Case Study 1 Flashcards

1
Q

What is the cultural iceberg?

A

The Cultural Iceberg means understanding and valuing not only the visible aspects of our colleagues,
but also delving deeper to appreciate and leverage the hidden elements (like beliefs, values, and thought patterns)
This helps to foster a more inclusive and collaborative working environment.

In this case study, the two colleagues disagreed on the political subject of leaving the EU.
It was easy to separate them into separate teams as it was obvious they wouldn’t compromise on their opinions.

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2
Q

How do I provide clear structure?

A

As an experienced leader, I establish a clear structure for my employees by clearly defining roles and key Performance Indicators and creating straightforward processes that allow autonomy and self-thinking.

This is established through maintaining open lines of communication to ensure everyone understands their responsibilities and feels supported in navigating the pathway to success.

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3
Q

What are Key Performance Indicators?

A

Key Performance Indicators are quantifiable metrics that help us track the effectiveness of our processes and strategies,

they provide insight into the progress toward achieving our organisational objectives and enable us to make data-driven decisions to enhance performance.

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4
Q

How do I use effective communication to mange difficult situations?

A

I utilise effective communication to manage difficult situations by actively listening, expressing empathy, being clear and concise with information, and collaboratively working towards solutions, ensuring that all parties feel heard, respected, and engaged in resolving the issue.

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5
Q

What is The Pareto Principle?

A

The Pareto Principle understands that 80% of our results typically come from 20% of our efforts, or 80% of issues come from 20% of errors. This helps guide impactful actions that achieve success.

For example, I recognised on this occasion that one person demotivated a team of five had disheartened the team. Removing this 20% increased productivity.

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6
Q

Explain the three contraints of time of projects

A

time, cost, or quality—inevitably impacts the others, thereby requiring strategic balancing to successfully meet organizational objectives without compromising overall project viability.

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7
Q

What did I learn from this experience.

A

bridging the gap between various expertise levels and resolving interpersonal conflicts is crucial; furthermore, ensuring clear role definition, embracing continuous learning in leadership despite years of experience,

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8
Q

How did I handle the issue with the surveyor?

A

I engaged directly, requesting that their queries be channelled through me,
subsequently transforming their technical criticisms into constructive, pragmatic solutions and directing them to relevant individuals,
thus mitigating the surveyor’s anxiety and controlling communication eruptions
while also reflecting on the need for early and assertive people management to proactively identify and address potential disruptions

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9
Q

How to I handle different age groups of surveyors

A

Although I mention age in my case study, development levels are a more fitting subject.

I identify inexperienced and unskilled as experienced and skilled.

I then apply Hershey and Blanchard’s situational leadership to provide leadership dynamically.

Ensuring that each individual receives the appropriate guidance and support.

For example, a team member needing low directing and having high supportive behavioural skills could have tasks delegated.
Whereas high directing and low supportive behavioural skills need directing.

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10
Q

How do I manage and leader a team

A

Compliance and Commitment
I believe that compliance is a temporary results approach,
Whereas commitment is a proactive choice with long-term success. (Speed Camera example)

In my early days of running the business, I sometimes leaned more on task completion, overlooking the emotions and needs of my team.
During the midterm years of the business, I became too engrossed in individual sentiments, occasionally compromising task deadlines.
This was a natural evolution of a leader, to find the equilibrium, requiring constant self-reflection and effective communication.

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11
Q

What is interstitial condensation, and how is it mitigated?

A

I define interstitial condensation as the occurrence of moisture condensing within the layers of building materials
This is typically caused by warm, moist internal air penetrating the building envelope and cooling to below its dew point within the wall structure.

To mitigate it, strategies can include installing appropriate vapour barriers, employing thermal breaks, and ensuring adequate ventilation
This controls moisture levels within the building assemblies, thereby preserving structural integrity and indoor air quality.

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12
Q

How did I educate homeowners about the works been complete?

A

To educate homeowners about the work being completed, I ensured clear and transparent communication by providing an

Resident Liaison Officer
Leaflets and posters with QR codes
I also attended community centre events
And we even provided a coffee van where occupants could chat with us.

Post works, we provided a handover pack with information and manuals of the retrofit measures.
Along with guarantees and warranties.

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13
Q

Why Did I need to redirect water from the building and how did I achieve it?

A

Redirecting water from the building is pivotal to prevent structural damage, dampness, and decay.

Due to EWI being installed, we had to take extra measures to ensure no water ingress into the insulation.

This was achieved by maintaining proper guttering and downpipes, ensuring the roofing is watertight and slopes effectively, applying waterproofing to facades,

In some cases, we employed landscaping techniques like grading and swales and shallow drains to manage surface water.

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14
Q

What are the four different types of water?

A

Types of water:
Surface water.
Groundwater.
Wastewater (brown water)
Strom water.

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15
Q

How did I identify failed DPC

A

I would typically look for tell-tale signs such as dampness or moisture on internal walls, the appearance of salt stains
peeling wallpaper, and deteriorating plaster,
I would thoroughly inspect externally at the DPC level for any breaches, bridging, or degradation of material,
combined with utilising specialised equipment like a protimeter to ascertain the extent of moisture penetration within the wall.

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16
Q

How did I identify Roof slumping, and what was the cause?

A

I Meticulously observed the roofline from various external vantage points for any visible sagging or irregularities,
upon spotting inconsistency, conducted a thorough inspection of the roof structure internally,
typically finding that causes may range from inadequate or compromised structural supports,
such as deteriorating roof timbers, insufficiently sized beams,
or a failure in the roofing materials themselves due to prolonged exposure to excessive loads, like heavy snowfall or
improperly installed roofing materials can compromise the integrity and evenness of the roof.

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17
Q

What are the different types of damp

A
  • rising damp, which originates from ground water moving up through walls;
  • penetrating damp, which results from water ingress through building envelopes;
  • condensation, which occurs when moist air condenses on cooler surfaces,
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18
Q

What is the best method to mitigate rising damp

A

installing a new damp-proof course (DPC) to obstruct moisture ascent, employing reputable remedial DPC injection methods, and ensuring optimal external ground levels and drainage systems to redirect water away from the structure,

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19
Q

What is the best method to mitigate penetrating damp?

A

which may involve repairing or updating defective building elements such as roof tiles, guttering, and window seals, and potentially applying a high-quality, breathable water-repellent treatment to external walls

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20
Q

What is the best method to mitigate condensation?

A

I’d recommend ensuring sufficient ventilation throughout the property,
adequately insulating walls and windows to manage surface temperatures, a
and guiding occupants on managing internal humidity sources,
such as utilising exhaust fans in kitchens and bathrooms, and drying clothes outdoors or in well-ventilated areas.

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21
Q

How did I identify Penetrating damp?

A

I identified penetrating dampness by observing localised dampness or wet patches on walls,
ceilings or floors, especially after rainy weather, often accompanied by a musty odour,
discolouration, and possible damage to interior finishes like peeling paint or wallpaper

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22
Q

How did I identify Condensation?

A

I identified condensation by noticing tell-tale signs such as water droplets on windows, damp surfaces,
A musty odour and often the presence of mould growth, particularly in areas of low circulation and thermal bridging,
and then used tools like hygrometers to measure relative humidity and
conducted a thorough evaluation of the ventilation and
heating systems to assess the indoor environmental conditions contributing to the problem comprehensively.

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23
Q

How did I identify floor joist failure

A

I identified floor joist failure by observing visible sagging or bouncing in the floor,
hearing creaking noises, noticing misaligned or cracked flooring, and through an under-floor inspection,
I scrutinised the joists for signs of rot, insect damage, or structural deformation,
while also assessing the load-bearing capacity and potential causes of stress to ensure a thorough evaluation and diagnosis.

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24
Q

How did I identify bat and bird hibernation

A

I identified bat and bird hibernation by spotting evident signs such as droppings, nests, and audible sounds
I remedied it by engaging in an ecological survey, but we could relocate the animals. due to the season
Therefor the property fell out of the programme

I advised upon the removal sealing potential entry points and implementing

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25
Q

How did I identify cavity wall failure, what was the remedy?

A

As an experienced building surveyor, I identified cavity wall failure through symptoms like cracking, bulging, and dampness
In this case, bulging was clearly evident, due to the extent we removed and reconstructed the outer leaf, replacing all wall ties.

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26
Q

How did this cover building pathology?

A

The extensive case study outlines a comprehensive approach to building pathology by
identifying and addressing various defects and challenges during the retrofit of 500 houses,
such as managing External Wall Insulation (EWI) issues, mitigating risks of poor-quality installations,
addressing Cavity Wall Insulation (CWI) concerns, and ensuring no issues related to thermal bridging,
water ingress, and condensation.
Additionally, it demonstrates solving specific building pathologies issues like Cavity Wall Tie Failure, Bird and Bat hibernation,
Floor Joist Failure, Condensation, Penetrating Damp, Roof Slumping, and Damp Proof Course (DPC) failure,
thereby evidencing a thorough understanding and application of building pathology principles and practices in real-world scenarios.

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27
Q

How did this cover Construction technology?

A

The case study detailing the integration and practical application of various construction methods,
technologies and materials in the retrofitting project for social housing, emphasising a fabric-first approach,
the implementation of External Wall Insulation (EWI), addressing challenges like thermal bridging,
water ingress, and condensation, and deploying solution-oriented strategies to mitigate risks associated w
ith these technologies while ensuring compliance with energy performance standards
and effectively managing the technical, logistical, and human-resource aspects throughout the project lifecycle.

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28
Q

How did this cover inspection?

A

The case study demonstrates the act of inspecting properties by organising surveyors into specialised teams,
assigning geographical regions for efficient logistics, conducting comprehensive building surveys to identify defects and necessary repair works,
enabling strategic retrofitting actions and implementing a systematic approach towards managing, overseeing,
and ensuring the quality of the surveys through a structured management plan,
thus, a strategic and organised approach towards property inspection

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29
Q

How did this cover team working

A

The case study provides multiple examples of team teamwork by illustrating how the leader organised surveyors
and support staff into specialised, geographically oriented teams with designated leaders,
I facilitated regular and structured communication through various meeting formats, Ensured resource availability and coordinated across diverse responsibilities and tasks,
such as conducting thorough building surveys, management, leadership, and client communication,
all aimed at achieving the specific objectives of a large-scale retrofit project

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30
Q

How did this cover communication and negotiation?

A

The case study covers comprehensive communication and negotiation through detailed project management,
clear delineation of responsibilities, strategic planning, and proactive issue resolution,
ensuring a robust approach to stakeholder engagement, client care, and team collaboration
to successfully navigate complex building surveying projects
efficiently handle challenges related to External Wall Insulation, budget, and other technical aspects,
further illustrated by an ability to align divergent stakeholder expectations,
manage internal team dynamics, and apply strategic adjustments to project approaches.

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31
Q

How did this cover management and leadership

A

The case study illustrates adept management and leadership.
it involves strategic planning, stakeholder communication, team coordination, and problem resolution,
thereby ensuring project adherence to defined quality, timelines, and budget,
all while navigating and mitigating challenges through informed decision-making and effective team
and stakeholder management

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32
Q

How did this cover Client Care

A

The case study demonstrates a profound commitment to client care
by meticulously navigating through diverse aspects of a building surveying project,
ensuring not only the technical and logistical success through strategic planning, leadership,
and adept management of multidisciplinary teams but also meticulously focusing on proactive communication,
rigorous stakeholder management and pivotal decision-making prioritising clients’ interests and expectations,
amalgamating technical expertise with an empathetic and strategic client-centred approach.

33
Q

Who are BEIS, what are they called now?

A

Business Energy and Industrial Strategy

Department of Energy Security and Net Zero (DESNZ)

34
Q

Who is the MP for DESNZ

A

Graham Stuart from Carlise with the majority of his career in education

35
Q

Who are BEIS, what are they called now?

A

Business Energy and Industrial Strategy

Department of Energy Security and Net Zero (DESNZ)

Changed Feb 2023

36
Q

What is a thermal bridge?

A

A thermal bridge is a localised area in a building’s envelope that has a significantly higher heat transfer rate than the surrounding materials,
typically occurring at junctions between different building elements and around openings,
which can cause a break in the insulation layer, facilitating heat loss and potentially leading to condensation issues.

37
Q

What is thermal bypass

A

Thermal bypass refers to the unintended flow of air and heat through cavities or across layers in building elements,
circumventing insulation layers and thereby reducing the overall thermal efficiency and performance of a building.

38
Q

How did I report the variation in a project valuation?

A

Under a JCT contract, a variation in valuation typically should be reported by the contractor submitting a written notice
to the contract administrator, detailing the nature and reason for the variation, alongside any impacts on cost and program,
which the contract administrator then reviews, and if in agreement,
issues an instruction which is subsequently reflected in the interim valuation,
ensuring that the contract sum is accurately adjusted to reflect the change.

39
Q

Why Did the installer fall short of requirements?

A

The installer initially fell short of requirements due to a lack of understanding of the guidance provided,
PAS2035, PAS2030 and associated documents.

They failed to leave a gap of 10mm of External Wall insulation insulation off the ground,
They failed to use the correct materials (wool/XPS)
They failed to leave a 40mm overhang at the windows and roofline
(one example property, don’t open too many up, and doesn’t chose a difficult property)

potentially leading to issues such as fire safety risks, water ingress, increased thermal bridging, and condensation,

40
Q

What is interstitial Condensation?

A

Interstitial condensation refers to the condensation of moisture within the layers of a building envelope,
often occurring when warm, moist interior air permeates the building material and condenses
at a point where the temperature drops below the dew point,
potentially leading to structural damage and deterioration of materials.

41
Q

What is my opinion on External Wall Insulation, and what risks are involved?

A

In my professional opinion, while External Wall Insulation (EWI) can significantly enhance the thermal performance of a building,
its application involves inherent risks such as the potential for increased thermal bridging, water ingress,
issues with adherence to existing substrates, and challenges related to aesthetic and physical integration with existing building features,
requiring meticulous planning, design, and installation to mitigate these issues.

42
Q

How did I oversee the Clerk of works?

A

I carried out the inspection of each archetypical property, gain approval from the client and then provided the report to the clerk of work to set the standard.
I ensured thorough understanding and adherence to project specifications, schedules, and quality standards,
I facilitated effective communication among stakeholders, organised regular site visits to monitor construction progress,
I ensured compliance with relevant regulations, managed documentation and reported discrepancies or issues,
I fostered a collaborative environment, guiding my team to inspect the quality of workmanship, materials, and techniques,
ensuring that every aspect of the project adhered to contractual, safety, and regulatory requirements.

43
Q

What was involved in the toolbox talk?

A

I reviewed the specifics of retrofit and their intricacies.
Along with reviewing design documents with the team and answering any questions

I touched on Specific safety issues, work procedures, project expectations, and regulatory compliance.
However, the majority of this responsibility falls on the principal contractor.

44
Q

What are adequate welfare facilities and what regulation requires this?

A

Adequate welfare facilities in the context of construction refer to providing accessible and suitable
rest, hygiene, and eating amenities for workers,
as mandated by the Construction (Design and Management) Regulations 2015 in the UK

45
Q

Who and what is the role of the principal designer?

A

a role specified in the UK under the CDM is an individual appointed by the client
to take the lead in planning, managing, monitoring, and coordinating health and safety during the pre-construction phase of a project,
ensuring that design decisions account for health and safety implications
and that all duty holders communicate effectively and cooperate to enhance project-wide health and safety.

46
Q

How did I maintain quality?

A

I constructed a strict communication and feedback process.
I would conduct the archetypical survey and write the report to set the standard.
Surveyors would have access to a WhatsApp group to share pictures of their findings and gain feedback instantly.
All reports were sent to an office-based surveyor, who would quality check the reports, providing a feedback form to the surveyors.
The forms were recorded on a spreadsheet so that we could identify training issues quickly and recommend personal investment into areas of weakness.
If needed, we would pull the surveyors off-site for any retaining.
All reports are Quality Checked, a pointing system would be in place with low auditing on surveyors with high points, and via versa

47
Q

How did I establish tools and resources needed

A

I assessed the project’s scope, challenges, and specific retrofit requirements;
collaborated closely with both internal and external stakeholders, and organized targeted meetings
while also deploying my expertise in building pathology and sustainability
to accurately determine and ensure the allocation of essential tools and resources,

48
Q

How did I measure Performance

A

I implemented SMART targets, conducted periodic performance reviews, and established a structured feedback mechanism,
while a collaborative environment that highlights continuous improvement,
ensuring the building surveyors’ performance was consistently measured, analysed, and enhanced
in alignment with the project objectives and organizational standards.

49
Q

What were SMART targets on this project?

A

Specific project and retrofit requirements;
Targeted meetings with internal and external stakeholders;
Achievable with expertise in building pathology and sustainability
Relevant data and reports written
Timely facilitating precise, timely, and quality-compliant delivery of the extensive retrofit project.

50
Q

What are SMART targets

A

SMART targets are goal-setting criteria that stipulate goals should be
Specific, Measurable, Achievable, Relevant, and Time-bound
to ensure they are clear, trackable, realistically attainable, directly applicable,
and bound by a definitive timeframe for accomplishment.

51
Q

What were KPI’s

A

KPI’s would have been split into

project management
quality assurance
team leadership strategies,

And milestones created for each. For example, my surveyors had milestones for all critical elements of the project from initiation through to successful completion.

52
Q

How did I maintain consistent communication?

A

, ensured consistent communication by establishing various strategic meetings, including a two-hour onboarding,
weekly progress meetings, and monthly full-day conferences with stakeholders to review KPIs,
while also coordinating weekly internal department gatherings to adhere to SMART targets
and fostering an environment of continuous, transparent, and collaborative dialogue,

53
Q

Who were the stakeholders

A

the stakeholders included
Crawford and Co Surveyors Stratford
Wychavon housing association consortium
Department of Business Energy and Industrial Strategy (BEIS) (
internal surveying and client care teams
Contract Administrator,
Architect,
Principal Contractor,
various specialized contractors,

54
Q

What is a stakeholder

A

A stakeholder is an individual, group, or organisation with an interest or concern in a project
and that can affect or be affected by the project’s actions, objectives, and policies.

55
Q

Why did I choose JCT Design and Build?

A

I advised on a JCT (Joint Contracts Tribunal) Design and Build contract
As it provided a single-point responsibility,
Which facilitates smoother coordination between the design and construction phases,
while ensuring that the responsibilities for design, risk, and cost management were transferred to the Principal Contractor, t
hereby streamlining processes and clear accountability and adherence to stipulated quality, time, and budget constraints.

56
Q

Why didn’t I choose a JCT Minor works contract?

A

due to the complexity, scale, and £20 million valuation of the retrofitting project,
which involved multiple stakeholders, comprehensive management and consultancy roles,
and detailed technical and legal considerations,
whereas a JCT Minor Works contract is typically utilized for smaller, less complex projects
where the work is relatively straightforward and the design is provided by the client.

57
Q

What does JCT stand for and what other construction contracts are available

A

Joint Contracts Tribunal,

NEC Contracts
RIBA (Royal Institute of British Architects) Agreements

58
Q

How did I establish safe data sharing

A

I established safe data sharing by implementing secure data management protocols,
including encryption and access controls,
ensuring that sensitive project information was shared only with authorised stakeholders
while adhering to data protection regulations and compliance standards.

59
Q

How did I oversee CDM

A

There are 10 elements that I ensured were covered by CDM on every site;

Key duty holder, client, principal designer, principal contractor, Designers, Contractors

I ensured there was a duty to inform and train, client duties were adhered to mainly appointing positions.

Health and Safety File, Pre-Construction information, Construction Phase Plan, Risk Management,
Cooperation, welfare facilities, health and safety notification, engaging with workers, management, monitoring and resources.

60
Q

Explain Pre-construction stages of RIBA

A

Stage 0: Strategic Definition
Initial project setup and defining the client’s objectives.
Stage 1: Preparation and Brief
Development of the initial project brief and exploration of high-level design concepts.
Stage 2: Concept Design
Development of the architectural concept, initial project design, and strategies for various aspects like construction, environmental sustainability, etc.
Stage 3: Developed Design
Further development of the design, including more detailed coordination of the project information and application for planning permission or other statutory approvals.
Stage 4: Technical Design
Finalizing the design and preparing technical documentation, specifications, and other information that will be used for tendering and construction.

61
Q

What are the 8 stages of RIBA

A

Strategic Definition
Preparation and Brief
Concept Design
Developed Design
Technical Design
Construction
Handover and Close Out
In Use

62
Q

How did I oversee the Contract Administrator?

A

I would ensure that CA’s

Contract management
Finance Management
Quality Assurance
Communication
Legal and regularity compliance
Keep records of the event
Notifications and certificates of practical completion
Manage snagging and defects
Ensuring health and safety

63
Q

How did you establish surveyor rota?

A

Primarily rotas would be based on occupants allowing access.

I would then organise the team geographically to ensure time frames are met.

Surveyors would be chosen based on team skills and building complexities.

Additionally, capacity with a workload balance.

A contingency plan would be in place for surveyor absences, equipment or car failure.

64
Q

How did you establish the scope of the works

A

The scope of retrofit work is associated with energy efficiency modelling and achieving performance targets.

I would provide an Improvement Option Evaluation proposing different work packages to achieve the required targets.

I would then consult with the designer and architect with the chosen packs to establish required enabling and additional works.

On completion I would write the scope of works, collaborating with internal stakeholders.

65
Q

How did you manage the customer service team and schedule appointments?

A

I managed the customer service team by implementing a robust CRM system to track and schedule appointments,
conducting regular training sessions to ensure consistent customer interactions,
I established clear communication channels between the surveyors and the customer service team to facilitate seamless coordination of appointments,
while also setting up a feedback loop to continuously improve our customer interactions
.

66
Q

What occupant engagement did you do?

A

I ensured thorough occupant engagement by implementing a clear communication strategy
It involved providing an RLO, and attending community engagement events, posters and leaflets.
I ensured aftercare through a handover pack with manuals and documents on materials and products installed
Along with insurance backed Guarantees and warranties

We had a whatsapp group with occupants to explain progress and provide updWhatsAppates.

67
Q

What occupant conflict avoidance did you do, and how?

A

Keeping the occupants was key to success;
The ventilation strategy was key to the requirements to the funding, and the biggest hurdle when offering energy efficiency measures.
I adopted the approach of instructing this take be completed during the enabling works to ensure properties fell out the programme with the least losses.
Educating the occupants on ventilation was vital to their understanding and I devised marketing material to clearly explain the requirements and benefits.

The other issue was gaining access. We had to be as flexible as possible, offering evenings and weekend appointments,
I ensured that this extra workload was spread evenly among the surveyors and extra rewards were earned.

68
Q

What resource management did you do?

A

my resource management responsibilities encompassed planning and coordinating human, training, material, equipment and financial resources

Everything from computers and telephones for office staff to laser measures, borescopes and pen and paper for surveyors.

I managed utilities and communications for all internal staff, and ensure training courses, experience and qualifications were as expected.

I strategically mapped geographical routes, and created smaller surveyor teams and allocate areas.

69
Q

What legal and regulatory compliance did you do?

A

I would ensure that practices and designs aligned with PAS 2030, PAS 2035 and associated documents.

Also, in line with Building regulations, Health and Safety, CDM and JCT.

I would also ensure that. BEIS targets were met, and reporting was delivered to the client and funder.

69
Q

What should RAMS contain?

A

Risk Assessment = hazards, who might be harmed, evaluating risks, records and assessments
Method statements = The work, location, date and time, tools and equipment, potential hazards, control measures

69
Q

What are RAMS?

A

“RAMS” refers to “Risk Assessments and Method Statements,
“ which are two fundamental types of health and safety documents utilized in the construction industry a
nd other sectors where work activities can pose a risk to workers and other people.

70
Q

What health and safety did you do?

A

Health and Safety at Work Act 1974, ensuring that all work is planned, risks are managed,
and the necessary structures are in place to manage unexpected hazards or incidents,

I would ensure that a Health and Safety file is in place that covers:

Project information, description of works, residual hazards, drawings and information,
Material information, plant and equipment, operation manuals, testing and commissioning,
COSHH assessments, training, emergency procedures,

71
Q

Who should carry out RAMS

A

Competent individual

Site Manager
Contractor
Health and Safety professionals
Building Surveyors

72
Q

What planning did you do?

A

Planning is essential, before starting any project I would assess:

Scope, Risk, Team, Resource, Timeline, Stakeholder, Legal and compliance checks,
Data management, communication plan, quality assurance
Contingencies, health and safety, and reporting.

73
Q

What accounting did you do

A

AS the business owner, I am responsible for the final sign-off on expenditures, wages and expenses.

I have to have an understanding of profit and loss, balance sheets, service costs

And understand the difference between turnover, gross profit and net profit.

74
Q

Property age identification

A

I identify the age of a property by examining its architectural style, construction materials and methods,
consulting historical records, and analysing any alterations or features that indicate specific chronological periods in architectural history.
Brickwork patterns, chimney heights, window styles, and roof pitches are standard features I will look for

I also use digital and historical records.

75
Q

How do I coordinate principal contractors

A

I coordinated principal contractors by establishing clear communication channels, meetings and regular site visits.

I enjoy a toolbox talk about design, health, and safety to set the standard from the beginning.

managing timelines through regular progress meetings and resolving technical and logistical challenges promptly to
facilitate the smooth progression and completion of the retrofitting project.

Appreciation of their circumstances;: Contractors can be fickle, and keeping them working is key.

76
Q
A