referral questions Flashcards
(52 cards)
Firstly you need to make clear whether this was before or during the main contract work, which we understood had a Contract Commencement date of 18th March 2023, as you are close there to the two year ‘time barring’ for your case study. We need you to provide some commercial context; budget available, expected cost, therefore savings required.
The Value Engineering (VE) process took place during the main contract works, in August 2023, after the project had commenced on 18th March 2023. VE was necessary due to client funding constraints, as the initial specification exceeded the available budget. The target savings required were £800,000 to align costs with the client’s financial limitations
VE CASE STUDY 2 Where you are looking at alternative construction materials we need to understand whether you are working to a performance (expected) or prescriptive specification.
I am working to a performance specification rather than a prescriptive one. My focus is on ensuring that the selected alternative construction materials meet the required durability, efficiency, and functional outcomes as outlined in the project requirements. This approach allows for flexibility in material selection while maintaining compliance with the intended performance criteria.
From a CDM perspective, as you are moving into the role of a designer, we need you to demonstrate that you have considered the implications on specification for your client and the end users in respect of how they use (operation) and clean (maintain) the flooring. It is not clear to what extent you / the subcontractor identified the alternative materials, and if the subcontractor took the lead on this, it does not demonstrate your competence. The options that you have considered are not related to demonstrating your Technical Competencies.
I actively assessed alternative flooring materials considering durability, slip resistance, ease of cleaning, and long-term maintenance costs to ensure compliance with health and safety regulations and lifecycle efficiency. Leading discussions with subcontractors and suppliers, I validated material performance beyond recommendations, conducting a comparative analysis of lifecycle costs and maintenance strategies. By taking ownership of the specification process, I ensured selections were based on performance and compliance, demonstrating expertise in procurement, value management, and risk mitigation aligned with RICS Level 3 competencies.
HEALTH&SAFETY= When asked about your small canopy on plot 5 example from Construction
Technology and Environmental Services, you were unable to explain what you
meant by ‘new CDM’. You appeared to be talking about the Building Safety Act
2024.
For this specific project, I considered CDM 2015’s requirements, ensuring that the design of the canopy addressed key safety factors, including structural integrity, safe installation, and long-term maintenance. My role as a QS involved ensuring that procurement decisions aligned with these regulations while balancing cost efficiency and buildability.
Diff between cdm and building regs
CDM focuses on health, safety and welfare during construction and maintenance, building regs focuses on technical standards for design and construction to ensure safety, energy efficiency.CDM requires duty holders (client, principal designer, principal contractor). Building regs requires compliance certs e.g. building control cert.
Inclusive Environments When asked, you were unable to provide three examples of features that you could see in a building designed to be inclusive for a wide range of users
You mentioned access [people with restricted mobility] and visual. You could have mentioned features, for example; for people with hearing loss, neurodiversity or multi faith rooms.
When asked about your statement “CST was a Design & Build contract I managed, where I analysed and recommended commercial team on cashflows against forecasts for packages including Brickwork, Drylining/SFS and Roofing”, you explained how you produced a cash flow, which is evidence at Level 2. At Level 3 we need to provide examples of where you have analysed these cash flows to provide specific recommendations to help improve profitability on your project.
Drylining/SFS package, my cash flow analysis highlighted that actual valuations were lower than forecasted at certain intervals due to scaffolding delays not being fully erected affecting progress of their works. To address this, I recommended a resequence in programme where I advised the subcontractor to commence SFS installation in zones where scaffold was fully available. This allowed work to continue without waiting for scaffold completion in other areas and increase in labour to align programme with the forecasted cashflow, which ensured valuations were more accurately reflected.
Construction technology and environmental 3 Level 2 When asked about your small canopy on plot 5 example, you were unable to provide evidence of the advice that you gave in relation to this Competency, as this was provided by others.
I was involved in verifying compliance with the specification, ensuring it met structural and material performance requirements. I contributed by identifying cost implications, and programme constraints.
My role included liaising with the commercial team to assess cost efficiencies and advising on procurement strategies to maintain budget control. Though final design decisions were made by the structural engineer, my input helped ensure the solution was commercially viable and practical for site execution.
Contract practice 3 Level 2 When asked about your CST, temporary electrics subcontractor example, you were only able to demonstrate that you were complying with company policy. At Level 3, we expect that you are giving reasoned advice between viable alternatives and recommend that you review your Summary of Experience.
I evaluated my other options of issuing a Letter of intent allowing work to commence immediately while finalising contractual terms, though this carried the risk of limited enforceability if a formal agreement was not signed or I could of Allowed the subcontractor to proceed under their quotation terms – which could have led to financial exposure due to the subcontractor setting their own payment terms and rates. After reviewing these options I went with the contract as it provided contractual certainty and mitigated risk of programme delays.
Unclear how you had selected the potential tenderers. You talked about a PQQ matrix. In your document you stated that “After conducting an internal review to evaluate preferences of supply chain I formed the best three to go out to”, we assumed that you had reviewed your approved subcontractors to identify the three most appropriate to tender to, and that this would act as your ‘prequalification’. When asked how you carried out the scoring of the tenders, again you mentioned PQQ. You did not mention any high level tender evaluation criteria, such as price, programme, methodology, organisation.
To select the most suitable subcontractors, I conducted a Pre-Qualification Questionnaire (PQQ) assessment, evaluating bidders on financial stability, past project experience (especially multi-storey brickwork), and safety records. After scoring responses, I shortlisted three subcontractors meeting technical and commercial criteria.
During the tender evaluation, I used a weighted scoring system:
-Price (40%) – Contract sum, value engineering, and procurement efficiencies.
-Programme (20%) – Sequencing, mobilisation, and labour allocation.
-Past performance – Previous project success and compliance.
While Subcontractor A had the lowest bid, financial risks from advanced payments and storage fees made them less viable. Subcontractor C, despite a slightly higher bid, provided better cash flow stability and lower financial exposure, making them the preferred choice.
When asked about the pricing document that you issued to the brickwork tenderers on your case study project, you talked about a bill of quantities, then said that this was a contract sum analysis. You were not clear about the pricing document that you issued to the tenderers, how you dealt with errors in the tender returns (for example which of the JCT Tendering Practice Note alternatives you used), and how you then turned the bill of quantities into a Contract Sum Analysis (as you did not mention whether / how you transferred the risk of quantities).
- The BoQ was issued as a quantified document, forming the basis for pricing and later converted into a Contract Sum Analysis (CSA)
- Upon the returns I did see arithmetic errors and omissions of certain items so I notified the subcontractors of identified errors, allowing them to confirm or correct their submissions while ensuring fairness and compliance with procurement best practices.
- I fixed the contract sum based on the BoQ quantities.
- This transferred the risk of quantity errors to the subcontractor, ensuring budget certainty for the project.
When asked about the final account that you prepared for this contract, you were not clear as to how you dealt with contra changes. You did not make clear as to whether this was additional work instructed due to damage to the brickwork by others, or charges to the brickwork subcontractor. If the latter, you appear to have included it in the final account after value engineering, before variations and Provisional Sums, therefore not making clear whether you dealt with this differently for the purposes of VAT.
When preparing the final account for the Brickwork package, I ensured a structured breakdown that clearly differentiated:
1. The original contract sum (post-value engineering adjustments)
2. Variations and Provisional Sums
3. Contra charges and their VAT treatment
Deductions for remedial works due to the subcontractor’s own defects, which were applied separately to ensure VAT was handled correctly. These were classified as variations and subject to VAT, as they formed part of the taxable supply of construction services.
When asked about your CPD from 09 August 2024, where “I learnt what the common environmental issues faced on a construction sites are alongside sustainable building methods,” you were unable to provide two examples of common issues.
- Air pollution- dust emissions from excavation and demolition (we used dust monitors to monitor the levels above a certain measurement we stopped work and had labourer spraying water
- Waste generation – construction and demo waste often ends up in landfills and risk of improper disposal of hazardous materials (we recycled and did safe disposals)
When asked, in relation to Rule 4, you did not appear aware of what an unconscious bias is, saying that it related to a protected characteristic [under the Equality Act 2010], and were therefore unable to provide an example of where you had applied this knowledge at work.
Unconscious bias involves subconscious attitudes that influence decisions. I addressed this during the brickwork subcontractor selection when a preference emerged for a familiar bidder. Recognizing the risk of unfair advantage, I ensured all bidders were evaluated objectively using predefined criteria (pricing, programme, and experience). This ensured a fair, transparent process aligned with RICS ethical standards, reinforcing Rule 4: Treat Others with Respect.
When asked about the things that the RICS require you to do in order to set yourself up in practice on your own as a chartered surveyor, you talked about client money. You were unable to explain why a QS would be handling clients’ money, saying to make payments. It is unlikely that a QS would handle clients’ money (although it would allow for the payment of fees upfront), as it is more likely that a project bank account would be used.
Project bank account would be set up to hold money securely for a specific project, The use of a PBA ensures that payments are made in accordance with agreed milestones and contract terms, without the QS directly handling the client’s funds. In this context, the role of a QS is typically to provide cost management services, The QS may also advise on when payments are due and assist with the certification process
When asked about how you could be involved with the RICS, you didn’t mention through your local Matrics group, or that Lionheart provide support to APC Candidates.
RICS Matrics is a great way to engage with the profession, especially for younger or aspiring surveyors. RICS Matrics provides networking opportunities, career development support, and social events for those at the early stages of their careers.
LionHeart is a fantastic resource for APC candidates and chartered surveyors. They offer support in the form of training sessions, webinars, mentoring, and even financial assistance for those facing hardship.
what disputes? on case study? how did you advise?
In my role, I advised on several disputes that arose during the project, primarily related to variations, delays, and contractual obligations. for e.g. sc disputing payment notice that I uploaded subcontractor who believed they had been unfairly underpaid. I ensured that the issue was addressed professionally by conducting a thorough review of their submitted applications, contract terms, and any relevant variations. After verifying the correct valuation, I provided a response, explaining the rationale behind the payment calculation. This approach aligned with the RICS ethical principles of acting with integrity and promoting trust in the profession by ensuring fair treatment and maintaining professional relationships.
With MS gift policy what value of the gift as a minimum should you report?
all gifts and hospitality must be recorded on the Gifts & Hospitality register (Gifty), regardless of value. However, any gift or hospitality valued over £200 per head requires pre-approval from the relevant Business Unit Managing Director using the pre-approval form on Gifty
schedule of works vs boq
schedule of works is more generalised, more itemised e.g roofing works will be one item and a price given for that.
BOQ- more detailed breakdown covers measured works/prelims/prov sums
soil contamination compliance with legal requirements?
Control of Substances Hazardous to Health (COSHH) Regulations 2002 – Assessed risks to site workers handling contaminated soil and ensured the use of appropriate PPE.
CDM Regulations 2015 – Coordinated with the Principal Contractor to implement control measures for safe excavation and handling.
HSE Guidance on Contaminated Land – Followed best practices for reducing exposure risks to workers and preventing cross-contamination on site.
what are the additional grants the client could have got from gov backed housing schemes
Homes England Funding – Supports developers, housing associations, and councils to build affordable housing through schemes like the Affordable Homes Programme (AHP).
Public-Private Partnerships (PPPs)
Joint ventures with local councils, housing associations, or institutional investors may unlock additional funding or subsidies.
landscape compliance as only necessary things completed
drop kerbs, ramps and also handrails, any wayfinding signage.
what is CAP?
CONFLICT AVOIDANCE PLEDGE- early intervention measure. must incorporate cap provisions into contract provisions. 15 rules. confidential and non binding. help maintain positive relationship, quick outcome. costs are split between parties. Panel must be free from conflict of interest. panel is indemnified from any claims. any complaints must go to rics complaints resolution service. DRS.
what level of dust did we monitor was too much before we stopped works?
250 pm 10 concentration action level
