Risk Assessment Strategy of Eco Town

luck sagacity scheme of Eco TownContents (Jump to)1. admittance2. Stakeholders Objectives and ConcernsPrimary Stakeholders vicarious Stakeholders3. Critical Success Factors4. essay Assessment StrategyDefining the frontier for AssessmentAssessment ApproachStakeholders Involved put on the line identification and categorization RulesClassification of lay on the lines rating of pretend Events5. Risk Mitigation Plans6. ConclusionReferencesAppendices1. IntroductionThis report aims at exploitation a chance judgement dodging for NW Bicester Eco Town. Potential essays and necessary control measures will be analysed for a practical outcome. The guess assessment will also be make for the radic wholey acquired push down parcel that is coterminous to initial manikin which is the The exemplar contour of the pop out. Figure 1 shows the proposed site for the work out.Figure 1 Master formulate and object lesson Phase of Bicester Eco-TownAll the stakeholders of the bedevil and their concerns atomic number 18 identified to do a thorough risk assessment. These concerns atomic number 18 get along analysed and prioritised to figure out sarcastic mastery factors of the go out. Based on the number of risks identified, backdrop and boundaries are formal to streamline the risks. Further to this, risks are ranked based on the take aim of severity using qualitative and quantitative aspects.2. Objectives and Concerns of StakeholdersEco-Town project has various stakeholders given the context of the scale, nature and typology of the project. hedge 1 lists the primary stakeholders and their concerns. Table 2 lists the secondary stakeholders and their concernsNo.Primary StakeholdersConcerns1Cherwell District Council ( local anaesthetic Planning Authority) dress Bicester a vibrant, great place to follow, work and bring up a family in an eco-friendly itinerary.Re-position Bicester as a place where new communities are construct to high purlieual standar ds where people can enjoy sustainable lifestyles. secure zero-carbon phylogeny and more sustainable living using the best new externalize and whirl. (Eco Bicester) (Cherwell District Council)2A2Dominion (Lead Developer)To develop and materialise UKs world-class eco-town with sustainable homes, jobs and green neighbourhoods.Table 1 Primary StakeholdersNo. Secondary StakeholdersConcerns1P3 Eco Group embeded to bring together a strong pool of investors, partners and professionals to promote and spearhead the NW Bicester eco development.Help Eco-town development to grow as an extension of Bicester to benefit the connection.Main goal is to minimise environmental pretend and maximise efficiency while striving to provide housing that is affordable, comfor control board, sustainable and of the highest assertable quality.Reduce energy demands and improve feasibility for sustainable technology by research and development (R D).2Bicester Vision (BV)An independent populace/ private partnership committed to bring together either stakeholders in town to take in that the most is made of the exciting future for the town.To ingest with people of Bicester and the wider Bicester to ensure that it continues to be a great place to live and work in.3CABE rule ConsultantsDesign council to assist in Bicester radiation diagram and sustainable development in achieving the resource and execution of project, hence compass a benchmark for eco-friendly living.4Bio-Regional (BioR)A social enterprise that helps leave sustainable business and works with other stakeholders comparable A2Dominion, CDC etc., to demonstrate that a sustainable future is attractive and affordable.5Grassroots Bicester (GRB)A community action group qualify up to create a greener Bicester. kit and caboodle closely with oxford, Bicester Vision and Eco Bicester team from Cherwell district council to help deliver the Eco Bicester vision across the whole town.6Farrell Partners (ARCH)To develop an af fordable and sustainable residential complex with highest possible quality and delivered in close partnership with the local anaesthetic anesthetic communities.7Thames Water Utilities (TWU)Water resource focusing towards sustainability8 underlying Government (CG)To utilise globe fund judiciouslyProvide sound affordable homes for peopleSpeed of housing deli very(prenominal)Create sustainable communities and address climate changes.11Current Residents (CLR)Create jobs to local people.To ameliorate the community to tackle disturbance/ discomfort ca gived due to construction activities like noise pollution, vehicular movements etc.,12 sign of the zodiac Community Agency (HCA)To ensure funding for the development of affordable housing for a successful development of the community.Table 2 Secondary Stakeholders3. Critical Success FactorsThe exact success factors are derived from the vision stated in Masterplan Vision for the specimen phase of the entire development are as follows Provide affordable, attractive and sustainable housing 393 residences designed by specialist design team by achieving honest aesthetics within 60 acres of land use and a provision for 30% affordable housing, 40% of the total land to be used as green belt. Ensure every construct achieves zero-carbon emission. Reduce carbon footprint by 30% by trim back waste sent to landfill.Efficient time, cost and quality precaution of construction Use passive energy generating technologies and achiever zero carbon efficiency. make project efficiently within the budget and proposed completion time of phase 1 by circa 2018.Reduce Carbon footprint by adopting sustainable means of transportation and energy Promote lean construction management which substantially abbreviates the carbon footprint caused by construction activities. Opt for public modes of transportation. Encourage the community to cycle. Reduce the usage of personal automotive vehicles. put down advanced construction technology like photo-voltaic panels, passive heating methods etc., to thin utility bills.Environmental Biodiversity Ensure that 40% of the total development sphere of influence is used as green belt/ green space. Contribute to animate biodiversity by introducing waterbodies, vegetation etc.,Community and Neighbourhood Services Conduct final results to set up community spirit. Provide institutional facilities like schools and community facilities like local store, sports complex etc., within the proximity of the development.Create New Employment Opportunities The Exemplar phase aims at creating employment opportunities during construction phase and create semipermanent job opportunities.Managed Risk Act as early as possible and provide visibility of a task4. Risk Assessment StrategyThe following section provides a structured and coherent approach to identify, assess and manage risk.Defining the bound for AssessmentDefining boundaries in the project helps in streamlining the risk asse ssment process. It is understood that risks that occur beyond the scope of the project are not under the control of Project Manager. The risk assessment is cosmos done for the newly acquired land parcel adjacent to the boundary of the exemplar phase (See Figure 2) and the register will stress potential risks, causes, risk mitigation actions and the stakeholders responsible.Figure 2 Site Boundary in the Process of AcquisitionAssessment ApproachPotential risks have got been identified based on the available literature on Bicester Eco-town and by brainstorming over various driving factors, likelihood of their occurrence and touch on, evaluating and prioritizing risks for further action and then by developing a mitigation plan to tackle the risks without affecting the project. Figure 3 outlines the fundamental risk management process steps.Figure 3 Fundamental Risk Management travel (Garvey, 2008)Step 1. Risk IdentificationRisk acknowledgment is the critical first step of the ri sk management process. Its objective is the early and continuous identification of risks, including those within and external to the project.Step 2. Risk Impact and Consequence AssessmentIn this step, assessment is made of the impact each risk event could have on the project. This typically includes how the event could impact cost, schedule or any other technical performance. Additional criteria such as policy-making or economic consequences would also require consideration.Step 3. Risk PrioritisationIn this step, overall set of identified risks, their impact and their probability of occurrence are processed to derive the most critical to least critical rank-order of all the risks. One of the main reasons for prioritizing risks is to form a basis for allocation critical resources.Step 4. Risk Mitigating PlanningThis step involves the development of mitigation plans to eliminate, reduce or manage risk. Once a plan is incorporated, it is monitored to assess its ability with an inten tion to revise its course-of-action if necessary.The other steps involved in developing effective risk management strategy to establish a good approach to assessment and select the suitable risk management tool. In-order to do this the, various phases of the project are divided per RIBA Plan of works (RIBA,2013) and the stages are mentioned below.PlanningDesignConstructionHandover and Close OutRisk Identification and Classification RulesMethodical Approach to identify risks are as follows, complete classification of aims and objectives of the project.Develop a very good criterion for risk assessment.Identify risks for twain aims and objectives that are derived from risk assessment criteria.Use both Qualitative and Quantitative measures to assess risks and rank them per their severity of impact on the project.Group Meetings that involve all the stakeholders and brainstorming of potential risks.Generate minutes of dallyings (MOM) to document discussions and the responsible parties for the identified risks.Classification of RisksThe identified risks are categorize into various categories and are measured per the level of impact. The factors contributing to the measure of impact are mentioned below,CostTimeReputationQualityImpact on StakeholdersEnvironmental Impact reasoned ImpactHealth and Safety ConcernsLegal ImplicationsEach of the above-mentioned factors are ranked between 1-5, 1 being the lowest and 5 being the highest in terms of impact and is slender in Table 3.Table 3 Measure of Consequences of the identified RisksRating of Risk EventsThe scoring of risks was calculated in such a way that the highest possible risk rating for any of the categories was taken into cautious consideration. The grievance ranging between 1 and 125, were used to generated 4 coloured rating. Here red, jaundiced, brownish-yellow and green colours are used. The colour is assigned to a risk depending on its severity. Red stands for immediate action risk, Amber for medium risk , yellow for minor attention requiring risk and green for low/ Acceptable risk. The table 4 below illustrates the scores of this coloured rating.Table 4 Risk Rating Matrix5. Risk Mitigation PlansAfter identifying the risks that are very likely to occur based on the risk rating matrix, several(prenominal) of the risks are prioritised and a mitigation plan is proposed in the following passages below.Risk 1 Rejection/ Delay of planning permissionManagement Action plotted Proposed development plans should comply with building regulations, standards and specifications. Consistent liaison with the government should be done.Action Owner A2Dominion, Architects and CABEcausal agency Development standards do not meet specified building regulations. Community objection due to improper instruction by the project owner.Impact Project delays and cost implications.Risk 2 Community ObjectionManagement Action Planned Liaise with the council members and polish off the value for public money of th e development.Action Owner A2Dominion commence Local communities showing concerns towards the effects on environment and showing reluctance to alter to change. Lack of information or negative publicity that aptitude go across to rejection of the development by the community.Impact Delays and increased cost, bad reputation of the project and negative impact on stakeholders who represent public.Risk 3 fiscal Funding DelaysManagement Action Planned Ensure funding from all the investors during the exemplar phaseAction Owner A2Dominion and CDCCause Unfamiliarity of the project to the investors compared to other developments might fail to attract the investors.Impact Project Failure, delays and decrease in quality if executed with insufficient funds.Risk 4 smorgasbord in Scope of DesignManagement Action Planned Establish a clearly defined design brief that comprise of clean scope, responsibilities and communication channels of each stakeholder.Action Owner A2Dominion and ARCHCause D isagreements between the design consultants and the client might lead to conflicts within the project. Proposed design might result in increased costs due to disaster in meeting the design brief.Impact Project delays and increased cost.Risk 5 New TechnologiesManagement Action Planned Liaise with the contractors at the early stage of project in-order to evaluate their competency.Action Owner P3EcoCause Lack of experience and improper knowledge of new sustainable technologies that might affect building performance.Impact Compromise in quality and project reputationThe remaining risks, their causes, impact and management action are cover in the Appendices.6. ConclusionAfter a, thorough assessment of risk on NW Bicester Eco-Town project, it is understood that the project is of a very complex nature and requires close monitoring of several areas for the successful completion of the exemplar phase. It is explicit from the risk register that most of the responsibility should be taken by the developer (A2Dominion) who can further transfer risk to relevant stakeholders. Eco-Town being UKs first project of its kind, achieving success in this project is of utmost importance in-order to set a benchmark for future developments that will be sustainable and environment friendly thereby benefitting the future generations.ReferencesA2Dominion., https//www.a2dominion.co.uk Accessed on 21/12//2016Bicester Vision., What is Bicester Vision, http//www.bicestervision.co.uk/ Accessed on 21/12/2016Cherwell District Council., Eco Bicester, http//www.cherwell.gov.uk/index.cfm?articleid=4513 Accessed on 21/12/2016Design Council., Case Study unification West Bicester Eco-Town, http//www.designcouncil.org.uk/resources/case-study/north-west-bicester-eco-town Accessed on 21/12//2016Eco Bicester., North West Bicester, http//www.ecobicester.org.uk/cms/node/3.WFkL0PmLRPZ Accessed on 21/12/2016Garvey P (2008) Analytical Methods for Risk Management A Systems Engineering stance (1st Ed.). Lond on, New York Chapman-Hall/ CRCNorth West Bicester., Partners, http//nwbicester.co.uk/the-first-phase/introducing-exemplar/partners/ Accessed on 21/12/2016North West Bicester., The first Phase Exemplar, http//nwbicester.co.uk/masterplan/ Accessed on 21/12/2016P3Eco., Home http//www.p3group.co.uk/ Accessed on 21/12/2016RIBA, (2013), RIBA Plan of Work 2013 Overview, https//www.ribaplanofwork.com/PlanOfWork.aspx Accessed on 21/12/2016AppendicesTable 5 Risk Register Planning deliverTable 6 Risk Register Design StageTable 7 Risk Register Construction StageTable 8 Risk Register Construction StageTable 9 Risk Register Handover and Close Out Stage