Research concedes that the building industry in Australia has fallen short of satisfying sustainability requirements. Currently, the responsibility for transitioning the building industry into one that is sustainable is laid largely at the feet of low-carbon governance instruments such as mandatory codes and sustainability rating tools. The behavior of groups, interactions of individual actors, relationship between actors' and group level behaviors that affect implementation of these instruments have, however, received only cursory attention. This study therefore seeks to move beyond the instruments debate and identify a broader range of factors inhibiting the transition to sustainability within the Australian building industry. It draws on focus group discussions held with 26 leading sustainability experts and practitioners from around the country. Whereas, earlier work on impediments to sustainability pre-identify potential causal factors, this study, with Sustainability Transition as the theoretical lens, allowing for new and as yet unidentified impediments to emerge. Indeed, while findings confirm a range of technical shortcomings hindering sustainability transition, the deeper barrier is shown to be the prevalence of a dysfunctional sustainability ecosystem where siloed vested interest groups exploit Australia's ineffective transition regimes for their own gain. The practical implication is that current efforts to refine rating tools and modify building practicesremedies identified in earlier researchwill not be enough to effect meaningful transition, as long as end-users remain disenfranchised, confused and unpersuaded of the benefits of sustainable buildings.

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Sustainability has emerged, arguably, as the premiere mission of contemporary architecture. Green assessment tools abound, consultancy services flourish, buildings are marketed on the basis of sustainability performance, and government, media, and corporations seem preoccupied with assessing the quality of the built environment through a green lens. Yet for all the effort, and indeed for all the progress made, fundamental issues resistant to the structural change that is essential for genuine sustainability remain. This paper reviews the state of play of sustainability across the urban landscape. It considers the road travelled so far, and points out some of the major challenges that lie ahead.

This study proposes a framework for the allocation of risk in public private partnerships (PPP) projects. Its contribution lies in the recognition and incorporation of risks introduced by project stakeholders, and as articulated by the principal-agent theory (PAT). The framework assesses risks and routes these risks to those parties best equipped to mitigate their impact on the project. This allocation of risk is facilitated by a thirteen-step process. The practical benefit of this study lies in outlining a clear, systematic method for allocating risk efficiently to both the government and private enterprise parties of the project. In so doing, risk mitigation can be expected to improve project performance, optimize stakeholder goals, and enhance sustainability objectives, including improved operational life-cycle efficiency and elevated social and community benefits.

Successful urban renewal requires a multifaceted strategic approach incorporating both local and regional regulations, developed through multi-sector and multi-agency partnerships. In practice, developments in China unfold as discrete projects without a broader consideration for city planning or long-term sustainability. Critically, no strategic manifesto has yet emerged to direct sustainable urban renewal (SUR) as a whole in Chinese cities. To improve understanding of existing practices and their applicability to current issues facing urban renewal programs, this study performs a SWOT (strengths, weaknesses, opportunities, and threats) analysis of urban renewal within Shenzhen City, China. Data identifying specific strategies are collected from a literature review, relevant urban renewal regulations, government documents, interviews with experts and focus group meetings. Findings identify six potential strategies able to uphold SUR development in Shenzhen, with further transferability to other Chinese cities.