wellbeing generated by design.
Individuals are often responsible only for small chunks of the process and wider design, with little collaboration between parties.It is therefore important to look at how to bridge these gaps across disciplines..
The ‘triple bottom line’ of sustainability.In the early 1980s, the theorist Freer Spreckley first identified the concept that sustainable development could be realised through identifying and balancing environmental and social outcomes against economic benefits.This ‘triple bottom line’ of sustainability, as it is now known, underpins the corporate policy of organisations around the world.. To enable clarity on the desired outcomes of design, design value can be separated into a series of value types.
The ‘triple bottom line’, as identified by Carmona et al., is a sum of environmental, economic, and social values, and is one of the most used methods of grouping value types in governmental strategies, such as HM Treasury’s Green Book (UKGov, 2018) guidance; the means by which the UK government assesses cost benefits in appraisal and evaluation processes..While there is a growing variety of measures used to assess the environmental impact of projects (such as embodied carbon and operational energy), and economic value is frequently used as the central justification of projects, there is no agreed metric for assessing social value in architecture and in the impact of projects.. Social value in the UK: establishing benefits of good design.
The social impact of developments on communities and the way they are designed are gaining traction as key metrics in UK government policy.
Although not specifically intended to apply to the design of buildings and places, the Social Value Act (Public Services (Social Value) Act 2012) requires those who commission services to consider how wider social, economic, and environmental benefits can be secured, indicating an increased recognition of the importance of social value in the UK.The Programme was also a way to build on the Ministry of Justice’s (MoJ) recognised role as innovative leaders in public sector design and construction.
The MoJ was, for example, the pathfinder department for Government adoption of Building Information Modelling (BIM) and lean construction.. Standardised solutions.A key aspect of PETP was to develop standardised solutions at a range of scales that could be deployed across multiple buildings and sites, from components and rooms to entire building types and continues through the new capacity programme(s).
There were many reasons for this approach:.Standard solutions allow for a greater level of design and refinement – if a solution is going to be used multiple times then the benefit of good design is multiplied and amplified.