The SUREURO project SUREURO: "Sustainable Refurbishment Europe"

The SUREURO project page 1 of 12

Karel Dekker, TNO, TheNetherlands, August 2004, [email protected]

SUREURO: ”Sustainable Refurbishment Europe"

Karel. Dekker

TNO Building and Construction Research. PO Box 49, 2600 AA Delft, The Netherlands

scientific coordinator SUREURO project [email protected] [email protected] www.SUREURO.com

ABSTRACT The SUREURO project supported by the European Commission in the key action “The City of Tomorrow” has been finished at July 1 2004. The international closing conference in Kalmar has showed the results of this big and ambitious 4 years project.The targets were to stimulate and support the sustainable and consumer oriented transformation of (big most post war) housing areas. Nowadays 170 million people in total Europe are living in post war mass housing areas. Sustainability can be achieved only with an intensive and constructive participation of the tenants. Therefore SUREURO will provide: To develop, train and implement housing companies with practical management tools for integrating sustainable development and tenant participation in their refurbishment management process without exceeding the normal costs for the tenants. To develop design, monitoring and simulation tools for town planners, local decision makers, construction companies, designers and engineers and models for better planning, design and technical specifications of refurbishment projects, both at housing and neighborhood level. SUREURO has tested and implemented new and flexible technical concepts for sustainable transformation of existing housing areas in seven participating European countries and later also in a special complementary project in Czech . The project has started at March 1, 2000 and about 300 people from Sweden, Finland, Denmark, The Netherlands, Germany, France, the UK and Czech have been involved in this 4 years project.

KEYWORDS POST-WAR HOUSING AREAS, SUSTAINABLE REFURBISHMENT, CONSUMER ORIENTED RENOVATION, OPEN BUILDING, TRANSNATIONAL COOPERATION,

1 INTRODUCTION What happens before the start of the SUREURO project and which activities have been carried out to prepare this very big project.

1.1 Sophia and Dessau Declarations Refurbishment of large prefabricated housing estates In the Member States of the European Union there are about 80 000 residential areas and approximately 56 million flats that were built after 1950. A special problem is the large industrial post-war housing estates in Central and Eastern Europe. In the so called ”Sophia Declaration” (http://192.55.244.197/sofiadek.htm) the following citations are relevant: ”Between October 19 and 21, 1997 more than 120 housing experts from 25 cities from 14 central and eastern European countries met in Sofia, Bulgaria at the invitation of the City of Sofia and the European Academy for the Urban Environment in Berlin (EA.UE) with housing specialists from 4 western European countries to discuss the future of the large industrially-produced housing estates in central and eastern Europe.



“From May 10-12, 1999, more than 70 housing experts from all parts of Europe, Japan and North America met in Dessau, Germany at the invitation of the EXPO 2000 Sachsen-Anhalt GmbH. The purpose was to discuss the future of the industrially produced housing estates in Europe. Members of the CIB Task Group Open Building participated in discussions regarding the transferability of Open Building principles, strategies and experiences to the refurbishment of large housing estates in Central and Eastern Europe. CIB is the International Council for Research and Innovation in Building and Construction. The Task group TG26 is now an official Working Commission in CIB. CIB W104, Open Building Implementation. The “Boss behind the front door” principle from the Dessau Declaration has been adopted in the Sureuro project.

1.2 Two years preparation

Sureuro – a European project - has been developed on the initiative of Kalmarhem - based on these ideas and visions. The planning on European level started 18 months before the submitting date of the proposal in the end of 1997. In April 1998 the main group of partners met in Brussels for the first time for a joint discussion of a project at European level.

1.3 Participants

The consortium is based on seven principal contractors; Boligselskabet AKB from Denmark, Logirep from France, Marzahn mbH till mid 2001 and later Luwoge (BASF) from Germany, Wonen Centraal from The Netherlands, Sandwell Metropolitan Borough Council from England, Finnish Real Estate Federation from Finland and Kalmarhem from Sweden. Five of the principal contractors are housing companies. Sandwell is an English local Authority and the Finnish Real Estate Federation is an organization for private and social housing companies. It is the residential housing companies themselves that determine the levels of investment for refurbishment. This implies that it is the residential housing companies themselves that have the opportunity of achieving the greatest possible impact on the creation of an ecologically sustainable Europe. The consortium have several research and development institutes associated to the housing companies in the work for development of the models and tools and close cooperation in the work of the national pilot projects. The assistant contractors are CSTB and Delphis from France, Motiva, Renova and VTT from Finland, SBI and Byfornyelseselskabet from Denmark, BRE from England, Vatten & Samhällsteknik and JAB from Sweden, IRS and IWU from Germany and TNO, assisted by the Delft University and Ton Damen Consultants from Holland. In order to use the developed models and tools, the construction industry must influence the development of the concepts and accept to adapt these. This has been achieved by the involvement of the Construction Company NCC from Sweden. After 2 years a complementary EU project SUREURO-NAS has started with 8 partners from Czech.

1.4 Project figures

Duration of the project : 4 years, starting 1 March 2000 R & D costs: 9,5 million Euro EU contribution: 4,8 million Euro Total investment in national pilots 191 million Euro

2 OBJECTIVES OF THE PROJECT The objectives are discussed during the intensive preparation time for over a year with housing companies from seven countries and several research institutes, contractors and consultants. During this preparation period we have also been testing some of the main principal ideas of how to work in the project and the models. SUREURO has created practical working models as part of a decision-making system where all actors concerned in a refurbishment process will be part of decisions and evaluations. The models also mean that all relevant elements, shown in computer applications, must be taken into consideration in planning and decision.



Objectives To provide housing companies and local decision makers, with practical management tools for integrating sustainable development and tenant participation in their refurbishment management process without exceeding the normal costs for the tenants. Normal costs for the tenants are strictly related to the extra quality in their built environment and a flexible own choice for comfort for their interiors To develop design tools for city planners, construction companies, designers and engineers, and models for better planning, design and technical specifications of refurbishment projects. To test and implement in national projects – seven refurbishment project done by seven housing companies in seven different countries plus two in other housing companies –in Czech and Italy- new and flexible technical concepts for sustainable transformation of existing housing areas. After testing and step-by-step developing the models and tools for sustainable refurbishment in seven well qualified and reputed housing companies the most relevant tools have been implemented in the practice of two Czech housing areas. The models and tools are providing instruments for energy saving and sustainable solutions with the following targets: Reduction of

• Overall energy and related atmospheric emissions by 40% • The use of scarce, non-renewable building materials and other natural resources • Potable water by 40% • The amount of household waste by 50%

Optimization of • Treatment and use of surface water • Reuse of waste products • Use of the content of energy and nutrients in waste and sewage

Improvement of • Indoor air quality and environment in dwellings • Immediate outdoor environment of housing areas

Adopting Open Building Principles Flexibility of dwellings and environment to tenant requirements using the Open Building principles on three levels. Tissue level, support level and infill level.

3 PROJECT MANAGEMENT APPROACH In the project are beside the project management part 6 work packages have been defined to organize the work in this big project.

• WP0 project management • WP1 Strategic Management for the housing companies • WP2 Building Process and design and construct tools • WP3 Technical solutions for sustainable building • WP4 Seven National Demonstration Projects • WP5 Two demonstration projects in Czech and Italy • WP6 Knowledge and Information System

The knowledge transfer has been showed in the next diagram



First phase in the project was the knowledge transfer from the seven countries to the international working groups. The results are the several state of the art reports as reported at the public web site www.sureuro.com

4 Scientific approach in SUREURO The approach of the Sureuro project is a very practical one. There has been a strong interaction between the more theoretical work in the research teams WP1, WP2 and WP3 and WP6 and the more practical view of the housing company managers, professionals and their advisors. We have learned that the more theoretical approaches, with sometimes too complex matrixes developed in the research teams, were conflicting with the practical use in the national projects itself. One of the most important results of this project is the now much better understanding of researchers of the real needs of managers and practical professionals. After the start of the project the conceptual model for the whole project have been made by the researchers in the international teams WP1, WP2, WP3 and WP6. This conceptual model and a good understanding of the definitions has been permanently discussed and adapted during the later phases of the project. The main ideas behind the scientific approach in the SUREURO project are: 1. distinction in strategic, tactical and operational management of the housing company; 2. distinction in general management (whole portfolio) and project related management; 3. distinction in strategic management, project management, facility management and cooperation

management; 4. distinction in tools for the housing company managers and tools for the supporting professionals as

architects, advisors, contractors etc.; 5. clear distinction in territorial and decision levels, according the Open Building Concept, to provide a better

relationship between the several process activities and the related decision makers and tenants. a. The Tissue Level: The built urban environment is being renewed, with new landscaping, shops and

community spaces; new relations between the estates and the towns and cities have to be found, respecting the wishes of the tenants in the neighborhood;

b. The Support Level: The longer lasting parts are being upgraded, with new elevators, windows, roofs and exterior finishes, respecting the collective wishes of the tenants;

c. The Infill Level: The interiors of the dwellings are being upgraded in respect to changed demographics and needs, respecting the individual wishes of the residents.

6. clear relationship between phases of the refurbishment process and decision structuring tools and instruments;

a. diagnosis b. brief c. design

WP1 WP2

WP3

Best practices

Best practices

Best practices Best practices

Best practices

Best practices

Best practices

Extracting knowledgeTesting and implementationResults

WP6

WP6

KNOWLEDGE TRANSFER

Czech Italy

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d. construction e. assessment

7. clear definitions and classification of sustainability issues and conventional issues a. economical sustainability b. social sustainability c. cultural sustainability d. ecological sustainability

8. to support all decisions in the strategic management and project management with Technical Service Systems which contains information about:

a. waste management b. water supply management c. sewage management d. storm water management e. energy management

4.1 Development of the knowledge and tools

The existing knowledge and tools has been extracted from the seven countries by the professionals of the housing companies and has been evaluated, transformed and renewed by the experts in the research teams WP1, WP2, WP3 and WP6. Integration discussions, to understand overlaps and common views were needed and have been organized in a special group, the ”Toolbox Group” This process of interactive learning by doing has been continued till the end of 2003 and of the most promising tools has been implemented in the processes of the housing companies. In the reports of the milestones this experiences have been described and the results of the follow ups, the implementation and knowledge exchange during implementation of the tools in the several housing companies has been reported in separate chapters from the WP leaders. The end results are developed promising tools and they have been integrated in the information system as developed in WP6. Because of the special NAS application in addition of the Sureuro project a special report from two participating Czech partners has been added. Interesting is to see that challenging tools have been translated in the Czech language and disseminated trough trainings and conferences in Czech.

SUREURO Toolbox

Toolbox WP1 manage ment process

Toolbox WP2 design process

Toolbox WP3 technical solutions

Checklist

Box of good examples

Technical Toolbox

SQI

Strategic Managem

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Sust. Proj. Man

Sust. Fac. Man.

Cooperation M

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WP 6 tools



Figure 2.1 Structure of toolboxes

5 Most relevant tools The developed and the selected tools in SUREURO are the most significant visible results of the project. In next table the tools are depicted in relation with the relevant participants in the process and the phases of the process. In the column WP is given in which WP the tool has been developed. The tools are short described in next paragraphs.

Overview of selected tools and relations to participants in the process and process phases

5.1 Tool 1: Portfolio Management in 10 steps (PM 10)

Portfolio Management in 10 modules is a method for strategically shaping the stock management. This method deconstructs the process of portfolio management in such a way that it provides workable modules rendering the entire process transparent. The 10 modules are:

1. Check strategic framework 2. Integrated product performance (IPP) 3. Market analysis 4. Positioning products 5. Product strategy

6. Financial framework 7. Risk analysis 8. Investment plan 9. Project preparation 10. Project realization

5.2 Tool 2: Sustainable Process Management Guide

The tool is meant to inspire and help to transform the housing company into an organization that is able to implement the sustainability philosophy of SUREURO by linking different levels of management. Its focus is learning to change.

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1 Portfolio Management in 10 steps (PM 10) ü ü WP12 Sustainable Process Management Guide ü WP13 Sustainable Process Management Best Practices ü WP14 Sureuro Gaming Exercise (SGE) ü ü WP15 Sustainable Management Audit ü WP16 Co-operation Management (guidelines, examples) ü ü ü WP17 Portfolio & Facility Management Guide ü WP18,1 Feasibility analysis (handbook) ü ü ü WP18,2 Feasibility analysis (analytical tool) ü ü WP19 Risk Analysis Calculation (RIA) ü ü ü WP610 Sustainability Issues To Consider (checklists) WP210,1 Checklist diagnosis ü ü WP210,2 Checklist brief ü ü WP210,3 Checklist design ü ü WP210,4 Checklist construction ü ü WP210,5 Checklist assessment ü ü WP210,6 Checklist facility management ü ü WP211 Examples of Technical Solutions (database) ü ü ü ü WP212 Technical Systems Toolbox & Status Survey ü ü ü ü WP313 Sustainable Quality Indicator (SQI) ü ü ü WP314 Simulation Model (costs & benefits) ü ü ü ü WP6



Sustainable process management (SPM) connects the key topics sustainable facility management, sustainable strategic management and co-operation management and shows how refurbishment processes can be managed from a sustainability point of view.

5.3 Tool 3: Sustainable Process Management Best Practices

This document is an Annex to the Sustainable Process Management Guide and covers SUREURO’s housing company’s best practices in managing in a sustainable way. Much of the knowledge on sustainable process management is uncodified (not written down in reports and procedures), of practical nature (learning by doing) and to a certain extent tacit (not explicit) knowledge. Aim of The Best Practices was to make the experiences of the housing companies participating in the SUREURO project accessible to the managers of housing companies.

5.4 Tool 4: Sureuro Gaming Exercise (SGE)

The aim of this challenging management game is to train groups in two days in sustainable strategic management and refurbishment processes and to experiment with the tools of SUREURO. These tools will help the competitive teams to make the decisions on strategic and project management level, both from a sustainable and a financial point of view. The result is a complete strategic view for a whole portfolio and for a specific refurbishment project. In the last phase of the SUREURO project this management gaming has been improved and computerized. The sustainability items are structure red to the levels of Open Building.

5.5 Tool 5: Sustainable Management Audit

The SUREURO Management Audit is an interactive method to assess whether your company is ‘fit’ for adapting the strategies, methods and tools for sustainable refurbishment as developed within the SUREURO project, ranging from strategic management to co-operation management with the tenants, and from design and construction to monitoring and maintenance of refurbishment projects. Based on the gap between the current housing company’s profile and their ambitions, actions for improvement and transformation of the company in a (more) sustainable direction can be defined.

5.6 Tool 6: Co-operation Management (guidelines, examples)

From a project manager’s point of view, this guideline describes how tenant involvement can be organized during different stages of the refurbishment process: from strategic management decisions to refurbishment project design, implementation and evaluation. To achieve that, several tools and examples are presented that support the organization of tenant involvement. The guide consists of the following modules: - Guidelines for each phase in a refurbishment project based at the Open Building levels - A handbook on the theory of co-operation management - Tools, concepts and good examples

5.7 Tool 7: Portfolio &Facility Management Guide

Guideline for sustainable facility management for a housing company. The background and philosophy of SFM is that the average time of a sustainable refurbishment project is between 3 and 8 years. During the other 50 or 100 years, or even longer period, the housing company is dealing with (daily) property and facility management In other words society, tenants and housing companies can improve their policies by using the proper (daily) property and facility measures.

5.8 Tool 8.1 & 8.2: Feasibility analysis (handbook & analytical tool)

Feasibility Analysis consists of a more formal analysis of a refurbishment project taking in consideration the following aspects: - A location analysis - A market analysis - An analysis of the user concept - Competition analyses - Risk analyses and - An analysis of the concrete project.



The handbook (8.1) describes the decision-making processes and contains a checklist for an analytical approach. This analytical tool (8.2) can be used by decision-makers in connection with new housing construction and major renovation projects. The tools should be applied first to assess the risks and opportunities associated with the proposed project and the analyses can indicate whether it is viable to implement the project

5.9 Tool 9: Risk Analysis Calculation (RIA)

This model will calculate the financial flows in case of development or refurbishment operations of estates and dwellings. Each real estate object has the same categories of costs and revenues. These costs can be divided into fixed costs (running and new capital costs), maintenance costs, management costs and business related costs. And the revenues can be rent, subsidies and service costs. The result of the calculations is that the financial consequences of decisions on refurbishment strategies can be made visible for the short term and the long term, both in cash values and Net Present Values. Different refurbishment strategies for Support and Infill are possible. This tool is also integrated in the SUREURO Simulation Model. (Tool 14)

5.10 Tool 10: Sustainability Issues To Consider (checklists)

The web enabled checklists will help to implement and consider various sustainable issues at every step of the refurbishment process (from diagnosis phase to operation phase) at the three main thematic levels; dwelling unit, building complex and the level of urban integration and outdoor layout. The checklists are adjusted to a realistic and practical every day situation in the housing company. For every phase there is a special checklist. (10.1 till 10.6) In the checklists the user of the system will find available information on tools, good examples and further information. The distinction in Open Building levels is clear defined. T: Tool E: Example I: Additional Information

5.11 Tool 11: Examples of Technical Solutions (database)

This toolbox will introduce you to pictures of inspiring and alternative solutions. The examples are collected from the participating SUREURO countries. The tool has an extensive search function, which allows you to search in the collected database on several levels, by thematic levels (tissue, support and infill) and by sustainability issue and design principle. It is possible to extend the database in the future with much more good examples.

5.12 Tool 12: Technical Systems Toolbox & Status Survey

The toolbox is built up as a working method with the same structure for each of the relevant techniques. The toolbox includes the following techniques: - Energy (heating, electricity, air treatment and quality, gas) - Water (drinking water) - Sewage water - Rain water runoff - Waste (household waste) For each of these techniques the following applications can be used:

a. Environmental status survey b. Setting targets c. Possible technical solutions d. Evaluation (of possible technical solutions) e. Post status survey

As support to the applications of the toolbox, a database is available. In the database are listed interesting Technical Refurbishment Alternatives (TRA) and tools (calculation programs, optimization programs etc). The TRA’s and tools are described from different point of views, especially ecological and the information is also structured to the Open Building levels..



5.13 Tool 13: Sustainable Quality Indicator (SQI)

This evaluation tool is supposed to be used on an overall level. It can be used in all phases of the refurbishment process. It is not a quantitative tool, but gives relative weights to the sustainability indicators. This tool is a method to create a decision support material with relation to the definition of sustainable refurbishment: Economy Social aspects Culture Ecology Public economy Company economy Tenants economy Other

Social safety Co-operation Other

Aesthetics Cultural heritage Cultural services Other

Water Sewage Rainwater Waste Energy Noise Air quality Health Land use Material use

5.14 Tool 14: Simulation Model (costs & benefits)

The objective of the Simulation Model is to provide a comprehensive evaluation of efficiency for a refurbishment project. The Simulation model calculates for given scenario’s the situation before and after refurbishment. The model calculates for given scenario’s the situation before and after refurbishment: • The influence of households on sustainability issues. • Real estate investments for traditional refurbishment measures (Housing companies) • Real estate investment for sustainability measures (SUREURO measures for Housing companies and

tenants) • Real estate life time exploitation and risk analysis (Housing companies) • Sustainability impact on real estate (Housing companies and tenants) Input data for the situation before refurbishment are derived from measurement in the pilot projects (Work Package 4). The calculations take account of the following variables • Tenant characteristics (age, family size), • Changes in tenants behavior (participation, education, information campaigns) • Physical properties of the estate • Technical refurbishment solutions adopted. • Sustainability options as strategy choice • Interactions between traditional solutions and sustainability options (overlaps) • Potential savings of the options for energy (heating and electricity for lighting etc) water and waste.



6 Use of tools in the process In the SUREURO information system the tools are related to the different stages in the process and the key decisions to take. The number of the tools are corresponding with the table and text in the beginning of this chapter.

6.1 Business strategy Business Strategy Tool WP?TOPIC Key decisions ToolsSustainable Process Management

How to become a sustainable housing company Management Guide 2 WP1How can I learn form experiences in other housing companies Best practices 3 WP1How to manage transformation processes in a housing company Management audit 5 WP1

Portfolio management How to develop a portfolio strategyHandbook 1 WP1

Human Resources management

How to train management in sustainable decision making Sureuro Gaming Exercise 4 WP1

Tenants Involvement How to co-operate with tenants Management Guide 6 WP1Property & Facility Management

How to plan P&F management at portfolio level Guideline 7 WP1

6.2 Diagnosis Diagnosis Tool WP?TOPIC Key decisions ToolsEnvironmental Status Survey

How to assess improvement potential of an estate Status survey 12 WP3

Issues to consider How to integrate sustainability in decision making Checklist Diagnosis 10.1 WP2

Tenants involvement How to co-operate with tenantsGuideline 6 WP1

Feasibility analysis How to assess feasibility and risks' of a refurbishment project Handbook 8.1 WP1

Analytical tool 8.2 WP1Risk analysis calculation RIA 9 WP6

Project preparation How to set up a refurbishment project Handbook 1 WP1

Sustainability Performance

How to assess sustainability performance SQI 13 WP3

6.3 Brief Brief Tool WP?TOPIC Key decisions ToolsIssues to consider How to integrate sustainability in

decision making Checklist Brief 10.2 WP2Select targets and solutions

How to set targets and select possible technical solutios Technical Systems Toolbox 12 WP3

Technical solutions Inspiring examples Database of examples 11 WP2Tenants involvement How to co-operate with tenants Guideline 6 WP1Assessment of cost/benefit of alternatives

How to assess costs and benefits of alternative plans

Simulation model 14 WP6Sustainability Performance


6.4 Design Design Tool WP?TOPIC Key decisions ToolsIssues to consider How to integrate sustainability in

decision making Checklist Design 10.3 WP2Technical solutions (environment)

How to select and evaluate possible technical solutions Technical Systems Toolbox 12 WP3

Technical solutions Inspiring examples Database of examples 11 WP2Tenants involvement How to co-operate with tenants Guideline 6 WP1Assessment of cost/benefit of alternatives






6.5 Construction Construction Tool WP?TOPIC Key decisions ToolsIssues to consider How to integrate sustainability in

decision making Checklist Construction 10.4 WP2Tenants involvement How to communicate with tenants

Guideline 6 WP1Technical solutions (environment)

How to select and evaluate possible technical solutions Technical Systems Toolbox 12 WP3

Sustainability Performance

How to assess sustainability performance of a project SQI 13 WP3

6.6 Assessment

6.7 Portfolio and Facility management Property & Facility Management Tool WP?TOPIC Key decisions ToolsP&F Management plan How to run the estate in a

sustainable wayGuideline

2 WP1Issues to consider How to integrate sustainability in

decision makingChecklist P&F management 3 WP2

Tenants involvement How to co-operate with tenants Guideline 5 WP1

7 COMMUNICATION

7.1 During preparation

In the preparation time the participants have been exercised with the use of internet and E-mail for communication. Without E-mail address and some experience in browsing the internet, participation in the SUREURO project was not possible.

7.2 During the 4 years project

More then 250 people in the project from 22 partners. So many documents to exchange and to store. The only solution was to organize it with modern IT tools and internet. The project web site had special tools for administration, planning, budgets, news, conferences and meetings, E-mailing, EDMS, automatically information about new uploaded documents.

8 DISSIMINATION AND EXPLOITATION

8.1 Web site

Main results and news bout the projects will be published at the public web site www.sureuro.com

8.2 Conferences and seminars

The last international conference in Kalmar, Sweden, was the closing conference. During the project there were international conferences in Sweden, Holland, Finland, Poland, Czech and Kalmar. All the conference material is available at the SUREURO website.

8.3 SUREURO Gaming Exercise

The management gaming SGE has been used for training in Finland, UK, Germany, Denmark, Sweden and Holland. It is a two day training program for 3 teams of about 8 persons playing in competition starting with a lunch at the first day and ending with a lunch at the second day. I has been

Assessment Tool WP?TOPIC Key decisions ToolsIssues to consider How to integrate sustainability in

decision making Checklist Assessment 10.5 WP2Tenants involvement How to co-operate with tenants Guideline 6 WP1Environmental Status Survey

How to make a post-occupancy evaluation Status Survey 12 WP3

Assessment of cost/benefit of alternatives






proven to give excellent results and very enthusiastic participants. The gaming will be used in the future to exploit and disseminate the knowledge from the SUREURO project.

8.4 Exploitation after the project

The consortium have decided last June to establish a special SUREURO network and in connection with that network a limited the Sureuro Management Consultancy Group (SMCG) to exploit the results in Europe after finishing the Sureuro project. Beside the partners of SUREURO new members of the network will be invited to participate.

9 CONCLUSIONS 1. The scientific approach, however very ambitious, have showed that the total structure of the

developed knowledge and the interactive testing in pilot projects could be sustained in this 4 years project;

2. Refurbishing projects without embedding the project within the scope of the whole portfolio is a great risk for the housing company. This was one of the main reasons that our partner Marzahn from Berlin could not maintain their financial position and had to be forced to withdraw from the project;

3. Investing in “value” on short and long term will be the most important strategy to survive at a sustainable way. In this case we mean with “value” the economical, social, cultural and ecological value.

4. Without the participation and support of the local tenants the investments in housing will not add social values and is doomed to fail. The concept of Open Building has proven to be very helpful to structure tenants participation;

5. Confronting researchers in this SUREURO project directly with the daily practice of problems of to be solved by the housing companies have achieved a much netter understanding of the way research will serve society;

6. Both theoretical and practical testing of the proposed SUREURO measures to achieve a better sustainability have showed that the SUREURO goals were realistic but not to achieve all in the same pilot project. The different National Pilot Projects have been focused at different sustainability issues;

7. The integrated combination of the tools in the SUREURO Gaming Exercise has been very successful to train the management of Housing Companies in several countries.

Karel Dekker

The SUREURO project SUREURO: "Sustainable Refurbishment Europe"

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