eir response - 2942 - glh guildford proposal (11!10!13-nxi)_redacted

7/25/2019 EIr Response - 2942 - GLH Guildford Proposal (11!10!13-Nxi)_Redacted

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Private & Confidential

Guildford Borough StrategicHousing Market Assessment

Proposal to Guildford Borough Council

October 2013


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Guildford Borough Strategic Housing Market Assessment | Proposal to Guildford Borough Council

GL Hearn

October 2013 Page 2 of 13

1. Introduction

This quotation is submitted by GL Hearn (lead consultant) and Justin Gardner Consulting (JGC) toprepare a Strategic Housing Market Assessment (SHMA) for Guildford Borough Council to inform thenew Local Plan Strategy and Sites Document. The SHMA in particularly needed to provide an objectiveassessment of need for housing, and to support policies and negotiations regarding housing mix ondevelopment sites.

Context to the Project

The Council requires a new SHMA to be prepared, which complies with the requirements of theNational Planning Policy Framework (NPPF), the new draft Planning Practice Guidance, and the 2007SHMA Guidance. The SHMA needs to take account of dynamics across the wider housing marketarea, and separate work undertaken in adjoining authorities (including our recent work for Waverley).

The Council has had recently undertaken work to consider future housing requirements, and has just

published a How Many New Homes Background Paper. This has highlighted concerns with the latestONS / CLG 2011-based Interim Projections (as the Census revealed a lower population in the Boroughthan previously through). As we see it the purpose of the SHMA is to help to take this forward andprovide an evidence base which provides an Objective Assessment of Need for housing.

The analysis needs to be set within an understanding of the characteristics of the local housing marketand relationships to adjoining areas. There are notable migration and commuting flows with adjoiningauthorities, particularly Waverley and Woking, but also Rushmoor, Elmbridge and Surrey Heath. Thecurrent average house price in the Borough is around 394,000. This in part is a reflection of thehousing mix, with an above average proportion of detached homes and properties with four or morebedrooms in the Borough. House prices have grown significantly over the last 15 years (albeit that fiveyear trends are broadly flat). This has created affordability pressures, with and lower quartile prices

which are on average 10 times lower quartile incomes. Linked to this, it is notable that we have seen agrowth over the 2001-11 decade in private renting in the Borough (with 2,500 additional households inthe sector), but a decline in home ownership.

Housing delivery declined notably as the credit crunch hit the market from 2007/8 but we are seeingsigns of an improving market and better outlook, and this is starting to feedback into the new-buildmarket. We also appear to have started to see an upward trend in rental values in 2013. Inunderstanding the Boroughs housing market, it will be important to consider these issues in detail, tolook at specific local issues (such as the University of Surreys growth plans) and to consider the localdifferences in market dynamics and need in the rural as against urban parts of the Borough andbetween the Borough and other parts of the HMA.

The project is not however just a technical exercise, and in important element of it will include workingjointly with adjoining authorities, with GBC Officers and Members, and engaging wider stakeholders.These are likely to be critical to its successful delivery.

Key Information Requirements

We can confirm that we have run a conflicts check in accordance with our standard procedures andare not aware of any perceived or actual conflict of interest which might prejudice our involvement inpreparing the SHMA. We can also confirm agreement to the proposed terms and conditions.

Both GL Hearn and JGC are registered with the Information Commissioners Office in regard to dataprotection and fully adhere to the Data Protection Act. Our respective registration numbers areZ6980648 and Z2741273.


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We have structured our proposal to address the core requirements of the Councils Project Brief. Thisproposal document is structured to include:

Section 2: Our Team and Experience this includes details of staff members, projectexperience and references;

Section 3: Methodology and Work Programmesummarising how we propose to approach theSHMA. This includes a flow diagram showing how tasks relate, and work programme;

Section 4: Fee Proposal which sets out our fee proposal, resource allocation to tasks andcontact details for key members of the project team.

We enclose in Appendix 1 the following required information:

1. Company Information

2. Schedule of Prices

3. Insurance Certificates

4. Data Protection Policy

5. Health and Safety Policy


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2. Our Team & Experience

GL Hearn is a specialist planning and property consultancy which provides strategic advice on

development issues across the UK. We employ 200 people across six UK offices. The firm iswholly independent, owned by its directors and employees and has been independently confirmedas a member of the top 15% of UK companies by D&B in terms of financial performance andmanagement.

In our work on Strategic Housing Market Assessments, we have an established partnership withJustin Gardner Consulting. JGC is an independent consultancy which provides specialist researchon housing needs. GL Hearn and JGC have been working jointly in preparing Strategic HousingMarket Assessments since 2010.

Together we have an extensive nationwide track record in preparing SHMAs. We are marketleaders in this field, reflecting our ability to integrate expertise in assessing affordable housing

need and developing demographic projections (from JGC) with understanding the housing marketand interpreting market signals, considering the interaction of the housing market and economyand assessing the deliverability of different levels of housing provision (from GLH). Our nationaltrack record extends to advising over 100 local authorities across England on housing needs since2010.

In Sussex, Surrey and Hampshire we have advised a number of authorities on housing needs andStrategic Housing Market Assessments. This includes Horsham District Council, WaverleyBorough Council, authorities across the Sussex Coast Sub-Region, the Partnership for UrbanSouth Hampshire, New Forest and Test Valley Districts. Elsewhere within the region, we havebeen currently preparing SHMA for Mid Kent and Oxfordshire and have advised Aylesbury Vale

District Council on housing needs and the development of its Local Plan since 2010.

Project Team

Our proposed project team is consistent to that which has been working on an SHMA for WaverleyBorough Council. This comprises:

Nick Ireland: Project DirectorNick is a Chartered Town Planner and Planning Director at GL Hearn who specialises in providingstrategic planning advice on housing and employment issues. He joined GL Hearn from GVAGrimley in 2008 and leads the firms work on evidence-base studies for local authorities. He has

project managed the preparation of SHMAs for over 60 local authorities including sub-regionalprojects for South Hampshire, Oxfordshire, Warwickshire, West Sussex, North Derbyshire,Herefordshire and the Derby HMA over the last three years.

Nicks expertise includes integrating understanding of dynamics in the housing market andeconomy, and developing research findings into practical advice for policy development. He willprovide overall leadership and oversight of the work to prepare the SHMA.

Billy Clements: Project ManagerBilly is a Town Planner and Senior Planner at GL Hearn who specialises in strategic planning andlocal plan evidence base studies, particularly in the fields of housing, economy and employment.He joined GL Hearn in 2013 having previously worked in the Planning Policy Team at Reigate &Banstead Borough Council where he presented on housing requirement and housing land supplymatters in both local plan examination and appeal hearings. Since joining GL Hearn, he has


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worked on SHMAs for 6 local authorities, including project managing the preparation of SHMAs forWaverley and the Peterborough Sub-Region.

Billy will act as the day-to-day point of contact and will coordinate the activities of other members ofthe consultants project team.

Justin Gardner: ModellingJustin formed JGC in 2009 having previously worked for Fordham Research where he wasinvolved in the previous 2009 West Surrey HMA. He is a statistician and demographer (with adegree in social statistics and masters in demography) specialising in assessment of housingneeds. He was responsible for developing the first formal model for assessing affordable housingneeds (in 1995) which still forms the basis for the approach set out in Government Guidance.

Justins role will be to undertake demographic modelling, housing needs modelling, and modellingfuture need for different types and sizes of homes as an integrated part of the GLH-led team.

Emma Powell: Analytical SupportEmma joined GL Hearn in 2012 having competed a Masters degree in Real Estate at theUniversity of Reading. She is a trainee Surveyor. She has since specialised in undertakinghousing-related research projects including providing project support as part of SHMAs for SouthHampshire, Oxfordshire, Warwickshire, the Derby HMA and Hull. Her experience includes work toassess housing market dynamics, consider potential delivery trajectories for housing provision andstakeholder engagement. Emmas role will include engaging with estate and letting agents andundertaking data analysis as part of the SHMA work.

Selected Project Experience

Aylesbury Vale

In 2009/10 GL Hearn and JGC prepared a Housing and Economic Growth Assessment (HEGA) forAylesbury Vale District Council. The HEGA provided an integrated assessment of housingrequirements, including assessment of the need for market and affordable housing, economicgrowth scenarios and employment land requirements. It met the core outputs of the SHMAGuidance.

In 2012 GL Hearn has prepared an Employment Land Review for the District. We have also led thepreparation of a SHMA Validation Study, which includes a selective update of the HEGA andanalysis of housing market dynamics across the wider functional housing market. Linked to this wehave been supporting AVDC discussions with surrounding authorities in view of the Duty toCooperate, and have reviewed drafts of the Councils emerging Local Plan Part I and helped todraft relevant topic papers which support the plan.

In 2013 we have supported the Council at a co-joined appeal dealing with three housing sites atAylesbury with a combined capacity for 10,000 homes in regard to issues relating to housing need.

Derby HMA

GL Hearn and JGC was initially commissioned in late 2011 by the Derby HMA authorities DerbyCity Council, South Derbyshire District Council and Amber Valley Borough Council to prepare a


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Housing Requirements Study. This was published in September 2012 and underpinned theCouncils Preferred Growth Strategy for housing provision across the HMA. This involved analysisof housing market, economic and demographic dynamics (including Edge Analytics Projections)and derivation of projections for future population, household and dwelling growth to 2028.

We were retained in late 2012 to work with the HMA Partners to prepare an SHMA Update. Thisincludes an assessment of housing need using secondary sources, review of housing marketdynamics, analysis of the needs of particular groups, and modelling of future requirements fordifferent types and sizes of both market and affordable homes. Our report defines and profileshousing sub-markets across the HMA and provides recommendations for the development of bothplanning and housing policy.

In addition GL Hearn has prepared a separate report forecasting demand for employment landacross the Derby HMA. The three authorities have recently commissioned GL Hearn and JGC toreview representations to the recent Preferred Growth Strategy Consultation, and to updatedemographic projections to take account of these and the release of 2011 Census data.

The reports are available athttp://www.derby.gov.uk/environment-and-planning/planning/local-development-framework/#housing

Partnership for Urban South Hampshire SHMA

GL Hearn and JGC were commissioned in May 2013 to prepare a Strategic Housing MarketAssessment by the Partnership for Urban South Hampshire. This SHMA covers the PUSH HousingMarket Area which includes the local authorities of Portsmouth, Southampton, Eastleigh, Fareham,

Gosport, Havant and parts of Test Valley, New Forest and Winchester.

The SHMA has included modelling of future need for market and affordable housing, analysis ofmarket signals and the needs of specific groups within the population. GL Hearn has ledstakeholder engagement with housebuilders, the PUSH Planning Officers Group and the PUSHLeaders and Chief Executives Board. A final draft Report has been submitted.

Surrey Experience

Over the last 6 months, GL Hearn has also led the preparation of an SHMA for Waverley BoroughCouncil in Surrey. A draft f inal report has been submitted. We have also prepared a Locally-Generated Housing Needs Study for Tandridge. This Study has been completed and we supportedpresentation of this to the Councils Planning Committee.
http://www.derby.gov.uk/environment-and-planning/planning/local-development-framework/#housinghttp://www.derby.gov.uk/environment-and-planning/planning/local-development-framework/#housinghttp://www.derby.gov.uk/environment-and-planning/planning/local-development-framework/#housinghttp://www.derby.gov.uk/environment-and-planning/planning/local-development-framework/#housinghttp://www.derby.gov.uk/environment-and-planning/planning/local-development-framework/#housinghttp://www.derby.gov.uk/environment-and-planning/planning/local-development-framework/#housing


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GL Hearn


3. Methodology and Work Programme

We have restructured our approach to recent SHMAs to follow the approach set out within the

Governments draft Planning Practice Guidance(DPPG) onAssessing Housing and EconomicDevelopment Needswhist ensuring that the core process and output criteria in the 2007 Guidanceare still met. Our proposed approach takes account of this; of the recent technical work which wehave undertaken in preparing an SHMA for Waverley BC, and of discussions which we have hadas part of this with adjoining authorities.

Overview of Key Research Tasks

Task 1: Agreeing the Housing Market Area and Sub-Markets

The DPPG sets out that housing market areas should be defined taking account of house pricesand rates of change in house prices, household migration and search patterns, contextual datasuch as travel to work and retail catchment areas. We have looked at these issues as part of ourrecent work on the Waverley SHMA, including discussing HMA definitions with adjoiningauthorities.

What we would propose to do initially here is to quantify commuting and migration relationshipsbetween Guildford and other authorities; and then use the Inception Meeting to consider and agreethe housing market geography to be adopted and how this feeds through into subsequent analysis.We would then undertake any further engagement with adjoining authorities as necessary to agreethis.

We will also need to consider whether there are particular housing sub-markets within GuildfordBorough. To do so we would propose to analyse differences in key housing market and socio-economic characteristics, such as differences in housing mix by type, tenure and size; populationage structure, ethnicity, occupations and earnings as well as differences in housing costs. Analysiswould be supported by GIS mapping of key indicators. If data is available from the housing needssurvey which the Council has undertaken on migration and commuting relationships this can beconsidered. Drawing on this analysis we would see to agree any relevant sub-market geographiesfor subsequent analysis.

Task 2: Profiling the Housing Market

The next task is about building up a profile of the population and housing offer, and considering

how the offer and trends in Guildford relate to other parts of the HMA and wider regional/ nationaltrends. The analysis will consider:

The housing offer and how this has been changingconsidering the profile of homes bytenure, type and size and how this has been changing; as well as stock condition;

How housing is being usedincluding considering levels and trends in overcrowding andunder-occupation, vacant and second homes as well as levels/ trends in HMOs and studentaccommodation associated with the University of Surrey;

Demographic dynamicsconsidering levels of population growth, how the age structure andethnic composition have been changing, components of population change, and trends inhousehold characteristics;

Labour market dynamicsaddressing the profile of the skills/ qualifications, occupationalprofile as well as levels of economic participation, unemployment, and incomes/ earnings. The


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analysis will include consideration of residence- and workplace-based earnings and commutingdynamics;

Economic characteristics and growth potentialthis will profile trends in employment, theeconomic structure, jobs density and employment forecasts.

In considering the interaction of the housing market and economy, relevant issues include: levelsof jobs growth, commuting dynamics, changes in economic participation and the relationshipbetween jobs and people in work. We would look to discuss these issues(including takingaccount of our understanding of wider sub-regional dynamics) and agree how they might betreated.

In assessing employment growth prospects, we note that the Edge Analytics DemographicEvidence Report (July 2013) considers forecasts from the 2013 Economic Land Assessment andWorking Futures 2007-17 Report, and considers a mid-point scenario. We would assess these andseek to discuss with the Council (and other stakeholders as appropriate) what a reasonable set ofparameters for employment growth might be; and the influence of wider employment centres

(including London) have on housing demand in the Borough. Engaging with Surrey Connectsmight assist this.

Task 3: Reviewing Market Signals

The DPPG defines a number of key market signals which need to be considered in assessingsupply-demand balance. These are land prices; house prices and rents; lower quartile house price-to-income ratios; rates of development (in terms of completions and the flow of permissions); aswell as overcrowding, concealment/sharing, and homelessness presentations. We consider thatsales trends are also a key indicator. These will tell us about supply-demand balance.

We need to assess long-term trends for these indicators; and include comparisons (in terms of

levels and rates of change) against the housing market areas, similar areas and nationally. We willdraw on nationally available data (e.g. from ONS and CLG) supplemented as relevant by local data(such as on completions / permissions).

In interpreting market signals there are however a number of important points. First trends need tobe understood in the context of macro-economic dynamics and trends in the housing marketnationally. We would therefore review macro-economic and market performance. Secondly theyneed to be understood in light of the characteristics of the local/ sub-regional housing market.Thirdly the interaction between these and demographics needs to be understoodand this meansassessing trends over the periods (principally 5/10 years) from which demographic projections aredeveloped. This will allow us to understand drivers of change.

In this light a key role for Tasks 2 and 3 is in developing an understanding which would for instanceallow us to consider which of the various projections Edge Analytics has developed for theBorough are the most realistic, or what assumptionsparticularly around migration and headshipratesare the most reasonable.

The statistics however provide only part of the story, and it will be important that we get underneaththese to understand what is happening on the ground. This is particularly important given therapidly evolving nature of the housing market at the current time, including the impact of the help-to-buy scheme. To do so, we propose a programme of consultation for local estate and lettingagents to address market dynamics, trends and the profile of buyers/ tenants in both Guildford andthe rural parts of the Borough.


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Task 4: Affordable Housing Needs

We will model need for affordable housing in accordance with the approach set out in the DPPG.The model will draw on a range of data sources, including the Census, CORE, Survey of EnglishHousing, P1e returns, and the demographic modelling.

To consider the current need we would propose to consider information from the housing register.If available, it would also be useful to obtain the raw survey data from the 2013 housing needsassessment for further analysis. The published report as it stands is likely to be of limited use tothe SHMA given that it does not contain any formal modelling of the need for affordable housing.More critically, the report analyses survey data without any reweighting of the results to takeaccount of survey bias (which is evidently significant given some of the statistics produced).However, provision of the raw survey data would allow us to attach appropriate weights and extractuseful data where relevant. This might include information about household incomes (including byarea) and more importantly data on savings.

In establishing entry-level market housing costs, we would undertake a survey of entry level houseprices and rents (such as through rightmove) augmented through discussions with agents. We willdiscuss appropriate income thresholds to use for the analysis with the Council.

The housing needs analysis will yield information regarding the overall net need for affordablehousing (per annum), as well as need for different sizes of property, and by affordable tenure(social rent, affordable rent, intermediate). This will be drawn together with wider factors affectingmanagement of the stock including the impact of the bedroom tax in considering the future mix ofhousing needed. We will compare and explain any differences in findings compared to the 2007West Surrey SHMA findings.

Task 5: Considering Overall Housing Needs

The Council has had a full suite of demographic projections prepared by Edge Analytics, and whatwe would propose is to build on this. As we would see it the key focus should not however be indeveloping even more projections, but instead refining the projections to move towards anObjective Assessment of Housing Need (OAN).

The DPPG effectively sets out an approach for doing this, whereby the stating point is the latestnational household projections. These are interim projections (2011-based) and it is reasonable tofirst test, update and extend these. There are then a number of core questions which need to beconsidered:

Is there evidence that household formation rates in the projections have been constrained? Domarket signals point to a need to increase housing supply?

How do the demographic projections sit with the affordable housing needs evidence, andshould housing supply be increased to meet affordable needs?

What do economic forecasts say about jobs growth. Is there evidence that an increase inhousing numbers would be needed to support this?

We would need to consider if there have been any specific factors which have affected populationtrends over the last 10 years (for instance large inward investment, university growth or urbanextensions). In the absence of any such one off factors we would then need to consider whetherthe tests above provide a basis for moving upwards from a core projection.

The Edge work has been used to identify 11 options. It particularly highlights that the migrationassumptions in the 2011-based population/ household projections likely over-estimates trend-


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based growth and should be treated with caution. Drawing on the Edge work it will be necessary tocarefully consider what level of migration is reasonable based on the population, housing marketand economic evidence.

The other key issue is the assumptions regarding headship rates. Household size in Guildfordincreased from 2.37 in 2011 to 2.43 in 2011. We need to understand why this happened and relateit back to the market profiling and signals to understand what assumptions on trends movingforwards could be justified.

To address these issues we would propose to interrogate, draw on and as necessarily replicatekey projections run by Edge; with the aim of moving towards a considered assessment of housingneed. In doing so we will also consider the read-across to the affordable needs findings, examinethe potential levels of affordable housing provision which could be supported from different overalllevels of housing provision, and test (at a strategic level) whether the market could supportpotential levels of delivery.

Task 6: Considering the Mix of Housing Needed

The starting point for considering housing mix will be our housing market model. This will take ademographic projection (related to our assessment of OAN) and model the implications ofexpected changes in the age structure of residents in market and affordable housing, householdtypes and what this might mean over the longer-term for need for different sizes of properties. Thisin particular takes account of the potential for older households to downsize.

We will overlay this with consideration of what other elements of the analysis tell us: what the initialanalysis in Task 2, market signals and local agents tell us about relative demand for different typesof properties (segmented as appropriate by sub-area); and the emerging impact of social housing

and welfare reforms on need for different types of affordable properties and the private rentedsector. The analysis of the needs of specific groups will also be drawn together in deriving keyfindings.

Task 7: Considering Specific Households Needs

The demographic projections provide information on expected growth in different types ofhouseholds, including young people, families and older persons. In understanding housing needsof these groups we can cross-tabulate this with information from the 2011 Census (and potentiallythe 2013 Needs Survey and/or Housing Register) to understand the housing requirements of thesegroups. Changes in the population within BME communities and those with disabilities and thehousehold/ housing characteristics of these groups can be assessed initially using Census data.

We would also like to examine the possibility of using the 2013 Needs Survey data to strengthenthe analysis around particular groups in the population such as those with disabilities or BMEhouseholds. DLA claimant levels and DFG applications can also be considered. We can useprevalence rates and information from POPPI and PANSI, and the Housing LIN SHOP Toolkit toproject expected growth in key health-related issues, and to estimate requirements for differenttypes of specialist housing and residential care.

To augment the desk-based analysis we would seek to consult with key stakeholders, such asregistered providers, the Councils housing team and Surrey Supporting People Team.Consultation with estate agents and development control will be used to inform assessment ofdemand for self-build, alongside nationally available sources.


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Stakeholder Engagement Programme

The meaningful engagement of stakeholders in the development of the SHMA will be important inadding value and depth to the assessment, testing the emerging findings, as well as building buy-in. Key stakeholders include internal stakeholders within the Council, Members, adjoining and

other authorities within the housing market area, estate and letting agents, housebuilders,registered providers, and other interested parties.

The format of stakeholder engagement will need to be agreed with the Council, but we wouldenvisage an upfront round-table meeting to discuss and agree the proposed methodology (inviteesto be agreed), with potentially three workshops organised later on in the process (one withMembers, one with the development industry and one with adjoining authorities) to consideremerging findings. We have also included provision for a presentation of findings to Members.

Our approach to stakeholder engagement seeks to build on (rather than repeat) the work whichhave done as part of the Waverley SHMA to engage adjoining authorities, which included round-table discussions regarding the definition of the housing market area and respective authorities

plan progress. We envisage that further separate discussions with adjoining authorities can beundertaken as appropriate.

Overview of Approach

The diagram below seeks to summarise our approach:

Inception-Agreeing Approach

-HMA & Sub-Markets

Profiling the HousingMarket

-Housing Offer-Demographics

-Economy & LabourMarket

Review of MarketSignals

Affordable HousingNeeds Assessment

Engaging AdjoiningAuthorities

Considering OverallHousing Needs

Housing MixAssessment

Needs of Specific

Groups

Engaging Officers,Estate & Letting

A ents

Workshops to TestEmerging Findings

Reporting Findings


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Work Programme

We outline below the proposed work programme in draft for agreement. This shows the expectedphasing of tasks and deliverables.

Work Programme

1 2 3 4 5 6 7 8 9 10 11 12

28-Oct 04-Nov 11-Nov 18-Nov 25-Nov 02-Dec 09-Dec 16-Dec 23-Dec 30-Dec 06-Jan 13-Jan

Analytical Tasks

1. Agreeing HMA & Sub-Markets

2. Profiling Housing Market

3. Reviewing Market Signals

4. Affordable Housing Needs

5. Overall Housing Needs

6. Assessing Mix of Housing

7. Needs of Specific Groups

Engagement

Inception Meeting

Initial Consultation Phase

Update Meeting

Draft Report

Stakeholder Workshops

Draft Final Report

Final Report


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4. Fee Proposal

We propose to prepare the SHMA for a fixed fee of 18,080 (exclusive of VAT). This fee includesall travelling and subsistence expenses. A breakdown of the fee showing the allocation of time totasks is shown in the table below.

The fee proposal includes provision for an inception and an update meeting, a day of stakeholderworkshops, and a presentation of findings to Members. Any additional meetings or work requiredduring the course of this commission would be charged on the basis of the hourly rates set out inthe table.

Breakdown of Fee Proposal

We would propose that a third of the fee is payable on presentation of interim findings, a third onsubmission of a draft report and a third on completion of the project.

Total Fee (excl. VAT) 18,080


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Appendix 1

Invitation to Quote

Background Documents :

Insurance Certificates

Data Protection Policy

Health & Safety Policy


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Guildford Borough Council - Invitation to Quote

Guildford Borough Council

INVITATION TO QUOTE

Production of a new Guildford borough Strategic Housing MarketAssessment (SHMA)

You are invited to submit a quotation for the preparation of a Strategic Housing MarketAssessment (SHMA), which should include the objectively assessed housing need forthe area, to help inform the new Local Plan.

It is essential to comply with the following instructions in the preparation andsubmission of your quotation. The Council reserves the right to reject a quotation thatdoes not fully comply with these instructions.

Your quotation must be completed in English and must be submitted no later than

17:00 on 11 October 2013. The quotation should be emailed using the emailaddress set out below.

Your quotation must be completed in full and where necessary signed and dated.Failure to return a completed quotation will invalidate your submission.

Any quotation submitted will be deemed to remain open for acceptance or non-acceptance for not less than three calendar months from the closing date stipulatedabove. The Council may accept the quotation at any time within this prescribed period.The Council shall, however, not be bound to accept the lowest or any quotation.

The standard terms and conditions of Guildford Borough Council together with Special

Conditions (if any) will apply to all orders placed as a consequence of this process. Toview the standard terms and conditions go to Appendix 1.

Any Special Conditions will be set out in the Specification.

If you need any clarification regarding this process or any of the information containedin this document, please contact Laura Howard (contact details below). Unless of aconfidential nature your query and the Councils response will be circulated to all thoseinvited to quote.

It is the tenderers responsibility to ensure the correct person is selected as the mainpoint of contact and that their email address is accurate.

Point of contact for the purposes of the invitation to tender:

Laura Howard, Senior Planning Officer (Policy)01483 [email protected]


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COMPANY INFORMATION

1.1 Trading Name & Address

1.2 Address for CorrespondenceRelating to this Application:(If different to 1.1)

1.3 Contact Name:Position in Company:

Telephone Number:Fax Number:Email Address:Mobile Phone Number:

1.4 Company Website:

1.5 Company Status: Please IndicateSole Trader Yes / NoPartnership Yes / NoLimited Company Yes / NoPublic Limited Company Yes / NoCharity Yes / NoOther (please specify)

1.6 Date of Formation or Registration:

1.7 Registration Number:Registered Address:

1.8 VAT Number:

20 SOHO SQUARE

LONDON

W1D 3QW

GL HEARN

www.glhearn.com

REGISTRATION 30 JUNE 1999

3798877

20 SOHO SQUARE

LONDON


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SPECIFICATION

1. Introduction

1.1 The Council wishes to procure a Consultant to produce a Strategic Housing

Market Assessment (SHMA) which will inform the new Local Plan Strategy andSites document. The Council is in the process of producing the new Local Plan (to2031) and expects to carry out consultation on the Issues and Options documentbetween October and November 2013. This document will set out the keystrategic issues for which the Local Plan will need to address, and the possibleoptions going forward.

1.2 A key issue will be the scale and distribution of housing. The Council thereforewishes to commission a new SHMA in order to strengthen the evidence base fromwhich it can determine the objectively assessed housing need.

2. Policy Context

2.1 The National Planning Policy Framework (NPPF) requires that each local planningauthority should ensure that the Local Plan is based on adequate, up-to-date andrelevant evidence about the economic, social and environmental characteristicsand prospects of the area. Local planning authorities should ensure that theirassessment of and strategies for housing, employment and other uses areintegrated, and that they take full account of relevant market and economic signals(NPPF, paragraph 158).

2.2 With specific regard to housing, local planning authorities should use theirevidence base to ensure that their Local Plan meets the full, objectively assessedneeds for market and affordable housing in the housing market area, as far as is

consistent with the policies set out in this Framework (NPPF, paragraph 47).

2.3 To develop a clear understanding of our full housing needs, local planningauthorities should prepare a SHMA, working with neighbouring councils wherehousing market areas cross administrative boundaries. The SHMA should identifythe scale and mix of housing and the range of tenures that the local population islikely to need over the plan period, which:

meets household and population projections, taking account of migrationand demographic change

addresses the need for all types of housing, including market andaffordable housing and the needs of different groups in the communityincluding families with children, older people, people with disabilities,service families and people wishing to build their own homes.

caters for housing demand and the scale of housing supply necessary tomeet this demand (NPPF, paragraph 159).

3. Evidence base

3.1 The following documents currently form part of the emerging Local Plan housingevidence base:

West Surrey Strategic Housing Market Assessment (2009) and statisticalupdate (2010)

Housing Needs Assessment (2013)


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3.2 These documents are available to view and download at the following link:www.guildford.gov.uk/shma. For more information on the new Local Plan, pleasesee: www.guildfordlocalplan.info.

4. Background

Previous SHMAs

4.1 Fordham Research undertook a West Surrey SHMA on behalf of Guildford,Waverley and Woking Borough Councils. Although published in February 2009, itrelies on household surveys carried out in 2007. For this reason, the report has abase date of January 2008. As part of this work, they produced a separateHousing Needs and Market Assessment Survey for Guildford borough. Therespective councils published a statistical update of relevant data sources for2009/10 in July 2010.

Subsequent work

4.2 The Council has recently published a Housing Needs Assessment. It comprisesover 1,000 face-to-face and telephone interviews with residents across theborough on a range of housing related issues.

4.3 Over the summer, the Council undertook a scoping exercise to assess the appetiteof neighbouring authorities to undertake a joint SHMA. Given the different stages inplan preparation, it has not been possible to jointly tender for this piece of work atthis time however there was consensus on the need to agree a methodology toensure a consistent approach is taken across the wider area.

4.4 Waverley Borough Council recently appointed GL Hearn to undertake a new

SHMA for Waverley borough only. This is in response to their inspectors concernsthat the current SHMA does not adequately assess the objectively assessed needsfor the housing market area (HMA). At present, Waverley is pursuing a suspensionto their examination pending further work, which they have sought to do within sixmonths. This tight timescale has prevented a joint SHMA from taking place.However the inspector has expressed a number of concerns in relation to this. Thisis primarily related to whether the additional work would necessitate a change inoverall strategy, which could not be accommodated within their currentexamination. An exploratory meeting to discuss this matter has been scheduledfor 8 October 2013. Depending on the outcome of this, there may be opportunitiesto align the respective studies.

4.5 As part of producing their SHMA, Waverley has hosted a number of stakeholderengagement sessions. There is also ongoing discussion between the Council andWaverley regarding the SHMA methodology being used and the HMA identified.

Significant changes since the SHMA 2009 was produced

4.6 There have been significant economic and policy changes over the last few yearssince the current SHMA was published. This includes the ongoing effects of theeconomic recession and related slowdown of the housing market. New populationand household data from the 2011 Census is now available and will continue to bereleased over the coming months. We have also had a complete change in

national planning policy with the revocation South East Plan, thus enabling localcouncils to set their own housing numbers. This has led to a renewed emphasison the role of SHMAs.


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4.7 It has become clear from recent Local Plan examinations that many councils arehaving difficulty defining their objectively assessed housing need. As a result, ithas become increasing important to have an up-to-date SHMA that has beenprepared using a robust, transparent and defendable methodology.

5. Methodology

5.1 The SHMA must be carried out in accordance with DCLG Strategic HousingMarket Assessments Practice Guidance (Version 2, 2007). The Guidanceidentifies several core outputs and processes to ensure the SHMA is robust andcredible. The Taylor Review has recommended that the guidance be reviewed asa priority. The Government has recently published draft National Planning PracticeGuidance in Beta mode for testing and commenting purposes. Consultants arerequired to comply with any new or emerging guidance published in the course ofthe study.

5.2 Given that it is likely that Waverley will have completed their SHMA by the time weappoint, the consultant will need to clearly set out how the SHMA has beeninformed by and complements this piece of work to ensure that NPPFrequirements are met.

5.3 The consultants will be required to engage actively with any other councils in theHMA and consider any adopted or emerging Local Plans, as appropriate. It isimportant that in fulfilling the duty to co-operate, the study also considers thestrength of any linkages with adjoining housing market areas and the implicationsthis may have on housing requirements and other strategic matters. The Councilexpects to be part of any duty to co-operate discussions.

6. Project requirements

6.1 The successful consultant will be required to: develop a robust, transparent and credible methodology

define the extent of the housing market area in a consistent way to those in thewider housing market area

identify, if appropriate, sub-markets within this area involve all key stakeholders, including house builders, registered social and

local councils to ensure an appropriate level of buy-in and consistency inapproach

include a full technical explanation of the methods employed, with anylimitations noted, and clearly document all data sources to be used

justify all assumptions, judgements and findings in an open and transparentmanner

use and report upon effective quality control mechanisms include all necessary data and analysis:

o relevant market and economic signals (paragraph 158, NPPF)o household and population projections, taking account of migration and

demographic change (paragraph 159, NPPF)o distinction between housing need and demando existing characteristics and trends within the HMAo the relationship and strength of linkages with adjacent HMAs

produce the following outputs (in accordance with SHMA guidance (2007) and

the NPPF):o estimates of current dwellings in terms of size, type, condition, tenure.


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o analysis of past and current housing market trends, including balancebetween supply and demand in different housing sectors andprice/affordability. Description of key drivers underpinning the housingmarket

o estimate of total future number of households, broken down by age andtype where possible

o estimate of current number of households in housing needo estimate of future households that will require i) market housing and ii)

affordable housingo estimate of the sizes, types and range of tenures of affordable housing and

the size and types of market housing requiredo estimate of household groups who have particular housing requirements

e.g. families, older people, black and minority ethnic groups, disabledpeople, young people and so on.

Additionally, the Councils recently completed Housing Needs Assessment mayhelp supplement the new SHMA although we acknowledge that similar datamay not be available for other councils in the HMA. The tender submission

should set out how we can incorporate the findings of this work and the extentto which it may provide a useful cross-check or fill any secondary data gaps.

7. Outputs

7.1 The successful consultant will be required to produce a written report that includesall necessary analysis, outputs and recommendations. The client will requiredetailed references of all data sources used throughout the commission.

7.2 The client will require an electronic copy of all documents and materials producedas part of this commission. Documents should be provided in both PDF andMicrosoft Word formats. Two hard copies of the report will also be required.

7.3 The consultants will be required to present the findings of the final study toCouncillors and Council staff.

8. Project management

8.1 The project manager for this commission will be:Laura HowardSenior Planning Officer (Policy)Tel: 01483 444 626Email: [email protected]

8.2 The project manager will receive input from other agencies/departments asrequired. The project manager will advise and assist with the identification ofinformation sources that are held by the Council in order to minimise unnecessarycosts.

9. Data Protection Act 1998

9.1 Under the terms of the Data Protection Act 1998, the project includes theprocessing of personal data. In accordance with the Act the data controllers will bethe Council and the data processor will be the consultant. All of the personal dataprocessed must be treated as confidential and only used for the purposes outlined

in this project brief and only shared with relevant Council officers.


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9.2 Any personal data collected and processed by the consultant under the terms ofthis project brief must not be disclosed to any third party without the writtenpermission from the client on behalf of the Council. The consultant must take allnecessary technical and organisational measures to ensure the security of thepersonal data against any unlawful or unauthorised processing. The Council willretain ownership of all the personal data collected, processed, and as soon as thecontract ends the consultant must return all hard copy files containing personalinformation to the Council. The consultant will not be permitted to retain personaldata processed under this project brief in any format once the agreement hasended.

9.3 The consultant shall comply with the Data Protection Act 1998 and all linkedsubordinate legislation.

10. Key Dates

10.1 The Council would like to appoint a consultant at the earliest opportunity. The

following table sets out the key dates.

Task Deadline

Invitation to submit quotation issued 30 September 2013Deadline for submission of quotation 11 October 2013Interviews w/c 14 October 2013Inception meeting w/c 28 October 2013Consultant to submit draft report 20 December 2013Consultant to submit final report Mid-January 2013


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QUOTATION REQUIREMENTS

The written quotation must contain the information set out below.

a) Agreement to the Terms and Conditions set out in Appendix 1.

b) A fixed fee for the production of the SHMA and the requirements set out insection six. The fee must be exclusive of VAT and inclusive of all expenses anddisbursements. Prices must be quoted in pounds sterling.

c) A per diem fee, whereby the consultant will receive a fixed payment for eachhour or day of service provided, if required. Again, the fee must be exclusive ofVAT and inclusive of all expenses and disbursements. Prices must be quotedin pounds sterling.

d) Set out a proposed schedule of payments for services undertaken.

e) Details of the general approach to be taken including a methodology flow chartand work programme for the commission illustrating an ability to complete theassignment in accordance with the Councils timetable at section 10 above.The consultant must demonstrate a detailed understanding of methodologiesfor undertaking Strategic Housing Market Assessments.

f) The consultants team for this commission.

g) For each member of the consultants team, their name and a short descriptionof their qualifications, experience relevant to this commission, and their projectrole.

h) Allocation of team members to each of the elements of the commission.

i) Confirmation that, if appointed, this commission will not lead to a conflict ofinterest for the consultant.

j) Details of the consultants data protection policy and practices, andconfirmation that consultants team members are trained in relation to dataprotection and confidentiality,

k) Copy of certificates or letters setting out current Public Liability Insurance,Employers Liability Insurance and Professional Indemnity Insurance held by theconsultant. See Appendix 1 for details.

l) Health and safety working policy and practices.

m) Provide details of the Consultants experience of producing similar studies andthe names, addresses and contact details of two referees who are able toprovide references relevant to this area of work within the last five years.

The written quotation should be no more than twelve, A4 single side pages excludingappendices in a minimum font size point 11.

The above information will be assessed as part of your quotation therefore

failing to provide method statements and risk assessments as requested abovewill affect the evaluation of your quotation.


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EVALUATION METHODOLOGY

The Council will award this quotation to the company which proposes the mosteconomically advantageous bid. This will be identified using the methodology below:

All responses to the specification will be scored by a panel using the following scoringsystem based on a 40:60 split between Price and Quality criteria respectively.

Price: Whole life costing (40%)

Quality:The following criteria will be assessed to determine the quality score (60%)

Criteria Marks AvailableA resource schedule identifying the personnel who willundertake the work and their knowledge and experience,evidence of their availability and the ability to meet the projecttimetable

10

Evidence of the consultants experience of similar workundertaken elsewhere and of the satisfactory management ofthe commission (with references or contact details for theclients)

10

Evidence of a clear understanding of the full requirements ofthe brief

10

A method statement of how the required work will be delivered and how to ensure that the results are robust and defendableat examination

10

Awareness of the local and wider housing market area andmarket factors relevant to the sub-region

10

A method statement detailing how the stakeholderengagement and consultation exercise will be carried out

10

Total 60D

Important Note:Tenderers should not assume members of the evaluation panel haveany prior knowledge of their organisation. The assessment will be made on the writtenresponse provided.

Overall points will then be established using the following calculations:Price (lowest bid price / individual bid price) x 40Quality (individual bid total quality marks)

The table below provides an example of this calculation:

Price Quality Total Points

Bid Price PointsAllocated

Quality Score(Total Marks)

PointsAllocated

Bidder A 18,000 26 53 53 26+53 = 79Bidder B 11,500 40 45 45 40+49 = 89Bidder C 14,000 33 55 55 33+55 = 88

In the example above, Bidder Bwould be the winning bidder.


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SCHEDULE OF PRICES

I/We the undersigned hereby offer to provide the goods and/or servicesdescribed or referred to in the invitation to quote documentation for thefollowing costs, exclusive of value added tax:

(all costs to be quoted in pounds sterling and exclusive of V.A.T.)

Production of a new Strategic Housing MarketAssessment (SHMA)

UNIT COST(excl V.A.T)

: p

1.

2.

TOTAL COST OF SHMA :

The above costs must include all travelling/subsistence expenses applicable tothis contract.

i) Settlement Terms _________________________________________

ii) Delivery period from receipt of order _______________ days

iii) V.A.T. _________________ %

I/We hereby offer to supply goods and/or services as specified in the PriceSchedule in accordance with the Councils Conditions of Contract and/orSpecial Conditions contained in this enquiry. All costs associated with thedelivery of this contract are detailed above and will remain fixed for the contractduration.

Please refer to the attached Service Specification/Project Brief for furtherdetails of the services required under this contract.

Signed

Name (Block Capitals)

Designation

For and on behalf of

Date

ANALYTICAL TASKS

ENGAGEMENT

18080 00

STAGED PAYMENTS

90

DIRECTOR

GL HEARN

11 OCTOBER 2013


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Background Documents

Insurance Certificates

Data Protection Policy

Health and Safety Policy


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27/39


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_____________________________________________________________________________________________________________________________________H&S Policy Version 4 Page 1 of 11 January 2013

HEALTH AND SAFETY POLICY

HEALTH & SAFETY AT WORK ACT, etc 1974

GENERAL POLICY STATEMENT

The Board of Directors of GL Hearn Ltd (herein referred to collectively as the "Company") recognise and

accept their responsibility to provide safe working conditions at all its premises and they regard the promotion

of health and safety measures as a mutual objective for management and employees at all levels.

It is, therefore, the Company's policy to do all that is reasonably practicable to prevent personal injury and

damage to property and to protect everyone from foreseeable work hazards, including members of the public

or visitors from other organisations, who may be invited onto the premises from time to time.

The Company has nominated Susan Wright as Health & Safety Officer and Arif Kamal, Group Finance

Director, to co-ordinate and supervise the implementation of the Company's Health and Safety Policy.

The GL Hearn Health and Safety policy is subject to review, monitoring and revision by Susan Wright every 12

months or sooner if work activities change.

The Company accepts that it has a responsibilit y, so far as is reasonably practicable, to:

Safeguard the health and safety of employees and others who may be affected by work activities.

Comply with health and safety legislation relevant to work activities.

Provide training and instruction to enable employees to perform their work safely and effectively.

Make available all necessary safety devices, protective equipment and clothing, and to supervise

their use.

Maintain a continuing interest in health and safety matters applicable to the Company's activities, in

particular by making arrangements for regular joint consultation between management and

employees in all matters relating to health and safety.

Maintain open communication and consultations between all our staff, consultants and sub

consultants at all times and for Health and Safety to be integrated into communications wherever

appropriate.

The provision and maintenance of a working environment for employees that is safe, without risks to

health and adequate as regards facilities and arrangements for their welfare at work.

Ensure all visitors are fully conversant in the fire evacuation procedures.

Monitor, review and revise the policy, where appropriate.


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Employees have a duty to co-operate in the implementation of this policy by:

Working safely and efficiently.

Ensuring that their acts or omissions do not affect the health and safety of themselves or others.

Using the protective equipment provided and by meeting all relevant statutory obligations.

Reporting incidents that have led or may lead to injury or damage.

Adhering to Company procedures for securing a safe workplace.

Assisting, when requested, in the investigation of accidents, with the objective of introducing measures

to prevent a recurrence.

Drawing the attention of a manager or supervisor to the existence of a hazard or other issue that

affects or may affect health and safety whenever such hazard or issue is perceived.

Approval of the GL Hearn Health & Safety Policy and Arrangements

Signature

Name ....

Position MANAGING DIRECTOR

Date 10 January 2013 ..


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ORGANISATION OF HEALTH AND SAFETY

RESPONSIBILITIES

The Health and Safety Officer or Group Finance Director are authorised by the Board of Directors to report on

health and safety matters and to ensure that the Company complies with relevant legislation and good

practice. The day to day responsibility for implementing the Policy is delegated to the Health and Safety

Officer.

Terms of reference for the Health and Safety Officer are:

Responsibility for appointing Fire Marshalls as appropriate and ensuring that they are trained in the

use of fire equipment within the building and in the emergency evacuation procedures.

Ensure that the Company has adequate staff trained in First Aid and, as a minimum, shall have

sufficient persons trained in First Aid to meet any legislative requirements.

Ensure controls and safe systems are in place for the operation of the building and the services within.

Ensure that all washroom and toilet facilities are well maintained and cleaned regularly.

Ensure the safe disposal of waste. Where possible, recycling initiatives will be taken in order to help

protect the environment and make better use of resources.

Monitor such factors as workspace, lighting, ventilation, temperature, cleanliness, window cleaning,

traffic routes, building structures (ie, drainage, doors, windows etc) and welfare facilities undertaking

such risk assessments as may be required.

Ensure the employment of competent sub-contractors and monitor their performance to ensure

compliance with statutory requirements and good practice standards.

Ensure that Emergency Procedures are in place at each location and that the processes are testedperiodically.

Undertake a periodic audit of Health and Safety performance on behalf of the Company.

The Health & Safety Officer will meet with the Managing Director at least four times per year to review

the health and safety performance and progress in all the Company's operations and on an ad hoc

basis with the Group Finance Director.

The Health and Safety Officer will be responsible for the distribution of information relating to health

and safety matters, also for ensuring that the Company displays the statutory notices on Company

notice boards.

Stimulate safety awareness and interest in safety and the prevention of accidents on the premises.

Secure the co-operation of all employees in the promotion of health and safety.

Make arrangements in co-operation with Office Director for safety training and instructions for all newemployees.

Make periodic inspections of equipment and workplaces in the interests of health and safety and to

report non-compliance with the policy.

Ensure that the safety procedures are correct and in place, liaising between the workforce and the

employer on matters of health and safety.

Employees:

All employees are required to look after their own well being and to behave in a way in which the health and

safety of both themselves and their colleagues shall not be prejudiced. Specifically they will:

Carry out their work safely in the interest of themselves and other employees.


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Take note of risk assessment results and comply with instructions designed to minimize any residual

risks.

Report unsafe conditions or practices to the Health and Safety Officer or their Line Manager so that

corrective action can be taken.

Instruct other employees, trainees and their visitors on safe practices. Co-operate with the Company with regard to Health and Safety standards and awareness.

HEALTH AND SAFETY ARRANGEMENTS

Communication/ Consultation

Staff will routinely be consulted on health and safety matters as they arise but also formally consulted

at regular health and safety assessments.

To engage and consult with employees on day to day health and safety conditions and provide

advice and guidance as required.

Staff Induction -

On joining the company all staff will attend an Introduction day which will include Health and Safety guidelines,

covering computer workstation, manual handling etc. On their first day a checklist is completed which includes

Health and Safety.

Facilities

Toilets, washing facilities and drinking water are provided in all offices.

Accidents -

All accidents or incidents sustained by employees or visitors on the Company's premises, or outside the

premises if on company business, MUST BE REPORTED to a First Aider who will inform the Health and

Safety Officer. The Health and Safety Officer will make arrangements for the investigation of the accident/

incident to determine its cause and remedy any faults. The First Aider must record the circumstances in the

Accident Book which will be kept in an appropriate place in each office. All accidents, however insignificant

they may seem, must be reported.

Display Screen Equipment -

Those employees judged to be DSE users should inform the Health and Safety Officer if they require

information or training on the correct use of equipment and workstations, as detailed below:-

Adjust your seat back, height and tilt to give good lumber support.

Adjust seat height so forearms and wrists are horizontal with the keyboard.

Ensure shoulders are relaxed, not hunched up or arched forward; align equipment so that head,

shoulders and trunk are square-on to the keyboard and screen.

Avoid excessive pressure on the backs of thighs and knees.

Keep feet flat on the floor; obtain a foot rest if necessary.

Ensure sufficient space under the work surface for changes in posture.

Ensure screen is a comfortable viewing distance.

Ensure screen height and angle are comfortable for your use, avoid reflections and glare.

Ensure space in front of the keyboard to support hands/wrists during rest/pauses, obtain keyboard and

mouse rests if necessary.

Keep your workstation tidy, ensure essential documents and phone are adjacent.


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Take a break - This gives your body the chance to relieve any muscular tensions that may have built

up. Stand up and move about or take a short walk. Frequent short breaks help reduce tiredness and

stress, a break of around ten minutes for every two hours of continuous use is appropriate. During this

time, other duties can still be performed.

Eye Sight Tests -

If an employee needs an eye test as a result of using display screen equipment, the Company will cover the

cost for you to have an eye test. This can be claimed once every two years.

If the optician prescribes spectacles for use with display screen equipment, the Company will cover reasonable

costs of basic frames and lenses up to 50.00. Designer frames, for example, will not be reimbursed. If

spectacles are needed for anything other than display screen equipment, this will be at the employees

expense.

An eye test form is required to be completed in full by the employee and the optician. The will then need to be

authorized by a member of the HR team and a copy will be retained for your personal file.

Costs should be reclaimed via expenses, as normal.

Smoking -

GL Hearn Ltd already operates a no smoking policy within all UK workplaces. For clarity, smoking will not be

permitted in any part of the workplace within the UK, at any time, by any person, regardless of their status or

business from the 1stJuly 2007. Employees abusing this policy will be subject to disciplinary action and may

be subject to a fixed penalty fine if found smoking in an enclosed public space or workplace.

Pregnant workers -

As soon as reasonably practicable, pregnant workers should advise their Line Manager / HR of their condition.

A risk assessment will then be carried out by the Health and Safety Officer to ensure any specific concerns /

needs are addressed.

Mobile phones -

Legislation came into force on the 1stDecember 2003 which made it illegal to use a handheld mobile phone

while driving a motor vehicle (whether it is a bike, car, van, lorry etc). Please ensure you read and understand

the following guidelines:-

Employees are under no obligation to make or receive telephone calls while driving.

Only emergency calls should be made/received when travelling, and even then only when not actually

on the move.

Staff should try to avoid calling colleagues when they are travelling to and from meetings.

You should at all times only make or receive calls even with a hands-free kit when you are safely

parked away from the road.

Guidance for Professional Staff/Surveying Safely/Lone Working

You are expected to read in full the RICS Practice Standards, UK SURVEYING SAFELY Your guide topersonal safety at work guidance notes GN 74/2011 and can also be found on the company intranet under

Health and Safety. The following checklist below should always be used when travelling alone:


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DO YOUR SUPPORT TEAM KNOW

Destination? Mobile number or alternative contact details?

Agreed t imes for verbal check-ins?

Estimated time of arrival?

Return time or date?

Personal contact details?

Mode of travel ie car, public transport, plane?

Al ternative plans in the event of bad weather, traff ic problems etc?

Emergency contact details, ie spouse, partner, family members?

Drugs, Alcohol and Controlled Substance

The Company will take all reasonable steps to prevent employees [and contractors] carrying out work-related

activities if they are considered to be unfit/unsafe to undertake the work as a result of alcohol consumption or

substance abuse.

The Company expressly prohibits the use of any illegal drugs or any prescription drugs that have not been

prescribed for the user. It is a criminal offence to be in possession of, use or distribute an illicit substance. If

any such incidents take place on company premises, in company vehicles or at a company function, they will

be regarded as serious, will be investigated by the Company, and may lead to disciplinary action and possible

reporting to the Police.

Violence at Work

The Company considers the risk of work-related violence to be a serious matter and will take all reasonable

steps to reduce risks from violence to employees and others who may be affected.

The Company will eliminate work-related violence where possible. Where this is not reasonably practicable it

will undertake a suitable and sufficient assessment of the risk of violence. Identified risks will be reduced to as

low as is reasonably practicable through safe systems of work, suitable equipment, and information and

training. Employees will make proper use of any equipment and systems of work provided for their safety.

Any incidents of violence at work will be investigated and victims will be provided with appropriate support.

Manual Handling

Where manual handling activities form a regular part of a department's workload it will be necessary to carry

out formal manual handling risk assessment. Employees must be aware of and comply with risk assessments

that apply to them.

Training is provided in Manual Handling if unsure speak to the Health and Safety Officer.

Do not move or lift any IT equipment please request assistance from the IT Department

Even though the nature of our business means that only a few employees are habitually involved in manualhandling activities, all employees are likely to carry out some lifting at work, even if it is the occasional lifting of

a box of paper or a large file.


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It is important to know that the correct lifting of even a light load may cause injury if done incorrectly.

Never lift loads that are obviously heavy. Test the load before starting, seek assistance or ask your

Office Manager where appropriate. Can the load be broken down? When lifting: place feet apart, leading leg forward, get a firm grip, keep arms inside the boundary

formed by the legs.

Use the leg muscles to lift, keep the back straight don't jerk, use the feet to adjust never twist.

Keep close to the load.

Put down, and then adjust.

Never lift or move furniture.

Never lift loads from or into awkward positions, ie under desks, in twisted positions, low or high

shelves.

Heavy objects should always be stored between knee and shoulder height.

When carrying a load ensure there are no obstructions and the route is planned and well lit.

Do not carry for long distances; use what suitable aid is available ie trolley etc

Electricity

Electricity can be one of the most hazardous threats to safety in an office environment if basic safety

precautions are not observed.

It is good practice to:

Ensure new equipment has been safety checked before being put into service.

Periodically check leads and plugs of equipment you use for obvious problems.

Avoid trailing leads.

Avoid overloading of sockets by the use of adapters or excessive numbers of high current devices. Ensure equipment that needs periodic inspection or testing has an 'in date' label.

Ensure no unauthorised tampering with plugs, fuses or the interior of electrical equipment.

If equipment appears to be faulty, switch it off and do not tamper with it. Report it to Office Director/

Health and Safety Officer immediately.

Do not bring personal electrical equipment onto GL Hearn premises.

Ensure plants are not located in the vicinity of electrical sockets

Disabled Access/Facilities/Evacuation

As far as is reasonably practicable the Company will ensure that suitable access / facilities exist for mobility

impaired staff. Suitable emergency evacuation arrangements for mobility impaired staff will be implemented.

Office Hazards

Please be aware that although working in an office environment is generally considered low risk, hazards do

exist. Please be aware of the potential hazards listed below and use a common sense approach to avoid

such hazards.

Remember, you have a statutory duty to report a hazard in the workplace.

The main reasons for injuries in the office environment are accidents caused by:

Slips, trips and falls. Poor housekeeping (boxes etc left in dangerous positions), trailing/insecure cabling, loose carpets,

misuse of seating/leaning back, spills on the floor not cleaned up, poor lighting.


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Poor lifting, repetitive work or poor posture.

Boxes of paper, equipment etc, lifted awkwardly, highly repetitive keystrokes, poor workstation set-

up/use.

Poor maintenance or misuse of electrical equipment.

Neglected power leads, liquid spills, use of personal equipment. Over-stressing equipment, attempts to repair equipment without instruction/training.

Hot Drinks - scalds, spills.

Please report any concerns with furniture, equipment, housekeeping, etc straight away to the Health

and Safety Officer.

Do not leave it for someone else to resolve.

Remove the hazard or make safe yourself if it is not dangerous to do so; display a warning message

and inform others in the area.

The Company cannot be held responsible for an accident caused by the negligence of the person

involved in the accident

First Aid

First Aiders are in each of our offices, and are responsible for checking first aid boxes which are located near

First Aider and are visible. Please ensure you are aware of the location of your nearest first aider.

Only qualified First Aiders may give first aid.

Please follow all instructions given by the First Aider in case of emergency and call emergency services when

asked.

Look around your area so you know where to find the first aid equipment.

All accidents must be reported to the First Aider and detailed in the Accident and Emergency book.

EMERGENCY PLAN

The purpose of this plan is to ensure that people in the workplace know what to do if there is a fire (or other

emergency) and to ensure that the workplace can be safely evacuated.

The Fire Alarm System -

All GL Hearn offices are equipped throughout with break glass call points, which are situated on escape routes

and exits. The automatic activation of the detectors or the manual activation of a break glass call point willactivate the fire alarm. Once the fire alarm is activated bells will be heard throughout the building.

If you discover a fire -

Raising the Alarm If you discover or suspect a fire do not hesitate to raise the alarm by using the

break glass activation points. If able to do so, warn your colleagues.

Do not attempt to fight the fire

Leave the building by the shortest route in a controlled, safe manner.

Report to the appropriate assembly point as outlined for each of our Regional offices in the GLH

Business Continuity Plan. If you are unsure of this please speak to the Fire Marshall in your office or

the Health and Safety Officer.


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On hearing the alarm -

Once the Fire Alarm has been activated bells will be heard throughout the building. Upon hearing the

bells: Evacuate the building immediately using the shortest route

Follow instructions issued by Fire Marshalls, who will be wearing hi-vis jackets

Proceed to the assembly point

Remain at the assembly point until instructed to leave by the Fire Officer

Do not stop to collect personal belongings.

Do not re-enter the building for any reason until instructed to do so by the Fire Officer

Do not use the lifts

Visitors / contractors -

Members of staff are responsible for escorting their visitor(s) to the assembly point in a safe and timely

manner.

REMEMBER:

Raise the alarm immediately.

Your safety is our first concern do not attempt to fight the fire

Close all doors behind you.

Get to know who your Fire Marshall(s) are and where they sit

Wherever you are in the building be aware of your nearest evacuation route

Evacuation Routes -

All evacuation routes are clearly identified with appropriate signage within the building.

Once outside the building Fire Marshalls will direct you to the assembly point or your office.

Fire Marshalls Roles and responsibilities

To assist in achieving the safe and speedy evacuation of staff, visitors and other persons from his/her

designated area in the event of an emergency building evacuation, the Fire Marshall has delegated authority

from his/her Line Manager to instruct staff during evacuation situations.

Fire Marshalls must be aware of the precise area for which they are responsible and all escape routes (toinclude areas such as toilets, training rooms, etc):

By visual inspection, to achieve safe and complete evacuation of this area in the event of fire alarm

activation.

For self protection purposes to be aware of basic fire fighting principles and operation of extinguishers.

To know where the fire extinguishers/fire exits are located.

Not to take personal risks in the conduct of this service.

To ensure that the office has Fire Marshall Coverage from 0900 to 1730 inclusive. In this respect to

liaise with each other to provide cover during absence from the building.

Introduce yourself to new members of staff working in your area of responsibility and ensure

familiarisation with Evacuation Procedure. Do not re-enter the building until instructed by the Fire Officer in charge of the building.


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Do not attempt to fight a fire. If possible close the door on the room that is housing the fire, press the

nearest break glass call point and evacuate all staff immediately.

Location of Emergency Equipment

Fire Extinguishers are located in all offices by the main fire exit, if unsure where these are located please

speak to your Fire Marshall.

First Aid boxes are located at various points around the building, if unsure please speak to your First Aider.

Training

The company will provide adequate health and safety training to ensure employees are competent to do their

work. The Health and Safety Officer will be responsible for arranging training.

Fire Marshalls receive annual training from a suitable fire safety training provider.

First Aiders receive periodic training to keep their qualification valid.

COSHH (Contro l of Substances Hazardous to Health)

It is a requirement of the COSHH Regulations that a risk assessment be conducted for any activity where

hazardous materials are used. Hazardous materials that may be used in our buildings would typically be,

cleaning materials, strippers, solvents, water treatment chemicals, paints, oils and greases.

Our cleaning and maintenance contractors generally use these materials and they are responsible for carrying

out the risk assessments.

It is forbidden for any unauthorised person to bring any material on site without the prior approval of the Health

and Safety Officer.

If anyone encounters materials in circumstances they consider potentially hazardous, they must:

Contact the Health and Safety Officer so that prompt action can be taken.

Warn your line manager and others.

RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations)

It is a requirement by RIDDOR for the company/Health and Safety Officer to report specified occupationalinjuries, diseases and dangerous occurrences to the appropriate enforcing body, i.e. Health and Safety

Executive (HSE). The main purpose of these regulations is to alert the HSR to indicate where and how risks

arise and to identify trends. This enables the HSE and also the PCT to target their activities effectively and to

advise on strategies to help prevent injuries, ill health and accidental loss.

GENERAL STAFF SECURITY

The Company will take every reasonable precaution to protect the safety of staff whilst at work. This will

include ensuring that no unauthorised visitors are on the premises and that all visitors sign in and out of the

building and are given a visitors identification badge. Any member of staff who observes an unidentified

visitor who is not wearing a badge should immediately report it to Reception.


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Staff are required to ensure that they do not keep personal belongings, particularly cash or credit cards, on

display in the office areas. Staff are responsible for the safe keeping of their belongings and the Company

does not indemnify staff in the event that personal belongings are stolen. The Company will of course

investigate any such instances and involve the Police as necessary.

PPE

Staff and sub-contractors given necessary health and safety induction and are provided with appropriate

training as required and personal protective equipment.