Dubai's Secret

Lesson to be learned..

a 4 bln forecast made 184 bln..

How create value is the hidden secret of Dubai Gov..

Yet; it is collective and comprehensive among all departments..

 

Client or Customer..?

 

One of the core functions of Facilities Management is to meet the requirements of the end users of FM Services. But who exactly are the end-users? 

Generally speaking, the people who use FM Services can be divided into three categories:

• Clients
• Customers
• Users

The three terms are often used interchangeably, but this is actually incorrect – there are distinct differences between the three which a good Facilities Manager should be aware of.

Clients

Clients are the people who authorise the service levels and approve the invoices for external providers or are the line managers in the case of internal provision.

Customers

Whilst the client may take note of what the customer requires in general terms, the customers (as opposed to paying shop customers) are authorised users of the service and funded by the client accordingly. Customers are generally employees of the business supported by internal or external service provision which is approved and funded by the client.

Users

The last category is ad-hoc users of the service without being aware that they are using an FM service. An example being occasional visitors to the business via Reception/Security notwithstanding that they are utilising services provided by the client for the customers.

Why Does It Matter?

A major part of the facilities management role is to ensure that the services you are providing are meeting the needs of end users. By understanding the differences between the three types of end-users, you can start to appreciate the different (and sometimes conflicting) requirements of each group and look for ways to deliver a service that satisfies all parties.

Of course, sometimes it is difficult or even impossible to completely satisfy all of the different groups. This is where your communication and negotiation skills will become crucial. This can be one of the most challenging, frustrating but rewarding parts of the job!

IWFM (BIFM) Qualifications

This article relates to the following IWFM (BIFM) Qualification Units:

• IWFM (BIFM) Level 3 in Facilities Management
  • FM3.03 Customer and Stakeholder Relations in Facilities Management
  • FM3.04 Specification and Procurement of Facilities Supplies and Services
• IWFM (BIFM) Level 4 in Facilities Management
  • FM4.04 Understanding Facilities Management Support Services Operations
  • FM4.15 Managing Customer Service in Facilities Management
  • FM4.21 Understanding Procurement and Contract Management in FM
• IWFM (BIFM) Level 5 in Facilities Management
  • FM5.21 Managing Procurement and Contracts in Facilities Management
• IWFM (BIFM) Level 6 in Facilities Management
  • FM6.03 Quality Management and Customer Service Strategy in FM

FIND OUT MORE ABOUT IWFM (BIFM) QUALIFICATIONS

Walkability

 

Walkability is a communal and urban culture; which should be allowed to master the urban living..

Not be provided to low dense districts, ignoring the masses who walk to get ends meet.. Regretfully; openspaces, streetscapes and landscapes are nice on illustration renderings, not the same on ground for living practice..

Yes; there is an urban journey to pursue..

China Tears Down Tower Blocks

 

In China, ruined Developers blow up new buildings that are built and unsold, so as not to pay the operating costs, and lawsuits for poor workmanship...
68 million new unoccupied homes and +/- 1 trillion $ of unpaid property loans !!! Colossal fall of the regime is inevitable.

China is tearing down tower blocks and pausing construction on buildings that could house 75m people as Xi Jinping’s government seeks to prop up the country’s stalling property market.

Analysts have warned Beijing has adopted a “build, pause, demolish, repeat” strategy as Chinese officials seek to restrict supply to avoid a plunge in house prices and boost economic activity through more construction.

Researchers at Fathom Consulting revealed that around 3bn square metres of housing has been put on pause or demolished in recent years, stopping properties reaching the market. It is enough to house 75m people, more than the entire population of the UK.

Indebted Chinese developers have been plunged into crisis as the struggling property market weighs heavily on the world’s second-largest economy. China has vast unoccupied “ghost cities” after huge amounts of debt-fuelled development while demolitions have increased as builders run out of money.

Joanna Davies, head of China economics at Fathom, said that houses on average take a “staggering” eight years to be completed as supply is “drip fed into the system”.

She said: “A key policy tool to manipulate supply is to order the mothballing of properties during the construction phase of a project.

“These practices enable the amount of new housing under construction to keep rising - which helps to prop up short-term economic growth and keep a lid on social unrest - without flooding the market and driving down property prices.”

تاريخ مخطط برشلونة

 

 

كانت مدينة برشلونة مقيدة بجدرانها التي تعود إلى العصور الوسطى ، وكانت تختنق من الأوبئة. حتى توصل المهندس المجهول إلديفونس سيردا إلى خطة توسع حضرية استخف بها المعماريون المنافسون له ، لكن ابتكاره العبقري غيّر طريقة تفكيرنا في المدن.

في منتصف 1850، كانت برشلونة على حافة الانهيار. مدينة صناعية ذات ميناء مزدحم ، نمت كثافة متزايدة طوال الثورة الصناعية في ظل التطور الهائل لصناعة الغزل والنسيج.

كانت المدينة تعيش بوتيرة أسرع من بقية مدن إسبانيا ، وكانت مستعدة لتصبح عاصمة أوروبية. ومع ذلك، لا يزال سكانها البالغ عددهم 187,000 نسمة يعيشون في منطقة صغيرة ، محصورة بجدرانها التي تعود إلى القرون الوسطى.

وبكثافة قدرها 856 نسمة/هكتار (كانت كثافة باريس حينها أقل من 400 نسمة /هكتار) ، كانت معدلات الوفيات المتزايدة أعلى من تلك الموجودة في باريس ولندن ؛ انخفض متوسط العمر المتوقع إلى 36 عاما للأغنياء و23 عاما فقط للطبقات العاملة. 

أصبحت برشلونة القديمة المسورة مكتظة لدرجة أن الطبقات العاملة والمجتمع البرجوازي والمصانع تعايشت جميعها في نفس المكان. "كان الجميع يعانون من عواقب الكثافة.

ونظرا لعدم وجود المزيد من الأراضي داخل أسوار المدينة ، تم تجربة جميع أنواع الحلول لبناء المزيد من 

المساكن ، و تم إنشاء المنازل حرفيا فوق الطرقات!

ونظرا لعدم وجود المزيد من الأراضي داخل أسوار المدينة ، تم تجربة جميع أنواع الحلول لبناء المزيد من المساكن.

 تم إنشاء المنازل حرفيا فوق الطرقات!

أقيمت الأقواس في وسط الشوارع ليتم البناء عليها. وشهدت تقنية تسمى الواجهات المتراجعة امتداد واجهات المنازل إلى الشارع أثناء ارتفاعها - حتى كادت تلامس المبنى المقابل (تم حظر هذه الممارسة في عام  1770، لأنها منعت دوران الهواء).

كانت حركة المرور (عربات الخيول) تعاني من إشكالية أيضا!

بدأت الطرق تضيق شيئا فشيئا ، وكان أضيق شارع في المدينة يبلغ عرضه 1.10 متر فقط، في حين كان حوالي 200 شارع أقل من ثلاثة أمتار. إضافة إلى ذلك تأثرت طريقة حياة السكان في البحر الأبيض المتوسط (والتي تعني التواجد في الشارع في النهار)

تفاقمت المشكلة بالنقص الحاد في نظافة المدينة!

كانت أوبئة برشلونة مدمرة ، توفي 3٪ من السكان، وقتلت الكوليرا وحدها أكثر من 13000 شخص بين عامي 1834 و1865.

أصبحت الجدران تشكل خطرا على الصحة ، مما أدى إلى خنق شعب برشلونة حرفيا تقريبا - الذين تم مخاطبتهم مباشرة في البيان العام التالي لعام 1843:

"تسقط الجدران!" تسقط الجدران! ، ليختفي هذا الحزام الذي يضغط علينا ويخنقنا ".

في هذه العملية ، اخترع Cerdà أيضا كلمة "التحضر" وقام بدراستها.

الإطار الخماسي لإدارة المرافق

 

الحديث حول علاقة إدارة المرافق مع قطاعات البيئة العمرانية الحضرية .. وهذا ما أسمية بـ الإطار الخماسي لإدارة المرافق ..

وفي البداية ، لابد من الاشارة إلى أن البيئة العمرانية الحضرية تعني المدن ، بأحيائها وضواحيها وأطرافها وكل من ما يوجد داخل الحيز المكاني الذي يُعرف بـأسم كردون المدينة ..

ولأن العلاقات الحضرية والاقتصادية والاجتماعية والسياسية في المدينة معقدة بشكل كبير ، فإن ضرورة تنسيق وإدارة الخدمات فيها قد بدأت منذ القدم ، وقد تطورت إلى ما نعرفه منذ نحو الخمسون عاماً بأسم إدارة المرافق ..

والمدن تتطور وتنمو ، وخاصة العواصم لكي تصير حواضر رئيسية (متروبوليس) أو دول مصغرة داخل الدولة الأم .. وتكون لها السيطرة المحكمة على الاقتصاد والساسة والأعمال والسكان بلا منازع ..

وهكذا تكرس الضرورة تطبيق إدارة المرافق للتنسيق وضبط البيئة العمرانية الحضرية ..

هذا الإطار الخماسي لإدارة المرافق هو حصيلة خبرات كثيرة ومتنوعة ، فيها الناجح والفاشل كذلك .. وتلك سُنّة البيئة العمرانية الحضرية التي تعبر ليس فقط عن احتياجات سكان المدن ، بل عن تطلعاتهم وأحلامهم وقيمة الحياة لديهم ..

هناك خمسة قطاعات في البيئة العمرانية الحضرية ، والتي تتفاعل مجتمعة مع إدارة المرافق ..

أولها ، منشاءات الملكية العامة ، والمقصود بها إدارة المدينة ومتمثلة في الطرق والمرافق وأبنية الخدمات العامة وشبكات البنى التحتية ..

ثانيها ، المباني الخاصة والسكنية والتي يديرها مباشرة ملاكها وأصحابها مع هوامش ربحية بسيطة ..

ثالثها ، مباني الأعمال والتجارة ، والتي تشمل المكاتب والأسواق والترفيه وكل ما قد تم بناؤها لاغراض الاستثمار وتحقيق الأرباح ..

رابعها ، الخدمات المنزلية والتي تركز على التنظيف والصيانة البسيطة والرعاية الشخصية لذوي الهمم والمرضى وكبار السن ..

خامسها ، التنسيق والتطبيقات الخاصة بالحفاظ على البيئة وتقليل مخاطر التدهور البيئي والمناخي ..

ثم لابد من وجود إطار للتنسيق التفاعلي والوظيفي بين هذه القطاعات ، وفق مقاييس ومحددات إدارة المرافق ..

كل قطاع من الخمسة يضم خمسة نطاقات أساسية ، وكل نطاق مقسم الى خمس مجموعات للأنشطة ..

المستقبل العمراني والحضري يتكون بتكامل أنشطة إدارة المرافق

FM of Historical Properties

 

"Many irredeemable cultural objects and artefacts are housed and exhibited within historic buildings and estates of outstanding cultural significance. Frequently, these properties were conceived to serve a very different use than act as permanent depositories for the objects, functions and collections, they now house. Sustained performance of fabric, fixtures/fittings and services is essential, given the perceived demands of: climate-change, perils, increasing user expectations e.g. accessibility, environmental quality and legislative demand. As a consequence the cultural significance of both building and collection are tested. The aim is to establish whether a Facilities Management approach offers a solution to mitigating such risks."
Trevor J. Francis, Andrew J. Geens and John Littlewood

The following table is an example issued by New Zealand's Ministry of Education; which by the Law is responsible for caretaking of the Heritage Sites and Historical buildings. This table was part of the Historica Heritage Management Guidelines under the Resources Management Act 1991 and Heritage New Zealand Pouhere Taonga Act 2014.

This specific table addresses the potential damages that Historical properties are exposed to by faulty facilities management solutions and implementations; which the service provider has to realize and plan to avoid by all means of research planning, design and operations.

Elected Officials

 

Democracy is a product of Urbanity.. It was critical to emphasis and sustain the choices of a group of people to develop a parcel of land.. This was widely practiced in North America, whereas Elected Officials had been authorized to run the people's business and concerns.. This is the true mightiness of the American Society; which attracts immigrants, dreamers and criminals as well.. 

This is why, Democracy is falling elsewhere..!

9 Ways to Change an Elected Official’s Mind
John Reuter

If you’ve been reading Strong Towns for a while, you’ve probably realized the current dominant approach to development and public investment isn’t working out. Cities and neighborhoods are not financially stable. Our streets are not safe. And almost all of our communities are on an unsustainable path.

We need to change. This can be done by personal actions at the block level, like planting a street tree in front of your house or putting a bench out in front of your business.  Those small acts of investment can add up to big results for neighborhoods. But we also need to start getting the big things, like street design and zoning codes, right — and that requires getting elected officials on board.

Changing minds isn’t easy, but it’s one of the most powerful things you can do to make your town stronger. As a former small town city councilman and lobbyist who has worked to move my fellow city council members, state legislators and occasionally members of congress, I thought I’d share a few tips I’ve picked up over the last decade.

1. Don’t just go to meetings, set one up.
Attending public meetings is important and showing up (especially if you bring a dozen of your neighbors with you) can be a powerful way to demonstrate the need for change. But, while public meetings can be a great place to pressure elected officials, they are a lousy place to persuade them.

If you want to change minds, ask for a personal meeting. In a small town, this could mean asking an elected official to coffee. In a bigger city, it may be setting an appointment with their staff. This more intimate conversation gives you an opportunity to make a human connection rather than just make your point within the allowed three minutes for public comment.

2. Have a game plan.
Don’t just go into a meeting blind; prepare. Know what you want to say and, if there’s more than one of you attending, who is going to say it. Bring a fact sheet or a photo of the problem you want addressed to leave behind. Clearly know what your goal is for the meeting and what the elected official you’re meeting with can do to help.

3. Start with “Thank you.”
The best way to open a meeting is with gratitude. It immediately sets a positive tone to the meeting and makes it more likely the elected official will hear and positively respond to what comes next. Ideally, you want to thank them for something good they’ve done, but if you can’t think of something, it’s fine just to thank them for the meeting.

4. Ask questions and listen to the answers.
Talk no more than half the time. Listening to what they have to say can often be more valuable than whatever you have to say. You can learn what motivates them, how they are thinking through a particular issue, or who they trust and whose advice they follow. Come prepared with questions to get them talking. These should be questions you actually want to know the answer to and often the best ones are open ended. For example, what do you think are the most important things we need to accomplish with our new strategic plan? Or, what do you want to accomplish during your term on the city council? How do you think we can make our community safer for children?

5. Tell your story.
You don’t need to be a policy expert to be persuasive. In fact, while being well informed and able to explain what you want accomplished is important, it is rarely how you change someone’s mind. Stories are how we connect to each other and sharing your story can help an elected official understand, not just what you want done, but why it’s so important to you. Talk about your family, your neighborhood, your customers: What is the concrete problem people are facing that this elected leader can help solve?

6. Don’t get into an argument.
It is fine to push back if you disagree on something, but getting in a fight is not an effective strategy. Your goal is to change someone’s mind, not win an argument. Why someone opposes you is useful information. It can help you later formulate counterarguments and better understand what and who stands in the way of the change you seek.  Be clear that you disagree and why, but stay respectful and look for common ground that can start to move the elected official in your direction.

7. Make a specific ask.
Know what you want this specific elected official to do and ask her to do it. This may be to cast a vote or talk to another elected official or visit your neighborhood to see what you’re talking about firsthand. It’s important to be specific about the action you want taken, to ask, and to listen to the answer.

8. Shop around for an ally.
When I was a kid, if mom said “no,” then I went to dad. It’s basically the same with elected officials. Rarely is there only one person with the power to give you what you want. You’re going to hit brick walls sometimes and that’s okay, just move on to the next person.  And when you find an ally, ask them for advice about how to move others. Do you need to form a neighborhood group, get an analysis or gain support from the faith community or business leaders? Elected officials spend a lot of time in meetings together and have their ear to the ground on how others think. Finding one ally in the beginning can often be the key to figuring out the path to success.

9. Start before the election.
One of the best times to talk to elected officials is before they are elected officials — or when they’re trying to continue to be elected officials. During elections, candidates are especially willing to listen to community concerns and want to be seen as allies. While there’s a lot of talk about dishonest politicians, the reality is most people try to do the things they said they were going to do during their campaigns. Use election season as a chance to gain commitments; it’s one of the best times to persuade a future elected official.

John T. Reuter

John Reuter has spent his life working and living in the West. Born into a Greek sheep ranching family, he grew up in a small logging town in Oregon, went to school at the College of Idaho, and now lives in Seattle. While in college, he co-founded the Sandpoint Reader, a weekly arts and entertainment newspaper and later freelanced for regional and national publications, including the Washington Post. He continues to write a monthly column for the Spokane Inlander. In 2007, he was appointed and then elected to be the youngest city council member in Sandpoint, Idaho’s history and then selected by his peers to be Council President. John serves on the Board of Directors for Strong Towns and is a Strong Towns Fellow. He's particularly drawn to the notion that economic development is a community endeavor not just belonging to the planners.

https://www.strongtowns.org/journal/2018/1/24/9-ways-to-change-an-elected-officials-mind?utm_campaign=meetedgar&utm_medium=social&utm_source=meetedgar.com&fbclid=IwAR3zyNy0-BoyL8qaMO8KakpqiMalolks3jb-ipLWBte-5vfyrb3chxFkHDw

Autonomous Rail Rapid Transit (ART)

Cities and transport have always evolved together. In the 19th and early 20th centuries, railways and trams opened cities up to new kinds of urban development on the edges of dense, walkable cities created over many centuries. Then in the mid-20th century, the introduction of cars opened huge opportunities for development beyond inner ring suburbs, creating the urban sprawl common to many modern cities.

Today, there is an urgent need to rethink how city transport works, due to congestion, emissions, and housing shortages. Cities everywhere need redevelopment to minimise long car-commutes and create more liveable cities and suburbs. The middle suburbs are particularly important in this respect, as they often have sparse and slow public transport – in many of these areas, trams were taken out and replaced with buses that can’t compete with cars.

Until recently, the options for this mid-range transportation (we call it 'mid-tier transit') were limited to light rail, which is very expensive, and bus rapid transit, which is rarely electrified and is often stuck in traffic. The mid-tier transit we need is trackless tram technology: less costly than light rail, faster and sleeker than buses, carbon-neutral and flexible. Installing trackless trams in the middle suburbs can improve access to public transport, reduce emissions, increase land value and encourage more people to move to these areas. But like any new public transport development, it requires new models, policies and partnerships.

What are trackless trams?

Trackless trams have emerged from high-speed rail technology. Versions of trackless trams have been in development for almost 20 years, but in 2017 the Chinese Rail Corporation, CRRC, introduced an autonomously guided tram, a significant advance of the design and technology known as Autonomous Rapid Transit (ART).

ART has the ride quality and service characteristic of light rail, but at significantly less cost as it avoids the disruption caused by installing rail in the roadbed. The vehicles travel on rubber tyres, guided autonomously using optical, lidar, radar and GPS technology. They are bi-directional, and have multiple carriages, as well as safety features and communication technologies that contribute to fleet management and ride quality.

With advances in battery and charging technologies, trackless trams operate without overhead wires and get a booster charge at dedicated stations while passengers board. ART has been operational in China since 2018, first in Zhuzhou, before expanding to Yibin and Harbin, with planning and construction of new systems underway in five other cities in China. There is strong interest globally in this technology, with proposals for routes in Malaysia, Israel, Zimbabwe, Australia and elsewhere.

In 2020, a competing subsidiary of CRRC introduced the Digital Rapid Transit (DRT) trackless tram. The DRT vehicle is in operation in Lingnan Shanghai on two routes. It is magnetically guided and is powered by a hydrogen fuel cell or electric battery. The vehicle is narrower and slightly lighter than the ART and has different suspension. Both vehicles will be tested in Australia at the end of this year, and this should provide further insight into the implementation costs, operational characteristics, and requirements of both vehicles.

BioUrbanism

 

David Taylor talks to Adrian McGregor, landscape architect and founder and chief design officer of McGregor Coxall about his forthcoming book BioUrbanism – Cities as nature: a resilience model for anthromes

David Taylor  

Hi, Adrian. How are you doing?

Adrian McGregor 

I'm great, thanks. Thanks for having me.

David Taylor  

So, you're here in Shoreditch House in London, which is not your usual abode! What are you here for? Is it to do this tour of launching your impending book 'BioUrbanism'?

Adrian McGregor 

Yes, I'm here in the UK to visit our design studio here, and also to launch and talk about my pending book, titled 'BioUrbanism: cities as nature'.

David Taylor  

How long has that been in gestation? How long have you been working on it? And what are the general themes? What's its main thesis?

Adrian McGregor 

Well, it's been a 15-year exercise for me, so really represents a kind of a trajectory. It's ideas that I've had in my career for over that period of time. The key ideas are - it's actually a model for creating resilience in 21st century cities. And it describes the history of cities, the challenges that cities are facing in the climate emergency. And then it proposes a model, which is a 10-system model for creating resilience and decarbonizing cities. It has five Biosystems and five urban systems. And then it sets forth a model for how we can better understand cities; position cities as part of nature. So, we've forgotten that we're a actually a species in the biosphere like other species. Homosapiens have a place in the biosphere. And unfortunately, we have disconnected ourselves. So, the philosophical premise is that cities are, even though they're operated and managed, created by homosapiens. And they are a fundamental part of nature. And part of the failure of us to understand this has created in turn, an environmental predicament where we have pollution, and the carbon pollution is fundamentally changing the world. And, of course, the extinction of other species. So, for us to move forward, we need to really understand our place in the biosphere, and our cities' place in the biosphere. And use that to move forward in a way that is productive and allows us to be prosperous as a species.

David Taylor  

What's the best way of unpicking some of the failures that have resulted over the last 50 years of city planning and city development? And I suppose as a subsidiary question to that, to what extent do you think the motor vehicle has been a key part of wrong turnings?

Adrian McGregor 

Well, I propose in the book that the environmental crisis really is a design process. And that many of the decisions that we've made have been working against our environment and our long-term prosperity. And therefore, we've known for a long, long time that carbon pollution is a problem, and that it's fundamentally changing the biosphere and our world and that that's having a heavy impact economically and socially across our cities now. Some of these poor design outcomes are creating the current predicament and the motor vehicle is one of those. We've known for a long time that cars have really severed a ton of connectivity of our cities in many ways. Many cities are now trying to retrofit that and come back to walkability and to repair some of the damage that the motor vehicle has done to cities. We're seeing, all around the world, electrification of public transport now, and better connectivity in terms of how we move around cities. And we also know that there's a connection between human health, obesity, and many other aspects of human health related to too much time in motor vehicles as well. These things are all interconnected. So: if we are smarter about how we design our cities, then we make improvements to human health and environmental health.

David Taylor  

Which cities on the world stage are exemplars in what you propose at the moment? I think Vancouver's on the cover. Does that mean that's one of them

Adrian McGregor 

This is a question that I'm asked many times, and there are really few cities that demonstrate excellence across all of the 10 systems. So, you can single out individual cities for high performance, if you like, across individual systems. And certainly, Vancouver is one good example. Singapore is really a good example. Copenhagen is another one, even Amsterdam. So, it really depends on which of the systems that we're talking about, as to which cities excel. But what we need to do is really get to a place where cities improve performance across all systems, and then achieve mutual outcomes across those, and then that leads to, ultimately, prosperity and better health for citizens.

David Taylor  

And where does London rank, would you say, in a league status, kind of equation across the world? Where does it rank? And where can it improve? And how can it improve?

Adrian McGregor 

I think that London clearly needs to decarbonize very, very quickly. Like most cities. It's a mega city as well. It's an economic powerhouse. And I think that, you know, continuing to work on cycling, and decreasing the role of motor vehicle in the city, obviously has an impact on things like air pollution. And we're starting to understand the role now of air pollution and long-term impacts on human health, across any large cities. So certainly, that's one thing. Open space, I think it needs to work on. It really struggles with a high population and a low provision of open space, which, again, has impact to the health of its citizens. And as it continues to increase its urban population it has got to find creative ways to increase commensurate open space. Its commitment to being a national park city I think is really innovative. And I'd be very interested to see how it can use that idea to continue to enhance prosperity and improve its urban conditions.

David Taylor  

Final question, because we're up to time. But you mentioned right at the start, that it has taken 15 years of work to work on this book. So, I'm presuming in that period, the world situation's got a lot worse, climate wise, and knowledge about climate issues have risen up the agenda. How do you stay optimistic?

Adrian McGregor 

I think that human beings are ultimately very, very intelligent. And I think that we understand our predicament. And really, we have the technologies; we know what to do. I think it's really now unlocking the political and economic levers that we need to drive forward our continued progress.  I think you've got to remain optimistic that we can do it, and that we know how to do it. We just have to move. And I think that there is a growing awareness now of the impact of carbon on temperatures and what it's doing to extreme weather across the world and sea level rise. So, we understand the issues. And I think we have the solutions. And now it's about speed. It's implementing those solutions.

David Taylor  

Well, good luck with the book and the wider, slightly larger project (laughs) of biourbanism across the globe!

Adrian McGregor 

Thanks so much.  

 

https://nla.london/news/five-minutes-with-adrian-mcgregor