Construction industry clients need to satisfy themselves and their investors that they are achieving the best value. That means they require their consultant team to exhibit confidence and a degree of certainty that estimated construction costs are robust and not vulnerable to unexpected change.
Cost consultants provide a unique overarching view to the construction process from inception to completion. Whilst other disciplines inherently tend to focus on specific elements of a construction project, the cost consultant needs to be aware of all elements of the construction process in order to provide overarching commercial and contractual advice.
Early engagement in the process provides cost consultants with the biggest opportunity to add value, as they will be able to contribute to setting the client brief and the target metrics required to achieve viable projects. These metrics guide the consultant team to optimise the scheme design and are monitored and evaluated at each stage to ensure compliance and avoidance of any scope creep or deviation from the client brief.
Actions required to ensure budgets are kept to
Budget and cost control is key in the delivery of successful construction projects. On all projects, therefore, it’s important to make sure, in conjunction
with the client, design team and other stakeholders, that robust procedures are put in place from day one to ensure budget compliance throughout the RIBA stages. Equally important is to provide clients with seamless reporting from inception to completion to ensure knowledge is transferred and retained throughout the process.
The key to budget compliance lies in a detailed engagement with the client and the wider team, to build a clear understanding of client requirements and brief. This understanding will drive the need for high quality, coordinated designs, whilst ensuring the entire team (designers, consultants and contractors/subcontractors) communicate continuously to collaborate throughout the process. By doing this they can identify the cost drivers, challenges and risks as early as possible and work together to mitigate these.
MMC and cost-saving
Like many in the industry, I am very excited by the increasing availability of modular and other modern methods of construction.
Collaborating with clients and designers to incorporate MMC solutions is relatively easy. It does mean a mindset change and learning opportunities for those unfamiliar with MMC. However, great changes can be made that can save time and money. Solutions can even include full volumetric modular construction, where units are fully fitted out off-site as well as panelised systems such as timber or light steel frames. Site-based MMC includes thin joint blockwork and sub-assemblies and components.
We have been involved in 101a George Street in London, also known as Ten Degrees, which is currently the tallest volumetric modular building in the world and the input of MMC has been invaluable.
Whilst there is still a long way to go, we believe that continued investment and innovation by all parties will ensure that MMC will ultimately provide us with more economical, safe and environmentally friendly projects.
Involving the supply chain earlier
Market testing designs and costing elements are essential at every RIBA stage in order to ensure that estimates and cost plans are reflective of the latest market-related costs, conditions and trends in construction. This has the added benefit of receiving design and buildability commentary from the supply chain at an early stage, while continuing throughout to installation and completion.
“Early engagement in the process provides cost consultants with the biggest opportunity to add value…”
The biggest issue to be solved
One of the greatest challenges that lie ahead for businesses and the wider collective is getting more young people interested in our industry. If we are to attract the next generation, the time to do so is now. I firmly believe that we can take a proactive, collaborative approach in changing our narrative and providing the right opportunities for the next generation.
As part of this drive, we initiated The Stace Next Gen Index in conjunction with the Construction Youth Trust, to survey 16 to 18-year-olds across the UK to better understand their perception of the construction and built environment sector.
The findings were shockingly clear for all to see – we are, right now, in a war for talent which we are currently losing. But, if the construction industry as a whole can come to the table with a new game plan, there is ground to be made. Nearly 63% of 16 to 18-year-olds are calling out for more information on the career opportunities available to them. Eightyeight per cent highlighted work experience as the best way for them to understand potential career opportunities, which increased to 92% for female and BAME respondents.
As an industry, we need to be more engaging and showcase the fantastic career opportunities that are available to them within our industry. Arguably the profession which presents the largest opportunity to create and influence everyday lives including the environment, the construction and built environment sector should leave a lasting legacy for generations to come.
We need to work together in order to welcome the next generation to our industry, improving our approach collectively to ensure our future prosperity and our industry’s status as a global leader.
Involving not only main contractors but also key subcontractors and suppliers at the earliest opportunity during the design process has proven to inform projects on a much deeper level. It has led to greater collaboration between lead designers and product designers and installers. Early engagement and collaboration provides teams with an indepth understanding of the design, cost and programme drivers, which help us to better define and manage risks (cost, time, quality and safety) throughout the process.
“As an industry, we need to be more engaging and showcase the fantastic career opportunities that are available to [young people] within our industry.”