The concept of ‘risk’ in building design may seem to be an alarming one. The word suggests danger, catastrophe, something to be avoided because it is unpredictable or that has an uncertain outcome. That could be our view of almost anything in life of course; crossing a busy road is ‘risky’, but we accept the risk because we believe that we can approach the task in such a way that we will be safe; the risk can be eliminated through understanding and management. Crossing the busy road is a finite risk too; once we reach the other side, we are safe until we need to cross another road. Whether or not we are safe from the risk of permanent traffic fumes is another matter.
In the context of buildings, risk appears in various forms throughout the design and construction periods, some of which may continue on into the future, perhaps affecting the lives of generations of subsequent occupants and others involved during the lifetime of the building. Some risks can be eliminated, others controlled within acceptable limits, but others remain indefinitely.
Typical risks that the building designer may encounter include some or all of the following:
• Health and safety: from the very beginning of the project’s life health and safety is a high priority for all concerned. The further material reviews the impact of the Construction Design and Management Regulations (CDM), which attempts to make design and its consequential implementation safer.
• Negligence: failure to fulfill a professional care of duty in respect of undertaking design work. The building designer may miss important survey implications such as the location of an underground high-voltage electricity cable or an area of chemically contaminated ground, both of which could seriously injure an unsuspecting contactor. Setting out discrepancies, boundary inaccuracies and other design errors are likely to result in claims for negligence.
• Proceeding without authority: where design work continues without client support or approval. Failure to secure statutory approvals may be extremely damaging.
• Delays: failure to submit for approvals at the correct time or proceeding in advance of approvals may cause delays as design work is corrected or expensive remedial action once construction has started.
• Lack of co-ordination: inadequate co-ordination between specialist consultants.
• Unsupported specifications: selecting inappropriate or dangerous materials, misusing materials against manufacturers recommendations or misguided innovation.
• Overrunning budget costs: failure to meet costs targets at various stages throughout the project.
• Customer dissatisfaction and/or public dislike: creating a new building which disappoints, or which actually fails to meet the brief.
• Long-term risks: for the subsequent occupiers of any building, there are associated risks in terms of the performance of selected elements. There is a permanent risk of falling down the simplest of staircases, scalding under a hot shower or electrocution from a faulty electrical socket outlet. Risk is also associated with lifespan of structures, materials and installations, which may fail or ‘wear out’ sooner than expected.
• Design risks: risk can also be seen in the positive sense of taking a chance on something, being adventurous and challenging.
Few if any of the risks identified above arise as a result of absolute uncertainty about what might happen. Most are predictable and can be minimized by sensible risk management through identification, assessment, monitoring and control. Creating and understanding a design brief, discussed at length in Chapter 7 is a form of risk management strategy, clarifying expectations and outcomes, evaluating risk and determining how to it might be approached.
Clients should be fully advised on what they are getting or could get from the design process, perhaps showing them existing examples as a guide to what they should expect.
Typical risks that the building designer may encounter include some or all of the following:
• Health and safety: from the very beginning of the project’s life health and safety is a high priority for all concerned. The further material reviews the impact of the Construction Design and Management Regulations (CDM), which attempts to make design and its consequential implementation safer.
• Negligence: failure to fulfill a professional care of duty in respect of undertaking design work. The building designer may miss important survey implications such as the location of an underground high-voltage electricity cable or an area of chemically contaminated ground, both of which could seriously injure an unsuspecting contactor. Setting out discrepancies, boundary inaccuracies and other design errors are likely to result in claims for negligence.
• Proceeding without authority: where design work continues without client support or approval. Failure to secure statutory approvals may be extremely damaging.
• Delays: failure to submit for approvals at the correct time or proceeding in advance of approvals may cause delays as design work is corrected or expensive remedial action once construction has started.
• Lack of co-ordination: inadequate co-ordination between specialist consultants.
• Unsupported specifications: selecting inappropriate or dangerous materials, misusing materials against manufacturers recommendations or misguided innovation.
• Overrunning budget costs: failure to meet costs targets at various stages throughout the project.
• Customer dissatisfaction and/or public dislike: creating a new building which disappoints, or which actually fails to meet the brief.
• Long-term risks: for the subsequent occupiers of any building, there are associated risks in terms of the performance of selected elements. There is a permanent risk of falling down the simplest of staircases, scalding under a hot shower or electrocution from a faulty electrical socket outlet. Risk is also associated with lifespan of structures, materials and installations, which may fail or ‘wear out’ sooner than expected.
• Design risks: risk can also be seen in the positive sense of taking a chance on something, being adventurous and challenging.
Few if any of the risks identified above arise as a result of absolute uncertainty about what might happen. Most are predictable and can be minimized by sensible risk management through identification, assessment, monitoring and control. Creating and understanding a design brief, discussed at length in Chapter 7 is a form of risk management strategy, clarifying expectations and outcomes, evaluating risk and determining how to it might be approached.
Clients should be fully advised on what they are getting or could get from the design process, perhaps showing them existing examples as a guide to what they should expect.
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