Summary

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My name is Paul Morrell.

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I'm a QU Air by training.

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I used to be the senior partner of Davis Landon,

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late lamented a part of acom.

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Uh, but I also others a my surprise.

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So it was three years as the

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government chief construction advisor.

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It gave me a fascinating view of, of,

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of a different world from a different viewpoint.

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You know, I, I have a kind of checklist in my mind

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of 10 things to get a project right?

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And number one always is what's your purpose?

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Purpose runs from simple statements of spatial needs

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to really what you're trying to do in the way of

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cultural change, reorganization,

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more productivity, whatever it might be.

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Um, selling more product.

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Uh, so really understanding actually

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where value lies in the reason

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that you are developing, uh, in the first place.

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Um, and then recognizing that this is an existential risk

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to a business, you know, for many clients, uh,

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is not their core business

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and they kind of hope that, you know, it will get taken care

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of on a monthly meeting maybe, and,

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and to chat, not so, you know,

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you really need to be organized.

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Uh, the client functions are many and varied.

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Being decisive, organizing your own internal tensions.

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'cause everybody wants everything

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and you normally don't have got a budget

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that provides for everything.

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So those are the real things, you know, be absolutely clear

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what you want to do, knowing where

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to find the right people to do that job.

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Um, and then organizing yourself to perform the functions

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of a client, uh, and keep things moving.

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So there, there, there are two aspects

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to the management of a project.

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I always say. One is delivering the, the, the supply side,

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the consultants, the contractors,

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and so on, which is a project management task.

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The other one is demanding, is delivering the demand side.

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Yeah. Um, a client representative of some kind.

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Those two jobs could be done by the same person,

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but they're best not done by the same person.

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Might be an in-house appointment, might be somebody

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that you hire in, but if you, if it's foreign territory

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to you, you know, and you want to be a good client

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or a well organized and,

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and, uh, fairly safe client, then

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if you don't have the experience

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and knowledge, get somebody who has

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and put them in that role in your inside your organization.

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Uh, and then I go through a conference

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and say a checklist, which is, first of all,

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can you assemble the right team?

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How do you assemble the right team?

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And that's just so important.

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And the basis upon which you appoint them to, uh, which

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by the way is not used as the terms offered

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by individual institutions

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and professional institutions and bodies.

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It's a coordinating set of terms

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that make these people put the right people together

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with absolute clarity as to what it is that you want them

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to do and what they'll do for you

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and hold them accountable for that.

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But also terms that are coordinating one with another.

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So there's no sort of question of, well,

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who was meant to do that thing?

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Um, then I think it's, that's

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after clarity what you try to do

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and who does what, uh, comes realism.

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Uh, this is about the next measures of success really.

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But she's, first of all on price cost.

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You know, is it realistic and is it achievable?

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It needs to be both things.

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Likewise, your program, is it

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realistic and is it achievable?

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So after clarity comes realism, you know, is

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what you are asking to do really a sensible thing?

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And is it doable? So I think those are the big things.

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Um, and the, the,

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the final thing I'd say about setting yourself up

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for success is learning from precedent.

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Look at somebody who's done the thing

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before and learn from them.

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And that's both about what you build

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and how you build and who you build with.

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So, so precedent is, is is one of my sort

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of check checklist things.

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Uh, and whether that's, um, uh, have,

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whether you've got the best of what's already out there

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and fed that into and tuned it to your own requirements.

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But, um, I say get the best of, of previous experience.

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Borrow experience for all you can.

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I think that the guide is the CIB guide.

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How to be a client is terrific and,

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and I'd recommend it to all clients, not just, you know,

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inexperienced ones.

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Uh, always something to be learned.

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But inexperienced clients,

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they're going into hazardous territory.

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I think even with a good team, um,

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and all the guidance you can get on how to play that role,

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the job that you have to do as a client is invaluable.
 

Summary

My name is Sarah Williams.

I'm an architect and an RIBA client advisor.

I ran big practice for many years as a partner

and set up my own consultancy over 10 years ago.

My role now is very much supporting

and helping clients navigate their way through, uh,

building projects and, uh, giving independent

and objective advice.

So a project brief is one of the most critical elements

of any built project, any built environment project.

And it's, it's a, it should be a written document.

It helps you articulate as a client what you want.

It's the why, really, what do you want to achieve

and what are your objectives in achieving that?

And the strategic brief is the first brief

that you ought to be considering.

And that is right at the commencement of a project,

the RIBA plan of work, which is through stages zero

to seven, you would be creating your strategic brief.

Join those initial stages.

It will sit alongside in most cases, particularly

with larger complex projects, a business case.

And you should also be looking at the viability

of the project, the feasibility of the project,

and making sure that your project brief

aligns with your budget.

So the project brief is critical in de-risking your project.

So with larger projects

and larger organisations, you will probably have a number

of stakeholders in the early stages.

The strategic brief is very important

in getting all your stakeholders around a table to buy in

and agree that vision and objectives.

If you don't do that, you're likely

to have a much trickier time

as you move through the project.

And what I see clients doing is, I call it optimism bias,

where they start a project

and they, they have an idea about what they want,

but they don't actually know

how much it's going to cost them.

So they go down the route

of bringing an architect on developing a scheme,

and then they get the cost plan

and realise that they can't afford it.

So they have to go back to the beginning.

So what I tell my clients is, as I say,

]you develop the project brief, you do a feasibility

or a viability to check

that your project brief aligns with your budget.

And once you have that, then you're much more likely

to have a smoother process

and journey through the next stages.

So the project brief, you want

to be starting at the absolute outset of your project.

You may not even have a project at that point in time.

You may believe you need a new building,

and that may not be the case once you've looked at viability

and project brief requirements.

So you really need to start it

before the design team is involved,

and you need to be doing that piece of work

as a client body together in defining

and scoping out the project brief.

And then you follow the process, the design process.

It's iterative, develop your project brief, articulate it,

think about it, set your

objectives, why you're doing this project.

Don't worry about how you're gonna achieve it.

The first steps are why you are doing it

and what you want to achieve.

Commit it to paper and make sure you can afford it.

That would be my first piece of advice.

My second piece of advice would be

for clients is you are gonna have a lot of decisions

that you're going to need to make through this process.

Many clients think that when they've got a design team on

board, they can leave it to the design team

and they won't need to spend much time on the project.

Unfortunately, that's not the case.

As a client, the the design team will recommend to you

what they believe the the right solutions are.

But as a client, you need to make those decisions.

And it could be from the general layout of the floor plans

through to the light fitting that they're going

to be putting in front of you.

So make sure you allow enough time as a client organization

to let that happen because it is quite time consuming.

The third piece of advice

for less experienced clients would be,

it's a challenging process.

Nobody gets it all right?

And so there's always people out there

to help and support you.

I think having an experienced person by your side,

if you've not done a big project

before, will be well worth it.

Summary

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My name is Paul Chandler.

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I'm the managing director of Long Walk Consulting Limited.

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I've been lucky enough to be part of the built environment

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for over 40 years, and I've learned a huge

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amount during that time.

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Some of it really good and a along the way.

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I've picked up a few scars from things

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that may not have gone so well.

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When you take any construction project, irrespective

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of the size, there are, there are a multitude

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of challenges along the way that need to be dealt with.

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If you go to the front end, that's normally

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where you have the greatest amount of risk,

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because normally at the front end,

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you have the greatest amount of uncertainty.

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And I've always found that risk thrives on uncertainty.

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So it's important that you, you try

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and lock down as much of that risk as possible.

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People understand their roles and their responsibilities.

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You try and get a design that is as developed

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as it possibly can be.

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You try and get a program that's locked down as tight

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as it can be, bearing in mind there will probably be some

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change in some challenges along the way.

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And you get to a position on your price where everyone

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entirely understands what is included, who owns what,

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and what that client has bought

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from their contracting partner.

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And if you can drive as much of that uncertainty out

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of the front end as possible, you have far more chance

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of delivering a successful project as planned.

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When you look at any project, there are clearly a number

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of obvious things to measure.

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You can measure progress,

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you can measure the, the, the quality.

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You can measure the adherence to the specification,

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obviously, and you can measure a project

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from its performance.

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From a health and safety perspective,

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actually there are a huge number

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of things we all spend time measuring

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during the course of the project.

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One of the problems I have seen from this is we have a

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tendency to overcomplicate things.

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I have been given more thousand bar programs than I can

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count over my time in construction.

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And for me, that doesn't allow me to form a picture

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of the project, the progress

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or the important things that need

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to be delivered along the way.

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So I, I have a phrase I use.

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I think clients and I think contractors

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and I think consultants, we have a responsibility to try

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and under complicate projects.

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So how do we measure things that are really important

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actually, that give us a best chance

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to track proper progress, see

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where our risks may still be inherent,

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and see those challenges we still need to overcome.

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So if I take a step back

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and think about, uh, what advice I'll give

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to clients embarking on this maybe for the first time,

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the first thing I would encourage them to do is

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to read the CIOB client guide,

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because there is a huge amount of great information there,

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which is grounded in reality, which gives them every step

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of the way through a what can be a very tricky process.

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So I would, I would encourage customers new

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and old to read, uh, the client guide.

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So the second piece of advice I would give to clients

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who are maybe less experienced is as best

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as you possibly can, try not to start the project

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until you are absolutely ready.

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And that means having a design that is complete

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as it possibly can be.

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That means having a price where everyone understands

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who has bought what from whom.

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And it means having a team that's in place

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and a program that's in place

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that you can measure accurately throughout the process.

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Unfortunately, I've seen too many examples over many years

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where projects have been started far too soon

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in complete design where the risk hasn't been

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thought through in detail.

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And those risks have manifested themselves

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through the early stages of the program.

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And then before we know where we are, we have

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possible conflict on a project

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and already a project that could be slightly out of control.

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So start when you absolutely are ready to start

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with a meaningful design, a really good robust program,

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and a team that's in place to deliver against both.

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So my third piece of advice

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for clients embarking on this process would be

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engage your stakeholders and your partners

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and your contracting team as soon as practically possible.

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There is, you can never involve a contractor too early.

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That's been my experience.

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So early contract involvement,

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get them involved in the design,

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get them involved in the buildability of that design,

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and engage them in all the big decisions along the way.

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I think the most important thing when choosing a contracting

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partner is, is you have to understand

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what makes those contractors tick.

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You have to understand how they behave on a job

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that's going well and

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how they behave on a job which

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maybe be, has some challenges.

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So, getting to know the individuals

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that will not only deliver the project for you,

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but those people in the chain of command above that you need

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to have relationships with to make sure

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that everything gets dealt with in the right way.
 

Summary

1
00:00:04.795 --> 00:00:05.975
My name's Lynn Summerfield,

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00:00:06.035 --> 00:00:08.255
and I'm a project director working in the

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00:00:08.255 --> 00:00:09.575
development team at British Land.

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00:00:10.755 --> 00:00:13.415
So when I got the opportunity to, um,

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be a client on my first project,

6
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it's when I joined British Land, um, I thought,

7
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this is, this is amazing.

8
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I have the ability to influence

9
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how I'm going to set projects up.

10
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So I reflected back on my time as a main contractor

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and the things and projects I'd worked on

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where they'd been really positive

13
00:00:30.715 --> 00:00:32.455
or where they'd not been as positive

14
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and thought about why was that.

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And in the majority of those cases,

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the culture on those projects was totally led by the client

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and the way the client had set the team up.

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So I thought, this is my opportunity, so I,

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I can make a difference.

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I can establish these teams

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and these projects in the way

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that I think it's gonna be really positive for the,

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for the project and for the individuals involved.

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So I took the good bits

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and I took the bits that I didn't think that worked as well,

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and I decided I was gonna do it differently.

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The main difference is driving the team

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to think about the project

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and what is right for the project when they make decisions.

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So rather than thinking what's important to me,

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what's important to my business, thinking about

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where do we want to be as a project

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and focusing our decision making on that, the other part

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of it is about, um, behavior.

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It's about taking that time, having a breath,

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behaving in the right way, respecting one another, um,

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and getting the team functioning in that way so

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that they realize how much better that feels

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and how much easier and more productive it is.

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So, um, being constantly thinking about culture,

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always checking in if I think things are not quite

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as I want them, nipping those

43
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things in the bud really quickly.

44
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And then probably the main thing is leading by example.

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So if I, um,

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and this has happened on projects where I,

47
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I've misjudged something,

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I think I've not quite got that right.

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Having the ability to flag that, acknowledge it,

50
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acknowledge that it's not in line with the behaviors

51
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that you are expecting from the rest of the team

52
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and move on is really, really powerful.

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It actually, in a way is,

54
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is more powerful than just being good at it all the time.

55
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Starting at the very beginning of a project is,

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is really important because your team's really small.

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So if you can start when your team's really small,

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it's much easier to influence the culture in that team

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because there's, there's fewer of you basically.

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And then as people join the team,

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you take them on the journey

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and making sure you keep people in check.

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'cause that happens means as the team gets bigger

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and bigger, it's harder.

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But you've got this core of people

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who are basically selling your message

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and are able to then, um, represent you across the team.

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My three piece of advice

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to a less experienced client would be,

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don't underestimate the role

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that you play in your project's culture.

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Um, people look to you so lead by example

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and people reflect your behaviors.

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If the culture isn't right, it's in your power to change it.

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So it might take time

76
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and you might need patience to do that,

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but make incremental changes

78
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and you can make a difference is never

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that bad that you can't.

80
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My third piece of advice would be

81
00:03:26.305 --> 00:03:28.765
to knit bad behavior in the bud really quickly.

82
00:03:29.145 --> 00:03:31.805
So if there's anything in the team, even little things

83
00:03:31.805 --> 00:03:33.045
that you think aren't quite working,

84
00:03:33.395 --> 00:03:34.485
deal with 'em straight away.

85
00:03:34.545 --> 00:03:36.325
If you allow them to grow

86
00:03:36.345 --> 00:03:38.405
and escalate, it's much harder to change

87
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that culture later than it is

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to do it when those things are little.
 

Summary

WEBVTT

1
00:00:04.915 --> 00:00:06.375
My name is Jennifer McCrell.

2
00:00:06.535 --> 00:00:08.335
I work for the University of Oxford,

3
00:00:08.635 --> 00:00:11.255
and I'm an associate Director of Capital Projects.

4
00:00:12.565 --> 00:00:15.935
Best value as a client means something different

5
00:00:15.955 --> 00:00:18.575
to everybody, but for, for me,

6
00:00:18.955 --> 00:00:21.375
really it's about getting the quality,

7
00:00:21.805 --> 00:00:25.095
getting the product safely and to the right price.

8
00:00:25.715 --> 00:00:27.335
That's not the cheapest price.

9
00:00:27.595 --> 00:00:31.375
That's not necessarily driving things down into a, you know,

10
00:00:31.685 --> 00:00:32.695
zero sum game.

11
00:00:33.085 --> 00:00:35.415
It's making sure that what it is that we're going

12
00:00:35.415 --> 00:00:39.615
to get will give us what we need and paying fairly for it.

13
00:00:41.155 --> 00:00:45.135
For a client to set up a project, well, it really is

14
00:00:45.235 --> 00:00:47.815
to be honest about what their own drivers are

15
00:00:48.515 --> 00:00:50.135
and to be respectful of the drivers

16
00:00:50.395 --> 00:00:51.775
of everyone else coming together.

17
00:00:52.395 --> 00:00:53.975
So if I came to the table

18
00:00:54.795 --> 00:00:58.815
and I was not respectful of the fact that a contractor has

19
00:00:58.815 --> 00:01:00.615
to make a profit, um,

20
00:01:01.295 --> 00:01:04.855
I would perhaps not necessarily be able to understand some

21
00:01:04.855 --> 00:01:06.575
of their drivers in their decision making.

22
00:01:07.395 --> 00:01:11.375
Um, and if I'm able to be respectful of that, then I feel

23
00:01:11.375 --> 00:01:13.495
that everybody's gonna be making better decisions.

24
00:01:14.235 --> 00:01:16.735
If they have a problem, they are gonna be able

25
00:01:16.735 --> 00:01:18.375
to be more honest about their problems,

26
00:01:18.835 --> 00:01:20.015
and if they have a problem

27
00:01:20.435 --> 00:01:21.455
and they're honest about it,

28
00:01:21.515 --> 00:01:22.935
we can work to a better solution.

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00:01:23.855 --> 00:01:26.215
I think that one of the most important things in the culture

30
00:01:26.235 --> 00:01:27.455
of a project is honesty.

31
00:01:28.135 --> 00:01:31.575
I think being honest and transparent, being able to, um,

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work in partnership in that way

33
00:01:34.555 --> 00:01:36.815
is really important in being

34
00:01:36.815 --> 00:01:38.295
effective in delivering a project.

35
00:01:39.055 --> 00:01:41.975
I think without that honesty, um, I think

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that projects risk going sideways.

37
00:01:45.085 --> 00:01:47.455
They risk people not understanding all

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of the information when they're trying to make a decision.

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00:01:50.355 --> 00:01:52.295
Um, when I've been able

40
00:01:52.375 --> 00:01:55.295
to have the most success in projects, it's where it is

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00:01:55.295 --> 00:01:56.935
that we've had difficult conversations,

42
00:01:57.025 --> 00:01:59.375
which have come from a place of honesty

43
00:01:59.745 --> 00:02:02.935
where you can actually really get to the crux of the issue

44
00:02:02.935 --> 00:02:06.535
because people are laying it out in a way which

45
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is respectful.

46
00:02:08.795 --> 00:02:10.335
And that's what I see is, is

47
00:02:10.735 --> 00:02:12.735
that honesty is a form of respect.

48
00:02:13.655 --> 00:02:15.335
I think it's really interesting.

49
00:02:15.645 --> 00:02:18.575
Sometimes it comes from a place of trying to do well,

50
00:02:18.645 --> 00:02:20.455
sometimes it comes from a place of fear,

51
00:02:20.555 --> 00:02:23.695
but when you're not working honestly with each other, um,

52
00:02:24.035 --> 00:02:25.615
people hide information,

53
00:02:25.705 --> 00:02:30.175
which sometimes can actually really lead to bad decisions.

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00:02:30.755 --> 00:02:34.215
So, just as an example, um, a project which is running late,

55
00:02:34.215 --> 00:02:36.935
which the contractor knows, is gonna really be tight

56
00:02:37.035 --> 00:02:39.895
to the deadline, perhaps even go beyond the deadline.

57
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If they're honest about that early,

58
00:02:42.775 --> 00:02:44.335
a client can make different decisions

59
00:02:44.835 --> 00:02:47.975
and mitigate a lot of the impact of that.

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And if they're able to do that,

61
00:02:50.455 --> 00:02:52.095
everybody can have a better result.

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But if they're not able to be honest, if they hide it

63
00:02:55.595 --> 00:02:58.895
or if they are trying to cover it up in a way,

64
00:02:59.475 --> 00:03:01.685
then oftentimes what ends up happening is

65
00:03:01.685 --> 00:03:03.765
that the information comes out anyway.

66
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It comes out too late for people to be able

67
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to make effective decisions,

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and everybody then is really just angry at each other

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instead of having been able to come together

70
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to find a better solution.

71
00:03:14.955 --> 00:03:16.525
I've had projects that have gone wrong.

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I've had projects that have had real challenges, um,

73
00:03:21.505 --> 00:03:24.165
and where the team has felt that it has, um,

74
00:03:24.505 --> 00:03:26.485
almost gone in different directions.

75
00:03:27.145 --> 00:03:28.365
Uh, we put a lot

76
00:03:28.365 --> 00:03:31.365
of effort then into establishing a fresh culture

77
00:03:31.715 --> 00:03:33.845
with everybody's buy-in to be able

78
00:03:33.845 --> 00:03:38.085
to achieve the same goals at the end, to get the best value

79
00:03:38.145 --> 00:03:40.925
for the client at the end with the contractor.

80
00:03:41.625 --> 00:03:44.405
Um, that culture was absolutely paramount.

81
00:03:44.625 --> 00:03:46.005
And being able to be honest

82
00:03:46.265 --> 00:03:49.485
and transparent, being able to focus

83
00:03:50.125 --> 00:03:52.005
together on each other's drivers, making sure

84
00:03:52.005 --> 00:03:56.165
that we touch base with each other on how are you doing with

85
00:03:56.165 --> 00:03:59.445
that delay, what does that impact on you

86
00:03:59.625 --> 00:04:01.765
or on your business so

87
00:04:01.765 --> 00:04:04.725
that you can then really work together to make sure

88
00:04:04.725 --> 00:04:06.005
that you're getting an end product

89
00:04:06.625 --> 00:04:10.805
and that you are getting their drivers delivered as well.

90
00:04:12.815 --> 00:04:16.675
My three pieces of advice would be, first,

91
00:04:17.415 --> 00:04:20.755
be honest with yourself and then honest with everybody else.

92
00:04:21.935 --> 00:04:23.355
If you go into a project

93
00:04:23.815 --> 00:04:27.795
and you don't actually really truly understand what it is

94
00:04:27.795 --> 00:04:31.115
that you're trying to achieve, what your constraints are,

95
00:04:31.775 --> 00:04:35.115
uh, and, and what it is that good looks like, you're going

96
00:04:35.115 --> 00:04:37.555
to really struggle to express it to everybody else

97
00:04:37.735 --> 00:04:38.755
and get there at the end.

98
00:04:40.155 --> 00:04:43.315
I think that the second piece of advice that I would have is

99
00:04:43.885 --> 00:04:46.155
where possible focus on making sure

100
00:04:46.155 --> 00:04:48.475
that you're bringing a team together that shares values.

101
00:04:49.415 --> 00:04:54.075
So it is oftentimes the case where we focus a lot on,

102
00:04:54.695 --> 00:04:56.995
you know, what, what, what have you done last time?

103
00:04:57.105 --> 00:04:59.315
What was, what was your biggest achievement?

104
00:04:59.855 --> 00:05:03.635
Um, and less on actually are we bringing a team together

105
00:05:03.635 --> 00:05:05.355
that shares the right values so

106
00:05:05.355 --> 00:05:08.035
that we can then deliver something together.

107
00:05:09.255 --> 00:05:13.555
And then the third thing is, um, to be able

108
00:05:13.575 --> 00:05:17.195
to have a bit of fun, a bit of sense of humor.

109
00:05:17.615 --> 00:05:19.635
You're the client, you set the tone,

110
00:05:20.135 --> 00:05:23.155
but also, you know, you are wanting to make sure

111
00:05:23.155 --> 00:05:25.035
that everybody is going to get to the end

112
00:05:25.035 --> 00:05:26.235
of the project and be proud.

113
00:05:27.215 --> 00:05:29.435
And being able to have a little bit

114
00:05:29.435 --> 00:05:31.635
of a light touch sometimes means

115
00:05:31.635 --> 00:05:34.435
that people take more joy and pleasure.

116
00:05:34.855 --> 00:05:36.595
If you're ruling with the iron fist.

117
00:05:36.825 --> 00:05:40.035
Sometimes that means that people dread seeing you there.

118
00:05:40.175 --> 00:05:41.835
It also means that sometimes they won't necessarily

119
00:05:41.855 --> 00:05:43.035
be as open with you.

120
00:05:43.655 --> 00:05:46.755
Um, so if you're able to be a little bit lighter,

121
00:05:47.355 --> 00:05:50.635
a little bit happier, um, set that tone.

122
00:05:51.195 --> 00:05:53.395
I think that that's something that I would say is a,

123
00:05:53.395 --> 00:05:56.035
is a good piece of advice, perhaps not often shared enough.
 

Summary

WEBVTT

1
00:00:05.115 --> 00:00:06.255
My name is Rachel Jones.

2
00:00:06.355 --> 00:00:07.615
I'm the head of specialist services

3
00:00:07.755 --> 00:00:11.535
for JLL located in Saudi Arabia, Riyadh.

4
00:00:13.425 --> 00:00:14.485
So our department looks

5
00:00:14.485 --> 00:00:16.325
after a range of different services such

6
00:00:16.325 --> 00:00:19.245
as digital solutions, technical due diligence, transitions,

7
00:00:19.285 --> 00:00:20.365
handover, and delivery.

8
00:00:21.465 --> 00:00:24.165
So one of the key requirements, I believe, is that we need

9
00:00:24.165 --> 00:00:27.605
to establish clear handover guidelines very early on, even

10
00:00:27.605 --> 00:00:29.285
during the design stage, to ensure

11
00:00:29.285 --> 00:00:30.805
that all parties are aligned

12
00:00:30.805 --> 00:00:33.125
with the contractual requirements, um,

13
00:00:33.145 --> 00:00:36.325
for integrated project teams that, um, are aligned

14
00:00:36.325 --> 00:00:37.405
to all the deliverables

15
00:00:37.985 --> 00:00:40.645
and all stakeholders in terms of communication.

16
00:00:41.065 --> 00:00:44.525
If you engage users early on, it really does help everybody,

17
00:00:44.525 --> 00:00:46.925
the operational team, the FM team,

18
00:00:47.065 --> 00:00:48.205
the property management team,

19
00:00:48.225 --> 00:00:49.925
and ensures no surprises at the end.

20
00:00:50.235 --> 00:00:53.245
Knowledge transfer is also key to a successful handover

21
00:00:53.245 --> 00:00:56.725
and delivery documentation should be top-notch at the end

22
00:00:56.725 --> 00:00:58.125
of the day, at the beginning

23
00:00:58.205 --> 00:00:59.925
of the construction and not at the end.

24
00:01:00.425 --> 00:01:03.525
Um, transitions budgets are generally an afterthought

25
00:01:03.525 --> 00:01:05.005
as well, so these are no longer,

26
00:01:05.335 --> 00:01:08.285
these aren't actually thought of, uh, in the first stages,

27
00:01:08.425 --> 00:01:10.565
but someone needs to think about them with regards to

28
00:01:10.705 --> 00:01:11.845
how we're going to pay for all

29
00:01:11.845 --> 00:01:13.485
of this work at the end of the project.

30
00:01:14.345 --> 00:01:17.285
Um, evaluation of the FM companies is, again,

31
00:01:17.315 --> 00:01:20.325
very crucial when it comes to a successful acceptance

32
00:01:20.325 --> 00:01:21.845
of handover and delivery of the project.

33
00:01:22.535 --> 00:01:24.885
Cheap is not always the best when it comes to this stage

34
00:01:24.885 --> 00:01:27.925
of delivery and many underlying issues could not,

35
00:01:27.925 --> 00:01:28.965
could go undetected.

36
00:01:29.545 --> 00:01:31.965
Um, if you're appoint inexperience FM company

37
00:01:32.275 --> 00:01:34.245
that just doesn't understand the complexities

38
00:01:34.545 --> 00:01:35.565
of such a project.

39
00:01:35.905 --> 00:01:37.565
Uh, also the contract alignment.

40
00:01:37.785 --> 00:01:40.525
So the taking over certificate is one small part

41
00:01:40.525 --> 00:01:44.565
of the handover, which clients believe the building is ready

42
00:01:44.565 --> 00:01:46.605
to occupy, when in fact it could be,

43
00:01:46.605 --> 00:01:47.765
it couldn't be further from the truth.

44
00:01:47.765 --> 00:01:51.125
Sometimes. Um, the contract deliverables need to be reviewed

45
00:01:51.125 --> 00:01:52.845
and aligned with every step of the way

46
00:01:52.845 --> 00:01:54.925
to ensure operational readiness is achieved.

47
00:01:55.425 --> 00:01:57.765
The defect management process is there to support

48
00:01:57.765 --> 00:01:59.645
with the first year of the project's lifespan,

49
00:01:59.945 --> 00:02:02.085
and this enables us to ease into the standards

50
00:02:02.085 --> 00:02:05.565
of operations within, with all parties aligning deliverables

51
00:02:05.565 --> 00:02:08.205
and key requirements as part of the ongoing FM contracts.

52
00:02:08.625 --> 00:02:10.165
And it really is a real game changer.

53
00:02:10.385 --> 00:02:11.845
If you have a contractor

54
00:02:12.505 --> 00:02:14.085
and FM contractor specifically

55
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that follows all of these processes.

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Um, they implement the government

57
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and communication frameworks.

58
00:02:19.945 --> 00:02:21.925
It, it can really be a game changer in terms

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of making things harmonious.

60
00:02:24.225 --> 00:02:27.685
The first three months, uh, is easy, I guess, uh, in terms

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of the management of this, uh, delivery

62
00:02:30.945 --> 00:02:32.245
and then the four to six months,

63
00:02:32.245 --> 00:02:34.925
the monthly performance reviews is again, um,

64
00:02:34.955 --> 00:02:36.765
looking back on the lessons learned

65
00:02:37.065 --> 00:02:39.005
and the support required for future projects,

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if that's relevant at all.

67
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If I had three pieces of advice

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for less experienced clients, I would say

69
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that the standard you set when it comes to handover

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00:02:48.815 --> 00:02:52.355
and delivery, whether you're a contractor, a PMC, a site,

71
00:02:52.595 --> 00:02:56.115
supervision, or a client is the standard that you walk by.

72
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Communication is also key when it comes

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to being transparent, doing delivery.

74
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And day one should be when you're looking to, um,

75
00:03:03.135 --> 00:03:05.555
the handover process, not the day before Handover.

Summary

My name is Ayo Alu.

I'm the Director of Design technical and Innovation,

and I work for Clarine Housing Group

for the UK's largest registered social housing provider.

I think the shared vision of clients

and contractors is truly the way to bring about

a successful end result in a project.

And we've seen that more

and more with, um, different forms of contract

and more partnering arrangements being brought forward.

So as a CIOB member

and the CIOB client champion, working for a client

for me is the ultimate way of, um, ensuring

that we can have full synergy across the project lifecycle.

At the start of the Building Safety Acts introduction, a lot

of people thought it was all about paperwork

and filling in paperwork

and, uh, proving that you'd done something.

The truth is, as an industry,

we'd already given an undertaking to do all

of these activities anyway.

However, somewhere we got lost in doing that paperwork

and not really thinking about what was on that paperwork

or whether that paperwork should be audited or not.

So what the Building Safety Acts has done is allowed us

to refresh our thinking, really look at

how accountable we are, really look at

what actions we are taking as stakeholders, building owners,

asset managers in the safety of buildings for residents

and for operators.

I think that the introduction

of the Building Safety Act will impact positively on the

quality of outcomes as well,

because as part of the process of the Building Safety Act,

we are also taking the opportunity

to enhance our own internal quality

management procedures as well.

Similarly, with the use of the design

and build, um, contracting style, we see again,

sometimes a lapse in focus around quality management.

And so we feel that as clients we are perfectly placed

to demand high levels of quality, to oversee high levels

of quality, and to ensure

that throughout the whole project's lifecycle quality is

managed, recorded,

and left in such in a, in a position which is beneficial

for both the end user and for us as asset managers.

Moving forward, I think one of the things that a lot

of people misunderstand is that the regulations apply to all

of us, be you client, be you a member of the

detailed supply chain construction supply chain.

You too play a role in

how the Building Safety Act comes together in terms

of making sure you're compliant with the regulations, uh,

in ensuring that your quality

and safety standards within your business are ready

for adoption and,

and compliant with the Building Safety Act.

The first piece of advice, I would say, is

to give yourself time.

Yeah. The ACT requires you to think ahead.

That's one of the main things about the Building Safety Act.

It requires you to plan for the introduction

of new processes, people moving into buildings,

people managing buildings, so on and so forth.

So it gives yourself plenty of time plan for it.

I would also suggest that you liaise

with the regulator wherever possible.

Um, speak to colleagues in building control as well,

who may also have, uh, links in with the regulator

and they could shed some lights on any

queries or questions that you have.

Most of all, it's important that you collaborate.

You speak to partner organizations, you speak

to other stakeholders within the project

to get a clearer understanding of where you need to be.

Finally, there are companies who can provide legal advice

for you if you really are uncertain about how

to ensure compliance.

So there are legal bodies

and there are, um, consultant bodies who can come in

and give you formal advice backed with PI as to

how you should work, um, with the Building Safety Act.

Summary

1
00:00:05.075 --> 00:00:06.695
So my name is Paul Nash.

2
00:00:07.095 --> 00:00:08.135
I am a past president

3
00:00:08.155 --> 00:00:09.935
and a fellow of the Charting Street building,

4
00:00:10.435 --> 00:00:13.575
and I currently chair the C'S Quality Implementation Group.

5
00:00:14.515 --> 00:00:17.735
So the Building Safety Act is a huge piece of legislation,

6
00:00:18.275 --> 00:00:21.855
uh, and it makes a number of changes to existing legislation

7
00:00:21.995 --> 00:00:25.295
as well, which impacts on anyone who's undertaking

8
00:00:25.855 --> 00:00:30.215
a development or who owns an existing high risk building.

9
00:00:32.285 --> 00:00:35.055
Well, we have to start by going back to the terrible events

10
00:00:35.055 --> 00:00:39.895
of the 14th of June, 2017 when 72 people lost their lives

11
00:00:39.895 --> 00:00:41.455
in the Grenfell Tower fire.

12
00:00:42.035 --> 00:00:45.495
It wasn't the first case of, uh, a fire,

13
00:00:45.735 --> 00:00:48.095
a cladding fire in a high rise residential building,

14
00:00:48.875 --> 00:00:51.535
but it was an event that demanded change without a doubt.

15
00:00:52.035 --> 00:00:55.895
So that really led to the decision by government

16
00:00:56.395 --> 00:00:58.975
to set up an independent review of building regulations

17
00:00:58.975 --> 00:01:01.735
and fire safety, and it appointed Dame Judith Hackett

18
00:01:01.735 --> 00:01:03.215
to lead that review.

19
00:01:03.875 --> 00:01:05.135
The review led to a report,

20
00:01:05.135 --> 00:01:06.575
the Building a Safer Future Report,

21
00:01:06.995 --> 00:01:10.015
and what that did was it identified, uh, four key issues,

22
00:01:10.015 --> 00:01:13.775
really ignorance, indifference, a lack of clarity on roles

23
00:01:13.795 --> 00:01:16.335
and responsibility, an insufficient regulatory

24
00:01:16.765 --> 00:01:18.215
oversight and enforcement.

25
00:01:18.795 --> 00:01:22.295
So the report included 53 recommendations in all in it's

26
00:01:22.295 --> 00:01:24.375
those recommendations which form the basis

27
00:01:24.515 --> 00:01:25.975
of the Building Safety Act,

28
00:01:26.105 --> 00:01:28.895
which was enacted in April of 2022.

29
00:01:30.455 --> 00:01:33.095
I think the biggest challenge is I'm seeing at the moment

30
00:01:33.555 --> 00:01:36.855
are primarily around an understanding of the act, uh,

31
00:01:36.915 --> 00:01:39.495
and the fact that it, it does apply to all buildings

32
00:01:39.495 --> 00:01:41.935
that building regulations apply to.

33
00:01:42.355 --> 00:01:45.255
Uh, I see many clients still asking a question, uh,

34
00:01:45.275 --> 00:01:47.175
and saying, I'm being surprised when they learn

35
00:01:47.175 --> 00:01:49.575
that the ACT actually does apply, apply to them.

36
00:01:50.435 --> 00:01:51.695
But also I think that we have to remember

37
00:01:51.695 --> 00:01:52.855
this act does have teeth.

38
00:01:53.155 --> 00:01:55.215
So the responsibilities on clients

39
00:01:55.315 --> 00:01:58.215
as duty holders are very clearly set out in both part three

40
00:01:58.215 --> 00:02:00.215
of the ACT and part four of the act.

41
00:02:00.715 --> 00:02:03.655
And there are penalties for failing to comply with the act.

42
00:02:03.695 --> 00:02:05.175
I mean, the act actually, uh,

43
00:02:05.195 --> 00:02:07.495
if there is a prosecution under the act, can lead

44
00:02:07.495 --> 00:02:08.695
to an unlimited fine

45
00:02:08.715 --> 00:02:11.375
or a term imprisonment for up to two years.

46
00:02:11.795 --> 00:02:13.775
So it's really important that clients understand their

47
00:02:14.055 --> 00:02:16.415
responsibilities and also understand that as a duty holder,

48
00:02:16.415 --> 00:02:17.655
these aren't responsibilities

49
00:02:17.845 --> 00:02:19.895
that they can pass on to another party.

50
00:02:20.475 --> 00:02:22.535
Uh, so it's really important that clients go out there

51
00:02:22.535 --> 00:02:24.015
and they understand not only

52
00:02:24.015 --> 00:02:25.655
what their responsibilities are under the act,

53
00:02:25.915 --> 00:02:27.975
but what they need to do in order to comply.

54
00:02:29.635 --> 00:02:32.855
So I think a good starting point is an understanding of

55
00:02:32.885 --> 00:02:35.695
what the duties are on clients under the ACT

56
00:02:35.695 --> 00:02:37.615
to say whether you are a developer

57
00:02:37.615 --> 00:02:40.615
or a building building owner, there is a lot

58
00:02:40.615 --> 00:02:41.855
of available guidance out there.

59
00:02:41.855 --> 00:02:43.655
The Child Institute of Building actually publishes a lot

60
00:02:43.655 --> 00:02:46.935
of guidance and runs training courses specifically on the

61
00:02:47.095 --> 00:02:48.135
Building Safety Act

62
00:02:48.135 --> 00:02:51.175
and the requirements in terms of compliance under the act.

63
00:02:51.815 --> 00:02:53.895
I think the first thing is to understand

64
00:02:53.895 --> 00:02:56.415
that the Building Safety Act applies to any building

65
00:02:56.565 --> 00:02:58.455
that building regulations apply to.

66
00:02:58.455 --> 00:03:01.205
It's not just about high rise residential buildings

67
00:03:01.205 --> 00:03:02.525
or high risk buildings.

68
00:03:02.585 --> 00:03:04.565
So that's the first thing. I think.

69
00:03:04.565 --> 00:03:07.125
The second thing, second thing is to understand that

70
00:03:07.875 --> 00:03:10.325
what your responsibilities are under the act.

71
00:03:10.385 --> 00:03:12.445
So to understand what your responsibilities are under the

72
00:03:12.445 --> 00:03:15.485
act, um, and what you need to do to comply with those

73
00:03:16.125 --> 00:03:18.685
responsibilities, those duties as defined under the act.

74
00:03:19.105 --> 00:03:20.645
And importantly that these aren't duties

75
00:03:20.645 --> 00:03:22.285
that you can pass on to another party.

76
00:03:22.825 --> 00:03:26.005
Uh, the responsibility sits with the client, uh,

77
00:03:26.025 --> 00:03:27.725
and it's clearly defined under the act.

78
00:03:28.065 --> 00:03:29.165
The third thing I think is, is

79
00:03:29.165 --> 00:03:30.485
to remember why we're doing this,

80
00:03:30.545 --> 00:03:31.805
why this change was necessary.

81
00:03:32.225 --> 00:03:34.885
Um, and ultimately it's about ensuring that the people

82
00:03:35.025 --> 00:03:38.125
who use these buildings, who occupy these buildings

83
00:03:38.125 --> 00:03:39.605
that we create and we adapt,

84
00:03:39.865 --> 00:03:41.965
and that we maintain a safe, uh,

85
00:03:42.025 --> 00:03:44.725
and putting residents at the heart of a new system

86
00:03:44.725 --> 00:03:47.485
of building safety was one of the key recommendations

87
00:03:47.505 --> 00:03:49.405
of the building A Safer Future Report.
 

Summary

WEBVTT

1
00:00:04.875 --> 00:00:05.695
My name's Graham Lewis.

2
00:00:05.935 --> 00:00:07.935
I work for Cardiff Metropolitan University,

3
00:00:08.075 --> 00:00:10.775
and I'm responsible for the estate sustainability teams

4
00:00:11.275 --> 00:00:14.175
and for working through a map towards net zero.

5
00:00:14.875 --> 00:00:18.735
Too often retrofit becomes a, a badge around carbon, um,

6
00:00:18.955 --> 00:00:20.975
and, and very much a lot of people using it

7
00:00:20.975 --> 00:00:23.215
as a marketing ploy for what they might want to do.

8
00:00:23.235 --> 00:00:25.295
But if we look at buildings, buildings don't exist

9
00:00:25.925 --> 00:00:26.935
just for the sake of it.

10
00:00:27.005 --> 00:00:30.335
They exist for things to happen within them so

11
00:00:30.335 --> 00:00:31.895
that they're places, they're spaces

12
00:00:32.025 --> 00:00:34.375
where we all come together as humans

13
00:00:34.835 --> 00:00:37.095
or to do a thing to create another thing.

14
00:00:37.195 --> 00:00:39.455
We, we don't build these things for the sake of it.

15
00:00:39.595 --> 00:00:43.255
So for us at card of net, the purpose of what we do is

16
00:00:43.255 --> 00:00:46.735
to teach, to research, to bring together, to collaborate.

17
00:00:46.875 --> 00:00:49.495
So by putting the people at the heart of that,

18
00:00:49.495 --> 00:00:52.535
rather than a conversation around retrofit as a concept,

19
00:00:53.435 --> 00:00:56.175
we can start to have a really positive discussion around

20
00:00:56.675 --> 00:00:58.655
how we start to affect climate change.

21
00:00:59.415 --> 00:01:00.855
I do a lot of work around something

22
00:01:00.855 --> 00:01:01.895
called the Performance Gap.

23
00:01:02.155 --> 00:01:05.855
Um, and again, this research evidence led

24
00:01:05.855 --> 00:01:07.135
through a number of universities.

25
00:01:07.135 --> 00:01:09.775
So a study of studies, the study of all the studies

26
00:01:09.775 --> 00:01:12.895
that have looked at buildings, how they were designed,

27
00:01:12.995 --> 00:01:16.735
how much energy they were believed to use at design stage,

28
00:01:16.795 --> 00:01:19.575
and how much energy they actually use when we use them.

29
00:01:20.115 --> 00:01:22.655
In many instances, we're using four times the energy

30
00:01:22.655 --> 00:01:24.295
that the designers thought we would,

31
00:01:24.595 --> 00:01:26.135
and the reasons for that are complex,

32
00:01:27.475 --> 00:01:29.335
but if we don't understand it, we assume

33
00:01:29.335 --> 00:01:31.015
that a building is truly inefficient.

34
00:01:31.445 --> 00:01:33.975
Whereas actually it may be as simple as

35
00:01:35.205 --> 00:01:37.295
understanding the engineering of the systems,

36
00:01:37.935 --> 00:01:40.455
recommissioning the systems, simply

37
00:01:40.775 --> 00:01:41.895
checking the control systems.

38
00:01:42.115 --> 00:01:46.895
So in one month we saved 70 megawatts of power just

39
00:01:46.955 --> 00:01:49.735
by diligently reviewing the energy systems

40
00:01:49.795 --> 00:01:51.135
across our estate.

41
00:01:51.995 --> 00:01:54.175
It cost us the cost of a person going

42
00:01:54.175 --> 00:01:55.535
and undertaking those reviews,

43
00:01:55.875 --> 00:01:57.655
but we've now saved carbon and cost.

44
00:01:58.355 --> 00:02:01.175
So the industry isn't really set up for that.

45
00:02:01.235 --> 00:02:04.575
The industry is very much predicated on build the next

46
00:02:04.575 --> 00:02:06.135
thing, deliver the next project,

47
00:02:06.675 --> 00:02:09.575
and we need to take a step back in the retrofit journey,

48
00:02:09.795 --> 00:02:12.575
the, the net zero journey to the starting point, back

49
00:02:12.575 --> 00:02:15.535
to the brief to understand what we've already got

50
00:02:16.055 --> 00:02:19.455
properly first, spend meaningful time looking at it

51
00:02:19.675 --> 00:02:21.375
before we embark on our next project.

52
00:02:22.555 --> 00:02:26.295
It, it's so important that you establish the purpose of

53
00:02:26.295 --> 00:02:29.215
what you want and you keep asking questions.

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00:02:30.415 --> 00:02:31.655
Construction is not hard.

55
00:02:32.605 --> 00:02:34.775
It's made hard by the terminology

56
00:02:34.835 --> 00:02:36.855
and the language of people who work in it.

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If you don't know what to do, just look

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around your inner building to start with.

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00:02:42.195 --> 00:02:43.615
So if it doesn't quite make sense,

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it probably doesn't make sense.

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Ask those questions

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00:02:47.795 --> 00:02:51.655
and if you need to challenge, challenge, making sure

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that you have meaningful analysis,

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what is it that you need?

65
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What is it that you've got? How is it performing?

66
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The thing that you've already got?

67
00:03:03.465 --> 00:03:07.405
If you are doing this purely about net zero, you can save

68
00:03:07.705 --> 00:03:11.365
so much energy just by looking at what you've already got.

69
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If you reduce your operational energy,

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you can create your own budget that then starts to pay

71
00:03:18.465 --> 00:03:21.445
for things that pay back quickly around solar.

72
00:03:21.965 --> 00:03:26.485
LED. Upgrading thermal insulation in boiler rooms incredibly

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00:03:26.495 --> 00:03:28.525
cheap, incredibly faster payback.

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Both of those activities,

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00:03:30.425 --> 00:03:32.125
you need very little resources to do.

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00:03:32.145 --> 00:03:35.695
You can do it to then start to deal

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with complicated retrofit.

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It's not the first thing.

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Just simply being efficient is the first thing to do.

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Then start the more complicated projects,

81
00:03:46.035 --> 00:03:48.255
and then finally, just think longer term.

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Don't, don't be rushed into making decisions based

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on an immediate need.

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00:03:52.715 --> 00:03:54.855
You will live with these buildings for decades.

85
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So make sure that you have thought about why you are doing

86
00:03:59.015 --> 00:04:01.735
it, what you need it for, what you need it for longer term

87
00:04:02.355 --> 00:04:03.735
and take a long term mindset.

88
00:04:04.325 --> 00:04:06.775
I've worked on buildings that are over a thousand years old

89
00:04:06.775 --> 00:04:08.935
that still perform to their original purpose,

90
00:04:09.675 --> 00:04:11.335
and yet we are demolishing buildings

91
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that are simply 20 years old

92
00:04:12.895 --> 00:04:15.135
because they didn't quite have the flexibility

93
00:04:15.165 --> 00:04:17.135
that we needed for, for modern world.

94
00:04:17.955 --> 00:04:21.015
So taking that long-term mindset means

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that you will not just create a product,

96
00:04:23.475 --> 00:04:24.975
but create a legacy for yourself.

Summary

My name is Kenneth Kinsella.

I am the Director of Capital Development at the

London School of Economics.

When I was a younger young project manager in the higher

education system, there was very limited networks, um,

availability and the association university Director

of Estates, A UDE was created

and that created a vehicle for us to sort of come together

for about six years, couple years back,

I was the inaugural chair of the Capital Group

and part of my reason for doing that was sharing knowledge,

doing briefing notes,

and just sharing best practice are my experience with those

entering the sector, achieving, um, net zero, uh,

in our estate.

It's the right thing to do, especially with climate change.

Uh, we are in institution doing research

in this subject matter.

So effectively we have to walk the walk.

Um, the advantages to us are, uh, reputational, um,

attracting students and staff and retention of staff

and students, because we're actually leading in this

example, it has financial benefits in terms

of reducing energy and reducing the carbon footprint.

Um, but the main thing, it is the right thing to do.

The primary challenges for the LSE meeting net zero are

one hour location, where a central London inner city campus

in a conservation area with several listed buildings.

So doing interventions into those buildings comes

with its own complications.

Uh, additionally, the, uh,

technology is changing all the time.

So selecting the rice technology

that has actually durability can be quite an,

uh, an interesting challenge.

The existing Greek capacity, um, everything is moving

to electric now in this location.

Um, so doing surveys would be important.

That is a challenge. Changing systems to, from gas to

electric, all electric is only going to take you so far.

The important part is the fabric upgrades,

and that in Central London is quite a challenge

where we're having to adapt existing buildings,

ex on the external.

The lessons we've learned at the LSC in achieving net zero

is be more ambitious.

Set a set a challenging targets to the design consultants,

allow more time for surveys, um,

and undertake as much as you can as early

as possible in the projects.

Thoroughly survey the existing stock structurally

and services just to understand the potential

for the existing buildings.

Uh, gas boilers are generally in the basement

and heat pumps are generally on the roof,

so there's a total change in approach.

Consider the infrastructure in the local area

and actually forward plan.

What other systems are going

to change within the existing stock.

As an example, catering may well be gas fired today,

but it's now moving to electric,

which then increases the electrical demand,

not just on the hessing systems,

but actually then on the catering systems as well.

My advice to clients would be consider reuse, approach it

with an open mind, and don't set the bar too low.

Consider the existing infrastructure as early as possible.

Select sustainability consultants with a proven track record

of delivering net zero,

and more importantly, having a data set behind them

to evidence base the proposals they're putting forward.

Summary

WEBVTT

1
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My name is Rebecca Thompson.

2
00:00:06.265 --> 00:00:07.845
I'm the Director of Property for St.

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Paul's Cathedral, but I'm also a fellow

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and past president of the Charter Institute of Building.

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Being A-C-I-O-B client champion is really important to me

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because I think there is a divide between the client

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and the constructor or renovator conservation specialist.

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And by collaborating and giving them some information

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and sharing our knowledge, it keeps them informed

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and makes them able to make better decisions,

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therefore, improving the quality of the delivery of

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whatever work that we do, whether that's new build

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or restoration conservation.

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There are many ma major challenges to, um, conservation

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and retrofit of historic buildings.

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The first is really the funding streams.

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There, there isn't enough funding for

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restoration conservation of historic buildings, and

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therefore we tend to default to demolition or new build.

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And that's a real shame on a number of levels on the fact

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that we're actually losing some of our cultural heritage,

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but also the environmental impact of that, um,

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decision to be made.

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So there are things that that should be addressed in terms

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of VAT and encouraging people to reuse buildings.

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The second major problem with that is the skills

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shortage within the heritage sector

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and actually realizing that we need specialist skills

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for retrofits of, um, historic buildings to,

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they're not the same as new build.

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So we do need to work on the skills

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and the, um, knowledge and expertise

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and again, empowering clients to make the right decisions.

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Uh, when working on a very different building.

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There are many benefits

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to the restoration conservation of historic building.

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And I would say the first one is the environmental impact.

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So actually reusing

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or repurposing a building that already exists is,

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is a massive benefit to everyone in terms of materials

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and carbon footprint.

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And, um, can be faster in terms of program, um,

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probably needs a little bit more thinking about,

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but I think you end up with a nicer product if there's,

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if there's an embedded story within the building.

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So when a client is starting work on a construction project,

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on an historic building, they need to bear in mind

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that there are a whole other level of, um,

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permissions required.

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So whether that's in ecclesiastical, which it,

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which adds another dimension with in terms of faculties

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and the cathedral Fabric Commission for England,

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or whether that's planning permission

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with listed building consent,

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still need building regulations.

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Um, there are, there are challenges with fire regulations.

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I think retrofitting a property

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and also thinking about the thermal improvements needed

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and not inflicting

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or causing further problems with, um,

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with the actual build itself.

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So an older building needs more ventilation, for example.

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So I think what a client's got

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to bear in mind is use the right team, use the people

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that know how to work on these historic buildings,

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add extra time for planning and thinking about the building

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and how you're gonna make it work for you and,

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and actually enjoy it.

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Make, make use of the existing character of the building

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because they're each bespoke and worth celebrating.

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I think you've got to realize it's a huge responsibility.

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So my three pieces of advice would be to get the right team

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of people around you, the right qualifications with the team

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around you to make sure you allow extra time for planning

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and ensuring that the building will work for you.

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And also managing your budget

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because there are more anomalies with a historic building

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than when you're starting from scratch.

Summary

WEBVTT

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My name is Ala Bharara.

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Um, I work for the City of London Corporation

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as a group director of property projects.

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So I look after construction projects

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on behalf of the City of London.

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So procurement and construction from a client perspective is

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a selection of your primary team,

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which are your main designers and your contractors,

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and in some sense your subcontractors

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and some instances materials as well.

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Um, it's always important

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to get your project manager your quantity survey surveyor,

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your architects and your engineers on board.

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They're your primary team, but more importantly,

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get your project manager and your quantity surveyor on first

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before employing your architect.

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We sometimes, as clients get carried away

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with pretty pictures and designs

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that we probably can't afford,

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and it's always quite good for the project manager and the,

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and the, to help you articulate what your ideas are,

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give you a budget for that,

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and help you select the

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architect that fits within that budget.

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Once you have your primary team on, on, on board, um,

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getting your main contractor is,

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is the next thing you need to do.

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It's always best to ensure you have a main contractor who's

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experiencing that type of project

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and the value of that type of project as well.

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Um, if you are the public sector is very likely you'd have

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to do that through an o um, um, attended process

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to make sure you have the contracts on board.

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Um, if you are the private sector,

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then you can have a negotiated contract,

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which actually works well for both parties

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because you can come to an agree to understand

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what the contract is and you

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can share the risk a lot better.

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Um, always ensure you have the right contracts

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with the right project as well.

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So if you have a primarily engineering project,

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you probably want to use a, um, an NEC contract.

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If you have a building project, you want

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to use a JC contract.

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Also make sure your team understand how to administer

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that contract 'cause it's,

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'cause sometimes we do have contracts, administrators

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who are experienced in the NEC contract using that knowledge

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to manage a JT contracts.

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And then we, we say we tend to have problems.

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Risk sharing is really important

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in the construction industry.

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Even more so over the last four years since we've had covid.

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Um, clients tend to lean towards a fixed price contract,

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which is fine because they have a return,

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return on investment they need to justify.

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However, with the fluctuation of material prices

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and labor prices in the market, it's really critical

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that we actually share that risk with our contractors.

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So if you want to share the risk, it's always better

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to do a two stage contracting process

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with a contractor if you're not comfortable doing that.

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Another option is to actually have a percentage fixed.

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So for example, 70% of the construction sum is fixed

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and then the other 30% is open to fluctuation in the market,

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but at least you're sharing the risk

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with the contractor through that process.

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It's absolutely crucial for clients

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to also assist the construction industry

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by making prompt payments to the contractor.

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You can do that by making sure the payment terms are

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actually met or making sure when the invoices and

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and evaluations come through, they're paid on time.

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But more importantly, it's also good for the clients

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to ensure the contracts are the main contracts in this case

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makes similar payments to subcontractors as well

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because they're the ones that the tail end of it

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and they're the ones that kind of suffer

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when payments are made late.

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So make sure you pay your contracts early

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and make sure the process is in place

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to make sure you check the main contractors.

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Also pay the subcontractors as early as possible.

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Make sure you select a primary co consult team

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who have the experience of the project, not the,

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not the organization, but the individuals within

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that organization because when companies tend to tend

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for projects, the people who deliver

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that project might have left.

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So make sure the people you're interviewing actually

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deliver that particular project.

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That's the first one. Secondly, be realistic

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and open about your budget.

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It does take the industry a lot of time

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and effort to start

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to value engineer a project

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when actually the budget is available.

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So be open and honest about your budget.

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And finally, the time skills.

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Be realistic about your time skills as well.

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It might take a bit longer to do the project,

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but it'll be done better if you give them enough time

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to deliver the project.