Building Scotland V14N04

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£150M ROYAL HOSPITAL PROJECT TAKES SHAPE

A contractor that can deliver your Work on time and budget Give us your dream and we'll build you a reality

Call us on 0141 775 3535 Email us at info@kcrprojects.co.uk

Quality work and a friendly team will get your projects Finished on time and on budget.

KCR Projects began in August 2014 and are already well underway to becoming the Contractor of choice in Scotland and Northern England. They are a one-stop-shop for high quality project delivery and offer a wealth of Building and Project Management services. In their short trading lifetime KCR Projects has already attracted and worked with prestigious clients that include; Tesco, Heineken, Morrisons and Bellrock.

Having branched independently from its sister company KCR Ltd, KCR Projects is privately owned and managed and has been steadily expanding by the reputable quality of their work and reliability as a contractor.

The Company is headed by Craig Adair (Director & Project Manager) and Barrie Gibb (Director & Project Manager) and

between them they have 46 years experience in Project Management and Construction. These personable Directors employ a unique business strategy and always guarantee their direct input at every stage of a job that the company delivers.

They offer the flexibility to adapt to specific client needs and costs. Their services can be offered individually or together as Turnkey Management and work ranges in Site Management and labour services. Work typical to KCR Projects can be working directly with a client or working with a contractor and both avenues thrive on the strong positive business relationships they are famous for.

As well as completing two head office blocks for Heineken at The Gyle, completely refitting multiple TESCO stores and working with Edinburgh City Council, KCR Projects have recently worked with Streamtec installing a wall screen in AFRC. They have also recently began work on two Lakeland Plastic stores in Aberdeen and Perth, St Ninian’s School in Newton Mearns and school refurbishment works to Tudor Grange Academy in Solihull, Birmingham.

Quality is of the greatest importance to KCR Projects and is at the core of the business strategy which is implemented meticulously by the staff and engineers.

www.kcrprojects.co.uk

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COMMENTS 14 The Housing Standards Review, what does it all mean? Steve Evens, NHBC Senior Area Technical Manager 15 Benjamin Dyer of Powered Now gives us tips on improving quotes 16 Construction Industry offers to pay for new Government Official. Paul Manchester at Manchester Safety Services discusses why the construction industry is keen for the Role of Chief Construction Adviser to continue 17 Rebecca Fennell, at Tensor Group, talks with us about changing safety regulations and the impact this will have on the industry 18 James Kelly, Chief Executive of BSIA discusses the importance of site security 20 Telematics - how do they really affect your construction fleet?

21 The connected fleet is sparking a construction industry revolution, by George de Boer, International Alliance Manager, TomTom Telematics 22 Peter Sheridan, Sheridan Gold LLP. Payment Notices and successive adjudications 23 Playing a let - Sarah Evans, Senior Associate at Thomas Eggar 24 Improving Your Brain Health By How You Relate to Others - By Michelle LaBrosse, Founder of Cheetah Learning 25 Joseph Bond, MD at Kenzie Group Ltd, tells us about Variations following Practical Completion 28 How BIM Smart is your Project Manager?

Publications Editor Victoria Lee Operations Manager Gareth Trevor-Jones Designer Richard Gill Publications Officer Matthew Brown Robert Atherton Approvals Sarah Smith Eleanor Matthews Sales Administrator Alecia Rowe Credit Control Carol Ryan

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CASE STUDY 26 Alliance Leisure completes multi million pound leisure redevelopment 29 Turning Visions into reality, how BIM is changing the future of construction. Richard Allen at voestalpine Metsec Plc looks at the importance of BIM 30 Property Care Association - Promoting skills and good practice 32 The Smart dilemma - We are told that Smart Cities, Smart Grid and Smart Meters (not to mention certain companies that promote a Smart Planet!) will be the saviour of all known problems.

35 DriveIt: The Light Vehicle Commercial Show 36 Annual Investment Allowance. What it means for your business 38 BIM: Industry falling short of mandatory target

COMMUNITY

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39 Baldarroch Chapel and Crematorium

EDUCATION 40 FSC Millport

HEALTH 42 Royal Hospital for Sick Children

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BS NEWS

Arup and Central Scotland Green Network unveil visionary approach to green infrastructure Central Scotland could be set to follow the lead of world cities like New York and Paris by adopting innovative approaches to greening its urban areas.

The ‘Cities Alive’ approach advocated

by Arup, one of the UK’s leading firms of designers, planners, engineers, consultants and technical specialists, could see Central Scotland embrace ideas used in The High Line in New York and the Promenade Plantee in Paris, where obsolete structures have been given a new purpose through the retrofitting of green infrastructure.

The Central Scotland Green Network (CSGN) is focused on transforming the central belt into a place where the environment adds value to the economy and where people’s lives are enriched by its quality.

Tom Armour, Director at Arup, is one of the main authors of ‘Cities Alive’ which is rethinking green infrastructure

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and sets out a vision where the power of nature can be used to address issues of rapidly urbanising populations and deteriorating climate, as well as reducing transport and energy costs.

He explained the importance of this approach for Scotland: “Global research has shown the wide social, economic and environmental benefits of green infrastructure and it should be an essential partner in the planning and design of cities and urban environments. Given the importance of green infrastructure for people’s health and wellbeing, it should have the same status as other services like waste, energy and transport and be planned, designed and managed as these resources are for people.”

The positive impact of Arup’s work can already be seen in the Queen Elizabeth Olympic Park in London.

The park has created a healthy

environment encouraging walking, play, cycling and running whilst linking to the wider networks along the Lea Valley Regional Park and providing integrated flood protection, biodiversity and planting to clean the area.

Keith Geddes, Chair of CSGN, is keen for Central Scotland to benefit from this innovative approach. He said: “This is an excellent opportunity for Central Scotland to learn from the expertise of Arup and from their knowledge and experience of worldwide green infrastructure solutions.

“At CSGN we are focused on implementing schemes of all scales from larger initiatives through to small projects that add up to a greater whole.

Every street tree, living wall or living roof will all help bring nature back into our towns and cities. It would be fantastic if town centre managers and Business Improvement Districts in Scotland could adopt some of Arup’s ideas.”

WSP | Parsons Brinckerhoff celebrate feat of engineering as new South Glasgow University Hospital officially opens WSP | Parsons Brinckerhoff held a key role on the £843M South Glasgow University Hospital which officially opened on Friday, 3rd July.

The global consultancy has been involved in the project since being appointed by main contractor Brookfield Multiplex in 2009.

The project, managed and technically led from Glasgow, involved the provision of civil & structural engineering, fire engineering, sustainability and geo-environmental services, with a workforce of 100 working across 13 different locations to deliver the world-class facility on time and on budget.

WSP | Parsons Brinckerhoff Director Pete Dunbar said: “This is a momentous milestone on our incredible journey to delivering the structural and civil design of the largest ever building in Scotland and one of the largest reinforced concrete frames ever built in Europe.

“Ambitious environmental targets were set and we implemented innovative solutions to rise to the challenge. The design of the building has been optimised to ensure its fabric is of a high standard and lowenergy building services are used.

“We are immensely proud to have played a part in the creation of such an iconic structure and help deliver one of the most advanced adult acute hospitals in the UK for the benefit of people across Scotland.”

Ian McKee appointed Chairman of RICS Scotland RICS Scotland has announced the appointment of Ian McKee (FRICS FCABE) as its 2015-2016 Chairman.

McKee, Managing Director of GLM, a leading Edinburgh-based building surveying and architectural practice, will play an instrumental role in helping RICS to lead the way in driving professional standards and inspiring new surveying talent across Scotland.

As one of the founders of multi awardwinning GLM, Ian is a highly experienced Chartered Building Surveyor and has led numerous high profile and widely acclaimed projects including the recent transformation of John O’Groats into a luxury holiday destination.

Commenting on his appointment, McKee said: “RICS Scotland plays a vital role in ensuring the highest professional standards and I look forward to working with members to continue to drive the profession forward.

“My key focus for 2015 will be raising the profile of RICS, encouraging greater member engagement and supporting SME’s within the surveying profession.

“Steven Tolston did some fantastic work as last year’s Chairman and it is an honour to be able to both continue and build on this.”

Sarah Speirs, Director of RICS in Scotland, commented: “I would like to thank Steven for his work as Chairman and we are delighted to welcome Ian McKee into position. Previously Senior Vice Chairman, McKee is an active member of RICS Scotland and has made a substantial contribution to the organisation over the past 20 years.

“As the market continues to show positive signs of recovery extra support for small businesses and ensuring a steady stream of high quality, qualified individuals emerging from education and commitment to international standards is imperative to maintaining success across the industry.”

Keepmoat announced to carry out multi-million refurbishment of Seaton tower blocks Keepmoat has been appointed by Aberdeen City Council to extensively refurbish seven multi-storey tower blocks in the Seaton area of the city.

The ‘Seaton 7’ project, worth £17.5M, will see both the aesthetics and energy efficiency of the buildings greatly improved.

Keepmoat is expected to start the twoyear regeneration work on site in summer 2015. Works will include the installation of an insulated ‘rainscreen’ overcladding system for each of the seven blocks and new energy efficient windows for each home, as well as structural repairs and upgrades to the entrance, foyer area and ventilations systems of each building.

Aberdeen City Council’s Convener of Communities, Housing and Infrastructure Committee Councillor Neil Cooney said: “We have already renovated four blocks in the Seaton area and this will be another seven which have been identified through our asset management plan as requiring renovation work. The work will include overcladding, new windows and energy efficiency measures.

“The benefits of this are that as well as making the homes fully wind and water tight for the future the tenants or residents will benefit from reduced fuel bills through being connected to the city’s award winning Combined Heat and

Power system (CHP) which generates an average of 50% saving on bills and 90% saving on carbon emissions.

“This project, in conjunction with others throughout the city will go a long way to helping the Council to meet its targets on providing safe and secure homes for its citizens, the highest standard of energy efficiency and warmth, alleviating fuel poverty and reducing carbon emissions.”

Eamonn McGarvey, Regional Managing Director for Keepmoat in Scotland said: “We are delighted to be working with Aberdeen City Council on the ‘Seaton 7’ project.

This is a significant win for Keepmoat, which shows the strength of our offering in regeneration in Scotland. Over the next couple of years delivery of this project will see the energy efficiency of the buildings greatly improved, which will significantly benefit residents by providing warmer homes and allowing them to reduce utility bills while enhancing the Aberdeen skyline.”

It is hoped that the local economy will benefit from employment and economic benefits with over 80 operatives being employed on the scheme over the two year project duration.

The extensive regeneration project will also provide added protection from the weather in the exposed location of the works and reduce future maintenance costs.

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BS NEWS

Sweett Group appointed on Robert Gordon University’s Framework Sweett Group, the global provider of professional services for the construction and management of building and infrastructure projects, has been appointed on Robert Gordon University’s four year capital projects framework to provide quantity surveying services.

The approximate contract will vary in value, £20,000- £1M, depending on the size and complexity, with the majority of the works planned to take place during the summer vacation period causing minimal disruption to students and staff.

Robert Gordon University’s single campus in Aberdeen is at Garthdee and it also operates an Administration Building in Aberdeen City Centre, at Schoolhill. The University, with its state-

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of-the-art facilities, is recognised for being a dynamic and modern place to study with an international reputation for providing high quality education.

Sweett Group is currently appointed by the University to formulate a cost effective and energy efficient development comprising a range of retained existing buildings and a number of new facilities across their Garthdee campus.

Senior Director of Sweett Group, William Allan said: “We are delighted to have ranked first on the University’s framework. We very much look forward to continuing our relationship with the University and to successfully delivering their pipeline of projects.”

Bill Somerville, Director of Estates & Property Services at Robert Gordon University, commented: “We are looking forward to welcoming Sweett Group onto our Quantity Surveying Framework and continuing the relationship we have developed throughout the Garthdee Campus Masterplan Framework. The University’s estate and buildings are invaluable assets for our staff, students and the wider community; therefore it is important that we maintain our building project works to the highest quality and as cost effectively as possible.”

Stratheden construction underway A milestone in the construction of the new £4.4M Intensive Psychiatric Care Unit (IPCU) at Stratheden Hospital in Cupar was reached when First Minister Nicola Sturgeon joined NHS Fife Chief Executive Paul Hawkins in a sod-cutting ceremony.

The First Minister said: “This unit is the latest in a series of improvements to modernise the hospital which cares for people from across Fife.

“The Scottish Government is investing over £2Bn in Scotland’s health infrastructure over the spending review period, with this development being one of many that demonstrate the Scottish Government’s commitment to continually improving health services.”

Construction of the new IPCU facility, which will consist of an eight-bed unit, is the latest phase of works to modernise large areas of the Stratheden Hospital, which cares for patients with mental illness from across Fife.

The new building will include a communal lounge and rooms for rehabilitative and therapeutic activities. Patients will each have their own single en-suite bedrooms, offering more privacy, whilst there will also be access to an outdoor courtyard and private meeting rooms for visits from families or visitors.

Ms Sturgeon said: “Mental health services are an absolute priority of this Government and we have been investing heavily for a number of years in mental health provision.

“We have also recently announced our £100M Mental Health Innovation fund, which is targeting additional investment over the next five years. This new funding will make a real difference to some of the most vulnerable people in our society.”

Paul Hawkins, NHS Fife Chief Executive, said: “We are pleased that the First Minister Nicola Sturgeon is able to join us today to mark this significant stage of the project to replace the Intensive Psychiatric Care Unit at Stratheden Hospital.

“Improving mental health facilities is one of NHS Fife’s key priorities and a great deal of work has been undertaken over recent years to modernise much of the Stratheden Hospital site, with the construction of new facilities like Elmview and Muirview and the significant refurbishment necessary to create the Radernie Low-Secure Unit.

“We are determined that our patients receive the highest quality care in modern, safe, secure and therapeutic environments and construction of the new unit is crucial to achieving that aim.”

Commercial property industry contributes £6Bn to Scotland’s economy and 60,000 jobs Scotland’s commercial property industry created 60,872 jobs and contributed just under £6Bn to Scotland’s economy in 2013, 5.3% of its total gross value added economic output and greater than Scotland’s tourism and food and drink sectors, according to a new report commissioned by the Scottish Property Federation.

The report is the first to take an in-depth look at Scotland’s commercial property industry in eight years, highlighting how the sector is central to the competitiveness of the Scottish economy.

It shows that in line with Scotland’s economic recovery following the events of 2007/8, the overall capital value of commercial property stock in Scotland has been growing, rising to £46Bn in 2013, although it has not yet reached the 2005 high of £51Bn. It also highlights how the commercial property industry has an important part to play in attracting inward investment.

Overseas investors accounted for 70% of the top ten commercial property transactions in 2013, worth £1.77Bn. Following significant deals such as the record-breaking sale of the Scottish Widows’ Edinburgh Headquarters to a Far Eastern investor last year, this total is expected to be even higher in 2014.

The report warns, however, that to continue to attract inward investment, Scotland will need to address the growing shortfall of modern office and industrial stock. Whereas the value of retail investment stock is £13Bn, much higher than anywhere in the UK and reflective of Glasgow and Edinburgh’s place as important retail sectors, it identifies just £4Bn investment office stock in Scotland.

It outlines how Scotland must provide modern office and industrial stock not only because existing space is important in terms of attracting inward investment, but also because businesses need up-todate space if they are to thrive and grow.

It recommends that 2.88M sq ft office space and 6.1M sq ft industrial space will need to be replaced or refurbished just to ensure no stock is older than 30 years.

It calculates that developing new space over and above the replacement rates could lead to one job being created per 130sq ft office development or 505sq ft industrial space, and that the current shortfall equates to around 6,500 jobs in the office sector and 11,500 in the industrial sector.

David Melhuish, Director of the Scottish Property Federation, commented: “Scotland’s commercial property industry is not only a major asset for Scotland, contributing some £6Bn a year to the economy, but it also attracts inward investment. It also provides the spaces that our businesses need, as well as contributing to Scotland’s social infrastructure in the form of shops and leisure facilities and investment assets for life and pension funds.

“It is clear that attracting inward investment and funding is going to be an important part of Scotland’s economic landscape over the coming years, and although the commercial property market has already attracted significant overseas interest, we need to ensure that we have a competitive business environment to retain and build this investment. Keeping up with the new demands of modern business premises will also be vital to ensuring we continue to provide the accommodation business needs to grow and thrive.”

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BS NEWS

50 new affordable homes completed for Clyde Valley Housing Association 50 new affordable homes have been completed for social housing provider Clyde Valley Housing Association (CVHA) at developments in Sixth Street, Uddingston and Patchy Park, Larkhall.

Glasgow based construction and manufacturing specialist CCG (Scotland) Ltd completed both developments utilising the latest offsite construction methods to build high quality and environmentally efficient accommodation in the quickest time possible.

Calum Murray, Director of CCG (Scotland) said: “CCG is delighted to continue our established partnership with Clyde Valley Housing Association. Using our state-of-the-art offsite manufacturing

facility we were able to build the homes quickly, with minimal waste and to a factory quality standard supporting the sustainability objectives of our client.”

CCG is one of Scotland’s largest privately owned construction companies employing 600 staff and is committed to developing the sectors skills with apprentices representing ten per cent of the company’s 600 strong workforce.

The development at Sixth Street, Uddingston created 20 new residential properties including 14 terraced houses and one block of six flats. The second development at Patchy Park, Larkhall created 30 new residential properties including ‘cottage flats’.

CVHA Chair, Campbell Boyd, said: “Clyde Valley Housing Association’s continuing aim as a social housing provider is to provide much-needed, affordable homes to the local community.

“Through our partnership with CCG we are able to deliver this successfully and cost-effectively. Our tenants are assured of quality, energy efficient properties providing comfortable living. The Association benefits by increasing its housing stock with sustainable properties that are built to the latest standards and regulations. It is a win/win arrangement for all parties.”

Both projects are now occupied with CVHA tenants.

New Waverley reaches significant development milestone Edinburgh’s New Waverley development, in the heart of the city’s Old Town, has reached a significant milestone with the ‘Topping Out’ of its first building phase.

Construction of two Whitbread Premier Inn hotels, with a building area of 92,000sq ft, has now reached its highest point at some 20m above street level.

Work on the hotels - a 127 room Premier inn and a 121-room Hub by Premier Inn - began in November 2014, with a completion date set for early-2016.

Artisan Real Estate Investors, the developer behind New Waverley, marked the occasion by hosting a unique celebration underneath the adjacent Jeffrey Street arches, which were opened for public use for the first time in 140 years. The high-vaulted Victorian arches, previously used as a storage area, are being transformed by Artisan into a brand new retail and leisure quarter for the city.

Welcoming the development milestone, Lukas Nakos, Artisan’s Managing Director said: “The topping out of the Whitbread hotels marks a significant achievement for New Waverley. Construction has been progressed on schedule during a

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difficult winter period, with minimum disruption to one of the most sensitive city centre locations anywhere in the UK. “The building stands as a proud cornerstone for our progress on site, which is moving forward on all fronts. We are now witnessing New Waverley’s true scope and potential being delivered before us - a broad sweep of an historic part of the city linking together the two iconic destinations of Waverley Station and the Royal Mile.”

Cllr Frank Ross, Convener of the City of Edinburgh Council’s Economy Committee, added: “It is extremely encouraging to see this progress at one of the biggest ‘Edinburgh 12’ development sites. New Waverley will create jobs, apprenticeships, boost the economy and enhance a sense of community in a neglected gap site- breathing new life into the area. I look forward to the opening of these hotels, which as well as providing new jobs, will attract many new visitors, spending their money in the local area.”

Work at New Waverley is also currently progressing on a 146-apartment Adagio Aparthotel, facing directly onto the Royal Mile behind a retained facade of the C-listed

Sailors Ark building, due for completion in autumn 2016. This includes the start of works for a new £6.5M public square linked to the Aparthotel, creating a vibrant central hub for New Waverley surrounded by 160,000sq ft of high-quality grade A office space and 28 new retail businesses - including shops, restaurants and cafes.

Edinburgh-based construction consultancy Gleeds provided cost and project management support for the project. Alan Dickson, Gleeds Director for Scotland said: “This is a significant milestone for New Waverley, and all team members - from designers to contractors - have worked seamlessly together. As a result, the project is progressing at a good pace with fit out of both hotels beginning at the end of summer before completion in February 2016.”

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BS NEWS

Royal honour for Scotland’s newest hospital facilities as Her Majesty The Queen performs official opening ceremony Her Majesty The Queen has officially opened the new south Glasgow hospitals and Teaching and Learning Centre at a special ceremony attended by 300 guests.

Following the official opening ceremony the three centres of excellence will be named: ••The Queen Elizabeth University Hospital Glasgow ••The Royal Hospital for Children Glasgow ••The Queen Elizabeth Teaching and Learning Centre - Stratified Medicine Scotland Accompanied by His Royal Highness The Duke of Edinburgh, Her Majesty toured The Royal Hospital for Children and The Queen Elizabeth University Hospital and met with patients and staff.

A ceremony followed when Her Majesty unveiled commemorative plaques for the three new facilities revealing their new names before being presented with a posy of flowers by Amy Carmichael (10), a patient at The Royal Hospital for Children, Glasgow.

Andrew Robertson, NHS Greater Glasgow and Clyde Chairman, said: “It is a great honour to our staff and to the patients we serve that Her Majesty and His Royal Highness visited these magnificent new facilities today and

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granted us the honour of Royal names for these centres of excellence.

“In delivering this project we bring to fulfilment the clinical strategy for hospital services in Greater Glasgow that was agreed in 2002. Throughout this journey, successive Scottish Governments have been wholly supportive - most recently in providing £842M of public funding for the full cost of these two state-of-the-art hospitals.

“The completion of this project by our main construction partner, Brookfield Multiplex, under budget and ahead of schedule also gave us the opportunity to contribute to other projects on this campus. Most notable is our partnership with the University of Glasgow. Together we have created The Queen Elizabeth Teaching and Learning Centre and related research facilities to realise our shared vision of world class facilities to train the clinicians of tomorrow and develop medicines and technologies to transform patient treatment and disease prevention.”

Nicola Sturgeon, First Minister of Scotland

said: “The new hospitals are some of the most modern and best designed healthcare facilities in the world and I am delighted to mark the official opening today.

“This £842M development was Scotland’s biggest ever hospital building project, part of over £2Bn of Government investment in Scotland’s health infrastructure and will transform healthcare for patients and provide world class training for staff.”

Shona Robison, Cabinet Secretary for Health and Wellbeing, said: “It is fantastic to mark the official opening of the Queen Elizabeth University Hospital and the Royal Hospital for Children. The world-leading technology at these state-of-the-art hospitals will help free up staff time and improve the patient’s experience of hospital.

“Now that staff and patients are settling in to the new hospitals it is clear that these fantastic facilities are already beginning to transform patient care.”

SELECT meet Scottish Government Minister Marco Biagi The Approved Certifier of Construction scheme, which aims both to raise construction standards and simplifies the approval of many construction projects, is in danger of failing if more effort is not put into its use and promotion.

This was the message a SELECT delegation gave Scottish Government Minister for Local Government and Community Empowerment, Marco Biagi, at a recent meeting at SELECT’s Midlothian Headquarters.

The Minister, who is responsible for Building Standards in Scotland, said that whilst the government was not in a position to make use of the scheme mandatory, he would do as much as possible to ensure its growth.

He made reference also to the planned introduction of e-Building standards and the review of warrant fees both of which were looking at promoting the increased use of members of the Approved Certifier of Construction schemes.

SELECT, Scotland’s trade association for the electro-technical industry, was represented by its Immediate Past President, John Noble and Keith Groom, Past Chairman of the Edinburgh & South East Scotland Branch.

John and Keith were both winners of the 2014 SELECT Award for Best Promotion of the Certification scheme.

Newell McGuiness, Managing Director of SELECT, said: “The meeting was an excellent opportunity for us to express our concerns by calling for action on the issue and we are satisfied that our message was heard clearly.”

SELECT member companies account for 90% of all electrical installation work carried out in Scotland, have a collective turnover of £1Bn and provide skilled employment for 15,000 people.

Community backed property proposals submitted to North Lanarkshire Council Plans for new homes strongly supported by the local community and local businesses, will be put to the decision makers to determine whether it gets the green light.

Hamilton based Banks Property first submitted the overall development proposal for its 1,040 home Glenboig Village project to North Lanarkshire Council in August 2014 and have high hopes for a positive outcome for their planning application, which has been shaped around community and official feedback.

Banks has worked closely with community groups in the area for many years, in-line with its development with care approach, resulting in 119 letters of support for the project, compared to just two letters of objection.

Full details of the social, economic and environmental benefits that the project will bring have been provided by Banks Property, as well as detail on the work required to deliver the new development taking place, something that has been applauded by the community and from business leaders in the region.

Jim Agnew, Owner of Lochview Nursery in Gartcosh, said: “If the green light is given, we will be looking to grow our business rather than just consolidate.

This would result in a significant increase in job opportunities with us, which will presumably be mirrored in other businesses in the area.

“Local businesses have really got behind the development and there is now a real consensus as they too will be able to plan for growth, which is vital to the future of the area.”

As well as the new homes, locals will also benefit from improved transport networks, with the introduction of a new link road connecting Glenboig directly to Gartcosh Business Park, the local train station and

the M73, creating new capacity, freeing up the key junctions and making it quicker and easier for residents to get around.

The development could, if approved, provide a huge economic boost for North Lanarkshire, representing a £200M investment, whilst facilitating an estimated 700 jobs - with firms in the local area encouraged to join the supply chain.

Colin Anderson, Director at Banks Property, said: “We firmly believe in working with the communities that host our developments to help shape our proposals. This ensures they are designed to offer the best possible benefits to the local economy, as well as being sympathetic to the existing environment.

“It is great to hear the feedback from local businesses such as Lochview Nursery, who will be looking to expand should the development get the go ahead.

“This development can begin to transform an area which has seen little investment in recent years. We will use local contractors wherever possible to maximise the boost to the local economy, while the link road will improve accessibility and is sure to attract further investment into Glenboig and the surrounding area.

“With our own headquarters in Hamilton and several projects in the area, this is very much our own back yard. We are passionate about making a difference and hope that our plans are approved so we can make this a reality.”

The 1,040 homes earmarked for Glenboig are part of a Community Growth Area aiming to deliver 3,000 new homes allocated in the North Lanarkshire Local Plan. It is estimated the Community Growth Area development will support approximately 2,500 constructions jobs and provide a boost of around £1Bn to the economy.

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BAFE – QUALITY FOR THE FIRE PROTECTION INDUSTRY The major fire at Rosepark Care Home in 2004 highlighted the need for competent and adequate fire risk assessments, together with fire protection facilities to meet the needs identified in the assessment. Other major fire tragedies across the UK have also highlighted the responsibilities of property managers to demonstrate that they have met all of their obligations for the protection of service users, customers, staff and premises. Everyone responsible for fire protection has a responsibility to ensure that all steps are taken to ensure the ongoing quality of their facilities. The key factor is that property managers (the Duty Holder) have the reassurance that they can obtain professional advice that is regularly updated. Legislative changes introduced in 2005 mean that it is the responsibility of the owner of a property to carry out a fire risk assessment and BAFE can help them to find the competent providers, especially with their scheme for the certification of fire risk assessment companies.

So what is BAFE? BAFE is the UK-wide, independent, third party certification, registration body for the fire protection industry. For more than 25 years we have been developing schemes for UKAS accredited certification bodies to assess and approve fire protection companies to recognised standards. Our aim is to support architects, specifiers and property owners to ensure that they get quality fire protection. Using a BAFE registered company goes a long way to meeting the obligations placed on business managers under the Fire (Scotland) Act 2005, as well as the Regulatory Reform (Fire Safety) Order 2005 in England and Wales and the Fire and Rescue Services (Northern Ireland) Order 2006 .There are now well over 1200 registered companies in the BAFE schemes, which has more than doubled in the last 5 years.

We ensure that the investment made by quality companies to gain third party certification and BAFE registration is fully recognised by specifiers and end users and that appropriate disciplines are in place to ensure that the use of the BAFE logo and the quality of work is properly controlled. For all those responsible for specifying Fire protection, BAFE adopted Third Party Certification schemes provide the vital reassurance that the services being specified or bought are effective, reliable and competently designed, installed and maintained.

The Scottish Government website gives specific sector guidance on fire protection requirements and the DCLG says: "We support third party certification schemes as an effective means of assuring the quality, reliability and safety of products and services, and recognise the valuable role BAFE

plays in bringing to the marketplace recognised registration schemes for these products and services".

BAFE has recently introduced the scheme for Companies who carry out Life Safety Fire Risk Assessment (SP205) which is UKAS accredited and there are three Third Party Certification Bodies that deliver the scheme. This scheme provides much needed assurance for end users about the quality of their Fire Risk assessments to meet their obligations by specifying the requirements for assessors and the company quality procedures. The scheme has been designed for the certification of both larger fire risk assessment organisations and also small/one man businesses, who make up a large proportion of the professional fire risk assessors.

If you are specifying the supply and maintenance of portable extinguishers, look for Companies accredited to BAFE Schemes SP101/ST104. Companies are certificated to ISO9001 and all technicians are assessed by the experienced BAFE team and meet the training requirements laid out in BS5306.

For fire alarm systems Companies should hold BAFE modular SP203-1 scheme approval. This scheme continues to grow and now has over 800 registered companies in all parts of the United Kingdom. It has recently been upgraded to ensure that equipment used in a system complies with recognised third party certificated standards. This scheme is now the key measure of competence for all sizes of quality fire installations.

The BAFE Emergency Lighting scheme (SP203-4) is also modular and sets out staff competence criteria to be met. It is the first scheme to ensure that Emergency Lighting systems can be well designed, installed, commissioned and, importantly, maintained in line with current British Standards.

BAFE schemes are proactively monitored to ensure that they remain up to date and relevant. We actively pursue companies who fail to meet the requirements of their registration or who falsely claim to be BAFE registered.

So, to ensure that the fire protection that you specify is going to be fit for purpose you should look for a third party certificated provider in the relevant BAFE scheme. www.bafe.org.uk

Don’t gamble with FIRE

INFO@BAFE.ORG.UK

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The Housing Standards Review – what does it all mean?

By Steve Evans - NHBC Senior Area Technical Manager On 26th March, just minutes before the dissolution of parliament, the then coalition government announced a new approach to the setting of technical housing standards in England, with the final results of the Housing Standards Review. This was accompanied by a significant rationalisation of the large number of codes, standards, rules, regulations and guidance applied by local planning authorities (LPA). This has resulted in the publication of a new set of streamlined national technical standards, incorporated as far as possible within the Building Regulations.

The new standards are – optional building regulations for access and water efficiency, new nationally described space standard (planning standard) and new mandatory security standard added to building regs (Part Q).

The aim was to reduce the cost and complexity of the house-building process and to make it easier to build more new homes, whilst also improving quality and continuing to protect requirements for disabled people, the elderly and the environment.

What’s changed?

The most significant change is the introduction of “optional” Building Regulations that local authorities can apply to new housing as planning conditions. The optional requirements can only be applied where there is a local plan policy based on evidenced local need, and where the viability of development is not compromised.

The first of these relates to new optional access requirements for dwellings which are included within a revised Part M. Approved Document M has been divided into two volumes. Volume 1 gives guidance on dwellings and Volume 2 gives guidance on buildings other than dwellings.

There are some changes to the requirements for dwellings (Volume 1): ••Requirement M4(1) (visitable dwellings) is the same as the previous requirement M1 as will still applies to all new dwellings as the minimum standard.

••Requirement M4(2) (accessible and adaptable dwellings) outlines new optional building regulations for accessible and adaptable mainstream housing to meet the needs of a wider range of older and disabled people (similar to Lifetime Homes).

••Requirement M4(3) (wheelchair user dwellings) outlines new optional building regulations for wheelchair housing (similar to wheelchair housing standards).

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M4(2) or M4(3) can only be imposed as a planning condition by the LPA in the grant of planning permission where there is an appropriate policy in the local plan.

There is also a new optional water efficiency requirement for dwellings, giving the LPA the ability to impose a limit of 110 (as opposed to 125) litres per person per day for the consumption of wholesome water in areas of water shortage. The revised Approved Document G also includes a new fittings based methodology for calculating water consumption which can be used as an alternative to the water calculator.

The nationally described space standard will replace the existing different space standards used by LPA’s. It deals with issues such as minimum room sizes, gross internal floor areas and minimum ceiling heights. It has not been incorporated into the Building Regulations and remains solely within the planning system as a new form of technical planning standard that local authorities can choose to use to influence the size of new homes in their local area.

The review also clarified statutory building regulation guidance on solid waste storage (Part H6) to ensure it is properly considered in new housing development.

The review has also introduced a new mandatory security requirement for dwellings (Part Q) to protect families from burglary. Part Q is supported by new Approved Document Q, which states that all doors and windows must meet PAS 24 Standard.

open for local planning authorities to ask for the assistance of building control bodies in doing so if they choose.

Application As previously mentioned, the optional regulations and space standard can only be applied where there is a local plan policy based on evidenced local need and where the viability of development is not compromised. This includes any policy requiring any level of the Code for Sustainable Homes to be achieved by new development; the government has now withdrawn the code (aside from the management of legacy cases).

Changes to the building control system in respect of optional requirements Optional requirements will be imposed as a condition of the planning permission for the dwelling concerned. The duty to tell a building control body that an optional requirement has been imposed falls on the person carrying out the work.

Where the nationally described space standard has been imposed, checking for compliance and any enforcement action remain the responsibility of the local planning authority, though it is

Steve Evans

Transitional arrangements Part Q comes into effect on 1st October 2015 and applies to all building notices, full plans deposits and initial notices given on or after that date for new dwellings.

It does not apply to building notices, full plans deposits or initial notices given before 1st October 2015 so long as the work to which the notices or full plans relate commences before 1st October 2016.

The new optional regulations in Part M and Part G come into force on 1st October 2015 and apply only to building notices, deposit of full plans or initial notices given on or after that date. Any planning condition on security, access or water efficiency imposed where the building regulations application is given before 1st October, will be only a planning condition and not a building regulations requirement and will not be enforced by building control bodies.

The government has published new Approved Documents as well as a range of other guidance documents advising builders, LPA’s and building control bodies how the new system will work.

The guidance also includes information on how LPA’s should treat existing local Plan policies and legacy developments.

Full details of these can be found on www.gov.uk

COMMENT BS

Improve your quotes to win more work There’s nothing more irritating than seeing a job within your grasp and then losing it after expending lots of effort in pricing and writing a quote. In this article Benjamin Dyer of Powered Now provides tips on how builders can put quotes to householders that will win more profitable business.

Like everything in business, there aren’t easy one-fits-all solutions to winning bids.

One of the complexities is that before a quote is submitted, your prospect will already have formed an opinion of how professional you are and to what degree they trust you. These will be crucial factors in determining whether your quotation is accepted so they need to have received plenty of attention.

Expectations on pricing are also important, as an unexpectedly high price is a sure fire way to lose business.

It’s therefore important that you are flexible and responsive during the initial stages, demonstrate your expertise and set price expectations. This will go a long way towards winning the job before the quote is written.

Cowboy builders

One of the banes of our lives in this business are cowboy builders. That’s why, assuming you get the chance, you should warn customers and make a major effort to demonstrate that you’re not amongst them.

Quote contents A typical quote should include at least the following information: ••A detailed description. “Extension for £15,500” is not very convincing.

••Despite this, don’t provide a blow-byblow price breakdown. Such breakdowns can lead to the hassle of customers

ordering their own materials (which are the wrong spec and turn up late) or showing the quote to competitors which can help them immensely.

••Explain that anything not explicitly included is excluded. This helps to avoid assumptions.

••Make it clear whether this is a fixed price (quote) or a best guess (estimate).

••Tell the customer what they told you.

This demonstrates that you have listened and helps to create a feel good factor that can remind them of why they wanted the job in the first place.

••Provide as much information as possible that will give you credibility, such as customer testimonials, membership of trade associations, qualifications, guarantees and references to similar jobs that you have done before.

••Provide your terms of business, such as up-front money for materials or maybe pre-payment of 50%. Always say that the price will change if things that you couldn’t reasonably have foreseen come to light, or the client changes or adds to what they want.

It is essential to respond fast to requests for quotes. James Chandler of Chandler Building explains, “We turn up on a job to quote, price it up on the phone and email it to the customer while we are on site, all using the Powered Now app (Declaration: this app is from my company). We’ve noticed that getting the paperwork out to the customer quickly normally means we win the job.”

with unprofitable work or losing to others because your price is too high.

The result is you only get to do lossmaking jobs, which is not good news.

These tips can help with pricing: ••After you have finished, compare all of your estimates with what the job actually cost so you can do better next time.

••Your aim shouldn’t be to be the lowest cost, instead you need to work at helping the customer to see that you are the best. The majority of prospects don’t buy the cheapest clothes or just shop for their holiday on price, so why should they adopt this approach for building work?

Don’t let sleeping dogs lie

Even after the quote has been done, you can’t leave it. Matthew Stevenson of The Landscape Company has this advice: “I always follow up with a text message to make sure they have received the emailed quote, and ask them to get back with any questions.”

A good discipline is to make a note in your smartphone calendar (assuming you don’t have a system that does this like my company’s app) to arrange a follow up on your quote.

Of course you won’t always win the job. The best approach then is to lose gracefully and thank the prospect for considering you. Opportunities often come around again, and you will be first in line if the winner falters.

Producing quotations is hard work, so the best of luck in your endeavours.

Pricing

Estimating is a key business skill. Get your pricing wrong and you end up

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BS COMMENT

Construction Industry offers to pay for new Government Official Construction consultants and the wider UK construction industry have offered to pay the wages of a new chief construction adviser following the Government’s revelation that they would be axing the position in November this year. The Government announced that they do not intend to fill the position when the tenure of current chief construction adviser, Peter Hansford, ends.

Many leading figures in the construction industry have voiced their dismay at this decision, and the plans to dramatically restructure the Construction Leadership Council, with some individuals offering to fund a new adviser.

Sean Tompkins, Chief Executive of the RICS, said: “The united industry worked hard to establish a single point of contact through the chief construction adviser and has ensured Peter Hansford

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that two good people have filled the post effectively over the past six years.

“The role is still required and – if this is an issue of cost – the leading members of CIC would be willing to make the necessary contribution to keep this important post which combines both expert adviser to ministers and the highest representative of industry.”

The number of Construction Leadership Council members has been slashed from 30 to 12, with six of the posts filled by contractor executives. Although the remaining six places are yet to be filled – there has been widespread outcry that no construction contractors or suppliers have yet been instilled on the council.

The chief construction adviser role was only created in 2009 – designed to provide cross-departmental coordination and leadership on policies for the UK

construction industry. Peter Hansford is only the second person to fill this role, following Paul Morrell who served from the creation of the role until 2012.

Former members of the Construction Leadership Council have voiced their disappointment about the changes implemented by the Government. Exchairman, Tony Burton, explained: “It is a pity that this announcement comes without meaningful consultation with industry about the proposals.

“This is especially so given the industry’s unanimous support for the continuation of the chief construction adviser’s role and it is a pity that this united voice has been ignored.”

Other members of the construction industry have pointed out that a chief construction adviser is more important than ever due to the chronic skills shortage in the UK. Paul Manchester, Director of Manchester Safety Services, added: “It is important that we have a cohesive and wellrepresented relationship with the Government so we can efficiently agree upon new policies which benefit all parties.

With no chief construction adviser to effectively represent the industry at this crucial time – construction advances and required policy changes could slow.”

It is unclear then the final six posts of the Construction Leadership Council will be filled.

Updated regulations, an increase in construction workers and an ageing population have all contributed to the rising demands on companies to employ stricter health and safety policies across the UK’s construction sites. Rebecca Fennell, Marketing Manager at the world’s leading safety and queue barrier specialist Tensator Group discusses this changing landscape and identifies what is being done to accommodate this growing need.

Health and safety is a prime concern for workers across the building and construction industry, particularly for those working on-site, and often in hazardous conditions.

Last year there were 1,900 injuries to construction workers alone, with 42 of these being fatal. Despite these figures being the lowest in recent years, the Construction Design and Management (CDM) regulations have recognised the need for further improvement and a greater emphasis on improving health and safety across the industry in the UK. Like across most industries, the construction sector has changed dramatically over time, resulting in changes to traditional practices such as flexi-time, meaning many people are now working earlier in the mornings and later into the evenings. These new changes, whilst offering more flexibility to employees, mean that more people are now not necessarily adhering to traditional nine to five, daylight hours. As a result of this, more staff are now working during periods of darkness and poor light where the risk of potential accidents increases considerably.

Furthermore, the average age of the workforce is forecast to rise in conjunction with the increasing age of retirement.

Regulatory bodies and employers will have to consider these ageing populations when instilling best practice safety procedures in the workplace.

With investment into the industry continuing to increase exponentially, the Government has forecasted approximately 500,000 new jobs by 2025 meaning the safety of workers in the UK will be of even more importance. These industry specific changes have resulted in leaders across the construction sector having to place a greater focus on health and safety provisions.

Fortunately, new interventions are being put into place, creating new equipment to accommodate these growing demands.

The most common of injuries suffered on construction sites include burns, head injuries, cuts and broken bones, all of which could be avoided by signposting potential areas of risk. However, traditional signage is often, meaning new innovative ways of

pinpointing areas of risk are often required.

This means that companies like ours are looking at new ways to convey traditional messages. Most recently, we have unveiled TensabrightTM, the world’s first hi-visibility retractable belt. This new product enhances our existing Tensabarrier® range, which can often be seen in retail stores, airports, and leisure facilities across the globe. This product has already began to be rolled out and will be available for use across the construction sector.

TensabrightTM is constructed out of prismatic retro-reflective tape, creating a highly visible fluorescent barrier, which can be easily seen during the day, at night and during poor weather conditions. It highlights potentially dangerous conditions on site, reducing the risk of an accident occurring.

The product was originally developed on the back of an enquiry from a customer in the Polish mining industry. However, on inspecting the finished product we realised how TensabrightTM could be installed across a wide variety of industries. The safety demands for workers across both the mining and construction industries are particularly similar and hence seemed a natural fit.

Statistically, the risk of being involved in an accident on a construction site increases by approximately 36% during times of bad light and darkness, primarily due to the reduced visibility of hazard areas and risks.

TensabrightTM is a valuable additional tool to draw attention to these areas of risks and consequently reduce the amount of injuries.

Recent figures have shown that growth across the construction sector is forecast to continue, with rising workforce numbers

COMMENT BS

How will health and safety demands affect the construction industry? being linked to an increase in investment by independent businesses. It is anticipated that by 2018, the construction industry will grow by 23%, contributing £12Bn to the UK economy every year. The safety of these workers is paramount to ensuring these skilled tradesmen are able to continue to provide the manpower they offer and ensure this growth can be facilitated.

However, there are fears that the predicted growth for the sector could be affected by a possible skills shortage across the population. The Government have recognised this and are now putting an increased emphasis on funding for apprenticeships to eradicate this growing concern. Schemes such as the Construction Apprenticeship Scheme (CAS) allow young people to learn the skills of the trade on site.

Although these apprenticeships will include health and safety training, it is reasonable to accept that it will take time for them to gain a full understanding of the potential risks in the workplace. As such, the need to be able to easily identify potential hazards is evident across all levels of the workforce, from the most inexperienced junior staff right up to senior supervisors and managers.

Health and safety is as important as ever and updates to regulations emphasise this. The construction industry is practical by nature and future development in terms of health and safety will be about practical solutions for real problems.

For more on TensabrightTM and Tensator Group’s full range of construction industry solutions, visit www.tensatorgroup.com.

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BS COMMENT

Construction site security: Keeping people out and equipment in Construction site security is a major concern for site managers in the UK. With highly valuable equipment stored outside, often in plain view and unattended overnight, construction sites are often targeted by criminals looking to turn an easy profit.

James Kelly, Chief Executive of the British Security Industry Association – the trade body representing the UK’s private security industry – discusses the importance of site security to reduce plant theft.

Plant theft is a huge burden to the UK’s construction industry; according to insurer Allianz Cornhill, the industry is losing approximately £800M every year when associated costs are taken into account. These costs include not only the cost of replacing stolen equipment, but also the cost of downtime, loss of business, damage to reputation and increased insurance premiums.

There are a number of factors which make plant machinery an attractive target for criminals, not least the high value of equipment on the second hand market.

The single-key operating system prevalent across many pieces of machinery makes them relatively easy to start up and drive away, without the need for disabling immobilisation systems or search for unique keys. Once stolen, plant machinery is not easily identifiable from a distance and

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therefore has a surprisingly low recovery rate when compared to other vehicles.

The ever-growing online marketplace for second-hand equipment coupled with the lack of checks and anonymity, enables criminals to move stolen equipment quickly and easily. In addition, plant theft is an increasingly international crime, with highly organised criminals often stealing to order and transporting stolen plant to international destinations within days.

Finally, plant machinery is often left in-situ for extended periods of time on poorly secured construction sites. These often extensive sites are difficult to secure due to their size, constantly changing environment and transient populations of contractors, suppliers and customers.

Protecting plant machinery from theft needs to start with site security to make equipment more difficult to steal, and by taking a holistic approach to security, stolen equipment can be made easier to trace if it is stolen.

Site security

Taking a holistic approach to site security will provide the best possible protection.

By starting at the perimeter and working inward, various security measures – both electronic and physical – can integrate successfully to provide an effective security solution for even the most complex of

security sites. This is commonly referred to as an ‘onion ring’ approach due to its layered defence system. The most valuable equipment and materials should be stored at the core to offer maximum protection.

Perimeter security is the first line of defence against trespassers and will usually comprise of a number of integrated security measures including fences, gates, barriers and doors. Where appropriate, flat sided perimeter hoardings should be installed because they are more difficult to climb and restrict viewing of the site interior. It is recommended that hoardings should be a minimum height of 2.4m and where possible placed along existing concrete surfaces.

Entrance points should be kept to a minimum and the use of full-height turnstiles is recommended to restrict visitors to the site on foot. The entrance can be manned or controlled using an electronic access control measure such as PIN entry, magnetic cards, proximity tokens, biometric devices or a combination of these. Where gates are in use, they should be secured by a good quality lock (eg. one conforming to BS 3621) protected by lock protection plates welded to the gate and the frame or by a padlock and padlock fittings conforming to grade 5 or 6 of BS EN 12320.

Complementing the physical elements of the perimeter should be a combination

of electronic security measures such as lighting and CCTV. Lighting can be a deterrent to site intruders and a positive aid for patrolling security staff. Lighting should be sturdy and resistant to adverse weather conditions, tampering and vandalism, and ideally directed inwards towards the centre of the site. Additional lighting should be considered to cover any possible entrance and exit points.

CCTV can be an extremely effective way to protect a site, acting as both a deterrent to potential criminal activity and a watchful eye over the site around the clock. For sites which require systems to be active 24 hours a day, the observation of surveillance can be outsourced to a remote monitoring centre where trained professionals can keep an eye on the footage and respond to any potential threats accordingly. This reduces the need for manned patrols around the clock and is a cost efficient alternative for construction sites with limited resources. The rapidly developing technology available within the CCTV market means that there is a huge variety of options available each with their own benefits for specific applications. Some of the solutions available today include the

use of motion sensors, thermal imagery, mobile CCTV towers and Automatic Number Plate Recognition (ANPR) to name a few.

Finally, valuable machinery and materials can be further secured with a forensic marking solution which can deter theft and increase the chances of recovery if stolen. Forensic marking involves the use of microdots and ‘DNA’ solutions which are invisible to the naked eye and are applied to the intricate areas of the machinery. By marking machinery in this way, criminals would have to entirely remove the marked components to be confident of disguising the machine’s true identity. Working in a similar way to our own DNA, property-marking solutions use unique codes to link an item directly to its owner. Just a small amount of ‘taggant’ or dye needs to be applied to machinery to prove ownership should a theft occur.

The CESAR scheme (Construction & Agricultural Equipment Security Registration Scheme) is the official security marking and registration scheme for all plant and agricultural equipment (www.cesarscheme. org). The scheme is supported by the Home Office and the National Police Chiefs Council (formerly ACPO) and has

proven to be a powerful deterrent to theft and a vital aid in the identification and recovery of stolen plant and equipment.

It is important to remember that countering plant theft does not lie with a ‘one size fits all’ security solution. Each construction site should think about the risks associated with that particular site and mitigate accordingly. BSIA members have a wealth of experience of securing plant and the construction sites or compounds they are stored on and can help provide appropriate security solutions or risk consultancy at all stages of the construction process.

To find out more about the security measures mentioned in this article, or to locate a reputable security supplier near you, visit the Association’s website at www.bsia.co.uk.

The BSIA has also published a guide to construction site security which can be downloaded from the following link: www.bsia.co.uk/publications/ publications-search-results/123construction-site-security-a-guide.aspx

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BS COMMENT

Telematics – how do they really affect your construction fleet?

How Construction fleets can save costs using telematics and tracking devices If you are looking to cut costs in your construction fleet, telematics, (including vehicle tracking systems) can provide you with a powerful tool to do so. Whilst simultaneously improving your funds, benefits can be reaped from aspects like improved productivity and reduced labour costs.

When it comes to running a fleet, the main areas that costs can be wasted are through inefficient equipment use and driver productivity- both of which can stem a plethora of costly issues.

This would be a different story if you were aware of the precise location and performance of all vehicles and assets in your fleet as you can target exactly where changes need to be made. Through using telematics you can optimise schedules and routing to reduce overtime and other inefficient behaviours which drive up labour costs. Not only will this allow your drivers to be aware of the most efficient course to take (henceforth saving time)

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but because they will be aware that you’re tracking their journey they will be less likely to idle or procrastinate. As a result of these jobs being completed faster, there will be more time to fit in additional tasks and duties throughout the day, bringing in more revenue and improving your business’s reputation.

Because employee’s will be performing better it will give you time to focus on other aspects of the business. Leading to faster response times and better customer service, in turn assisting with generating repeat business. Improved dispatching and routing will also let you take on more jobs without having to employ additional personnel or invest in more vehicles.

Unnecessary breakdowns of vehicles are another aspect where a vast amount of expenditure is drained, which, with the right equipment can easily be prevented.

For this, you could invest in a GPS tracking system with engine diagnostic capabilities- this can help avoid mishaps

before they happen, simultaneously saving you time and money. This system can provide you with advance warning of engine trouble allowing you to fix minor problems before they escalate as well as reminders for oil changes, tune ups and other preventative measures than ensure your vehicle is kept in the best condition.

Telematics systems, whilst providing real-time usages, are also handy to look back at reports which can compare driver and vehicle activity. Through keeping a regular eye on these reports, you can see long and short term driving patterns and equipment utilisation to identify any areas where productivity is reduced and work to improve these.

Yet another aspect where fleet tracking can improve your construction business is in the prevention of fraud. If a crash was to happen where the opposing driver claimed they had suffered whiplash, a telematics system can show how fast the car was travelling and where/when the brake was applied, thus able to prove if whiplash is plausible or even possible in such a situation. This can help to avoid hefty pay-outs and potential court appearances if a dispute cannot be resolved.

Telematics is ever becoming a more important tools for construction fleets and can save thousands of pounds on generated business and efficient time-keeping. Whether you decide to spend a lot or a little on a telematics system it’s certainly worth it.

COMMENT BS

The connected fleet is sparking a construction industry revolution

by George de Boer, International Alliance Manager, TomTom Telematics Companies across the construction industry supply chain have been buoyed by a steady recovery of late but, faced with rising input prices, they continue to seek new ways of boosting profit margins.

Telematics has long had an important role to play in delivering visibility into fleet vehicle and mobile worker activity, providing a wealth of key data from job completion and time on site to driver performance.

The advent of connectivity and the open telematics platform however has now opened up even greater opportunities to increase business flexibility, improve workflow and to keep a lid on costs.

Sector companies are benefitting from an increased number of automated, paperless processes as data from a range of sources – from mobile hardware to ERP and routing and scheduling software – is brought together on one platform. The operational efficiency bar is being lifted as intelligence is shared across different company departments.

Action stations: connectivity for construction unleashed The open telematics platform, a technological evolution made possible by application programming interfaces (APIs), has provided unhindered access for software developers to create integrated solutions that bring data together from different sources.

As a consequence, new ‘out of the box’ applications are being made available that

enable construction sector companies to add extra functionality to their core systems to become more efficient and better overcome the physical distance between mobile workers and the back office.

A telematics fleet management platform with open APIs, for example, can be integrated with office software, such as supply chain planning, asset management, routing and scheduling optimisation and ERP. The in-vehicle telematics device can be integrated with mobile hardware via wireless technology for use in the field, such as lone worker alert devices, printers or vehicle sensors. All the while mobile apps for tablet-style driver terminals can be created for use by mobile construction workers.

Such applications are being made immediately available to customers in the construction sector without the need for significant investment in IT consultancy and development projects.

Process efficiency delivered Construction sector companies are already enjoying more efficient workflow management, the digitised recording of crucial data and improved visibility and control over mobile workers.

Planning software, for example, is being supplemented with accurate telematics ETA details, drawing upon live traffic and historic journey time information, to improve the time-sensitive transportation of materials such as concrete.

Vehicle mixer drum sensors can relay live data, via the telematics platform, on the rotation direction of the drum – informing management when a concrete ready-mix is in transit and when it is being offloaded. This can help to prevent fraudulent activity and ensure quality control by offering additional transparency to crucial delivery times.

Connectivity for productivity To boost productivity and aid legal compliance, telematics software can also be integrated with on-board weighing systems to enable real time weight information from materials handling vehicles to be sent to back office software, alongside vehicle location and journey data.

Customer invoices can then be swiftly raised based on load weight as soon as materials have been collected, without vehicles having to attend weighing bridges.

Telematics location data can be integrated with man-down panic alarm devices to help protect the safety and wellbeing of employees operating in remote or high-risk environments. The devices, worn or carried by construction workers, can be connected to the to in-vehicle telematics box via wireless technology.

Daily tasks made more efficient Apps on tablet-style devices can also allow workers to complete a number of daily tasks. Vehicle checks, for example, can be conducting using the device, with the results instantly updated in the back office to ensure Duty of Care obligations are met and that maintenance schedules are kept up-to-date.

Daily workflow can then be loaded to the device with workers navigated to site destinations and on arrival, using the app’s signature capture functionality, in-built camera or NFC chip, they can submit proof of their materials delivery.

Job status can then be updated in the back-office system, along with daily mileage records and worker hours, negating the need for separate, time-consuming record-keeping.

With innovative new apps continuing to be developed, the open telematics platform is set to cement its place at the heart of a radical transformation of construction industry operations.

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BS COMMENT

Payment Notices and Successive Adjudications: Update

By Peter Sheridan, Partner, Sheridan Gold LLP As discussed in an earlier article, the sum due as an interim payment to a contractor is normally the sum that results from the employer’s payment notice and pay less notice, if any. But if the employer fails to issue either a valid payment notice or a valid pay less notice, the contractor is entitled to be paid the sum for which it applied. This situation arises as a matter of contract under the JCT Design and Build contract but also as a matter of statute (the Housing Grants, Construction and Regeneration Act 1996) under construction contracts generally.

If in addition to the position on notices, there is adjudication, the following issue may arise. A contractor succeeds in a first adjudication against an employer with the case that it is entitled to a sum for which it has applied for payment, in the absence of a valid payment notice and pay less notice from the employer. The result in the adjudication is thus decided simply on the procedural rules as to notices; the “true” valuation, in accordance with the contractual valuation rules, is not decided.

In ISG Construction Ltd v Seevic College (2014) and Galliford Try Building Ltd v Estura Ltd (2015), Edwards-Stuart J decided that, where the amount of interim payment is fixed by the contractor’s application, the employer having failed to issue a payment notice or pay less notice, the amount applied for is deemed also to be the correct valuation and is also deemed to be agreed. It is not permissible to have a second adjudication, on the “true” valuation. It is possible, the judge has indicated, to go straight to court for a declaration on the “true” valuation. If done speedily, the application for a declaration could be heard at the same time as an enforcement application in relation to the first adjudication. The declaration could then neutralise the effect of the first adjudication.

Another aspect of this type of case arose

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in another recent case decided by the same judge, Leeds City Council v Waco UK Ltd (2015). Again the contract was JCT Design and Build; again an adjudicator had found in favour of the contractor on the basis of the sum applied for being due in the absence of an employer’s payment or pay less notice. However, in this case the judge examined the issue of the validity of the contractor’s notice and found that it was issued prematurely, which was not permitted under the contract terms. The notice was invalid and the adjudicator’s decision could not stand.

It is, therefore, in all these cases, a legitimate defence for the paying party if the contractor’s notice was not in accordance with the contract. Some adjudicators have been inclined to take a lax approach to the validity of notices, treating anything intended to be or described as a notice as a valid notice. But the legal position is that this issue should be properly analysed in each case. Clearly the defence will work in court in an appropriate case.

Adjudicators may be more cautious after the most recent case on this topic, Caledonian Modular v Mar City Developments (2015). An adjudicator again found a large sum due on the basis of a contractor’s application and no notice in response. Again the court found the application to be invalid; not only was it premature but it did not appear on its face to be intended as an application and was not so described at the time. The judge was rather critical of the adjudicator for not considering these matters and his decision was not enforced. Although decisions are normally enforced, right or wrong, this was a rare case where the judge could decide the case finally at the enforcement hearing, as it involved such a narrow issue as to the validity of the notice and did not require any factual investigation.

An issue that may also have to be considered is whether, notwithstanding

what the contract says, there has been a subsequent agreement altering it. On the employer’s side, this would normally need the express agreement of the employer, as consultants acting for employers do not normally have authority to agree changes to contract terms.

There may also, however, be subsequent conduct (which may involve the employer’s agent) which gives rise to a party being able to argue that a contractual requirement relating to notices has been waived or is the subject of an estoppel.

For more information, contact Peter Sheridan Partner at Sheridan Gold LLP T: 01737 735088 E: psheridan@sheridangold.co.uk www.sheridangold.co.uk Peter Sheridan

COMMENT BS

Playing a Let As Novak Djokovic served to defend his title in SW19, another Court tackled a set of different issues. Whilst in tennis, ‘playing a let’ means a point does not count and can be replayed, a second go in the Technology and Construction Court is much more rare.

So held Mr Justice Coulson on 29th June in Caledonian Modular Ltd v Mar City Developments Ltd in deciding: ••Can a defendant use enforcement proceedings to ask a Court to determine an issue previously determined by an adjudicator? and ••Can a party submit variations to payment applications to render previously valid pay less notices void?

Mar engaged Caledonian, under a Letter of Intent, to carry out construction works in North London. Absent express payment or adjudication provisions, the Scheme for Construction Contracts applied.

Following non-payment of an interim application in November 2014, Caledonian suspended works. A first adjudication and a decision in Caledonian’s favour followed. In March 2015 Caledonian argued that Mar had again failed to pay sums due under the contract. Hence a second adjudication; with the adjudicator again awarding sums to Caledonian (including an outstanding balance on adjudication 1).

Mar denied liability for all sums awarded.

The adjudicator’s second decision turned on the date of notification of sums due.

Caledonian’s position had been that the application was made on 13th February 2015. If correct, it was common ground that Mar’s payless notice of 25th March 2015 was out of time and invalid. Mar’s position had been that the documents of 13th February were a variation and not a claim for or notice of the sum due for payment. A previous application had been issued on 30th January and was subject to a valid payless notice on 5th February.

Caledonian’s claim was not made until 19th March. If correct, it was common ground that the payless notice of 25th March was within time and provided a complete defence to the claim.

Mar resisted enforcement proceedings.

It maintained the adjudicator was wrong and argued the Court could grant a final declaration on the status of the 13 February documents as part of those proceedings.

Could a Court determine an issue already determined by an adjudicator?

HHJ Coulson was clear. In ‘99 cases out of 100’ the general rule of Bouygues (UK )Ltd v Dahl-Jensen (UK) Ltd will apply and the Court will not do so. In very rare circumstances, an exception will apply and a defendant will be entitled to have the point decided by way of a claim for a declaration. However the issue must be short and self-contained, requiring no oral evidence or any other elaboration capable of being provided during a relatively short interlocutory hearing.

On its facts, the Caledonian case was one of those very rare cases.

Were the documents sent on 13th February an application for payment or valid payee’s notice?

The Judge had ‘no hesitation’ they were not. Caledonian had three opportunities to spell out that the documents of 13th February were a new application for payment and/or payee’s notice and they failed to do so.

payment period will render him liable in full for the amount claimed, he must be given reasonable notice that the payment period has been triggered in the first place.”

So, as far as the adjudicator’s decisions and payment provisions are concerned, the objective should always be to win on a first serve and not rely on a ‘let’. Something Djokovic demonstrates only too well…

Sarah Evans, Senior Associate, Thomas Eggar

Sarah Evans

The Judge referred to the draconian consequences of failing to serve a payless notice: “A failure to serve a notice in time will usually mean a full liability to pay. If contractors want the benefit of these provisions, they are obliged, in return, to set out their interim payment claims with proper clarity. If the employer is to be put at risk that a failure to serve a payless notice at the appropriate time during the

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BS COMMENT

Improving your brain health by how you relate to others

By Michelle LaBrosse, CCPM, PMP®, PMI-ACP, Chief Cheetah and Founder of Cheetah Learning According to Dan Siegel in his book, Interpersonal Neurobiology, how we interact with people significantly impacts our brain health. Since how we take care of our brains as we age impacts how we age - so it goes to reason that paying attention to how we are connecting with others friends, family, co-workers, and supervisors - can also help us age in ways that bring us more long-term happiness. Improving our brain health by fostering healthy, rewarding connections with others also helps us be more effective in all areas of our lives - and is a crucial “soft skill” for Project Managers.

I’ve assembled this mind map showing what we can do to increase our awareness of how we are connecting with others.

This is adapted from Siegel’s work on what he labels the “window of tolerance” – I’ve renamed it the “window of awareness.”

You will notice the window of awareness is in the middle, framed by the boxes “chaos” and “rigidity.” Chaos and rigidity describe how we react to information coming in – an ongoing stream in our lives. I refer to this as the “what is.”

The information below the central box on chaos, window of awareness, and rigidity illustrates how we unconsciously react to this ongoing stream of information. Our perceptions are our unconscious reactions to “what is.” They are influenced by our internal context (our programming) and how we react externally, often referred to as our “triggers.” The less aware you

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are of your perceptions, the smaller your window of awareness, the fewer choices you have in how you react to the world, and the less ability you have to authentically connect with others in the moment.

To improve your brain health, increase your happiness, and improve your relationships with other people as you age, align your behaviours with those in the top part of this graphic – the primary one being living in a state of wonder. Wisdom is becoming more and more conscious of how your perceptions influence the way you experience the world.

Think about a time when your perceptions created a reaction that hurt your relationship with another person.

Then, ask yourself this question: “I wonder what else could be going on here?”

Let’s consider an example from Project Management. You’ve joined a new project team that’s been put together to tackle a new project: building a new back-end database for your company’s online sales system. In early project initiation and planning meetings, you and the other project team members enthusiastically brainstorm a wide range of ideas - it seems that everyone has something to say, except for one co-worker. This coworker sits quietly during meetings and doesn’t contribute new ideas or respond to others’ ideas; your initial perception is that this person doesn’t care about the project or think it is important.

Before you get too committed to this perception, pause. Ask yourself: “I wonder what else is going on here?”

After chatting casually with this co-worker about how they’re doing, you learn that they have at least five other major projects on their plate. They don’t seem particularly excited about your new project, so they don’t want to get in the way and stall other team members’ ideas. Instead of perceiving your co-worker as not caring about others’ ideas, you can appreciate their intention to allow others the opportunity to take the lead on this project. When you shift your perceptions of others’ behaviour to find the positive intent, you set yourself up to have mutually respectful, rewarding, and effective working relationships.

Cheetah Learning is committed to helping Project Managers have thriving professional and personal lives. We recently completed a new program called the Happy Aging Project, where Project Managers learn how to use tools such as the ones above and a host of other mind, body, and lifestyle practices to use their Project

Management skills in a way that can significantly increase their overall happiness (and success) in life. For more information on Cheetah’s Happy Aging Project, visit www.cheetahlearning.com/hay

About the Author:

Michelle LaBrosse, PMP, is an entrepreneurial powerhouse with a penchant for making success easy, fun, and fast. She is the founder of Cheetah Learning, the author of the Cheetah Success Series, and a prolific blogger whose mission is to bring Project Management to the masses.

Cheetah Learning is a virtual company with 100 employees, contractors, and licensees worldwide. To date, more than 50,000 people have become “Cheetahs” using Cheetah Learning’s innovative Project Management and accelerated learning techniques.

Michelle also developed the Cheetah Certified Project Manager (CCPM) program based on Myers-Briggs Type Indicator personality profiling to help students master how to use their unique strengths for learning, doing projects, and negotiating. CCPM graduates are able to choose the right projects and complete those projects “cheetah fast” based on their personality. They also learn how to leverage others’ strengths which significantly improves overall project team performance. When an employer has a cadre of CCPMs on staff, they achieve whatever they set out to achieve in record time. This is why over 90% of Cheetah’s clients experience an increase in both profitability and revenue within the first year of retaining Cheetah Learning for their Project Management training needs.

Honoured by the Project Management Institute (PMI®), Cheetah Learning was named Professional Development Provider of the Year at the 2008 PMI® Global Congress. A dynamic keynote speaker and industry thought leader, Michelle is recognized by PMI as one of the 25 Most Influential Women in Project Management in the world.

Michelle LaBrosse

COMMENT BS

Do I have to carry out that variation after Practical Completion?

Joseph Bond, Managing Director of Kenzie Group Limited Variations provide a valuable tool to all parties to a project. It will rarely be possible to design and construct a project so that nothing alters from start to finish.

In fact, in our experience this is almost never the case. Often a project is not fully designed before work commences, so variations provide a valuable means for allowing design development to be fluid as a project progresses.

As procurement methods and preferences have changed, so too has the need for variations. Traditional lump sum fixed price contracts were often too linear in their construction and design and as such variations were infrequent. As times have changed and the use of the design and build and turnkey projects has become prevalent, variations have become more frequent. When managed well they are a useful tool to give the employer the development he requires while maintaining momentum on the project, and whilst the contractor will undoubtedly expect to carry out variations throughout the contract duration, what is the position in terms of variations that have been

instructed after practical completion?

This is a question that many contractors and subcontractors often ask us, as once practical completion has been achieved the imposition of having to carry out specific ‘piece meal’ type variations is more often than not a troublesome hindrance, so does the contractor have to carry out the variation?

In a nutshell, no.

Once practical completion has been achieved, it is often more convenient to have the contractor available to carry out extra work during the defects period, this may be for example to rectify a design fault or some other matter.

In many instances this may however be inconvenient for the contractor and they may have no desire to carry out additional work, especially if the work is small in nature and the time frame is oppressive.

On the other hand, the contractor is familiar with the project and one would think that this would make them the most suitable organisation to carry out any last minute instructions or variations.

Once practical completion has been

achieved, the contractor has no obligation to carry out varied work, although an exception would be where the contract expressly provides for variations being issued post practical completion.

Hudson’s Building and Engineering Contracts stated the following in regards to MM Price Ltd v Milner (1968) that: “Variations as well as original contract work cannot be instructed after practical completion of the remainder of the work in the absence of express provision, unless of course the contractor is willing to carry them out…”

In summary the contractor is not obliged to carry out variations where the instruction is issued after practical completion unless there is a clause in the contract which gives the requisite power to issue an instruction of this nature.

So next time you are asked to quickly build a new tarmac ramp, with wooden gates and fence as one of our clients was recently asked following practical completion, please bear in mind that sometimes a simple “No thank you” may well suffice.

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BS CASE STUDY

Alliance Leisure plays pivotal role in multi million pound redevelopment In partnership with Alliance Leisure Services, North Country Leisure – part of the Greenwich Leisure group – has completed an extensive £3M transformation of Eldon Leisure Centre. Commencing in January 2015, the facility opened its doors fully to the local community in June; the entire redevelopment completed in under five months.

Situated at the heart of Eldon Square Shopping Centre, Newcastle, North Country Leisure secured a competitive tender for the long term asset transfer and operation of the facility. Commercial, future proof solutions were required to transform aging facilities first built in the 1970s. Innovative and sustainable schemes tailored to the local community were key for the regeneration project.

Phase I of the scheme saw the fitness centre transformed into a brand new 12,000sq ft 145-station gym; one of the biggest in the North of England. The facility also offers a dance studio and

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dedicated branded group cycling studio.

Recognising the change in leisure demand and growing population in the local area, Eldon Bowl, once an indoor bowling green, has also been transformed into a 10,000sq ft eight lane, ten pin bowling facility. Both facilities were opened on 25th May 2015.

The second phase converted half of the ageing six court sports hall into a new Vertigo Adventure Climbing facility alongside the introduction of a significant Adventure Play provision, and newly created modern cafe and dining areas.

Roger Tames, Chair of the NCL Newcastle Area Board says: “I think the public are in for a pleasant surprise when they venture upstairs to the new Eldon Leisure. Eldon Bowl looks brilliant - bright, sharp and just the place any modern family would love to spend a few hours. The new gym is a real eye catcher as well; the light and airy atmosphere is a great training environment. Add to that, Vertigo and Jungle Jacks and we now have something for all ages. With the new phase of the

redevelopment of Eldon Square starting in the near future, the centre of Newcastle is on the brink of massive change. Eldon Leisure is already providing a real taste of the future as we see what we’re getting for a really significant investment.

“The team at Alliance Leisure have provided the expertise we needed to not only provide first class facilities to our local community, but they have also been instrumental in providing training for our team on the new facilities, along with dedicated sales support.”

James Foley, Business Development Manager at Alliance Leisure adds: “In partnership with North Country Leisure we have successfully transformed an ageing and costly facility into a highly innovative sport and leisure destination for all ages. In a challenging environment and short space of time we have delivered a smooth, efficient facility transformation that will inspire the local community to enjoy regular physical activity and most importantly have fun along the way.

A financially sustainable development has also been created for the Trust.”

Phil Steele, General Manager, intu Eldon Square, confirms: “intu recognises the value of Eldon Leisure and has been supportive of North Country Leisure and Alliance Leisure’s innovative proposals to create this fabulous new focus for family entertainment and look forward to the new Eldon Leisure being part of an exciting, thriving and vibrant destination at the heart of the City Centre.”

The transformation of Eldon Leisure Centre comes hot on the heels of a recent scheme, similar in scope. Stateof-the-art sports and adventure facilities have been officially unveiled at Cwmbran Stadium, thanks again to another fruitful partnership – this time between Torfaen Leisure Trust’s and Alliance Leisure.

Top of the range fitness facilities, soft play and a 19 wall VerTGo climbing facility are now on offer to the local community, with a full size 3G pitch due to open at the end of the summer.

The £1.7M redevelopment project, which commenced in December 2014, has taken a two phased approach. Phase I converted

a four court sports hall into a 19-element VerTgo climbing facility, a 500sq m soft play area and a new cafe. The ageing interior of the old reception area was also modernised with more efficient lighting, engaging artwork, signage and new furniture.

The doors opened on 7th April 2015 and within the first weekend the facility was at capacity allowing 180 children and families to explore and enjoy their new adventure sporting facilities. A brand new 350sq m, 75-station fitness facility has also opened, replacing the old cafe. A selection of Technogym equipment has been installed including CV, strength, functional and free weights. Ahead of the gym’s opening on 20th April, 120 memberships had already been signed.

The final phase of the development is currently in progress with a full size grass pitch being transferred into a state of the art, 3G pitch.

Julia Goddard, Business Development Manager, at Alliance Leisure says: “We are proud to work in partnership with Torfaen Leisure Trust to develop first class sporting facilities for South Wales. Through creative design the leisure centre boasts modern

facilities to engage and inspire the local community. The new climbing and soft play area brings a completely new customer base to the facility, previously not catered for. Taking part in physical activity as a family is so important and we are excited to provide this for the Cwmbran community.”

Sally Church, Chief Executive of Torfaen Leisure Trust confirms: “The new developments for Cwmbran Stadium will help Torfaen Leisure Trust deliver on its three keys aims; to have ‘more people, more active, more often’, to support long term sustainability and future investment and to ensure value for money. Despite the current financial climate and significant spending constraints the Trust has invested in crucial redevelopment works to provide new activities with particular emphasis on children, young people and families.

“We appointed Alliance Leisure as our delivery partner; they’re an extension of our team and always work hard to support our development’s success.”

A number of partners worked on the project, including Createability, Hangfast, Play Revolution, Ritchies Cafe and South Wales Sports Grounds.

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BS COMMENT

How ‘BIM Smart’ is your Project Manager?

Project managers only have one goal.

Okay, that’s probably not entirely true, but their main driving force is completing a profitable project, with a predictable cash flow, within a certain time-frame. But they are, more often than not, NOT the ones building or designing the project.

So, why should they want to incorporate 5D BIM into their task list?

Project managers need to understand what is going on at any point in time of a project.

Often the importance and value of BIM for project managers has been overlooked, but understanding and critically analysing the model is becoming a crucial part of a project managers day-to-day role.

The need for management of the asset is continuous and BIM’s impact is felt through almost every facet of the project, from initial planning discussions through to completed construction, facilities management and beyond. It is important for the BIM information to be understood and interrogated by the project manager in order to maximise benefits, avoid pitfalls and as the governments’ 2016 deadline approaches, comply with the requirements for each project.

Although the project manager may not be the one producing model information themselves, they will be expected to examine and scrutinise the model, including the BIM Collaboration

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Format (BCF) and the BIM Execution Plan. These will help in understanding potential clashes within the model, changes to existing plans and the effect they will have and opportunities for collaboration between the different disciplines required in the build.

Project managers play a crucial role in the successful implementation of BIM by communicating with stakeholders to adopt principles that will maximise the value of the finished asset and create longer-term improvements and opportunities. This collaborative design and decision making process enhances efficient data sharing and reduces expensive and time-consuming rework.

5 reasons project managers should get “BIM Smart” 1. The more specific and accurate the information captured from a 3D BIM model, the more accurate schedules and budgets will be, enabling project managers to manage the project more effectively.

2. An integrated 5D BIM model helps support a team visualise and explore the impact of changes, while maintaining good communication with the project owner.

3. Clash detection, RFI’s and change orders can adversely affect a project.

A coordinated BIM model helps

organise workflows, schedules and site management. Lean construction techniques like flowline scheduling and coordination resolution are also made more effective with the use of one integrated BIM model.

4. New reporting capabilities and lightweight model presentation modes allow the project manager to present a 6D BIM model which provides information on warranties, specifications, maintenance schedules and other valuable information.

5. A thorough understanding of a project in 5D means that the project manager has more tools at his disposal to monitor progress, cash flow reports, work in place reports and can also mean that problems and issues are averted or consider before they occur.

So how ‘BIM Smart’ do you think you are ?

This month Quadra have launched our FREE BIM Review Tool. Why not have a look and see where you rank. www.quadrasol.co.uk/content/ information/bim-resourcelibrary/free-bim-review-tool.

Quadra also run regular BIM for Project Managers training, focusing on Revit, for more information on the courses go to www.quadrasol.co.uk.

CASE STUDY BS

Turning visions into reality, how BIM is changing the future of construction Richard Allen, Marketing and Business Development Director at voestalpine Metsec plc, looks at the importance of BIM (Building Information Modelling) BIM is no longer considered as the up and coming force in construction and building design, it is now the present and the future. The Government’s 2011 BIM strategy announced its intention to require mandatory collaborative 3D BIM on all central government funded projects by 2016, now just six months away - yet some parts of the industry are still getting to grips with certain aspects of the legislation. So why does the Government see this as so important?

Ultimately, BIM is driven by a desire to improve efficiency within the industry and provide a universal modelling system that improves both construction and the management of buildings.

What exactly is BIM and how is it changing construction projects?

As a concept that was first invented way back in 1970 as a way of pooling and sharing information between contractors - BIM is finally benefitting from the modern technology required to catch up with the original idea. BIM enables architects and contractors to go far beyond the previous two-dimensional drawings that formed a project. Now, elements such as design, time, manufacturing and cost can all be factored into the building information model - meaning that BIM represents not just geometry, but conjures a projected reality that is shared with the different professionals and disciplines involved in a construction project.

From a project planning perspective, BIM

has become remarkably useful. Similarly, the model of information created can be shared, amended and updated from the design team to contractor, subcontractor and operator - ensuring that no aspect of design and planning can be overlooked, as well as providing a system of ensuring that all team members are working to the same standards as one another.

How on track is the UK when it comes to rolling out BIM for 2016?

As the BIM 2016 deadline draws ever closer, there have been increasing doubts amongst construction professionals over whether the UK will be able to meet the government target. A recent survey found that 71% of respondents believed that the industry would not be BIM ready by 2016. The main reason for this is believed to be the lack of understanding of BIM throughout the entire supply chain, causing a non-collaborative approach.

According to the 2014 NBS National BIM Report3, 54% of UK construction professionals used BIM on at least one of their projects, whilst 93% of those who know about BIM believe they will be using it in three years’ time. As the awareness of BIM is now widely spread, the challenge is for the whole industry to get up to speed on the BIM learning curve, and really understand what BIM can do for them. Challenges so far have mainly been due to the absence of collaboration in the construction team and its supply chain – something that, at voestalpine

Metsec, we’re proud to have lead with a collaborative approach for over 20 years.

In order to meet the 2016 deadline, it is important that software vendors and data providers work to encourage every strand of the construction industry to work together to make BIM happen ensuring that easy to use software is being created. However, it is also important to remember that BIM is not purely about the software - it’s a cultural change within the construction industry.

At voestalpine Metsec, we’re committed to working together with every aspect of the construction process to ensure that the BIM process can be applied as transparently as possible. BIM has grown to become an integral part of the ‘Metsec’ service offering and we make use of its cross functional properties to ensure we deliver engineered solutions for the main contractor through accuracy and zerowaste. The UK construction industry is large and complex and many see it as slow in adopting change. Many of the principles of BIM are already being implemented in projects across the building industry, but to set a consistent standard for project delivery and operational performance, it must be utilised by the entire industry to ensure we’re all working to the same high standards.

For more information on Metsec, please visit: www.metsec.com. Alternatively, connect with Metsec via @MetsecUK or facebook.com/MetsecUK. Richard Allen

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BS CASE STUDY

Property Care Association Promoting skills and good practice Japanese Knotweed causes huge problems for the UK property market as it puts down deep roots, affecting the foundations of buildings and invading drains.

But the Property Care Association (PCA) insists there’s a straightforward approach to tackling the problem and in a film - available to view at http:// bit.ly/1cUWSie - the Organisation dispels some of the myths surrounding what has become a major issue.

Entitled ‘Dealing with Japanese Knotweed Effectively’, the film reveals how the PCA can help consumers to reach professional treatment companies - offering assurance, standardisation and certainty in tackling the problem.

Steve Hodgson, Chief Executive of the PCA, said: “Japanese Knotweed has been in the news a lot recently as it has caused big problems within the UK property sector.

“It’s a very fast growing and very vigorous plant that has even caused problems to buyers trying to obtain mortgages - and people seem to be running scared.

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“But the problem can be dealt with just like so many other household problems and there is a recognised framework to tackle it.

“People affected by the plant just need to make sure they get the right people doing the right diagnostic investigation and producing the right specifications for treatment.”

The PCA is an established organisation that has built a strong reputation over decades by promoting good practice.

It represents building preservation specialists who help consumers deal with a range of building defects.

The Association is also a member of Trustmark, the Governmentbacked scheme which aims to help consumers find reliable and trustworthy tradesmen when making improvements or repairs to their homes.

In recent years, the PCA has worked with the Royal Institution of Chartered Surveyors - supported by the Council of Mortgage Lenders and The Building Societies Association - together with

Japanese Knotweed control companies to develop the Invasive Weed Control Group.

The trade body, noted for its technical expertise, has also developed a code of practice and an industry-recognised training programme for its professional members and those interested in the biology and control of the plant.

Mr Hodgson said: “The control of Japanese Knotweed has attracted a string of rogue traders claiming they’re able to eradicate problems in a short space of time and for very little money.

“But the PCA’s Invasive Weed Group has been created to uphold standards and make sure clients get the correct outcomes.

“Members have been audited and meet the necessary standards to gain admission to the Association.”

Education remains the deciding factor when combating Japanese Knotweed effectively - a consideration that the PCA fully understands. The Association, which provides courses and qualifications

for the control and eradication of Japanese Knotweed, is launching a new training programme geared specifically towards local authority professionals looking to broaden their knowledge of issues surrounding invasive plants.

Of the programme Mr Hodgson commented: “Japanese Knotweed is just a plant and we are taking all steps necessary to ‘normalise’ it, so it is viewed generally as any other type of property problem, in that it can be identified and treated, with minimal impact.

“Our comprehensive training programme already operates different courses, at technician and surveyor level, and this latest course is a further step in achieving this objective.”

The course follows a recent announcement from the Home Office that it has reformed anti-social powers to introduce Community Protection Notices. These may be used to deal with Japanese Knotweed and other non-native invasive species.

The Anti-social Behaviour, Crime and

Policing Act 2014 could see fines of up to £20,000 imposed on companies failing to address the issue. Individuals would also be compelled to comply or face a fine of up to £2,500.

In order to remain flexible, the new powers do not explicitly reference Japanese Knotweed or any other non-native plants.

Local authorities are now able to issue a Community Protection Notice if a person or organisation’s conduct is deemed unreasonable or having a detrimental effect on the quality of life of those in the locality.

Officials and environmental pest control services are also able to enter private property without permission if that land is deemed to contain Japanese Knotweed or any other potential threats.

The revised legislation has been welcomed by many longstanding campaigners frustrated by the environmental havoc and financial burden caused. The potential cost of eradicating Japanese Knotweed in Britain is estimated to be in excess of £1.25Bn. Previously a staggering £70M

was spent clearing the invasive species from a ten acre London 2012 site.

Mr Hodgson added: “The recent Home Office Guidance that could be applied to Japanese Knotweed means there is a requirement for those in local authorities to be able to correctly identify Japanese Knotweed and also to identify workable strategies for its control and eradication.

“As a result we are offering this short course to council officers, who need to understand the technical problems and solutions to dealing with Japanese Knotweed, as part of their updated duties.

“The training will include modules on the identification of Japanese Knotweed, setting and defining community trigger points and an outline of suitable control and eradication strategies.”

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BS COMMENT

The Smart Dilemma?

We are told that Smart Cities, Smart Grid and Smart Meters (not to mention certain companies that promote a Smart Planet!) will be the saviour of all known problems. Technology we are also told will solve what man has been unable to grapple with so far……….doing more for/with less!

Smart, it appears, is the new wonder drug that will solve all ills. The reality is that much of this is seen as hype or, at best, proof of concept projects that find it hard to deliver the figures needed for commercial roll-out.

The assumption that underpins all of these other assumptions is that we have the right governance structures in place to deliver these benefits. This basic assumption is the Achilles heel of the Smart Future.

From this basic assumption we have developed all of our key delivery metrics; lowest cost is always best (qualification – lowest cost CAPEX is always best), by delivering ‘silo’ based projects to deal with one or a small collection of related issues e.g. transport or energy we will Smarten our Cities and Communities, if

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the market is a monopoly (e.g. electricity transportation) then regulation will make it competitive and the list could continue.

Smart technology can only deliver the maximum benefits when used in conjunction with a Smart Governance model. This is confirmed time and again when Local Authorities try to make a business case and impact analysis for technology led projects. They have to be “inventive” in their business case constructs in order to be able to make the benefits add up and flow to the investor and also promote “soft” benefits to sell the project to the authorisers.

A new more realistic approach is required if we are to really benefit from the interfaces between technology, people and infrastructure. It starts with

questioning if the governance model is fit for the purpose we are trying to achieve. How can it evolve rather than be changed? – legislation is hard to change but easy to get wrong. How can standards, regulation, procurement, contracting, management, etc play a constructive part in delivering the main aim?

Our approach lately has been to innovate and create technology that will be useful……..if, and only if, a problem can be found to maximise the technology’s functionality. It is then deemed a success because the problem that we didn’t know we needed solving has been solved!

People, on the other hand, living their lives are told that these technologies will result in a more cost efficient and richer lifestyle. So where is the balance between

designing infrastructure to match the technologies that exist (or are imminent) compared to designing infrastructure that is how we wish to live our lives? It is only after this question is answered that we can stop the oft quoted requirement that “behavioural change” is required to meet our technology deployments….. does a Smart Meter fit into this category?

The other interesting issue to confront the “Smart Infrastructure” debate is the fact that technology is often seen in a complete vacuum to the world that it will exist in, save for the “technical” aspects. Given that many of our challenges are with Market Structure, Procurement, Commercial Contracting and Environmental issues, not to mention Government legislation cycles, Standards cycles, regulatory cycles and many others that could be listed (you will note that social is usually well down the list, if mentioned at all!), dealing with the

technical issue and then telling a story as to how this can deal with all the other issues seem to be rather cathartic!

So what can be done? Is it all too difficult?

Is the problem of whole system modelling unable to take account of these complex relationships and that just accepting product after product and service after service as the only solution to our future.

Will people be able to adapt to the technology solutions being proffered?

But wait a minute, did we not want technology to help us live the lives we wanted to live not the other way around!

The rejection of much of the behavioural change required by technologies such as Smart Metering, driverless cars, health regimes, living in hermetically sealed boxes, etc. are all symptomatic of using technology to drive people rather than people using technology to live their lives.

Global Smart Transformation is working

with likeminded partners and local authorities to design smart infrastructure to support cities and communities to live their lives and make the best use of the limited resources available to support their life choices. A Smart City or Community is not one with the ability to only cater for those that are technology literate or able to pay for the latest widget or live in the right post code and socio-economic class. A Smart City or Community understands that some citizens know the art of the possible, while others need to be supported in that discovery. It provides local decision support, not centralised or monopoly based organisations prioritising on their behalf. It caters for all ends of the social spectrum by using technology to develop new and innovative business models that have hitherto been assumed incompatible with the need for profit to be the only driver.

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By starting with understanding the various governance frameworks that exist and how these can be used to advantage, rather than as a barrier, allows a freedom to operate that is not normally considered for communities. By understanding the needs of the community in terms of their particular direction of travel, a holistic approach to energy, transport, built environment, etc. can be understood and developed with the community. Communities often already have champions but lack the support to encourage them to think about underlying requirements such as infrastructure – that is something that others do to them – like the council or government!

Using toolsets to remove complexity and allow communities to focus on how they wish to develop their neighbourhood rather than focus on how they can incorporate this widget or that standard liberates thinking.

New business models tend to become ‘obvious’ with new social enterprises or not-for-profit entities seen as vehicles to deliver community services. This approach can relieve hard pushed local authorities and also allow partnerships to flourish. It is only then that technology options can be considered to allow the local economy to flourish and provide local SME’s with the lion share of implementation. Why local? Because the challenge for most trials and pilots is they become unmaintainable

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when the trial finishes and they become a ‘legacy problem’! By developing local solutions and implementers the skills and competencies are rooted in the area so that it becomes their ‘domestic market’ before they grow and export those skills elsewhere and become local there.

Is it the cheapest way to do things? Well if you look at the normal way of evaluating these things then no! E.g. based on lowest cost capex project evaluation for that particular silo then the cost could probably be achieved at a lower cost. The impact and cost when evaluated with how it integrates into other projects and the running costs over time, if considered, could demonstrate how multiple pay back might be achieved.

The moral of the tale lies in changing the KPI’s to reveal the true cost of NOT integrating in a holistic approach.

The approach is complex but not complicated. Planning departments, economic regeneration, social care and many more departments suddenly find that pooling resources with local private enterprises can result in major simplification of their goals and technology can play a key role in assisting the community to unlock local solutions otherwise not considered.

The subtle difference between technology first and people first is often difficult to perceive but the result of people pulling technology rather than authorities pushing technology is seen in the results of people living their lives as they wish to and the success of the technology deployed.

Smart then becomes a mixture of people, place, technology and time. Often the ideas are transferable but also some communities can be more mature than others which becomes a challenge if the

receiving community has not achieved the same stage of understanding. This is where the art of support and a learning community differs to the top down ‘support’ that is seen as an imposition or requiring behavioural change. In these situations the technology requirement is different and less obtrusive but provides an opportunity to learn and grow as a community. Cities are made up of multiple communities and they are not all uniform. Smart in one place may be someone else’s spy or privacy imposition.

Security, safety and wellbeing are the first key elements of Smart Infrastructure, followed by efficient management of limited resources for the benefit of the community with regard to all not just those that are in the right part of town.

Technology enables our way of life – it does not dictate it. People, in general, want to feel in control. Smart Cities and Communities is not about technology – it’s about how people can live their lives aided in their ambitions by technology – a subtle and often overlooked differentiator.

Being “Smart” is not the point – having the right understanding of governance, people, place and time is the point.

None of which starts with technology but definitely ends with it to enable the Smart City or Community!

Author: Duncan Botting, MD Global Smart Transformation Ltd. duncan.botting@globalsm arttransformation.com

COMMERCIAL BS

DriveIt: The Light Commercial Vehicle Show UK Construction Media reviews the second annual DriveIt exhibition which took place in Bruntingthorpe between 7th – 9th July.

July saw the second annual DriveIt event take place.

Lasting for three days, the Light Commercial Vehicle (LCV) show is the only one of its kind in the UK which brings buyers and sellers together in one place, giving the opportunity to test drive any vehicles to find out their suitability for any individual’s particular business.

The exhibition is also fortunate to be able to count on the support of the Society of Motor Manufacturers and Traders (SMMT), which is vital to the success of DriveIt. SMMT is in existence in order to promote the UK’s automotive industry both at home and abroad, working with member companies to be the voice of the motor industry, promoting its position to the Government, stakeholders and the media.

The overall event itself was very impressive.

During the time spent there, details were given about the industry, how vehicle registrations are on the rise, and experts from a range of fleets were on hand to give advice on which vehicles would be suitable for which businesses.

Potential buyers were able to try out a host of vehicles exhibited by Ford, Merecedes-Benz vans, Renault UK, Citroen, Vauxhall, Peugeot, Fiat, Renault Trucks, Izuzu, to name a few.

A personal experience saw the testing of a Peugeot CV Boxer Van. Given the chance to get to grips with the driving qualities of this LVC was interesting enough, but more so was delving deeper and finding out exactly the type of advantages available to construction companies.

This included the fact that the vans have an option whereby the terrain travelled on could be detected and speeds/braking amended accordingly. This is especially reassuring for those taking heavy loads from site to site.

Elsewhere, Citroen went to innovative lengths to reassure potential customers that vans, despite the opinion of some, handle very well in all conditions.

A rally driver was on hand to take people around the track in their vans, taking corners at a minimum of 70mph in the process.

Of course, this is not what a construction company would or should use the vehicles for, but the wider point was made in an interesting way; vans are much easier to handle despite the common perception.

SMMT’s involvement in this event is important. Their constant presence and that of their members helps to make DriveIt the success that it is.

During the event, SMMT celebrated the

growing demand of LCVs this year in comparison to what has gone before.

Commercial vehicles have reached a record half-year total of 209,515, with the van market hitting a high of more than 186,000 registered in the first six months.

The number of vans purchased in June exceeded 35,000, which represents a rise of 16.4% from June 2014. Meanwhile, the total up to now this year is almost 20% higher than in 2014 and in terms of the rolling year, there has been an increase of 20.2% in van registrations.

Trucks also fared well in June with a 41.5% jump from June 2014 and in the year to date, 23,111 trucks have been registered; a 40.6% rise.

It continues a trend that has seen LCVs to 3.5 tonnes increase every year since 2012. As it stands, 2015’s figure is set to comfortably eclipse that of 2014 which topped 300,000 new registrations.

But what can the increase be attributed to?

Nigel Base, Commercial Vehicle Manager at SMMT, believes it is a combination of factors that are working together, with business confidence, home deliveries and the rise in self employment pinpointed.

He said: “If you look at unemployment for example, about 50% of the reason for the drop is self employment. So electricians, plumbers etc are coming into the market.”

The advantages of personal leasing were also highlighted because, as Nigel added, it makes “vehicles easier to purchase,” given that companies or self employed specialists can pay around £300 a month to lease a vehicle.

This and the fact they are cheaper to run make them an important and viable alternative to larger industry vehicles.

Nigel added: “Vans are cheaper, more flexible, cheaper to run and do about 30 miles to the gallon. The productivity is better because you can use a van 24 hours a day.”

But as much as the positive news about record vehicle registration, SMMT was also extremely keen to get another message out into the public domain; concerning the safety aspect of driving LCVs. There is a need to raise awareness with the Department for Transport in particular interested in ensuring that vehicle operators drive and load in the safest way possible.

Nigel explained that in the market of MOT failures, 20% of cars fail at first presentation and although the figure is the same for trucks, when they are taken to a franchise dealer, failure drops to 5%, with some a 100% pass rate recorded

by some dealers which, Nigel said, “tells you something about the regulation.”

“That’s not a good statistic and also tells you something about the condition of these vehicles,” he said.

“Also, when the Driver & Vehicle Standards Agency (DVSA) stop these vehicles at the roadside, 91% are overloaded, so it’s a concern.”

Much of the overloading issue is done entirely innocently, with workers unaware that they are doing so.

SMMT is looking to raise awareness through self-regulation with the help of the DVSA, Freight Transport Association (FTA), and Road Haulage Association (RHA). SMMT’s members are also working hard to raise awareness and are fully cooperative in the process.

Leaflets have been produced and distributed, and there are daily walk-round checks.

Nigel continued: “It’s about culture more than anything. I don’t think people are deliberately overloading.

It’s just about education.

“We don’t see the need for regulation but rather to raise awareness. You’ll always have the serially non-compliant but they are a tiny proportion.

“Most people, if you gave them enough evidence, would become aware of it.”

The challenge is making sure companies know when they are overloading vehicles, at what point they become too heavy and therefore dangerous, and ensuring that this message makes its way down the supply chain to end users and operators.

While this process is going to take time, it is a problem that SMMT believes is solvable.

So the experience of DriveIt was the whole package; enjoyable and informative regarding the use of the fleets, and eye opening in terms of what has been achieved by commercial fleet vehicles and what needs to be done in the future.

The exhibition is a must for anybody in the industry.

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BS CASE STUDY

The Annual Investment Allowance and what it means for your business In 2008, the Annual Investment Allowance (AIA) was introduced to help small businesses increase productivity and scale with large investments by allowing them a 100% tax allowance on qualifying capital expenditure such as equipment and machinery in the year of purchase.

Initially, AIA provided 100% allowance on the first £50,000 investment of qualifying purchases. The maximum allowance was then increased to £100,000 from 1st April 2010 and then reduced down to £25,000 with effect from 1st April 2012. The Chancellor announced in his Autumn Statement on 5th December 2012 a temporarily increase to £250,000 for a two-year period from 1st January 2013 to 31st December 2014.

In the budget statement in March 2014, the AIA limit was temporarily increased further from

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£250,000 to £500,000 per annum, with effect from April 2014. The limit was due to revert to £25,000 with effect from 1st January 2016 but the recent emergency budget saw Chancellor George Osborne increase the permanent level of AIA from £25,000 to £200,000 for all qualifying investment in plant or machinery made on or after 1st January 2016.

Whilst a reduction from the temporary figure of £500,000, the increased new permanent AIA is designed to encourage investment by providing a permanent generous incentive to invest in plant and machinery and give certainty to businesses planning to invest. The initiative is also expected to help suppliers and manufacturers by increasing their order books.

The level of reassurance provided by this measure should see those business owners who have been holding off

making purchases of plant and machinery because of economic uncertainty, be able to proceed and invest with a significantly reduced level of financial exposure.

AIA is available to any business paying corporation tax or income tax, with the only exceptions being a mixed partnership and trusts.

Most assets purchased by a business qualify for the AIA and include office furniture and equipment; vans, lorries and equipment, building fixtures, eg. shop fittings, kitchen or bathroom fittings; business machines, eg. printing press, lathes, tooling machines; tractors, combine harvesters and other agricultural machinery, gaming machines, amusement rides; computer hardware and qualifying software; computerised/ computer aided machinery including robotic machines; wind turbines and fibre optic cabling; and driving school cars

(adapted with dual control mechanisms).

Items of that don’t qualify are land, buildings or cars; expenditure incurred in the accounting period when trade ceased permanently; existing plant and machinery; plant and machinery that was gifted.

Further exemptions are plant and machinery used by a person for leasing under a long funding lease and subsequently brought into use by that person for the purpose of a qualifying activity; and a change in the nature/conduct of the trade carried out by a person other than the person incurring the capital expenditure and the AA is the main or one of the main benefits of making the change.

The Annual Investment Allowance is also relevant to those companies leasing equipment. The AIA can be claimed where a hire purchase (HP) agreement is in place with intent of ownership. The full

amount does not have to be paid in full for the plant or machinery to qualify for the allowance. The AIA is given as though an outright cash payment was made and ownership is deemed form the beginning, even though the rental payments are made over the HP term agreement.

Tax relief is also available on interest charged to the profit and loss account.

Assets that are purchased under lease agreements where the lessor has the right to claim capital allowances are not eligible for the Annual Investment Allowance. If a lease is treated as a long funding lease, the lessee will usually be entitled to claim capital allowances and it is advisable that any person in this situation seek advice from their tax advisor to check their AIA entitlement.

Another thing to consider is that investment in certain green technologies is eligible for enhanced capital allowances (ECA).

There is no maximum limit for ECA and it is a 100% first year allowance (FYA) available for the cost of the purchase in the chargeable period in which it incurred. The FYA is not subject to time apportionment if the chargeable period is less than a year.

In terms of claiming AIA, the allowance can only be claimed in the period the item was purchased. This is defined as when a contract is signed, if the payment is due within less than four months and when payment is due, if it’s due more than four months later. Also, if you sell an item after previously claiming AIA on it, you may need to pay tax.

Before the AIA limit falls to ÂŁ250,000 on 1st January 2016, it may be prudent of those businesses looking to invest in the near future to investigate the possibility of investing before this date while the higher temporary limit is in place.

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BS COMMENT

Industry falling short of mandatory BIM target Three quarters of construction professionals do not believe the industry is ready to meet mandatory BIM Level 2 requirements by 2016, according to research conducted by UK Construction Week in partnership with BRE, the leading authority on the built environment.

Just over 74% of respondents think the industry will fall short of this target, which is due to come into effect for all procurement projects from central government and its agencies next year. Worryingly, a further 62% of respondents replied that they do not understand what is needed in order to meet the requirements of BIM Level 2.

The research, which questioned more than 1,200 architects, contractors, developers, engineers and product manufacturers about their experiences of BIM, revealed a number of uncertainties throughout the industry. In particular, the results uncovered a tension between the expectations of the specification community and the perceived demand for BIM-compliant products by manufacturers and suppliers.

Nearly 71% of the non-manufacturing respondents believe that suppliers are not moving quickly enough to provide BIM ready information. This figure appears to be borne out by the survey results, with two thirds of the building product manufacturers contacted by UK Construction Week stating their products are not yet available as BIM objects.

Conversely though, when questioned about the main obstacle to creating BIMready components, 41% of manufacturers said there is simply not enough demand for this from their customers.

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Looking at the barriers to more widespread adoption of BIM and the most-cited challenges are a lack of in-house expertise (25%), inadequate understanding within the supply chain (15%) and limited time to commit to training (14%). Overwhelmingly, 96% of respondents replied that there is a need for greater support and training in BIM. Interestingly though, only 23% of respondents admitted to actively seeking out employees with existing BIM skills, while the remainder either do not have the requirement for this yet or are prepared to provide training to new recruits.

Overall however, acceptance and adoption of BIM does appear to be on the increase, with the majority (85%) of respondents claiming that its introduction is a positive development for the industry. Only 16% of the sample have never used BIM and have no plans to do so, while the remainder are already active or are preparing to embark on BIM projects in the near future.

Paul Oakley Associate Director at BRE commented: “The creation of accurate, complete and unambiguous information delivered from a single source is a fundamental principle of BIM. It is therefore somewhat ironic that the industry has to struggle with multiple sources and levelled information in order to ascertain the requirements for BIM Level 2.”

Richard Morey, Group Event Director at Media 10, the event company behind UK Construction Week, commented: “It’s interesting that the survey results have revealed such a gulf between the expectations and reality of BIM implementation. It’s clear that there’s still

a high level of confusion about what’s needed across the industry and there’s an obvious thirst for high quality information and training - which is exactly what we are aiming to provide through the dedicated BIM Prospects Theatre at UK Construction Week, in conjunction with BRE.” Hosted as part of the Build Show, the BIM Prospects Theatre will feature a packed programme of seminar content examining how BIM can increase efficiencies, save time and reduce costs. Topics covered will include: practical deliver of COBie, delivery of International Foundation Class (IFC), making BIM work for product manufacturers, classification of products and making sure your business is ready for BIM Level 2.

In addition, the main UK Construction Week stage will bring the entire show programme to a close on Thursday 8th October with a panel discussion about the outlook for BIM in the UK. Featuring influential speakers including Sasha Read from Bluebeam Software, Paul Oakley from BRE and BuildingSMART UK and Andy Sneyd from Laing O’Rourke, the debate will take a close look at how BIM is being implemented in practice across the industry.

Taking place at the Birmingham NEC from 6th - 8th October, UK Construction Week combines nine shows under one roof, uniting 1,000 exhibitors with an expected audience of 55,000 visitors.

Visitors will be able to attend the Build Show incorporating Civils Expo, Timber Expo, the Surface and Materials Show, Energy 2015, Kitchens & Bathroom Live, Plant & Machinery Live, HVAC 2015, Smart Buildings 2015 and Grand Designs Live.

COMMUNITY BS

Baldarroch Chapel and Crematorium Cremation has long been preferable to burial in the UK. Today the practice accounts for an approximate 70% of all funeral services, with the remaining 30% opting to be buried. But while Aberdeenshire stretches some 2,500sq miles and accommodates a population 250,000 people strong, many in the region are without access to cremation facilities – the nearest being Aberdeen City Council’s own Hazlehead Crematorium.

In recognition of this shortfall, Aberdeenshire Council invited expressions of interest from potential developers in March 2009. A response, proposed by Brian Smith Funeral Services Limited, to construct a crematorium in Crathes, Deeside was duly accepted.

The development – named Baldarroch Chapel and Crematorium – is to be sited north of Crathes on land owned by Leys Estate. Chosen for its centralised location and close proximity to key settlements and transport links, the development should prove accessible to those not already served

by Friockheim Crematorium in Angus to the south, and Buckie Crematorium to the north.

Designed by WCP Architects on behalf of Brian Smith Funeral Services Limited, the new building will consist of a Condolence Hall and a Chapel, which will accommodate up to 100 mourners, together with a Garden of Remembrance. Once operational, it is envisioned that the crematorium will provide as many as four cremations per day.

Fundamental to the success of the building is WCP’s design. Here the Aberdeen-based practice has demonstrated a sensitivity to the surrounding context. Timber cladding and Glulam beams have been specified to create a warm and welcoming space that harmonises with its natural setting.

Dougal Morgan, Director at WCP Architects, describes the design as being: “Inspired by its woodland setting and the symbolism provided by the surrounding landscape. The concept of nature, its endless philosophy of recreation, living and dying is very fitting for the organic form of the crematorium; a modern contemporary timber clad building.”

Creating the structure’s striking contoured

form has not been without challenges stipulated by the SEPA (Scottish however, as Dougal states: “The buildings Environmental Protection Agency) and most identifiable feature – its leaf shaped are a requirement of all new crematoria. roof – has also been the most significant Main contractor Bancon Construction is design challenge. Over its length, the roof’s currently on site, with overall completion geometry is constantly changing; widening, due for January 2016. Once built then diminishing, and even curving in two Baldarroch Chapel and Crematorium directions. To overcome this we adopted a will provide Aberdeenshire with the series of curved and cranked glulam rafters, facilities it so sorely needs, and a design each specifically made to suit the precise fitting for the buildings rural location. geometry of the roof at each point. To create the entrance canopy section of the roof, five steel beams, each manufactured to curve in two directions, are almost effortlessly suspended in the air by a single circular angled steel column at the front of the Groundwork | Foundations | Concrete Floors | Drainage building, similar to Car Parks | External Yards | Paving & Kerbing | Driveways the stem of a leaf.”

WCP has also adopted a responsible design approach – one which fully embraces low carbon initiatives to create a high performance building. An exchanger – tied JR Donald & Son Ltd is delighted to be working as part of the to the cremator – Bancon Construction team delivering the Crathes Crematorium. will heat the entire Established for over 30 years, we operate throughout building, while Aberdeen City & Shire and the Angus region. opening clear Our clients, often through recommendation or repeat orders, include storey windows will local & national main contractors, oil & energy companies and many provide solar gain in private clients & householders. winter and cooling in summer. Strict Rothens Steading, Monymusk, Inverurie, controls will also Aberdeenshire AB51 7JA be implemented to monitor and restrict T: 01467 651700 F: 01467 651701 emissions. These E: info@jrdonald.co.uk www.jrdonald.co.uk controls adhere to regulations

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BS EDUCATION

FSC Millport Work on a £2.9M state-of-the-art facility for the Field Studies Council (FSC) completed earlier this summer with its doors opening in June.

FSC Millport is situated on the former marine biological research station on the island of Great Cumbrae in the Firth of Clyde Millport and has been undergoing improvement since being acquired by the FSC in 2014.

The FSC is an environmental education charity that provides informative and enjoyable opportunities for people of all ages and abilities to discover, explore and understand the environment.

Each year, over 140,000 people experience the FSC through their UK wide network of locations. The Charity allows people to learn outside of the classroom with their school, college or university. These include natural history and art courses. Professional training courses are also provided for environmental professionals and teachers.

The development has seen the upgrading of the existing accommodation for groups with a further increase in capacity. New teaching facilities have been created, alongside the refurbishment of existing areas. Six controlled temperature experimental rooms have been upgraded to enhance research and teaching flexibility. The capacity for high-speed Internet connectivity has also been added. The redevelopment will also see the refurbishment and extending of the Robertson Museum and Aquarium.

Main Contractor on this project is Portakabin, who is the UK industry leader in prefabricated, modular and temporary building solutions to suit any need.

While the Architect is ARPL Architects.

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Established over 40 years ago the Company has a reputation for well-executed projects with a particular emphasis on conservation and sustainability.

The improvements at FSC Millport will see the range of courses and opportunities offered by the FSC increased. FSC Chief Executive, Rob Lucas, commented: “We are working hard to develop the centre into the leading marine and outdoor education facility, and these facilities will help us to attract more university and school students as well as providing facilities for a suite of professional development courses.”

research • consult • collaborate design • deliver • sustainability

11 Wellington Square, Ayr, KA7 1EN

t. 01292 289777 f. 01292 288896 e. office@arpl.co.uk www.arpl.co.uk

HCS Group is a UK-based provider of building and facility support services to a diverse client base. Our five main divisions can work together or independently to design and deliver a unique service for your needs, providing the best solutions at the best value.

Specialists in property maintenance and refurbishment projects. We can provide a full range of planned or reactive building maintenance.

Our clients have responsibility for a wide variety of buildings and facilities and we have developed a formidable reputation for our timely response and quality of service, as well as our expertise and attention to detail. From inception to conclusion, your project will be managed by a dedicated project team, backed up by the considerable expertise of our management teams who continually monitor quality and compliance whilst adhering to budgets and deadlines. Our multi skilled workforce is supported throughout the UK by our 24/7 helpdesk 18-20 Eagle Street, Craighall Business Park, Glasgow, G4 9XA

T: 0333 344 0237 F: 0141 646 2552 E: info@hcsuk.org W: www.hcsuk.org 41

BS HEALTH

Royal Hospital for Sick Children redevelopment well underway Major redevelopment is well underway at The Royal Hospital for Sick Children, which cares for over 100,000 children and young people a year, providing a wide range of services including accident and emergency, acute medical and surgical care, and critical care.

New construction works will bring together the Royal Hospital for Sick Children, Department of Clinical Neurosciences and Child and Adolescent Mental Health Service in a bid to provide faster and more convenient treatment.

The £150M project was granted planning permission by the City of Edinburgh Council back in August 2014. Health Secretary Alex Neil said: “The project is part of a £750M health revenue finance pipeline delivering a range of improvements to hospital and community health facilities right across Scotland.”

At present, patients arriving at the Emergency Department at Royal Infirmary of Edinburgh who later require neurosurgery must be transferred to the Western General Hospital. The changes will mean this is no longer necessary.

The co-located building at Little France will adjoin the Royal Infirmary of Edinburgh via adult and children Emergency Departments. Health Secretary Shona Robison, said: “The new development brings paediatric care, specialist neonatal care, neurosciences and adult and children’s emergency departments all together in one place, making access to services much easier for patients and health professionals alike.”

Those patients suffering from both physical illness and mental health problems will benefit from the proximity of the speciality departments. Teenagers will also have better access to the most appropriate services, with the conjoining of the adult and children’s Emergency Departments.

Alongside forming one central site, the new six-floor facility is to offer a more spacious and comfortable environment for patients and families. An increase in

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ensuite single rooms and a specifically proximity to the University of Edinburgh designed family hotel are amongst the Medical School and the Bio-Quarter. HLM improvements. While greeting vistors Architects have been working with NHS will be an impressive skylight feature Lothian to provide what Janice Mackenzie, which links both entrances, and a large Clinical Director, Royal Hospital for Sick atrium featuring a shop and café.

Children and Department of Clinical Susan Goldsmith, Finance Director, NHS Neurosciences, NHS Lothian deemed Lothian said: “The building designs have “a first class centre for healthcare.” been heavily influenced by staff, patients The project is due to be and families and, in addition to offering a completed in autumn 2017. modern, light and spacious environment, will also enhance the clinical services we offer.”

The trustees of the Edinburgh and Lothians Health Foundation guaranteed the project a £2M grant towards enhancing the patient and family experience.

Brian Houston, Chairman of Trustees, Edinburgh and Lothians Health Foundation said: “We are thrilled to be able to improve the patient experience by funding exciting artist commissions, enhanced interior design and wayfinding, Arup has 50 years’ experience of working in the healthcare and outdoor business. We have worked on over 3,000 healthcare landscaping. projects, with many of our staff originating from the NHS. Coming to hospital can be a stressful and traumatic Arup is delighted to provide multi-disciplinary engineering support for NHS Lothian for the Royal Hospital for Sick Children and we wish them experience for continued success with the project. patients of all ages, and their For more information, please contact carers too.” martin.surridge@arup.com Additional www.arup.com benefits to the building include © Jochen Snads / Gettyimages

© Arup / Nightingale Associates

© Arup / Daniel Clements

© Arup / Nigel Young / Foster + Partners

© dra_schwartz / iStockphoto.com

Royal Hospital for Sick Children

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