Healthcare design – Green Sky Thinking

What will the hospitals of the future look like? The audience for a recent Green Sky Thinking event got an insight from four specialists with different perspectives on designing for healthcare.

Maggie's Manchester Exterior. Credit: Nigel Young Foster + Partners

Maggie’s Manchester Exterior. Credit: Nigel Young Foster + Partners

Laura Lee, CEO of Maggie’s Centres (dedicated to helping people with cancer) opened by explaining why the design of the centres is so important. “People with cancer can feel they’ve lost control of their life. We try to give them that back. We try to take away the feeling of being ‘processed’ – that’s why there’s no reception desk for example.”

Design features strongly on the Maggie’s website: ‘Warm and welcoming and full of light and open space, our unique Centres are designed by leading architects to be uplifting places for people with cancer and their families and friends. Great architecture is vital to the care Maggie’s offers; and to achieve that, we work with great architects, whose expertise and experience is fundamental to the success of our Centres. Each architect offers a unique interpretation of the same brief, based on the needs of a person living with cancer, to create the calm environments so important to the people who visit and work in our Centres.’

Maggie's Manchester interior. Credit: Nigel Young Foster + Partners

Maggie’s Manchester interior. Credit: Nigel Young Foster + Partners

The design of the Centres perhaps runs counter to conventional thinking on what cancer patients might want. They are very open but Lee said, “Privacy doesn’t necessarily mean enclosure.” The support of other people in a similar situation is an important part of the Maggie’s approach and the design, including domestic elements, promotes this interaction and makes people feel at home.

Rather than soothing pictures, the Centres often feature more challenging and distracting artwork. “We don’t want people to lose the joy of living in the fear of dying,” commented Lee.

Healthcare planner Lucy Kalogerides identified three trends in healthcare projects: innovation, meaningful engagement and flexibility. She highlighted that innovation does not necessarily mean “new” as ideas can come from other sectors such as hospitality.

Foster + Partners, hosts for the evening, do not claim to be healthcare specialists but they are clearly learning fast. Head of studio Nigel Dancey described their first project, University of Iowa Stead Family Children’s Hospital; a new hospital for the University of Pennsylvania in Philadelphia and the Aswan Heart Centre in Egypt.

The Stead Family Children’s Hospital is designed as a “healing environment to minimise stress, encourage hope, and provide comfort.”

Every patient has a large (average 360 sq ft) private room with a large window. All post-anesthesia care unit and preoperative/postoperative recovery rooms are also private. Rooms are uniform in size, shape, and layout. Standardising rooms provides a smooth transition for families that must stay frequently, says the hospital. Every patient room includes a family zone with a foldout sofa.

Rooms are same-handed in design, which gave the designers a few problems! However this does mean that beds never share a common wall, reducing noise transfer between rooms.

As the session’s chair, the AJ’s sustainability editor Hattie Hartman, commented, all-private room hospitals divide opinion. Are the benefits of privacy offset by issues of supervision and possible isolation?

At the University of Pennsylvania construction is underway on a new hospital providing 500 private patient rooms and 47 operating rooms in a 1.5m sq ft, 16-storey facility. The new hospital will be the largest capital project in Penn’s history and Philadelphia’s most sophisticated and ambitious healthcare project.

The design and planning process for the Pavilion has been orchestrated by PennFirst, an Integrated Project Delivery (IPD) team comprising healthcare design firm HDR, Foster + Partners, consulting engineers BR+A, as well as construction management firm L.F. Driscoll and infrastructure group Balfour Beatty.

As Nigel Dancey explained, the IPD approach means 120 people working together. Staff from each group, as well as Penn Medicine clinical, facilities, and patient experience experts, work collaboratively in a specially designed “integration space” to ensure cohesion and strategic planning and reduce waste at each step of the project.

The Pavilion will house inpatient care for cancer, heart and vascular medicine and surgery, neurology and neurosurgery, as well as a new emergency department.

The design is flexible to adapt to the rapidly evolving healthcare field. Foster + Partners say: “Special care was taken in the development of the urban realm, creating pedestrianised routes and landscaped gardens and plazas to enhance the public experience.”

“From the moment of arrival, the patient experience is reframed by breaking down the scale of the hospital into smaller neighborhoods which provide a sense of community. The hospital is designed for health and wellbeing providing daylight and landscape views to patients and visitors and the ability to personalise each room.”

The team used extensive, full-scale mock-ups to test the design. Nothing can probably substitute for a physical representation but I wonder if VR and AR could help to bring designs to life for the people who will use them?

The final project presented was the most stunning – the new Aswan Heart Centre to be built on the banks of the Nile. It will include living and lab space plus rooftop gardens. From the visuals we were shown (sadly not available) it will look like a cross between the Eden Project and a colony for a new planet.

As environmental designer with Foster + Partners Anis Abou Zaki pointed out, healthcare buildings tend to have large environmental footprints – they are carbon, energy and water intensive. Buildings are generally sealed, full of energy using equipment, and generate toxic and contaminated waste.

The Heart Centre is planned to be carbon neutral, powered by a new solar farm as part of the project.

The future of healthcare was a major issue during the UK election campaign. As I sat listening to these accounts of applied expertise and innovation I couldn’t help wonder if our NHS will benefit from the same investment and attention to detail. Is it all about money or are there wider lessons here?

Why I shall be voting for Britain to remain in the EU tomorrow

I shall be voting for the UK to remain in the European Union on 23rd June. I’ve made my decision, not on issues such as trade or migration, but on something much more fundamental, more positive and more hopeful.

I believe that working with other countries is essential to further environmental and social justice. Our air and water, our beaches and rivers have been made cleaner and safer through measures developed in Europe. The EU has championed global action on climate change and renewable energy.

Employment rights we take for granted such as paid holidays, maternity leave and fair treatment for part-time workers, come from our EU membership. As EU citizens we are free to study, work, travel and retire anywhere across Europe.

These are all tremendous advantages and the UK should remain part of an alliance it helped to build. I do not believe we will “lose our identity” or “surrender our sovereignty”. I do believe we are strong enough, confident enough and yes, independently-minded enough, to argue for reform where it is needed and to shape the EU for the common good.

By working together with our closest neighbours, we can build a better Europe and secure a fairer, safer, greener future.

Thirty four years and ten workplaces

I’ve been working in one office or another since 1981, although in the last 15 years this has expanded to include hotel rooms, coffee shops, airport lounges, trains, holiday cottages, the gym and all the usual (plus some more unusual) venues for mobile working.

I thought it might be interesting to look back at the more formal workplaces – at their design and management, my experience and what they might say about habits and trends. These are not, apart from the first, bespoke offices but the sort of workplaces familiar to many. I’ve written more about the early offices because the contrast with today’s workplaces is much greater.

1 1981 to 1983
Financial Times, Bracken House, City of London
Keywords: Corridors, newsroom, smoking
Key technologies: Typewriter, telephone, photocopier

My first job, fresh from university. Bracken House was essentially a “newspaper factory”. Built in the second half of the 1950s to house the Financial Times, it was named after Brendan Bracken, the founder of the modern FT and Minister of Information under Churchill from 1941 to 1945.

Bracken House was designed by Sir Albert Richardson (1880-1964) with “a curious mixture of Italian Renaissance and Swedish twentieth-century neo-classical elements,” according to Dan Cruickshank. It sits on a sloping, irregular site near St Pauls which gave rise to some strange floor levels.

Before the FT moved printing off-site, huge rolls of newsprint were delivered on one side of the building and vans left carrying the paper from the other. So for those who worked there, the connection with the physical, printed product of all our endeavours was tangible and exciting. On one of the basement levels were row on row of noisy “hot metal” linotype machines, already on their way out in the rest of Fleet Street but hanging on at the FT.

FT newsroom 1987

FT newsroom circa 1987


When I joined, in 1981, the main newsroom had already gone open plan. The unpatterned carpet gave it the nickname the Blue Lagoon. On a strong news day it was buzzing but you needed to be there in the hours before the paper was “put to bed” to experience the controlled, frenetic activity of a major daily newspaper office.

Outside the newsroom it was a different story, endless corridors of mostly cellular offices. Journalists are notoriously disorganised and the FT’s lived up to the stereotype – tottering towers of paper threatening to slide off metal desks. In fact there was so much paper that ordinary waste bins would have overflowed in hours, so oil drums, painted bright blue, dotted the building.

Information technology had yet to make a real impact but a specialist unit to index the paper had a room full of Wang “minicomputers” and the research desk used a single IBM PC.

Hard to believe now but every day I had to put up with a chain-smoker at the next desk. Smoking in the workplace wasn’t outlawed until 2007. We didn’t have a gym but there was a bar and a cinema!

2 1983 to 1985
Online Leisure Information, Covent Garden, London
Keywords: Stairs, leaks, leeks
Key technologies: Photocopier, Apple Lisa computer

In 1983 I moved across town to join a start-up providing information on leisure opportunities to the public and local radio. This was my first experience of working with owner/managers trying to create a business from scratch.

The central building of the old fruit and vegetable market had only recently re-opened with cafes, pubs, small shops and a craft market. Covent Garden wasn’t yet the tourist destination it has become and the whole area had a great village vibe.

Online rented space on the top floor of an old banana warehouse on Earlham Street. The roof leaked and it was freezing in winter. One year we had to hire industrial heaters that sounded like jet engines – tricky for a phone-based business. The building was full of interesting people – celebrity photographer Mario Testino (recently arrived from Peru) had his studio next to our office and on one memorable day I shared a lift with George Michael – he still talks about it.

Online Covent Garden

Top floor of the old banana warehouse in Covent Garden


The business was built on a database of leisure opportunities available across Greater London. The information was stored on a brand new computer model, the Apple Lisa, a precursor to the Macintosh. We only had one (they were expensive – the first ones cost about $10,000) and it took too long to retrieve information online, so each morning we printed out the day’s activities and events so that we could answer the phone lines.

Vegetarian food was booming and the office was a few yards from the epicentre of all things organic, Neal’s Yard – home to a bakery and several cafes as well as the animation and recording studios of Monty Python. I recall that, going somewhat against the spirit of the place, they hung a sign reading ‘Neal’s Yard Abattoir’ outside their offices!

3 & 4 1986 to 1989
DEGW architects & planners, Marylebone and Kings Cross,  London
Keywords: Windows, light, benches
Key technologies: Kodak slide projector, IBM PC

Unemployment was still stuck at three million in 1986 but that year also saw the deregulation of financial markets, an event known as Big Bang. It turned out to be a good time to join an ambitious architectural and planning practice as demand for research, space planning and office fit-out began to accelerate.

Former RIBA president Jack Pringle said that DEGW, co-founded in 1971 by Frank Duffy, Peter Eley,  Luigi Giffone and John Worthington, “really invented what we now see as the modern discipline of space planning and workplace consultancy. There was a time when DEGW was the academy that trained everybody that came into the business.”

At the time I joined, the practice was based in a robust four-storey brick building in Bulstrode Place, just off Marylebone Lane.  The ground floor slab had been cut away at the perimeter to allow light into the basement. The space was refitted in utilitarian design practice style – long benches, basic filing cabinets, storage cupboards and plan chests.

Bulstrode Place

DEGW’s old offices off Marylebone High Street


It really was an academy. The theory was that the research informed the design and the design fed back into the research. Learning was encouraged to the point that, for a few years, Friday afternoons were given over to seminars; the practice gathered once a year at a residential training centre; and on Events Day the building hosted talks, exhibitions, games and even performance art.

It’s the most creative environment I’ve worked in and shaped my working life in many ways.

In 1988 DEGW moved to canalside offices at King’s Cross to bring everyone together and allow for growth. The location had a poor reputation and many of the staff, particularly the women, were concerned about the move. The area was scheduled for major redevelopment which would have put the firm at the heart of a vibrant new London district. Unfortunately, by the time development started on what is now King’s Cross Central, DEGW had been absorbed into Davis Langdon (eventually to become part of Aecom) and moved to the City.

The fabric of the robust brick warehouse, with its forest of columns, was left largely intact. The exposed brick combined with surface-mounted services, painted steel and glass office fronts and new systems furniture created a Manhattan loft vibe.

5 1989 – 1999
PFM magazine, Tonbridge,  Kent
Keywords: corridors, commission and company cars
Key technologies: word processors, fax and a modem

In 1989, three years after we’d moved house to Kent, I finally tired of commuting and joined Industrial Media, a 10 mile drive from home, to work on what became PFM magazine. The small publishing firm occupied a medieval era house in the High Street with connections to Jane Austen. It later expanded into the adjacent modern office development.

Blair House is a rabbit warren of small rooms, sloping ceilings (and floors), beams and stairs. When I joined, it was common practice to group all sales staff together, at least as much as the building would allow. The logic was that commission driven employees would thrive on the competition. The walls were covered in sheets showing sales targets for that issue, that month, that year. Us editorial staff were also grouped together where we were spared the more outlandish claims of the sales team and could discuss the finer points of grammar and syntax.

In later years this arrangement was unwound. Editors now sat with ad managers as the whole operation became even more commercially driven.

RB at IML 1994 cropped

PFM magazine editorial office in 1994 – clear desk policy clearly failing.


For the first few years at IML the magazine was produced using a mix of old and new technology. Copy, produced on word processors and a few second generation PCs, was typeset to produce galley proofs that were then pasted onto layout sheets. Images and illustrations were colour-separated and the whole lot then combined to create a page proof. I have a clear memory of walking down Tonbridge High Street to the typesetters with the odd letter falling off to be blown away on a passing breeze.

I introduced the company directors to email and the “world wide web” – one of them said I should take up fishing, as we watched a page load in Netscape. By the time I left, copy was being sent electronically to typesetters in Cornwall but page proofs were still being delivered back to us by courier. Now virtually all magazine pre-print work is done in-house and editorial staff must be familiar with design and publishing software.

6 2000 – 2004
Enigma, Islington,  London
Keywords: connected, agile, coffee
Key technologies: server, iMac, PHP programming

After ten years with IML (the longest I’d spent in any job) and with the jolt of the millennium I jumped ship and joined a tech start-up shortly after it started up. I swapped sleepy Tonbridge for hip north London and bizarrely ended up working just a mile or so from our first house in Islington.

Enigma built websites and provided communications services for clients. I joined to edit, the first dedicated online news and information portal for facilities management. I was only 41 but now the oldest person in the company and my fellow-workers seemed umbilically connected to their Macs and headphones. The office was a light industrial unit, with basic facilities but a great view of the canal – unsurprisingly the site has now been redeveloped as apartments.


Enigma’s canalside office – not much paper here

Like most start-ups we were making it up as we went along – an idea dreamt up in the morning could be implemented by the afternoon – I learnt a lot very quickly! Like many small companies Enigma upgraded frequently as technology evolved, often faster than its much larger clients.

The company ethos was to work hard and have fun doing it.

At Enigma I began working “remotely” – going into the office once a week for business meetings. The rest of the time was a mix of working from home and reporting from industry events. The news site’s web technology and the company’s server made it easy to work from anywhere, at any time.

7 & 8 2004 – 2012
BIFM, Saffron Walden and Bishop’s Stortford
Keywords: market town, quiet, lunch break
Key technologies: Blackberry

Like many organisations BIFM’s first proper office was located near the home of its leader. 67 is an unassuming house amongst the late-Georgian and Victorian buildings that line Saffron Walden High Street. In some ways it was like being back in Tonbridge – rooms that were either too small or too large for the teams that occupied them, poor communication and inadequate parking.

Driven by growing membership and the desire for a better connected location, the institute moved to one open-plan floor of a rather dull brick complex in the centre of Bishop’s Stortford, just down the M11. On the upside it brought the organisation together and gave us a proper meeting room at last plus other facilities. On the downside, it had no character, you couldn’t open the windows and it was as quiet as a library!

9 2012 – 2014
Magenta, Brighton
Keywords: seagulls, coffee shops
Key technologies: iPod dock

The offices of specialist communications agency Magenta Associates are in a classic Georgian townhouse on Brighton’s Grand Parade. I only popped in once a month or so but it’s a great location – lovely light and you always have a sense of the sea not far away. It’s a little creative community where companies can take on more space as they grow, without leaving the building.

In many ways it typifies the way agile organisations work today – a small base that can support a number of people, all connected by cloud-based applications and good coffee.

10 2014 to date
Home office, Kent
Keywords: view, dog, Radio 4
Key technologies: iPhone, Skype, kettle

I’ve been working in a home office on and off since 1989. My latest, at the top of the house, is wonderful, especially in the summer. With views of nature and birdsong filtering in, it meets many of the criteria for “the perfect office”.

Of course homeworking can be isolating, especially for a freelance. So it’s important to get out and meet clients or just keep up-to-date with developments at conferences and other events. The local independent café and the gym are alternative spaces when I need more of a buzz.

Finally …

It seems to me that the best offices will combine elements of all the places I’ve worked. Even the largest corporates try to inject some of the spirit of smaller organisations and the start-ups attempt to match the support offered by the largest through smart use of ICT.

Most people still don’t have a choice about where they work but for “office-work” at least, times are changing. It’s all about choice … and a view.


London Details

Why I’m voting Green today

I believe we are faced with two serious and urgent problems – climate change and inequality.

These have major implications for our security and stability – at local, national and global scales.

The Green Party has a deep-rooted commitment to tackling environmental problems, as well as a concern for social justice. Importantly, it makes the connections between the two.

The party’s manifesto sets out, in chapter one, a coherent green philosophy and an inspiring case for change – read it here, it’s just two pages – 8 and 9

The Green Party’s vision is sometimes described as utopian – well that’s fine by me! But the manifesto is also stuffed full of good, sensible ideas, on everything from energy to transport, from health to education. Oh and it’s all costed – over six pages in the financial appendix.

For me, these lines, from that first chapter of the manifesto, sum up the slow erosion of civic values that has taken place and the need for something better:

“Back in the 1970s a determined assault on public life began, and the market became the model and measure of life. Since then, successive governments of all colours have found ways to justify and deepen the role of the market in our lives.

The market has been in charge for so long that it dominates our imagination and colours our view of ourselves. The market is short sighted and short term. It’s time for change – time to put the market to work for the common good and for people to be put back in charge.

It’s hard to be a citizen when life tells you that you are a consumer

It’s hard to think of others when we are pitted against one another and sold the lie that individuals are to blame for their misfortunes

It’s hard to think of the common good when it’s never mentioned.

The market makes us impatient with the suffering of others, tolerant of inequality, prone to prejudice, suspicious of difference. We know we can be cooperative, appreciative, understanding and fair. We just need a world that encourages us to be these things. Together we can create that world.”

If we want to see change we need to vote for it. We need long-term thinking. We need more green voices, in Parliament and locally. That’s why I’m voting for the Green Party today.

Green connections: from London to Liverpool

Last week I spent a day at Ecobuild and then took a train to Liverpool for the Green Party’s Spring conference. In the midst of Excel’s vast halls beside the Thames there was some deep green thinking going on and at the ACC, on the banks of the Mersey, social justice was as much discussed as the environment.

IMG_2307 cropped

At Ecobuild, Deloitte Real Estate Partner Miles Keeping (second from right above) presented an assessment of the political parties’ policies on sustainability – essentially carbon reduction. Almost without exception the Green Party topped the tables.

Keeping also quoted a recent survey of over 800 industry professionals by the Institute of Environmental Management and Assessment which found that more than half thought Natalie Bennett of the Green Party shows the strongest leadership on climate change. The Conservative, Lib Dem and Labour leaders earned just 23% of the vote combined.

Throughout the day, speakers at Ecobuild made the connections between individual behaviour and wellbeing, building performance and climate change. If asset value, not cost savings, is what really drives change, as Richard Francis of Monomoy Company said, then surely the planet is the ultimate asset.

At times the arena at Excel took on the flavour of a political meeting as when Paul Mason, economics editor at Channel 4 News, called for regulatory intervention to create ‘post-capitalism’: “The market needs re-structuring and supressing,” he said in a session entitled People, the planet and the banks: are they mutually exclusive? Phrases you don’t normally hear at a building trade show.

IMG_2308 cropped

The distance between Mason (centre above) and Andrew Sentance (right above, former member of the MPC) was stark. Sentance places his faith in markets but wants growth to be “reasonably shared”. Mason says markets are not allocating resources to where they’re needed.

At the Green Party Conference in Liverpool, Molly Scott Cato, an economist and Green MEP for the South West, took the diagnosis (and the prescription) further. The Green Party’s policy on the economy is characterised as zero growth – it’s actually more nuanced than that. See

IMG_2356 cropped

The aim is essentially zero net growth, says Cato. This is not the same as no growth, anywhere. Growth is clearly needed in some areas – sustainable housing, better public transport and environmental protection for example, but should be balanced by reducing wasteful consumption and damaging development.

Beyond that, the Greens want to replace GNP as an indicator of progress/prosperity as it doesn’t adequately measure people’s sense of well-being. They would look to alternative indicators that seek to provide a picture of how we are progressing towards sustainability, equity, and happiness.

In Liverpool Kate Raworth, proponent of Doughnut Economics asked simply “What does progress look like?” It’s balance not simply a rising line, she said.

At Ecobuild the panel essayed some solutions to the growth/sustainability conundrum including green capital accounting; an ‘entrepreneurial state’ that invests in major projects such as renewable energy; pricing externalities and a Nature and Wellbeing Act currently being promoted by UK conservation charities.

In London and Liverpool, I was encouraged by how much common ground there is between those working on energy efficiency, sustainability and wellbeing in the built environment and those working in local, national and European politics to bring about a sustainable future.

Hashtags and handshakes – thoughts from Social Media for Business

I’ve gone through my own version of the five-stage journey using social media. I started with curiosity (everyone’s talking about it); moved quickly to initial dismissal (it’s for attention seekers);  became fascinated (it hasn’t gone away, better find out more); morphed into scepticism (it’s basically PR with no real value) and settled on realism (understand what it can and can’t do for you).

It’s a good idea, every now and then, to throw away your preconceptions and re-set, so I was pleased to be invited along to the Social Media for Business day organised by MEM Events at the Westminster Impact hub last week.

Su Butcher opens SM4B 2015

Su Butcher opens SM4B 2015

Su Butcher (@SuButcher) and Paul Wilkinson (@EEPaul) did a great job of bringing everyone up to date and up to speed on developments in social media for business. I took away three essential points:

  1. Have a conversation, don’t just issue information
  1. Create and publish your own stuff. Write good, tailored content
  1. Make sure search will find it!

My sceptical phase was, in part, fuelled by the low signal to noise ratio of many social media channels  – there was just too much coming at you and very little of it was either relevant or useful. Paul Wilkinson says, “there’s no such thing as information overload, only filter failure.” The answer is to use one or more of the many tools that are out there to filter, publish and analyse.

I shall give it a go but I do wonder if all this filtering, monitoring and measurement might be taking the fun and spontaneity out of social media.  With my realist hat on I had came to the conclusion that it was all about serendipity – the overheard conversation, the chance turning down a lane that might just take you somewhere interesting. Perhaps I need to reassess?

Most accounts of how to achieve impact on social media talk about the power of the image. There are channels (Tumblr, Instagram) where photographs or videos are the primary content but with the ubiquity of cameras we could be moving towards a world where more B2B communication is driven by the image – not as an adjunct to a message but as the starting point.

Impact Hub Westminster

The Westminster Impact Hub – a great venue for SM4B

When two devices on a network need to talk to each other they first make a sort of digital introduction or “handshake”. Wikipedia describes this as “an automated process of negotiation that dynamically sets parameters of a communications channel established between two entities before normal communication begins.”

According to actor and presentation skills expert Paul Ryan (@Improveonyou), the final speaker at SM4B, people take just a few seconds to sum up those they meet, deciding quickly whether they are friend, foe, possible sexual partner or safe to ignore. I’m not sure which of these is the worst result for the party on the receiving end but it’s probably the last.

Paul took us through the variety of real life handshakes that he thinks say a lot about a person. On our table we pondered what the social media equivalents of these might be. The rather creepy “wet fish” handshake is probably the standard: “I’d like to add you to my professional network on LinkedIn“ message. The bone-crushing “vice” might be the aggressive sales Tweet and the rather superior “covering stab” (a sort of downwards thrust often used by ex-military types) could be a condescending Facebook post.

You can catch up with the Social Media for Business event with Su Butcher’s Storify page and find contacts and downloads here



New video interview with Chris Kane

Latest in the series of Straight to Camera interviews with leading workplace thinkers. Chris Kane, describes himself as an instigator, integrator and interpreter. He’s the ex head of BBC Workplace and currently leads on ’21st Century workplaces & Smart Value’ from Television Centre. He talks about the vision for the former BBC site, changing workplace professions, agile working and more. Click here to view

UCL FM MSc alumni interviews

I’ve just finished a series of video interviews with graduates of UCL’s Facility and Environment Management MSc programme. Their enthusiasm for learning at this level shines through and in particular the experience of studying alongside those from other cultures and industries.

The full interviews will go up on UCL’s website later this year but you can watch a short compilation here:

For more information on the programme go to