The architect's account
If I try now to think of things that I might have done differently I find myself dwelling on the many unavoidable compromises that are a feature of all projects but greatly more so of large public projects like this.
In reality, with a complex network of funders and a constantly fluctuating client body, one's control was so tenuous that any attempt to be more forceful or make ultimatums in order to hang on to a particular idea would only undermine the relationships that were the basis of the influence one could exercise in the first place.
The perception of risk seems to be everything, and it seems to be a widely held view - and one which it is convenient to the rest of the construction industry to endorse - that it is the architect alone who exacerbates risk rather than mitigates it.
I am not sure how I would go about it, but if another opportunity of this kind presents itself in the future I would focus on one important lesson: the quality of the trust that you build at the beginning is directly proportional to the quality of the building you make at the end.