water is essential to life: the human body is about 75 percent water, with up to 85 percent of
brain cells liquid. Around 71 percent of the planet is covered in water, but 97,5 percent of it is
salt water, and of the remaining 2,5 percent, some 70 percent is frozen in the polar caps and
around 30 percent is present as soil moisture or in underground aquifers. Less than 1 percent
is thus accessible for direct use by humans, animals and plants. Consequently, an estimated
1 billion people around the globe lack clean drinking water and about 3 billion do not have
adequate sanitation. Humankind is currently using about 40 percent of the available
freshwater. It is anticipated that by the year 2050 this will have risen to 90 percent, leaving
only 10 percent for animals and plants.

Yet 40 percent of the water used globally is for sanitation and other uses in buildings. The
operation of buildings places a strain on raw water reserves, while wastewater and sewage
needs to be treated before being returned to watercourses.

12.8 Land

Sprawling cities are fast becoming unmanageable according to the “State of the World’s
Cities” report of the United Nations Centre for Human Settlements completed in June 2000. It
found that the existing institutions governing the administration of cities are not adequate to
control the sprawling urban centres. The UNCHS defines a sustainable city as one that has a
lasting supply of the natural resources on which its development depends and a lasting
security from environmental hazards which may threaten development achievements.

26
In the United Kingdom the net change from rural to urban land use is in the region of 6,500
hectares per annum. Globally, agricultural land accounts for 38 percent of all land: this is the
resource that is to ensure food production for the world’s population.
Biologically productive areas of the planet

The Earth has a surface area of 51 billion hectares, of which 36,6 billion are ocean and inland waters and 14,4 billion are
land. Only 9,1 billion hectares of land and 2,3 billion hectares of water provide economically useful concentrations or
resources to be considered biologically productive. The remaining 39,6 billion hectares are marginally productive or
unproductive for human use, as they are deep oceans, are covered by ice, or lack fertile soils and accessible water.

The pressure of the world’s 6.2 billion people is slowly turning productive land into desert on
every continent. Desertification affects up to one-third of the Earth’s land area and impacts on
more than 1 billion people in 110 countries.

The impacts are happening across the globe: in the Sistan basin shared by Afghanistan and
Iran, dust and sand have buried more than 100 villages; in Kazakhstan half of its 25 million
hectares of grain land has been abandoned; in China the 5 million hectare Bardanjilin Desert
is slowly starting to merge with the 3 million hectare Tengry Desert; in Nigeria some 350,000
hectares of land are lost every year; whilst in Kenya over 80 percent of the land is vulnerable
to desertification.

12.8.1 Trees

Trees and plants modify air cooling in summer and air warming in winter. They provide shade
to buildings and landscape surfaces, thereby reducing the ‘heat sink’ effect. They stabilise
ground conditions, preventing soil erosion. They absorb groundwater and slow the movement
of rainwater across the ground surface. More specifically, they absorb CO² emissions from
the air. It is estimated that 15 trees are required to convert the carbon emissions of a typical
car over a year and about 40 trees for a house. An examination of the scale of conversion
quickly illustrates why we have such a problem globally.

12.8.2 Soft landscaping

Soft landscaping, like trees, performs a valuable function at many levels. It supports
biodiversity, especially if it is indigenous planting. Grasses and shrubs are as effective at
converting CO² as are trees. Soft landscaping has the added advantage of attenuating the
movement of rainwater to minimise erosion. Using natural bio systems can make it possible to
deal with many of the consequences of rainwater management without making it someone
else’s problem.

12.8.3 Hard landscaping

Hard landscaping has at least two negative environmental impacts; firstly, it collects and
reflects heat, requiring additional cooling capability, and secondly, it speeds up the movement
of rainwater, placing an additional burden on disposal systems and times.

Landscaping should rather attenuate climatic conditions: alternative materials and responses
should be applied if heat build-up is problematic, whilst absorbent materials will slow down the
rate of disposal whilst allowing ground water replenishment. There are many other design
devices that can be used, such as retention ponds, to assist in this matter.

12.8.4 Brownfield development

Development on Brownfield sites presents a number of positive advantages to a developer: it

saves the cost of installing bulk services, it will be well-served by transport networks, it will be
accessible for workers and users, the urban quality of the adjoining area is established (no

27
rude surprises later), and more often than not, local authorities will offer handsome financial
incentives for the rehabilitation of such sites.

Architects must however take particular care in investigating what remedial actions are
required. Depending upon the previous use(s) of the site, remedial work may involve major
work to remove polluted soils, for example. A thorough inspection of the site together with an
in-depth investigation of the previous land uses will be the minimum requirement to reaching
a fuller understanding of what may lurk below the surface.

12.8.5 Greenfield development

There is widespread recognition that legislation must change its paradigm for land use
planning from a purely development-motivated scheme to one that is ecologically based. The
continued consumption of undeveloped open land for urban expansion is creating a vicious
circle of greater demand and increased supply. The continued consumption of land, and in
particular productive agricultural land, must be viewed in the same light and with the same
concern as the consumption and production of goods. Urban expansion depletes food
production areas, demands expensive infrastructure installation, increases motor vehicle
usage, undermines public transport systems, increases pollution, increases the
unmanageability of cities, and isolates communities from each other.

12.8.6 Pollution

The leeching of chemicals into the soil is one of the most severe environmental impacts a
development can have on a site. Asbestos – now banned in many countries – can remain in
the soil for hundreds of years, practically freezing the use of such soils for many generations.
In the past environmental legislation – and awareness – of these impacts was non-existent,
leading to widespread environmental devastation. Pollutant run-off to rivers kills fish and
poisons the water, impacting on the watershed structure for many kilometres downstream.
Fortunately, awareness leading to a better legislative environment is in place now and the
interrelationships between things are better understood. However, even small-scale chemical
leeching, such as the disposal of turpentine used to clean paintbrushes, must be avoided.

12.8.7 Stormwater

The uncontrolled – and sometimes even the controlled – management of stormwater can
result in the devastation of a very large area. In urban areas, the propensity of large hard
surfaces causes stormwater volumes to become enormous and unmanageable very quickly.
Collecting all the surface run-off and discharging it through one pipe will create eventual
havoc at the final point of disposal. Every effort must be made to absorb as much rainwater
on the site as possible so that the collective responsibility for dispersal is shared.

Secondly, simple discharge carries the risk of single-point pollution discharge as well. Any
chemical spillage will, in terms of the former strategy, result in maximum impact at the final
point of disposal. Dealing with such risks by elimination in the first instance, proper
management in the second, and several points of control, third, will reduce the impact of
spillage and resultant pollution enormously.

13 Conclusion

Global attention has focused significantly on the influence of human habitation on the Earth’s
systems over the past thirty years, particularly as our scientific understanding of the
interrelationships between man and his environment has developed.

28
International organisations, such as the United Nations, and governments the world over have
taken up the challenge posed by scientists by preparing global agreements and domestic
legislation to curb and control those influences. In addition, a global debate has been
launched that seeks to more clearly define what is meant by sustainable development, and to
encourage the participation of civil society in its implementation.

The debate has developed further in response to a number of related influences, most
recently globalisation and the consequences of international trade. This has distilled a
realisation that global standards need to be set, most notably in the fields of corporate
governance practices.

These influences have collectively engendered the realisation that people lie at the centre of
sustainable development, and that all practices need to be reoriented to ensuring their well-
being. It is within this context that industries the world over are assessing their
responsiveness to this emerging challenge, and it is within this context that construction, too,
needs to undergo that paradigm shift.

The collective realignment of human activity in acknowledgement of human impact and social
well-being will, in time, put in place those actions that will ensure the sustainability of Homo
sapiens.

29
Annexure: Earth Summit 2002 Resolution 31/C40
The General Conference,
Noting that the World Summit on Sustainable Development will take place in Johannesburg from
2 to 11 September 2002, and aware that UNESCO and other international bodies have during the past
decade done extensive work to build up the knowledge base and provide guidance to society in
furthering sustainable development, Referring to the major United Nations conferences of the 1990s and
their action plans (Rio, 1992, Cairo, 1994, Barbados, 1994, Copenhagen, 1995, Beijing, 1995, Istanbul,
1996); the Millennium Assembly (New York, 2000) and its declaration; the international development
targets, one of which concerns sustainable development; the conventions on biological diversity, climate
change and desertification, and the International Work Programme on Education, Public Awareness and
Training for Sustainability of the United Nations Commission on Sustainable Development, Recalling
that sustainable development is a broad, integrating and interdisciplinary concept which seeks to satisfy
the needs of the present without compromising the ability of future generations’ to meet their own needs,
and which emphasizes the interrelationships between world problems and their solutions as well as the
need in all countries for new values, behaviours and lifestyles conducive to building a sustainable future,
Recognizing that, since the Earth Summit held in Rio de Janeiro in 1992, there has been a global shift in
emphasis from a focus on environmental concerns to the more holistic approach of sustainable
development which centres on environment, society and economy and their interrelationships, as well
as the eradication of poverty and changing wasteful consumption and production patterns, Recognizing
UNESCO’s role and responsibility for implementing these international agreements in its fields of
competence, in particular in its function as task manager within the United Nations system for Chapters
35 (science) and 36 (education, public awareness and training) of Agenda 21, Drawing attention to the
fact that sustainable development is relevant to all of the major programme areas in document 31 C/5,
and to the important contributions made by UNESCO during the last decade notably in the areas of
education for a sustainable future and the environmental science programmes, but also in the other
major programme areas, Recalling the importance given to sustainable development in the outcomes of
major UNESCO conferences of the 1990s, in particular the International Conference on Environment
and Society, the World Conference on Higher Education, the Second International Congress on
Technical and Vocational Education, the World Conference on Science, and the World Education
Forum, as well as of the International Commission on Education for the Twenty-first Century, Bearing in
mind the joint communications of the chairpersons of the five scientific programmes in October 2000
and May 2001 concerning the Draft Medium-Term Strategy for 2002-2007 and the Draft Programme and
Budget for 2002-2003, their conviction that there is need for a common framework of work within
UNESCO involving sustainable development as a unifying concept, that the Johannesburg Summit will
have a significant impact on the future of the five programmes, and that UNESCO should seize the
opportunities afforded by the Summit in all its fields of competence, Stressing the strategic importance
for the international community in general and for UNESCO in particular of the forthcoming World
Summit on Sustainable Development, to be organized by the United Nations in Johannesburg in
September 2002, in accordance with General Assembly resolution 55/199, in order to review and
assess progress made in the implementation of Agenda 21 since 1992, take up new and emerging
critical issues for the future, and decide upon a future programme of work, Underlining the important role
of civil society in the Johannesburg Summit and its preparatory process, and the need to build
innovative partnerships between governments, UNESCO and the United Nations system, and non-
governmental organizations, the private sector and other stakeholders in pursuit of sustainable
development, 1. Resolution adopted on the reports of Commissions I, II, III, IV and V at the 19th, 20th and 21st
plenary meetings, on 2 and 3 November 2001. General resolutions

1. Urges Member States to:

(a) participate actively in the World Summit on Sustainable Development and its preparatory
process at national level, as well as in the intergovernmental regional and international
preparatory meetings;

30
(b) work to ensure that the outcomes of the Summit adequately reflect the key role of education in
all its forms and at all levels in achieving sustainable development, the importance of basing
decision-making on sound scientific information and knowledge, the importance of preserving
cultural diversity in the process of globalization, the need for equitable access to information
and knowledge, as well as to the new information and communication technologies, and for
making the necessary linkages between these themes and the transverse issues of poverty
eradication and changing wasteful consumption and production patterns;

(c) mobilize UNESCO programmes and networks in their respective countries and regions to
engage in the Summit process;

(d) work in close partnership with civil society for the preparation of the Summit and its follow-up;

2. Urges non-governmental organizations in official relations with UNESCO to:

(a) become actively involved in the civil society component of the Johannesburg Summit and its
preparatory process at national, regional and international levels;
(b) work in close partnership with government and other stakeholders for the preparation of the
Summit and its follow-up;

3. Invites the Director-General to:

(a) mobilize the whole of UNESCO for the preparation of and follow-up to the Johannesburg
Summit, working within the budgetary framework of document 31 C/5 and seeking
extra budgetary financing to this end;
(b) ensure that sustainable development is an integrating theme within UNESCO that concerns all
the major programme areas, and is directly related to the cross-cutting themes of eradicating
poverty and promoting ICTs;
(c) ensure that UNESCO continues to participate actively in the various mechanisms within the
United Nations system to further sustainable development and to prepare for and follow up the
Johannesburg Summit;
(d) report to the Executive Board at its 164th session (May 2002) on the status of preparations
for the Summit and its expected outcomes, and on how sustainable development and the
Summit will be reflected in the implementation of document 31 C/5;

4. Invites the Director-General to examine whether to make sustainable development a new

crosscutting theme for the whole of UNESCO’s programme in the future.

31
Annexure: Habitat Agenda and Istanbul
Declaration on Human Settlements
Preamble

We recognize the imperative need to improve the quality of human settlements, which profoundly affects
the daily lives and well-being of our peoples. There is a sense of great opportunity and hope that a new
world can be built, in which economic development, social development and environmental protection as
interdependent and mutually reinforcing components of sustainable development can be realized
through solidarity and cooperation within and between countries and through effective partnerships at all
levels. International cooperation and universal solidarity, guided by the purposes and principles of the
Charter of the United Nations, and in a spirit of partnership, are crucial to improving the quality of life of
the peoples of the world.

The purpose of the second United Nations Conference on Human Settlements (Habitat II) is to address
two themes of equal global importance: "Adequate shelter for all" and "Sustainable human settlements
development in an urbanizing world". Human beings are at the centre of concerns for sustainable
development, including adequate shelter for all and sustainable human settlements, and they are
entitled to a healthy and productive life in harmony with nature.

As to the first theme, a large segment of the world's population lacks shelter and sanitation, particularly
in developing countries. We recognize that access to safe and healthy shelter and basic services is
essential to a person's physical, psychological, social and economic well-being and should be a
fundamental part of our urgent actions for the more than one billion people without decent living
conditions. Our objective is to achieve adequate shelter for all, especially the deprived urban and rural
poor, through an enabling approach to the development and improvement of shelter that is
environmentally sound.

As to the second theme, sustainable development of human settlements combines economic

development, social development and environmental protection, with full respect for all human rights
and fundamental freedoms, including the right to development, and offers a means of achieving a world
of greater stability and peace, built on ethical and spiritual vision. Democracy, respect for human rights,
transparent, representative and accountable government and administration in all sectors of society, as
well as effective participation by civil society, are indispensable foundations for the realization of
sustainable development. The lack of development and the existence of widespread absolute poverty
can inhibit the full and effective enjoyment of human rights and undermine fragile democracy and
popular participation. Neither of them, however, can be invoked to justify violations of human rights and
fundamental freedoms.

Recognizing the global nature of these issues, the international community, in convening Habitat II, has
decided that a concerted global approach could greatly enhance progress towards achieving these
goals. Unsustainable patterns of production and consumption, particularly in industrialized countries,
environmental degradation, demographic changes, widespread and persistent poverty, and social and
economic inequality can have local, cross-national and global impacts. The sooner communities, local
governments and partnerships among the public, private and community sectors join efforts to create
comprehensive, bold and innovative strategies for shelter and human settlements, the better the
prospects will be for the safety, health and well-being of people and the brighter the outlook for solutions
to global environment and social problems.

Having considered the experience since the first United Nations Conference on Human Settlements,
held at Vancouver, Canada, in 1976, Habitat II reaffirms the results from relevant recent world
conferences and has developed them into an agenda for human settlements: the Habitat Agenda. The
United Nations Conference on Environment and Development - the Earth Summit - held at Rio de
Janeiro, Brazil, in 1992, produced Agenda 21. At that Conference, the international community agreed
on a framework for the sustainable development of human settlements. Each of the other conferences,
including the Fourth World Conference on Women (Beijing, 1995), World Summit for Social
Development (Copenhagen, 1995), the International Conference on Population and Development
(Cairo, 1994), the Global Conference on the Sustainable Development of Small Island Developing
States (Barbados, 1994), the World Conference on Natural Disaster Reduction (Yokohama, 1994) and
the World Conference on Human Rights (Vienna, 1993), as well as the World Summit for Children (New
York, 1990) and the World Conference on Education for All (Jomtien, Thailand, 1990), also addressed
important social, economic and environmental issues, including components of the sustainable
development agenda, for which successful implementation requires action at the local, national and
international levels. The Global Strategy for Shelter to the Year 2000, adopted in 1988, which

32
emphasizes the need for improved production and delivery of shelter, revised national housing policies
and an enabling strategy, offers useful guidelines for the realization of adequate shelter for all in the next
century.

During the course of history, urbanization has been associated with economic and social progress, the
promotion of literacy and education, the improvement of the general state of health, greater access to
social services, and cultural, political and religious participation. Democratization has enhanced such
access and meaningful participation and involvement for civil society actors, for public-private
partnerships, and for decentralized, participatory planning and management, which are important
features of a successful urban future. Cities and towns have been engines of growth and incubators of
civilization and have facilitated the evolution of knowledge, culture and tradition, as well as of industry
and commerce. Urban settlements, properly planned and managed, hold the promise for human
development and the protection of the world's natural resources through their ability to support large
numbers of people while limiting their impact on the natural environment. The growth of cities and towns
causes social, economic and environmental changes that go beyond city boundaries. Habitat II deals
with all settlements - large, medium and small - and reaffirms the need for universal improvements in
living and working conditions.

To overcome current problems and to ensure future progress in the improvement of economic, social
and environmental conditions in human settlements, we must begin with the recognition of the
challenges facing cities and towns. According to current projections, by the turn of the century, more
than three billion people - one half of the world's population - will live and work in urban areas. The most
serious problems confronting cities and towns and their inhabitants include inadequate financial
resources, lack of employment opportunities, spreading homelessness and expansion of squatter
settlements, increased poverty and a widening gap between rich and poor, growing insecurity and rising
crime rates, inadequate and deteriorating building stock, services and infrastructure, lack of health and
educational facilities, improper land use, insecure land tenure, rising traffic congestion, increasing
pollution, lack of green spaces, inadequate water supply and sanitation, uncoordinated urban
development and an increasing vulnerability to disaster. All of these have seriously challenged the
capacities of Governments, particularly those of developing countries, at all levels to realize economic
development, social development and environmental protection, which are interdependent and mutually
reinforcing components of sustainable development - the framework for our efforts to achieve a higher
quality of life for all people. Rapid rates of international and internal migration, as well as population
growth in cities and towns, and unsustainable patterns of production and consumption raise these
problems in especially acute forms. In these cities and towns, large sections of the world's urban
population live in inadequate conditions and are confronted with serious problems, including
environmental problems that are exacerbated by inadequate planning and managerial capacities, lack of
investment and technology, and insufficient mobilization and inappropriate allocation of financial
resources, as well as by a lack of social and economic opportunities. In the case of international
migration, migrants have needs for housing and basic services, education, employment and social
integration without a loss of cultural identity, and they are to be given adequate protection and attention
within host countries.

In the process of globalization and growing interdependence, rural settlements represent a great
challenge and opportunity for renewed developmental initiatives at all levels and in all fields. Many rural
settlements, however, are facing a lack or an inadequacy of economic opportunities, especially
employment, and of infrastructure and services, particularly those related to water, sanitation, health,
education, communication, transportation and energy. Appropriate efforts and technologies for rural
development can help to reduce, inter alia, imbalances, unsustainable practices, poverty, isolation,
environmental pollution and insecure land tenure. Such efforts can contribute to improving the linkage of
rural settlements with the mainstream of economic, social and cultural life, to assuring sustainable
communities and safe environments, and to reducing pressures on urban growth.

Cities, towns and rural settlements are linked through the movements of goods, resources and people.
Urban-rural linkages are of crucial importance for the sustainability of human settlements. As rural
population growth has outpaced the generation of employment and economic opportunities, rural-to-
urban migration has steadily increased, particularly in developing countries, which has put enormous
pressure on urban infrastructure and services already under serious stress. It is urgent to eradicate rural
poverty and to improve the quality of living conditions, as well as to create employment and educational
opportunities in rural settlements, regional centre’s and secondary cities. Full advantage must be taken
of the complementary contributions and linkages of rural and urban areas by balancing their different
economic, social and environmental requirements.

More people than ever are living in absolute poverty and without adequate shelter. Inadequate shelter
and homelessness are growing plights in many countries, threatening standards of health, security and

33
even life itself. Everyone has the right to an adequate standard of living for themselves and their
families, including adequate food, clothing, housing, water and sanitation, and to the continuous
improvement of living conditions.

The rapidly increasing number of displaced persons, including refugees, other displaced persons in
need of international protection and internally displaced persons, as a result of natural and human-made
disasters in many regions of the world, is aggravating the shelter crisis, highlighting the need for a
speedy solution to the problem on a durable basis.

The needs of children and youth, particularly with regard to their living environment, have to be taken
fully into account. Special attention needs to be paid to the participatory processes dealing with the
shaping of cities, towns and neighbourhoods; this is in order to secure the living conditions of children
and of youth and to make use of their insight, creativity and thoughts on the environment. Special
attention must be paid to the shelter needs of vulnerable children, such as street children, refugee
children and children who are victims of sexual exploitation. Parents and other persons legally
responsible for children have responsibilities, rights and duties, consistent with the Convention on the
Rights of the Child, to address these needs.

In shelter and urban development and management policies, particular attention should be given to the
needs and participation of indigenous people. These policies should fully respect their identity and
culture and provide an appropriate environment that enables them to participate in political, social and
economic life.

Women have an important role to play in the attainment of sustainable human settlements.
Nevertheless, as a result of a number of factors, including the persistent and increasing burden of
poverty on women and discrimination against women, women face particular constraints in obtaining
adequate shelter and in fully participating in decision-making related to sustainable human settlements.
The empowerment of women and their full and equal participation in political, social and economic life,
the improvement of health and the eradication of poverty are essential to achieving sustainable human
settlements.

Encountering disabilities is a part of normal life. Persons with disabilities have not always had the
opportunity to participate fully and equally in human settlements development and management,
including decision-making, often owing to social, economic, attitudinal and physical barriers, and
discrimination. Such barriers should be removed and the needs and concerns of persons with
disabilities should be fully integrated into shelter and sustainable human settlement plans and policies to
create access for all.

Older persons are entitled to lead fulfilling and productive lives and should have opportunities for full
participation in their communities and society, and in all decision-making regarding their well-being,
especially their shelter needs. Their many contributions to the political, social and economic processes
of human settlements should be recognized and valued. Special attention should be given to meeting
the evolving housing and mobility needs in order to enable them to continue to lead rewarding lives in
their communities.

Cities, towns and rural settlements are linked through the movements of goods, resources and people.
Urban-rural linkages are of crucial importance for the sustainability of human settlements. As rural
population growth has outpaced the generation of employment and economic opportunities, rural-to-
urban migration has steadily increased, particularly in developing countries, which has put enormous
pressure on urban infrastructure and services already under serious stress. It is urgent to eradicate rural
poverty and to improve the quality of living conditions, as well as to create employment and educational
opportunities in rural settlements, regional centres and secondary cities. Full advantage must be taken
of the complementary contributions and linkages of rural and urban areas by balancing their different
economic, social and environmental requirements.

More people than ever are living in absolute poverty and without adequate shelter. Inadequate shelter
and homelessness are growing plights in many countries, threatening standards of health, security and
even life itself. Everyone has the right to an adequate standard of living for themselves and their
families, including adequate food, clothing, housing, water and sanitation, and to the continuous
improvement of living conditions.

The rapidly increasing number of displaced persons, including refugees, other displaced persons in
need of international protection and internally displaced persons, as a result of natural and human-made

34
disasters in many regions of the world, is aggravating the shelter crisis, highlighting the need for a
speedy solution to the problem on a durable basis.

The needs of children and youth, particularly with regard to their living environment, have to be taken
fully into account. Special attention needs to be paid to the participatory processes dealing with the
shaping of cities, towns and neighbourhoods; this is in order to secure the living conditions of children
and of youth and to make use of their insight, creativity and thoughts on the environment. Special
attention must be paid to the shelter needs of vulnerable children, such as street children, refugee
children and children who are victims of sexual exploitation. Parents and other persons legally
responsible for children have responsibilities, rights and duties, consistent with the Convention on the
Rights of the Child, to address these needs.

In shelter and urban development and management policies, particular attention should be given to the
needs and participation of indigenous people. These policies should fully respect their identity and
culture and provide an appropriate environment that enables them to participate in political, social and
economic life.

Women have an important role to play in the attainment of sustainable human settlements.
Nevertheless, as a result of a number of factors, including the persistent and increasing burden of
poverty on women and discrimination against women, women face particular constraints in obtaining
adequate shelter and in fully participating in decision-making related to sustainable human settlements.
The empowerment of women and their full and equal participation in political, social and economic life,
the improvement of health and the eradication of poverty are essential to achieving sustainable human
settlements.

Encountering disabilities is a part of normal life. Persons with disabilities have not always had the
opportunity to participate fully and equally in human settlements development and management,
including decision-making, often owing to social, economic, attitudinal and physical barriers, and
discrimination. Such barriers should be removed and the needs and concerns of persons with
disabilities should be fully integrated into shelter and sustainable human settlement plans and policies to
create access for all.

Older persons are entitled to lead fulfilling and productive lives and should have opportunities for full
participation in their communities and society, and in all decision-making regarding their well-being,
especially their shelter needs. Their many contributions to the political, social and economic processes
of human settlements should be recognized and valued. Special attention should be given to meeting
the evolving housing and mobility needs in order to enable them to continue to lead rewarding lives in
their communities.

settling disputes by peaceful means. At the local level, the prevention of crime and the promotion of
sustainable communities are essential to the attainment of safe and secure societies. Crime prevention
through social development is one crucial key to these goals. At the international level, we will promote
international peace and security and make and support all efforts to settle international disputes by
peaceful means, in accordance with the Charter of the United Nations.

We reaffirm and are guided by the purposes and principles of the Charter of the United Nations and we
reaffirm our commitment to ensuring the full realization of the human rights set out in international
instruments and in particular, in this context, the right to adequate housing as set forth in the Universal
Declaration of Human Rights and provided for in the International Covenant on Economic, Social and
Cultural Rights, the International Convention on the Elimination of All Forms of Racial Discrimination, the
Convention on the Elimination of All Forms of Discrimination against Women and the Convention on the
Rights of the Child, taking into account that the right to adequate housing, as included in the above-
mentioned international instruments, shall be realized progressively. We reaffirm that all human rights -
civil, cultural, economic, political and social - are universal, indivisible, interdependent and interrelated.
We subscribe to the principles and goals set out below to guide us in our actions.

Equitable human settlements are those in which all people, without discrimination of any kind as to race,
colour, sex, language, religion, political or other opinion, national or social origin, property, birth or other
status, have equal access to housing, infrastructure, health services, adequate food and water,
education and open spaces. In addition, such human settlements provide equal opportunity for a
productive and freely chosen livelihood; equal access to economic resources, including the right to
inheritance, the ownership of land and other property, credit, natural resources and appropriate

35
technologies; equal opportunity for personal, spiritual, religious, cultural and social development; equal
opportunity for participation in public decision-making; equal rights and obligations with regard to the
conservation and use of natural and cultural resources; and equal access to mechanisms to ensure that
rights are not violated. The empowerment of women and their full participation on the basis of equality in
all spheres of society, whether rural or urban, are fundamental to sustainable human settlements
development.

II

The eradication of poverty is essential for sustainable human settlements. The principle of poverty
eradication is based on the framework adopted by the World Summit for Social Development and on the
relevant outcomes of other major United Nations conferences, including the objective of meeting the
basic needs of all people, especially those living in poverty and disadvantaged and vulnerable groups,
particularly in the developing countries where poverty is acute, as well as the objective of enabling all
women and men to attain secure and sustainable livelihoods through freely chosen and productive
employment and work.

III

Sustainable development is essential for human settlements development, and gives full consideration
to the needs and necessities of achieving economic growth, social development and environmental
protection. Special consideration should be given to the specific situation and needs of developing
countries and, as appropriate, of countries with economies in transition. Human settlements shall be
planned, developed and improved in a manner that takes full account of sustainable development
principles and all their components, as set out in Agenda 21 and related outcomes of the United Nations
Conference on Environment and Development. Sustainable human settlements development ensures
economic development, employment opportunities and social progress, in harmony with the
environment. It incorporates, together with the principles of the Rio Declaration on Environment and
Development, which are equally important, and other outcomes of the United Nations Conference on
Environment and Development, the principles of the precautionary approach, pollution prevention,
respect for the carrying capacity of ecosystems, and preservation of opportunities for future generations.
Production, consumption and transport should be managed in ways that protect and conserve the stock
of resources while drawing upon them. Science and technology have a crucial role in shaping
sustainable human settlements and sustaining the ecosystems they depend upon.

Sustainability of human settlements entails their balanced geographical distribution or other appropriate
distribution in keeping with national conditions, promotion of economic and social development, human
health and education, and the conservation of biological diversity and the sustainable use of its
components, and maintenance of cultural diversity as well as air, water, forest, vegetation and soil
qualities at standards sufficient to sustain human life and well-being for future generations.

IV

The quality of life of all people depends, among other economic, social, environmental and cultural
factors, on the physical conditions and spatial characteristics of our villages, towns and cities. City lay-
out and aesthetics, land-use patterns, population and building densities, transportation and ease of
access for all to basic goods, services and public amenities have a crucial bearing on the liveability of
settlements. This is particularly important to vulnerable and disadvantaged persons, many of whom face
barriers in access to shelter and in participating in shaping the future of their settlements. People's need
for community and their aspirations for more liveable neighbourhoods and settlements should guide the
process of design, management and maintenance of human settlements. Objectives of this endeavour
include protecting public health, providing for safety and security, education and social integration,
promoting equality and respect for diversity and cultural identities, increased accessibility for persons
with disabilities, and preservation of historic, spiritual, religious and culturally significant buildings and
districts, respecting local landscapes and treating the local environment with respect and care. The
preservation of the natural heritage and historical human settlements, including sites, monuments and
buildings, particularly those protected under the UNESCO Convention on World Heritage Sites, should
be assisted, including through international cooperation. It is also of crucial importance that spatial
diversification and mixed use of housing and services be promoted at the local level in order to meet the
diversity of needs and expectations.

36
V

The family is the basic unit of society and as such should be strengthened. It is entitled to receive
comprehensive protection and support. In different cultural, political and social systems, various forms of
the family exist. Marriage must be entered into with the free consent of the intending spouses, and
husband and wife should be equal partners. The rights, capabilities and responsibilities of family
members must be respected. Human settlements planning should take into account the constructive
role of the family in the design, development and management of such settlements. Society should
facilitate, as appropriate, all necessary conditions for its integration, reunification, preservation,
improvement, and protection within adequate shelter and with access to basic services and a
sustainable livelihood.

VI

All people have rights and must also accept their responsibility to respect and protect the rights of others
- including future generations - and to contribute actively to the common good. Sustainable human
settlements are those that, inter alia, generate a sense of citizenship and identity, cooperation and
dialogue for the common good, and a spirit of voluntarism and civic engagement, where all people are
encouraged and have an equal opportunity to participate in decision-making and development.
Governments at all appropriate levels, including local authorities, have a responsibility to ensure access
to education and to protect their population's health, safety and general welfare. This requires, as
appropriate, establishing policies, laws and regulations for both public and private activities, encouraging
responsible private activities in all fields, facilitating community groups' participation, adopting
transparent procedures, encouraging public-spirited leadership and public-private partnerships, and
helping people to understand and exercise their rights and responsibilities through open and effective
participatory processes, universal education and information dissemination

VII

Partnerships among countries and among all actors within countries from public, private, voluntary and
community-based organizations, the cooperative sector, non-governmental organizations and
individuals are essential to the achievement of sustainable human settlements development and the
provision of adequate shelter for all and basic services. Partnerships can integrate and mutually support
objectives of broad-based participation through, inter alia, forming alliances, pooling resources, sharing
knowledge, contributing skills and capitalizing on the comparative advantages of collective actions. The
processes can be made more effective by strengthening civil organizations at all levels. Every effort
must be made to encourage the collaboration and partnership of all sectors of society and among all
actors in decision-making processes, as appropriate.

VIII

Solidarity with those belonging to disadvantaged and vulnerable groups, including people living in
poverty, as well as tolerance, non-discrimination and cooperation among all people, families and
communities are foundations for social cohesion. Solidarity, cooperation and assistance should be
enhanced by the international community as well as by States and all other relevant actors in response
to the challenges of human settlements development. The international community and Governments at
all appropriate levels are called upon to promote sound and effective policies and instruments, thereby
strengthening cooperation among Governments and non-governmental organizations, as well as to
mobilize complementary resources to meet these challenges.

IX

To safeguard the interests of present and future generations in human settlements is one of the
fundamental goals of the international community. The formulation and implementation of strategies for
human settlements development are primarily the responsibility of each country at the national and local
levels within the legal framework of each country, inter alia, by creating an enabling environment for
human settlements development, and should take into account the economic, social and environmental
diversity of conditions in each country. New and additional financial resources from various sources are
necessary to achieve the goals of adequate shelter for all and sustainable human settlements
development in an urbanizing world. The existing resources available to developing countries - public,
private, multilateral, bilateral, domestic and external - need to be enhanced through appropriate and
flexible mechanisms and economic instruments to support adequate shelter for all and sustainable

37
human settlements development. These should be accompanied by concrete measures for international
technical cooperation and information exchange.

Human health and quality of life are at the centre of the effort to develop sustainable human settlements.
We therefore commit ourselves to promoting and attaining the goals of universal and equal access to
quality education, the highest attainable standard of physical, mental and environmental health, and the
equal access of all to primary health care, making particular efforts to rectify inequalities relating to
social and economic conditions, including housing, without distinction as to race, national origin, gender,
age, or disability, respecting and promoting our common and particular cultures. Good health throughout
the life-span of every man and woman, good health for every child, and quality education for all are
fundamental to ensuring that people of all ages are able to develop their full capacities in health and
dignity and to participate fully in the social, economic and political processes of human settlements, thus
contributing, inter alia, to the eradication of poverty. Sustainable human settlements depend on the
interactive development of policies and concrete actions to provide access to food and nutrition, safe
drinking water, sanitation, and universal access to the widest range of primary health-care services,
consistent with the report of the International Conference on Population and Development; to eradicate
major diseases that take a heavy toll of human lives, particularly childhood diseases; to create safe
places to work and live; and to protect the environment.

38
Annexure: United Nations Sustainable
Development Agenda 21:
CHAPTER 4
CHANGING CONSUMPTION PATTERNS

This chapter contains the following programme areas:

(a) Focusing on unsustainable patterns of production and consumption;

(b) Developing national policies and strategies to encourage changes in unsustainable
consumption patterns.

Since the issue of changing consumption patterns is very broad, it is addressed in several parts of
Agenda 21, notably those dealing with energy, transportation and wastes, and in the chapters on
economic instruments and the transfer of technology. The present chapter should also be read in
conjunction with chapter 5 (Demographic dynamics and sustainability).

PROGRAMME AREAS

A. Focusing on unsustainable patterns of production and consumption

Basis for action

Poverty and environmental degradation are closely interrelated. While poverty results in certain kinds of
environmental stress, the major cause of the continued deterioration of the global environment is the
unsustainable pattern of consumption and production, particularly in industrialized countries, which is a
matter of grave concern, aggravating poverty and imbalances.

Measures to be undertaken at the international level for the protection and enhancement of the
environment must take fully into account the current imbalances in the global patterns of consumption
and production.

Special attention should be paid to the demand for natural resources generated by unsustainable
consumption and to the efficient use of those resources consistent with the goal of minimizing depletion
and reducing pollution. Although consumption patterns are very high in certain parts of the world, the
basic consumer needs of a large section of humanity are not being met. This results in excessive
demands and unsustainable lifestyles among the richer segments, which place immense stress on the
environment. The poorer segments, meanwhile, are unable to meet food, health care, shelter and
educational needs. Changing consumption patterns will require a multipronged strategy focusing on
demand, meeting the basic needs of the poor, and reducing wastage and the use of finite resources in
the production process.

Growing recognition of the importance of addressing consumption has also not yet been matched by an
understanding of its implications. Some economists are questioning traditional concepts of economic
growth and underlining the importance of pursuing economic objectives that take account of the full
value of natural resource capital. More needs to be known about the role of consumption in relation to
economic growth and population dynamics in order to formulate coherent international and national
policies.

Objectives

Action is needed to meet the following broad objectives:

(a) To promote patterns of consumption and production that reduce environmental stress and will
meet the basic needs of humanity;
(b) To develop a better understanding of the role of consumption and how to bring about more
sustainable consumption patterns.

39
Activities

Management-related activities

Adopting an international approach to achieving sustainable consumption patterns

In principle, countries should be guided by the following basic objectives in their efforts to address
consumption and lifestyles in the context of environment and development:

(a) All countries should strive to promote sustainable consumption patterns;

(b) Developed countries should take the lead in achieving sustainable consumption patterns;

Developing countries should seek to achieve sustainable consumption patterns in their development
process, guaranteeing the provision of basic needs for the poor, while avoiding those unsustainable
patterns, particularly in industrialized countries, generally recognized as unduly hazardous to the
environment, inefficient and wasteful, in their development processes. This requires enhanced
technological and other assistance from industrialized countries.

In the follow-up of the implementation of Agenda 21 the review of progress made in achieving
sustainable consumption patterns should be given high priority.

Data and information

Undertaking research on consumption

In order to support this broad strategy, Governments, and/or private research and policy institutes, with
the assistance of regional and international economic and environmental organizations, should make a
concerted effort to:

(a) Expand or promote databases on production and consumption and develop methodologies for
analysing them;
(b) Assess the relationship between production and consumption, environment, technological
adaptation and innovation, economic growth and development, and demographic factors;
(c) Examine the impact of ongoing changes in the structure of modern industrial economies away
from material-intensive economic growth;
(d) Consider how economies can grow and prosper while reducing the use of energy and materials
and the production of harmful materials;
(e) Identify balanced patterns of consumption worldwide which the Earth can support in the long
term.

Developing new concepts of sustainable economic growth and prosperity

Consideration should also be given to the present concepts of economic growth and the need for new
concepts of wealth and prosperity which allow higher standards of living through changed lifestyles and
are less dependent on the Earth's finite resources and more in harmony with the Earth's carrying
capacity. This should be reflected in the evolution of new systems of national accounts and other
indicators of sustainable development.

B. International cooperation and coordination

While international review processes exist for examining economic, development and demographic
factors, more attention needs to be paid to issues related to consumption and production patterns and
sustainable lifestyles and environment.

In the follow-up of the implementation of Agenda 21, reviewing the role and impact of unsustainable
production and consumption patterns and lifestyles and their relation to sustainable development should
be given high priority.

Financing and cost evaluation

40
The Conference secretariat has estimated that implementation of this programme is not likely to require
significant new financial resources.

Developing national policies and strategies to encourage changes in unsustainable consumption

patterns

Basis for action

Achieving the goals of environmental quality and sustainable development will require efficiency in
production and changes in consumption patterns in order to emphasize optimization of resource use
and minimization of waste. In many instances, this will require reorientation of existing production and
consumption patterns that have developed in industrial societies and are in turn emulated in much of the
world.

Progress can be made by strengthening positive trends and directions that are emerging, as part of a
process aimed at achieving significant changes in the consumption patterns of industries, Governments,
households and individuals.

Objectives

In the years ahead, Governments, working with appropriate organizations, should strive to meet the
following broad objectives:

(a) Promote efficiency in production processes and reduce wasteful consumption in the process of
economic growth, taking into account the development needs of developing countries;
(b) Develop a domestic policy framework that will encourage a shift to more sustainable
patterns of production and consumption;
(c) Reinforce both values that encourage sustainable production and consumption patterns and
policies that encourage the transfer of environmentally sound technologies to developing
countries.

Activities

Encouraging greater efficiency in the use of energy and resources

Reducing the amount of energy and materials used per unit in the production of goods and services can
contribute both to the alleviation of environmental stress and to greater economic and industrial
productivity and competitiveness. Governments, in cooperation with industry, should therefore intensify
efforts to use energy and resources in an economically efficient and environmentally sound manner by:

(a) Encouraging the dissemination of existing environmentally sound technologies;

(b) Promoting research and development in environmentally sound technologies;
(c) Assisting developing countries to use these technologies efficiently and to develop
technologies suited to their particular circumstances;
(d) Encouraging the environmentally sound use of new and renewable sources of energy;
(e) Encouraging the environmentally sound and sustainable use of renewable natural resources.
(f) Minimizing the generation of wastes

At the same time, society needs to develop effective ways of dealing with the problem of disposing of
mounting levels of waste products and materials. Governments, together with industry, households and
the public, should make a concerted effort to reduce the generation of wastes and waste products by:

(a) Encouraging recycling in industrial processes and at the consumed level;

(b) Reducing wasteful packaging of products;
(c) Encouraging the introduction of more environmentally sound products.

Assisting individuals and households to make environmentally sound purchasing decisions

The recent emergence in many countries of a more environmentally conscious consumer public,
combined with increased interest on the part of some industries in providing environmentally sound
consumer products, is a significant development that should be encouraged. Governments and

41
international organizations, together with the private sector, should develop criteria and methodologies
for the assessment of environmental impacts and resource requirements throughout the full life cycle of
products and processes. Results of those assessments should be transformed into clear indicators in
order to inform consumers and decision makers.

Governments, in cooperation with industry and other relevant groups, should encourage expansion of
environmental labelling and other environmentally related product information programmes designed to
assist consumers to make informed choices.

They should also encourage the emergence of an informed consumer public and assist individuals and
households to make environmentally informed choices by:

(a) Providing information on the consequences of consumption choices and behaviour so as to

encourage demand for environmentally sound products and use of products;
(b) Making consumers aware of the health and environmental impact of products, through
such means as consumer legislation and environmental labelling;
(c) Encouraging specific consumer-oriented programmes, such as recycling and deposit/refund
systems.

Exercising leadership through government purchasing

Governments themselves also play a role in consumption, particularly in countries where the public
sector plays a large role in the economy and can have a considerable influence on both corporate
decisions and public perceptions. They should therefore review the purchasing policies of their agencies
and departments so that they may improve, where possible, the environmental content of government
procurement policies, without prejudice to international trade principles.

Without the stimulus of prices and market signals that make clear to producers and consumers the
environmental costs of the consumption of energy, materials and natural resources and the generation
of wastes, significant changes in consumption and production patterns seem unlikely to occur in the
near future. Some progress has begun in the use of appropriate economic instruments to influence
consumer behaviour. These instruments include environmental charges and taxes, deposit/refund
systems, etc. This process should be encouraged in the light of country-specific conditions.

Reinforcing values that support sustainable consumption

Governments and private-sector organizations should promote more positive attitudes towards
sustainable consumption through education, public awareness programmes and other means, such as
positive advertising of products and services that utilize environmentally sound technologies or
encourage sustainable production and consumption patterns. In the review of the implementation of
Agenda 21, an assessment of the progress achieved in developing these national policies and
strategies should be given due consideration.

Means of implementation

This programme is concerned primarily with changes in unsustainable patterns of consumption and
production and values that encourage sustainable consumption patterns and lifestyles. It requires the
combined efforts of Governments, consumers and producers. Particular attention should be paid to the
significant role played by women and households as consumers and the potential impacts of their
combined purchasing power on the economy.

42
CHAPTER 7
PROMOTING SUSTAINABLE HUMAN SETTLEMENT DEVELOPMENT

In industrialized countries, the consumption patterns of cities are severely stressing the global
ecosystem, while settlements in the developing world need more raw material, energy, and economic
development simply to overcome basic economic and social problems. Human settlement conditions in
many parts of the world, particularly the developing countries, are deteriorating mainly as a result of the
low levels of investment in the sector attributable to the overall resource constraints in these countries.
In the low-income countries for which recent data are available, an average of only 5.6 per cent of
central government expenditure went to housing, amenities, social security and welfare. Expenditure by
international support and finance organizations is equally low. For example, only 1 per cent of the United
Nations system's total grant-financed expenditures in 1988 went to human settlements, while in 1991,
loans from the World Bank and the International Development Association (IDA) for urban development
and water supply and sewerage amounted to 5.5 and 5.4 per cent, respectively, of their total lending.

On the other hand, available information indicates that technical cooperation activities in the human
settlement sector generate considerable public and private sector investment. For example, every dollar
of UNDP technical cooperation expenditure on human settlements in 1988 generated a follow-up
investment of $122, the highest of all UNDP sectors of assistance.

This is the foundation of the "enabling approach" advocated for the human settlement sector. External
assistance will help to generate the internal resources needed to improve the living and working
environments of all people by the year 2000 and beyond, including the growing number of unemployed -
the no-income group. At the same time the environmental implications of urban development should be
recognized and addressed in an integrated fashion by all countries, with high priority being given to the
needs of the urban and rural poor, the unemployed and the growing number of people without any
source of income.

Human settlement objective

The overall human settlement objective is to improve the social, economic and environmental quality of
human settlements and the living and working environments of all people, in particular the urban and
rural poor. Such improvement should be based on technical cooperation activities, partnerships among
the public, private and community sectors and participation in the decision-making process by
community groups and special interest groups such as women, indigenous people, the elderly and the
disabled. These approaches should form the core principles of national settlement strategies. In
developing these strategies, countries will need to set priorities among the eight programme areas in
this chapter in accordance with their national plans and objectives, taking fully into account their social
and cultural capabilities. Furthermore, countries should make appropriate provision to monitor the
impact of their strategies on marginalized and disenfranchised groups, with particular reference to the
needs of women.

The programme areas included in this chapter are:

(a) Providing adequate shelter for all;

(b) Improving human settlement management;
(c) Promoting sustainable land-use planning and management;
(d) Promoting the integrated provision of environmental infrastructure: water, sanitation, drainage
and solid-waste management;
(e) Promoting sustainable energy and transport systems in human settlements;
(f) Promoting human settlement planning and management in disaster-prone areas;
(g) Promoting sustainable construction industry activities;
(h) Promoting human resource development and capacity-building for human settlement
development.

PROGRAMME AREAS

Providing adequate shelter for all

Basis for action

43
Access to safe and healthy shelter is essential to a person's physical, psychological, social and
economic well-being and should be a fundamental part of national and international action. The right to
adequate housing as a basic human right is enshrined in the Universal Declaration of Human Rights and
the International Covenant on Economic, Social and Cultural Rights. Despite this, it is estimated that at
the present time, at least 1 billion people do not have access to safe and healthy shelter and that if
appropriate action is not taken, this number will increase dramatically by the end of the century and
beyond.

A major global programme to address this problem is the Global Strategy for Shelter to the Year 2000,
adopted by the General Assembly in December 1988 (resolution 43/181, annex). Despite its widespread
endorsement, the Strategy needs a much greater level of political and financial support to enable it to
reach its goal of facilitating adequate shelter for all by the end of the century and beyond.

Objective

The objective is to achieve adequate shelter for rapidly growing populations and for the currently
deprived urban and rural poor through an enabling approach to shelter development and improvement
that is environmentally sound.

Activities

The following activities should be undertaken:

As a first step towards the goal of providing adequate shelter for all, all countries should take immediate
measures to provide shelter to their homeless poor, while the international community and financial
institutions should undertake actions to support the efforts of the developing countries to provide shelter
to the poor;

(a) All countries should adopt and/or strengthen national shelter strategies, with targets based, as
appropriate, on the principles and recommendations contained in the Global Strategy for
Shelter to the Year 2000. People should be protected by law against unfair eviction from their
homes or land;
(b) All countries should, as appropriate, support the shelter efforts of the urban and rural poor, the
unemployed and the no-income group by adopting and/or adapting existing codes and
regulations, to facilitate their access to land, finance and low-cost building materials and by
actively promoting the regularization and upgrading of informal settlements and urban slums as
an expedient measure and pragmatic solution to the urban shelter deficit;
(c) All countries should, as appropriate, facilitate access of urban and rural poor to shelter by
adopting and utilizing housing and finance schemes and new innovative mechanisms adapted
to their circumstances;
(d) All countries should support and develop environmentally compatible shelter strategies at
national, state/provincial and municipal levels through partnerships among the private, public
and community sectors and with the support of community-based organizations;
(e) All countries, especially developing ones, should, as appropriate, formulate and implement
programmes to reduce the impact of the phenomenon of rural to urban drift by improving rural
living conditions;
(f) All countries, where appropriate, should develop and implement resettlement programmes that
address the specific problems of displaced populations in their respective countries;
(g) All countries should, as appropriate, document and monitor the implementation of their national
shelter strategies by using, inter alia, the monitoring guidelines adopted by the Commission on
Human Settlements and the shelter performance indicators being produced jointly by the
United Nations Centre for Human Settlements (Habitat) and the World Bank;
(h) Bilateral and multilateral cooperation should be strengthened in order to support the
implementation of the national shelter strategies of developing countries;
(i) Global progress reports covering national action and the support activities of international
organizations and bilateral donors should be produced and disseminated on a biennial basis,
as requested in the Global Strategy for Shelter to the Year 2000.

Means of implementation

Financing and cost evaluation

44
The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $75 billion, including about $10 billion from the international
community on grant or concessional terms. These are indicative and order-of-magnitude estimates only
and have not been reviewed by Governments. Actual costs and financial terms, including any that are
non-concessional, will depend upon, inter alia, the specific strategies and programmes Governments
decide upon for implementation.

Scientific and technological means

The requirements under this heading are addressed in each of the other programme areas included in
the present chapter.

Human resource development and capacity-building

Developed countries and funding agencies should provide specific assistance to developing countries in
adopting an enabling approach to the provision of shelter for all, including the no-income group, and
covering research institutions and training activities for government officials, professionals, communities
and non-governmental organizations and by strengthening local capacity for the development of
appropriate technologies.

Improving human settlement management

Basis for action

By the turn of the century, the majority of the world's population will be living in cities. While urban
settlements, particularly in developing countries, are showing many of the symptoms of the global
environment and development crisis, they nevertheless generate 60 per cent of gross national product
and, if properly managed, can develop the capacity to sustain their productivity, improve the living
conditions of their residents and manage natural resources in a sustainable way.

Some metropolitan areas extend over the boundaries of several political and/or administrative entities
(counties and municipalities) even though they conform to a continuous urban system. In many cases
this political heterogeneity hinders the implementation of comprehensive environmental management
programmes.

Objective

The objective is to ensure sustainable management of all urban settlements, particularly in developing
countries, in order to enhance their ability to improve the living conditions of residents, especially the
marginalized and disenfranchised, thereby contributing to the achievement of national economic
development goals.

Activities

Improving urban management

One existing framework for strengthening management is in the United Nations Development
Programme/World Bank/United Nations Centre for Human Settlements (Habitat) Urban Management
Programme (UMP), a concerted global effort to assist developing countries in addressing urban
management issues. Its coverage should be extended to all interested countries during the period 1993-
2000. All countries should, as appropriate and in accordance with national plans, objectives and
priorities and with the assistance of non-governmental organizations and representatives of local
authorities, undertake the following activities at the national, state/provincial and local levels, with the
assistance of relevant programmes and support agencies:

(a) Adopting and applying urban management guidelines in the areas of land management, urban
environmental management, infrastructure management and municipal finance and
administration;

45
(b) Accelerating efforts to reduce urban poverty through a number of actions, including:

i. Generating employment for the urban poor, particularly women, through the provision,
improvement and maintenance of urban infrastructure and services and the support of
economic activities in the informal sector, such as repairs, recycling, services and small
commerce;
ii. Providing specific assistance to the poorest of the urban poor through, inter alia, the creation of
social infrastructure in order to reduce hunger and homelessness, and the provision of
adequate community services;
iii. Encouraging the establishment of indigenous community-based organizations, private
voluntary organizations and other forms of non-governmental entities that can contribute to the
efforts to reduce poverty and improve the quality of life for low-income families;

(c) Adopting innovative city planning strategies to address environmental and social issues by:

i. Reducing subsidies on, and recovering the full costs of, environmental and other services of
high standard (e.g. water supply, sanitation, waste collection, roads, telecommunications)
provided to higher income neighbourhoods;
ii. Improving the level of infrastructure and service provision in poorer urban areas;

(d) Developing local strategies for improving the quality of life and the environment, integrating
decisions on land use and land management, investing in the public and private sectors and
mobilizing human and material resources, thereby promoting employment generation that is
environmentally sound and protective of human health.

Strengthening urban data systems

During the period 1993-2000 all countries should undertake, with the active participation of the business
sector as appropriate, pilot projects in selected cities for the collection, analysis and subsequent
dissemination of urban data, including environmental impact analysis, at the local, state/provincial,
national and international levels and the establishment of city data management capabilities. United
Nations organizations, such as Habitat, UNEP and UNDP, could provide technical advice and model
data management systems.

Encouraging intermediate city development

In order to relieve pressure on large urban agglomerations of developing countries, policies and
strategies should be implemented towards the development of intermediate cities that create
employment opportunities for unemployed labour in the rural areas and support rural-based economic
activities, although sound urban management is essential to ensure that urban sprawl does not expand
resource degradation over an ever wider land area and increase pressures to convert open space and
agricultural/buffer lands for development.

Therefore all countries should, as appropriate, conduct reviews of urbanization processes and policies in
order to assess the environmental impacts of growth and apply urban planning and management
approaches specifically suited to the needs, resource capabilities and characteristics of their growing
intermediate-sized cities. As appropriate, they should also concentrate on activities aimed at facilitating
the transition from rural to urban lifestyles and settlement patterns and at promoting the development of
small-scale economic activities, particularly the production of food, to support local income generation
and the production of intermediate goods and services for rural hinterlands.

All cities, particularly those characterized by severe sustainable development problems, should, in
accordance with national laws, rules and regulations, develop and strengthen programmes aimed at
addressing such problems and guiding their development along a sustainable path. Some international
initiatives in support of such efforts, as in the Sustainable Cities Programme of Habitat and the Healthy
Cities Programme of WHO, should be intensified. Additional initiatives involving the World Bank, the
regional development banks and bilateral agencies, as well as other interested stakeholders, particularly
international and national representatives of local authorities, should be strengthened and coordinated.
Individual cities should, as appropriate:

(a) Institutionalize a participatory approach to sustainable urban development, based on a

continuous dialogue between the actors involved in urban development (the public sector,
private sector and communities), especially women and indigenous people;

46
 (b) Improve the urban environment by promoting social organization and environmental awareness
through the participation of local communities in the identification of public services needs, the
provision of urban infrastructure, the enhancement of public amenities and the protection
and/or rehabilitation of older buildings, historic precincts and other cultural artifacts. In addition,
"green works" programmes should be activated to create self-sustaining human development
activities and both formal and informal employment opportunities for low-income urban
residents;
(c) Strengthen the capacities of their local governing bodies to deal more effectively with the broad
range of developmental and environmental challenges associated with rapid and sound urban
growth through comprehensive approaches to planning that recognize the individual needs of
cities and are based on ecologically sound urban design practices;
(d) Participate in international "sustainable city networks" to exchange experiences and mobilize
national and international technical and financial support;
(e) Promote the formulation of environmentally sound and culturally sensitive tourism programmes
as a strategy for sustainable development of urban and rural settlements and as a way of
decentralizing urban development and reducing discrepancies among regions;
(f) Establish mechanisms, with the assistance of relevant international agencies, to mobilize
resources for local initiatives to improve environmental quality;
(g) Empower community groups, non-governmental organizations and individuals to assume the
authority and responsibility for managing and enhancing their immediate environment through
participatory tools, techniques and approaches embodied in the concept of environmental care.
(h) Cities of all countries should reinforce cooperation among themselves and cities of the
developed countries, under the aegis of non-governmental organizations active in this field,
such as the International Union of Local Authorities (IULA), the International Council for Local
Environmental Initiatives (ICLEI) and the World Federation of Twin Cities.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $100 billion, including about $15 billion from the
international community on grant or concessional terms. These are indicative and order-of-magnitude
estimates only and have not been reviewed by Governments. Actual costs and financial terms, including
any that are non-concessional, will depend upon, inter alia, the specific strategies and programmes
Governments decide upon for implementation.

Human resource development and capacity-building

Developing countries should, with appropriate international assistance, consider focusing on training
and developing a cadre of urban managers, technicians, administrators and other relevant stakeholders
who can successfully manage environmentally sound urban development and growth and are equipped
with the skills necessary to analyse and adapt the innovative experiences of other cities. For this
purpose, the full range of training methods - from formal education to the use of the mass media -
should be utilized, as well as the "learning by doing" option.

Developing countries should also encourage technological training and research through joint efforts by
donors, non-governmental organizations and private business in such areas as the reduction of waste,
water quality, saving of energy, safe production of chemicals and less polluting transportation.

Capacity-building activities carried out by all countries, assisted as suggested above, should go beyond
the training of individuals and functional groups to include institutional arrangements, administrative
routines, inter-agency linkages, information flows and consultative processes.

In addition, international efforts, such as the Urban Management Programme, in cooperation with
multilateral and bilateral agencies, should continue to assist the developing countries in their efforts to
develop a participatory structure by mobilizing the human resources of the private sector, non-
governmental organizations and the poor, particularly women and the disadvantaged.

Promoting sustainable land-use planning and management

Basis for action

47
Access to land resources is an essential component of sustainable low-impact lifestyles. Land resources
are the basis for (human) living systems and provide soil, energy, water and the opportunity for all
human activity. In rapidly growing urban areas, access to land is rendered increasingly difficult by the
conflicting demands of industry, housing, commerce, agriculture, land tenure structures and the need for
open spaces. Furthermore, the rising costs of urban land prevent the poor from gaining access to
suitable land. In rural areas, unsustainable practices, such as the exploitation of marginal lands and the
encroachment on forests and ecologically fragile areas by commercial interests and landless rural
populations, result in environmental degradation, as well as in diminishing returns for impoverished rural
settlers.

Objective

The objective is to provide for the land requirements of human settlement development through
environmentally sound physical planning and land use so as to ensure access to land to all households
and, where appropriate, the encouragement of communally and collectively owned and managed land.
Particular attention should be paid to the needs of women and indigenous people for economic and
cultural reasons.

Activities

All countries should consider, as appropriate, undertaking a comprehensive national inventory of their
land resources in order to establish a land information system in which land resources will be classified
according to their most appropriate uses and environmentally fragile or disaster-prone areas will be
identified for special protection measures.

Subsequently, all countries should consider developing national land-resource management plans to
guide land-resource development and utilization and, to that end, should:

(a) Establish, as appropriate, national legislation to guide the implementation of public policies for
environmentally sound urban development, land utilization, housing and for the improved
management of urban expansion;
(b) Create, where appropriate, efficient and accessible land markets that meet community
development needs by, inter alia, improving land registry systems and streamlining procedures
in land transactions;
(c) Develop fiscal incentives and land-use control measures, including land-use planning solutions
for a more rational and environmentally sound use of limited land resources;
(d) Encourage partnerships among the public, private and community sectors in managing land
resources for human settlements development;
(e) Strengthen community-based land-resource protection practices in existing urban and rural
settlements;
(f) Establish appropriate forms of land tenure that provide security of tenure for all land-users,
especially indigenous people, women, local communities, the low-income urban dwellers and
the rural poor;
(g) Accelerate efforts to promote access to land by the urban and rural poor, including credit
schemes for the purchase of land and for building/acquiring or improving safe and healthy
shelter and infrastructure services;
(h) Develop and support the implementation of improved land-management practices that deal
comprehensively with potentially competing land requirements for agriculture, industry,
transport, urban development, green spaces, preserves and other vital needs;
(i) Promote understanding among policy makers of the adverse consequences of unplanned
settlements in environmentally vulnerable areas and of the appropriate national and local land-
use and settlements policies required for this purpose.

At the international level, global coordination of land-resource management activities should be

strengthened by the various bilateral and multilateral agencies and programmes, such as UNDP, FAO,
the World Bank, the regional development banks, other interested organizations and the UNDP/World
Bank/Habitat Urban Management Programme, and action should be taken to promote the transfer of
applicable experience on sustainable land-management practices to and among developing countries.

48
Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $3 billion, including about $300 million from the international
community on grant or concessional terms. These are indicative and order-of-magnitude estimates only
and have not been reviewed by Governments. Actual costs and financial terms, including any that are
non-concessional, will depend upon, inter alia, the specific strategies and programmes Governments
decide upon for implementation.

Scientific and technological means

All countries, particularly developing countries, alone or in regional or subregional groupings, should be
given access to modern techniques of land-resource management, such as geographical information
systems, satellite photography/imagery and other remote-sensing technologies.

C. Human resource development and capacity-building

Environmentally focused training activities in sustainable land-resources planning and management

should be undertaken in all countries, with developing countries being given assistance through
international support and funding agencies in order to:

(a) Strengthen the capacity of national, state/provincial and local educational research and training
institutions to provide formal training of land-management technicians and professionals;
(b) Facilitate the organizational review of government ministries and agencies responsible for land
questions, in order to devise more efficient mechanisms of land-resource management, and carry
out periodic in-service refresher courses for the managers and staff of such ministries and agencies
in order to familiarize them with up-to-date land-resource-management technologies;
(c) Where appropriate, provide such agencies with modern equipment, such as computer
hardware and software and survey equipment;
(d) Strengthen existing programmes and promote an international and interregional exchange of
information and experience in land management through the establishment of professional
associations in land-management sciences and related activities, such as workshops and seminars.

Promoting the integrated provision of environmental infrastructure: water, sanitation, drainage and solid-
waste management

Basis for action

The sustainability of urban development is defined by many parameters relating to the availability of
water supplies, air quality and the provision of environmental infrastructure for sanitation and waste
management. As a result of the density of users, urbanization, if properly managed, offers unique
opportunities for the supply of sustainable environmental infrastructure through adequate pricing
policies, educational programmes and equitable access mechanisms that are economically and
environmentally sound. In most developing countries, however, the inadequacy and lack of
environmental infrastructure is responsible for widespread ill-health and a large number of preventable
deaths each year. In those countries conditions are set to worsen due to growing needs that exceed the
capacity of Governments to respond adequately.

An integrated approach to the provision of environmentally sound infrastructure in human settlements, in

particular for the urban and rural poor, is an investment in sustainable development that can improve the
quality of life, increase productivity, improve health and reduce the burden of investments in curative
medicine and poverty alleviation.

Most of the activities whose management would be improved by an integrated approach, are covered in
Agenda 21 as follows: chapter 6 (Protecting and promoting human health conditions), chapters 9
(Protecting the atmosphere), 18 (Protecting the quality and supply of freshwater resources) and 21
(Environmentally sound management of solid wastes and sewage-related issues).

49
Objective

The objective is to ensure the provision of adequate environmental infrastructure facilities in all
settlements by the year 2025. The achievement of this objective would require that all developing
countries incorporate in their national strategies programmes to build the necessary technical, financial
and human resource capacity aimed at ensuring better integration of infrastructure and environmental
planning by the year 2000.

Activities

All countries should assess the environmental suitability of infrastructure in human settlements, develop
national goals for sustainable management of waste, and implement environmentally sound technology
to ensure that the environment, human health and quality of life are protected. Settlement infrastructure
and environmental programmes designed to promote an integrated human settlements approach to the
planning, development, maintenance and management of environmental infrastructure (water supply,
sanitation, drainage, solid-waste management) should be strengthened with the assistance of bilateral
and multilateral agencies. Coordination among these agencies and with collaboration from international
and national representatives of local authorities, the private sector and community groups should also
be strengthened. The activities of all agencies engaged in providing environmental infrastructure should,
where possible, reflect an ecosystem or metropolitan area approach to settlements and should include
monitoring, applied research, capacity-building, transfer of appropriate technology and technical
cooperation among the range of programme activities.

Developing countries should be assisted at the national and local levels in adopting an integrated
approach to the provision of water supply, energy, sanitation, drainage and solid-waste management,
and external funding agencies should ensure that this approach is applied in particular to environmental
infrastructure improvement in informal settlements based on regulations and standards that take into
account the living conditions and resources of the communities to be served.

All countries should, as appropriate, adopt the following principles for the provision of environmental
infrastructure:

(a) Adopt policies that minimize if not altogether avoid environmental damage, whenever possible;
(b) Ensure that relevant decisions are preceded by environmental impact assessments and also
take into account the costs of any ecological consequences;
(c) Promote development in accordance with indigenous practices and adopt technologies
appropriate to local conditions;
(d) Promote policies aimed at recovering the actual cost of infrastructure services, while at the
same time recognizing the need to find suitable approaches (including subsidies) to extend
basic services to all households;
(e) Seek joint solutions to environmental problems that affect several localities.

The dissemination of information from existing programmes should be facilitated and encouraged
among interested countries and local institutions.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated most of the costs of implementing the activities of this
programme in other chapters. The secretariat estimates the average total annual cost (1993-2000) of
technical assistance from the international community grant or concessional terms to be about $50
million. These are indicative and order-of-magnitude estimates only and have not been reviewed by
Governments. Actual costs and financial terms, including any that are non-concessional, will depend
upon, inter alia, the specific strategies and programmes Governments decide upon for implementation.

Scientific and technological means

Scientific and technological means within the existing programmes should be coordinated wherever
possible and should:

50
 (a) Accelerate research in the area of integrated policies of environmental infrastructure
programmes and projects based on cost/benefit analysis and overall environmental impact;
(b) Promote methods of assessing "effective demand", utilizing environment and development data
as criteria for selecting technology.

D. Human resource development and capacity-building

With the assistance and support of funding agencies, all countries should, as appropriate, undertake
training and popular participation programmes aimed at:

(a) Raising awareness of the means, approaches and benefits of the provision of environmental
infrastructure facilities, especially among indigenous people, women, low-income groups and the
poor;
(b) Developing a cadre of professionals with adequate skills in integrated infrastructural service
planning and maintenance of resource-efficient, environmentally sound and socially acceptable
systems;
(c) Strengthening the institutional capacity of local authorities and administrators in the integrated
provision of adequate infrastructure services in partnership with local communities and the private
sector;
(d) Adopting appropriate legal and regulatory instruments, including cross-subsidy arrangements,
to extend the benefits of adequate and affordable environmental infrastructure to unserved
population groups, especially the poor.

Promoting sustainable energy and transport systems in human settlements

Basis for action

Most of the commercial and non-commercial energy produced today is used in and for human
settlements, and a substantial percentage of it is used by the household sector. Developing countries
are at present faced with the need to increase their energy production to accelerate development and
raise the living standards of their populations, while at the same time reducing energy production costs
and energy-related pollution. Increasing the efficiency of energy use to reduce its polluting effects and to
promote the use of renewable energies must be a priority in any action taken to protect the urban
environment.

Developed countries, as the largest consumers of energy, are faced with the need for energy planning
and management, promoting renewable and alternate sources of energy, and evaluating the life-cycle
costs of current systems and practices as a result of which many metropolitan areas are suffering from
pervasive air quality problems related to ozone, particulate matters and carbon monoxide. The causes
have much to do with technological inadequacies and with an increasing fuel consumption generated by
inefficiencies, high demographic and industrial concentrations and a rapid expansion in the number of
motor vehicles.

Transport accounts for about 30 per cent of commercial energy consumption and for about 60 per cent
of total global consumption of liquid petroleum. In developing countries, rapid motorization and
insufficient investments in urban-transport planning, traffic management and infrastructure, are creating
increasing problems in terms of accidents and injury, health, noise, congestion and loss of productivity
similar to those occurring in many developed countries. All of these problems have a severe impact on
urban populations, particularly the low-income and no-income groups.

Objectives

The objectives are to extend the provision of more energy-efficient technology and alternative/renewable
energy for human settlements and to reduce negative impacts of energy production and use on human
health and on the environment.

Activities

The principal activities relevant to this programme area are included in chapter 9 (Protection of the
atmosphere), programme area B, subprogramme 1 (Energy development, efficiency and consumption)
and subprogramme 2 (Transportation).

51
A comprehensive approach to human settlements development should include the promotion of
sustainable energy development in all countries, as follows:

(a) Developing countries, in particular, should:

i. Formulate national action programmes to promote and support reafforestation and

national forest regeneration with a view to achieving sustained provision of the
biomass energy needs of the low-income groups in urban areas and the rural poor, in
particular women and children;
ii. Formulate national action programmes to promote integrated development of energy-
saving and renewable energy technologies, particularly for the use of solar, hydro,
wind and biomass sources;
iii. Promote wide dissemination and commercialization of renewable energy technologies
through suitable measures, inter alia, fiscal and technology transfer mechanisms;
iv. Carry out information and training programmes directed at manufacturers and users in
order to promote energy-saving techniques and energy-efficient appliances;

(b) International organizations and bilateral donors should:

i. Support developing countries in implementing national energy programmes in order to achieve

widespread use of energy-saving and renewable energy technologies, particularly the use of
solar, wind, biomass and hydro sources;
ii. Provide access to research and development results to increase energy-use efficiency levels in
human settlements.

Promoting efficient and environmentally sound urban transport systems in all countries should be a
comprehensive approach to urban-transport planning and management. To this end, all countries
should:

(a) Integrate land-use and transportation planning to encourage development

patterns that reduce transport demand;
(b) Adopt urban-transport programmes favouring high-occupancy public
transport in countries, as appropriate;
(c) Encourage non-motorized modes of transport by providing safe cycleways
and footways in urban and suburban centres in countries, as appropriate;
(d) Devote particular attention to effective traffic management, efficient operation
of public transport and maintenance of transport infrastructure;
(e) Promote the exchange of information among countries and representatives
of local and metropolitan areas;
(f) Re-evaluate the present consumption and production patterns in order to
reduce the use of energy and national resources.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the costs of implementing the activities of this programme in
chapter 9 (Protection of the atmosphere).

Human resource development and capacity-building

In order to enhance the skills of energy service and transport professionals and institutions, all countries
should, as appropriate:

(a) Provide on-the-job and other training of government officials, planners, traffic
engineers and managers involved in the energy-service and transport
section;
(b) Raise public awareness of the environmental impacts of transport and travel
behaviour through mass media campaigns and support for non-

52
 governmental and community initiatives promoting the use of non-motorized
transport, shared driving and improved traffic safety measures;
(c) Strengthen regional, national, state/provincial, and private sector institutions
that provide education and training on energy service and urban transport
planning and management.

Promoting human settlement planning and management in disaster-prone areas

Basis for action

Natural disasters cause loss of life, disruption of economic activities and urban productivity, particularly
for highly susceptible low-income groups, and environmental damage, such as loss of fertile agricultural
land and contamination of water resources, and can lead to major resettlement of populations. Over the
past two decades, they are estimated to have caused some 3 million deaths and affected 800 million
people. Global economic losses have been estimated by the Office of the United Nations Disaster Relief
Coordinator to be in the range of $30-50 billion per year.

The General Assembly, in resolution 44/236, proclaimed the 1990s as the International Decade for
Natural Disaster Reduction. The goals of the Decade bear relevance to the objectives of the present
programme area.

In addition, there is an urgent need to address the prevention and reduction of man-made disasters
and/or disasters caused by, inter alia, industries, unsafe nuclear power generation and toxic wastes (see
chapter 6 of Agenda 21).

Objective

The objective is to enable all countries, in particular those that are disaster-prone, to mitigate the
negative impact of natural and man-made disasters on human settlements, national economies and the
environment.

Activities

Three distinct areas of activity are foreseen under this programme area, namely, the development of a
"culture of safety", pre-disaster planning and post-disaster reconstruction.

Developing a culture of safety

To promote a "culture of safety" in all countries, especially those that are disaster-prone, the following
activities should be carried out:

(a) Completing national and local studies on the nature and occurrence of
natural disasters, their impact on people and economic activities, the effects
of inadequate construction and land use in hazard-prone areas, and the
social and economic advantages of adequate pre-disaster planning;
(b) Implementing nationwide and local awareness campaigns through all
available media, translating the above knowledge into information easily
comprehensible to the general public and to the populations directly exposed
to hazards;
(c) Strengthening, and/or developing global, regional, national and local early
warning systems to alert populations to impending disasters;
(d) Identifying industrially based environmental disaster areas at the national
and international levels and implementing strategies aimed at the
rehabilitation of these areas through, inter alia:

i. Restructuring of the economic activities and promoting new job opportunities in environmentally
sound sectors;
ii. Promoting close collaboration between governmental and local authorities, local communities
and non-governmental organizations and private business;
iii. Developing and enforcing strict environmental control standards.

53
Developing pre-disaster planning

Pre-disaster planning should form an integral part of human settlement planning in all countries. The
following should be included:

(a) Undertaking complete multi-hazard research into risk and vulnerability of

human settlements and settlement infrastructure, including water and
sewerage, communication and transportation networks, as one type of risk
reduction may increase vulnerability to another (e.g., an earthquake-resistant
house made of wood will be more vulnerable to wind storms);
(b) Developing methodologies for determining risk and vulnerability within
specific human settlements and incorporating risk and vulnerability reduction
into the human settlement planning and management process;
(c) Redirecting inappropriate new development and human settlements to areas
not prone to hazards;
(d) Preparing guidelines on location, design and operation of potentially
hazardous industries and activities;
(e) Developing tools (legal, economic etc.) to encourage disaster-sensitive
development, including means of ensuring that limitations on development
options are not punitive to owners, or incorporate alternative means of
compensation;
(f) Further developing and disseminating information on disaster-resistant
building materials and construction technologies for buildings and public
works in general;
(g) Developing training programmes for contractors and builders on disaster-
resistant construction methods. Some programmes should be directed
particularly to small enterprises, which build the great majority of housing and
other small buildings in the developing countries, as well as to the rural
populations, which build their own houses;
(h) Developing training programmes for emergency site managers, non-
governmental organizations and community groups which cover all aspects
of disaster mitigation, including urban search and rescue, emergency
communications, early warning techniques, and pre-disaster planning;
(i) Developing procedures and practices to enable local communities to receive
information about hazardous installations or situations in these areas, and
facilitate their participation in early warning and disaster abatement and
response procedures and plans;
(j) Preparing action plans for the reconstruction of settlements, especially the
reconstruction of community life-lines.

E. Initiating post-disaster reconstruction and rehabilitation planning

The international community, as a major partner in post-reconstruction and rehabilitation, should ensure
that the countries involved derive the greatest benefits from the funds allocated by undertaking the
following activities:

(a) Carrying out research on past experiences on the social and economic
aspects of post-disaster reconstruction and adopting effective strategies and
guidelines for post-disaster reconstruction, with particular focus on
development-focused strategies in the allocation of scarce reconstruction
resources, and on the opportunities that post-disaster reconstruction
provides to introduce sustainable settlement patterns;
(b) Preparing and disseminating international guidelines for adaptation to
national and local needs;
(c) Supporting efforts of national Governments to initiate contingency planning,
with participation of affected communities, for post-disaster reconstruction
and rehabilitation.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $50 million from the international community on grant or

54
concessional terms. These are indicative and order-of-magnitude estimates only and have not been
reviewed by Governments. Actual costs and financial terms, including any that are non-concessional,
will depend upon, inter alia, the specific strategies and programmes Governments decide upon for
implementation.

Scientific and technological means

Scientists and engineers specializing in this field in both developing and developed countries should
collaborate with urban and regional planners in order to provide the basic knowledge and means to
mitigate losses owing to disasters as well as environmentally inappropriate development.

Human resource development and capacity-building

Developing countries should conduct training programmes on disaster-resistant construction methods

for contractors and builders, who build the majority of housing in the developing countries. This should
focus on the small business enterprises, which build the majority of housing in the developing countries.

Training programmes should be extended to government officials and planners and community and non-
governmental organizations to cover all aspects of disaster mitigation, such as early warning
techniques, pre-disaster planning and construction, post-disaster construction and rehabilitation.

Promoting sustainable construction industry activities

Basis for action

The activities of the construction sector are vital to the achievement of the national socio-economic
development goals of providing shelter, infrastructure and employment. However, they can be a major
source of environmental damage through depletion of the natural resource base, degradation of fragile
eco-zones, chemical pollution and the use of building materials harmful to human health.

Objectives

The objectives are, first, to adopt policies and technologies and to exchange information on them in
order to enable the construction sector to meet human settlement development goals, while avoiding
harmful side-effects on human health and on the biosphere, and, second, to enhance the employment-
generation capacity of the construction sector. Governments should work in close collaboration with the
private sector in achieving these objectives.

Activities

All countries should, as appropriate and in accordance with national plans, objectives and priorities:

Establish and strengthen indigenous building materials industry, based, as much as possible, on inputs
of locally available natural resources;

Formulate programmes to enhance the utilization of local materials by the construction sector by
expanding technical support and incentive schemes for increasing the capabilities and economic viability
of small-scale and informal operatives which make use of these materials and traditional construction
techniques;

Adopt standards and other regulatory measures which promote the increased use of energy-efficient
designs and technologies and sustainable utilization of natural resources in an economically and
environmentally appropriate way;

Formulate appropriate land-use policies and introduce planning regulations specially aimed at the
protection of eco-sensitive zones against physical disruption by construction and construction-related
activities;

Promote the use of labour-intensive construction and maintenance technologies which generate
employment in the construction sector for the underemployed labour force found in most large cities,
while at the same time promoting the development of skills in the construction sector;

55
(Develop policies and practices to reach the informal sector and self-help housing builders by adopting
measures to increase the affordability of building materials on the part of the urban and rural poor,
through, inter alia, credit schemes and bulk procurement of building materials for sale to small-scale
builders and communities.

All countries should:

a. Promote the free exchange of information on the entire range of environmental and health
aspects of construction, including the development and dissemination of databases on the
adverse environmental effects of building materials through the collaborative efforts of the
private and public sectors;
b. Promote the development and dissemination of databases on the adverse environmental and
health effects of building materials and introduce legislation and financial incentives to promote
recycling of energy-intensive materials in the construction industry and conservation of waste
energy in building-materials production methods;
c. Promote the use of economic instruments, such as product charges, to discourage the use of
construction materials and products that create pollution during their life cycle;
d. Promote information exchange and appropriate technology transfer among all countries, with
particular attention to developing countries, for resource management in construction,
particularly for non-renewable resources;
e. Promote research in construction industries and related activities, and establish and strengthen
institutions in this sector.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $40 billion, including about $4 billion from the international
community on grant or concessional terms. These are indicative and order-of-magnitude estimates only
and have not been reviewed by Governments. Actual costs and financial terms, including any that are
non-concessional, will depend upon, inter alia, the specific strategies and programmes Governments
decide upon for implementation.

Human resource development and capacity-building

Developing countries should be assisted by international support and funding agencies in upgrading the
technical and managerial capacities of the small entrepreneur and the vocational skills of operatives and
supervisors in the building materials industry, using a variety of training methods. These countries
should also be assisted in developing programmes to encourage the use of non-waste and clean
technologies through appropriate transfer of technology.

General education programmes should be developed in all countries, as appropriate, to increase builder
awareness of available sustainable technologies.

Local authorities are called upon to play a pioneering role in promoting the increased use of
environmentally sound building materials and construction technologies, e.g., by pursuing an innovative
procurement policy.

Promoting human resource development and capacity-building for human settlements development

Basis for action

Most countries, in addition to shortcomings in the availability of specialized expertise in the areas of
housing, settlement management, land management, infrastructure, construction, energy, transport, and
pre-disaster planning and reconstruction, face three cross-sectoral human resource development and
capacity-building shortfalls. First is the absence of an enabling policy environment capable of integrating
the resources and activities of the public sector, the private sector and the community, or social sector;
second is the weakness of specialized training and research institutions; and third is the insufficient
capacity for technical training and assistance for low-income communities, both urban and rural.

56
Objective

The objective is to improve human resource development and capacity-building in all countries by
enhancing the personal and institutional capacity of all actors, particularly indigenous people and
women, involved in human settlement development. In this regard, account should be taken of
traditional cultural practices of indigenous people and their relationship to the environment.

Activities

Specific human resource development and capacity-building activities have been built into each of the
programme areas of this chapter. More generally, however, additional steps should be taken to reinforce
those activities. In order to do so, all countries, as appropriate, should take the following action:

(a) Strengthening the development of human resources and of capacities of

public sector institutions through technical assistance and international
cooperation so as to achieve by the year 2000 substantial improvement in
the efficiency of governmental activities;
(b) Creating an enabling policy environment supportive of the partnership
between the public, private and community sectors;
(c) Providing enhanced training and technical assistance to institutions providing
training for technicians, professionals and administrators, and appointed,
elected and professional members of local governments and strengthening
their capacity to address priority training needs, particularly in regard to
social, economic and environmental aspects of human settlements
development;
(d) Providing direct assistance for human settlement development at the
community level, inter alia, by:

i. Strengthening and promoting programmes for social mobilization and raising awareness of the
potential of women and youth in human settlements activities;
ii. Facilitating coordination of the activities of women, youth, community groups and non-
governmental organizations in human settlements development;
iii. Promoting research on women's programmes and other groups, and evaluating progress made
with a view to identifying bottlenecks and needed assistance;

(e) Promoting the inclusion of integrated environmental management into

general local government activities.

Both international organizations and non-governmental organizations should support the above activities
by, inter alia, strengthening subregional training institutions, providing updated training materials and
disseminating the results of successful human resource and capacity-building activities, programmes
and projects.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $65 million from the international community on grant or
concessional terms. These are indicative and order-of-magnitude estimates only and have not been
reviewed by Governments. Actual costs and financial terms, including any that are non-concessional,
will depend upon, inter alia, the specific strategies and programmes Governments decide upon for
implementation.

Scientific and technological means

Both formal training and non-formal types of human resource development and capacity-building
programmes should be combined, and use should be made of user-oriented training methods, up-to-
date training materials and modern audio-visual communication systems.

57
Notes

No aggregate figures are available on internal expenditure or official development assistance on human
settlements. However, data available in the World Development Report, 1991, for 16 low-income
developing countries show that the percentage of central government expenditure on housing, amenities
and social security and welfare for 1989 averaged 5.6 per cent, with a high of 15.1 per cent in the case
of Sri Lanka, which has embarked on a vigorous housing programme. In OECD industrialized countries,
during the same year, the percentage of central government expenditure on housing, amenities and
social security and welfare ranged from a minimum of 29.3 per cent to a maximum of 49.4 per cent, with
an average of 39 per cent (World Bank, World Development Report, 1991, World Development
Indicators, table 11 (Washington, D.C., 1991)).

See the report of the Director-General for Development and International Economic Cooperation
containing preliminary statistical data on operational activities of the United Nations system for 1988
(A/44/324-E/1989/106/Add.4, annex).

World Bank, Annual Report, 1991 (Washington, D.C., 1991).

UNDP, "Reported investment commitments related to UNDP-assisted projects, 1988", table 1, "Sectoral
distribution of investment commitment in 1988-1989".

A pilot programme of this type, the City Data Programme (CDP), is already in operation in the United
Nations Centre on Human Settlements (Habitat) aimed at the production and dissemination to
participating cities of microcomputer application software designed to store, process and retrieve city
data for local, national and international exchange and dissemination.

This calls for integrated land-resource management policies, which are also addressed in chapter 10 of
Agenda 21 (Integrated approach to planning and management of land resources).

The goals of the International Decade for Natural Disaster Reduction, set out in the annex to General
Assembly resolution 44/236, are as follows:

a. To improve the capacity of each country to mitigate the effects of natural disasters
expeditiously and effectively, paying special attention to assisting developing countries in the
assessment of disaster damage potential and in the establishment of early warning systems
and disaster-resistant structures when and where needed;
b. To devise appropriate guidelines and strategies for applying existing scientific and technical
knowledge, taking into account the cultural and economic diversity among nations;
c. To foster scientific and engineering endeavours aimed at closing critical gaps in knowledge in
order to reduce loss of life and property;
d. To disseminate existing and new technical information related to measures for the assessment,
prediction and mitigation of natural disasters;
e. To develop measures for the assessment, prediction, prevention and mitigation of natural
disasters through programmes of technical assistance and technology transfer, demonstration
projects, and education and training, tailored to specific disasters and locations, and to
evaluate the effectiveness of those programmes.

58
CHAPTER 8
INTEGRATING ENVIRONMENT AND DEVELOPMENT IN DECISION MAKING

This chapter contains the following programme areas:

(a) Integrating environment and development at the policy, planning and management levels;
(b) Providing an effective legal and regulatory framework;
(c) Making effective use of economic instruments and market and other incentives;
(d) Establishing systems for integrated environmental and economic accounting.

PROGRAMME AREAS

Integrating environment and development at the policy, planning and management

levels

Basis for action

Prevailing systems for decision-making in many countries tend to separate economic, social and
environmental factors at the policy, planning and management levels. This influences the actions of all
groups in society, including Governments, industry and individuals, and has important implications for
the efficiency and sustainability of development. An adjustment or even a fundamental reshaping of
decision-making, in the light of country-specific conditions, may be necessary if environment and full
integration of these factors.

In recent years, some Governments have also begun to make significant changes in the institutional
structures of government in order to enable more systematic consideration of the environment when
decisions are made on economic, social, fiscal, energy, agricultural, transportation, trade and other
policies, as well as the implications of policies in these areas for the environment. New forms of dialogue
are also being developed for achieving better integration among national and local government,
industry, science, environmental groups and the public in the process of developing effective
approaches to environment and development. The responsibility for bringing about changes lies with
Governments in partnership with the private sector and local authorities, and in collaboration with
national, regional and international organizations, including in particular UNEP, UNDP and the World
Bank. Exchange of experience between countries can also be significant. National plans, goals and
objectives, national rules, regulations and law, and the specific situation in which different countries are
placed are the overall framework in which such integration takes place. In this context, it must be borne
in mind that environmental standards may pose severe economic and social costs if they are uniformly
applied in developing countries.

Objectives

The overall objective is to improve or restructure the decision-making process so that consideration of
socio-economic and environmental issues is fully integrated and a broader range of public participation
assured. Recognizing that countries will develop their own priorities in accordance with their prevailing
conditions, needs, national plans, policies and programmes, the following objectives are proposed:

(a) To conduct a national review of economic, sectoral and environmental policies, strategies
and plans to ensure the progressive integration of environmental and developmental issues;
(b) To strengthen institutional structures to allow the full integration of environmental
and developmental issues, at all levels of decision-making;
(c) To develop or improve mechanisms to facilitate the involvement of concerned individuals,
groups and organizations in decision-making at all levels;
(d) To establish domestically determined procedures to integrate environment and
development issues in decision-making.

Activities

Improving decision-making processes

The primary need is to integrate environmental and developmental decision-making processes. To do

this, Governments should conduct a national review and, where appropriate, improve the processes of

59
decision-making so as to achieve the progressive integration of economic, social and environmental
issues in the pursuit of development that is economically efficient, socially equitable and responsible and
environmentally sound. Countries will develop their own priorities in accordance with their national
plans, policies and programmes for the following activities:

(a) Ensuring the integration of economic, social and environmental considerations in decision-
making at all levels and in all ministries;
(b) Adopting a domestically formulated policy framework that reflects a long-term perspective
and cross-sectoral approach as the basis for decisions, taking account of the linkages between
and within the various political, economic, social and environmental issues involved in the
development process;

(c) Establishing domestically determined ways and means to ensure the coherence of sectoral,
economic, social and environmental policies, plans and policy instruments, including fiscal
measures and the budget; these mechanisms should apply at various levels and bring together
those interested in the development process;
(d) Monitoring and evaluating the development process systematically, conducting regular
reviews of the state of human resources development, economic and social conditions and
trends, the state of the environment and natural resources; this could be complemented by
annual environment and development reviews, with a view to assessing sustainable
development achievements by the various sectors and departments of government;
(e) Ensuring transparency of, and accountability for, the environmental implications of economic
and sectoral policies;
(f) Ensuring access by the public to relevant information, facilitating the reception of public views
and allowing for effective participation.

Improving planning and management systems

To support a more integrated approach to decision-making, the data systems and analytical methods
used to support such decision-making processes may need to be improved. Governments, in
collaboration, where appropriate, with national and international organizations, should review the status
of the planning and management system and, where necessary, modify and strengthen procedures so
as to facilitate the integrated consideration of social, economic and environmental issues. Countries will
develop their own priorities in accordance with their national plans, policies and programmes for the
following activities:

(a) Improving the use of data and information at all stages of planning and management,
making systematic and simultaneous use of social, economic, developmental, ecological
and environmental data; analysis should stress interactions and synergisms; a broad
range of analytical methods should be encouraged so as to provide various points of view;
(b) Adopting comprehensive analytical procedures for prior and simultaneous assessment of the
impacts of decisions, including the impacts within and among the economic, social and
environmental spheres; these procedures should extend beyond the project level to policies and
programmes; analysis should also include assessment of costs, benefits and risks;
(c) Adopting flexible and integrative planning approaches that allow the consideration of multiple
goals and enable adjustment of changing needs; integrative area approaches at the ecosystem or
watershed level can assist in this approach;
(d) Adopting integrated management systems, particularly for the management of natural
resources; traditional or indigenous methods should be studied and considered wherever they have
proved effective; women's traditional roles should not be marginalized as a result of the introduction
of new management systems;
(e) Adopting integrated approaches to sustainable development at the regional level, including
transboundary areas, subject to the requirements of particular circumstances and needs;
(f) Using policy instruments (legal/regulatory and economic) as a tool for planning and
management, seeking incorporation of efficiency criteria in decisions; instruments should be
regularly reviewed and adapted to ensure that they continue to be effective;
(g) Delegating planning and management responsibilities to the lowest level of public authority
consistent with effective action; in particular the advantages of effective and equitable opportunities
for participation by women should be discussed;
(h) Establishing procedures for involving local communities in contingency planning for
environmental and industrial accidents, and maintaining an open exchange of information on local
hazards.

60
Data and information

Countries could develop systems for monitoring and evaluation of progress towards achieving
sustainable development by adopting indicators that measure changes across economic, social and
environmental dimensions.

Adopting a national strategy for sustainable development

Governments, in cooperation, where appropriate, with international organizations, should adopt a

national strategy for sustainable development based on, inter alia, the implementation of decisions taken
at the Conference, particularly in respect of Agenda 21. This strategy should build upon and harmonize
the various sectoral economic, social and environmental policies and plans that are operating in the
country. The experience gained through existing planning exercises such as national reports for the
Conference, national conservation strategies and environment action plans should be fully used and
incorporated into a country-driven sustainable development strategy. Its goals should be to ensure
socially responsible economic development while protecting the resource base and the environment for
the benefit of future generations. It should be developed through the widest possible participation. It
should be based on a thorough assessment of the current situation and initiatives.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $50 million from the international community on grant or
concessional terms. These are indicative and order-of-magnitude estimates only and have not been
reviewed by Governments. Actual costs and financial terms, including any that are non-concessional,
will depend upon, inter alia, the specific strategies and programmes Governments decide upon for
implementation.

Researching environment and development interactions

Governments, in collaboration with the national and international scientific community and in
cooperation with international organizations, as appropriate, should intensify efforts to clarify the
interactions between and within social, economic and environmental considerations. Research should
be undertaken with the explicit objective of assisting policy decisions and providing recommendations on
improving management practices.

Enhancing education and training

Countries, in cooperation, where appropriate, with national, regional or international organizations,

should ensure that essential human resources exist, or be developed, to undertake the integration

They should also undertake systematic training of government personnel, planners and managers on a
regular basis, giving priority to the requisite integrative approaches and planning and management
techniques that are suited to country-specific conditions.

Promoting public awareness

Countries, in cooperation with national institutions and groups, the media and the international
community, should promote awareness in the public at large, as well as in specialized circles, of the
importance of considering environment and development in an integrated manner, and should establish
mechanisms for facilitating a direct exchange of information and views with the public. Priority should be
given to highlighting the responsibilities and potential contributions of different social groups.

Strengthen national institutional capacity

Governments, in cooperation, where appropriate, with international organizations, should strengthen

national institutional capability and capacity to integrate social, economic, developmental and
environmental issues at all levels of development decision-making and implementation. Attention should
be given to moving away from narrow sectoral approaches, progressing towards full cross-sectoral
coordination and cooperation.

61
Providing an effective legal and regulatory framework

Basis for action

Laws and regulations suited to country-specific conditions are among the most important instruments for
transforming environment and development policies into action, not only through "command and control"
methods, but also as a normative framework for economic planning and market instruments. Yet,
although the volume of legal texts in this field is steadily increasing, much of the law-making in many
countries seems to be ad hoc and piecemeal, or has not been endowed with the necessary institutional
machinery and authority for enforcement and timely adjustment.

While there is continuous need for law improvement in all countries, many developing countries have
been affected by shortcomings of laws and regulations. To effectively integrate environment and
development in the policies and practices of each country, it is essential to develop and implement
integrated, enforceable and effective laws and regulations that are based upon sound social, ecological,
economic and scientific principles. It is equally critical to develop workable programmes to review and
enforce compliance with the laws, regulations and standards that are adopted. Technical support may
be needed for many countries to accomplish these goals. Technical cooperation requirements in this
field include legal information, advisory services and specialized training and institutional capacity-
building.

The enactment and enforcement of laws and regulations (at the regional, national, state/provincial or
local/municipal level) are also essential for the implementation of most international agreements in the
field of environment and development, as illustrated by the frequent treaty obligation to report on
legislative measures. The survey of existing agreements undertaken in the context of conference
preparations has indicated problems of compliance in this respect, and the need for improved national
implementation and, where appropriate, related technical assistance. In developing their national
priorities, countries should take account of their international obligations.

Objectives

The overall objective is to promote, in the light of country-specific conditions, the integration of
environment and development policies through appropriate legal and regulatory policies, instruments
and enforcement mechanisms at the national, state, provincial and local level. Recognizing that
countries will develop their own priorities in accordance with their needs and national and, where
appropriate, regional plans, policies and programmes, the following objectives are proposed:

(a) sound economic, social and environmental principles and appropriate risk
assessment, incorporating sanctions designed to punish violations, obtain
redress and deter future violations;
(b) Mechanisms for promoting compliance;
(c) Institutional capacity for collecting compliance data, regularly reviewing
compliance, detecting violations, establishing enforcement priorities, undertaking
effective enforcement, and conducting periodic evaluations of the effectiveness of
compliance and enforcement programmes;
(d) Mechanisms for appropriate involvement of individuals and groups in the
development and enforcement of laws and regulations on environment and
development.

National monitoring of legal follow-up to international instruments

Contracting parties to international agreements, in consultation with the appropriate secretariats of

relevant international conventions as appropriate, should improve practices and procedures for
collecting information on legal and regulatory measures taken. Contracting parties to international
agreements could undertake sample surveys of domestic follow-up action subject to agreement by the
sovereign States concerned.

62
Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $6 million from the international community on grant or
concessional terms. These are indicative and order-of-magnitude estimates only and have not been
reviewed by Governments. Actual costs and financial terms, including any that are non-concessional,
will depend upon, inter alia, the specific strategies and programmes. Governments decide upon for
implementation.

Scientific and technological means

The programme relies essentially on a continuation of ongoing work for legal data collection, translation
and assessment. Closer cooperation between existing databases may be expected to lead to better
division of labour (e.g., in geographical coverage of national legislative gazettes and other reference
sources) and to improved standardization and compatibility of data, as appropriate.

Human resource development

Participation in training is expected to benefit practitioners from developing countries and to enhance
training opportunities for women. Demand for this type of postgraduate and in-service training is known
to be high. The seminars, workshops and conferences on review and enforcement that have been held
to date have been very successful and well attended. The purpose of these efforts is to develop
resources (both human and institutional) to design and implement effective programmes to continuously
review and enforce national and local laws, regulations and standards on sustainable development.

Strengthening legal and institutional capacity

A major part of the programme should be oriented towards improving the legal-institutional capacities of
countries to cope with national problems of governance and effective law-making and law-applying in
the field of environment and sustainable development. Regional centres of excellence could be
designated and supported to build up specialized databases and training facilities for linguistic/cultural
groups of legal systems.

Making effective use of economic instruments and market and other incentives

Basis for action

Environmental law and regulation are important but cannot alone be expected to deal with the problems
of environment and development. Prices, markets and governmental fiscal and economic policies also
play a complementary role in shaping attitudes and behaviour towards the environment.

During the past several years, many Governments, primarily in industrialized countries but also in
Central and Eastern Europe and in developing countries, have been making increasing use of economic
approaches, including those that are market-oriented. Examples include the polluter-pays principle and
the more recent natural-resource-user-pays concept.

Within a supportive international and national economic context and given the necessary legal and
regulatory framework, economic and market-oriented approaches can in many cases enhance capacity
to deal with the issues of environment and development. This would be achieved by providing cost-
effective solutions, applying integrated pollution prevention control, promoting technological innovation
and influencing environmental behaviour, as well as providing financial resources to meet sustainable
development objectives.

What is needed is an appropriate effort to explore and make more effective and widespread use of
economic and market-oriented approaches within a broad framework of development policies, law and
regulation suited to country-specific conditions as part of a general transition to economic and
environmental policies that are supportive and mutually reinforcing.

63
Objectives

Recognizing that countries will develop their own priorities in accordance with their needs and national
plans, policies and programmes, the challenge is to achieve significant progress in the years ahead in
meeting three fundamental objectives:

(a) To incorporate environmental costs in the decisions of producers and consumers,

to reverse the tendency to treat the environment as a "free good" and to pass
these costs on to other parts of society, other countries, or to future generations;
(b) To move more fully towards integration of social and environmental
costs into economic activities, so that prices will appropriately reflect the
relative scarcity and total value of resources and contribute towards the
prevention of environmental degradation;
(c) To include, wherever appropriate, the use of market principles in the framing of
economic instruments and policies to pursue sustainable development.

Activities

Improving or reorienting governmental policies

In the near term, Governments should consider gradually building on experience with economic
instruments and market mechanisms by undertaking to reorient their policies, keeping in mind national
plans, priorities and objectives, in order to:

(a) Establish effective combinations of economic, regulatory and voluntary (self-regulatory)

approaches;
(b) Remove or reduce those subsidies that do not conform with sustainable development
objectives;
(c) Reform or recast existing structures of economic and fiscal incentives to meet environment and
development objectives;
(d) Establish a policy framework that encourages the creation of new markets in pollution control
and environmentally sounder resource management;
(e) Move towards pricing consistent with sustainable development objectives.

In particular, Governments should explore, in cooperation with business and industry, as appropriate,
how effective use can be made of economic instruments and market mechanisms in the following areas:

(a) Issues related to energy, transportation, agriculture and forestry, water, wastes,
health, tourism and tertiary services;
(b) Global and transboundary issues;
(c) The development and introduction of environmentally sound technology and its
adaptation, diffusion and transfer to developing countries in conformity with
chapter 34.

Taking account of the particular circumstances of developing countries and countries with economies in
transition

A special effort should be made to develop applications of the use of economic instruments and market
mechanisms geared to the particular needs of developing countries and countries with economies in
transition, with the assistance of regional and international economic and environmental organizations
and, as appropriate, non-governmental research institutes, by:

(a) Providing technical support to those countries on issues relating to the application of economic
instruments and market mechanisms;
(b) Encouraging regional seminars and, possibly, the development of regional centres of
expertise.

Creating an inventory of effective uses of economic instruments and market mechanisms

Given the recognition that the use of economic instruments and market mechanisms is relatively recent,
exchange of information about different countries' experiences with such approaches should be actively

64
encouraged. In this regard, Governments should encourage the use of existing means of information
exchange to look at effective uses of economic instruments.

Increasing understanding of the role of economic instruments and market mechanisms

Governments should encourage research and analysis on effective uses of economic instruments and
incentives with the assistance and support of regional and international economic and environmental
organizations, as well as non-governmental research institutes, with a focus on such key issues as:

(a) The role of environmental taxation suited to national conditions;

(b) The implications of economic instruments and incentives for competitiveness and
international trade, and potential needs for appropriate future international
cooperation and coordination;
(c) The possible social and distributive implications of using various instruments.

Establishing a process for focusing on pricing

The theoretical advantages of using pricing policies, where appropriate, need to be better understood,
and accompanied by greater understanding of what it means to take significant steps in this direction.
Processes should therefore be initiated, in cooperation with business, industry, large enterprises,
transnational corporations, as well as other social groups, as appropriate, at both the national and
international levels, to examine:

(a) The practical implications of moving towards greater reliance on pricing that internalize
environmental costs appropriate to help achieve sustainable development objectives;
(b) The implications for resource pricing in the case of resource-exporting countries,
including the implications of such pricing policies for developing countries;
(c) The methodologies used in valuing environmental costs.

Enhancing understanding of sustainable development economics

Increased interest in economic instruments, including market mechanisms, also requires a concerted
effort to improve understanding of sustainable development economics by:

(a) Encouraging institutions of higher learning to review their curricula and strengthen studies in
sustainable development economics;
(b) Encouraging regional and international economic organizations and non-
governmental research institutes with expertise in this area to provide training
sessions and seminars for government officials;
(c) Encouraging business and industry, including large industrial enterprises and transnational
corporations with expertise in environmental matters, to organize training programmes for the
private sector and other groups.

Means of implementation

This programme involves adjustments or reorientation of policies on the part of Governments. It also
involves international and regional economic and environmental organizations and agencies with
expertise in this area, including transnational corporations.

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $5 million from the international community on grant or
reviewed by Governments.

Actual costs and financial terms, including any that are non-concessional, will depend upon, inter alia,
the specific strategies and programmes Governments decide upon for implementation.

65
Establishing systems for integrated environmental and economic accounting

Basis for action

A first step towards the integration of sustainability into economic management is the establishment of
better measurement of the crucial role of the environment as a source of natural capital and as a sink for
by-products generated during the production of man-made capital and other human activities. As
sustainable development encompasses social, economic and environmental dimensions, it is also
important that national accounting procedures are not restricted to measuring the production of goods
and services that are conventionally remunerated. A common framework needs to be developed
whereby the contributions made by all sectors and activities of society, that are not included in the
conventional national accounts, are included, to the extent consistent with sound theory and
practicability, in satellite accounts. A programme to develop national systems of integrated
environmental and economic accounting in all countries is proposed.

Objectives

The main objective is to expand existing systems of national economic accounts in order to integrate
environment and social dimensions in the accounting framework, including at least satellite systems of
accounts for natural resources in all member States. The resulting systems of integrated environmental
and economic accounting (IEEA) to be established in all member States at the earliest date should be
seen as a complement to, rather than a substitute for, traditional national accounting practices for the
foreseeable future. IEEAs would be designed to play an integral part in the national development
decision-making process. National accounting agencies should work in close collaboration with national
environmental statistics as well as the geographic and natural resource departments. The definition of
economically active could be expanded to include people performing productive but unpaid tasks in all
countries. This would enable their contribution to be adequately measured and taken into account in
decision-making.

Activities

Strengthening international cooperation

The Statistical Office of the United Nations Secretariat should:

(a) Make available to all member States the methodologies contained in the SNA Handbook on
Integrated Environmental and Economic Accounting;
(b) In collaboration with other relevant United Nations organizations, further develop,
test, refine and then standardize the provisional concepts and methods such as those
proposed by the SNA Handbook, keeping member States informed of the status of the
work throughout this process;
(c) Coordinate, in close cooperation with other international organizations, the training of national
accountants, environmental statisticians and national technical staff in small groups for the
establishment, adaptation and development of national IEEAs.

The Department of Economic and Social Development of the United Nations Secretariat, in close
collaboration with other relevant United Nations organizations, should:

(a) Support, in all member States, the utilization of sustainable development indicators in national
economic and social planning and decision-making practices, with a view to ensuring that
IEEAs are usefully integrated in economic development planning at the national level.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $2 million from the international community on grant or
concessional terms. These are indicative and order-of-magnitude estimates only and have not been
reviewed by Governments. Actual costs and financial terms, including any that are non-concessional,
will depend upon, inter alia, the specific strategies and programmes Governments decide upon for
implementation.

66
Strengthening institutions

To ensure the application of IEEAs:

(a) National institutions in developing countries could be strengthened to ensure the effective
integration of environment and development at the planning and decision-making levels;
(b) The Statistical Office should provide the necessary technical support to member
States, in close collaboration with the assessment process to be established by the
Statistical Commission; the Statistical Office should provide appropriate support for
establishing IEEAs, in collaboration with relevant United Nations agencies.

Enhancing the use of information technology

Guidelines and mechanisms could be developed and agreed upon for the adaptation and diffusion of
information technologies to developing countries. State-of-the-art data management technologies should
be adopted for the most efficient and widespread use of IEEAs.

Strengthening national capacity

Governments, with the support of the international community, should strengthen national institutional
capacity to collect, store, organize, assess and use data in decision-making. Training in all areas related
to the establishment of IEEAs, and at all levels, will be required, especially in developing countries. This
should include technical training of those involved in economic and environmental analysis, data
collection and national accounting, as well as training decision makers to use such information in a
pragmatic and appropriate way.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of
implementing the activities of this programme to be about $2 million from the international
community on grant or concessional terms. These are indicative and order-of-magnitude estimates
only and have not been reviewed by Governments. Actual costs and financial terms, including any
that are non-concessional, will depend upon, inter alia, the specific strategies and programmes
Governments decide upon for implementation.

Strengthening institutions

To ensure the application of IEEAs:

(a) National institutions in developing countries could be strengthened to ensure the effective
integration of environment and development at the planning and decision-making levels;
(b) The Statistical Office should provide the necessary technical support to member States,
in close collaboration with the assessment process to be established by the Statistical
Commission; the Statistical Office should provide appropriate support for establishing
IEEAs, in collaboration with relevant United Nations agencies.

Enhancing the use of information technology

Guidelines and mechanisms could be developed and agreed upon for the adaptation and diffusion of
information technologies to developing countries. State-of-the-art data management technologies
should be adopted for the most efficient and widespread use of IEEAs.

Strengthening national capacity

Governments, with the support of the international community, should strengthen national
institutional capacity to collect, store, organize, assess and use data in decision-making. Training in
all areas related to the establishment of IEEAs, and at all levels, will be required, especially in
developing countries. This should include technical training of those involved in economic and
environmental analysis, data collection and national accounting, as well as training decision makers
to use such information in a pragmatic and appropriate way.

67
CHAPTER 26
RECOGNIZING AND STRENGTHENING THE ROLE OF INDIGENOUS PEOPLE
AND THEIR COMMUNITIES
PROGRAMME AREA

Basis for action

Indigenous people and their communities have an historical relationship with their lands and are
generally descendants of the original inhabitants of such lands. In the context of this chapter the term
"lands" is understood to include the environment of the areas which the people concerned traditionally
occupy.

Indigenous people and their communities represent a significant percentage of the global population.
They have developed over many generations a holistic traditional scientific knowledge of their lands,
natural resources and environment. Indigenous people and their communities shall enjoy the full
measure of human rights and fundamental freedoms without hindrance or discrimination. Their ability to
participate fully in sustainable development practices on their lands has tended to be limited as a result
of factors of an economic, social and historical nature. In view of the interrelationship between the
natural environment and its sustainable development and the cultural, social, economic and physical
well-being of indigenous people, national and international efforts to implement environmentally sound
and sustainable development should recognize, accommodate, promote and strengthen the role of
indigenous people and their communities.

Some of the goals inherent in the objectives and activities of this programme area are already contained
in such international legal instruments as the ILO Indigenous and Tribal Peoples Convention (No. 169)
and are being incorporated into the draft universal declaration on indigenous rights, being prepared by
the United Nations working group on indigenous populations. The International Year for the World's
Indigenous People (1993), proclaimed by the General Assembly in its resolution 45/164 of 18 December
1990, presents a timely opportunity to mobilize further international technical and financial cooperation.

Objectives

In full partnership with indigenous people and their communities, Governments and, where appropriate,
intergovernmental organizations should aim at fulfilling the following objectives:

(a) Establishment of a process to empower indigenous people and their communities through
measures that include:

i. Adoption or strengthening of appropriate policies and/or legal instruments at

the national level;
ii. Recognition that the lands of indigenous people and their communities
should be protected from activities that are environmentally unsound or that
the indigenous people concerned consider to be socially and culturally
inappropriate;
iii. Recognition of their values, traditional knowledge and resource management
practices with a view to promoting environmentally sound and sustainable
development;
iv. Recognition that traditional and direct dependence on renewable resources
and ecosystems, including sustainable harvesting, continues to be essential
to the cultural, economic and physical well-being of indigenous people and
their communities;
v. Development and strengthening of national dispute-resolution arrangements
in relation to settlement of land and resource-management concerns;
vi. Support for alternative environmentally sound means of production to ensure
a range of choices on how to improve their quality of life so that they
effectively participate in sustainable development;
vii. Enhancement of capacity-building for indigenous communities, based on the
adaptation and exchange of traditional experience, knowledge and resource-
management practices, to ensure their sustainable development;

68
 (b) Establishment, where appropriate, of arrangements to strengthen the active
participation of indigenous people and their communities in the national
formulation of policies, laws and programmes relating to resource
management and other development processes that may affect them, and
their initiation of proposals for such policies and programmes;

(b) Involvement of indigenous people and their communities at the national and local levels in
resource management and conservation strategies and other relevant programmes established
to support and review sustainable.

Activities

Some indigenous people and their communities may require, in accordance with national legislation,
greater control over their lands, self-management of their resources, participation in development
decisions affecting them, including, where appropriate, participation in the establishment or
management of protected areas. The following are some of the specific measures which Governments
could take:

(a) Consider the ratification and application of existing international conventions

relevant to indigenous people and their communities (where not yet done) and
provide support for the adoption by the General Assembly of a declaration on
indigenous rights;
(b) Adopt or strengthen appropriate policies and/or legal instruments that
will protect indigenous intellectual and cultural property and the right to
preserve customary and administrative systems and practices.

United Nations organizations and other international development and finance organizations and
Governments should, drawing on the active participation of indigenous people and their communities, as
appropriate, take the following measures, inter alia, to incorporate their values, views and knowledge,
including the unique contribution of indigenous women, in resource management and other policies and
programmes that may affect them:

(a) Appoint a special focal point within each international organization, and organize annual
interorganizational coordination meetings in consultation with Governments and indigenous
organizations, as appropriate, and develop a procedure within and between operational
agencies for assisting Governments in ensuring the coherent and coordinated incorporation of
the views of indigenous people in the design and implementation of policies and programmes.
Under this procedure, indigenous people and their communities should be informed and
consulted and allowed to participate in national decision-making, in particular regarding
regional and international cooperative efforts. In addition, these policies and programmes
should take fully into account strategies based on local indigenous initiatives;
(b) Provide technical and financial assistance for capacity-building programmes to
support the sustainable self-development of indigenous people and their communities;
(c) Strengthen research and education programmes aimed at:

i. Achieving a better understanding of indigenous people's knowledge and

management experience related to the environment, and applying this to
contemporary development challenges;
ii. Increasing the efficiency of indigenous people's resource management
systems, for example, by promoting the adaptation and dissemination of
suitable technological innovations;

(d) Contribute to the endeavours of indigenous people and their communities in

resource management and conservation strategies (such as those that may
be developed under appropriate projects funded through the Global
Environment Facility and the Tropical Forestry Action Plan) and other
programme areas of Agenda 21, including programmes to collect, analyse
and use data and other information in support of sustainable development
projects.

69
Governments, in full partnership with indigenous people and their communities should, where
appropriate:

(a) Develop or strengthen national arrangements to consult with indigenous people and their
communities with a view to reflecting their needs and incorporating their values and
traditional and other knowledge and practices in national policies and programmes in the
field of natural resource management and conservation and other development
programmes affecting them;
(b) Cooperate at the regional level, where appropriate, to address common
indigenous issues with a view to recognizing and strengthening their participation
in sustainable development.

Means of implementation

Financing and cost evaluation

The Conference secretariat has estimated the average total annual cost (1993-2000) of implementing
the activities of this programme to be about $3 million on grant or concessional terms. These are
indicative and order-of-magnitude estimates only and have not been reviewed by Governments. Actual
costs and financial terms, including any that are non-concessional, will depend upon, inter alia, the
specific strategies and programmes Governments decide upon for implementation.

Legal and administrative frameworks

Governments should incorporate, in collaboration with the indigenous people affected, the rights and
responsibilities of indigenous people and their communities in the legislation of each country, suitable to
the country's specific situation. Developing countries may require technical assistance to implement
these activities.

Human resource development

International development agencies and Governments should commit financial and other resources to
education and training for indigenous people and their communities to develop their capacities to
achieve their sustainable self-development, and to contribute to and participate in sustainable and
equitable development at the national level. Particular attention should be given to strengthening the
role of indigenous women.

Chapter 30
STRENGTHENING THE ROLE OF BUSINESS AND INDUSTRY

Introduction

Business and industry, including transnational corporations, play a crucial role in the social and
economic development of a country. A stable policy regime enables and encourages business and
industry to operate responsibly and efficiently and to implement longer-term policies. Increasing
prosperity, a major goal of the development process, is contributed primarily by the activities of business
and industry. Business enterprises, large and small, formal and informal, provide major trading,
employment and livelihood opportunities. Business opportunities available to women are contributing
towards their professional development, strengthening their economic role and transforming social
systems. Business and industry, including transnational corporations, and their representative
organizations should be full participants in the implementation and evaluation of activities related to
Agenda 21.

Through more efficient production processes, preventive strategies, cleaner production technologies
and procedures throughout the product life cycle, hence minimizing or avoiding wastes, the policies and
operations of business and industry, including transnational corporations, can play a major role in
reducing impacts on resource use and the environment. Technological innovations, development,
applications, transfer and the more comprehensive aspects of partnership and cooperation are to a very
large extent within the province of business and industry.

70
Business and industry, including transnational corporations, should recognize environmental
management as among the highest corporate priorities and as a key determinant to sustainable
development. Some enlightened leaders of enterprises are already implementing "responsible care" and
product stewardship policies and programmes, fostering openness and dialogue with employees and
the public and carrying out environmental audits and assessments of compliance. These leaders in
business and industry, including transnational corporations, are increasingly taking voluntary initiatives,
promoting and implementing self-regulations and greater responsibilities in ensuring their activities have
minimal impacts on human health and the environment. The regulatory regimes introduced in many
countries and the growing consciousness of consumers and the general public and enlightened leaders
of business and industry, including transnational corporations, have all contributed to this. A positive
contribution of business and industry, including transnational corporations, to sustainable development
can increasingly be achieved by using economic instruments such as free market mechanisms in which
the prices of goods and services should increasingly reflect the environmental costs of their input,
production, use, recycling and disposal subject to country-specific conditions.

The improvement of production systems through technologies and processes that utilize resources more
efficiently and at the same time produce less wastes - achieving more with less - is an important
pathway towards sustainability for business and industry. Similarly, facilitating and encouraging
inventiveness, competitiveness and voluntary initiatives are necessary for stimulating more varied,
efficient and effective options. To address these major requirements and strengthen further the role of
business and industry, including transnational corporations, the following two programmes are
proposed.

PROGRAMME AREAS

A. Promoting cleaner production

Basis for action

There is increasing recognition that production, technology and management that use resources
inefficiently form residues that are not reused, discharge wastes that have adverse impacts on human
health and the environment and manufacture products that when used have further impacts and are
difficult to recycle, need to be replaced with technologies, good engineering and management practices
and know-how that would minimize waste throughout the product life cycle. The concept of cleaner
production implies striving for optimal efficiencies at every stage of the product life cycle. A result would
be the improvement of the overall competitiveness of the enterprise. The need for a transition towards
cleaner production policies was recognized at the UNIDO-organized ministerial-level Conference on
Ecologically Sustainable Industrial Development, held at Copenhagen in October 1991. 1/

Objectives

Governments, business and industry, including transnational corporations, should aim to increase the
efficiency of resource utilization, including increasing the reuse and recycling of residues, and to reduce
the quantity of waste discharge per unit of economic output.

Activities

Governments, business and industry, including transnational corporations, should strengthen

partnerships to implement the principles and criteria for sustainable development.

Governments should identify and implement an appropriate mix of economic instruments and normative
measures such as laws, legislations and standards, in consultation with business and industry, including
transnational corporations, that will promote the use of cleaner production, with special consideration for
small and medium-sized enterprises. Voluntary private initiatives should also be encouraged.

Governments, business and industry, including transnational corporations, academia and international
organizations, should work towards the development and implementation of concepts and
methodologies for the internalization of environmental costs into accounting and pricing mechanisms.

71
Business and industry, including transnational corporations, should be encouraged:

a. To report annually on their environmental records, as well as on their use of energy and natural
resources;
b. To adopt and report on the implementation of codes of conduct promoting the best
environmental practice, such as the Business Charter on Sustainable Development of the
International Chamber of Commerce (ICC) and the chemical industry's responsible care
initiative.

Governments should promote technological and know-how cooperation between enterprises,

encompassing identification, assessment, research and development, management marketing and
application of cleaner production.

Industry should incorporate cleaner production policies in its operations and investments, taking also
into account its influence on suppliers and consumers.

Industry and business associations should cooperate with workers and trade unions to continuously
improve the knowledge and skills for implementing sustainable development operations.

Industry and business associations should encourage individual companies to undertake programmes
for improved environmental awareness and responsibility at all levels to make these enterprises
dedicated to the task of improving environmental performance based on internationally accepted
management practices.

International organizations should increase education, training and awareness activities relating to
cleaner production, in collaboration with industry, academia and relevant national and local authorities.

International and non-governmental organizations, including trade and scientific associations, should
strengthen cleaner production information dissemination by expanding existing databases, such as the
UNEP International Cleaner Production Clearing House (ICPIC), the UNIDO Industrial and
Technological Information Bank (INTIB) and the ICC International Environment Bureau (IEB), and
should forge networking of national and international information systems.

Promoting responsible entrepreneurship

Basis for action

Entrepreneurship is one of the most important driving forces for innovations, increasing market
efficiencies and responding to challenges and opportunities. Small and medium-sized entrepreneurs, in
particular, play a very important role in the social and economic development of a country. Often, they
are the major means for rural development, increasing off-farm employment and providing the
transitional means for improving the livelihoods of women. Responsible entrepreneurship can play a
major role in improving the efficiency of resource use, reducing risks and hazards, minimizing wastes
and safeguarding environmental qualities.

The following objectives are proposed:

(a) To encourage the concept of stewardship in the management and utilization of natural
resources by entrepreneurs;
(b) To increase the number of entrepreneurs engaged in enterprises that subscribe to and
implement sustainable development policies.

Activities

Governments should encourage the establishment and operations of sustainably managed enterprises.
The mix would include regulatory measures, economic incentives and streamlining of administrative
procedures to assure maximum efficiency in dealing with applications for approval in order to facilitate
investment decisions, advice and assistance with information, infrastructural support and stewardship
responsibilities.

72
Governments should encourage, in cooperation with the private sector, the establishment of venture
capital funds for sustainable development projects and programmes.

In collaboration with business, industry, academia and international organizations, Governments should
support training in the environmental aspects of enterprise management. Attention should also be
directed towards apprenticeship schemes for youth.

Business and industry, including transnational corporations, should be encouraged to establish world-
wide corporate policies on sustainable development, arrange for environmentally sound technologies to
be available to affiliates owned substantially by their parent company in developing countries without
extra external charges, encourage overseas affiliates to modify procedures in order to reflect local
ecological conditions and share experiences with local authorities, national Governments and
international organizations.

Large business and industry, including transnational corporations, should consider establishing
partnership schemes with small and medium-sized enterprises to help facilitate the exchange of
experience in managerial skills, market development and technological know-how, where appropriate,
with the assistance of international organizations.

Business and industry should establish national councils for sustainable development and help promote
entrepreneurship in the formal and informal sectors. The inclusion of women entrepreneurs should be
facilitated.

Business and industry, including transnational corporations, should increase research and development
of environmentally sound technologies and environmental management systems, in collaboration with
academia and the scientific/engineering establishments, drawing upon indigenous knowledge, where
appropriate.

Business and industry, including transnational corporations, should ensure responsible and ethical
management of products and processes from the point of view of health, safety and environmental
aspects. Towards this end, business and industry should increase self-regulation, guided by appropriate
codes, charters and initiatives integrated into all elements of business planning and decision-making,
and fostering openness and dialogue with employees and the public.

Multilateral and bilateral financial aid institutions should continue to encourage and support small- and
medium-scale entrepreneurs engaged in sustainable development activities.

United Nations organizations and agencies should improve mechanisms for business and industry
inputs, policy and strategy formulation processes, to ensure that environmental aspects are
strengthened in foreign investment.

International organizations should increase support for research and development on improving the
technological and managerial requirements for sustainable development, in particular for small and
medium-sized enterprises in developing countries.

Means of implementation

Financing and cost evaluation

The activities included under this programme area are mostly changes in the orientation of existing
activities and additional costs are not expected to be significant. The cost of activities by Governments
and international organizations are already included in other programme areas.

73
United Nations Division for Sustainable
Development – Indicators of Sustainable Development

CSD Theme Indicator Framework

Economic
Theme Sub-theme Indicator
Economic Structure (2) Economic Performance GDP per Capita
Investment Share in GDP
Trade Balance of Trade in Goods and
Services
Financial Status (33) Debt to GNP Ratio
Total ODA Given or Received
as a Percent of GNP
Consumption and Production Material Consumption Intensity of Material Use
Patterns (4) Energy Use Annual Energy Consumption
per Capita
Share of Consumption of
Renewable Energy Resources
Intensity of Energy Use
Waste Generation and Generation of Industrial and
Management (19-22) Municipal Solid Waste
Generation of Hazardous
Waste
Management of Radioactive
Waste
Waste Recycling and Reuse
Transportation Distance Travelled per capita
by Mode of Transport
Social
Equity Poverty (3) Percent of Population Living
below Poverty Line
Gini Index of Income Inequality
Unemployment Rate
Gender Equality (24) Ratio of Average Female Wage
to Male Wage
Health (6) Nutritional Status Nutritional Status of Children
Mortality Mortality rate Under 5 Years
Old
Life Expectancy at Birth
Sanitation Percent of Population with
Adequate Sewage Disposal
Facilities
Drinking Water Population with Access to Safe
Drinking Water
Healthcare Delivery Percent of Population with
Access to Primary Health Care
Facilities
Immunization Against
Infectious Childhood Diseases
Contraceptive Prevalence rate
Education (36) Education Level Children Reaching Grade 5 of
Primary Education
Adult Secondary Education
Achievement Level
Literacy Adult Literacy Rate
Housing (7) Living Conditions Floor Area per Person
Security Crime (36, 24) Number of Recorded Crimes
per 100,000 Population
Population (5) Population Change Population Growth rate
Population of Urban Formal
and Informal Settlements
Environmental
Atmosphere (9) Climate Change Emissions of Greenhouse
Gases

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 Ozone Layer Depletion Consumption of Ozone
Depleting Substances
Air Quality Ambient Concentration of Air
Pollutants in Urban Areas
Land (10) Agriculture (14) Arable and Permanent Crop
Land Area
Use of Fertilizers
Use of Agricultural Pesticides
Forests (11) Forest Area as a Percent of
Land Area
Wood Harvesting Intensity
Desertification (12) Land Affected by
Desertification
Urbanisation (7) Area of Urban Formal and
Informal Settlements
Oceans, Seas and Coasts (17) Coastal Zone Algae Concentration in Coastal
Waters
Percent of Total Population
Living in Coastal Areas
Fisheries Annual Catch by Major Species
Fresh Water (18) Water Quantity Annual Withdrawal of Ground
and Surface Water as a
Percent of Total Available
Water
Water Quality BOD in Water Bodies
Water Quality Concentration of Faecal
Coliform in Freshwater
Biodiversity (15) Ecosystem Area of Selected Key
Ecosystems
Protected Area as a % of Total
Area
Species Abundance of Selected Key
Species

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UNEP International Declaration on Cleaner Production

We recognize that achieving sustainable development is a collective responsibility. Action to protect the global
environment must include the adoption of improved sustainable production and consumption practices.

We believe that Cleaner Production and other preventative strategies such as Eco-efficiency, Green Productivity and
Pollution Prevention are preferred options. They require the development, support and implementation of appropriate
measures.

We understand Cleaner Production to be the continuous application of an integrated, preventive strategy applied to
process, products and services in pursuit of economic, social, health, safety and environmental benefits.

To this end we are committed to:

LEADERSHIP Using our influence to encourage the adoption of sustainable production and consumption
practices through our relationships with stakeholders.
AWARENESS, Building capacity by developing and conducting awareness, education and training programmes
EDUCATION AND within our organization and by encouraging the inclusion of the concepts and principles into
TRAINING educational curricula at all levels
INTEGRATION Encouraging the integration of preventive strategies into all levels of our organization, within
environmental management systems, by using tools such as performance evaluation,
environmental accounting, and environmental impact, life cycle, and cleaner production
assessment
RESEARCH Creating innovative solutions by promoting a shift in priority from end-of-pipe to preventive
AND strategies in our research and development policies and activities and by supporting the
DEVELOPMENT development of products and services which are environmentally efficient and meet consumer
needs
COMMUNICATION Sharing our experience by fostering dialogue on the implementation of preventive strategies and
informing external stakeholders about their benefits
IMPLEMENATION Taking action to adopt Cleaner Production by setting challenging goals and regularly reporting
progress through established management systems, by encouraging new and additional finance
and investment in preventive technology options, and promoting environmentally-sound
technology cooperation and transfer between countries, and through cooperation with UNEP and
other partners and stakeholders in supporting this declaration and reviewing the success of its
implementation

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Declaration of Interdependence for a Sustainable Future
At the UIA/AIA World Congress of Architects in Chicago, 18 – 21 June 1993, the following document
was adopted.

The declaration recognises that:

A sustainable society restores, preserves and enhances nature and culture for the benefit of all life
present and future; a diverse and healthy environment is intrinsically valuable and essential to a healthy
society; today’s society is seriously degrading the environment and is not sustainable.

We are ecologically interdependent with the whole natural environment; we are socially, culturally and
economically interdependent with all of humanity; a sustainability, in the context of this interdependence,
requires partnership, equity and balance among all parties.

Buildings and the built environment play a major role in the human impact on the natural environment
and on the quality of life; a sustainable design integrates consideration of resource and energy
efficiency, healthy buildings and materials, ecologically and socially sensitive land-use, and an aesthetic
sensitivity that inspires, affirms and ennobles; a sustainable design can significantly reduce adverse
human impacts on the natural environment while simultaneously improving quality of life and economic
well being.

We commit ourselves, as members of the world’s architectural and building-design professions,

individually and through our professional organisations, to:

• Place environmental and social sustainability at the core of our practices and professional
responsibilities;
• Develop and continually improve practices, procedures, products, curricula, services and
standards that will enable the implementation of sustainable design;
• Educate out fellow professionals, the building industry, clients, students and the general public
about the critical importance and substantial opportunities of sustainable design;
• Establish policies, regulations and practices in government and business that ensure
sustainable design becomes the normal practice; and
• Bring all existing and future elements of the built environment – in their design, production, use
and eventual reuse – up to sustainable design standards.

Olfemi Majekodunmi,
President
International Union of Architects

Susan A Maxman
President
American Institute of Architects

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Part 2 – Using the Guidelines
14 Introduction
The Commonwealth is a voluntary association of 54 sovereign states which work together to
achieve international goals. Spread over every continent and ocean, the Commonwealth’s 1.7
billion people make up 30% of the world’s population. Emphasising equality, trust and
understanding, the Commonwealth facilitates the advancement of democracy, human rights
and sustainable economic and social development within its member countries and beyond.
Over thirty Commonwealth Professional Associations bring people working in the same
profession around the Commonwealth together. These associations, of which the
Commonwealth Association of Architects (CAA) is one, help maintain international standards
and enable professionals to share experience and knowledge. The associations also
contribute to global change, by forging links on crucial questions such as the environment.
The CAA, an Association of associations, institutes and societies, has as its objective “the
advancement of architecture throughout the Commonwealth and the world and the promotion
and acquisition of knowledge of the various arts and sciences connected therewith”28. It has
30 member institutes and 6 associate members representing some 40 000 architects
throughout the Commonwealth.

14.1 History and Background

In the CAA Practice Policy document of June 2000, reference is made to a number of
strategies that could be applied to promoting the interests of the individual institute members
of the CAA. Much has happened since then – including the events of September 11, 2001;
the Tsunami of December 2004; and the hurricanes of late 2005 – and the socio-economic
environment is no longer the same. It behoves the CAA therefore to assist its members to
evaluate the relevance of their practice methodologies in the light of these new and emerging
influences.
The most significant of these influences is the release of a Vision for the Commonwealth. At
the Commonwealth Heads of Government Meeting (CHOGM) in Coolum, Australia in March
2002, Commonwealth leaders gave consideration to the High-level Review Group (HRG)
report. An outcome of this report was the birth of A New Vision for the Commonwealth.
The Vision recognises the uniqueness of the Commonwealth, reaffirms the belief in the
Commonwealth’s enduring relevance and value, and confirms the constructive role the
Commonwealth can play in achieving international co-operation in areas such as sustainable
development.
The development of these design guidelines is thus a CAA response to the A New Vision for
the Commonwealth in general, and to promoting the objectives of sustainable development
among the corps of architects throughout the Commonwealth.

14.2 Need
Architects play an indispensable role in the production of the built environment: they are
required to provide imaginative thinking, be at the cutting edge of technology, exercise
strategic management skills, and be skilled craftspeople in order to conceptualise and
manage the delivery of the physical infrastructure that is fundamental to the development of
the communities they serve. Through this role architects are acknowledged for their potential
to add real value through the devising of the physical solutions in response to the brief,
maximising the potential of the site, and overcoming planning and other constraints.
Architects exercise a significant influence on the quality of life of people – including current
users, those who pass by their buildings, and those users yet to be born – and on the quality
of the natural environment. There is a growing expectation that the built environment must
contribute to the well being of the community without depleting the resources of the planet.

28
Constitution of the Commonwealth Association of Architects, Article II.

78
This expectation is placing new demands on architects to familiarise themselves with the
issues of sustainable development and to ensure that they are competent at designing
infrastructure in a sustainable manner.

14.3 Purpose Statement

This initiative of the CAA is aimed at ensuring that architects within the Commonwealth are
able to make their contribution to ensuring the sustainability of their developments. In this
regard it takes cognisance of the newly accepted and widely used instrument for integrating
economic, social and environmental issues into the formulation of plans and programmes,
namely Strategic Environmental Assessment (SEA).
Unlike the Environmental Impact Assessment (EIA) approach that focuses on the effect of the
development on the environment, the SEA approach assesses the effect of the environment
on the proposed development. This approach, in considering the opportunities and
constraints that the broader environment places on the proposed development, acknowledges
context (e.g. the political, institutional, social and biophysical environment), integrates current
legislative procedures into the formulation of development plans, and is sustainability-led.

14.4 Scope
These Guidelines are limited to the work of architects: although reference is made to “facility”
rather than “building” in recognition of the applicability of these Guidelines beyond the narrow
confines of buildings, the strategies presented do not attempt to address the issues related to
civil engineering, for example, dam construction. The scope is therefore clearly limited to the
work that architects undertake.
The guidelines do not offer detailed technical solutions: the scope of the guidelines is
therefore limited to clarifying goals and strategies that architects may use to address the
diverse issues of sustainability as defined in the definition of terms below.

14.5 Definition of Terms

“Absorptance” – is the ratio of the radiation absorbed by a surface to the total energy falling
on that surface (Mendler and Odell, 2000).
“Absorption” – is the process whereby a porous material extracts one or more substances
from an atmosphere (Mendler and Odell, 2000).
“AECB” – refers to the Association for Environmentally Conscious Building.
“Aerobic treatment” – is the removal of organic pollutants in wastewater by bacteria,
requiring oxygen with water and carbon dioxide as the end results of the treatment process.
Processes include trickling filtration, activated sludge, and rotating biological contactors
(Mendler and Odell, 2000).
“Ambient lighting” – is the lighting throughout an area that produces general illumination
(Mendler and Odell, 2000).
“Ambient temperature” – is the dry bulb temperature of the medium (air, water or earth)
surrounding people, objects or equipment (Mendler and Odell, 2000).
“ASHRAE” – is the American Society of Heating, Refrigerating, and Air Conditioning
Engineers (Mendler and Odell, 2000).
“Biodegradable” – means capable of decomposing into elements found in nature within a
reasonably short period of time after customary disposal (Mendler and Odell, 2000).
“Bioretention” is the management and treatment of stormwater runoff within a shallow
depression, using a conditioned soil bed and plant materials to reduce runoff and to treat and
infiltrate it where it originates. The method combines physical filtering and absorption with
biological water treatment processes (Mendler and Odell, 2000).
“BRE” – refers to the British Research Establishment Ltd.

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“BREEAM” – refers to the Building Research Establishment’s Environmental Assessment
Method.
“Brownfield” – is abandoned, idle, or underused industrial and/or commercial facilities/sites
where expansion or redevelopment is complicated by real or perceived environmental
contamination (Mendler and Odell, 2000).
“Building envelope” – is the enclosing of conditioned spaces by building elements through
which thermal energy may be transferred to and from the exterior or to and from
unconditioned spaces (Mendler and Odell, 2000).
“Building integrated photovoltaics” – means a portion or portions of a building envelope
(walls, roofs, and fenestration) that incorporates photovoltaic materials that generate
electricity (Mendler and Odell, 2000).
“Carbon dioxide” – is a colourless, odourless gas that is a known contributor to global
warming. Overexposure may cause headache, dizziness, restlessness, increased heart rate
and pulse pressure, and elevated blood pressure. Also used in the manufacture of carbonates
and as a propellant in aerosols (Mendler and Odell, 2000).
“Commissioning” – is defined by ASHRAE Guideline 0, The Commissioning Process as “a
quality-oriented process for achieving, verifying, and documenting that the performance of
facilities, systems, and assemblies meets defined objectives and criteria”. Commissioning is
therefore an ‘umbrella’ process for all the planning, delivery, verification, and managing risks
to critical functions performed in, or by, facilities. Commissioning uncovers deficiencies in
design or installation using peer review and field verification. Commissioning also
accomplishes higher energy efficiency, environmental health, and occupant safety and
improves indoor health quality. Commissioning is a quality assurance-based process that
delivers preventive and predictive maintenance plans, tailored operating manuals, and
training procedures. Essentially the commissioning process formalises review and integration
of all project expectations during planning, design, construction, and occupancy phases by
inspection and functional performance testing, and oversight of operator training and record
documentation.
“Construction Phase” – incorporating Mobilisation (let the building contract, appoint
contractor, issue production information, arrange site hand-over, and review contractor’s
proposals), Construction to Practical Completion (administer the building contract and provide
contractor with further information as necessary), After Practical Completion (administer the
building contract after practical completion, resolve defects and make final inspections). The
importance of this phase is to be found in the inspection of the expected performance
standards to ensure compliance.
“Contaminant” – is a foreign or unwanted physical, chemical, biological, or radiological
material in a product or in the environment (Mendler and Odell, 2000).
“Daylight strategies” – are strategies that aim to use natural light to minimise the use of
artificial lighting during the day (Mendler and Odell, 2000).
“Deconstruction Phase” – incorporates either the partial or complete deconstruction of the
facility. Deconstruction involves at least three phases either partially or fully:
decommissioning, dismantling, and disposal.
“Ecological deficit” means the amount by which the ecological footprint of a population
exceeds the biological capacity of the space available to that population. The national
ecological deficit measures the amount by which the country’s footprint (plus the country’s
share of biodiversity responsibility) exceeds the ecological capacity of that nation.
“Ecological footprint” means the measure of how much productive land and water an
individual, a city, a country, or humanity needs to produce all the resources it consumes and
to absorb all the waste it generates, using prevailing technology. This land could be anywhere
in the world. The Ecological Footprint is measured in ‘global acres [hectares]’.
“Ecological integrity” – means a natural system that has a self-correcting ability when
subject to disturbance (Mendler and Odell, 2000).

80
“Ecosystems” – means the interaction of organisms from the natural community to one
another and their environment (Mendler and Odell, 2000).
“Embodied energy” – means the amount of energy expended for production and
transportation plus inherent energy at a specific point in the life cycle of a product (Mendler
and Odell, 2000).
“Emission” – means a pollutant gas, particle, or liquid released into the environment
(Mendler and Odell, 2000).
“Feasibility Phase” – incorporating Appraisal (the identification of client’s requirements, of
possible constraints on development and the preparation of studies to enable the client to
decide whether to proceed and to select the probable procurement method) and Strategic
Briefing (preparation of strategic brief by or on behalf of the client confirming key
requirements and constraints). The purpose of this stage is to clarify the project objectives
and determine the best way of proceeding. This is a critical stage as it requires the
identification of all the issues impacting on the sustainability of the project, clarifying these
impacts and their implications with the client, and obtaining the necessary approvals to
proceed with the prerequisite interventions, or not. It is critical that the appropriate goals are
identified, that the correct strategies are prepared to achieve the goals, and that the
necessary research is done to support the strategies. For these reasons the guidelines
emphasise the importance of ‘design’ in achieving sustainable development.
“Formaldehyde” – is a poisonous, reactive, flammable gas with a pungent suffocating odour.
It combines readily with many substances and polymerises easily. Formaldehyde may cause
irritation of the eyes, nose, throat, and respiratory system, tearing of eyes, burns of the nose,
coughing or bronchial spasm, and allergic reaction. Generally used in wood products,
plastics, fertilisers, and foam insulation (Mendler and Odell, 2000).
“Grey water” – is wastewater that is collected from sinks, showers, baths, and air
conditioning condensate, and is treated for reuse.
“IAQ” – refers to an Indoor Air quality in which there are no known contaminants at harmful
concentrations. Strategies that can be used to improve indoor air quality include source
control (eliminating potential contaminants at source), source isolation (isolating potential
contaminants) and source dilution (utilising ventilation and filtration to dilute contaminants)
(Mendler and Odell, 2000).
“Life Cycle” – incorporates the use of and alterations to the facility throughout the whole life
cycle of the facility. Despite the best efforts at designing and constructing a sustainable facility
it can only remain so if it is operated responsibly and maintained properly. The use of toxic
cleaning materials can undo all the efforts aimed at achieving a high standard of indoor air
quality; failure to test sensor control points can compromise energy efficiency; and poor
training can lead to early system failures. Facilities must be operated and maintained with the
security, safety, health, comfort, and productivity of their occupants in mind, and with an
understanding of the next generation’s need to reuse and recycle building components. The
importance of this phase is to be found in the assessment of the efficacy of the strategies,
over time, at achieving the goals.
“Life cycle assessment” – means assessing the entire life cycle of the product, process or
activity, encompassing extracting and processing material; manufacturing, transporting and
distribution; use, reuse and maintenance; recycling and final disposal (The Society of
Environment, Toxicology and Chemistry, 1993).
“Non-potable water” – means water that is used for irrigation, cooling towers, toilet flushing,
and related uses.
“Occupancy sensor” – means a device that detects the presence or absence of people
within an area and causes any combination of lighting, equipment, or appliances to be turned
on/off or adjusted accordingly.
“Particulates” – are fine solid particles of dust, spores, pollens, dander, skin flakes, mite
allergens, cell debris, mould, mildew, mineral fibres, or solids escaping from combustion
processes that are small enough to become suspended in the air (Mendler and Odell, 2000).

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“Performance targets and indicators” – refers to targets and indicators included in Best
Practice Guides published by organisations such as BREEAM, AECB and others (Halliday,
2000).
“Pervious paving” – is paving material that allows water to penetrate to the ground below.
“Photovoltaic” – refers to the generation of electricity through the exposure of solid-state
cells to visible or other radiation (Mendler and Odell, 2000).
“Potable water” – means water that is used for drinking and cooking purposes.
“Pre-construction Phase” – incorporating Outline Proposals (commence development of
strategic brief into full project brief, prepare outline proposals and estimate of cost, and review
procurement route), Detailed Proposals (complete development of project brief, prepare
detailed proposals, and prepare application for full developmental control approval), Final
Proposals (prepare final proposals sufficient for co-ordination of all components and elements
of the project), Production Information prepare production information in sufficient detail to
enable tender or tenders to be obtained, and apply for statutory approval), Tender
Documentation (prepare and collate tender documentation), and Tender Action (identify and
evaluate potential contractors and/or specialists, obtain and appraise tenders, and submit
recommendation to the client).
“Rainwater harvesting” means the concentrating and collecting of rain falling on roofs and
grounds for direct use or storage. Water is collected or harvested from patios, driveways and
other paved areas. Also harvested is the flow of water from the roof and from catchments
such as gutters. Buildings can be designed to maximise the amount of catchment area,
thereby increasing rainwater harvesting possibilities.
“Renewable resources” – are resources that are capable of regeneration at a rate greater
than its rate of depletion (Mendler and Odell, 2000).
“Sustainable development” means development that meets the needs of the present
without compromising the ability of future generations to meet their own needs (The World
Commission on Environment and Development, 1987).
“VOC” means Volatile Organic Compound including Formaldehyde, Vinyl chloride, 4-
phenylcyclohexene (4-PC), Styrene, Benzene, Methyl ethyl ketone, Toluene, Xylenes,
Trichloroethylene, Isophorone, Methylene chloride, Ethylbenzene, Phthalate esters, Acrolein,
Acrylonitrile, Acetone, Carbon tetrachloride, and Tetrachloroethane (Mendler and Odell,
2000).

15 Methods and Materials

Literature on sustainable development covers an extensive field that extends way beyond the
confines of architecture and building. Nonetheless, the impacts of construction are in
themselves extensive, and many overlaps exist between construction activities and
economics, society, and the environment.

15.1 How raw data was obtained

Data was sourced through an extensive desktop and literature review, and through
consultations and discussions with various knowledgeable experts in the field. A complete
compilation of the data sourced and used is included in the reference section at the end of
this document.

15.2 How raw data was interpreted

The Guidelines are based on themes and sub-themes relating to the triple bottom line
approach, i.e. Economic Prosperity, Social Wellbeing and Environmental Stewardship. The
themes, sub-themes and indicators are cross-referenced to those prepared by the United
Nations Commission for Sustainable Development (UNCSD) for the sake of consistency.
Where necessity required the inclusion of additional themes, sub-themes and indicators,
these are introduced under the corresponding headings of those of the UNCSD.

82
The strategies supporting the goals of each theme and sub-theme are in turn cross-
referenced to the typical Architect’s Work Plan as articulated by the Royal Institute of British
Architects (RIBA).
The Guidelines have deliberately avoided attaching a scoring mechanism to the themes and
sub-themes: it is believed that developing a proper understanding and appreciation of the
issues involved is of more value than aiming for a particular score. Furthermore, the indicators
are deliberately established to be relatively easy to implement in order to avoid complicated
methods of calculation.
Although the compilation of the goals and strategies was cross-referenced against a number
of documents particular acknowledgement is given to the following documents:
Rough Guide to Sustainability by Brian Edwards with Paul Hyett (RIBA),
Green Guide to the Architect’s Job Book by Sandy Halliday (RIBA),
BRE’s Environmental Assessment Method (BREEAM),
LEED Green Building Rating System,

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16 Economic Capital
Economic capital in sustainable development terms goes way beyond the economic viability
exercises commonly undertaken in construction projects although costs and cost savings do
feature prominently in much green building literature. In conventional economic theory the use
of economic capital is related to the manner in which “scarce resources are and ought to be
allocated between all their possible uses” (Hillebrandt, 1974). In general, economic capital will
include resources such as materials, energy, financial capital, buildings, and machinery. In
terms of the ‘lean’ manufacturing concept, waste is included as a resource since it originates
as a consequence of resource use. In addition, the concept of ‘Whole Life Cycle’ values
resources from their source (cradle) to their final disposal (grave) and typically includes first
cost together with operating and maintenance costs, periodic replacement, and residual
value. Essentially the triple bottom line approach seeks to harmonise the imperatives of
economic capital with those of related capitals such as social and environmental.
Figure 1: Whole Life Cycle Approach

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16.1 Theme: Economic prosperity
Economic prosperity refers to the spreading of economic benefit amongst as large a group of
stakeholders as possible, and reducing the operating costs of the facility. The focus of the
former has to do with engaging the small, medium and micro sections of the economy in the
construction delivery process in recognition of the importance of their role in economic
growth, and the ability of the construction sector to create economic opportunities for
engagement. The focus of the latter has to do with keeping the operating costs to a minimum
without impacting on the efficient running of the facility.

16.1.1 Sub-theme: Small, medium and micro enterprises

Indicator % of contractors employed on the project that are SMME

Goals • To develop appropriate performance targets and indicators based
on the specific site and programmatic requirements.
• To grow the economy through the sustainable support of small,
medium and micro enterprises.
Work Phase Feasibility
Strategies • Clarify your understanding of the purpose of SMME engagement
and the opportunities the project offers in this regard.
• Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the available capacity and expertise of local SMMEs,
having regard for the performance requirements of the project.
• Evaluate the servicing and maintenance requirements of the
facility and determine the extent to which this can be undertaken
by local SMMEs.
• Evaluate the brief and determine what technological and financial
interventions would result in a higher participation rate by
SMMEs.
• Assess the scope for employing SMMEs as suppliers of goods
and services within the project.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the information required through focused research to
enable the preparation of the design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
including the requirement to submit method statements – having

85
 regard for the level of expertise within the local community.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
• Investigate and adopt the most suitable method and form of
procurement to ensure SMME participation in the project.
Work Phase Construction
Strategies • Share and disseminate knowledge and best practice to all
participating SMMEs.
• Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Approve the required method statements of the contractor.
• Monitor for compliance throughout the construction and
commissioning period.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Develop and utilise a commissioning plan based on SMME O&M
participation.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers, and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.

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Work Phase Deconstruction
Strategies • Decommissioning, dismantling and disposal lends itself to the
engagement of SMMEs: facilitate their participation, particularly
with regard to the reuse and recycling of materials.
• Ensure that any decommissioning of plant and materials is done
in a manner that supports the engagement of SMMEs.
• Prepare dismantling procedures for the facility that supports the
engagement of SMMEs.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the decommissioning,
dismantling and disposal contractors with the local authority’s
regulations regarding decommissioning, dismantling, and
disposal.

16.1.2 Sub-theme: Ongoing costs

Indicator Service costs as a % of income

Goals • To develop appropriate performance targets indicators based on
the specific site and programmatic requirements.
• To minimise the operating costs of the facility as a percentage of
income (business or private).
Work Phase Feasibility
Strategies • Clarify your understanding of the need to reduce operating costs
and the opportunities the project offers in this regard.
• Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Seek out technologies, products, plant and materials that will
require low levels of servicing throughout the lifecycle of the
project
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the information required through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear

87
 – having regard for the level of expertise available within the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Approve the method statements of the contractor.
• Install automated monitors and controls for energy, water, waste,
temperature, moisture, and ventilation.
• Install schedule, occupancy, or luminance sensors to control
lighting and other functions.
• Use timers for heating/ventilation/air conditioning (HVAC)
equipment.
• Monitor for compliance throughout the construction and
commissioning period.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the O&M Personnel are fully aware of the need for
operative training for both users and service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Have a contract in place to review building operation with the

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 facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
• Recommend that lights, computers, and equipment is turned off
when not in use.
• Enable power-down features on office equipment.
• Recommend that computer monitors are turned off when not in
use.
• Recommend cleaning products and supplies that are resource-
efficient and non-toxic. Look for materials that are concentrated.
• Recommend waste reduction through source reduction and
recycling to eliminate disposal off-site.
• Recommend on-site composting of organic materials.
• Recommend that the client adopt green meeting practices.
• Recommend the minimising of travel by supporting
telecommuting programmes and enable teleconferencing.
• Prepare and ensure that a comprehensive maintenance
programme to keep all facility systems functioning as designed is
implemented.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility in a manner that
supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2 Theme: Consumption and production patterns

One of the most critical components of sustainable development is switching current
consumption and production patterns from consuming non-renewable resources to renewable
resources, producing materials in a manner that enables their reuse, and reducing waste
throughout the production process.

16.2.1 Sub-theme: Material consumption: Intensity of use

Indicator Number and % of materials used (intensity of use)

Goals • To develop appropriate performance targets and indicators based
on the specific site and programmatic requirements.
• To minimise the intensity of material use both in terms of quantity
and type.
• To use construction materials that are labelled to cover life cycle
and recycled content.
• To reduce the consumption of natural resources by designing
material-efficient structural systems, avoiding materials that serve
no functional purpose, or sized inefficiently.

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 • To use materials made from renewable resources in preference
to materials made from non-renewable resources.
Work Phase Feasibility
Strategies • Clarify your understanding of the purpose of intensity of material
use and the opportunities the project offers in this regard.
• Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate which preferred materials would meet the performance
requirements of the brief.
• Evaluate the optimal usage of those materials that would result in
the least amount of construction waste.
• Make a note to investigate the reuse of materials for construction
in the completed structure. Aim to avoid one time use, such as
temporary supports.
• Identify the desired life span of the facility and/or facility
components and especially the rate of churn in interior spaces.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Design the facility to minimise the number and type of
construction materials and products used.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.

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 • Approve the method statements of the contractor.
• Monitor for compliance throughout the construction and
commissioning period.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

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16.2.2 Sub-theme: Material consumption: Life cycle
The following is a guide to issues impacting on the life cycle assessments of materials and
products.
Raw materials – the raw material should be non-toxic; be derived from a renewable and if
necessary a certified source; be an agricultural or industrial by-product; be a salvaged
material or product; and contain recycled content.
Production processes – The material or product, in its manufacture, should require little
energy and preferably utilise renewable energy; use little water and preferably recycled water;
not emit solid, aqueous, and gaseous wastes; have little or no toxic emissions, effluents and
ozone-depleting content; and recycle its manufacturing waste.
Packaging and shipping – The material or product should be of local origin; use minimal,
reusable, and recyclable packaging; and use efficient shipping methods.
Installation and use – The material and product should be durable; be free of VOCs,
formaldehyde or other potentially harmful chemical emissions during or after installation;
contain no mineral fibres; be safe for installers; require non-toxic, low-VOC adhesives,
finishes, sealants, and maintenance products; and require little maintenance.
Resource recovery – The material or product should be recoverable after use, preferably by
the manufacturer; be recyclable; and be biodegradable.

Indicator % of all materials used with a life cycle of 50 years

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements
• To select those materials that will be most durable having regard
for the life cycle of the facility
• To conserve natural resources by specifying materials that are
durable and long lasting instead of those that need to be replaced
frequently
• Target 50% of all materials or products used to have a life cycle
of at least 50 years
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate which materials would satisfy the performance
requirements of the brief whilst offering the most durability for the
life cycle of the facility.
• Implement a design approach that maximises the flexibility of the
facility to enhance its longevity.
• Aim to use modular planning and flexible building infrastructures
for HVAC, power and communications.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the information required through focused research to
enable the preparation of design proposals against the

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 performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the level of expertise available within the local
community.
• Endeavour to consider environmental and health impacts over
the full life cycle when selecting materials and products. Identify
which are of the highest priority for the project based on the
programmatic requirements and location.
• Specify materials and products that are made from non-toxic or
low toxicity, renewable, sustainably acquired raw materials; have
recycled content; are durable and low maintenance; are low
polluting in manufacture, shipping and installation; and are
recyclable.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Approve the method statements of the contractor.
• Monitor for compliance throughout the construction and
commissioning period.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan that documents
commissioning process tasks for each delivery phase.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans..
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle

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Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Ensure that information on the building and building systems is
available to users and service providers.
• Define and document requirements clearly and update the
process regularly.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal with particular regard for health and
safety.

16.2.3 Sub-theme: Material consumption: Deconstruction

Indicator % of construction elements that can be deconstructed

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To design and construct the facility in a manner that will facilitate
the easy deconstruction of the facility during or at the end of its
life cycle and enable reuse.
• To design the facility to use components, assemblages and
systems to facilitate disassembly for reuse (i.e. fixtures, hollow
metal frames, trusses, casework, etc.), salvage (i.e. timber
frames, carpets, countertops, etc.), or recycling (i.e. metals,
glass, concrete etc. materials).
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.

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 • Make a thorough examination of the facility with regard to the
opportunities to refurbish rather than demolish.
• Evaluate the most appropriate construction technology available
that will satisfy the performance requirements of the brief while
offering the greatest degree of deconstruction and reuse.
• Evaluate materials and products that will enable easy
disassembly and reuse without destroying the integrity of the
material.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Aim to plan the facility on standardised modules to facilitate reuse
in other applications
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the level of expertise available within the local
community.
• Design the facility to ease the disassembly of construction
materials and products.
• For projects that require demolition work propose salvage, reuse
and recycling of demolition materials.
• Integrate requirements for materials collection systems for
recycling into the building design.
• Request permission to undertake an asset register of buildings,
contents and components as a reference for future works.
• Prepare a decommissioning plan that takes the economic, social
and environmental consequences into account.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Develop a construction disassembly section in the contract
documentation including a salvage and reuse plan for demolition
of existing materials and products.

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 • Develop specifications for the appropriate handling of hazardous
waste materials such as oil, paint, and lighting.
• Encourage vendors to reduce packaging and to collect their
packaging for reuse.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Quantify operational waste.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and
long term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Ensure that information on the building and building systems is
available to users and service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

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16.2.4 Sub-theme: Material Consumption: Environmental impact

Indicator Yes/no type – responsiveness to environmental impact

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To use materials that will have the least environmental impact in
terms of its sourcing, manufacturing, in-use, reuse, and eventual
disposal.
• To save energy and resources in the transportation of materials
and installation of material.
• To use rapidly renewable building materials for 5% of total
building materials required.
• To use a minimum of 50% of certified wood-based materials.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate which materials will satisfy the performance
requirements of the brief while having the least environmental
impact at source, during manufacture, installation, in-use, reuse,
and final disposal.
• Identify any negative environmental impacts from materials that
may be included in the brief and recommend appropriate
alternatives that will meet the goal
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the level of expertise available within the local
community.
• Specify wood sources from certified sustainable forests.
• Specify wood products treated with environmentally safe wood
preservatives such as ammoniacal copper quaternary (ACQ)
instead of chromated copper arsenate (CCA) pressure-treated
wood.
• Evaluate and specify building materials and products that reduce
impacts to the environment and the health of building users over

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 the full life cycle of the facility.
• Document detailed environmental performance criteria for the
environmental performance of materials.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Identify specific aspects of the construction where performance to
a defined standard may require post-construction testing and
certification/validation.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Ensure that information on the building and building systems is
available to users and service providers.
• Provide the facility managers with a list of recommended
environmentally-preferred products suitable for the operational
and maintenance purposes of the facility.

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 • Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Ensure that dismantling of plant and materials is done in a
manner that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.5 Sub-theme: Material consumption: Toxicity rating

Indicator Toxicity rating of materials

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To use materials that have the lowest toxicity rating during their
life cycle.
• Zero use of CFC-based refrigerants in the facility.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Evaluate which materials will satisfy the performance
requirements of the brief while presenting the lowest levels of
toxicity during the entire life cycle.
• Make use of the BEES or Athena or similar assessment tools.
• Assess whether the brief requires the use of materials that are
odorous or potentially irritating to the installer and end-user
• Evaluate viable alternative materials.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.

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 • Specify fungicide- and biocide-free paint.
• Assess the availability of 3rd generation non-woven materials that
have lower toxicity toward the installer and end-user
• Select materials that are low in or free of particulates, total VOCs
and toxic compounds.
• Avoid the use of engineered wood products that are high emitters
of formaldehyde. Request material technical and safety data
sheets of all materials under consideration and eliminate
products with significant quantities of toxic, flammable, corrosive,
or carcinogenic material.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Prepare an IAQ management plan for the construction process.
Specify the sequence of finish installation, temporary ventilation,
and baseline air quality testing.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.

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 • Offer to prepare a user educational and promotional programme
for use by the client.
• Ensure that information on the building and building systems is
available to users and service providers.
• Advise the facility managers on the use of appropriate low-toxicity
materials for use in the operation and maintenance of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that decommissioning of plant and materials is done in a
manner that supports the goals.
• Ensure that dismantling of plant and materials is done in a
manner that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

16.2.6 Sub-theme: Material consumption: Volatile organic compounds

Indicator % of materials known to contain VOCs

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To use materials that contain no volatile organic compounds
(VOCs) in order to ensure a good indoor environmental quality.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Evaluate which VOC-free materials will satisfy the performance
requirements of the brief during the entire life cycle
• Give special attention to materials such as adhesives, sealants,
paints, coatings, carpets and furniture systems. Composite wood
or agrifibre products must contain no added ureaformaldehyde
resins.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Select materials that are low or free of particulates, total VOCs
and toxic compounds.
• Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility

101
 stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that any materials used that contain particulates, total
VOCs and toxic compounds are stored, handled and installed in
accordance with the manufacturer’s specification.
• Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Ensure that information on the building and building systems is

102
 available to users and service providers.
• Advise the facility managers on the use of appropriate VOC-free
materials for use in the operation and maintenance of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Ensure that any dismantling of plant and materials is done in a
manner that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

16.2.7 Sub-theme: Material consumption: Reuse

Indicator % of materials used that were and can be recycled

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To conserve the capital value of salvaged materials and to
extend the life of an existing product instead of consuming
natural resources to manufacture new materials.
• Benchmark 60% of the total materials to be salvaged, reusable,
remanufactured, recyclable, or biodegradable. In refurbishment
projects reuse more than 50% of existing building facades by
area and at least 80% of the major structure by building volume.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Evaluate which materials will satisfy the performance
requirements of the brief while offering the highest degree of
reuse.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• In the event of the brief requiring alterations to an existing facility,
evaluate the extent of materials used that can be reused. Explore
opportunities to reuse and renovate existing structures in lieu of
demolition. Critically evaluate structural integrity, building skin,
HVAC system, functional suitability, compliance with current
codes, historical significance, and other aspects to determine
whether the existing building can be reused.
• Evaluate the use of recycled and/or salvaged materials,

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 especially timber or composite timber products
• Ensure that the design is standardised to facilitate the recycling
of materials in the future.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Assess the availability of salvaged materials, especially bricks,
timber, glass, tiles (wall and floor), ceiling tiles, ceiling boards,
light fittings (fluorescent).
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Assess the availability of materials made from recycled content,
such as recycled plastic benches and planters.
• Make provision for operational recycling and composting.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Ensure that all off-cuts are collected, sorted and stored for
possible reuse.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-

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 commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Recommend that all plant and materials that are replaced
throughout the O&M of the facility are evaluated for possible
reuse.
• Ensure that information on the building and building systems is
available to users and service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility in a manner that
supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.8 Sub-theme: Material consumption: Loss through improper storage

Indicator % of materials rendered unusable due to improper storage

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To store materials in such a manner that they will not be
damaged and/or pose an environmental threat if flooded or
destroyed.
• To provide an easily accessible area that serves the entire
building and is dedicated to the separation, collection and storage
of construction materials for recycling.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all

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 the appropriate measures to writing.
• Evaluate which materials that satisfy the performance
requirements of the brief will pose the least threat during
construction and operation of the facility.
• Determine whether the facility may require the use of materials
requiring special storage precautions and make provisional plans
for the safe location thereof.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the information required through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Ensure that all plant and materials delivered to site are delivered
on time and stored in accordance with the manufacturer’s
specification.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle

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Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Advise the client and the O&M Personnel on the requirements for
the proper storage of materials and plant required for the
operation of the facility.
• Ensure that information on the building and building systems is
available to users and service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility in a manner that
supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.9 Sub-theme: Material consumption: Maintenance

Indicator % of income spent on proper maintenance

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To lower the percentage of income spent on proper maintenance
throughout the lifecycle of the facility without impacting negatively
on the performance of the facility.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess which materials are compliant with the performance
requirements of the brief and will require the least extent of
maintenance during the lifecycle of the facility.

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 • Evaluate alternative materials with lower maintenance costs.
• Assess which materials and technologies can be maintained
locally.
• All plant and fabric to have a two-yearly maintenance cycle.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Select materials and plant that have low maintenance
requirements.
• Evaluate what material and plant substitution can be made to
reduce the maintenance obligations.
• Gather the information required through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the

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 systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and
long term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Offer to assist with ongoing monitoring to verify that appropriate
maintenance procedures are being used.
• Ensure that information on the building, the building systems and
their maintenance requirements are available to users and
service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility in a manner that
supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.10 Sub-theme: Energy use: Non-renewable

Indicator % of energy required consumed from non-renewable sources

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the consumption of energy produced from non-
renewable sources, such as coal and oil.
• To support the recommendations of institutions such as the
American Society of Heating, Refrigeration and Air-Conditioning
Engineers (ASHRAE).
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers

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 and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate what potential exists for utilising renewable energy such
as solar, wind, biomass, and/or co-generative sources.
• Establish what interventions, if any, are required to moderate the
locational climatic conditions to reduce the requirement for
heating and cooling.
• Identify what specific requirements in the brief are energy-
intensive and prepare alternatives to reduce that consumption,
for example, space heating and cooling and water heating.
• Determine whether the local building code has any particular
requirements for reducing energy consumption.
• Determine whether the local authorities have any financial
incentives to encourage the use of renewable energy.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Specify materials and plant with low levels of embedded energy
and that require low levels of energy in operation.
• Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Consider installation of refuelling facilities for alternative-fuel
vehicles using electricity, natural gas, or methanol/ethanol.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Request the contractor to review the plant and equipment to be
used throughout the construction process and to ensure that all
equipment and plant will support the goals.

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 • Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Ensure that information on the building and building systems is
available to users and service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials takes
place in a manner that supports the goals.
• Ensure that any dismantling of plant and materials takes place in
a manner that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.11 Sub-theme: Energy use: Renewable

Indicator % of energy required supplied from renewable sources

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To make use of energy derived from renewable sources such as
photovoltaic panels, wind generators, biomass, and geothermal

111
 energy to minimise the global warming and air pollution impacts
from the burning of fossil fuels.
• To use other alternative energy supply systems, such as fuel
cells, that reduces the total environmental impact.
• Target 50% of the building’s total energy requirement to be
supplied building-integrated or directly-connected renewable or
other low-impact energy systems.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate if there are co-generative opportunities within the
locational area of the project.
• Evaluate what potential exists on the site to employ renewable
energy technologies, such as solar, wind, and biomass.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the information required through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Explore opportunities for passive solar heating where
appropriate. This involves the coordination of glazing, thermal
mass and surface reflectance.
• Explore opportunities for passive solar cooling where appropriate.
This requires an environmental heat sink for rejection of excess
heat. Four typical heat sinks are the sky, heat absorbance that
occurs during evaporation, cool night air, and cool ground
temperatures. Natural cooling options include sun shading,
building reflectance (watch the neighbours), insulation, and
natural ventilation.
• Explore the use of combined heat and power systems such as
microturbines, fuel cells, absorption chillers, and engine-driven
chillers.
• Explore the use of photovoltaics, especially in areas remote from
electricity infrastructure, or where electricity costs and sun
availability are high.
• Explore the use of wind turbines where space allows and wind

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 access is good.
• Explore the use of ground-source heat pumps, particularly for
low-rise buildings. Verify that subsurface conditions allow for the
use of geothermal.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Evaluate the use of energy generated by renewable resources for
use in the construction process.
• Monitor installation and confirm compliance with all energy
requirements in the contract documents.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the required Operations and Maintenance Personnel
have been properly trained on equipment operation and
maintenance on the specific systems employed in the facility.
• Offer to assist with ongoing monitoring to verify that the projected
energy savings are being met.
• Recommend that the client establish an educational and
promotional programme to educate the users of the systems
installed in the facility.
• Ensure that information on the building and building systems is

113
 available to users and service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Ensure that any dismantling of plant and materials is done in a
manner that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.12 Sub-theme: Energy use: Consumption

Indicator Kw of energy required to operate the facility

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements
• To reduce the amount of energy required to operate the facility at
optimal levels.
• To reduce the emission of global warming gases, air pollutants
and ozone depletion substances released by electricity
generation.
• To use technologies that will use 10% of the energy needed by a
conventional equivalent building type.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess what the climatic conditions of the location will be terms
of influencing heating, cooling and lighting.
• Allow for the cost of computer simulations and analysis of total
performance with integrated systems.
• Make a commitment to participate in a voluntary incentive
programme such as Energy Star or equivalent.
• Develop a base energy model.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the information required through focused research to

114
 enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Integrate energy analysis into the design process; review and
monitor energy analysis methodology as the design progresses.
• Integrate passive solar design strategies into the design of the
site and building.
• Maximise the controlled use of daylight for ambient lighting using
a holistic approach that considers heat gain and loss, and
reduced reliance on electric lighting.
• Optimise the envelope of the building by paying particular
attention to insulation, glazing, and sun shading devices.
• Investigate which insulation types are readily available that are
bested suited to the programmatic requirements of the brief.
• Evaluate the use of thermal mass to moderate interior
temperature.
• Ensure the integrity of the building envelope to provide the
required thermal comfort whilst preventing condensation.
• Investigate the use of air/vapour barrier best practice (thermal
breaks, bridges).
• Configure and site the building to optimise passive solar
opportunities for heating, cooling, and daylighting.
• Prepare a list of fittings and equipment that are responsive to the
brief but will also reduce energy consumption.
• Orientate buildings along an east-west axis with the long facades
facing north and south, to provide access to beneficial daylight
and minimise difficult-to-control low-angle sun.
• Consider the use of green roofs which have excellent insulative
values, absorb solar heat, and provide cooling through evapo-
transpiration. Green roofs reduce building energy loads and
minimise any contribution to the heat island effect.
• Consider the use of lighting control technologies such as
occupancy sensors and daylight dimming. Allow for auto off and
manual on controls. Provide separate management and personal
controls.
• Explore efficient HVAC system alternatives – avoid over sizing.
Design the system after taking into account the influence of the
passive measures taken.
• Maximise the efficient use of electric power and distribution.
• Maximise the efficient use of water heating.
• Clearly document energy performance requirements for
equipment, lighting, insulation, and glazing, to guard against

115
 inferior substitutions.
• Specify inbuilt energy monitoring with feedback and exception
reporting.
• Check the design parameters against the performance indicators
established in the feasibility report.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Monitor and check the installation to confirm compliance with the
energy performance requirements and specification.
• Prepare clear and comprehensive commissioning specifications
and manuals for inclusion in the contract documents.
• Encourage the contractor to apply energy conservation strategies
during construction.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Develop and utilise a commissioning plan.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Make a commitment to commission the building.
• Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Optimise the performance of all individual components.
• Provide a direct digital control energy management and control
system.
• Clearly document energy performance requirements and

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 specifications for equipment, lighting, and control systems for
future maintenance and replacement.
• Offer to provide a comprehensive operations and maintenance
manual for the facility.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Make a commitment to engage in future energy management.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Ensure that any dismantling of plant and materials is done in a
manner that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.13 Sub-theme: Energy use: Embodied energy

Indicator % of embodied energy in completed facility

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the materials and construction technology used
contains the lowest level of embodied energy.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Assess the material and construction technology requirements of
the brief and determine the embodied energy levels.
• Determine whether alternatives exist that are performance-
compliant but contain lower levels of embodied energy.
• Prepare a library of materials having the lowest level of embodied
energy.
• Determine the cost implications, if any.
• Advise the client accordingly.

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Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Develop and utilise a commissioning plan.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Ensure that information on the building and building systems is
available to users and service providers.

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 • Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility is done in a
manner that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.14 Sub-theme: Waste generation: Materials

Indicator % of all construction materials that end up as waste

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To conserve existing building materials and products through
reuse.
• To reduce the amount of construction waste that gets taken to
landfill sites.
• Recycle and/or salvage at least 50% (by weight) of construction,
demolition, and land clearing waste.
• Benchmark 80% by volume of demolition waste diverted from
landfill through salvage, recycling and/or recovery.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate which of the construction materials can be disposed of
through recollection, recycling and reuse.
• Evaluate what plant, material and technological changes can be
made to reduce construction waste.
• Investigate what opportunities exist for collection of construction
waste within the locational area.
• Investigate what the storage and disposal requirements of the
local authorities are.
• Determine the cost implications, if any.
• Advise the client accordingly.

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Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Have an easily accessible area set aside on the site that can
serve the entire construction process.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Develop and utilise a commissioning plan.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and
long term.

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 • Ensure that information on the building and building systems is
available to users and service providers.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.15 Sub-theme: Waste generation: Solid waste

Indicator Total amount of solid waste produced per capita

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To prevent and minimise the production of waste at source.
• To maximise the reuse, recycling and recovery of waste
production at source.
• To maximise the composting opportunities of waste production
on site.
• To maximise the treatment opportunities of waste on site.
• To reduce the amount of waste disposed of to landfill sites.
• To provide an easily accessible area that serves the entire
building and is dedicated to the separation, collection and storage
of materials for recycling.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the likely sources and types of waste production within
the brief.
• Evaluate what product, material and technology changes can be
introduced to reduce the production of waste.
• Evaluate what opportunities exist to reclaim, reuse, recover and

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 recycle waste.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and

122
 long term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.16 Sub-theme: Waste generation: Industrial waste

Indicator % of industrial waste by volume

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To prevent and minimise the production of industrial waste.
• To maximise the reuse, recycling and recovery of industrial waste
production at source.
• To maximise the composting opportunities of industrial waste
production on site.
• To maximise the treatment opportunities of industrial waste on
site.
• To reduce the amount of industrial waste disposed of to landfill
sites.
• To provide an easily accessible area that serves the entire
building and is dedicated to the separation, collection and storage
of industrial waste for recycling.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the likely sources and types of industrial waste
production within the brief.

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 • Evaluate what product, material and technology changes can be
introduced to reduce the production of industrial waste.
• Evaluate what opportunities exist to reclaim, reuse, recover and
recycle industrial waste.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to

124
 be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and procedures are established for the short and long
term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.17 Sub-theme: Waste generation: Medical waste

Indicator % of medical waste by volume

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the generation of medical waste.
• To manage the collection of medical waste in a manner that does
not pose any threat to the health and safety of participants.
• To dispose of medical waste in a manner that does not create an
ecological threat.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Interrogate the brief to determine the likelihood of the project
generating medical waste.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine the type(s) and volume of medical waste to be
generated.
• Determine whether alternative technologies exist that will enable
the reduction or avoidance of medical waste, or the treatment of

125
 medical waste.
• Investigate the collection and disposal requirements of the local
authority.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.

126
 • Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and
long term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

16.2.18 Sub-theme: Waste generation: Hazardous waste

Indicator % of hazardous waste by volume

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements
• To reduce the generation of hazardous waste.
• To appropriately store, handle, and dispose of hazardous waste
during building construction, operation, and decommissioning.
• To manage the collection of hazardous waste in a manner that
does not pose any threat to ecological health.
• To dispose of hazardous waste in a manner that does not create
an ecological threat.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Interrogate the brief to determine the likelihood of the project
generating hazardous waste.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine the type(s) and volume of hazardous waste to be
generated.

127
 • Determine whether alternative technologies exist that will enable
the reduction or avoidance of hazardous waste, or the treatment
of hazardous waste.
• Investigate the collection and disposal requirements of the local
authority.
• Prepare a strategy for the collection, storage, and disposal of
hazardous waste.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.

128
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and
long term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.19 Sub-theme: Waste generation: Recycled

Indicator % of waste per volume recycled for construction purposes

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To design and construct the facility in such a manner that the
construction waste is capable of being recycled.
• Maintain at least 50% of any existing building structure and shell
and 50% of non-shell (walls, floor coverings, and ceiling
systems).
• Specify salvaged or refurbished materials for 10% of all building
materials required and a minimum weighted average of 40%
post-industrial recycled content material.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the materials list prepared and investigate the
requirements of a waste prevention strategy.

129
 • Investigate the use of a recovery-orientated construction strategy
for the recommended materials.
• Investigate the opportunity for design and disassembly and repair
in a factory.
• Investigate if any of the selected materials and their related
construction waste can be recycled and reused in other
component parts of the construction, for example, as aggregates
in road construction or for sub-base layers in concrete.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements

130
 prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and
long term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.20 Sub-theme: Transportation: Distance materials travel

Indicator Distance (km) materials are transported

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce energy consumption by minimising the distance that
materials are transported from point of manufacture to the
development site.
• To support the local economy by purchasing locally.
• To increase demand for products that are manufactured locally.
Specify a minimum of 20% of building materials that are
manufactured (final assembly) are to be manufactured regionally
within a radius of 500km.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to

131
 participate in a design charrette.
• Determine what materials are available relatively close to the site.
• If the preferred materials are not readily available locally,
determine what alternative performance-compliant materials
could be used instead.
• Evaluate the likely distance the materials of choice have to be
transported.
• Avoid specifying imported materials, even if they are available at
lower cost.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available within the
local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the

132
 systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client and the O&M Personnel are fully aware of
the need for operative training for both users and service
providers and that procedures are established for the short and
long term.
• Ensure that information on the building and building systems is
available to users and service providers.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.21 Sub-theme: Transport: Distance labour travels

Indicator Distance (km) labour must travel to the construction site

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce travel times and costs for labour by minimising the
distance to be travelled.
• To reduce the consumption of energy by minimising travel trips.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess the levels of expertise and capacity of the local labour
market.
• Assess whether the facility can be designed to accommodate

133
 locally available skills and expertise.
• Determine whether alternative technologies can be used to utilise
local labour.
• Determine whether skills development and training programmes
are available to assist in the empowerment of local labour.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for

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 commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning is done in a manner that
supports the goals.
• Ensure that any dismantling is done in a manner that supports
the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client, and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.22 Sub-theme: Transportation: Distance (km) users travel

Indicator Distance (km) users have to travel

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce fossil fuel consumption by reducing the distance of
trips for users to and from the facility.
• Benchmark public transport networks to be within 500m and with
at least a 15 minute service frequency to a local urban centre.
• Benchmark parking and changing facilities for 5% of the building
occupants.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess the location of the site for ease of contact of the likely
users, including visitors and support personnel. Preference to be
given to sites located on a major transport node, urban
conurbation, town/small city, and small town locations with typical
public transport connections.
• If alternative sites are available, recommend that a site for
development that is located closer to the places of residence of
the staff.

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 • Investigate demographics of the users of the proposed project
and the need for an availability of public transportation facilities.
• Evaluate the impact of the project on the existing transportation
infrastructure and explore potential expansion of existing services
or the addition of new services.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise in the local community.
• Provide convenient walkways linking all major destinations on the
site.
• Locate carpool parking within close proximity of the building
entrance. Provide pick-up areas and covered waiting areas.
• Design bicycle parking areas to avoid vehicular/pedestrian
conflicts and locate it next to the building for convenience.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.

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 • Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning takes place in a manner that
supports the goals.
• Ensure that any dismantling takes place in a manner that
supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.23 Sub-theme: Transportation: Transport type

Indicator % of transport type used that consumes less fuel/person

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To minimise the consumption of fossil fuel by encouraging and
facilitating the use of alternative and more energy-efficient
transport types.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine what modes of public transport serve the site.
• Recommend that a site served by transport modes using
renewable energy or cleaner burning technology be developed, if
available.
• Evaluate the use of alternative forms of transport for staff, such

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 as cycling.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning that takes place is done in a
manner that supports the goals.

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 • Ensure that any dismantling that takes place is done in a manner
that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.24 Sub-theme: Efficiency of facility use

Indicator % useable floor area of total floor area

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To achieve the highest possible ratio of useable floor area to total
floor area.
• To design the facility to accommodate modifications and
upgrades that will satisfy changing programmatic, spatial, and
infrastructure needs and to facilitate flexible occupation
throughout the life of the facility.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess the ability to make the spaces as multifunctional as the
brief will allow.
• Evaluate whether non-useable spaces can make a meaningful
contribution to the overall usability of the facility in terms of the
brief.
• Determine the extent to which space use can be intensified
through a space management approach.
• Determine the extent to which the use of ICT can reduce space
requirements.
• Assist the client to put in place a new process that turns out
capital solutions that yield higher programmatic returns per
capital spent.
• Recommend that a full needs analysis be prepared that contains
a situation analysis, needs assessment, financial analysis of
alternatives and solutions with respect to pros and cons, capital
costs, ROI, and a complete capital expenditure schedule
including opening date.
• Recommend the development of a site development plan to
strategically guide future growth with regard to environmental,
transportation, and power generation issues.
• Determine the cost implications, if any.

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 • Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research top
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Implement system-wide metrics, standards and data for mission-
relevant metrics such as project cost per worker.
• Provide freestanding (local) system alternatives for individual
user access and control.
• Provide flexibility for delivering power, voice, and data.
• Provide distributed, vertical cores, satellite closets, and generous
horizontal plenum spaces with relocatable, user-based services
to ensure technical, spatial, and environmental quality.
• Consider wireless technology to enable workers to move around
effortlessly among spaces as their needs change.
• Provide a multiplicity of spaces for individual and group work.
• Provide connections to internal networks and to the Internet
throughout the workplace.
• Maximise interoperability of different manufacturers’ systems and
products (including parts interoperability).
• Select systems based on optimum performance, interoperability,
and intuitive operation and maintenance.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Implement “Best Value” contracting.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.

140
 • Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning that takes place is done in a
manner that supports the goals.
• Ensure that any dismantling that takes place is done in a manner
that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.25 Sub-theme: Efficiency of use: Occupancy rate

Indicator % of hours per day that the facility is in use (occupancy rate)
Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the number of hours per day that the building is not in
operation.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers

141
 and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate what opportunities exist within the brief for multiple uses
and users.
• Evaluate what community spatial needs could be met through the
brief.
• Evaluate what design interventions would be required to
maximise the occupancy of the facility in a mutually acceptable
manner.
• Determine the cost implications, if any
• Advise the client accordingly
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the

142
 systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables the uninterrupted use, either in part or
whole, of the facility.
• Prepare dismantling procedures for the facility that enables the
maximum use of the existing facility.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.26 Sub-theme: Efficiency of use: Downtime

Indicator % of time that the building’s use is impeded (downtime)

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To restrict the number of hours per day that use of the building is
impeded or restricted due to regular or irregular maintenance.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Aim to employ technologies that have a proven track record for
robustness and durability.
• Ensure that the plant and equipment used can be readily
serviced within an acceptable timeframe given the nature and
use of the facility.
• Ensure that sufficient support is available to allow the facility to

143
 continue operating should any of the plant and equipment require
replacement.
• Consider dual-fuel back up for critical building systems, including
fire-emergency, HVAC, lighting, power, data, voice, etc.
• Provide networked computerised facility systems sensors to
monitor and manage control of the following systems: HVAC,
energy recovery, lighting, building access, security, fire
suppression, and smoke alarm.
• Provide facility automation systems that are remotely accessible
by facilities managers to determine problem locations and
monitor environmental conditions without disturbing workers.
• Provide building surge protection to safeguard data systems and
critical electronic equipment.
• Consider Uninterrupted Power Supply (UPS) or other back-up
systems (e.g. solar power systems).
• Consider distributed power systems for on-site power distribution
(e.g. fuel cell, solar, wind, microturbines, etc.).
• Support distributed computing.
• Recommend that computer hardware and software be
periodically updated.
• Provide interchangeable voice/data cabling.
• Consider telecommunication equipment back-up systems.
• Consider wireless systems where feasible.
• Locate items requiring regular maintenance in areas where
access will not impede the building’s use.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Provide systems that are controllable and adjustable by the users
without burdensome reliance on outside contractors.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise in the local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is

144
 expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables the maximum use, either in part or
whole, of the facility.
• Prepare dismantling procedures for the facility that enables the
maximum use of the remaining materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

16.2.27 Sub-theme: Efficiency of use: Ease of construction

Indicator Yes/no type: Ease of construction

145
Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the design and construction technology to be used
is compatible to the level of construction expertise available
locally and to design for that level of expertise and capability.
• To ensure that the local construction industry participants are
able to read construction documentation, including all drawings
and specifications.
• To reduce waste and abortive work.
• To improve construction quality.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the capability and levels of expertise of local
contractors.
• Assess the complexity of the project as indicated in the brief and
the likely level of construction technology required to satisfy the
brief.
• Assess what the most appropriate contract documentation would
be to ensure that the contractor(s) best understand what is
required.
• Aim to standardise, simplify and integrate elements as far as
possible.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise in the local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction

146
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning that takes place is done in a
manner that supports the goals.
• Ensure that any dismantling that takes place is done in a manner
that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

147
17 Social Capital
Social capital refers to the use of human capital (individual and societal) in the consumption
and production process. Within the context of sustainable development substantial emphasis
is placed on the ethical use of human capital. The ethical use of human capital acknowledges
human rights, including the right to a healthy and safe working environment, the right to
freedom of association (religious, cultural, political, and sexual preference), gender rights, and
the rights of the disabled. Ethical use of human capital within the context of sustainable
development also recognises the need for education and training so that the human resource
is able to sustain itself through skills development. Ethical use also recognises that society is
a resource and that construction can contribute to human resource development through its
delivery process and through the quality of its output. Designing for sustainability therefore
requires the inter-connecting of cultural value, social value and design skill.
Illustration 1: India, delivery of local stone

17.1 Theme: Cultural heritage

Culture is the whole complex of distinctive spiritual, material, intellectual, and emotional
features that characterise a society or social group. It includes creative expression (e.g. oral
history, language, literature, performing arts, fine arts, and crafts), community practices (e.g.
traditional healing methods, traditional natural resource management, celebrations, and
patterns of social interaction that contribute to group and individual welfare and identity), and
material or built forms such as sites, buildings, and historic city centres.

17.1.1 Sub-Theme: Resources: Conservation

Indicator Yes/no type: conserves cultural resources

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.

148
 • To ensure that the proposed development enhances the
conservation of cultural resources, skills, building practices and
material selection of the local community.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate what cultural resources (e.g. buildings, patterns,
spaces, significant landscape features, routes, meeting places,
etc.) exist on the site or which may be affected on the
neighbouring sites and record onto the site development plan.
• Assess how the development can enhance these cultural
resources through their preservation, protection, conservation,
and rehabilitation.
• Assess how these cultural resources can add value to the
development.
• Identify sites, buildings, and/or building elements that are
protected as special cultural, historical, or archaeological sites
and investigate the conservation requirements of the relevant
authority/authorities.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.

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 • Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of local SMMEs that are capable of providing a
maintenance service throughout the life cycle of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.1.2 Sub-theme: Local traditions: Traditions

Indicator Yes/no type: responsive to local traditions

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the proposed development supports the local
traditions of the community in which it is to be erected.

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Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Develop an understanding and respect for any local traditions
which may impact on the acceptability of the development by the
community.
• Review past construction practices and determine which have
been successfully integrated into the community and the reason
therefore.
• Consult with local community leaders about the local construction
traditions that are upheld and those traditions that have been lost
in translation.
• Assess what interventions would be required to revive and
incorporate local construction traditions into the development’s
objectives.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Map the existing traffic patterns (pedestrians, bicycles,
automobiles, delivery vehicles, public transportation) and other
modes on the site and within the locational area. Reinforce
pedestrian networks and examine what additional networks could
be created by the project.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood

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 informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs with traditional skills that are capable of
providing a maintenance service throughout the life cycle of the
facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.2 Theme: Community

Construction activities impact positively and negatively on the communities in which they
occur both during and after construction. Positive impacts include added-value and access to
new and additional facilities and amenities. Negative impacts include higher levels of dust and
noise, a potentially higher incidence of crime, inconvenience, loss of privacy and views, and
higher traffic densities. Communities’ will more readily support construction activities both

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during and post-construction to the extent that the development maximises the positives and
ameliorates the negatives.

17.2.1 Sub-theme: Empowerment: Community participation

Indicator % of community participating in construction and maintenance

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure as much participation in the whole delivery cycle as is
possible, especially where the facility is intended to serve the
local community.
• To maximise those spaces and/or services that are capable of
being shared by the local community.
• To link the triple bottom line performance of the facility to the
client’s Corporate Social Responsibility (CSR) programme.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether the proposed land use is in accordance with
the existing land use rights.
• Determine whether any restrictions apply regarding the intended
land use.
• Determine whether any environmental and/or historical impact
assessments are required.
• Determine whether any traffic impact assessments are required.
• Where the above processes are required, determine the nature
and extent of the community participation to be included in the
public decision-making processes.
• Determine what length of time such participation may require in
order for it to be declared open and transparent.
• Assess the capacity and expertise available in the local
community that could be utilised throughout the life cycle of the
facility.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to

153
 individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.

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 • Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.3 Theme: Education

Sustainable building and construction activities include respect for and development of human
capital. Construction activities offer numerous opportunities both during and after construction
to facilitate HRD training and skills development for a wide range of participants.

17.3.1 Sub-theme: Adult: Human resource development

Indicator % of workers put through human resource development

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To use the construction process to enhance the development of
human resources within the construction group.
• To use the facility to enhance the development of human
resources within the user group and the local community.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine what human resource development (HRD) can be
implemented throughout the construction phase of the
development.
• Determine the extent to which HRD programmes are available
within the locational area.
• Assess what strategies will clearly inform the community about
the nature and extent of the development and the opportunities
presented, for example, employment.
• Aim to use the community interest in the development to promote
HRD programmes available within the community.
• Identify which job creation opportunities can be created by the
development to promote HRD programmes for the employees.
• Identify strategies that will assist the local community to
understand the broader sustainable development strategies
employed in the development.
• Aim to empower the users to operate and use the building
effectively.
• Determine the cost implications, if any.

155
 • Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.

156
 • Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
• Encourage the client to implement HRD throughout the life cycle
of the facility.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning that takes place is done in a
manner that supports the goals.
• Ensure that any dismantling that takes place is done in a manner
that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.3.2 Sub-theme: Adult: Technology transfer

Indicator Yes/no type: responsive to technology transfer

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To use the construction phase as an opportunity for the transfer
of technology to the construction workers, staff, and the local
community.
• To use the life cycle of the facility to provide opportunities for the
transfer of technology to the users and the local community.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Ascertain the levels of technological expertise and capability of
the local community.
• Determine the extent to which the introduction of new
technologies through the life cycle of the facility could assist the
community in progressing their own levels of technological
competence.
• Aim to ensure that where new technologies are introduced, the
expertise to deal effectively with that technology is developed
within the local community.

157
 • Prepare a strategy for transferring the technology to community
participants through workshops and/or on-site training.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to

158
 be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Encourage the client to support technology transfer throughout
the life cycle of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports training and skills development within
the local community.
• Prepare dismantling procedures for the facility that supports
training and skills development within the local community.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.3.3 Sub-theme: Adult: Basic education

Indicator % of workers receiving adult basic education and training

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To use the construction phase as an opportunity to facilitate the
provision of adult basic education and training (ABET).
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine the ABET opportunities within the locational area and
the availability of established training programmes.
• Make provision for integrating ABET into the construction
programme.
• Identify the accredited training providers of ABET programmes
for the locational area.

159
 • Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a

160
 database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Encourage the client to implement ABET throughout the life cycle
of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning that takes place is done in a
manner that supports the goals.
• Ensure that any dismantling that takes place is done in a manner
that supports the goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.4 Theme: Equity

The ethical use of human capital within the context of sustainable building and construction
activities recognises that society is a resource and that construction can contribute to social
well being through its delivery process and throughout the O&M period of the facility.

17.4.1 Sub-theme: Poverty: Unemployed

Indicator % of construction workers that were previously unemployed

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To support the gaining of skills by previously unemployed
persons.
• To provide employment for previously unemployed persons
throughout the delivery phase and the post-construction phase.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether the local labour office has records of
previously unemployed persons seeking training and employment
opportunities.
• Prepare a strategy with the local labour office and unions to
employ a percentage of those who have not had any previous
employment experience at all.
• Ascertain whether any training and/or funding programmes exist

161
 that could be incorporated into the development phase of the
facility.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a

162
 database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Encourage the client to apply the principle of equity throughout
the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables the use of previously unemployed
persons, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum use of previously unemployed persons.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.4.2 Sub-theme: Poverty: New jobs

Indicator % of new jobs created

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To utilise the project delivery process to create new jobs.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether the local labour office has any support
programmes for employers seeking to employ previously
unemployed persons.
• Determine whether any skills and training development
programmes exist for unemployed persons.
• Determine what capacity exists through the delivery process of
the facility for creating new employment opportunities in the local
labour market.
• Evaluate what construction technology is most likely to support
job creation, having regard for the performance requirements of
the facility, both during and post-construction.
• Deliver scrap and other waste materials to a recycling centre
supporting local job creation.
• Determine the cost implications, if any.

163
 • Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.

164
 • Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the creation of new jobs.
• Prepare dismantling procedures for the facility that supports the
creation of new jobs.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.4.3 Sub-theme: Poverty: Local labour

Indicator % of total labour employed constituted by local labour

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To maximise the percentage of local labour employed through
the delivery cycle.
• To invest in enriching local skills.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the capacity and skills available in the local labour
market.
• Assess what construction technology is best suited to the
availability of local skills that will satisfy the performance
requirements of the project.
• Evaluate what components of the proposed development could
readily be built and maintained using local labour.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.

165
 • Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Encourage the client to support local labour throughout the O&M
phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports local labour.

166
 • Prepare dismantling procedures for the facility that supports local
labour.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.4.4 Sub-theme: Gender: Women

Indicator % of construction workers who are women

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To facilitate the full participation of women in the construction of
the project.
• To invest in developing and enhancing the skills and capacity of
women.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess the capacity of the local labour market to provide women
construction workers.
• Evaluate the capacity of the project to provide skills training and
development for women in construction.
• Evaluate the needs of women construction workers and ensure
that the construction process satisfies those requirements.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.

167
 • Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs, particularly women-owned SMMEs that are
capable of providing a maintenance service throughout the life
cycle of the facility.
• Encourage the client to support the principle of women in
construction throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables the use of women, either in part or
whole.
• Prepare dismantling procedures for the facility that enables the
maximum use of women.
• Ensure that final disposal is done in conformance with
environmental regulation.

168
 • Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.4.5 Sub-theme: Gender: Amenities

Indicator % of amenities provided per gender

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the facility has equal amenities for women
construction workers and employees.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Identify the likely needs of female construction workers, having
regard for the requirement for childcare and breastfeeding
facilities.
• Evaluate the likely number and profile of women users of the
facility and determine what their specific requirements for
amenities would be, having regard for the possible need for
childcare and breastfeeding facilities.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities

169
 and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to support the principle of equal amenities
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that amenities are available for both genders during any
decommissioning procedures that may take place.
• Ensure that amenities are available for both genders during
dismantling procedures of the facility that enables the equal use
of both genders.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.4.6 Sub-theme: Employment practices: Previously disadvantaged

Indicator % participation by previously disadvantaged individuals (PDIs)

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To increase the economic and social participation of PDIs (e.g.
race, religion, gender, sexual preference, disability).

170
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Investigate the opportunity to encourage the participation of PDIs
in the construction process.
• Determine the PDI status within the locational area.
• Ascertain whether any programmes exist in the local authority or
through local NGOs for engaging with PDIs in the area.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.

171
 • Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to continue supporting the employment of
PDIs throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables the participation of PDIs, either in part
or whole.
• Prepare dismantling procedures for the facility that enables the
participation of PDIs.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal particularly with regard to health and
safety.

17.4.7 Sub-theme: Employment practices: Occupational health and safety

(OHS)

Indicator Yes/no type: responsive to OHS concerns

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the OHS of the construction workers is not
compromised.
• To ensure that the OHS of the users is not compromised.
• To ensure that the OHS of the community is not compromised.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to

172
 participate in a design charrette.
• Assess what safety risks are posed to the construction workers
arising from the nature of the building works and/or the nature of
the site.
• Assess what risks are likely to arise to the users from the nature
of the facility and/or the site.
• Assess what safety risks are posed to the local community
arising from the nature of the construction works, the nature of
the site and/or the nature of the facility (e.g. nuclear plant).
• Determine what strategic interventions are required to eliminate
those risks.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;

173
 commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain the highest standards of OHS
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues. Ensure
that the client is fully aware of the need for operative training for
both users and SMME service providers and that procedures are
established for the short and long term.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
without creating an occupation and health threat.
• Prepare dismantling procedures for the facility that ensures that
no occupation or health threat is created.
• Ensure that final disposal is done in conformance with OHS
regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.4.8 Sub-theme: Employment practices: Labour rights

Indicator Yes/no: responsive to respecting labour rights

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the labour rights of the users are not
compromised by the nature of the facility.
• To ensure that the labour rights of the construction workers are
not compromised due to the nature of the construction and/or the
facility.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.

174
 • Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate whether the type of construction envisaged will
compromise the labour rights of construction workers.
• Evaluate whether the requirements of the brief will compromise
the labour rights of the users.
• Ensure that equal employment practices are applied when
employing foreign workers to avoid the exploitation of those
workers. Promote the wider use of collective agreements for
foreign workers with the unions.
• All workers are to receive appropriate health and safety training.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.

175
 • Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to support labour rights throughout the O&M
phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.4.9 Sub-theme: Employment practices: Amenities

Indicator Yes/no type: responsive to providing the required amenities

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the necessary and required amenities are
provided throughout the lifecycle of the facility.
• To include housing, social infrastructure (such as childcare,
access to banking, retail and communication facilities) in or close
to the facility (within 3km), as fundament al to the feasibility study.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the user’s needs for amenities having regard for the

176
 nature of the facility and the amenities available within the
locational area.
• Evaluate the likely profile of the users and specific requirements.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.

177
 • Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain the required amenities
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning that takes place is done in a
manner that supports the goals.
• Ensure that any dismantling that takes place is done in a manner
that supports the goals.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5 Theme: Health

The ethical use of human capital in the context of sustainable building and construction
activities recognises the need to promote and maintain the highest standards of health for
those impacted by the construction activity.

17.5.1 Sub-theme: Preventative: HIV/AIDS

Indicator Yes/no type: responsive to HIV/AIDS awareness

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To increase AIDS awareness among the facility construction
workers.
• To provide access to AIDS education and training for users and
construction workers.
• To provide information for those seeking further assistance
regarding the treatment and counselling of AIDS.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess what AIDS awareness and preventative programmes and
offices are available within the locational area.
• Include AIDS awareness and preventative programmes for

178
 construction workers and users in the Appraisal Report.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain an HIV/AIDS awareness
campaign throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for

179
 resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that all workers undertaking the decommissioning of plant
and materials are exposed to HIV/AIDS awareness training.
• Prepare dismantling procedures for the facility that includes the
provision of HIV/AIDS awareness training.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.2 Sub-theme: Preventative health care

Indicator Yes/no type: responsive to preventative health care

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To increase access to preventative health care.
• To provide an early-warning system for the detection of
preventative diseases.
• To reduce the incidence of ill-health from preventable diseases.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the need for on-site health care arising from the
requirements of the brief, the location of the site, and/or the
nature of the construction.
• Investigate what off-site health care facilities are readily available
within the locational area.
• Assess what the most likely preventative health care needs of the
locational area might be.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.

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 • Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain a preventative health care
campaign throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the

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 goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.3 Sub-theme: Indoor environment: Noise abatement

Indicator Yes/no type: responsive to noise abatement

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce and where possible eliminate the intrusion of noise
into the indoor environment.
• To reduce and where possible eliminate the transmission of noise
to adjoining properties.
• To create an indoor environment with acoustic and vibration
qualities that are not detrimental to health and will functionally
support the use and programmatic requirements of the facility.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the likely source of noise generation having regard for
the nature of the brief and the locational area, including adjoining
land use rights.
• Determine what interventions are required to reduce and/or
eliminate the generation of noise within the facility.
• Determine what interventions are necessary to reduce and/or
eliminate the transmission of noise and vibration externally.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Measure the noise levels in the locational area for the period of
the day that the facility is intended to be in use.
• Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected

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 obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Identify any special requirements regarding occupants and their
susceptibility to indoor noise.
• Use larger air ducts that can accommodate slower airflows and
thereby reduce noise.
• Provide appropriate acoustical separation between sources of
noise inside and outside the building.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to respect the rights of the local community
with regard to acceptable levels of noise.

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 • Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.4 Sub-theme: Indoor environment: Lighting

Indicator Compliance with international lighting standards

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that colour temperature, rendering, modelling,
luminance and ratios of light are appropriate for the users,
activities and tasks of the facility.
• To achieve a glare-free indoor environment and to provide users
with control over their lighting conditions.
• To maximise the use of natural light. Achieve a minimum Daylight
Factor of 2% in 75% of all spaces occupied for critical visual
tasks.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate what luminance levels and ratios are required for the
facility.
• Evaluate what lighting types and fittings are available that will
best satisfy the requirements.
• Determine the optimal orientation for the facility to maximise the
use of daylighting and related lighting control devices (shades,
light shelves, etc.).
• Determine what design interventions are required to achieve a
consistent indoor daylighting level.
• Aim to integrate daylighting with artificial lighting controls.
• Investigate what glazing types are available to maximise the
benefits of natural lighting without thermal discomfort.

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 • Aim to install long-life lamps and quality fixtures.
• Aim to zone power circuits to separate ambient and task lighting.
• Aim to use occupancy and light level sensing/control devices to
extend lamp life.
• Consider emergency back-up lighting systems (generator,
battery, etc.) for critical function areas.
• Consider emerging lighting technologies such as low voltage
lighting systems, fibre optics, and light emitting diodes (LEDs)
that provide quality lighting with greater reliability.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Undertake daylight calculations.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that any lights required for the construction site and
processes meet the requirements for the specific task.
• Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;

185
 commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to comply with international lighting
standards throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.5 Sub-theme: Indoor environment: External views

Indicator Yes/no type: responsive to external views and nature

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To maximise the existence of external views from and to the
facility.
• To ensure a high level of visual and psychological comfort;
enhance well being; and improve human performance and
satisfaction with the built environment by providing access to
windows and natural views (e.g. obtain information about outdoor
weather conditions, visual privacy and security, and contact with
nature).
• To position all users within 6m of an external window. Achieve
direct line of sight to vision glazing for building occupants in 90%
of regularly occupied spaces.
Work Phase Feasibility

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Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate what views are available from the site.
• Evaluate what views are available on the site (i.e. trees, water
features, etc.).
• Determine an optimal depth of work space to ensure external
views are available for all users.
• Avoid deep space wherever possible; where deep spaces are
unavoidable, employ design strategies to create visual relief such
as internal and/or external courtyards.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for

187
 quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to respect access to views throughout the
O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.6 Sub-theme: Indoor environment: Air quality

Indicator Standards of ventilation and thermal comfort

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To provide a minimum of one operable window and one lighting
control zone per 20 sq.m. for all occupied areas within 3.6m of
the perimeter wall.
• To provide a good indoor air quality by minimising and controlling
air pollution from the site and surroundings.
• To provide appropriate air quality by controlling moisture and
microbial contamination.
• To achieve an air flow pattern that involves not less than 90% of
the room or zone area in the direction of air flow for at least 95%
of the hours of occupancy.

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Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the climatic conditions of the site and note the optimal
orientation.
• Evaluate the programmatic requirements and assess the
anticipated occupancy types, rates, densities, activities and use
patterns and determine the likely impact on air quality.
• Check with the client whether there are any special requirements
regarding occupants and their susceptibility to indoor air
contamination.
• Check with the client whether there are any planned activities,
equipment or material uses that could impact on indoor air quality
(e.g. smoking, copy centres, or chemical processes and storage).
• Determine what positive aspects of the site can be utilised and
which negative aspects must be neutralised to achieve maximum
benefit from the natural conditions.
• Evaluate what interventions would be required for each area of
the facility to achieve consistent indoor comfort levels.
• Determine an optimal layout to achieve at least 10% of the
external façade to useable areas to be openable and on at least
two opposite sides. Target to be reached as an even distribution
across the area to promote adequate cross ventilation.
• Develop goals and objectives for the evaluation and control of
site pollution, the elimination or isolation of pollutant-generating
activities, and air cleaning and filtration strategies.
• Evaluate the HVAC systems in existing buildings to determine
whether adequate outside air is being provided.
• Ensure that the soil tests taken include a test for radon.
• Recommend that the client adopt a non-smoking policy for the
facility.
• Consider permanent air quality monitoring.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected

189
 obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Specify materials that discourage microbial growth.
• Ensure that all mechanical systems are installed in compliance
with ASHRAE recommendations.
• Determine ventilation, humidification/dehumidification and
filtration requirements to suit the site climatic conditions and the
programmatic requirements.
• Ensure optimal indoor air quality by carefully locating the fresh air
intakes and exhaust positions. Maximise conditioning through
natural means/methods (e.g. operable windows, natural
ventilation, building mass, etc.).
• Screen the building’s openings from vehicle pollution and
contaminants from parking areas.
• Explore the use of underfloor air distribution systems as they can
achieve 100% effectiveness compared to the maximum 85%
effectiveness of traditional overhead systems.
• Plan the HVAC system for maximum flexibility to allow for future
changes.
• Design easy access to all HVAC systems to facilitate proper
maintenance.
• Provide systems that minimise reliance on building
management/maintenance personnel.
• Limit the use of fibrous materials and they offer a higher chance
of microbial contamination.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Document the requirements for the IAQ management plan clearly
in the contract documentation.
• Require the contractor to include construction-related IAQ
measures for the construction period.
• Require the sequencing of finishes according to their odour-
emitting properties: wet odorous materials are to be put in early
to minimise the absorption of their odours into other materials
such as carpets, etc.
• Ensure that the building is well ventilated during construction.
• Perform baseline air quality tests, including CO, CO², airborne
mould and mildew, total VOCs, formaldehyde, 4-PC, total
particulates, and other pollutants, immediately before occupation.

190
 • Consider using the flush-out technique using 100% outside air
ventilation for a two to four week period.
• If the work entails refurbishment to an existing building protect
occupied areas from contamination.
• Monitor and confirm that special construction-related IAQ
requirements are adhered to.
• Request samples and approve before installation and review any
test results and samples.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Offer to prepare an IAQ manual to guide operational
requirements and procedures.
• Recommend that regular IAQ checks are performed.
• Provide the operational and maintenance manuals for all the
HVAC equipment.
• Recommend that flush-outs be performed regularly.
• Ensure that air ducts are clean and free from micro-organisms
through a structured programme of preventative maintenance.
• Recommend that any replacement of equipment and fittings
comply with the IAQ management plan.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.
• Have a contract in place to review building operation with the

191
 facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.7 Sub-theme: Indoor environment: waste removal through working

areas

Indicator % of waste removed through working areas

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the removal of waste does not negatively impact
on the indoor environmental quality.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate what and where the generation of waste per type and
frequency is likely to be and prepare a design and management
strategy to avoid those impacts.
• Make provision for a dedicated storage space for materials either
within the building or on skip sites with good access for
collections.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local

192
 community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to ensure that the removal of waste does
not impact negatively on the indoor environmental quality.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that does not impact on the indoor environmental
quality.
• Prepare dismantling procedures for the facility that do not impact
negatively on the indoor environmental quality of the facility.

193
 • Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.8 Sub-theme: Indoor environment: Inclusiveness

Indicator Yes/no type: development facilitates inclusiveness

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that the facility supports physical activity and personal
interactions by all occupants.
• To ensure that all users have access to all facilities provided; all
routes between and within the facility to be smooth and even and
easily navigable by wheelchair.
• To support Physical Activity Orientated Development (PAOD)
emphasising sidewalks and bikeways and corridors and
destinations that would compel people to engage in physical
activity as part of their daily routine.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Discuss the principle of inclusiveness with the client and
articulate the ramifications thereof.
• Explore what opportunities exist in the brief to achieve
inclusiveness within the facility.
• Note: accessibility means going beyond the installing ramps and
widening doorways. While the needs of a wheelchair user,
especially in terms of physical or spatial layout, are often
considered as being typical for disabled persons generally, this is
far from appropriate in many cases. Emergency evacuation,
communication, lighting, colour and acoustics all need to be
considered, as well as facilities and services. Improve the built
environment for disabled customers and employees and all other
users.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.

194
 • Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Provide multiple places to meet and greet.
• Consider providing informal workplaces in cafeterias.
• When designing cafes and coffee nooks, locate them centrally
along well travelled pathways to encourage use and interaction.
• Design the circulation system with informal communication
opportunities in mind.
• Provide enclosed rooms to support groups of different sizes.
• If open spaces are used, make sure that they are separated from
individual quiet spaces.
• Consider sharing meeting spaces among private offices.
• Provide visual display technologies and writing surfaces for group
work.
• Provide attractive acoustically sound rooms for individual
concentration as needed.
• Locate concentration booths close to work spaces.
• Zone space for a range of quiet and interactive needs.
• Consider spaces for relaxation and playfulness.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle

195
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to continue with a policy if inclusiveness
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.9 Sub-theme: Indoor environment: User control

Indicator Yes/no type: responsive to user control

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To maximise the degree to which the users can control their
indoor environment.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the opportunities within the brief for user control of their
work spaces.
• Prepare a strategy for ensuring user control over each facet of
their work environment (heating, cooling, lighting, ventilation,
noise, decoration, flexible space).
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction

196
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain the principle of user control
throughout the O&M phase of the facility.

197
 • Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.10 Sub-theme: Indoor environment: Smoke-free areas

Indicator % of total area that is smoke-free (tobacco)

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To attain a zero exposure of non-smokers to ETS.
• To reduce the incidence of ill-health from preventable diseases.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Make provision for readily and easily available outdoor areas for
those wishing to smoke.
• Take steps to ensure that smoking areas are located away from
entries and operable windows.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.

198
 • Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain a smoke-free policy throughout
the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.

199
 • Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.11 Sub-theme: Sanitation: Standard

Indicator Yes/no type: conforms to accepted health care standards

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To achieve an acceptable standard of sanitation for the entire
delivery cycle of the facility.
• To reduce the incidence of ill-health from preventable diseases.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the requirements of the brief to determine the most
acceptable standard of sanitation required.
• Determine the standard required by the authorities.
• Determine what interventions might be required to achieve the
desired standard, if any, having regard for the location and type
of the facility.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise in the local community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities

200
 and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain accepted health care standards
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that promotes acceptable health care standards.
• Prepare dismantling procedures for the facility that promotes
acceptable health care standards.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.12 Sub-theme: Sanitation: On site treatment

Indicator % of sanitation waste disposed on site

201
Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the amount of sanitation waste that is collected and
treated.
• To reduce the water consumed during disposal.
• To reduce the amount of chemicals and related waste released
into the air, sea and other disposal methods.
• To minimise any health risks to users and adjoining properties
arising from the treatment of sanitation waste.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Investigate the suitability of the site for the treating of sanitation
waste on site through acceptable biological methods (soil type).
• Determine the attitude of the local authority with regard to on-site
sanitation treatment.
• Investigate whether components of the treatment process can be
undertaken on site in an environmentally sustainable manner.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.

202
 • Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to produce a user educational and promotional programme
for use by the O&M Personnel.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.13 Sub-theme: Drinking water: Access

Indicator Yes/no indicator type: access to drinking water during

construction
Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.

203
 • To ensure that access to clean drinking water is available during
the whole delivery chain of the construction phase.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether drinking water is available to the site.
• Assess the quality of the water that is available especially if the
water is obtained from an underlying aquifer.
• If no suitable drinking water is available, determine what
interventions are required to ensure a constant and acceptable
supply of drinking water.
• If the supply is of a temporary nature, determine what
management controls need to be in place to ensure the hygienic
quality of that water.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of expertise available in the local
community.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.

204
 • Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
Work Phase Life cycle
Strategies • Not applicable.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials after
construction is done in a manner that supports the goal.
• Prepare dismantling procedures after construction supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the contractor with the local
authority’s regulations regarding decommissioning, dismantling,
and disposal.

17.5.14 Sub-theme: Drinking water: Reliability of service

Indicator Yes/no type: reliability of service

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To provide a reliable source of clean water to the facility, post
construction.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the reliability of the supply to the site once construction
work has ceased.
• Evaluate what interventions are required to ensure a reliable
supply of water to the site post-construction.
• If the supply of water is likely to be used by a number of external
users, investigate storage and supply methods that will guarantee
a consistent hygienic standard.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of

205
 the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.

206
 • Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.15 Sub-theme: Crime: Community programmes

Indicator Yes/no type: responsive to community anti-crime programmes

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To integrate the security requirements and strategies of the
development with those community-based anti-crime
programmes already in existence.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Ascertain what, if any, community-based security programmes
exist in the locational area.
• Evaluate the security needs of the development and determine to
what extent overlap exists with the communities.
• Communicate with the community programme leaders and
establish the extent to which integration can take place.
• Ascertain the major components constituting the community
programmes and determine their alignment with the
development’s requirements.
• Ensure that the development’s security strategy does not
undermine the effectiveness of the community’s programmes.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction

207
 documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a security
service throughout the life cycle of the facility.
• Encourage the client to maintain a policy of positive engagement
with local community anti-crime programmes.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.

208
 • Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.16 Sub-theme: Security: Crime reduction

Indicator Yes/no type: responsive to crime reduction strategies

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To support crime reduction strategies.
• To minimise the incidence of crime on site.
• To minimise the incidence of crime resulting from construction
activity in the locational area.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Ascertain the nature and incidence of crime in the locational area.
• Align the development’s security requirements with those of the
local community, including State and NGO programmes.
• Ascertain what interventions would be required on site to
minimise the incidence of crime (e.g. lighting, etc.) having regard
for the nature and type of crime prevalent in the locational area.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.

209
 • Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a security
service throughout the life cycle of the facility.
• Encourage the client to support crime reduction strategies
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the

210
 goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.17 Sub-theme: Security: Precautions

Indicator Yes/no type: responsive to recommended precautions

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To ensure that all necessary safety and security precautions for
the development are taken into account.
• To support locally prepared precautionary measures.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine what safety and security precautions are established
in the locational area.
• Evaluate what safety precautions might be required for the
project, having regard for the nature and programmatic
requirements of the brief.
• Provide identification/verification systems (such as card key,
fingerprints, eye scans, etc.) to access and/or control IT, data,
space, and property.
• Provide hardwired smoke alarms with back-up battery power.
• Provide low power usage emergency egress lights and LED
illuminators with rechargeable battery.
• Provide security systems with back-up capability for emergency
signals and communication.
• Ensure that a safety precaution and management plan is
prepared for the construction phase.
• Ensure that measures are taken to ensure that areas of the
facility and routes to and from the facility are safe, and feel safe.
Measures include well-lit routes, routes and spaces overlooked
by occupied areas, and clear visual links between spaces.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the

211
 performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.

212
 • Encourage the client to be responsive to precautionary measures
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goal.
• Prepare dismantling procedures for the facility that supports the
goal.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

17.5.18 Sub-theme: Security: Local disaster management

Indicator Yes/no type: responsive to local disaster management plans

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To minimise the risk of loss of life and/or damage to the facility
arising from natural disasters.
• To support local initiatives aimed at disaster management and
mitigation.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Ascertain whether the site falls under a declared disaster zone
(i.e. earthquake, tremor, landslide, etc.) and determine what
disaster management plans exist at the various levels of
government responsible.
• Evaluate what interventions are required to ensure a reliable
supply of water to the site post-construction.
• If the supply of water is likely to be used by a number of external
users, investigate storage and supply methods that will guarantee
a consistent hygienic standard.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the

213
 performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Keep the neighbours and civic associations in the neighbourhood
informed of plans, timescales and other relevant issues.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and building managers to prepare a
database of SMMEs that are capable of providing a maintenance
service throughout the life cycle of the facility.

214
 • Encourage the client to support local disaster management plans
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

215
18 Environmental Capital
Environmental capital refers to all the resources of the Earth (Edwards, 2002). These
resources include the atmosphere, freshwater and ground water, land, biodiversity, and
capital employed by industries such construction. Environmental capital also includes
negative values such as pollution, contamination, and desertification.
Figure 2: Site Conservation Strategy, Chesapeake Bay.

The objective to be obtained is to ensure that the proposed project is sited, planned and
constructed in a manner that supports the environment of the site and the adjoining areas. To
do this, study the microclimate of the site and identify zones best suited for development
based on temperature, humidity, wind, solar orientation, and solar access. Study the geology
and hydrology of the site to identify soil characteristics, drainage capacity, and groundwater
flow direction, as well as possible water contamination issues. Determine whether there are
any strategic environmental assessments (SEAs), existing environmental impact
assessments (EIAs) environmental impact statements (EISs), or other relevant
environmental, noise, air and water quality studies available. Check with the local authorities if
any reports were previously prepared for the site and/or the locational area. Identify and note
what design and construction limitations are posed by the environmental qualities of the site
and prepare strategies for possible and potential mitigation.
You may want to consider requiring that all tenderers submit their environmental credentials
in order to pre-scrutinise potential contractors or to prepare a shortlist of appropriate
tenderers. You may also consider making the submission of an environmental management
plan (EMP) or, if contractors have one, their environmental management system (EMS), a
condition of tender.

216
Once the contract is awarded, draw a plan in consultation with the contractor that addresses
the relevant environmental conditions applicable to the locational area, the site, and the
programmatic requirements of the project. This plan should cover:
• Keeping the construction site neat and tidy;
• Protecting the existing ecology, especially those portions of the site where no construction
work is planned;
• Avoiding any on-site treatment that may adversely affect the health and safety of workers;
• Restricting any interference or disturbance to the neighbours (safe access, minimum
noise, vibration, blasting, litter, dust, working hours, pollution to air, water and ground);
• The safe and appropriate storage of all materials;
• The separation of recyclable elements; and
• The safe and appropriate disposal of remaining elements, including waste.

18.1 Theme: Atmosphere

The focus of this theme is to eliminate gas emissions that lead to global warming,
atmospheric pollution, ozone depletion, and ill-health, and to adopt strategies that will
alleviate the negative impacts of these gases and improve atmospheric quality.

18.1.1 Sub-theme: Climate change: Reduction of GHG

Indicator % reduction over conventional building

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To support the Kyoto Protocol’s requirement to reduce the
emission levels of greenhouse gases.
• To avoid the use of equipment, plant, products and materials that
contributes to the generation of greenhouse-forming gases.
• To use refrigerant types that has a global warming potential of
below 10.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine the emission levels of the locational area and the
climatic conditions likely to exacerbate the existing levels.
• Establish the feasibility of switching over from fossil-fuel based
energy consumption to alternative cleaner and renewable
sources.
• Assess whether any of the equipment, plant, products and
materials required for the facility potentially contribute to the
generation of greenhouse-forming gases and if so, identify viable
alternatives.
• Determine the cost implications, if any.
• Advise the client accordingly.

217
Work Phase Pre-construction
Strategies • Gather the require information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Ensure that the refrigerant type to be used has no ozone
depleting potential and/or complies with global warming
standards.
• Calculate the GHG savings that can be achieved and check
whether they can be traded in terms of the carbon trading
scheme.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle

218
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to adopt a policy of GHG-reduction
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.1.2 Sub-theme: Climate change: Vulnerability

Indicator Area of settlement vulnerable to sea-level rise

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To avoid development that is located in areas vulnerable to sea-
level rise.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Establish whether the preferred project location is in an area
subject to potential rise in sea level.
• If the proposed construction work is to an existing facility located
in an area subject to sea-level rise, advise the client accordingly.
• Determine the likely impact of sea-level rise and the timeframe
thereof and advise the client accordingly.
• Determine the likely insurance cost consequences arising from
the vulnerability of the facility to impacts of a rise in sea level.

219
 • Assess whether any interventions would be successful in
negating the negative effects of sea-level rise on the facility.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that

220
 procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.1.3 Sub-theme: Ozone depletion: Substances

Indicator % use of ozone depleting substances

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• Zero use of HCFC’s or Halon.
• Avoidance of banned substances or substances known to
deplete the ozone layer.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess what ozone depleting substances I neither manufacture
or composition will be consumed by the operation of the building.
• Assess what alternatives exist for replacing equipment with
ozone-friendly equipment.
• Make provision in the feasibility report for the inclusion of a
refrigerant leak detection system covering high-risk parts of the
plant.
• Make provision in the feasibility report for the inclusion of
automatic refrigerant pump down either to the coil or storage
tanks with isolation valves.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction

221
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to support a policy of zero use of HCFC’s or
Halon.
• Have a contract in place to review building operation with the

222
 facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.1.4 Sub-theme: Air quality

Indicator % of ambient pollutant concentrations from construction

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce fine particulate and other toxic emissions from
construction equipment and activity.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Establish whether any air quality restrictions apply to the
locational area.
• Determine whether the project will require diesel-driven
construction equipment and assess whether viable alternatives
are available having regard for the nature of the project and its
location.
• Evaluate the likely other sources of pollutants generated by the
construction activity (e.g. dust) and ascertain what temporary and
permanent interventions would be required to reduce it.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.

223
 • Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
Work Phase Life cycle
Strategies • Not applicable.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials post-
construction is done in a manner that enables their reuse, either
in part or whole.
• Prepare dismantling procedures for the facility post-construction
that enables the maximum reuse of existing materials and
equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself with the local authority’s regulations
regarding decommissioning, dismantling, and disposal.

18.1.5 Sub-theme: Air quality: Pollutant concentrations

Indicator % of ambient pollutant concentrations released in use

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce toxic emissions from multiple sources including diesel
exhaust, wood stoves and fireplace, paved roads, dust and
crusted construction materials.
• To reduce fine particulate pollution.
• To reduce locational toxic emission impacts in children and the
elderly.

224
 • To reduce cumulative toxic emission levels to areas with high
locational levels.
• To exclude banned substances like organophosphates and lead.
• Zero use of volatile organic compounds and CFC-based
refrigerants.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Establish whether any air quality restrictions, or air quality
management polices, exist in the location or the project.
• Determine the climatic conditions pertaining to the location and
the likely extent of pollution dispersal arising there from.
• Determine the current level of emissions produced by the existing
facility if the project entails a replacement or extension.
• Determine the likely level of emissions that the facility will
produce.
• Determine the interventions required to reduce the likely emission
levels.
• Should the toxic emission levels from fine particulate pollution
indicate that the levels would exceed that permitted and/or
dispersal or the pattern impact negatively on the neighbourhood’s
residents, advise your client and present alternative solutions.
• Prepare a list of substances to be avoided such as the use of
decorative paints and varnishes containing volatile organic
compounds.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.

225
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to support a policy of pollutant concentration
reduction throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the

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 local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.2 Theme: Biodiversity

The focus of this theme is to enhance biodiversity through conservation and the active
restoration and connecting of indigenous ecosystems.

18.2.1 Sub-theme: Ecosystem: Conservation

Indicator % of selected key ecosystem conserved

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To protect, restore and extend identified areas of selected
ecosystems.
• To maintain and reinforce connectivity of ecosystems across as
extensive an area as possible.
• To avoid developing with a certain distance, as prescribed by
national, regional or local regulation or 30 metres if no such
regulation exists, of any water including wetlands or areas of
special concern.
• Reduce the impact of lighting on the nocturnal environments.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Establish if the proposed development falls into any proclaimed
or recognised ecosystem.
• Identify the nature and extent of the ecosystem for the location in
which the project is proposed.
• Assess what the potential of the location is to contribute to the
protection of the existing selected ecosystem in the area. Select
a site where the natural features can accommodate and/or
enhance a variety of microclimate design strategies.
• Determine what interventions would be required for the site to
contribute to the enhancement of the selected ecosystem, for
example, plant or animal species, enlargement of existing water
bodies or protection of existing ecosystems.
• Assess what areas of the site or more likely to contribute toward
the protection of the selected ecosystem and which areas would
be have the least impact if developed.
• Assess what positive actions could betaken to enable the building
to contribute to the protection of the selected ecosystem, for
example, rainwater harvesting for marsh areas, restricting the
footprint of the development, maintaining run-off zones, not
interfering with existing micro-climatic conditions such as wind

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 currents, avoiding soil degradation, etc.
• Look for opportunities to integrate the existing topography,
vegetation, and water into effective strategies that will respond to
the micro-climate of the site.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Co-ordinate the building and site design with the required
infrastructure by clustering underground utilities in order to
minimise any disturbance to the site.
• Work with the existing topography by designing the buildings,
parking areas and roadways to complement the existing contours
of the site to limit cut and fill.
• Avoid monoculture planting when selecting plant materials and
seek rather to promote species diversity as it makes a better
contribution to the ecological balance.
• Create larger but fewer planting islands by clustering the
landscaping. This type of planting promotes common root
systems, helps protect other plants from wind, sun, and reflected
heat, and prevents erosion.
• Reduce areas using water-intensive plantings, such as turf grass.
This will help to reduce irrigation requirements, water pollution
from pesticides, herbicides and fertilisers, and maintenance
requirements.
• Consider a plant’s root system and allow for growth as the design
of buildings, utilities, and site features are developed.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.

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 • Establish mechanisms to validate compliance procedures during
the construction process.
• Minimise disruption to existing hydrological features such as
creeks, gulleys, streams, ponds, lakes, and/or wetlands.
• Transplant existing trees, shrubs and perennials prior to the
clearing of the site. Relocate these plants to pre-identified ‘safe’
areas, or bag them for later replanting.
• Establish staging areas, travel routes, and parking areas for
construction vehicles to avoid compaction and/or contamination
from construction activities.
• Identify safe holding areas for hazardous materials and waste
during construction to protect the soil from contamination.
• Schedule site works to take place during optimal weather
periods, such as late winter, and re-vegetate in late winter or
early spring.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Assist the owner and users in developing a landscape
maintenance programme that utilises organic fertilisers and
water-conserving irrigation measures.
• Irrigate in the early morning or late afternoon to avoid loss
through evaporation.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to support a policy of ecosystem
conservation throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for

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 resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports ecosystem conservation.
• Prepare dismantling procedures for the facility that supports
ecosystem conservation.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.2.2 Sub-theme: Species: Enhancing selected species

Indicator % of selected species enhanced

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To protect and enhance the quality of selected species in the
locational area.
• To support the continuation of all selected species for the
locational area.
• To contribute toward the re-establishment and rehabilitation of all
selected species for the locational area.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether the locational area of the site has been
included into any proclaimed or recognised protected area.
• Determine what the selected species for the locational area are
and what can be found on the site.
• Evaluate whether the necessary pre-conditions for the selected
species exists on site.
• Evaluate what areas of the site supports the selected species.
• Evaluate what interventions are required to the brief to support
the continuation of the selected species.
• Determine whether any strategies and/or programmes exist
within the locational area for the protection and enhancement of
selected key species.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction

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Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is

231
 available to users and SMME service providers.
• Encourage the client to support a policy of selected species
enhancement throughout the O&M phase of the facility.
• Assist the client and the O&M Personnel in developing a
landscape maintenance plan.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports selected species enhancement.
• Prepare dismantling procedures for the facility that supports
selected species enhancement.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.2.3 Sub-theme: Species: Indigenous species

Indicator % of indigenous species enhanced

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To protect and enhance the extent of indigenous species in the
locational area.
• To support the conservation of all indigenous species for the
locational area (benchmark 75% of all species planted on the site
to be indigenous to the local area).
• To contribute toward the re-establishment and rehabilitation of all
indigenous species for the locational area.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether the locational area of the site has been
included into any proclaimed or recognised protected area.
• Determine what the indigenous species for the locational area is
and what can be found on the site. Aim to use climatically and
regionally appropriate plants that minimise maintenance, reduce
pest management and irrigation requirements, and enhance
regional identity.
• Determine what the desired habitat for the indigenous species is.

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 • Evaluate whether the necessary growing conditions for the
habitat exists on the site.
• Evaluate what areas of the site supports or could support
indigenous species.
• Evaluate what interventions are required to the brief to support
the continuation of indigenous species.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Determine whether any restrictions of the authorities apply to
invasive species and the extent to which such species should be
removed if found on the site.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;

233
 commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to support a policy of indigenous species
enhancement throughout the O&M phase of the facility.
• Assist the owners and users with developing an indigenous
species planting and maintenance programme.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports indigenous species enhancement.
• Prepare dismantling procedures for the facility that supports
indigenous species enhancement.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.2.4 Sub-theme: Species: Connectivity

Indicator % of species adding to connectivity to adjoining systems

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To protect and enhance the connectivity of species in the
locational area of the project.
• To contribute toward the re-establishment and rehabilitation of
the connectivity of the species in the locational area.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers

234
 and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether the locational area of the site has been
included in any proclaimed or listed protected area.
• Determine what the potential for supporting and/or enhancing
biodiversity connectivity is for the locational area.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Assess where the best potential for re-establishing the
connectivity of species within the site and adjoining areas and
demarcate on the site plan.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-

235
 commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and users to maintain the policy of
connectivity to adjoining systems.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.3 Theme: Freshwater and ground water

The focus of this theme is to conserve freshwater and groundwater through the harvesting of
rainwater, the recycling of greywater, and the protection of watersheds and aquifers, and the
reduction in the use of water through efficient use of freshwater and ground water.

18.3.1 Sub-theme: Water quantity: Use

Indicator Per capita water use/level of sanitation services provided

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the consumption of potable water from the municipal
supply.
• To achieve an aggregate 25% saving in water use compared to
the standard for the building’s type.
• To reduce potable water consumption for irrigation by 50% over
conventional means.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team

236
 understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess the need for a management strategy for site water and
prepare an appropriate strategy as required.
• Determine the costs of water and sewerage services from the
local authority. This will influence the decision to treat water and
sewerage on site.
• Calculate the monthly rainfall for the locational area.
• Assess the air quality of the locational area: poor air quality may
restrict rainwater harvesting.
• Investigate the applicability of using biological waste treatment
systems (bioretention, bioswales, etc.) on the site.
• Investigate the local authorities’ requirements for the reuse and
recycling of water in the locational area.
• Investigate the sharing of water with adjoining sites.
• Determine whether the local authority has any incentives for the
recycling and reuse of water in the locational area.
• Test the quality of the water if the project entails work to an
existing facility especially if lead pipes are still in use.
• Determine the cost implications, if any
• Advise the client accordingly
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Try to locate all water using areas together to restrict piping and
pumping lengths especially if use is to be made of grey water.
Zone water-using areas within the building and the site.
• Analyse water usage to develop cost-effective water conservation
and reuse strategies.
• Explore opportunities to improve the water efficiency of HVAC
equipment.
• Investigate the use of grey water (inc. storm water) wherever
possible.
• Separate the requirements for potable water and non-potable
water to identify those fixtures that can be serviced with
harvested water and/or grey water.
• Conserve and reuse cooling tower water by using efficient
systems and strategies. Avoid ‘once-through systems’ commonly
used for evaporation coolers, ice makers, hydraulic equipment,

237
 and air compressors.
• Select systems that maximise water conservation (i.e. automated
blow-down systems, conductivity probes, deduct water metres,
delimiters to reduce drift and evaporation, etc.).
• Specify efficient or low-flow and/or waterless plumbing fittings for
use on the project including proximity detection shut off in toilet
areas.
• Specify water-efficient appliances.
• Try to eliminate permanent irrigation systems through the use of
plant materials suited to the location’s climate, soil, and water
availability.
• If permanent irrigation systems must be used try to limit its use to
defined planting areas, utilise natural flow patterns of the
topography, avoid irrigating sleep slopes, avoid high-pressure
misting sprinklers, use drip irrigation systems, automate the
system, use soaker hoses, use solar-electric power to operate
controls, and install a sub-meter to monitor water use.
• Recommend sub-metering of water use including all large uses
such as irrigation (if potable water is to be used) and/or tenant
groups within the facility.
• Obtain projected water use arising from the performance
requirements of the facility from the client. Make sure that the
projected use includes all non-building-related uses. Estimate the
water use per plumbing fixture (toilet, hand basins, sinks,
showers, etc.) and other equipment. Calculate the downtime
(including weekends and holidays) as this will show whether an
on-site treatment facility will work.
• Explore the use of alternative treatment systems for swimming
pools that are less chemically intensive, such as saline water
and/or bromine use instead of chlorine.
• Explore strategies to reduce the evaporation rate from pool
surfaces in warm climates.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Monitor the installation of the water reticulation system to ensure
compliance with the performance requirements and the contract
documents.
• Enforce water conservation during construction. Encourage the
contractor to use recycled water during construction.
• Encourage the contractor to direct rainwater and/or filtered water
to the landscaped areas on the site.

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 • Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Provide the client with a full operation manual for the water
reticulation systems and appliances including the documentation
of all fixtures and fittings.
• Offer to prepare a user educational and promotional programme
for use by the client.
• Assist the client in developing a maintenance programme.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to adopt a policy that seeks to reduce the
use of potable water throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

239
18.3.2 Sub-theme: Water quantity: Rainwater harvesting

Indicator % of water used harvested from rainwater

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the consumption of potable water by harvesting
rainwater.
• To use only harvested rainwater or recycled water for site
irrigation.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Analyse water usage to develop cost-effective water conservation
and reuse strategies.
• Investigate the potential volume of rainwater that can be
harvested within the locational area.
• Investigate the volume of water required by the brief.
• Determine the storage capacity required to satisfy the water
requirement.
• Investigate storage options and location.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Try to locate all water-using areas together to restrict piping and
pumping lengths especially if use is to be made of harvested
water.
• Investigate the use of harvested water wherever possible.
• Separate the requirements for harvested and non-harvested
water to identify those fixtures that can be serviced with
harvested water.
• Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.

240
 • Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Encourage the contractor to use harvested water wherever
possible.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the client and users.
• Encourage the client to maintain a rainwater harvesting
programme throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.

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 • Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.3.3 Sub-theme: Water quantity: Recycled

Indicator % of water used that is recycled

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the consumption of treated water for activities that do
not require potable water (such as toilets, HVAC process water,
irrigation, vehicle washing, etc.) through the use of recycling and
reuse.
• To reduce the use of municipally supplied potable water for
building sewage conveyance by a minimum of 50%, or treat
100% of waste water on site to tertiary standards.
• To use only captured water or recycled site water for site
irrigation purposes.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Investigate what opportunities exist within the programmatic
requirements for recycling and reuse of water.
• Investigate what opportunities exist within the locational area for
the recycling and reuse of water.
• Determine what equipment can be used to satisfy the
programmatic requirements of the brief but will also enable the
reuse and recycling of water, e.g. HVAC process make-up water.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Analyse water usage to develop cost-effective water conservation
and reuse strategies.
• Investigate the use of recycled water wherever possible.
• Try to locate all water using areas together to restrict piping and
pumping lengths.
• Zone water-using areas within the building and the site.
• Separate the requirements for potable water and recycled water
to identify those fixtures that can be serviced with recycled water.
• Gather the required information through focused research to
enable the preparation of design proposals against the

242
 performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Encourage the contractor to use recycled water wherever
possible.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to produce an educational and promotional programme for
use by the client and users.
• Encourage the client to maintain a water recycling policy

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 throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports recycling.
• Prepare dismantling procedures for the facility that supports
recycling.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.3.4 Sub-theme: Water quantity: Leakage

Indicator % of total water used lost due to leaks

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the consumption of treated water through the early
detection of water leakage.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Investigate what opportunities exist with the programmatic
requirements for the optimal detection of water leaks.
• Determine what leak detection equipment to cover all main
supplies is available to best suit the needs of the project.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.

244
 • Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Encourage the contractor to install leak detection systems during
construction.
• Verify that leak detection systems have been installed as
specified.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client and the O&M Personnel to implement a
water leakage prevention programme throughout the O&M phase
of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done

245
 in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.3.5 Sub-theme: Water quality: Watersheds

Indicator Number of watersheds altered

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To preserve and enhance watersheds.
• To rehabilitate any existing watersheds serving the locational
area.
• To reinstate any existing watersheds serving the locational area.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Select a site that will require minimum alterations and ecological
impacts to the watersheds.
• Inspect the site and locate any existing watersheds, drainage
areas, stream corridors, and wetlands in order to determine the
area of the site most likely not to disturb existing watersheds
once developed.
• Investigate whether existing watersheds are fed or feed adjoining
watersheds and determine the impacts of altering the current
watershed condition.
• Assess whether a system of ‘wetland credits’ is in operation in
the locational area.
• Investigate what interventions might be required to ensure that
the quality of water in the watershed will not impact negatively on
adjoining sites.
• Evaluate the sensitivity of the site and adjoining areas, depth to
groundwater table, and local regulations before recommending
on site pre-treatment strategies or discharge to a stormwater
system.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction

246
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Use biologically based storm water management features such
as swales, sediment control ponds, pools, wetlands along
drainage courses, and infiltration basins to retain and treat storm
water on site.
• Minimise disruption to existing hydrological features such as
gulleys, creeks, streams, ponds, lakes, and/or wetlands.
• Prepare a stormwater management plan that includes
groundwater recharge and stream channel protection strategies
that will result in no net increase of stormwater runoff from
existing areas to developed conditions.
• If the project is a refurbishment project develop a stormwater
management plan that represents no net increase of runoff
relative to the pre-developed condition.
• Assess whether developing a wetland(s) comprising of soil,
vegetation and hydrology is feasible on the site.
• Work with natural drainage systems using swales and indigenous
vegetation cover of soils to the greatest extent possible to
naturally absorb and filter runoff and promote infiltration. These
strategies often reduce the need for artificially constructed
drainage channels and stormwater pipes.
• Use vegetated buffers to treat stormwater runoff from parking
areas, streets, and rooftops. Vegetated buffers in the form of rain
gardens or shallow vegetated swales or bioretention are low-cost
alternatives to curbs and gutters and that naturally filter gasoline,
oil and grease, herbicides, fertilisers, and other pollutants
suspended in stormwater runoff. The system should be designed
so that runoff is filtered and infiltrated on site and only overflow is
drained away.
• Use open vegetated swales for infiltration wherever space
permits. The recommended minimum area is 3.5m by 12m. Open
drainage increases vegetative variety, filters contaminants,
reduces the need for irrigation of landscaped areas, reduces
drainage velocity and erosion, supports wildlife, and lowers
maintenance obligations.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities

247
 and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel.
• Assist the client in preparing a maintenance plan.
• Encourage the client to adopt a policy that seeks to avoid altering
watersheds throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the

248
 local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.3.6 Sub-theme: Water quality: Aquifers

Indicator % of aquifers altered

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To protect and enhance any existing aquifers serving the
locational area.
• To rehabilitate any existing aquifers serving the locational area.
• To reinstate any existing aquifers serving the locational area.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Determine whether any aquifers exist in the locational area.
• Determine whether any preservation and protection of any
aquifers is included in any environmental management plans of
the authorities.
• Assess what interventions may be required to enhance the
conditions of any aquifers serving the locational area.
• Prepare a strategy to ensure that any aquifers are protected and
enhanced through the development (i.e. not removing water from
depleted aquifers for irrigational purposes).
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.

249
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel.
• Assist the client in preparing a maintenance plan.
• Encourage the client to adopt a policy that seeks to protect
aquifers throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.

250
 • Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.4 Theme: Land

This theme focuses on the conservation of land through the protection of soil from
degradation and erosion, protecting existing trees and increasing the planting of trees, the
rehabilitation of polluted land, maximizing the use of land, using human-managed ecosystems
to enhance ecosystem services including improving atmospheric quality, reducing global
warming gases such as carbon dioxide, and supporting wildlife habitats, and eliminating
pollution such as chemical and lighting spillages.

18.4.1 Sub-theme: Soil

Indicator Yes/no indicator type: responsive to enhancing soil conditions

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To protect and enhance the existing soil conditions found in the
locational area.
• To rehabilitate any polluted or eroded soil conditions found on the
site and/or surrounding the site.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Recommend that a full soil report is required to identify
contaminants from past agricultural or industrial usage,
unauthorised dumping or other problematic uses. The soil is to be
checked for radon, arsenic, pesticides, lead, other heavy metals,
petroleum, dry cleaning liquids, and other hazardous substances.
The report is to include the physical and chemical soil
characteristics of the proposed site to determine bearing,
compaction, and infiltration rates.
• Determine whether any mitigating steps are required to restore
and/or stabilise the existing soil conditions.
• Identify and note what design and construction limitations are
posed by the soil conditions.
• Assess the local requirements for on-site composting systems.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to

251
 enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Explore the feasibility of composting organic waste on-site or off-
site by others (food and soiled paper and/or landscaping debris).
Identify local composting facilities, or set aside a place for on-site
composting.
• For on-site composting, identify a location with easy access and
correct environmental conditions. Temperature control is not
required; however, adequate aeration is essential or composting
will become slow and odorous. Provide a mix of dry bulky
ingredients (straw, dry brown weeds, and leaves), and moist
ingredients (food scraps, green leaves). Provide cover from rain
in wet conditions, and a source of water for dry conditions.
• If an off-site facility is used, identify a temporary holding area and
ensure proper access to the pick-up location.
• Consider the use of biodegradable materials for soil stabilisation,
such as hydromulch, instead of asphaltic tackifiers.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Prepare a strategy to ensure that the existing soil conditions are
protected and enhanced through the development (i.e. restricting
the area where construction work is required and not removing
top soil from the site).
• Identify reusable salvaged material.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation

252
 and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Note that porous concrete and asphalt require periodic
vacuuming to remove silt and small particles that can clog the
systems over time.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel.
• Assist the client in preparing a maintenance plan.
• Encourage the client to adopt a policy of soil enhancement
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.4.2 Sub-theme: Trees: Retained

Indicator % of existing trees retained

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To retain the highest number of appropriate trees on the site.
Work Phase Feasibility

253
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Survey the site and establish the position and type of all trees
sized 15cm DBH (diameter breast height) or greater.
• Investigate the health of each tree – obtaining professional
assistance wherever necessary – and develop a strategy for
retention and/or replacement.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Map the drip-lines of existing trees to be retained. A tree grown in
open soil may have a root system spread in excess of the spread
of its crown and damage to the roots may only manifest in the
tree some 5-10 years later.
• Incorporate protection requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Restore the surface cover of impacted trees. Use topsoil which
could be stockpiled before construction, to restore disturbed
areas.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.

254
 • Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a protection plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel.
• Assist the client to prepare a maintenance plan.
• Encourage the client to protect existing trees throughout the O&M
phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5 Sub-theme: Trees: Added

Indicator % trees added

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To increase the number of trees within and around the locational
area.
• To increase the capacity of the site to absorb carbon dioxide
emissions.
• To reduce the incidence of soil erosion.

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Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Prepare a planting strategy that will result in the absorption of
carbon dioxide emissions equal to or greater than that generated
by the facility.
• Determine the total number of trees to be planted to achieve the
required number.
• Determine the extent to which trees can be planted in and around
the development site.
• Determine the type of tree best suited to the locational area.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate planting requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a planting plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.

256
 • Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user education al and promotional programme
for use by the O&M Personnel.
• Assist the client in preparing a maintenance plan.
• Encourage the client to maintain a tree planting policy throughout
the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.1 Sub-theme: Soft landscaping: Carbon dioxide absorption

Indicator % of carbon dioxide absorption

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To maximise the use of soft landscaping as an absorption agent
of carbon dioxide.
• To absorb as much carbon dioxide as the development
generates.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to

257
 participate in a design charrette.
• Aim to maximise the extent of soft landscaping, i.e. shrubs and
grasses, along with trees.
• Investigate which type of shrubs and grasses will be best suited
to the locational area.
• Minimise the footprint of the development and maximise the area
to be landscaped and planted.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate planting requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a planting plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.

258
 • Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use b y the O&M Personnel.
• Assist the client in preparing a maintenance plan.
• Encourage the client to adopt a planting policy that seeks to
increase CO² absorption throughout the O&M phase of the
facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.2 Sub-theme: Soft landscaping: Radiant energy

Indicator % radiant energy absorbed (heat sinks)

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the amount of radiant heat energy soaked up during
the day.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Aim to maximise the use of soft landscaping to reduce the heat
sink effect.
• Aim to maximise the use of shading devices to both building and
landscaping surfaces.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the

259
 performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Coordinate the site design with building energy design strategies
to support and enhance the energy performance of the facility.
• Use trees to act as a channel for summer breezes or to shield
against winter winds.
• Incorporate planting requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a planting plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel.
• Assist the client in preparing a maintenance plan.
• Encourage the client to maintain a policy that seeks to reduce the
amount of radiant energy absorbed throughout the O&M phase of
the facility.

260
 • Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.3 Sub-theme: Soft landscaping: Maintenance

Indicator % reduction in planting maintenance

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To maximise the use of maintenance-free planting.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Aim to use indigenous planting as this will often result in low
maintenance landscaping.
• Aim to restrict to a minimum those areas where cultivated
landscapes have to be used.
• Investigate the use of alternative planting types to achieve the
same cultivated result.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.

261
 • Incorporate planting requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a planting plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel.
• Assist the client in preparing a maintenance plan.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

262
18.5.4 Sub-theme: Hard landscaping: Heat absorption

Indicator % heat absorbing surfaces of total surface (heat sinks)

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To provide shade (within 5 years) and/or use light-coloured/high-
albedo materials (reflectance of at least 0.3) and/or open grid
pavement for at least 30% of non-roof impervious surface on site,
including parking lots, walkways, plaza, etc., to reduce the heat
island effect.
• To reduce the loss of permeable land to roads, parking lots,
buildings and swimming pools.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Aim to reduce the extent of asphalt surface at the development.
• Aim to reduce the dependence upon air conditioners inside the
building to reduce heat.
• Aim to reduce materials usage, such as brick paving, that will
absorb radiant energy during the day.
• Assess the extent of sun exposure of the site.
• Assess the interventions required to reduce the heat island effect.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Use light coloured, reflective materials throughout the facility and
the site to minimise the contribution to the heat island effect and
to lower building energy loads, particularly in warm climates.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during

263
 the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain a policy that seeks to reduce the
loss of permeable land throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.5 Sub-theme: Hard landscaping: Light reflection

Indicator % light reflecting surfaces of total surface

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To use light-coloured high-albedo materials (reflectance of at
least 0.3) for 30% of the site’s non-roof impervious surfaces.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team

264
 understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess which materials are more likely to reflect light than absorb
light in order to reduce the heat build-up effect.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Use light coloured materials: they reflect light and heat, reducing
cooling requirements and diminishing the building’s contribution
to heat islands.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.

265
 • Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain a policy of using light-coloured
materials throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.6 Sub-theme: Brownfield: Rehabilitated

Indicator % rehabilitated
Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To facilitate the rehabilitation of existing urban, industrial and
Brownfield sites.
• To reduce the conservation of Greenfield land by construction
activity.
• To rehabilitate polluted land for redevelopment.
• To minimise the amount of excavated soil removed from site.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Develop site and project goals and objectives that are
environmentally responsive and appropriate.
• Reuse existing urban, industrial and Brownfield sites.
• Develop site specific development and rehabilitation criteria and
standards for the site.
• Determine what governmental incentives exist in support of the
rehabilitation of Brownfield sites.
• Assess the exact nature of the remedial work required to
rehabilitate the site to acceptable standards.

266
 • Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.

267
 • Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.7 Sub-theme: Brownfield: Density

Indicator % of development use per hectare

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To reduce the use of Greenfield land for development.
• To support urban regeneration programmes.
• To maximise the utilisation of existing infrastructure.
• To reduce sprawl due to new Greenfield development.
• To increase local densities to conform to existing or desired
density goals (target 200 inhabitants and jobs/ha).
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Identify the maximum development density permitted by the local
planning authority.
• Utilise and enhance where possible existing infrastructure such
as utilities, roads, and other community services.
• Determine what government incentives in support of Brownfield
development are available.
• Determine the cost implications, if any.
• Advise the client accordingly.

268
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Encourage the client to maintain and if possible increase the
densities if any changes occur during the O&M phase of the
facility.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.8 Sub-theme: Greenfield: Retention

Indicator % change of Greenfield land use over time (% retained)

269
Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To minimise agricultural and open land lost to development.
• Attempt to secure a suitable site in a Brownfield area.
• To maintain and enhance the ecology and natural features of the
site and its immediate surroundings and to reduce the impact of
construction activities. Benchmark 75% of the remaining
biodiversity and ecology to be retained.
• To limit site disturbance including earthwork and clearing of
vegetation to 12m beyond the building perimeter, 1.5m beyond
primary roadway curbs, walkways, and main utility branch
trenches, and 8m beyond pervious paving areas that require
additional staging areas in order to limit compaction in the paved
area.
• Reduce the development footprint including building footprint,
access roads and parking, to exceed the local zoning scheme’s
open space requirement by 25%. Where no zoning requirements
apply, set a target development to open space ratio of 1:1.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Direct your client to develop and invest in environmentally and
socially appropriate areas where development will have the least
ecological impact.
• Determine what indigenous biodiversity and ecology the site
sustained and can continue to sustain and plan to maintain
and/or reconnect the site to its natural habitat and that of the
adjoining area.
• Avoid major earthworks that will alter the topography, vegetation,
and wildlife habitat.
• Plan to minimise the development footprint on the site generated
by building, parking and access roads.
• Evaluate the optimal siting of the project to create traffic patterns
that will result in the least site disruption.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.

270
 • Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,

271
 dismantling, and disposal.

18.5.9 Sub-theme: Greenfield: Footprint

Indicator % development footprint on site

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To maintain as much of the original state of the Greenfield land in
the development.
• To restrict the footprint of the development to the minimum while
maximising the developable area of the proposed development.
• To exceed the local authority’s open space requirement by 25%.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• If no other suitable development option exists, assess what
development restrictions the original condition of the Greenfield
area places on the proposed project.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during

272
 the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.10 Sub-theme: Greenfield: Ecological value

Indicator % of ecological value retained

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To protect and enhance the ecological value of undeveloped
land.
• To limit any site disturbance including earthwork and clearing of
vegetation to 12m beyond the building perimeter, 1.5m beyond
primary roadway sidewalks and 8m beyond constructed areas
with permeable surfaces (such as pervious paving areas, storm
water detention facilities and playing fields) that require additional
staging areas in order to limit compaction in the paved area.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team

273
 understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Avoid ecologically sensitive areas.
• Assess whether development can be directed to alternative
environmentally appropriate areas.
• Aim to maintain and enhance the biodiversity and ecology of the
site.
• Aim to use indigenous trees, shrubs and plants.
• Avoid development on prime agricultural land.
• Avoid development on land with an elevation lower than 1.5m
above the elevation of the 100-year flood line.
• Avoid development on land subject to erosion or landslides.
• Avoid development on land that is part of a wildlife corridor.
• Avoid development on land that provides habitat for any species
included on an endangered or threatened list.
• Avoid development on wetlands.
• Minimise the amount of excavated soil to be removed from the
site.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate planting requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for

274
 future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a planting plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel of the facility.
• Assist the client in preparing a maintenance plan.
• Encourage the client to adopt a policy of conserving the
ecological value of the site and the adjoining areas throughout
the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.11 Sub-theme: Pollution: Chemical leeching

Indicator % of chemicals leeched into the soil

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.

275
 • To avoid leeching of chemicals into the soil, both on-site and the
adjoining sites.
• To apply the Precautionary Principle when using any chemicals.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Assess whether any on site treatment, such as oil separators and
filtration, is required due to the programmatic requirements.
• Ensure that no chemicals that pose an environmental risk to the
site, the users and the locational area, are used.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.

276
 • Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Offer to prepare a user educational and promotional programme
for use by the O&M Personnel.
• Encourage the client to maintain a policy that seeks to eliminate
chemical leakage during the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.12 Sub-theme: Pollution: Light Spillage

Indicator % of lighting spillage

Goals • To develop appropriate performance indicators based on the
specific site and programmatic requirements.
• To exclude light that falls outside the boundaries of the property,
or road, on which the facility is sited (unless there are other
socially acceptable reasons to do so).
• To meet or provide lower light levels and uniformity ratios than
those recommended by organisations such as the Illuminating

277
 Engineering Society of North America (IESNA).
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Evaluate the risk of light spillage for the locational area.
• Determine a strategy to reduce the incidence of obtrusive light
spillage.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear
– having regard for the levels of local expertise.
• Investigate which light fittings are readily available that limit the
light distribution intensities at a Gamma angle of 90 degrees, or
gives a complete cut-off distribution at that angle.
• Identify those fittings with a high percentage of upward waste
light.
• Consider using PVs for all outdoor lighting, including parking
areas, walkways, garages, etc.
• Consider using motion sensors so that site lighting is used only
when needed.
• Reduce the height of exterior light fittings where possible to
reduce overall lighting output required.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for

278
 future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.
• Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain a policy that reduce light spillage
throughout the O&M phase of the facility.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that supports the goals.
• Prepare dismantling procedures for the facility that supports the
goals.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself, the client and the O&M Personnel with the
local authority’s regulations regarding decommissioning,
dismantling, and disposal.

18.5.13 Sub-theme: Stormwater: Erosion

Indicator % of soil eroded

Goals • To develop appropriate performance indicators based on the

279
 specific site and programmatic requirements.
• To contain storm water runoff on site and to maximise water
absorption on site.
• To slowdown the velocity of storm water flows on site.
• To target site facilities to reduce the potential for runoff to natural
watercourses and/or municipal waste courses by 50%.
• To target the removal of 80% of the average annual post-
development total suspended solids (TSS), and 40% of the
average annual post-development total phosphorous (TP) based
on the average annual loading from all storms less or equal to the
2-year/24-hour storm.
Work Phase Feasibility
Strategies • Clarify the objectives and make sure the entire design team
understands the performance targets and indicators. Commit all
the appropriate measures to writing.
• Pursue an interactive role to the design process and consider
inviting the client, community members, appropriate designers
and consultants, and a consulting general contractor to
participate in a design charrette.
• Investigate the storm water conditions on the site and include a
site management plan in the feasibility report.
• Investigate the conservation and reuse of storm water.
• Select a site and/or a development response that will require the
minimum alterations and ecological impacts to the watersheds.
• Investigate strategies to minimise disturbances to the
watersheds.
• Investigate the use of biologically based storm water
management strategies that rely on sediment control ponds,
pools, wetlands, and infiltration basins to retain and treat storm
water on site.
• Record the location and extent of pervious and vegetated areas
of the site.
• Assess what the requirements of the local authorities are for
erosion control.
• Determine the cost implications, if any.
• Advise the client accordingly.
Work Phase Pre-construction
Strategies • Gather the required information through focused research to
enable the preparation of design proposals against the
performance targets and indicators prepared in the feasibility
stage.
• Optimise the design solutions through a reiterative scrutinising of
the proposed building systems and processes as opposed to
individual building elements.
• Design a sediment and erosion control plan for the specific
conditions of the site
• Ensure that the tender documentation makes the expected
obligations and performance measurement of the contractor clear

280
 – having regard for the levels of local expertise.
• Avoid expansive parking areas as they create concentrations of
contaminated runoff and reduce infiltration. Determine to restrict
the use of hard surfaces relying on permeable paving and
surface materials instead.
• Consider structured parking and incentives to reduce parking to
provide more green space on the site. In required surface parking
areas use parking islands that are at least 3-3.5m wide to allow
for healthy planting and filtration of stormwater.
• Use water-permeable materials such as porous asphalt or
concrete, open-celled pavers, reinforced turf, concrete or plastic
grids, or stabilised aggregate in light-traffic areas such as
emergency-access lanes and overflow parking areas.
• Use water-permeable materials for pedestrian pathways, such as
loose aggregate, wooden decks, mulch pathways, or paving
stones.
• If the area or nature of the site is such that the above strategies
are not feasible, consider using pervious concrete or pervious
asphalt paving systems. Gravel beds installed beneath the
paving will serve as stormwater detention systems.
• Consider using vegetated rooftops that serve as a water quantity
control to absorb the majority of water from normal storm events.
This can assist in reducing runoff and the size and cost of
installed stormwater drainage systems.
• The system consists of flow regulation structure, pre-treatment
vegetated filter strip or channel, a shallow ponding area
(maximum of 150-200mm high), an overflow system above the
maximum ponding depth, a surface layer of organic mulch, plant
material, a planting soil bed (minimum 1200mm deep), a sand
bed under the soil bed (300mm deep), pea gravel curtain drain,
and pea gravel with underdrain system at the base of the trench.
• Bioretention can be used in almost all developments except in
urban conditions where pervious surfaces are limited to 5% or
less. The practice can be applied to treating runoff from parking
areas and roads, as well as pervious areas such as golf courses.
• Incorporate commissioning requirements into the construction
documents.
• Arrange a pre-tender meeting to brief interested general
contractors and subcontractors on all the elements of the
programme.
Work Phase Construction
Strategies • Ensure that all parties to the contract know exactly what is
expected of them and that their individual rights, responsibilities
and roles are committed to writing.
• Undertake an audit of the site with the contractor prior to the
commencement of the works to confirm the existing
environmental state and to act as a written and visual record for
future evaluation.
• Establish mechanisms to validate compliance procedures during
the construction process.
• Ensure that records are kept of decisions and/or purchases made
that may impede attaining the goals.

281
 • Prepare a handover report and keep it up to date throughout the
delivery process.
• Develop and utilise a commissioning plan.
• Verify installation, functional performance, training and operation
and maintenance documentation.
• Complete a commissioning report that includes clear goals for
quality, efficiency, and functionality; commissioning approach and
scope; commissioning budgets; commissioning plans;
commissioning schedules; testing and inspection plans;
commissioning specifications; special testing needs; and re-
commissioning plans.
• Assist the building’s users and management to understand the
systems and controls and to define operator staff requirements
prior to the handover.
Work Phase Life cycle
Strategies • Ensure that there is adequate time and money available for
commissioning bearing in mind that commissioning may need to
be undertaken several times during the first year.
• Porous concrete and asphalt require periodic cleaning to remove
silt and small particles that can clog the system over time.
• Ensure that the client is fully aware of the need for operative
training for both users and SMME service providers and that
procedures are established for the short and long term.
• Ensure that information on the building and building systems is
available to users and SMME service providers.
• Encourage the client to maintain a policy that seeks to eliminate
soil erosion throughout the O&M phase of the facility.
• Assist the client in preparing a maintenance plan.
• Have a contract in place to review building operation with the
facility operational and management staff including a plan for
resolution of outstanding commissioning-related issues.
Work Phase Deconstruction
Strategies • Ensure that any decommissioning of plant and materials is done
in a manner that enables their reuse, either in part or whole.
• Prepare dismantling procedures for the facility that enables the
maximum reuse of existing materials and equipment.
• Ensure that final disposal is done in conformance with
environmental regulation.
• Familiarise yourself with the local authority’s regulations
regarding decommissioning, dismantling, and disposal.

282
19 References
Dietz, M., and Clausen, J., (2006) “Environmental Science and Technology”, American
Chemical Society Journal
BRE, BREEAM (Environmental Assessment Method), British Research Establishment Ltd.
http://products.bre.co.uk/breeam/
Edwards, B., (2002) Rough Guide to Sustainability, London, RIBA Publications
ENN (2006), Global warming may cause sea levels to rise by 34 centimeters by 2100,
Environmental News Network, January 27, 2006 (on a report by the Commonwealth Scientific
and Industrial Research Organization, Australia).
Halliday, S., (2000), Green Guide to the Architect’s Job Book, London, RIBA Publications.
Hillebrandt, P., (1974) Economic theory and the construction industry, New York, Macmillan.
USGBC, LEED Green Building Rating System, United States Green Building Council,
http://www.usgbc.org/LEED
Mendler, S., and Odell, W., (2000), The HOK Guidebook to Sustainable Design, New York,
John Wiley and Sons, Inc.
Minnesota Sustainable Design Guide, University of Minnesota, Twin Cities Campus, College
of Architecture and Landscape Architecture, June 2000
WBCSD, Global warming: carbon dioxide levels highest for 650,000 years, World Business
Council for Sustainable Development, www.wbcsd.org/

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