Association for Project Safety
Earlier this year, at the Association for Project Safety (APS), we proudly announced the launch of our ninth National CDM and Student Designer Awards. With the deadline (31 May 2016 ) for final entries looming, I thought I'd take this opportunity to tell you a little bit more about the awards and why, if you work in the Design and Construction Health and Safety sector, you should consider entering too.
Before I get on to talking about the prestigious event, let me first tell you a little more about APS and what we do.
We're a professional membership body that offers guidance and support to 5,000 Members across the UK, in all areas of Construction Health and Safety Risk Management. In fact, APS members are amongst some of the country's leading architectural, engineering, health and safety, project management and surveying professionals. Our members are all required to maintain their skills, knowledge and experience by undertaking Continuing Professional Development programmes each year, which means APS members are some of the UK's most trusted, leading experts. We're members of the Construction Industry Council (CIC) too.
We strive to continuously improve and promote professional practice, and our ninth annual National CDM and Student Awards will showcase the exceptional work happening in our industry. They celebrate both current and future members of the Design and Construction Health and Safety sector, by rewarding examples of good practice, and providing people in the industry with a benchmark of success to work towards.
Of course, although we are responsible for organising and hosting the awards, the National CDM and Student Awards are open to both APS Members and non-members, and so I'd strongly encourage you to enter.
With nine different categories to enter, our awards are one-of-a-kind. There are so many different award ceremonies and events within our sector for people to enter, however, these awards often only recognise the importance of Design and Construction Health and Safety through perhaps one or two dedicated categories. Yet the purpose of our awards is to only recognise the important role of Design and Construction Health and Safety plays through each and every category - our National CDM and Student Designer Awards really are unique.
Entries are now open and will close on Tuesday 31 May 2016, with the short list of successful entries being announced in early September – so don't delay as there isn't long to go before the deadline.
Judging will take place over the summer months by an expert panel of industry figure-heads, including the Health and Safety Executive. With such a vigorous judging process, you can be sure that if you win, your work is of the very highest standards and is quite rightly something for you to shout about!
The award ceremony itself will take place on Thursday 27 October at the Radisson Blu Portman Hotel in London. The awards event promises to be bigger and better than ever before, with a high profile speaker, dinner, dancing and entertainment too; we look forward to welcoming our Members, as well as meeting some new faces at the event in October. It's going to be a great night.
And as if attending the awards evening wasn't celebration enough, all shortlisted entries will be invited to an exclusive reception at the House of Commons on the afternoon of the awards evening. Attending the event will be MPs representing the constituencies of the shortlisted candidates and Parliamentarians with an interest in the work and reach of APS across the UK.
If you'd like to submit an application, you can do so online via our website free of charge. If you'd like more information about the awards, visit www.aps.org.uk/how-apply or call the team on 0131 442 6600.
We really do hope you'll take this opportunity to celebrate success with us and we look forward to seeing you in London soon.
Senior Quanity Surveyor
After working in the industry coming up to 20 years, 10 of which I’ve suffered with health problems I needed help. The pain my condition (Fibromyalgia), with its complications (rheumatoid arthritis stage three - four in my legs and spine) causes, has steadily been getting worse; sleep is getting less and my ability to deal with it and still progress to my career goals, has started to seem further away than it feels it has ever been.
I’ve been lucky, my employers have been amazing; and while looking into what they can do to help me get back to the level I was and for the progression that was just in front to be achievable again; they have encouraged me to seek help and support externally too. But looking for this in the construction industry, has left me feeling more alone and less understood. One of the suggestions was to use this feeling to helping others in the same position. Both helping myself and to hopefully making the industry I love better.
I believe 100% that the construction industry is missing a massive opportunity for disabled people to work within it due to old thinking and myths and I want to do something about it. As I have progressed through the years I have seen some of the old attitudes to certain parts of the demographics (thankfully many of which have now gone) whether it concerned more women entering the industry, your age limiting how far you could progress, to what country you came from, to name but a few. Now one of the final hurdles, we have yet to get over is how we deal with people’s health.
Unlike the other ‘perceptions’ this mentality still hasn’t disappeared with time, and it won’t unless, like other previously perceived conceptions within construction, it is challenged and something done to change it; and I know it can be done, because we have all seen it change for the better in other areas; so let’s tackle this one too.
With the latest proposed cuts to assistance, the absolute desire for people to get in to work and the huge shortfall in professionals coming into the construction industry, surely this is a fit for everyone?
Contributor: Kevin Millin is a Senior Quantity Surveyor who has worked in the construction industry in various businesses since 1997. He has been happily ensconced in his current role with Beard Construction for 2 years working on a variety of projects. Kevin set up the LinkedIn Group ‘Disabled People in Construction’ and would welcome you to join the conversation.
Events, Communications & Marketing Manager
Construction Industry Council
For some time now we have known about the need for new dwellings and the lack of available homes. I certainly found this true when taking my first step on the property ladder a couple of years ago. With a deficit of starter homes we were among 40 other couples at a two hour open house. I am still surprised now that we actually managed to secure the property. Since moving to our new home I have noticed at least four new housing developments and several new blocks of high rise housing in the area. At the same time I have also noticed my once guaranteed seat on an already busy commuter train is a thing of the past.
I do not deny the fact that we need new homes for our expanding population, or in my case being priced out of London, but I just question if we are thinking about the bigger picture? Surely the infrastructure needs to be in place first for all these new homes? Is there enough capacity on the existing public transport network, enough appointments at a doctor’s surgery, flood defences, places at a school? It feels that we are so wrapped up in the hows, whys and whens of building these shiny new homes (which apparently generation rent cannot afford to purchase anyway) we aren’t ensuring they are serviceable?
Some developments are fully encompassing mixed use developments with certain necessary amenities included but where we are putting a pocket of homes here or a new estate there, there isn’t always room to add anything else.
Government targets are to build 200,000 new homes a year until 2020 although it has been suggested this should be more like 250,000 to accommodate us all. Recent figures suggest that although we are at an 8 year house building high, the Government has fallen short of its target with only 143,560 dwellings being built.
Yes we do need to focus on providing housing for a growing population and ensuring the quality of these new homes but when you have to travel miles for a school run or doctor’s appointment and then cram yourself onto a (delayed) train like a sardine for a 45 minute journey because it is your only option – what is the true cost to your quality of life once you are moved in?
Contributors: Liz Drummond is Events, Communications and Marketing Manager at the Construction Industry Council.
Cat Goumal - Senior Education and Lifelong Learning Officer
Sarah Lewis - Planning Practice Officer
Royal Town Planning Institute
Over the last 18 months the Royal Town Planning Institute (RTPI) has been running a long term project focusing on the learning and practice needs of our members. This has resulted in the RTPI identifying continuing professional development (CPD) priorities for our members for the first time in our history.
Town and country planners have a unifying role and work at the crossroads of many social, economic and environmental issues and work with a wide range of people and organisations to create better places. The RTPI is here to give planners the best support we can; and the aim of this project is to ensure that the CPD resources we deliver cover the areas of knowledge, and help develop the skills, that planners need to do their jobs effectively. By making sure that we take a coordinated approach across all the many different RTPI activities it adds value to our learning opportunities and demonstrates to RTPI members and non-members the breadth of CPD we offer, as well as reaching new members.
The project started with a comprehensive review of the learning and practice needs of the planning profession. We have spoken to our members, collated feedback from attendees at our events, surveyed employers, and examined the results alongside recommendations from our policy and research work.
With the help of a member led working group we have analysed this information to identify eight key CPD areas for planners in 2015 - 16. These are:
- Understanding and practising in a market economy
- Health and inclusive planning
- Delivering housing to meet national needs
- Understanding land as a resource (demand for energy)
- Communication, mediation and negotiation skills
- Effective decision making
- Management and business skills
Without doubt the 'housing crisis' is the most critical and talked about issue for planners working in the UK. However, the RTPI believes that resolving the housing crisis is about much more than numbers. It is about creating well designed, successful places and communities in which people want to live, that are also locally affordable.
Planners should also recognise the economic consequences of their decisions, using their understanding of how markets operate to ensure that development adds value by being economically sustainable, whilst balancing this against wider sustainability objectives.
The vital role that planning can play in delivering improvements to health and well-being is also now more prominent than ever. Planning can also contribute to a more equal, inclusive and cohesive society if places, facilities and neighbourhoods are designed to be accessible and inclusive for all. Further, the use of land has an impact on energy usage, either by the impact that the location of development and infrastructure has on demand for energy, or by using land as an energy source.
These key areas of knowledge need to be underpinned by key skills. Planners have a key role in communicating important but sometimes complex information in a way that a wide range of stakeholders can understand and engage with. Carrying out this process successfully involves understanding the political process that planners work within, and should be underpinned at all times by a strong code of professional ethics. This allows planners to act appropriately given the sometimes conflicting requirements of their employer, the needs of the individuals affected, the collective needs of the community and their own personal views.
The RTPI’s CPD policy requires all our members to complete 50 hours of CPD in each 2 year period. However, as the RTPI is a professional institute representing over 23,000 planners across all the UK nations and around the world, we can not be too rigid about what our members should cover in their CPD. However, we firmly believe the eight priorities we have set are the right ones that will address the key issues planners will face and need to tackle in the foreseeable future. The priorities we have identified are for the profession as a whole and should act as a starting point for our members when considering what they need to cover when writing their Professional Development Plan (PDP).
In our advice we stress that it is not just formal courses or qualifications that qualify as CPD, but can also include activities, such as research, volunteering for the RTPI, work based learning and online learning. Keeping up to date with our substantial programme of policy and research work covering the big issues in planning can also contribute to CPD. Our latest research published last week, on Planning as a market maker uses case studies from Germany, France and Holland and found when planning is provided with a proactive remit to utilise functions such as upfront investment in infrastructure and land assembly, planning can add value by creating certainty for market actors and boosting demand for development through the creation of place-quality. More information on RTPI policy and research work is available.
This is an ongoing project. It is helping the RTPI to become more joined up as an Institute it makes us better informed about our members, and our members better informed about their Institute. Based on these eight priorities the RTPI will continue to design and deliver a range of CPD and learning opportunities for our members for 2016. Visit the RTPI website at www.rtpi.org.uk/cpdpriorities for the latest information.
Contributors: Cat Goumal is the RTPI Senior Education and Lifelong Learning Officer and Sarah Lewis is the Planning Practice Officer at the RTPI. The RTPI is part of E4BE.
Trudi Elliott, CBE
Royal Town Planning Institute
There’s been a lot of talk about diversity lately. Whether it is equal pay for women, transgender equality or race at work, diversity is being discussed and championed across society, from the highest levels of government, to the UK Parliament and in offices across the nation.
Why now? It is clear the ‘times they are a changin’. Research shows that our cities are increasingly diverse and it’s not just the centre of cities’ which have historically been diverse areas. Increasingly, ethnic minorities are moving out of inner city areas to smaller cities, towns and suburbs. Ethnic minorities accounted for 80% of population growth over the past decade, taking their share of the population from 9% in 2001 to 14% in 2011. This demographic change will continue through 2040, when there is projected to be a 40% minority population, to 2070 when Britain will be majority non-white.
Meanwhile lesbian, gay, bisexual, transgender and intersex people have never been more accepted or visible in the community. Marriage equality was legalised in England, Scotland and Wales in 2014 while the UK’s closest neighbour Ireland legalised it through popular vote in May this year. Transgender issues are being discussed in the mainstream like never before.
It’s great there has been so much progress but there is always more that can be done.
But what does this have to do with the RTPI? Like many organisations, the RTPI has had a long and ongoing commitment to equal opportunity and anti discrimination for its employees and those engaging with the organisation.
However, the RTPI is in a unique situation given the nature of the work its members undertake as planners. The RTPI considers diversity from a number of different perspectives:
- As an employer, like any other, not only supporting equal opportunity and ensuring anti discrimination but championing the diversity of its employees
- As the membership organisation of the planning profession and given the diversity of our cities, the profession should be representative of the communities they are shaping through planning and be aware of diversity throughout their work
- As a learned society with responsibility for maintaining professional standards and accrediting planning courses, ensuring that our spaces and places are inclusive for people of all backgrounds and cater to the needs of a diverse population
So what is the RTPI doing about diversity? The Institute has long been committed to equal opportunity and anti discrimination. Management and staff have fostered a workplace environment that is inclusive, caring and welcoming. The RTPI requires, through its Code of Conduct, that members in their role as professional planners do not discriminate on the grounds of race, sex, sexual orientation, creed, religion, disability or age and shall seek to eliminate such discrimination by others and to promote equality of opportunity
In The Planner I responded to one of our members who asked what we were doing as an Institute to support women in planning.
The Planner is but one avenue the RTPI is using to champion successful women in the built environment (think Alison Nimmo on the cover of the August edition) and through a number of senior women across the organisation, including myself, the President, Directors and staff, the Institute has advocated for and delivered gender equality and worked with the female presidents of the Royal Institute of British Architects and the Royal institute of Chartered Surveyors to promote the message . We have also promoted the work of Women in Planning, a professional network of women working in planning.
Meanwhile, the RTPI’s new pathways into the profession will mean those that would not have otherwise chosen planning as a career, perhaps because they were unable to attend university or have had a break in their career, will be able to transition into planning.
The RTPI plays a role in forming policy and shaping debate so its significant that many of the Institute's policy and research publications already deal with the issues around diversity. A recent blog on inclusive planning discussed why planning for everyone, regardless of age, ability, gender or background is important. Similarily, the RTPI's Planning Horizon's series look at the impact of demographic change in the twenty-first century and how promoting healthy cities is required to make cities more inclusive.
On top of its long term thinking and policy work, the institute has also produced a toolkit for helping integrate gender issues into plan making, guidance to deliver satisfactory services to gypsy and traveller communities and planning for an ageing population whcih are practical resources for planners.
The institure celebrates planning excellence annually through its Awards for Planning Excellence and, again, diversity is already found across the finalists, like Shree Swaminarayan Mandir and Whitechapel Vision Masterplan.
It is not just the RTPI that is acting on diversity. The wider built environment sector is building networks, providing support and contribting to diversity initiatives such as the Freehold network for LGBT people in the real estate sector, Women in Planning, or the Construction Industry Council's Diversity Panel in which the RTPI has had a longstanding involvement. There are many more terific initiatives across the industry.
Championing diversity isn't just about 'doing the right thing'. We've known for a while that its also good for society and business. And, more importantly, its about the RTPI's role in influencing policy, disseminating practice and shaping our communities so that everyone feel included.
Contributor: Trudi Elliott has been Chief Executive, Royal Town Planning Institute for 4½ years.Trudi has a wide-ranging and in-depth knowledge of planning, where she has worked in one capacity or another for the past twenty years. As Director, Government Office for the West Midlands, Trudi had responsibility for advising on large and controversial planning applications, managed the national planning case work on behalf of all government offices and advised on all aspects of planning, housing, transport and regeneration as they affected communities across the West Midlands.
Trudi has experience of working across all sectors – public, private and voluntary. Her previous roles have included Chief Executive of Bridgnorth District Council and Chief Executive of West Midlands Regional Assembly and West Midlands Local Government Association. She has also worked as a lawyer in both the public and private sectors.
Julie Fleck RTPI OBE
Built Environment Professional Education Project Lead
Office for Disability Issues
The London 2012 Olympic and Paralympic Games – the most accessible ever - demonstrated what a difference embedding inclusive design principles and processes into a development project from the outset can make. For many disabled people the standard of accessibility was a unique experience. A wide range of architects, designers, planners, surveyors, engineers, technicians, and many other built environment professionals, contributed directly to the accessibility and inclusivity of the London 2012 Games.
The London Legacy Development Corporation (LLDC) is now taking forward the inclusive design principles and processes used to deliver the Games in the new neighbourhoods now being developed in and around Queen Elizabeth Olympic Park (QEOP). The LLDC are maintaining, if not exceeding, the levels of accessibility and inclusion achieved in 2012, providing a unique model of best practice and a benchmark for achieving an inclusive environment (see the film Inclusive Design on Queen Elizabeth Olympic Park).
Unfortunately this is not the case in many development projects – there are still examples of new and recently refurbished buildings and environments where the attention to detail which makes a building or space comfortable, easy and safe to use is not evident, has been overlooked, or even ‘value engineered’ out of the scheme. Making the physical environment accessible from the outset makes it easier to ensure that buildings, facilities and services remain accessible and inclusive once occupied or when future alterations are made – a more sustainable and cost effective approach to whole life considerations.
Disabled people in particular can still experience unnecessary barriers when using our built environment. Common examples include:
- step free access designed as the secondary route not on the desire line
- lifts remote from the stairs
- ramps where altered landscapes could result in gentle slopes or a level approach
- ramps that cut through steps creating uneven risers which can be hazardous for visually impaired people
- handrails that stop short of the last step
- step nosing indistinguishable from the rest of the tread
- seats without arms or backrests
- doors that are too heavy to open to their full opening width
- manifestation that is indistinguishable from the glazing
- confusing and disorienting layouts which make way-finding difficult
- poor or inconsistent signage
- lack of tonal contrast to highlight features
Yet this need not be the case – in fact it should not be the case. It is possible for all projects both large and small to achieve a high level of inclusivity, provided the issues have been considered and addressed from the beginning.
The Paralympic Games helped to shift attitudes towards disabled people. With a spending power of over £212 billion disabled people and their families contribute significantly to the economy and do not expect to be left behind - expectations of being able to access and use our buildings and spaces in the same way as everyone else continue to rise. The ageing population is another key driver for achieving a more inclusive environment. An increasing number of older people are continuing to lead active and independent lives but can only do so if we design our buildings, places and spaces to be accommodating, comfortable, safe and accessible for everyone to enjoy. The moral, legal, professional, sustainable and economic case for inclusion is clear.
One aim of the Government’s Olympic and Paralympic Legacy programme is to make inclusive design a lasting Paralympic legacy. Making inclusive design a required part of built environment education by embedding inclusive design principles and processes into the training and education of built environment professionals from the outset of their education will help achieve this.
The joint Government / Mayor of London Built Environment Professional Education Project (BEPE) is working with the key built environment professional institutions to stimulate a systematic change in the way built environment professionals are taught inclusive design. The Construction Industry Council and the Engineering Council, along with 15 other professional institutions and construction industry organisations support BEPE (see government web site for regular Updates and supportive statements). Achieving an inclusive environment is in fact integral to the ethical and sustainability principles guiding built environment professionals.
Changes are gradually being made. The Chartered Institute for Architectural Technologists and the British Institute of Facilities Management have both amended their professional standards. The Quality Assurance Agency, has asked the review panels currently reviewing three built environment subject benchmark statements (Landscape Architecture, Town Planning, and Construction Property and Surveying) to consider how to embed inclusive design into the revised benchmark standards. The Royal Institute for Chartered Surveyors are reviewing their Assessment of Professional Competence processes and have committed to embedding inclusive design. The Institution of Civil Engineers is working with other Joint Board of Moderator (JBM) institutions to embed inclusive design into the JBM Design Annex. The Landscape Institute has just recorded a webinar on inclusive design and the BEPE project, which you can listen to here Landscape Institute BEPE Webinar.
Higher education institutions are also now being inspired to teach inclusive design consistently and effectively. For example the University of Reading has just launched their Breaking down Barriers Project.
Educational resources for those new to inclusive design or who need to know more about the topic can be found on the Design Council CABE’s Inclusive Design Hub which includes the latest guidance and advice about inclusive design. CABE is also now developing an online training project of high quality, cross disciplinary training on delivering an inclusive environment - relevant to all built environment professionals.
A student design award called Inclusive Cities launched in September by the Royal Society of Arts is inspiring students to submit their design projects that demonstrate an inclusive building, place, or space that it is easily and comfortably accessed and used by everyone (http://sda.thersa.org/).
What can you do to inspire current and future generations of built environment professionals to make inclusive design business as usual and help deliver truly accessible and inclusive environments? You can:
- Continuously improve your own inclusive design skills and knowledge
- Support built environment professional institutions to embed inclusive design principles and processes into education and training
- Promote the need to uplift inclusive design skills and knowledge at events / conferences / seminars
- Promote and inspire innovation and change in teaching and learning programmes
- Share best practice
- Challenge thinking
- Promote with partners / members / developers
- Engage with disabled people – they are the experts
- Publicise the need for and the benefits of better education and training in inclusive design through magazine / journal articles / social media (see RICS The Building Surveying Journal)
- Develop new teaching models that are flexible and appropriate
- Give students the confidence to challenge poor and deliver excellent accessibility
- Assess and reward students
- Make access and inclusion second nature
You can help make inclusive design a lasting Paralympic legacy.
Contributor: When not on secondment to Government, Julie is Principal Access Adviser at the Greater London Authority (GLA), responsible for the London Plan policies on inclusive design and the Supplementary Planning Guidance 'Accessible London’ and provides technical advice on the accessibility of planning schemes referred to the Mayor. Julie is a member of the Royal Town Planning Institute and the Access Association, is a member of the British Standards Institution Committee B/559 (responsible for developing standards on access for disabled people to buildings), and was awarded an OBE in 2004 for services to disabled people.
Executive Coach, Inspirational Speaker, Author. Philanthropist. Extreme Adventurer.
We live in a volatile, uncertain, complex and ambiguous world. The BIG Data is doubling every six months and disruptive technologies are introduced daily. The workforce and client pools are changing with the generation Y, Millennials and increased mobility. The business and product life cycles have been significantly reduced. The values are shifting in the corporate world with one in four youth enterprises having a social angle, with more women at all business levels than a decade ago and social responsibility attached to most mission statements.
To lead and achieve business success in the new world of driverless cars, drones delivering packages, 3D printers producing things and university curricula available on line for free, we need an altered approach. The old leadership paradigm will not stick.
We need leaders who are skillful in allowing insights, who can feel the future, who are able to build deep and meaningful relationships in every corporate direction. Leaders, who are humble, disciplined and personally mature – comfortable with giving trust and with ‘not knowing’. There is a need to develop leaders who can take themselves out of the picture and allow the natural talents of their teams to come through.
Maturing for a leader starts with developing awareness - awareness of the self and seeing the Meta level of how your team ‘is’ and ‘is not’ and how it functions. That extends to the stakeholders, clients, suppliers and the market. With the knowledge of yourself and of the part, you played in becoming who you are as well as what you bring to the table as a person you can start taking full responsibility for yourself in the office. You might be asking yourself – what does she mean by that? I mean taking responsibility for your intentions through your thoughts, words, actions, habits to your character and the future you create for yourself, your team and your company.
When you can identify how you ‘show up’ in your role, you want to work on emotional intelligence, recognition and self-regulation of mental and behavioral patterns and owning yourself fully. You will become the ‘cause in the matter’ in every corporate and life situation – whatever the outcome. Your language will shift from the outside in. You will make all results yours only from accountability perspective.
The moment you can see your team through a camera of a contributor with emotional distance you start acting from a different place inside you. You not only are taking part in meetings but you become acutely aware of how every word, gesture and interaction lands and what it does to the motivation, atmosphere and the environment you – the leader - shape.
With time you can see that making a mistake is positive, experimenting and course correcting is part of a response to the emergent future that will always be unknown and you cannot fully prepare for it. You start developing intuition - the nudge inside you that knows what your rational brain does not. You become an expert in unleashing and nurturing real creativity where there is no judgment and no fixed rules to go by.
Not taking yourself too seriously and connecting to yourself on a new level allows your presence to grow and deepen. When you speak or present and 80% of your attention is on you, you are listened to, all of your words have purpose. Being conscious of your subtle projections you start moderating conversations to a new richness of experience for the people that work and transact with you. That creates followership and charisma forms.
Reframing becomes a natural aptitude to see an advantage in a disadvantage. With the right mindset and attitude you reexamine FEAR into an emotional state you control, live with and thrive on as a leader.
Developing competence in being mindful allows you not only to be with the reality as it is but also to sharpen your senses to be fully available. It expands your palette of possible responses to what is happening in business, between you and other people and you become able to call on emotional resilience, courage, positivity and other useful states that your body knows from the past but they are buried into the subconscious and rarely used as a resources for business success.
Allowing your team to fully develop their natural potential requires egolessness. When you can differentiate the protective ego – the personality – from the core of your being you free yourself up to fully lead without limits with self-trust, vulnerability and alertness. As you project your full maturity people around you ‘get infected’ and become autonomous, self-reliant and also dependent on the grater whole of which they are a part. Your organisation becomes self-organising and self-regulating in a constant, intimate dance with the market.
Constributor: Ania left Poland in ‘96 with one bag on a bus to study at London School of Economics. Since then she’s visited 67 countries, lived in 9, worked in 17 at Senior Executive levels in financial services. Ania has built, grown, restructured, liquidated and integrated businesses in 4 languages. She has double MSc, MBA and PhD in International Leadership.
For further information about Ania click here
CIC Champion (Building Information Modelling (BIM))
On 24 November the RIBA will be hosting its last Business Forum of the year: ‘Collaboration in Construction’. During the evening, different representatives from the project team will talk about the issues encountered on projects, setting out their own thoughts on how these challenges might be dealt with and the nudges required to enable more collaborative working within the project team.
Speaking will be Jo Bacon of Allies and Morrison (the design team leader), Lyndsay Smith of Morgan Sindall (the contractor) and Andy Sneyd of B&ES (the specialist subcontractor). After these brief talks Graham Watts, Chief Executive of the CIC, will chair what will hopefully be a frank debate around key pressure points on projects and the topics driving conflicts between project team members.
A core aim of the evening will be determining how industry leaders might take personal responsibility for helping to improve working relationships between design team members, contractors and specialist sub-contractors and, of course, the client. There will be an opportunity to consider how we might react to Construction 2025 as well as reflecting on why this differs from previous high profile initiatives such as those set out by Latham and Egan.
The built environment industry is facing multiple paradigm shifts around the way design information is produced and delivered by the design team and when construction innovation driven by the contractor is factored into the process. More holistic life cycle processes particularly around the In Use stage need to be embraced. The debate might focus on how effectively different procurement models are responding to these changes. Are they efficiently connecting members of the project team? How might these connections be improved? Do the new forms of contracts that wrap around these procurement processes encourage collaborative behaviour?
Simply, do current methods consider the realities of the design process or the risks faced by the contractor and specialist subcontractors adequately? If the relationships between the contractor and their designing supply chain (specialist subcontractors) and design team members changed would this improve matters?
As we aim to resolve problems still fundamentally geared to analogue projects how will the project team react when the Internet of Things and the world of big data properly kick in and drive truly innovative data driven digital solutions? Will our professional silos tumble around us? Who will be the new members of the project team who will help us navigate in this world?
In the world of BIM, where reality has shifted well beyond 3D design, discussions might focus around the disruptive technologies that might radically alter the way we design, construct and use buildings. Will comprehensive EIRs (Employers Information Requirements) – that define exactly who does what when – improve collaboration? Or, are more deep rooted behavioural issues the root cause behind non-collaborative behaviours?
It should be an interesting evening and I look forward to leaving the event with some agreed common themes on how we might move forward and create a truly collaborative built environment industry.
For further information on the 'Collaboration in Construction' event please click here
Constributor: Dale Sinclair is AECOM’s Director of Technical Practice, Architecture responsible for EMIA. His core expertise is the delivery of large scale projects and he is passionate about delivering these more effectively using innovative and iterative multi-disciplinary design processes that embrace the project life cycle. He has recently been appointed as the CIC BIM champion and is on the board of BuildingSMART UK. He regularly speaks on the RIBA Plan of Work 2013, BIM and on the future of the built environment industry
Professor Barry Clarke,
Champion for Life Long learning at the Construction Industry Council
The education of UK built environment professionals is world class through the further and higher education sectors working with industry. But is it fit for the future or more importantly will it create resilient communities and infrastructure to meet future needs? This was the theme of my talk at the 2015 CIHT annual summit on skills.
There are many examples of resilient infrastructure and communities some of which cope by accident and others which are designed to cope. For example, the UK is near the top of the international league in potential economic damage due to flooding. The effects are catastrophic for those directly affected but they recover; they are resilient. This is not necessarily the case in many parts of the world where flooding can change communities for ever through loss of life and permanent damage to their infrastructure.
An assessment of a communities exposure, susceptibility, ability to cope and adapt, that is an assessment of the risk they face, shows that the UK is 37 out of 165 countries in terms of risk; ahead of the USA but below many European countries. This is at a time when the rate of environmental change is increasing: - rising sea levels and increase in magnitude and frequency of weather related events. The pace of change is also affecting the way we work – by 2050 most of the jobs we know today will have disappeared due to artificial intelligence; computing power is increasing tenfold every decade; the use of the internet is accelerating; more than 50% of the population is now living in an urban environment, the majority of which is on the coast or next to waterways thus exposed to the effects of climate change; resource demand is increasing but becoming more scarce; and energy demand is increasing but current energy sources are not viable.
Therefore, the questions are:
- Will built environment professionals be needed in the future?
- If they are what skills will be necessary?
- And is the current education preparing the graduates for the future?
Infrastructure supplies water, food, finance, health, governance, emergency services, communications, energy and transport, which are critical to the wealth, health and wellbeing of society yet we rely on infrastructure that is up to 2000 years old. The fact is that it still exists and works is because it has been adapted to cope with changes in technology, environment, regulations and society’s aspirations. The fact that this is only recognised when it fails to work is a testament to the skills of the built environment professionals over the years. But is this enough for the future?
We design our infrastructure to codes which are based on historical evidence and currently updated every 25 years or so; they aim to produce safe, reliable and economic structures. Yet these will have to be sustainable and adaptable if they are to meet their design life. Changes to codes react to changes to the environment, technology and society’s expectations but this is not sustainable. We cannot continue to design for all eventualities. We can reduce community’s exposure to change but we have to help communities to be less susceptible, be adaptable and be able to cope.
The built environment professionals of the future will have to be more visible in society; they will have to take a leadership role in supporting communities, engaging them in the design process so that they appreciate the infrastructure they depend on and how they can cope if the level of service drops due to some catastrophic event.
The professionals will have to take responsibility for their designs and not just rely on codes as the threshold. Carbon will become a design criterion; they will have to create infrastructure that is adaptable in an uncertain future; operating costs will be minimised; they will create smart infrastructure recognising that the sectors are interdependent; they will use various design approaches taking account of risk to deliver adaptable infrastructure systems.
In 1700BC a builder was put to death if a home fell down and killed the owner; safety was the design criterion. By 15BC, structures had to be safe, useful and beautiful; criteria that survived until the end of the 20th century. At that time the concept of sustainability was introduced to make better use of resources. But that is not enough. Built environment professionals of the future will have to engage in political and ethical debate as we deliver an infrastructure that provides for an increasing population in a carbon free world in which uncertainty is the norm as resources are in decline.
Built environment professionals have always been able to adapt as they progressed through their career because of their education, training and commitment to professional development. However, in order to create resilient communities and infrastructure to meet future needs, graduates will have to have a habit of mind that enables problems to be solved when solutions are not obvious; an ability to learn; an ability to identify hazards and assess risk; an ability to generate and disseminate knowledge; an effective communicator with society at large; an ability to deal with transformational change and uncertainty; and a leadership role in society as built environment professionals face the many challenges of tomorrow. Does our education deliver graduates with those skills?
Contributor: Professor Barry Clarke is the Chair of the Construction Industry Council Education for the Built Environment Group (E4BE) , which represents all the professional institutions in the built environment and champions a holistic and inclusive approach to the development of the built environment. Barry is also a Champion for the CIC Lifelong Learning Committee
If you would like to join the discussion on education and skills in the built environment please join the Education for the Built Environment (E4BE) group on LinkedIn
CIC Yorkshire & Humber Chair
Architect, Pearce Bottomley Architects
The Northern Powerhouse is everywhere. It even has its own Minister, seeking to address the North-South divide which is as strong as ever in our post-recession construction economy. However, the government’s focus appears to be rather Manchester-centric, which is all well and good, but many do believe that what is great for Manchester is not necessarily the right thing for Yorkshire and the Humber.
So what does this mean? Are we talking about Manchester as a capital of the North, or is it about the North working together, akin to the Northern Way of the Blairite era? Some people argue that the Northern Powerhouse is little more than a concept, but it is a concept that is gaining momentum and encouraging spending across the region.
The thing is, Northern cities are disparate. It’s all very well encouraging the cities of Leeds and Manchester to band together and collaborate, but have you ever been on the Transpennine Express at 5.30? It’s all very well encouraging businesses to invest across the region when high speed broadband is still a dream for far too many.
We can all agree that whilst London attracts 4 times as much spending on infrastructure, but the North cannot attract the investment it needs when there is a lack of serious infrastructure spending in the region. And many believe that HS2 is not the answer. There are just too many questions.
But it finally feels like Westminster is starting to listen and has announced at least £6.4 billion of transport investment in Yorkshire and North Lincolnshire. However, how joined up is this investment? You can make it to Leeds Station, but trying to get to Leeds Bradford Airport is an adventure in itself. Connectivity through infrastructure is critical to the growth and strength of the large geographical area covered by the Yorkshire and Humber Region. But how do we ensure appropriate development in our rail, road, airports and bus transport, as well as sustainable green transport options (including cycling and pedestrian routes)? And has there been enough joined up thinking on integrated transport plans, public transport, effective utilisation of airports and clear consideration as to how region to region connectivity can be improved?
This raises a further question. The need for new housing and greater transport links undoubtedly results in a greater demand for public services such as hospitals and schools, but it is debatable as to whether there has been enough investment in this social infrastructure. Centralisation of resources has advantages for both industry and public services but does this have a negative impact on communities with increased traffic, costs, and loss of time travelling long distances for work, schools, and healthcare? Does the high speed internet compensate for this or does it fragment communities and isolate people further?
Investment in both these sides of infrastructure is, quite frankly, brilliant, but by the time new roads, trains and HS2 have been delivered, will the needs of the region have moved on? In the same way that we are educating children for jobs that do not exist yet, are we designing infrastructure to serve jobs and lifestyles that have yet to be invented. And if this is the case, is it all a waste of money? Although the internet of things, artificial intelligence and the collaborative economy sound like fringe ideas, the fact that the Chancellor has allocated £40million to the idea reinforces the fact that this is very much the future. But how does this new infrastructure affect the construction industry and the communities we build? How does this affect our homes, our carbon footprint and our future workforce?
This in turn raises yet another question. What about the ghosts of infrastructure past? Our roads follow the routes of drovers paths, airports are former RAF bases and railways rattle on Victorian routes. But is it more sustainable to start again, replace what is there or just give up altogether? The impact infrastructure has on the environment, whether we are considering roads, railways, power stations, wind farms, waterworks, heating systems, flood barriers or hospitals, is huge. What are the environmental costs of decommissioning past endeavours? What are the implications of future needs?
So, going back to the Northern Powerhouse and the investment in the infrastructure - the economic skeleton, so to speak, of the region, Hull is a brilliant example of how a city can use its backbone to re-invent itself to face the future with a wonderful sense of confidence. Since the 12th century, Hull owes its existence to its port and its prominent position facing Northern Europe. By first exporting monastic wool, the port expanded in response to Yorkshire's industrial revolution. And when Hull was not exporting Yorkshire’s goods, it was feeding the nation with fish from the North Sea. Automation of shipping and the Cod Wars put paid Hull’s fortunes in the 1970s and by the 1990s it was considered one of the poorest towns in the UK. However, Hull’s 'old' infrastructure is having a rebirth, with the port city becoming the centre for green industries, energy imports and remains a key gateway to Europe. Can such a rebirth be a lesson to other post-industrial cities of the North and what does this mean to Yorkshire?
I realise that I have piled question upon question, but at the Construction Industry Council, we believe that it is necessary to encourage a debate and pose questions that get us all thinking. Come join us at our fifth annual conference on the 12th November at the Yorkshire Air Museum to explore these questions with a range of experts and - hopefully - come out a bit more informed about what infrastructure investment means to Yorkshire and the Humber.
For more details, please go to http://cic.org.uk/events/event.php?event=2015-11-12-trains-planes-and-automobiles
Contributor: Stefanie chairs CIC's Yorkshire and Humber regional committee and is an Architect at Pearce Bottomley Architects in Leeds.