Client Champions

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

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-C-I-O-B 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

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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.
 

Summary

WEBVTT

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My name's Graham Lewis.

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I work for Cardiff Metropolitan University,

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and I'm responsible for the estate sustainability teams

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and for working through a map towards net zero.

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Too often retrofit becomes a, a badge around carbon, um,

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and, and very much a lot of people using it

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as a marketing ploy for what they might want to do.

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But if we look at buildings, buildings don't exist

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just for the sake of it.

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They exist for things to happen within them so

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that they're places, they're spaces

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where we all come together as humans

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or to do a thing to create another thing.

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We, we don't build these things for the sake of it.

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So for us at card of net, the purpose of what we do is

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to teach, to research, to bring together, to collaborate.

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So by putting the people at the heart of that,

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rather than a conversation around retrofit as a concept,

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we can start to have a really positive discussion around

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how we start to affect climate change.

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I do a lot of work around something

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called the Performance Gap.

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Um, and again, this research evidence led

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through a number of universities.

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So a study of studies, the study of all the studies

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that have looked at buildings, how they were designed,

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how much energy they were believed to use at design stage,

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and how much energy they actually use when we use them.

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In many instances, we're using four times the energy

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that the designers thought we would,

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and the reasons for that are complex,

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but if we don't understand it, we assume

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that a building is truly inefficient.

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Whereas actually it may be as simple as

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understanding the engineering of the systems,

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recommissioning the systems, simply

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checking the control systems.

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So in one month we saved 70 megawatts of power just

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by diligently reviewing the energy systems

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across our estate.

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It cost us the cost of a person going

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and undertaking those reviews,

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but we've now saved carbon and cost.

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So the industry isn't really set up for that.

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The industry is very much predicated on build the next

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thing, deliver the next project,

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and we need to take a step back in the retrofit journey,

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the, the net zero journey to the starting point, back

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to the brief to understand what we've already got

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properly first, spend meaningful time looking at it

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before we embark on our next project.

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It, it's so important that you establish the purpose of

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what you want and you keep asking questions.

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Construction is not hard.

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It's made hard by the terminology

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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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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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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?

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

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The thing that you've already got?

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If you are doing this purely about net zero, you can save

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so much energy just by looking at what you've already got.

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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

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for things that pay back quickly around solar.

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LED. Upgrading thermal insulation in boiler rooms incredibly

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cheap, incredibly faster payback.

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Both of those activities,

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you need very little resources to do.

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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,

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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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You will live with these buildings for decades.

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

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it, what you need it for, what you need it for longer term

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and take a long term mindset.

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I've worked on buildings that are over a thousand years old

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that still perform to their original purpose,

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and yet we are demolishing buildings

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that are simply 20 years old

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because they didn't quite have the flexibility

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that we needed for, for modern world.

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So taking that long-term mindset means

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that you will not just create a product,

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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

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My name is Rebecca Thompson.

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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.