completeamclub 300415
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http://www.jrp.co.uk/sites/default/files/CompleteAMClub-300415.pdfTRANSCRIPT
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The social housing regulator
Successful places
with homes and jobs
A NATIONAL
AGENCY
WORKING
LOCALLY
Changes to the
Regulatory Framework-
Asset Management
Asset Management Club
Hertfordshire- April 2015
Roger De La Mare
Assistant Director Regulatory
Operations
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The social housing regulator
Regulatory Framework: why?
Changes to respond to greater complexity and increased
risk profile of the sector
Fundamental to ensuring sector can continue to attract
private finance needed to deliver new housing supply
In a more complex environment boards need to more
actively manage risk
Revised G&FV Standard sets out requirements on how
should do this – what a well run business should be doing
anyway
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The social housing regulator
Framework Changes
New standard now published, includes:
don’t put assets or viability at undue risk
skills and capabilities of board to match activities
active stress testing
maintain records of assets and liabilities
boards to certify compliance with Governance and
Financial Viability Standard
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The social housing regulator
What should RPs be doing?
Challenge yourselves on skills and capabilities
Review existing arrangements with third parties to
ensure fit with requirements in Standard
Arrangements in place for boards to sign off
compliance with Standard (for accounting periods
ending on / after March 16)
Consider additional requirements for groups,
unregistered parents and profit making providers
as appropriate
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The social housing regulator
What should RPs be doing
Robust stress testing:
– Includes a range of different scenarios
– Number of different stress tests should be run
– Test what breaks the business – what is the plan for
this?
– Ensures appropriate mitigations are in place
Asset and liability registers
– Understand risk flows around the group
– Information should be at a sufficient level to allow
business to be priced effectively by a rescuing
organisation
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The social housing regulator
Asset and liability records -
Standard requirement
Registered providers shall assess, manage and where
appropriate address risks to ensure the long term viability
of the registered provider, including ensuring that social
housing assets are protected. Registered providers shall
do so by…
(a) maintaining a thorough, accurate and up to date
record of their assets and liabilities and particularly those
liabilities that may have recourse to social housing assets
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The social housing regulator
Code of Practice
“RPs should think about the position of their assets as a
whole, including whether any other entities with which
they have links, whether formal or otherwise, could impact
on their assets…”
cover the breadth of the registered provider’s activities
and identify its assets and liabilities
break down asset records by business stream, clearly
identifying social housing assets and identify where
assets are encumbered
key information and records which would be needed
should the assets transfer to new owners are readily
available at all times
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The social housing regulator
Why?
“To ensure that registered providers understand their
housing assets and security position and have swift
access to this information in relation to decision making
and risk management.” (Code of Practice)
Necessary for emergencies
Good practice for risk management
Supports effective asset management and financing
Stronger grasp of what is owned, what is owed, and
how they relate
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The social housing regulator
Liabilities
“The kind of liabilities considered should include items
which relate directly to the social housing assets and
those which might have an impact on the business as a
whole.”
loans including borrowing
from other group
companies or related
undertakings
guarantees
leases
derivative exposures
cross default provisions
a duty or responsibility
that obligates the entity
to another
the potential for any
impairment including in
non-core activities
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The social housing regulator
What we are looking for
Application, not form
Boards being assured as to the quality of their records
Accessible, usable and accurate information
Understanding of asset values, security position,
potential losses and recourse
Understanding of risk flow, potential chains of recourse,
social housing asset exposure
No prescribed format
Content will vary according to provider complexity
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The social housing regulator
Changes to our operational approach
In regulating the new framework we want to:
– Gain a more strategic grasp and evidenced
understanding of both the short-term and long-term
risks in providers’ businesses
– Gain greater assurance about providers’ vulnerability
to covenant breaches and the risk to social housing
assets from non-social housing activity
– Better integrate our viability and governance work so
that we reach more rounded judgements
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The social housing regulator
The new model – modes of operation
Quarterly Survey – provide early warning system
regarding all providers’ short term viability
Two modes of operation:
– Periodic In-Depth Assessments (IDAs)
– Annual Stability Checks:
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The social housing regulator
IDAs and Stability Checks
IDAs: They will be bespoke for each provider and focus on:
A provider’s risk profile, exposures and the quality of its
governance to deal with those risks
Viability
Stress testing and mitigation of risks
Asset and liability registers will be looked at where we
have concerns that lead us to do so
Stability Checks: focused gap analysis to ensure that no
material changes have occurred since our last in-depth
assessment of the provider.
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The social housing regulator
What next
New framework came into effect 1 April
Framework changes at the heart of our new
approach to regulating the sector
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Services
Cost management Project management Building surveying
Strategic asset managementPlanningHealth and safety
Sectors
Hospitality ResidentialRetail
InfrastructureData centresOffices
Asset Management
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About us
John Rowan and Partners is an award winning,
multi-disciplinary property and construction consultancy,
based in London delivering projects worldwide.
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Improvement
Julian Ashby, chair of the HCA regulation committee said:
• The HCA is ‘raising the bar’ this year (2015). Landlords should set out plans for making better use of assets, provide cost per unit data & set clear performance targets
• ‘There is still an evident lack of understanding of the need to demonstrate value for money to a sceptical public (and in particular to tenants & government)’.
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Asset Management
• Property Assets
• Land and built assets including buildings and infrastructure used regardless of tenure
• Property Asset Management
Our definition
“Defined as a structured holistic and integrating approach for aligning and managing over time service delivery requirements and the performance of assets to meet business objectives”
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Why asset management?
• Ensure resources are used in the best possible way
• Maintain & improve the portfolio
• Make assets work harder
• Future needs & aspirations of board and residents including leaseholders
• They are homes!!!
• Social Indicators
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Social Indicators
Demand
• Void loss
• Turnover
• Re-let time
• Long term voids
Stock Condition
•Average spend per property (10 years)
•Decent Homes Failures
•Maintenance frequency or spend
•SAP / EPC
Environment and Community
• ASB incidences
• Length of Residency
Socio-Economic
• Indices of Multiple Deprivation
• Rent Arrears
Asset Performance
• NPV
• Yields
• Opportunity Rating
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You have a strategy but?
• You have all encompassing Asset Management Strategy
• Is it understood across the organisation?
• Is it “your” AMS for “your” business ?
• Do you plan and forecast rather than police?
• Is your data intelligent?
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Strategic approach
• Net present value (NPV)
• Stress testing
• Models
• Option appraisals
• Asset and liability register
• Data is key
• Leaseholders…
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Financial model
Estate
Line
Ref
Estate Code Building
Age Avg
No of
Rented
No of
Leaseho
lders
Model
Rank
Scores
Overall
EUH-SV
(Avg per
Unit)
NPV
(Avg per
Unit)
% to Mean
NPV Per
Property
Estate
Performance
(NPV)
Yield
(Market
Rent)
High
Value
Opportu
nity
rating
85 COLCLO 8 42 14 73 1.82 72 1.08 48 0.36 40 7.38 71,066 60,642 218% 3,395,976 33% 1
59 CARMIC 7 29 7 45 2.41 57 1.23 47 0.36 15 7.89 73,511 54,252 195% 1,953,071 58% 2
87 COLEGR 11 41 8 1 2.55 5 1.55 2 0.60 1 8.54 99,693 48,515 175% 2,377,248 53% 2
276 PILLFO 7 12 13 1 2.55 56 1.24 17 0.47 10 8.03 85,212 47,366 170% 1,184,150 67% 3
3 ABBEYCFT 13 27 5 74 1.78 63 1.17 64 0.27 71 6.39 63,670 46,045 166% 1,473,441 57% 2
208 LINDENBA 11 16 10 1 2.55 31 1.40 7 0.55 3 8.30 77,583 42,223 152% 1,097,805 53% 2
201 LECKHA 18 25 0 49 2.36 45 1.33 12 0.51 50 7.21 82,686 40,817 147% 1,020,419 54% 2
298 ROTHER 24 25 0 38 2.45 3 1.59 42 0.37 36 7.44 101,278 40,480 146% 1,012,007 63% 2
209 LINDENCD 12 20 0 1 2.55 30 1.41 4 0.57 6 8.27 91,943 40,343 145% 806,856 49% 2
221 MEDLAR 8 24 12 68 2.06 60 1.21 71 0.19 35 7.44 52,917 39,837 143% 1,434,141 46% 2
315 SONGHU 11 21 0 30 2.49 32 1.40 61 0.28 57 7.00 72,958 38,415 138% 806,714 37% 2
389 WOODLE 21 19 1 44 2.41 35 1.38 62 0.28 20 7.78 51,923 17,051 61% 341,029 41% 2
378 WILLIA 20 36 0 52 2.33 43 1.35 49 0.36 39 7.38 47,645 15,596 56% 561,446 44% 2
338 SUTTON 26 25 13 28 2.50 39 1.37 67 0.24 67 6.77 66,592 14,671 53% 557,505 55% 2
264 PARKVI 20 61 1 59 2.23 4 1.58 23 0.42 61 6.91 56,587 14,220 51% 881,642 41% 2
359 TRINITSW 155 31 0 57 2.26 68 1.09 69 0.21 72 6.30 70,786 14,185 51% 439,723 59% 2
273 PEVENS 110 19 6 33 2.48 29 1.42 25 0.41 33 7.48 57,570 14,091 51% 352,275 68% 3
186 KHARTO 105 13 7 63 2.19 20 1.47 36 0.39 18 7.82 54,461 10,452 38% 209,038 74% 3
266 PECKHA 86 52 0 64 2.18 51 1.27 13 0.50 68 6.62 65,717 10,347 37% 538,051 56% 2
237 MOUNTF 20 53 0 62 2.20 11 1.51 15 0.47 38 7.40 56,075 9,443 34% 500,489 40% 2
86 COLDHA 77 16 8 1 2.55 38 1.37 3 0.58 8 8.19 49,962 8,449 30% 202,776 68% 3
117 EASTD 148 46 1 1 2.55 15 1.48 51 0.36 53 7.17 74,664 8,101 29% 380,739 64% 3
4 ACACIA 19 13 8 60 2.23 54 1.26 41 0.38 26 7.60 58,536 7,385 27% 155,083 70% 3
306 SEDDON 24 14 0 66 2.17 37 1.37 29 0.39 31 7.53 43,800 1,188 4% 16,631 39% 2
36 BLEGBO 61 3 7 1 2.55 36 1.37 46 0.37 30 7.53 64,308 -3,571 -13% -35,711 78% 3
152 GOWRIE 155 11 0 1 2.55 53 1.26 53 0.35 59 6.93 74,402 -3,991 -14% -43,906 62% 2
331 STORMO 216 18 0 46 2.41 55 1.26 34 0.39 74 6.14 73,793 -4,033 -15% -72,600 61% 2
283 RALEIG 105 11 0 69 2.03 59 1.22 50 0.36 75 5.63 43,562 -20,546 -74% -226,002 43% 2
Estate
Environment &
Community
Socio-EconomicDemand
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NPV Graph
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Option appraisal
UPRN ArchetypeTenure
Option
Improvement
OptionPrevious NPV NPV
Disposal
Value
Performance
Table
(o n N P V value)
1139A0030001 FLAT_1Bed Social Standard -£10,761 £51,178 38,086 5 4
1139A0030002 FLAT_1Bed Social Archetype -£10,729 £51,933 38,086 5 3
1139A0030003 FLAT_1Bed Social Dispose -£1,873 Removed 38,086 Removed
1139A0030004 FLAT_2Bed Social Default £10,776 £10,776 50,854 18 8
1139A0030005 FLAT_2Bed Social Default £7,757 £7,757 50,854 19 9
1139A0030006 FLAT_1Bed Social Default £2,782 £2,782 38,086 22 10
1139A0030007 FLAT_2Bed Social Default £11,304 £11,304 50,854 17 7
1139A0030008 FLAT_2Bed Affordable Default £40,706 £45,067 50,854 1 5
1139A0030009 FLAT_2Bed Social Default -£21,355 -£21,355 40,024 >30 11
1139A0030010A FLAT_1Bed Market Archetype New Unit £139,574 50,854 2 2
1139A0030010B FLAT_1Bed Market Archetype New Unit £154,971 51,500 2 1
1139A0030011 FLAT_2Bed Social Default -£21,497 -£21,497 38,951 >30 12
1139A0030012 FLAT_2Bed Social Default £7,866 £25,194 50,854 1 6
Break even year
Before After
Total Annual Income 79,307£ 89,782£
Variance 10,476£
Units
Social 11 10
Target 0 0
Market 0 2
Affordable 1 1
Leasehold 0 0
Total Rented 12 13
Total Year 1 Costs -£ 88,690£
Total 30 Year Investment Costs 1,851,315£ 1,383,834£
Variance
Total NPV 24,014£ 479,572£
Variance 455,557£
Total Desktop Market Value (Whole Estate) 694,150£
Net Indicative Disposal Value (Whole Estate) 587,943£
Net Indicative Disposal Value (Selected Units) 38,086£
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Value for money
• HCA – driver
• Not just procurement
• Set out measurable plans for making better use of assets based on an understanding of costs, values and yields
• provide actual cost per unit trend data
• be specific about your performance within your peer group
• report performance vs last year’s value for money (VFM) targets
• set clear VFM performance targets for the next period
• “plan to raise the bar still higher”
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Leaseholders - do not overlook
• Not just Section 20
• Reserve funds
• Lease terms
• Service charge %
• Get it right
• First Tier Tribunal (LVT)
• “Doreen's Law”
• “The awarding authority recovers service charges from 26,803 residents, across 1,306 schemes or estates. In previous years the awarding authority has substantially under-recovered service charge contributions as a result of:
•direct service chargeable costs that have not been fully recharged or recovered;the deficit between the overhead costs of administering services and the management fee charged
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Good Practice Seminar
30th April 2015
Gareth Lewis
Director of Partnerships
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Watford Community
Housing Trust
• Transfer 2007
• 5,000 homes
• Watford and Three Rivers
• 2012-17 – 500 new homes
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Opportunities
• Strategic Direction
• Market and S106 opportunities
• Assets key to delivery
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Assets
• Garages and amenity land
• Sheltered schemes
• Nimbys
• Consultation – cost and reward
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Delivery
• Partnership
• Be flexible – and firm
• Clear vision
• Do what you say
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Boundary Way
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The Meriden Estate
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
JOHNEYNON.RIBA.FCIOB
Open Water Consulting
30th April 2015Asset Management Herts
http://www.secbe.org.uk
BIM, UK BIM Level 2 and Asset Management
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
AgendaIntroduction
Level 2
Myth busters
Case studies
Trends
Resources
BIM
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
JOHNEYNON.• Architect• FCIOB, RIBA, MAPM, CEnv• Design Manager• Consultant, work winning, BIM, design management, strategy,
process and facilitation• CIOB Ambassador 4BIM• FAS Board member• Contributed to CarbonAction 2050• Chair CIOB DM Group• B555, CIC BIM Forum, BIM4SME, CPIc• Chair/Champion SEBIMHUB• Author, CIOB Design Manager’s Handbook• Author, CIOB BIM Handbook ( in progress)
07/05/2015 38
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
Building Information Modelling
Building Information Management
Better Information Management
Building Information Movement
Virtual Design and Construct?Infrastructure?3D?
Lifecycle?Asset?
Common Data Environment07/05/2015 39
Business Information Management
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
Information
construction design
briefoperation
“Information and data on a journey around the asset lifecycle…”
Collaboration / Integration
©JOHNEYNON2013
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
• Bim graphic
buildipedia.com/autodesk
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
Asset Timeline
Brief and Design Delivery Operate
Light bulb moment.Customer wants an asset/project/buildingIt can take years to briefand design a project toreach the point of delivery
“I want…” “Build…” “Occupy, use, adapt…” “Demolish, recycle…”
Considerable effort isfocussed by the industryon the delivery phase which may last a few years, butrepresents only a small percentage of the overall Life and cost of the asset.The opportunity to create realCustomer value is before andafter delivery.Briefing and design decisionsimpact the ability to
deliver value in operation.
Year 0 Year 100? +
Cost 0.1 Cost 1 Cost – Maintain 5 – Operate 200For an operational life that couldbe in excess of 100 years, how much effort is expended at briefing and design stages to makedecisions which create real value for the Customer?The opportunities to create exceptional valueare immense!
1/3/30Ref - Richard Saxon – Be Valuable, Constructing Excellence
JOHNEYNON.2013
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
5D Quantity take-
off, costing4D
Programming
Life cycle costing
& assessment
Safety
planning
Site BIM
logistics plan
Design coordination
& clash detection
Supply chain
management
Procurement
Facilities
management
Energy
monitoring
Visualizations
Simulations
thermal Simulations
fire
Simulations
acousticsSimulations
day lighting
Embedded
carbon
Off site
manufacture
O&M
Fixtures, furniture
& equipments
BIM based production
progress management
BIM
Design >>> Construction >>> Operation
Laser scanning
Point cloud data
Brief/Definition/Design/Manufacture/Construct/Operate/Recycle……and on
University of Salford and others
3D printing
Automated
construction
Compliance
Validation
RFID tags – Field BIM
??Change
control/management
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2025 Construction
David Philp/BIS
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
BIM maturity'A rich information model, consisting of potentially multiple data sources, elements of which can be shared across all stakeholders and be maintained across the life of a building from inception to recycling' – NBS
Mark Bew/Mervyn Richards
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BS 1192:2007
PAS
11
92
/2
PAS
11
92
/3
BS1
19
2/4
PAS
11
92
/5
The
BIM
Pro
toco
l
GSL
dP
ow
Cla
ssif
icat
ion
UK BIM Level 2
“The Eight Pillars of Level 2”
07/05/2015 48
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
(COBie)
(BS 1192:2007 – CDE - The Daddy!)
BIM Level 2 - Defined
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Level 2: process and deliverables
David Philp/BIS
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
- PAS 1192/2
BIM Taskgroup/PAS1192/2/Mervyn Richards
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
- PAS 1192/2
BIM Taskgroup/PAS1192/2/Mervyn Richards
INFORMATIONDETAIL DEVELOPS
THROUGH THE STAGES
ASSET LIFECYCLE STAGES
INFORMATION/DATA EXCHANGES
CLIENT DECISION POINTS BASED ON ABOVE INFO
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
UK BIM Taskgroup / PAS 1192/3
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• And just when you thought we were getting grips with Level 2….
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http://www.digital-built-britain.com
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David Philp/BIS
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futuresA world history of art/outblush.com 62
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Bbc.co.uk
07/05/2015 63
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“smartworld”
Cisco.mshcities.go green.uremia07/05/2015 64
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So…………..what next?Mobile AugmentedConnected, many levelsPaperlessAMaA – insituMaterialsTechnologies/IT• Nano• Materials• Von Neumann
Inevitable?Job/role patterns changedNetworked, evolvedVirtual teamsVirtual supply chainsVirtual industry that delivers real results
TechnicalProfessionalRaised perceptionSpecialised andMultivalent
Construction industry
Environment -
IncreasinglyChallenging!
BIM
07/05/2015
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
ArchitectTechnologist
StructuresMEP
QSPM
AcousticsFire
PlanningBREEAM/LEED
Building ControlParty WallH/S/CDMc
QA
BIMCDELean
IPD/IDCDfM
(BIM) Info/Tech Manager
Asset Lifecycle
Techno enabled
Institutions?
Super institute?
Design/Manufacture/Operate
No baggage
BIM
len
s
Where we are… Where we might be…
You are here!
2014 2035?
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Built Environment
BIM
IoT/IoE
Smart city movement
Mobile
Cloud
Connected
Big Data
Convergence crossover
Tech
My crystal ball…Some advice….Futures….
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www.bimtaskgroup.org
UK Government BIM websiteResources
07/05/2015 70
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• Support your local BIM Hub!• http://www.bimtaskgroup.org/bim-regional-
hubs-champions/
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• BIM4SME• http://www.bim4sme.org
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openwaterconsulting.co.uk - vision collaboration voice connection value growth futures
NBS BIM survey 2014• http://www.thenbs.com/topics/BIM/articles/n
bs-national-bim-report-2014.asp
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Dictionary/Acronymshttp://bimblog.bondbryan.com/document/
07/05/2015 74
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“BIM: PRACTICAL VIEWS &
PERSPECTIVES”
30th April 2015
Shelagh Grant
Chief Executive, The Housing Forum
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MORE HOMES, BETTER HOMES
The cross sector
membership network
Voices solutions from our
membership to policy
makers
Independent and originated
from Egan Review
INFLUENCING,
NETWORKING &
INFORMING
Speaking to the industry
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THE HOUSING FORUM MEMBERSHIP IS
DRAWN FROM:
House builders, Developers
Contractors
Housing Providers
Specialists
Suppliers
Local Authorities
Investors
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PRACTICAL CHALLENGES FOR THE
HOUSING SECTOR
Leadership
Ownership
Integrity
Revisions
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PRACTICAL CHALLENGES FOR THE
HOUSING SECTOR
Value for money now or when?
A team concept
Design out inefficiency
Tipping point?
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BENEFITS
Clash detection
Tie in with Home Performance Labelling (BIM
enabled)
Consultation
Management in use and whole life benefits
Map
ViewData
View
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RISKS AND PITFALLS
Training and in-house expertise
Meeting government expectations
That’s too much information!
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OUR STORY SO FAR
Manufacturers keen to link to Designers
Working Group interest
Building Homes for the Future
Investing in our Housing Assets
Smarter Skills: Smarter Resources
BIM4Housing
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BIM FOR ASSET MANAGEMENT
Potential for repairs
Positive effect on tenant satisfaction
Not for mass-scanning – but for archetype
3D BIM objects – boilers, windows, etc.
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FOR THE FUTURE
A communications tool on site
Design and quality is still the central issue
Way to encourage new talent to enter the
industry
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Better Homes, Communities and Business
10TH anniversary in 2015/16
4500 homes, 700 leasehold and 150 shared
ownership
Sunday Times Top 10 Employer 4 years running and
Top 50 Stonewall Workplace Equality Index
Active development and acquisition programme
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Housing and BIM - The Poor Relation
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What B3 wants from BIM as Client
20% lower capital costs or at least a Good Deal!
Efficient & collaborative design, development and
handover process
Accurate, accessible and useable asset information
Forward maintenance plans and costs
More Energy Efficient & Better Designed Homes
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Our BIM journey so far… Date: 30th April 2015
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BIM in ECD
• 2008: Bought Revit licences
• 2009: Bought training
• 2011: Started using it…! (BIM Level
1)
• 2012: All ECD jobs delivered in
Revit
• 2013: Set up Revit users group
• 2014: Appointed Revit Manager
• 2015: Shared models (BIM Level 2)
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Why BIM for ECD?
• Future direction of industry (2016)
• Reduced coordination risk
• Increased understanding of building
and better analysis tool
• Speed and cost savings?
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ECD Lessons so far…
• Timing of training is crucial
• Critical mass improves
knowledge share
• The right tools for the right
job
• Clash detection very useful
• Programme implications
• Importance of partnership
working
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Where do we use BIM?
NEW BUILD HOUSING PROJECTS
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Where do we use BIM?
HOUSING REFURBISHMENT PROJECTS
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What stages do we use BIM?
FEASIBILITY to PLANNING
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What stages do we use BIM?
WORKING DRAWINGS TO PRACTICAL COMPLETION
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Recent Projects: Haringey Infill Sites
FEASIBILITY TO PLANNING
• 8 Infill sites across borough
• Tight programme delivered on time
• Complex planning process with numerous versions produced at short
notice
• Model used to generate high quality CGI’s
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Recent projects: Canonbury House
FEASIBILITY TO PRACTICAL COMPLETION
• Small highly constrained site
• SIP panel construction for speed.
• 3D model supplied to contractor
• Trial project for staff: time and cost implications
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Recent projects: Wilmcote House
FEASIBILITY TO PRACTICAL COMPLETION
• First large scale refurbishment project delivered in Revit
• UK Case Study for Europhit programme – designed to achieve Enerphit
standard
• Efficiencies in scale
• 3D modelling with 2D detailing
• Modelling software used Quantity Surveyor for quantities
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Recent Projects: Shepway Council
PLANNING TO PRACTICAL COMPLETION
• Preplanning works by others. V. limited information supplied
• Modelling popular with client showing greater detail
• Redesign caused by non-compliance issues from original design
• Small project with poor profitability but opportunities for future
replication
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Next Project: The White House (B3 Living)
FEASIBILITY TO PRACTICAL COMPLETION
• Refurbishment of 5 storey ‘Wimpey no-fines’ building
• Targeting BIM level 2 with shared model
• Potential conversion of roof space will be modelled in 3D