SUREURO: ”Sustainable Refurbishment Europe"

Karel Dekker
TNO Building and Construction Research. PO Box 49, 2600 AA Delft, The
Netherlands, Scientific Coordinator SUREURO project
K.Dekker@bouw.tno.nl
Karel@SUREURO.org
www.SUREURO.com

Abstract

The SUREURO project, supported by the European Commission in the key action
plan “The City of Tomorrow”, was completed on July 1 2004. The international
conference celebrating the end of the effort - in Kalmar Sweden - showed the results
of this big and ambitious four year project. The targets were to stimulate and support
the sustainable and consumer oriented transformation of (big mostly 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: 1) 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. 2) To
develop and 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, at both the
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 the Czech Republic. 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 four year 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

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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

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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%

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 • 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 is shown in the next diagram

1
Extracting knowledge KNOWLEDGE TRANSFER
2 Testing and implementation
3 Results Best practices

Best practices
Best practices
WP6

WP1 WP2

WP3 WP6
Best practices
Best practices

Best practices Best practices

Czech Italy

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

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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
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

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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 Toolbox Toolbox

WP1 WP2 WP3
manage design technical
ment process solutions
process
Strategic Management

Sust. Proj. Man

Sust. Fac. Man.

Cooperation Man.

SQI
Box of good examples

Technical Toolbox
Checklist

WP 6 tools

Figure 2.1 Structure of the toolboxes

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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.

Business Strategy

Developed in WP?
Portf. & Fac. man.
HC Projectleader

Professionals

Construction
Tool number

Assessment
Designers

Diagnosis
HC Staff

Design
Brief
SUREURO Tools & Resources
1 Portfolio Management in 10 steps (PM 10) ü ü WP1
2 Sustainable Process Management Guide ü WP1
3 Sustainable Process Management Best Practices ü WP1
4 Sureuro Gaming Exercise (SGE) ü ü WP1
5 Sustainable Management Audit ü WP1
6 Co-operation Management (guidelines, examples) ü ü ü WP1
7 Portfolio & Facility Management Guide ü WP1
8,1 Feasibility analysis (handbook) ü ü ü WP1
8,2 Feasibility analysis (analytical tool) ü ü WP1
9 Risk Analysis Calculation (RIA) ü ü ü WP6
10 Sustainability Issues To Consider (checklists) WP2
10,1 Checklist diagnosis ü ü WP2
10,2 Checklist brief ü ü WP2
10,3 Checklist design ü ü WP2
10,4 Checklist construction ü ü WP2
10,5 Checklist assessment ü ü WP2
10,6 Checklist facility management ü ü WP2
11 Examples of Technical Solutions (database) ü ü ü ü WP2
12 Technical Systems Toolbox & Status Survey ü ü ü ü WP3
13 Sustainable Quality Indicator (SQI) ü ü ü WP3
14 Simulation Model (costs & benefits) ü ü ü ü WP6
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 6. Financial framework

2. Integrated product performance (IPP) 7. Risk analysis
3. Market analysis 8. Investment plan
4. Positioning products 9. Project preparation
5. Product strategy 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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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

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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.

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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 Social safety Aesthetics Water
Company economy Co-operation Cultural heritage Sewage
Tenants economy Other Cultural services Rainwater
Other Other 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)

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• 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 Tools
Sustainable Process How to become a sustainable
Management housing company Management Guide 2 WP1
How can I learn form experiences
in other housing companies Best practices 3 WP1
How to manage transformation
processes in a housing company Management audit 5 WP1
Portfolio management How to develop a portfolio strategy
Handbook 1 WP1
Human Resources How to train management in
management sustainable decision making Sureuro Gaming Exercise 4 WP1
Tenants Involvement How to co-operate with tenants Management Guide 6 WP1
Property & Facility How to plan P&F management at
Management portfolio level Guideline 7 WP1

6.2 Diagnosis
Diagnosis Tool WP?
TOPIC Key decisions Tools
Environmental Status How to assess improvement
Survey 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 tenants
Guideline 6 WP1
Feasibility analysis How to assess feasibility and risks'
of a refurbishment project Handbook 8.1 WP1
Analytical tool 8.2 WP1
Risk analysis calculation RIA 9 WP6
Project preparation How to set up a refurbishment
project Handbook 1 WP1
Sustainability How to assess sustainability
Performance performance SQI 13 WP3

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6.3 Brief
Brief Tool WP?
TOPIC Key decisions Tools
Issues to consider How to integrate sustainability in
decision making Checklist Brief 10.2 WP2
Select targets and How to set targets and select
solutions possible technical solutios Technical Systems Toolbox 12 WP3
Technical solutions Inspiring examples Database of examples 11 WP2
Tenants involvement How to co-operate with tenants Guideline 6 WP1
Assessment of How to assess costs and benefits
cost/benefit of of alternative plans
alternatives Simulation model 14 WP6
Sustainability How to assess sustainability
Performance performance SQI 13 WP3

6.4 Design
Design Tool WP?
TOPIC Key decisions Tools
Issues to consider How to integrate sustainability in
decision making Checklist Design 10.3 WP2
Technical solutions How to select and evaluate
(environment) possible technical solutions Technical Systems Toolbox 12 WP3
Technical solutions Inspiring examples Database of examples 11 WP2
Tenants involvement How to co-operate with tenants Guideline 6 WP1
Assessment of How to assess costs and benefits
cost/benefit of of alternative plans
alternatives Simulation model 14 WP6
Sustainability How to assess sustainability
Performance performance SQI 13 WP3

6.5 Construction
Construction Tool WP?
TOPIC Key decisions Tools
Issues to consider How to integrate sustainability in
decision making Checklist Construction 10.4 WP2
Tenants involvement How to communicate with tenants
Guideline 6 WP1
Technical solutions How to select and evaluate
(environment) possible technical solutions Technical Systems Toolbox 12 WP3
Sustainability How to assess sustainability
Performance performance of a project SQI 13 WP3

6.6 Assessment

Assessment Tool WP?

TOPIC Key decisions Tools
Issues to consider How to integrate sustainability in
decision making Checklist Assessment 10.5 WP2
Tenants involvement How to co-operate with tenants Guideline 6 WP1
Environmental Status How to make a post-occupancy
Survey evaluation Status Survey 12 WP3
Assessment of How to assess costs and benefits
cost/benefit of of alternative plans
alternatives Simulation model 14 WP6
Sustainability How to assess sustainability
Performance performance SQI 13 WP3

6.7 Portfolio and Facility management

Property & Facility Management Tool WP?
TOPIC Key decisions Tools
P&F Management plan How to run the estate in a Guideline
sustainable way 2 WP1
Issues to consider How to integrate sustainability in Checklist P&F
decision making management 3 WP2
Tenants involvement How to co-operate with tenants Guideline 5 WP1

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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 about 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 conference material is available: 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 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.

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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.

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