Building Control Journal Shape of the future The built environment in the year 2030 PG.
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Recent more flexible changes to Part M
Raising awareness of the energy performance gap
New code of practice for powers of entry
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RICS Building Surveying Conference 2016 19 April 2016
Queen Elizabeth II Centre, London Attracting over 500 building surveyors, this flagship conference brings together industry experts to discuss the latest economic, technical and legal updates affecting the profession. This year we have an extra technical breakout session with topics including the updated CDM regulations, BIM for building surveyors, Part M and inclusive design, a look at M&E and ADR for dilapidations, party walls technical aspects and the defects issues that are on the rise. Attend this event for an opportunity to update your knowledge and network with like-minded professionals.
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C O NTENTS
RI CS BU ILDING CONT ROL JOUR NAL
Building Control Journal Shape of the future The built environment in the year 2030 PG.
10
Opening up access
Closing the gap
An inspector calls
Recent more flexible changes to Part M
Raising awareness of the energy performance gap
New powers of entry code of practice
PG.
8
PG.
14
PG.
February/March 2016
rics.org/journals
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Front cover: ©Istock
contents 4 Areas of influence
CO N TAC TS
Martin Conlon discusses international initiatives designed to advance the profession
BUI L DI N G C O N TR OL JOU R NAL Editor: Barney Hatt T +44 (0)20 7695 1628 E bhatt@rics.org Building Control Journal is the journal of the Building Control Professional Group Advisory group: Dave Baker OBE (Robust Details Ltd), Alan Cripps (RICS), Diane Marshall (NHBC), Michael Morgan (Butler & Young Group), Anthony Oloyede (LABC), Anna Thompson (LABC) Published by: Royal Institution of Chartered Surveyors, Parliament Square, London SW1P 3AD T +44 (0)24 7686 8555 www.rics.org ISSN: ISSN 0265-6493 (Print) ISSN 1759-3360 (Online) Building Control Journal is available on annual subscription. All enquiries from non-RICS members for institutional or company subscriptions should be directed to: Proquest – Online Institutional Access E sales@proquest.co.uk T +44 (0)1223 215512 for online subscriptions or SWETS Print Institutional Access E info@uk.swets.com T +44 (0)1235 857500 for print subscriptions To take out a personal subscription, members and non-members should contact licensing manager Louise Weale E lweale@rics.org
Editorial and production manager: Toni Gill Sub-editors: Gill Rastall and Matthew Griffiths Designer: Nicola Skowronek Creative director: Mark Parry Advertising: Emma Kennedy T +44(0)20 7871 5734 E emmak@wearesunday.com Design by: Redactive Media Group Printed by: Page Bros
5 On common ground
Tom Pugh explains why the International Property Measurement Standards will bring confidence to the market
6 Celebrating success
The annual Building Control national conference was a great success, writes Barney Hatt
7 A more accessible Part M?
Vivien King considers the implications of recent changes to Part M
8 Opening up access
With provision of wheelchair-accessible homes already at a premium, Simone West looks at whether more flexible local rules will provide the solution
10 Shape of the future
Dan Cook and Chevon Erasmus Porter explore what the built environment sector will look like in 2030
12 Extending choices
Kim Kees explains how the cloud offers more flexible software solutions
16 Setting the record straight
A focus on health and safety is crucial to improving public perceptions of the industry and attracting new recruits, says Dave Mitchell
17 An inspector calls
Kyle Phillips discusses a new code of practice related to powers of entry
18 Putting clients first
British Board of Agrément Chief Executive Officer Claire Curtis-Thomas talks to Barney Hatt about recent changes at the organisation
21 Fast and flexible
Lower build costs and energy savings are promised by a modular system being showcased to UK housing providers, as Dr David Kelly explains
22 Time for change
Gender diversity and recruitment are the focus for Jayne Hall as she takes over as the first female president at LABC
23 Opening minds
Tom Clark argues that building control is undersold to those entering the industry
24 Update
14 Closing the gap
Rob Pannell looks at initiatives under way to solve the energy performance gap in new homes
While every reasonable effort has been made to ensure the accuracy of all content in the journal, RICS will have no responsibility for any errors or omissions in the content. The views expressed in the journal are not necessarily those of RICS. RICS cannot accept any liability for any loss or damage suffered by any person as a result of the content and the opinions expressed in the journal, or by any person acting or refraining to act as a result of the material included in the journal. All rights in the journal, including full copyright or publishing right, content and design, are owned by RICS, except where otherwise described. Any dispute arising out of the journal is subject to the law and jurisdiction of England and Wales. Crown copyright material is reproduced under the Open Government Licence v1.0 for public sector information: www.nationalarchives.gov.uk/doc/open-government-licence
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CHAIRMAN’S COLUMN
Martin Conlon discusses international initiatives designed to advance the profession
Areas of influence It is essential that we look outside the UK both to survive and influence change, so that our values are embedded A number of articles in this issue feature topics covered at the RICS Building Control Conference, which was held in Birmingham last September. The event was a great success, with an improved attendance over the previous year and some first class presentations. The delegates all left feeling much better informed. For the very first time we ran a parallel session in the afternoon for APC candidates, led by Jaspal Virdee-Dhanjal. We felt that it gave those people progressing into full membership the support and guidance that they need and it was really helpful to those candidates who attended. I spoke to the candidates, and they all expressed complete satisfaction and appreciation for the session and said that they would recommend 4 F E B R U A R Y/ M A R C H 2 0 1 6
it to colleagues. We intend to repeat the exercise this year and hope that it will become a regular feature at the conference. We are about to start planning this year’s event. Please email any suggestions to Alan Cripps, RICS Associate Director of the Built Environment at acripps@rics.org.
International standards All the time I have been in building control the world of work, the professions and the professional groups have been subject to continual change. Technology is driving much of this, as has increasing globalisation, and we have to keep pace. One aspect of change is the introduction of international standards. RICS has produced the first of the
International Property Measurement Standards (see p5) and is working on International Construction Measurement Standards, to bring transparency and consistency across the globe. While these might seem remote from our work, they will affect us all as the standards are adopted. RICS is in the process of setting up a coalition to write high-level international building regulation principles, which will be promoted throughout mature and emerging economies. This may well provide opportunities to professionals who wish to work in such countries and offer a platform for promoting RICS and its ethics.
CEBC At the last meeting of the Consortium of European Building Control (CEBC), of
which we are members, there were various discussions on how the organisation can influence European leaders. The CEBC is important because it gives building control a presence in Europe and raises the profile of the profession. If you are interested in their work, visit www.cebc.eu. It is essential that we look outside the UK both to survive and influence change, and ensure that our values are embedded in whatever developments take place. We have had a number of successes and our voice is heard loud and clear by those with influence. Looking forward, the future appears exciting with opportunities for all members as long as we remain faithful to the RICS core values and ethics. Finally, the journal is always looking for new ideas for topics and features, so please email the editor at bhatt@rics.org. b Martin Conlon is Chairman of the Building Control Professional Group martin@assentbc.co.uk
INTER NATIO NA L
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On common ground Tom Pugh explains why the International Property Measurement Standards will bring confidence to the market
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ver time, the International Property Measurement Standards (IPMS) will become a suite of documents covering all the main asset classes in an attempt to bring uniformity to the way that property is measured and reported on the global platform. The first standard, released in November 2014, was for office buildings, with the residential standard due for release in 2016. Standards for industrial, retail and mixed use will follow. Following the release of IPMS: Office buildings (http://ipmsc.org/standards/office/), RICS has redrafted the Code of Measuring Practice (CoMP) and republished this as the professional statement RICS Property Measurement, 1st edition. The document became mandatory for all RICS members on 1 January. In the first instance, it applies to offices only, with the existing code still used for other property asset classes. As the other sections of the professional statement are published they will take over from the relevant sections of the CoMP.
Why is it needed? Recent research undertaken by JLL, comparing five different measurement standards from leading property markets, showed a 24% variance in the same building. The real estate industry is becoming more global in nature and it is estimated that 70% of global wealth is in property. Property transactions for the period September 2014 to June 2015 reached £24.6bn in London alone, of which nearly 15% were by foreign investors. So there is a clear need for a single property measurement standard to reduce the confusion and uncertainty.
Benefits IPMS will bring greater confidence in the global property market and allow greater transparency. Stakeholders will be able to benchmark their property portfolios to a recognised standard rather than spending unnecessary time and effort creating bespoke standards or calibrating and translating reports that have been produced to current standards. IPMS will operate alongside existing recognised International Financial Reporting Standards and International Valuation Standards. The information produced for the IPMS measurement can be used by any number of stakeholders in a property and should not be seen as the domain of the valuation surveyors. The reported area of buildings will change but only because the basis on which this is measured has changed. Diagrams in the professional statement demonstrate the differences between the RICS CoMP and IPMS: Office buildings.
Gross external area v IPMS1: bb the only difference is the reporting of covered galleries and balconies. Gross internal area v IPMS2 — Offices: bb perimeter measurements are taken to the internal dominant face bb covered galleries and balconies are included in the measurement and reported bb areas can also be detailed on a component-by-component basis. Net internal area v IPMS3—Offices (occupancy) bb perimeter measurements are taken to the internal dominant face bb columns are included within the measurement bb on floors with multiple occupants the area is taken to the midpoint of the partition wall between tenancies bb covered galleries and balconies for exclusive use of one tenant are included bb standard building facilities (i.e. corridors, toilets, lifts, stairs) are excluded bb no inclusions or exclusions, such as those contained in the CoMP. Limited use areas are to be employed to detail areas that cannot be occupied (for example, as a result of height restriction, areas occupied by heaters, columns and internal structural walls). If the contract or lease refers to a particular measurement standard, a chartered surveyor must then advise their client to adopt the professional statement and therefore the IPMS. In instances where the contract or lease stipulates the particular measurement standard to be followed, this must be noted because specific clauses may be affected. It is also acknowledged that existing leases are based on measurement figures which are derived from an existing standard and there is no requirement to review these in the light of the release of the IPMS. However, IPMS should be adopted for new leases. b
More information >
For details on IPMS, visit www.ipmsc.org/standards/office and www.rics.org/internationalstandards Tom Pugh MRICS is an area referencing specialist at Malcolm Hollis tom.pugh@malcolmhollis.com
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EVENTS
The annual Building Control national conference was a great success, writes Barney Hatt
Celebrating success
T
he opening two presentations set last September’s Building Control national conference off on a very lively and topical note. Both speeches were very well received by the large numbers of delegates at the Crowne Plaza in Birmingham. The keynote speech, delivered by Bob Ledsome, Department for Communities and Local Government deputy director, Building Regulations and Standards, provided an update of Building Regulation changes. He suggested that a clearer policy agenda will be forthcoming as the new UK government settles in. This was followed by a presentation on the implications for building control of the Housing Standards Review, by David McCullogh, Schal group director, Building Control and Sustainability Division, who also sits on the RICS Building Control Professional Group Board and Government Council. Other presentations included an overview of the key planning policy changes that have been made in 2015, the growing use of cloud technology in surveying and the way forward for fire engineering. The afternoon sessions started with a look at apprenticeships, training and the war for talent. The panel took the opportunity to talk about the benefits of these, plus the business and industry case. The implications of Part M changes related to inclusive design were also discussed, and the day closed with a presentation looking at legal issues arising from changes to the CDM Regulations. For the first time, the conference also included a highly successful breakout session for APC candidates, and there are plans next year to tailor the workshop content to APC candidates and mentors. b 6 F E B R U A R Y/ M A R C H 2 0 1 6
Delegate views
k APC delegates at the breakout session
“APC breakout session was very helpful. Would like to attend a dedicated event.” “Good range of speakers. Not too long, so kept everyone interested.” “Well-organised conference. Good selection of topics and speakers. Very good chair — strong direction.”
k Simone West discusses Part M and inclusive design
“APC breakout or other specific RICS APC Building Control Candidates seminars would be huge support. Nothing for building control surveyors, everything is generic. ” “Thanks for improving on last year.” “The APC breakout was very good – must do again.” "Central Birmingham difficult to get to. A venue outside would be better.”
k David McCullogh delivers technical content around the Housing Standards Review Barney Hatt is Editor of Building Control Journal bhatt@rics.org
LEG A L
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A more accessible Part M? Vivien King considers the implications of recent changes to Part M
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pdates are being made to the UK Building Regulations. Some Approved Documents in England and in Wales and Technical Handbooks in Scotland include 2015 editions. Northern Ireland’s Technical Booklets underwent change in 2014. So, check for updates before use. English and Welsh Approved Documents may be accessed through the government’s Planning Portal, but make sure that either the English or Welsh version is selected (http://bit. ly/1LvzeYR), as appropriate. The new English edition of Approved Document M (access to and use of buildings) came into force on 1 October 2015. It differs from the previous 2004 edition (although the online version incorporated the 2010 and 2013 amendments), and is divided into two distinct parts: bb Volume 1 – Dwellings (http://bit.ly/1Ms5Pvl) bb Volume 2 – Buildings other than dwellings (http://bit. ly/1RcO5aF). Both are hefty documents, at 59 and 70 pages respectively. Volume 1 has three separate categories: bb visitable dwellings (pursuant to requirement M4(1) of the Building Regulations) bb accessible and adaptable dwellings (optional requirement M4(2)) bb wheelchair user dwellings (optional requirement M4(3)). Category one is mandatory,
while categories two and three apply only when a relevant condition is imposed by a planning permission. Each commences with the relevant Building Regulation requirement followed by (in a section headed Performance) the Secretary of State’s view as to how this can be reasonably met.
New dwellings New dwellings require reasonable provision to enable most people, including wheelchair users, to approach and enter and access habitable rooms and sanitary provisions on the entrance level. Delve deeper and one finds (at paragraph 1.18) that this means, for instance, switches and sockets including doorbells, entry phones, light switches, power points, TV aerials and phone jacks in habitable rooms are positioned at a height that will assist all, including people with reduced reach. Volume 2 requires buildings other than dwellings and the facilities within them to be accessible and useable by all people, visiting, living (e.g. in student accommodation) or working in the buildings, regardless of disability, age or gender. Take, as an example, a hotel room. Sleeping accommodation should “aim to be convenient to all” (paragraph 4.17) but it is recognised that people who use wheelchairs will require additional space to access en-suite facilities. One room in 20 (5%) is to
All rooms are to have doors wide enough to accommodate a wheelchair be wheelchair-accessible, adjacent to accessible routes to all facilities within the hotel and situated so as to provide a choice of location, room standard etc. equivalent to that provided to guests in other bedrooms. Whether classed as wheelchair-accessible or not, all rooms are to have doors wide enough to accommodate a wheelchair and, for instance, visual as well as aural fire alarms, easy-to-grip doors and windows that can be used without requiring use of both hands. Some are setting the aims even higher, including the Mayor of London. His supplementary planning guidance, published in October 2014 as part of the Shaping Neighbourhoods portfolio, requires, for instance, 10% accessible hotel rooms (Appendix 9) (http:// bit.ly/1vfjIEq). Whether that means wheelchair-accessible or not, it does not say. It talks, too, about “locating the
accessible rooms adjacent to the lift”, which would require a considerable number of lifts. This is an excellent document, but with respect to the Mayor, there could be some difficult discussions between planners and building control departments in many a London borough council. Other difficult discussions and decisions may arise over the inter-relationship between the Equality Act 2010 and Part M. Section 20 of the Act imposes a duty on, for instance, service providers to make reasonable adjustments to, inter alia, physical features of a building that put a disabled person at a substantial disadvantage (http://bit.ly/1k8a7wN). Physical features do not arise from access to or within a building or to its design or construction alone, but extend to, for instance, furnishings and materials. Approved Document M recognises the issue – let us hope others do too. b
Vivien King is a consultant to Malcolm Hollis vivienking@malcolmhollis.com
Related competencies include Legal/ regulatory compliance
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PART M
Table 1 Abbreviated contents of ‘general provisions’ for ‘approach routes’ in categories 1, 2 and 3 Section Approach
With provision of wheelchair-accessible homes already at a premium, Simone West looks at whether more flexible local rules will provide the solution
Opening up access
T
he UK government’s Housing Standards Review has resulted in new optional technical standards giving local authorities the ability to vary requirements according to local housing needs, while remaining within consistent national standards. The aim of the review was to consolidate and simplify standards, making it easier to navigate and reduce contradictions while retaining local choice. The optional standards include: bb the national space standard, which is applied by the local authority at planning stages that does not form part of the optional technical standards monitored and regulated by building control bb M4(2) of Approved Document M (ADM) — provisions for accessible and adaptable dwellings, applied by the local authority but monitored and regulated by building control bb M4(3) of ADM — suitable space for most wheelchair users — M4(3)a is for wheelchair-adaptable homes while M4(3)b is only allocated through the local authority when there is a specific requirement for an individual. 8 F E B R U A R Y/ M A R C H 2 0 1 6
Category 1 (1.3—1.6)
Category 2 (2.6—2.10)
Category 3 (3.7—3.9)
Level, gentle slope or ramped and step-free (where possible).
Level, gentle slope or ramped and step-free communal entrance. Main or alternative private entrance to be step–free.
Level, gentle slope or ramped and step-free to all entrances.
Suitable ground surface.
Suitable ground surface.
Suitable ground surface.
900mm wide with maximum cross-fall of 1:40.
Private – 900mm Communal - 1,200mm
All 1,200mm
900mm space beside parked car.
Communal space near to access and a minimum of 900mm space beside the car.
Communal space near to access and a minimum of 1,200mm to the rear and one side of the car.
A private standard bay is capable of being widened to 3.3m.
A private standard bay has clear access zones of 1,200mm to the rear and one side.
Parking bay has a suitable surface and is level or gently sloping where unavoidable.
Parking bay has a suitable surface and is level.
No obstruction can occur opposite or close to a doorway and can be no longer than 2m.
No obstruction can occur opposite or close to a doorway or change of direction and can be no longer than 2m.
Gateways to be a minimum clear width of 850mm with a 300mm nib to the leading edge.
Gateways to be a minimum clear width of 850mm and a 300mm nib to the leading edge. 200mm nib to the following edge.
Where ramped approach is over 300mm rise, alternative steps should also be provided.
Where communal ramped approach is over 300mm then alternative steps should be provided. 1,500mm x 1,500mm level area at start and finish of approach and at no more than 10m intervals. Illuminated approach route.
In addition, where evidence is provided, a local authority may set different standards if an individual’s needs would not be met by the optional standards and they are allocated to a property. The revisions to the Building Regulations ADM Dwellings were
introduced on 1 October 2015 (see p7). Regulation M4(1) remains the mandatory standard and will be met when a new dwelling makes reasonable provision for people to gain access to and use the dwelling and its facilities. It provides four key features: bb level access
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bb flush threshold bb suitably wide doors and circulation space bb a WC at entrance level. The Department for Communities and Local Government estimates that only 5.3% of all housing has these features. The powers to introduce the optional requirements are contained in the Building Act 1984 as amended by the Deregulation Act 2015, which states that “a planning authority makes compliance with the requirement a condition of a grant of planning permission” (http://bit.ly/1X2vIg2). Planning authorities will only be able to apply the optional technical standards where they demonstrate a clear need within their local plan in line with the National Planning Policy Framework (NPPF) and planning guidance (http://bit.ly/1gGu8KY). They need to identify the proportion of each optional category that should be applied to each different tenure, in accordance with their local plan. To do this, they will need to understand existing local needs and potential needs of the future population. It is the duty of the person or organisation seeking building control approval to divulge which ADM optional standards have been applied at the planning stage. Building control is responsible for ensuring that new homes meet the appropriate technical standard. Viability is also key. NPPF states:
“In order to be appropriate, the cumulative impact of these standards and policies should not put implementation of the plan at serious risk, and should facilitate development throughout the economic cycle.” Affordable homes are clearly needed, but consideration should also be given to the costs on care systems and support services when suitable accommodation is not provided. There are implications for the cost of adaptations, the potential reduction in injuries caused by unsuitable housing and the social costs to those living in unsuitable accommodation. The optional M4(2) and M4(3) substantially increase the standards within ADM, but those who have worked with the lifetime homes design standard and the wheelchair housing design will find the obligations familiar. The scope and structure of each section is similar, with guidance becoming more detailed in M4(2) over M4(1) and still more detailed in M4(3)— see Table 1 for an example.
Future demand The Office for Disability Issues states that 20% of disabled people are currently living in unsuitable homes and a survey by Bournemouth Borough Council, in 2013, put the figure at 62%. A survey for Barnado's in 2002 highlighted that “living in unsuitable accommodation causes major problems for families”, citing a specific example where a father
Figure 1 Projection of future UK population (ONS, 2013)
There is evidence that 20% of disabled people are living in unsuitable homes had to carry his 18-year-old daughter to the school bus stop because the entrance to the house was not suitable for a wheelchair. Families with young disabled children are sometimes put into accommodation for the elderly as the only properly adapted property available. Many people find themselves trapped, unable to afford to move or to pay for adaptations. Even when they can afford to move, no suitable accommodation is available. At the same time, the Office for National Statistics estimates that the population of pensionable age will grow by 3.8 million in the next 25 years, with an increasing number of people surviving to 100 years old (see Figure 1). The prevalence of disability increases with age, from approximately 6% of children, 16% of working age adults to 45% over the state pension age. On this basis, the demand for accessible and adaptable homes will inevitably grow. Will the new requirements for local authorities to understand their regional housing need start to deliver much-needed accessible and adaptable housing to meet current as well as future needs? For many areas, this means not only collecting and making sense of their data but also allowing developers to take any changes to local space standards into account in the price that they are willing to pay for development land. b
More information >
For planning guidance, visit http://bit.ly/1NglQur For disability data, visit http://bit.ly/1I1jjCg Simone West is an Access and Inclusion Consultant at Atkins Global simone.west@atkinsglobal.com
Related competencies include Legal/ regulatory compliance
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STRATEGY
Shape of the future Dan Cook and Chevon Erasmus Porter explore what the built environment sector will look like in 2030
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lobal expansion, changing demographics and technological advances are the key trends driving and reshaping the world in which we live and work. Digital advances, a mobile workforce and unprecedented urbanisation will bring challenges and opportunities never encountered before. New markets, products and services bring a need for housing, infrastructure and education as the world grapples with changes to real estate and society as a whole. So how can the built environment sector proactively respond? How will it shape where we live, and what skills will it need to be relevant? To find the answer to some of these questions, RICS decided to place strategic foresight at the forefront of its planning and engagement with global stakeholders, to ensure that the built 1 0 F E B R U A R Y/ M A R C H 2 0 1 6
environment plays a lead role in taking responsibility for the future of the profession. This research culminated in the launch of our Futures report Our changing world: let’s be ready, which reflects our vision of the world in 2030. The report contains strategic actions we can take from today and over the next few years to help ensure that we, the profession, are prepared. Over three years, RICS carried out intensive research through horizon scanning, scenario planning and simulation to create and consider alternate futures. We engaged with a range of industry leaders, practitioners, students and firms through workshops, conferences and other global events, in-depth interviews and research to identify where the most significant changes are occurring, which drivers and trends have the greatest implications for the surveying profession and the wider built environment sector.
Greater urbanisation and changing demographics: Today, 54% of the world’s population lives in cities. By 2050, this is expected to rise to 66%. The rapid growth in urbanisation globally will affect how new infrastructure is delivered, how cities are planned and what professional skills are required to feed this demand. The ageing of established economies and youth population booms in Africa will also change demands on use of the built environment. Shifts in economic power: We are beginning to see clear shifts in economic power, especially with the emergence of the BRICS group of countries that includes Brazil, Russia, India, China and South Africa. The group is fast moving beyond political links and is now establishing its own financial institution, the New Development Bank, to be based in Shanghai. Many new companies and institutions are now participating in regional and global economies and the BRICS role as a political and economic Image © iStock
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and infrastructure, as well as strong ethical principles for the profession, especially in the wake of the global financial crisis. Building trust and ensuring better outcomes for society are themes we expect to see rising up the agenda in the period to 2030. Greater resource scarcity and growing importance of sustainability: In many parts of the world, water, food, minerals or energy supply have come under pressure, making the issue of resource management crucial for economic development. Against the rising population and demand for new development, our profession has the ability to lead by promoting better use of land and agricultural management, and advising on the most efficient ways to manage resources in the built environment.
The professional of the future
player, together with other rising markets, will continue to grow in influence for both the built environment sector and the professionals who advise on asset development and management. Growing middle class: A growing middle class means growth in consumption. This will trigger the need for more housing and better planning in cities to accommodate greater numbers of vehicles on the road and retail or business developments. A study by Oxford Economics expects construction output by 2025 to grow by as much as 70% to US$15tr. Notably, China and India are expected to contribute to one third of this output. Inequality and instability: Notwithstanding the various global efforts at reducing poverty, the wealth gap remains a major contributing factor to unrest and volatility around the world. With almost 70% of the world’s wealth bound up in real assets, our sector has a critical role in ensuring quality housing
Surveying may have a long history, but roles are continuously adapting to our evolving world. Technological advances will mean major change for many professionals as they replace certain tasks and transform building processes to improve efficiency and productivity. Big data, complex projects and the need for collaboration will drive new skillset needs. On top of this, the cyclical nature of our sector (especially construction, sale of properties, resource booms and greater global mobility) will raise challenges for employers trying to meet skills needs. Our journey starts now. We believe the key areas of focus for our sector to take action going forward are: bb War for talent: How do we attract the next generation of professionals, retain that talent, promote diversity and ensure that the right education is available to meet our sector’s needs? bb Future cities: How does our sector contribute to reforming land-use planning, integrating smart technology, building resilience, helping to define the economic and social purpose of place-making and delivering affordable community infrastructure? bb Embracing technology and big data: Our goal must be to create new value through the integration of datasets, the building of analytical capability and embedding new technology by changing
systems and processes. Our profession needs to place itself at the forefront of change and help to change mindsets. bb Leadership: Leadership is needed across the land, real estate and construction sectors, including representation at board level, a stronger voice in government and collaboration across professional bodies. bb Ethics: The issue is becoming a critical part of professional behaviour and is an area where more work is needed. RICS has recently launched, with a coalition of partners, the International Ethics Standards, which aim to create a set of global principles for the profession. A view expressed many times is that a stronger commitment to sustainability from our sector is needed to bring about positive change. This might be action by our industry’s leaders, greater convergence of standards and measurement and through smarter government policy interventions and direction. In conducting our research for the report, we held more than 100 round tables, workshops and interviews with professionals of varying experience levels and expertise, across Asia, South Asia, Africa, the US, Europe and South America. More than 500 people contributed. Together we can respond to these challenges and ensure that our sector and professions are equipped to be successful in a fast-paced changing global environment. The future may be inescapable, but it can be shaped by those who think about it today. In other words, to shape the future you must first imagine it. b
More information >
If you would like to participate in any of our Futures work, get in touch at futures@rics.org #ricsfutures The report is available to download at www.rics.org/changingworld
Dan Cook is RICS Director of Strategy and Chevon Erasmus Porter RICS Global Communications and External Affairs Adviser
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TECHNOLOGY
Kim Kees explains how the cloud offers more flexible software solutions
Extending choices
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he majority of built environment case management systems currently in use in the UK were developed in the 1980s. Although geographic information systems and electronic document management solutions have become commonplace in supporting data management systems, reducing the reliance on and risk from paper-based solutions, the drive for accountability and openness has led to a demand for better access to data. With the booming use of mobile technology and interactive web transactions in the domestic and business markets, staff and citizens alike are frustrated that outdated and inflexible technologies often make it impossible to provide better reporting and customer self-service. If organisations truly want to e-enable their services or make them mobile, they must implement myriad interconnected solutions with increasing complexity and cost. Buyers of built environment software are becoming savvier in differentiating between the products being used today and those from previous generations. The challenge is learning how to separate the innovative software providers from those trying to pass off old technology with little more than cosmetic changes and new marketing buzzwords.
are licensed for use on the organisation’s computers. Manual maintenance is likely to be needed through applying upgrades, patches and fixes to their hardware, system software and databases to ensure continued operation. Cloud software products are gaining market share, being recognised as scalable and ecologically friendlier. They require little or no capital expenditure and can be maintained by the software vendor or the authority, making them less expensive to use in the medium to long term. However, vendors today need to offer customised application software to best match operational needs. Organisations must be able to tailor workflows, processes, field names and user interfaces, permitting the addition of new functionality without impairing core functions that the applications need to manage. Few organisations procure new systems on a total cost of ownership (TCO) basis, choosing instead a cheaper solution to meet a functional need. However, in the end this becomes a costly solution due to the large on-premise database, infrastructure and maintenance overheads that the organisation is committed to for the lifetime of the software (generally around 10 years but often even longer).
Cloud adoption
Many traditional vendors are now offering on-premise applications in a hosted environment. Generally, customers get their own copy of the software and a separate database. This approach allows the customer to acquire new software on a monthly subscription basis without needing new hardware, systems software or a new software licence.
The move to the cloud is accelerating as corporate users report the benefits. Satisfaction with cloud services is widespread thanks to growing maturity, greater understanding of what makes them different, and their cost and elasticity benefits. The likely scenario is for on-premise software products, which 1 2   F E B R U A R Y/ M A R C H 2 0 1 6
Hosted subscription
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Cloud solutions are scalable, ecologically friendlier, require little to no capital expenditure and can be maintained by the software vendor or the authority of applications that can extend, enrich and leverage the base software solution.
Shared service
While these products are marketed as software-as-a-service (SaaS) solutions, they are, at their core, still an on-premise product running in a third-party data centre. So nothing really changes apart from physical location. Benefits to this approach include: bb no upfront capital expenditure bb the customer can decide when, or if, they upgrade or patch the software bb the customer can apply site-specific configuration and customisation bb each customer’s code and data can be logically and physically separated. However, there are other points to consider: bb the cost to maintain, upgrade and patch the software usually remains the responsibility of the licensee, even if the vendor performs each implementation. This generally does not result in maintenance savings for the customer, given that this is one of the most expensive aspects of software TCO bb some hosted SaaS solutions are essentially the same products that vendors have been selling for a decade or more. While the applications may have been modified for limited web interaction, they generally lack one or more of the following components: bb an integration-as-a-service capability to make connections between on-premise, cloud, mobile, social and other applications bb a platform-as-a-service (PaaS) capability allowing the user to tailor and extend the application easily bb a rich PaaS ecosystem containing hundreds, if not thousands, Image © Istock
Multi-tenanted SaaS products are akin to many common consumer applications (such as Google docs or Facebook). There is one copy of the software, which all customers use, with their data kept logically separated from others. It may or may not be ‘physically’ segregated. Because there is only one copy of the software, all customers are essentially using the same version, and the most current. Benefits include: bb application maintenance is primarily the responsibility of the vendor. Customers still have the capability to sandbox new releases and test them prior to going live bb the software permits each user to tailor the application. These tailoring changes are carried forward from one release to the next bb newly added functionality is often delivered via a setting that a customer must consciously enable. If your organisation does not want to use a new feature/function, it generally will not be required to do so. The software selected today will bear little resemblance to the solution years from now. It is therefore important to choose a solution with flexibility for today and tomorrow, making agility and scalability very important considerations. Organisations of tomorrow need the ability to: bb change rapidly bb easily provide information to organisation users (officers, managers, members, citizens) bb receive, send and collaborate with internal and external entities (e.g. social media, collaboration software, mobile technology) bb easily alter workflows and business processes that adapt to changing business requirements. Organisations finally have choices. No longer do they need to sign up for long-term contracts that do not deliver what is required. Bringing down costs and increasing functionality in this new agile market means that heads of services can articulate their service vision rather than simply continuing to describe their existing systems — improving their prospects of progress exponentially. b Kim Kees is Product Marketing Manager at Arcus Global www.arcusglobal.com
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ENERGY PERFORMANCE
Closing the gap Rob Pannell looks at initiatives under way to solve the energy performance gap in new homes
Scope of the problem
Raising awareness of the energy performance gap in new homes has been top of the Zero Carbon Hub’s agenda since a collaborative project with those involved at all stages of the housebuilding process started to uncover the extent and impact of the problem. An evidence review report published in March 2014 was followed by an End of Term report in July 2014, and current work is focused on creating guidance to address some of the issues it found. The performance gap relates to the difference in modelled energy use (and carbon dioxide emissions) at the design stage, compared to the as-built stage (i.e. just before handover), based on a standard occupancy profile. So the work was not looking at the impact of occupant lifestyle, but on the potential of the home itself to perform as designed. 1 4 F E B R U A R Y/ M A R C H 2 0 1 6
The information reviewed and gathered by the project revealed widespread evidence that all stages of the process of providing new homes have the potential to contribute to the gap — from concept and detailed design to procurement, construction, commissioning and verification. This could happen inadvertently as a consequence of conflicting drivers within the industry, or as a result of poor practice. Although the work was carried out in the context of Zero Carbon Homes remit to deliver as-built performance, the government’s decision not to improve energy-related standards for new homes in 2016 does not change the need to address the gap. The fact is that new homes being delivered every day are at risk of not meeting their design performance — whether built to 2006, 2010 or 2013 regulations. For industry, there are potential reputational dangers, and consumer confidence in new homes could be undermined if energy bills are higher than expected. There are also risks from the government’s perspective in
that a gap in a building’s energy and carbon performance undermines its vital role in delivering the national carbon reduction plan. Three cross-cutting themes were identified as primary contributors to the problem: bb lack of understanding, knowledge and skills bb unclear allocation of responsibility bb inadequate communication of information.
Concept design At the concept design stage, team members may lack knowledge or experience of the impact their design will have on the energy performance of the completed dwelling. This might include the built form, orientation, layout, materials and finishes or variations to standard house types. Best practice lessons from the construction phase are very rarely communicated to the concept and planning team, whose involvement in a project commonly ceases at Image © Shutterstock
the planning stage. Consequently, lessons are not learnt about the practical implications of their design decisions on as-built performance. The same lack of knowledge and experience applies to detailed design team members on the impact of the buildability of the design, site conditions and tolerance levels, optimising thermal detailing, and the compatibility of construction systems, materials and building services. There is often a lack of integrated design between fabric, services and renewables. If all elements of the design are not properly integrated, building fabric and services may not perform as expected and unintended consequences such as additional thermal bridging may result. Concern over the competency of Standard Assessment Procedure (SAP) assessors was also flagged as an issue at this stage. For
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an accurate assessment to be undertaken, it is clearly important that assessors have sufficient levels of competency — accurately inputting data, following conventions, validating assumptions and evidencing their assessments. Unfortunately, the evidence suggests that this is not always the case, with errors seemingly common. Inadequate consideration of skills and competency requirements at labour procurement can lead to issues with poor installations and lack of general energy-related knowledge and skills or care among site workers and managers. The potential impact on the performance gap is high due to the knock-on impacts for fabric and services installation quality.
Construction and commissioning Decisions may be made on site to substitute products for alternatives that, inadvertently or not, have a different energy performance from the originally specified product. This may be caused by delivery delays, to save time or money, by mistake or due to a lack of knowledge on site. Product substitution may be an inevitable and necessary part of the housebuilding process and should not automatically be a concern for the performance gap. The substitution must, however, be for components of equivalent performance and any variation should be reported to the design team, particularly the SAP assessor. The ultimate impact on the performance gap will depend on the product being substituted. Evidence indicates that fabric components are often improperly installed, compromising crucial elements of the thermal
New homes are being delivered every day that are at risk of not meeting their design performance design. Common issues identified include: bb gaps between insulation boards in walls and roofs, and between boards and inner leaves bb lack of insulation and air barrier continuity at junctions bb poor laying of insulation quilt in lofts bb insulation missing around cavity trays, lintels, below the damp proof course, at floor perimeter, dormers and roof lights bb poor sealing (e.g. at service penetrations) and lack of attention to creating a robust air barrier bb window and door frames not positioned correctly in relation to cavity insulation. There are also issues with the installation and commissioning of services, with incorrectly fitted or commissioned systems not performing as designed. This can occur where there is insufficient installation guidance or drawings, a lack of manufacturer installation or commissioning guidance or other detailed design guidance, or a lack of knowledge or care. This may result in the site team making uninformed decisions without proper understanding of the energy strategy. Where the site team lacks knowledge and experience relating to energy performance, decisions may be made that conflict with the design and strategy for the dwelling. Site teams face many demands, one of which is to understand and deliver often complex fabric and
services designs for optimal energy efficiency. The evidence indicated that this is usually a low priority on site: many elements are being built and fitted incorrectly, with a significant impact on the performance gap. In addition, there may not be adequate processes or responsibility may not be taken for carrying out energy-related quality assurance on site. Evidence clearly indicates that site management does not focus sufficiently on energy performance. Aspects of construction that relate to the performance of the completed building are not prioritised.
Verification and testing To provide a robust as-built SAP calculation, it is important that the inputs reflect the final build specification on site, or there will be an inevitable performance gap. Without being provided with, or not using, updates to specifications and design changes, SAP assessors will be unable to provide an accurate as-built SAP. There are multiple causes for this problem, which involve all stages of the housebuilding process.
These include practical issues of communication as well as process problems. The evidence also points to a lack of robust verification focusing on energy performance, for example by building control bodies or warranty providers. This may be due to reliance on third-party information, or lack of knowledge, time or incentives to do so. In many ways, the energy performance of a home is one of its lasting legacies. In the current drive to build large numbers of new homes it is vital that they meet their intended performance. The evidence of a performance gap has been clearly demonstrated and its existence is now generally accepted. Now is the time to implement strategies and solutions across all parts of the housebuilding process to close the gap. The Hub’s Builders Book documents some of the more common areas on site that could contribute to a performance gap, alongside good practice guidance on how to minimise this. A series of further publications will be published by early 2016 including a design guide, SAP guide and thermal bridging guide. b
More information >
www.zerocarbonhub.org
Rob Pannell is Managing Director at the Zero Carbon Hub rparnell@zerocarbonhub.org
Related competencies include Work progress and quality management
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HEALTH AND SAFETY
Setting the record straight A focus on health and safety is crucial to improving public perceptions of the industry and attracting new recruits, says Dave Mitchell
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here is no doubt that the housebuilding industry today puts health and safety at the very top of its priority list. But as we look forward, and increase our capacity and output, we cannot afford to be complacent. Over the past two years or so we have seen big increases in output across the industry. This is a result of increased demand, driven by the UK government’s Help to Buy scheme and an improving economy and mortgage market generally – if buyers can buy, builders can build. Latest figures show around 155,000 homes were built in England in 2014–15, a 25% year-on-year increase and up from around 110,000 just a few years ago – the steepest rise in output for 40 years. We are, however, still some way from delivering the 200,000-plus homes the government wants to see built and the country needs.
Top priority With the pressure on for further increases in supply, it must not be forgotten that housebuilders are responsible not only for the health, safety and welfare of employees, including direct, subcontract, casual or part-time workers, but also the people who purchase their homes, their neighbours and any other members of the public affected by any operation to do with the building process. These responsibilities are taken very seriously. Health and safety is now an embedded measure of performance and of how successfully the company is being 1 6 F E B R U A R Y/ M A R C H 2 0 1 6
run. Effective health and safety has become part of the culture, something everyone at every level buys into. While the industry today has a very good record, we are always looking at ways to improve. And as volumes increase and along with them inevitable pressures on labour supply, materials, quality and customer service, the industry will require a clear commitment and focus. Site work is planned to design out risks. Every aspect of the construction process is assessed and a plan developed to ensure it is safe. Where any risk remains, then the process is managed throughout, with information on how that risk will be managed communicated to all people involved.
Training Having the appropriate people trained to the required level for each part of the process is essential and is a key part of the planning. Today’s industry spends a huge amount of time and money to ensure risk is minimised, and there has been a sea change in the approach to safety in recent decades that is reflected in the statistics we see today. Unfortunately, the public perception of health and safety on building and construction sites does not always reflect the good work that goes on. If I think back to the building sites when I first joined the industry it is clear why negative perceptions developed. But we have come a long way and need to work to ensure people are aware of those improvements and develop a more positive perception. As we look to attract into the industry the tens of thousands of people a year we will need to deliver sustained increases in supply, creating
that more positive impression is vital. We need to be showcasing today’s industry to as many people as we can so we can attract the very best and brightest young people. The Home Builders Federation (HBF) has recently launched a website aimed at demonstrating to young people the range of exciting careers in housebuilding (www.housebuildingcareers.org.uk). Changing perceptions and ensuring we continue to prioritise health and safety will be central to our ability to convince them to join the industry. The HBF health and safety forum meets on a quarterly basis and provides a platform from which we can drive change. Its purpose is to raise standards and provide best practice guidance and support to the industry. Its charter, which members commit to being part of, aims to deliver further improvement in the performance of the sector and is backed by an annual action plan looking at key focus areas. As we look to attract more people into our businesses and grow the capacity to deliver more of the high-quality homes the country needs, driving improvements and ensuring we are focused on health and safety has never been more important. b
Dave Mitchell is Technical Director at the Home Builders Federation www.hbf.co.uk
Related competencies include Health and safety
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Kyle Phillips discusses a new code of practice related to powers of entry
An inspector calls
T The government recognises the importance of powers of entry in facilitating the protection of the public from harm, such as ensuring that construction sites provide a safe environment. It also recognises the need for effective investigation of offences and the enforcement of regulations. However, it acknowledges that such powers are intrusive in nature. A new Code of Practice came into force in April 2015. As part of this, inspectors may be required to give 48 hours’ notice before entering premises such as building sites. Forming part of the Protection of Freedoms Act 2012, the aim is to ensure that powers of entry achieve the right balance between public protection and the rights of the individual. There are currently more than 1,000 powers of entry contained within UK primary and secondary legislation, available to public bodies including the Health and Safety Executive (HSE), the
Environment Agency and local authorities. Local authorities do have powers of entry under the Building Act 1984, which can allow their employees entry to inspect premises. These provide a statutory right for an authorised person (usually a state official such as a police officer or HSE inspectors) to enter premises such as construction sites when undertaking an inspection, dealing with an emergency situation and/ or during an investigation. Section 20 of the Health and Safety at Work Act 1974 (HSWA) provides HSE inspectors with a wide range of powers, including the right to enter premises to enforce the relevant statutory provisions. However, they may only enter at a ‘reasonable time’, unless they believe there is a situation that may be dangerous. Similarly, section 108 of the Environment Act 1995 gives Environment Agency officers wide powers of entry to carry out an inspection to ensure that relevant environmental laws are not breached.
Notice period The new code applies to any person exercising a power of entry before, during and after the event. It is important to note that the police have their own code of entry, contained in
Although entry can be made at a ‘reasonable time’, the code provides further clarity the Police and Criminal Evidence Act 1984 (PACE) Code B. There will be occasions when HSE inspectors or Environment Agency officers are accompanied by a police officer when exercising a power of entry. In the majority of these circumstances the PACE code will apply. However, if, for example, an HSE inspector wants to enter a construction site without a police officer, the new code will apply. It requires the inspector to generally provide a Notice of Powers and Rights to an occupier. This will include information such as whether the entry is conducted with or without a warrant, the powers of entry used, the occupier’s rights and where a copy of the code can be obtained. The code also states that where it is appropriate and practicable to do so, reasonable notice should be provided to the occupier. Although the Environment Act 1995 and HSWA both state that entry can be made at a ‘reasonable time’, the code
provides further clarity, setting the notice period at usually not less than 48 hours. The code is still used in conjunction with legislation such as the HSWA, so inspectors may enter premises without notice where there is a dangerous situation. Failure to abide by any of the provisions of the code does not make an investigator liable to criminal or civil proceedings. However, it may be taken into account. For instance, if an investigator fails to provide Notice of Powers and Rights and/or reasonable notice of entry to an occupier, any evidence obtained as a result of the search could be deemed by a judge to be inadmissible. The new code may provide a little more peace of mind to construction companies faced with the threat of disruption brought by unannounced visits from inspectors. b Kyle Phillips is a solicitor, Business Crime and Regulation at Slater and Gordon kyle.phillips@slatergordon. co.uk
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BBA
British Board of Agrément Chief Executive Officer Claire Curtis-Thomas talks to Barney Hatt about recent changes at the organisation
Putting clients first Why has BBA decided to rebrand? Rebranding came out of the desire to improve our mission statement and articulate our values. It was part of a much bigger initiative to look at the direction in which we intend to go as a company. When we looked at our existing branding it was really outdated and far too fixed in its description. We felt it needed to move on to reflect other aspects of the business. This was the primary driver. We carried out an extensive survey with both our UK and worldwide clients, because the BBA operates in 67 countries. The BBA brand is renowned; everybody recognises it and uses it as shorthand for an expression of a good product. Clearly, we did not want to damage that association in any way. But it was also clear our clients agreed it could do with being refreshed. We expected our clients from abroad to have issues with our Britishness, but theirs was the biggest call for maintaining a strong British identity. This suited us fine because it is something we are immensely proud of. We came up with a number of different expressions for the brand, recognising that the business was about far more than a certifier of products – we also have an extensive testing facility and carry out a significant amount of inspection and technical monitoring work. We needed to tease this out and establish a brand identity for each part of the business, which is now in place. We have a common mission statement, a common vision for the business and a common set of values. As well as our inspection, test and certification businesses, we also now have BBA In Your Home (www.bbacerts.co.uk/ bba-in-your-home). Each has a web presence and a separate identity, because we have different markets for these products. 1 8 F E B R U A R Y/ M A R C H 2 0 1 6
Some of them overlap but we are trying to treat them as distinct communities of people, rather than just extensions of that part of the business.
What vision do you have for the company? We are aiming to be the country’s leading certification body for construction products. Some people might say we already are, but we have competition in the various areas in which we work. We are trying to establish ourselves as the leading brand in all those areas. You may say “Why not aim to be the best certification body in Europe?” This actually goes back to the work we did with our clients. They said that being the best in the UK is an outstanding mark of recognition because they regard the UK as the best certification authority in the world. In the Middle East market, for example, they do not look at the continent of Europe – they look to the UK to set the benchmarks. For our market in India and China, the same is true. If we can say we are the very best in the UK, for most of our clients that means we are the best in Europe. We are driving a global standard and that is what they want to know about.
How have you found the first two years in post? They have been very busy years. When I arrived it was a business of two halves — an inspection business and a certification business. Both were financially successful and robust, but we had significant issues around client service. The inspection business was perceived to be exemplary, but in the certification business the client service was thought generally to be poor. This is an unacceptable position today. Our services are not cheap and we need to be sure Image © Inform BBA Architecture
We are aiming to be the country’s leading certification body for construction products we give very good value for money. There was no quibble about our technical excellence: it was just the amount of time we would take to deliver a service and the nature of our communications. In the past 18 months I have been realigning the business so it is really focusing on the client experience, and we are doing what is necessary to improve that. If we get happy customers, that tells me we have got the processes right.
How do you view the building control sector as customers of BBA certificates? They are a very important part of our world and vital in many ways, because they understand the value and purpose of a certificate. When they are on site or in technical forums talking about a certificate, they are ensuring that individuals recognise the merits of the products they are using. Uncertificated products are entering a very difficult environment that will be calling for all sorts of additional information just to ensure the product meets their specifications or requirements. A BBA certificate gives that confidence. So building control is immensely important. We are looking at a number of innovations that we think would be useful to the sector. We have spoken to a number of building control officers (BCOs) and certainly the formatting of the certificate is not optimised for use. We have run a test pilot at our headquarters putting QR codes on all of our certificates. It means that for BCOs on site – provided they have a smartphone and install a QR code reader – the whole content of the certificate can be viewed. They can immediately check the installation instructions, which is important for them. Making the experience much easier is important for our clients, because they are forever inventing wonderful products. The issue we have on site is how are building
control going to deal with this particular product? How can you demonstrate to the people responsible for assessing your product what it does? We are also considering voiceovers on the QR code, so not only is there written narrative there is also expert comment on critical issues associated with the particular product that people need to be aware of. The big issue is if the builder has not received appropriate training when they are installing the product. We would then have something they can use.
What is the future for product certification? We are looking at a number of additional requirements, including product durability, which is immensely important for our clients. Flood resilience is another topic under consideration. There are no government drivers for innovations of this kind, but it is F E B R U A R Y/ M A R C H 2 0 1 6 1 9
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BBA
certainly something we need to be aware of. There is a small potential problem with mould growing on some facades. We have had several meetings to discuss what we might do with existing certificates to flag up this issue to users and to recognise that many of the products we look at have already taken the necessary measures to inhibit mould growth. We are also very interested in building information modelling (BIM), and making sure that our certificates are BIM-ready. We have moved certification into micro-generation, which is a fundamental element of construction today. We are seeing huge innovations in this sector and the plethora of offerings currently on the market not covered by certification gives us cause for concern. They are installed on the basis that buyers are going to save energy, but unless the claim is corroborated they may end up with something not much better and substantially out of pocket. We have to make progress in this particular area. We are very interested in whole-property assessments and how to determine whether individuals are competent to carry out computational assessments. We have plenty of people who can supply lots of data. The problem is whether we have any confidence in that data. We have to be absolutely sure that we produce certificates with like-on-like comparisons that will take any degree of scrutiny. We have to ensure people providing information for the system are fit to do so, and that the assessment techniques we use to determine this are robust. Certification is marching on. We are asked to certify new products every day. This is very challenging because for some there are no assessment regimes so we have to start from scratch. This could take a couple of years to agree but effectively we have then provided a route by which comparable products can be brought onto the market.
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How can BBA help with the performance gap? At the moment we assess elements and systems and also do a significant amount of work around construction details. We want to take this to the next step and look at whole-property evaluation because we think there are major opportunities for the clients we serve. The BBA’s reputation for providing solid work in assessments is unrivalled. We want to be involved in more projects of this kind and are developing partnerships with academic institutions as well as major product suppliers in the UK. 2 0 F E B R U A R Y/ M A R C H 2 0 1 6
The BBA’s reputation for providing solid work in assessments is unrivalled Our job really is to get involved in field trials and look at performance to get good like-on-like comparisons with sterile controlled laboratory conditions. We would be able to see the deviation from our idealised conditions. Ultimately, we are hoping you would be able to say: “If we construct a building this way – that is your laboratory result, and this is going to be your actual result in that building.” There are so many variables to deal with, but we are working with parties that are beginning to build that picture for us.
What are the key differences between a BBA certificate and CE marking? The BBA certification is far more than CE marking, which cannot tell you how long the product is going to last and gives no guarantees. If a product supplier looked for insurance for their particular product and just went for CE marking, it is highly unlikely that would be accepted as indicator of the performance because specifiers want like-on-like comparisons. Also, the description is extremely narrow. All the products we assess have to be CE-marked before we will look at them, so that we absolutely understand the core descriptor of that particular product. We start from that point, to define the attributes of the product not covered by CE marking.
Does BBA offer a safe basis to accept products and materials as fit for purpose under regulation? Yes, because the whole growth of our business is based on technical excellence. Building control can be satisfied that the BBA has a framework in place to determine the competency of our staff. We have extensive training and assessment programmes, plus a technical excellence team charged with providing oversight to ensure that the business is technically robust. They have the final say with regard to technical issues. We were recently recommended by UCAS for our approach to competency, which is subject to constant review and development. We also recognise the importance of professional qualifications. All our staff will achieve chartered status, and will be rewarded appropriately. Individuals are left in no doubt when they join this company that we are interested in their development. If we do not have technical excellence we do not have a business. b Barney Hatt is Editor of Building Control Journal bhatt@rics.org
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m The semi-detached Üserhuus Homes are built to the Scottish Building Regulation Gold Standard
Fast and flexible Lower build costs and energy savings are promised by a modular system being showcased to UK housing providers, as Dr David Kelly explains
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ith many local authorities resuming the construction of social housing – or investigating the practicalities of doing so – a new housing system that offers rapid delivery of affordable, quality homes with low running costs could offer a very timely solution. One such candidate has been brought to the market by Swiss company Üserhuus and British partner Tigh Grian, an organisation that works to reduce fuel poverty and maintenance costs in affordable housing. To demonstrate and further test the new system, two semi-detached show homes have been constructed at the BRE Innovation Park near Watford, which can be visited by anyone with an interest in housing delivery. At the heart of the Üserhuus Homes are factory-made 4.9m x 11.4m single-bedroom apartment modules, manufactured in south Wales using a structural insulated panel system (SIPS). These modules can be combined to form homes of two to five bedrooms to meet particular local housing needs.
Rapid construction The modules take six weeks to construct in the factory, a day to assemble on Images © BRE
k The units are assembled to create the two homes in a process that was completed in less than one day site and one or two weeks to make ready for the occupants. This is half the 16 weeks needed, on average, to build a new home using traditional site methods. The demonstration Üserhuus Homes took just eight hours to assemble on site – a process that can be viewed in a time-lapse video on You Tube (http://bit.ly/1HYz2w). The units are transported by lorry and laid on pre-prepared foundations, arriving on site fully serviced and decorated, with kitchens, bathrooms and windows fitted, walls painted and LED lightbulbs in place. With Energy Performance Certificate B ratings, each unit is fully insulated and heated using a whole-house mechanical heat recovery ventilation system with wall-mounted electric panel heaters.
The Üserhuus units can be assembled into buildings of up to five storeys in detached, terraced, tenement, semi-detached and four-in-a-block configurations. This offers local authorities and other housing providers great flexibility in the delivery of low-cost, energy-efficient homes, without compromising on good design and comfort. They also demonstrate excellent overall affordability, with calculations indicating costs of less than £1,000/m2, offering housing providers an efficient use of development finance and the opportunity to generate revenue streams rapidly. The construction and finishing of the SIPS units in carefully controlled factory conditions delivers a consistent quality that gives the assurance that maintenance issues and costs will be minimised. With its high levels of insulation and energy-efficient lighting and heating, the basic home has been designed to deliver very low annual energy bills — estimated at £300–£500 per annum. An additional option is being demonstrated on one of the show homes, which could further reduce or even eliminate these bills. The tiled roof has been replaced with an entire photovoltaic ‘terracotta’ roof, along with part of the facade. This will generate enough energy to meet most of the home’s energy and heating needs. For Stephen Wittkopf, Managing Director of Üserhuus AG, the future of architectural design lies with the integration of renewable energy technologies. “This first-in-the-UK integrated, terracotta-style cladding and roofing PV system paves the way for future housing,” he says. The Üserhuus/Tigh Grian concept has already been commissioned for use on a 50-unit housing development in Alva, a town in the central lowlands of Scotland, with construction due to start this year. b Dr David Kelly is a Group Director at BRE david.kelly@bre.co.uk
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LABC
Gender diversity and recruitment are the focus for Jayne Hall as she takes over as the first female president at LABC
Time for change
J
ayne Hall marked the start of her presidency of Local Authority Building Control (LABC) with a pledge to help attract new blood to public sector building control as the effects of a demographic time bomb hit. The building control and land charges manager at West Somerset Council took up her new role at the annual President’s reception held in London last October, succeeding 2014–15 incumbent Peter Keates. LABC represents every local authority building control department across England and Wales. The office of president is an unpaid but prestigious position that allows holders to champion issues of importance to them. The president is drawn from local authority teams and volunteers who have a strong networking background in their regions or have led development through an LABC Working Group. Hall says she will spend her presidential year connecting with customers, politicians and leaders of other professional trade bodies. She aims to use this dialogue to develop a wider understanding and appreciation of building control and LABC, and make compliance with the Building Regulations understandable and easier to achieve. “My primary aim is to raise the profile of the building control surveying profession across all sectors. This will mean reaching out to our membership and inspiring them to motivate more people to consider a career in local authority building control,” she explains. “It will mean encouraging people — from householders to senior politicians — to see the role LABC plays as a valid, valuable and important contribution to any building project, large or small, and to champion our standards, our independence and objectivity, helping to make our built environment safer, secure, healthier, accessible and sustainable into the coming years. It’s a big ask. But I am up to the challenge.”
Gender diversity As well as making training and recruitment a primary objective, Hall plans to use her position as the first female LABC president to boost gender diversity within the construction industry. She points out that representation in the building industry “is shockingly poor”, with very little improvement since she joined in 1982. The fact that women still only represent around 11% of the workforce in the construction sector, with a meagre 1% presence on building sites across the UK, is unacceptable, Hall adds. 2 2 F E B R U A R Y/ M A R C H 2 0 1 6
The digital eagle eye helps the surveyor
k Peter Keates hands over to Jayne Hall at the President’s reception “I am proud to represent women in the building control sector. I hope that my story will inspire and encourage more young women to consider one of the multitude of roles available within construction as a viable career choice.” Turning specifically to the Smith Institute’s Building the future: women in construction report, published in 2014 (http://bit. ly/1PCcfOW), Hall refers to its conclusion, which stated that despite women making great advances in the world of work, in construction — one of the largest employers in the UK — “progress has been abysmally slow”. To this, she adds: “I will do my bit to effect some change where I can.”
Charity of the year As is the tradition with LABC presidents, Hall named her charity of the year. Her decision to choose YoungMinds, she says, was influenced by the fact that it is committed to improving the emotional wellbeing and mental health of children and young people, an issue that is close to her heart. She explains: “I aim to raise the profile of YoungMinds’ work and remove some of the taboos about mental illness. By fundraising throughout the year, I hope to help the charity expand its brilliant free Parents Helpline, which provides a lifeline to thousands of parents and carers each year who are worried about the emotional problems or behaviour of a child or young person. “I would like to add my thanks and gratitude to outgoing president Peter Keates for his inspirational leadership and support. He has set the bar very high in respect of his fundraising achievements for Teenage Cancer Trust,” Hall concludes. b
More information > To make a donation to YoungMinds, visit www.justgiving.com/LABC-President2 Image © LABC
C A R EERS
RI CS BU ILDING CONT ROL JOUR NAL
Tom Clark argues that building control is undersold to those entering the industry
Opening minds m Soul is one of Australia’s tallest skyscrapers
W
hen I entered the construction profession at 18, I dreamed of major projects. I still have my first cover letter I wrote to Chris Barker of Barker Associates in which I talk of being fascinated by skyscrapers and wanting to work on high-profile schemes. Now as the London Manager at jhai ltd, my route has been far from conventional but the profession has indeed given me fantastic opportunities and I have a hugely exciting career both behind and ahead of me. At Barker Associates, I began a degree in building surveying with the College of Estate Management (University of Reading) by distance learning while working full-time.
UK economy turned sour in 2008 we moved to Australia where I worked in building certification — Australia's equivalent to building control. This gave me international work experience on some exceptional projects, among them one of the country's tallest skyscrapers, Soul, on the Gold Coast, and the redevelopment of Kingston Foreshore on Lake Burley-Griffin in Canberra. I completed my degree in Australia before we returned to the UK. We wanted to live in Sussex and a position came up with Sussex Building Control (SBC). I worked in a specialist commercial team and started my APC at the same time. I again worked on some hugely interesting projects including two multi-million pound mixed-use schemes and was a key member of SBC’s regular success at the LABC South East Awards.
International experience
Challenging APC
During my three years there I met my now fiancée, who is Australian, and when the
I passed my APC first time despite limited support from SBC, which, in the
Image ©Tom Clark
department head’s own words, saw “little value in RICS” in building control. This is hardly the motivation you want to hear from your APC counsellor and reflects an inherent problem in the training and development of young surveyors that I believe has to change. It was a big factor in my decision to become an APC mentor. All too often, building control surveyors spend their whole career inspecting small domestic projects and this does not give the wow factor to a young professional entering the industry. For me, the appeal of building control was working on high-profile, challenging projects. My career has opened doors to those projects. It is what attracted me to the industry and still drives me forward. Students entering the industry will naturally compare themselves to other professionals and they should be able to see that their ambition can be realised in this career path. Building control provides an opportunity to work on some of the world’s leading construction projects. Showing young building control surveyors the potential in the industry is crucial so they can aspire to the peak of the profession. I am not saying small domestic projects are not an important part of our function, but we have to sell the bigger picture to entice young professionals. I now work for jhai ltd. I am hugely proud to be a chartered building control surveyor and that pride grows when I talk about some of the projects I have had the opportunity to work on. b Tom Clark is the London Manager at jhai ltd tom.clark@jhai.co.uk
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RICS B UI L D I N G SU RV E YI N G J OU R N AL
U P DATE
UPDATE Australia sustainability success studied
Building Services Research and Information Association is backing a four-month feasibility study in Australia being funded and overseen by leading players in the UK prime office market to develop a prototype UK scheme from Australia’s pioneering ‘design for performance’ approach.
Sprinklers
The requirement for sprinklers to be fitted to residential premises in Wales will be extended to all new homes built in Wales from 1 January. n http://bit.ly/1Mgtluw
CE marking The timescale for introduction of CE marking for fire-resisting doorsets and shutters is now in motion. As from 1 December 2015, new products complying with the new standard could be voluntarily marked and during a three-year transition period unmarked products can continue to be supplied alongside CE-marked products. After 30 November 2018, all fire-resisting doorsets and shutters supplied in the EU (including the UK) must be CE-marked in compliance with the standard. CE marking is a part of the EU’s harmonisation legislation. n http://bit.ly/1JUK31p
Publications The Building Control Alliance has revised its best practice guidance on the use of combustible materials in cladding systems to tall buildings. n http://bit.ly/1S9rpcH BSI has revised BS 7272-4-2-15 Code of Practice for the operation of fire protective measures – Part 4: Actuation of release mechanisms for doors. n http://bit.ly/1fgzwGW More than one million people in the UK are being made ill by their work at a cost of £14.3bn, according to the Health and Safety Executive. HSE has also published a guide to occupational health risk management in construction. n http://bit.ly/1kFDj2k n http://bit.ly/1QyrDfj
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2 4 F E B R U A R Y/ M A R C H 2 0 1 6
RI CS BU ILDING CONT ROL JO UR NAL
ONLINE VERSION
The Building Regulations 2010
Fire safety APPROVED DOCUMENT B – VOL 2
APPROVED DOCUMENT
VOLUME 2 – BUILDINGS OTHER THAN DWELLINGHOUSES B1 B2 B3 B4 B5
B
Means of warning and escape Internal fire spread (linings) Internal fire spread (structure) External fire spread Access and facilities for the fire service
A joint survey by the Fire Sector Federation and Construction Industry Council has called for significant changes to Approved Document B, with concerns raised in particular on building definitions, clarity of wording and failure to adapt to construction trends. n www.firesectorfederation.co.uk Came into effect April 2007
For use in England*
ONLINE VERSION
CEBC elections
RICS library ejournal service
RICS training
Laurand Peinau was elected President and Paul Everall Vice-President of CEBC at its meeting in Milan last October. Kevin Dawson, Diane Marshall, Rainer Mikulits, Yves Pianet and Kyriakos Kouros will make up the Policy Committee. All will serve for a three-year term.
Members looking for information on a new market, a business issue or to undertake informal CPD can use the RICS Library’s ejournal service by logging on to rics.org and visiting: n www.rics.org/ejournals
E-learning Approved Document G n www.rics.org/adg
20
06
ed i
in co 20 rp a m 10 ora en an tin dm d 2 g 2 en 01 00 ts 3 7,
tio n
Fire safety
With failures of scaffold boards often the result of inadequate checking after having been stored, or inappropriate use, BM TRADA has launched its Q Mark Used Timber Scaffold Board Inspection Scheme. The aim is to enable certified companies to demonstrate that their inspectors are competent to determine whether boards should remain in use. Meanwhile, over half of European businesses are risking the safety of building occupants by failing to adjust security systems in accordance with change in use of space, according to research by Hochiki Europe. With demand for office space outstripping supply in many major cities, Hochiki found that organisations are investing in fit-outs and refurbishments to accommodate evolving needs but neglecting to alter fire and lighting safety systems to support this. n www.bmtrada.com, www.hochikieurope.com
Approved Document B
Building Regulations 2010
Safety risks addressed
BS9999: The concept n www.rics.org/bsconcept Managing fire safety: Level 3 n wwww.rics.org/firesafetylevel3
Everything you need to know about fibre cement slate. (All under one roof)
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08/12/2015 12:01
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RICS B UI L D I N G CO N T ROL J OU RNAL
A DV E RTI S I N G
Building Control Surveyors North West
Based in Preston, Ball and Berry Ltd have experienced a huge increase in workload across the North West and further afield and are now looking to recruit motivated and committed Building Control professionals to undertake a wide variety of commercial and residential schemes across the region. 2015 was a great year and we are looking to build upon this success in 2016 with the right people.
If you think this is you we would like to hear from you. Ball and Berry offer a competitive package, state of the art technology and other benefits. In return we are looking for members of RICS, CABE or CIOB with experience of plan assessment and site inspection. If you are working towards professional membership we would also like to hear from you.
Please send your current CV to info@ballandberry.co.uk For an informal discussion please contact: David Clarke on 07702 807291 or davidc@ballandberry.co.uk or Paul McNeill on 07808804146 or paul@ballandberry.co.uk No agencies
BCADEFGHIJKLMNOPQRSTUVWXYZBCADEFGHIJKLMNOPQRSTUVWXYZ Building Control Approval 16 Hoxton Square London N1 6NT Building Control Surveyors
Building Control Manager
Building Control Approval is recruiting motivated experienced approved inspectors. We work closely with our architect and developer clients, and their design teams. We expect our surveyors to be integrated and constructive members of the design team, capable of developing creative solutions to design challenges. Ideally applicants will have at least 5 years experience in Building Control.
Building Control Manager required to take a strategic over view of our surveyors and projects. Applicants should have demonstrable experience with local authority building control or with private approved inspectors. Quality is key to BCA, our Building Control Manager will ensure quality levels and due process are met on all projects.
Please send your CV with details of current and past projects. Competitive salaries up to ÂŁ65k and bonuses paid to the right people, MRICS / MCABE.
Send your CV detailing significant current and past projects, and your managerial experience. Competitive salaries and bonuses paid to the right people, MRICS / MCABE.
In all instances email your cv to work@buildingcontrolapproval.com Our work is primarily within London; applicants must be willing to travel to sites across Greater London. No agencies, previous applicants need not apply.
BCADEFGHIJKLMNOPQRSTUVWXYZBCADEFGHIJKLMNOPQRSTUVWXYZ we unscramble the regulations for you To ad ve rtise con t a c t Em m a Ke n n e dy +4 4( 0 ) 20 7 8 7 1 5 7 3 4 or emmak@wearesu nday. c om 2 6   F E B R U A R Y/ M A R C H 2 0 1 6
Move into the Future with Acivico Ltd
Principal Client Consultants 2 posts
£41,140 - £51,422
Ref: AV5622015J
Come and join the Acivico team on a journey of innovation, challenge and opportunity and play your part in further honing this growing organisation into a market leading company ready to face the future and lead the way. Acivico Ltd (a multi-disciplinary company wholly owned by Birmingham City Council) is seeking to expand its established and well respected Building Consultancy service team in early 2016. Following a successful recruitment drive in 2015, Acivico (Building Consultancy) Ltd. continue to enjoy sustained growth in building regulation applications across all development sectors from high value commercial developments through to home extensions. Our addition of an Approved Inspector service has added to our extensive portfolio and opened up new markets to our building control team. We would be interested to hear from building control professionals with considerable experience in the public and/or private sector. We would also welcome expressions of interest from part-qualified surveyors for further planned recruitment in 2016.
Principal Client Consultants 2 posts £41,140 - £51,422 We are seeking to fill two principal client consultant posts, one to focus on major commercial projects within Birmingham and to work with established partners and a second to focus on the new opportunities Approved Inspector status has given us. The successful candidates will be able to demonstrate both customer focus and the ability to ensure key performance indicators are maintained at a consistently high level. Ideally applicants will have building control experience across the residential, commercial, education and healthcare sectors of construction. Both technical leadership and people management skills are required and a qualification in leadership or management would be an advantage while corporate membership of RICS, CIOB or CABE is an essential requirement of the role.
Working for Acivico… Acivico promote a healthy work-life balance and offer an excellent reward package which includes generous annual leave and flexitime. All Acivico employees are eligible to join the Local Government Pension Scheme. A relocation package may also be available subject to certain conditions. The Principal Client Consultant positions include occasional working on our out of hours call out rota for which a standby allowance is payable. Applicants for both roles will have a full UK driving licence and will be required to provide a car for which an allowance will be paid. Both posts are full time.
How to apply For a full job description and an application pack please visit www.birmingham.gov.uk/jobs Please quote the appropriate reference number. Closing date for all applications is 28th February 2016 Find out more… For information about the Principal Client Consultant positions contact Richard Cymler on 0121-303-6043 richard.cymler@acivico.co.uk For information about the planned recruitment of part qualified surveyors, please contact John Askew on 07766-925137 or john.askew@acivico.co.uk
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