Our choices are constrained by the built environment, so ensure the constraints are designed.
Our impact on the natural and built environment is dependent on the type of settlements we establish and the technologies that service them. The intergenerational legacy of the built environment requires innovative procurement policies and processes and improved coordination across governments, businesses and communities to establish the way forward to build better nations and cities.
Our Built Environment practice responds to the design, development and management of buildings and their surrounding context. These spaces and places that provide the setting for human activity range in scale from individual houses to urban centres.
The economic, social and environmental factors associated with the choices we make for the design and construction of buildings, infrastructure and outdoor living spaces must be well balanced. Tipping Point’s strategic planning and advice for the establishment of built environment frameworks include a thorough assessment of how choices about building materials and systems can have environmental and social impacts on broader regional and global dimensions.
Our built environment practice encompasses a holistic view incorporating a broader stakeholder concept incorporating communities and governments and looking beyond the immediate investors, developers or building users. In addition to the buildings and spaces themselves a special consideration is given to the infrastructural elements such as waste management, transportation and utility transmission systems put in place to serve the built environment.
The recent studies utilising life-cycle analysis for greenhouse gas emissions indicate that the built environment is responsible for at least 50% of a city's carbon footprint. This need not be the case. If urban buildings continue to be planned, designed, built and operated without a transformational change, the energy consumption of buildings is forecast to triple by 2050 — something our society is unlikely to be able to afford. A series of radical and integrated initiatives are needed to curb the projected growth in consumption and reduce urban dependence on fossil fuels.
Many of choices made today are constraining the flexibility for our cities to adapt to the challenges before them impairing value for all the stakeholders. Our approach unlocks this value providing better outcomes, sooner.
Governing a project is a balancing act. In contrast to project management, the tighter the procedural control is, the weaker the governance. Where project management is leading a dictatorship, project governance is more akin to herding cats. The difference is due to the nature of control, governance is guiding the project targeting a strategy while taking into consideration and negotiating with all the stakeholders to which the project owner does not control. The advent of the primacy of community consultation, the shift to measurement against strategic goals and the emergence of social networking have shifted framework for development and at the same time enabled new approaches to achieving a profitable, acceptable and even an engaging built environment. Tipping Point adds the strategic context to a project to lower the risk and improve it commerciality.
The vision embedded in the decision to implement change in the built environment is realised through control of all the 'little things' while not losing sight of the goal. Despite the common expectation that leading a development is within the capability of many, the fact is that competency in this profession is rare and most waste half or more of their available profit and take 20–50% more time than could have been the case. Tipping Point utilises a focus on clarity for all participants in the realisation of the effort to extract the outcomes that seem so often to be lost.
Too often development occurs without the context of its place. This can simply be a matter of design, but at Tipping Point we consider this a matter of social economics, transport integration, demographic dynamics, government policy as well as design. Every site is an opportunity. Unfortunately, too often the full potential is not realised and worse, time and money is wasted on a fool's errand. At Tipping Point we have integrated our forecasting and policy advisory areas into our built environment service delivery to provide a unique service to support the early decision making process for urban design, planning and development.