EIr Response - 2942 - GLH Guildford Proposal (11!10!13-Nxi) - Redacted

Guildford Borough Strategic
Housing Market Assessment

Proposal to Guildford Borough Council
October 2013
Private & Confidential
Guildford Borough Strategic Housing Market Assessment | Proposal to Guildford Borough Council
1. Introduction
This quotation is submitted by GL Hearn (lead consultant) and Justin Gardner Consulting (JGC) to
prepare a Strategic Housing Market Assessment (SHMA) for Guildford Borough Council to inform the
new Local Plan Strategy and Sites Document. The SHMA in particularly needed to provide an objective
assessment of need for housing, and to support policies and negotiations regarding housing mix on
development sites.
Context to the Project
The Council requires a new SHMA to be prepared, which complies with the requirements of the
National Planning Policy Framework (NPPF), the new draft Planning Practice Guidance, and the 2007
SHMA Guidance. The SHMA needs to take account of dynamics across the wider housing market
area, 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 latest
ONS / CLG 2011-based Interim Projections (as the Census revealed a lower population in the Borough
than previously through). As we see it the purpose of the SHMA is to help to take this forward and
provide 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 market
and relationships to adjoining areas. There are notable migration and commuting flows with adjoining
authorities, particularly Waverley and Woking, but also Rushmoor, Elmbridge and Surrey Heath. The
current average house price in the Borough is around 394,000. This in part is a reflection of the
housing mix, with an above average proportion of detached homes and properties with four or more
bedrooms in the Borough. House prices have grown significantly over the last 15 years (albeit that five
year 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 a
growth over the 2001-11 decade in private renting in the Borough (with 2,500 additional households in
the sector), but a decline in home ownership.
Housing delivery declined notably as the credit crunch hit the market from 2007/8 but we are seeing
signs of an improving market and better outlook, and this is starting to feedback into the new-build
market. We also appear to have started to see an upward trend in rental values in 2013. In
understanding the Boroughs housing market, it will be important to consider these issues in detail, to
look at specific local issues (such as the University of Surreys growth plans) and to consider the local
differences in market dynamics and need in the rural as against urban parts of the Borough and
between 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 working
jointly 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 and
are not aware of any perceived or actual conflict of interest which might prejudice our involvement in
preparing 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 data
protection and fully adhere to the Data Protection Act. Our respective registration numbers are
Z6980648 and Z2741273.
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We have structured our proposal to address the core requirements of the Councils Project Brief. This
proposal document is structured to include:
Section 2: Our Team and Experience this includes details of staff members, project
experience and references;

Section 3: Methodology and Work Programme summarising how we propose to approach the
SHMA. 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 and
contact 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 is
wholly independent, owned by its directors and employees and has been independently confirmed
as a member of the top 15% of UK companies by D&B in terms of financial performance and
management.
In our work on Strategic Housing Market Assessments, we have an established partnership with
Justin Gardner Consulting. JGC is an independent consultancy which provides specialist research
on housing needs. GL Hearn and JGC have been working jointly in preparing Strategic Housing
Market Assessments since 2010.
Together we have an extensive nationwide track record in preparing SHMAs. We are market
leaders in this field, reflecting our ability to integrate expertise in assessing affordable housing
need and developing demographic projections (from JGC) with understanding the housing market
and interpreting market signals, considering the interaction of the housing market and economy
and assessing the deliverability of different levels of housing provision (from GLH). Our national
track record extends to advising over 100 local authorities across England on housing needs since
2010.
In Sussex, Surrey and Hampshire we have advised a number of authorities on housing needs and
Strategic Housing Market Assessments. This includes Horsham District Council, Waverley
Borough Council, authorities across the Sussex Coast Sub-Region, the Partnership for Urban
South Hampshire, New Forest and Test Valley Districts. Elsewhere within the region, we have
been 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 Waverley
Borough Council. This comprises:
Nick Ireland: Project Director
Nick is a Chartered Town Planner and Planning Director at GL Hearn who specialises in providing
strategic planning advice on housing and employment issues. He joined GL Hearn from GVA
Grimley 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-regional
projects 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 and
economy, and developing research findings into practical advice for policy development. He will
provide overall leadership and oversight of the work to prepare the SHMA.
Billy Clements: Project Manager
Billy is a Town Planner and Senior Planner at GL Hearn who specialises in strategic planning and
local 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 supply
matters 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 for
Waverley and the Peterborough Sub-Region.
Billy will act as the day-to-day point of contact and will coordinate the activities of other members of
the consultants project team.
Justin Gardner: Modelling
Justin formed JGC in 2009 having previously worked for Fordham Research where he was
involved in the previous 2009 West Surrey HMA. He is a statistician and demographer (with a
degree in social statistics and masters in demography) specialising in assessment of housing
needs. He was responsible for developing the first formal model for assessing affordable housing
needs (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 modelling
future need for different types and sizes of homes as an integrated part of the GLH-led team.
Emma Powell: Analytical Support
Emma joined GL Hearn in 2012 having competed a Masters degree in Real Estate at the
University of Reading. She is a trainee Surveyor. She has since specialised in undertaking
housing-related research projects including providing project support as part of SHMAs for South
Hampshire, Oxfordshire, Warwickshire, the Derby HMA and Hull. Her experience includes work to
assess housing market dynamics, consider potential delivery trajectories for housing provision and
stakeholder engagement. Emmas role will include engaging with estate and letting agents and
undertaking 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) for
Aylesbury Vale District Council. The HEGA provided an integrated assessment of housing
requirements, including assessment of the need for market and affordable housing, economic
growth scenarios and employment land requirements. It met the core outputs of the SHMA
Guidance.
In 2012 GL Hearn has prepared an Employment Land Review for the District. We have also led the
preparation of a SHMA Validation Study, which includes a selective update of the HEGA and
analysis of housing market dynamics across the wider functional housing market. Linked to this we
have been supporting AVDC discussions with surrounding authorities in view of the Duty to
Cooperate, and have reviewed drafts of the Councils emerging Local Plan Part I and helped to
draft relevant topic papers which support the plan.
In 2013 we have supported the Council at a co-joined appeal dealing with three housing sites at
Aylesbury 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 Derby
City 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 the
Councils Preferred Growth Strategy for housing provision across the HMA. This involved analysis
of 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. This
includes an assessment of housing need using secondary sources, review of housing market
dynamics, analysis of the needs of particular groups, and modelling of future requirements for
different types and sizes of both market and affordable homes. Our report defines and profiles
housing sub-markets across the HMA and provides recommendations for the development of both
planning and housing policy.
In addition GL Hearn has prepared a separate report forecasting demand for employment land
across the Derby HMA. The three authorities have recently commissioned GL Hearn and JGC to
review representations to the recent Preferred Growth Strategy Consultation, and to update
demographic projections to take account of these and the release of 2011 Census data.
The reports are available at http://www.derby.gov.uk/environment-and-planning/planning/localdevelopment-framework/#housing
Partnership for Urban South Hampshire SHMA

GL Hearn and JGC were commissioned in May 2013 to prepare a Strategic Housing Market
Assessment by the Partnership for Urban South Hampshire. This SHMA covers the PUSH Housing
Market 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 of
market signals and the needs of specific groups within the population. GL Hearn has led
stakeholder engagement with housebuilders, the PUSH Planning Officers Group and the PUSH
Leaders 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 Borough
Council in Surrey. A draft final report has been submitted. We have also prepared a LocallyGenerated Housing Needs Study for Tandridge. This Study has been completed and we supported
presentation of this to the Councils Planning Committee.
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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) on Assessing Housing and Economic
Development Needs whist ensuring that the core process and output criteria in the 2007 Guidance
are still met. Our proposed approach takes account of this; of the recent technical work which we
have undertaken in preparing an SHMA for Waverley BC, and of discussions which we have had
as 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 prices
and rates of change in house prices, household migration and search patterns, contextual data
such as travel to work and retail catchment areas. We have looked at these issues as part of our
recent work on the Waverley SHMA, including discussing HMA definitions with adjoining
authorities.
What we would propose to do initially here is to quantify commuting and migration relationships
between Guildford and other authorities; and then use the Inception Meeting to consider and agree
the 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 agree
this.
We will also need to consider whether there are particular housing sub-markets within Guildford
Borough. To do so we would propose to analyse differences in key housing market and socioeconomic characteristics, such as differences in housing mix by type, tenure and size; population
age structure, ethnicity, occupations and earnings as well as differences in housing costs. Analysis
would be supported by GIS mapping of key indicators. If data is available from the housing needs
survey which the Council has undertaken on migration and commuting relationships this can be
considered. Drawing on this analysis we would see to agree any relevant sub-market geographies
for 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/ national
trends. The analysis will consider:
The housing offer and how this has been changing considering the profile of homes by
tenure, type and size and how this has been changing; as well as stock condition;
How housing is being used including considering levels and trends in overcrowding and
under-occupation, vacant and second homes as well as levels/ trends in HMOs and student
accommodation associated with the University of Surrey;
Demographic dynamics considering levels of population growth, how the age structure and
ethnic composition have been changing, components of population change, and trends in
household characteristics;
Labour market dynamics addressing the profile of the skills/ qualifications, occupational
profile 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 commuting
dynamics;
Economic characteristics and growth potential this will profile trends in employment, the
economic structure, jobs density and employment forecasts.
In considering the interaction of the housing market and economy, relevant issues include: levels
of jobs growth, commuting dynamics, changes in economic participation and the relationship
between jobs and people in work. We would look to discuss these issues (including taking
account of our understanding of wider sub-regional dynamics) and agree how they might be
treated.
In assessing employment growth prospects, we note that the Edge Analytics Demographic
Evidence Report (July 2013) considers forecasts from the 2013 Economic Land Assessment and
Working Futures 2007-17 Report, and considers a mid-point scenario. We would assess these and
seek to discuss with the Council (and other stakeholders as appropriate) what a reasonable set of
parameters for employment growth might be; and the influence of wider employment centres
(including London) have on housing demand in the Borough. Engaging with Surrey Connects
might assist this.
Task 3: Reviewing Market Signals
The DPPG defines a number of key market signals which need to be considered in assessing
supply-demand balance. These are land prices; house prices and rents; lower quartile house priceto-income ratios; rates of development (in terms of completions and the flow of permissions); as
well as overcrowding, concealment/sharing, and homelessness presentations. We consider that
sales 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 will
draw 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 to
be understood in the context of macro-economic dynamics and trends in the housing market
nationally. We would therefore review macro-economic and market performance. Secondly they
need 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 understood and this means
assessing trends over the periods (principally 5/10 years) from which demographic projections are
developed. 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 instance
allow us to consider which of the various projections Edge Analytics has developed for the
Borough are the most realistic, or what assumptions particularly around migration and headship
rates are the most reasonable.
The statistics however provide only part of the story, and it will be important that we get underneath
these to understand what is happening on the ground. This is particularly important given the
rapidly evolving nature of the housing market at the current time, including the impact of the helpto-buy scheme. To do so, we propose a programme of consultation for local estate and letting
agents to address market dynamics, trends and the profile of buyers/ tenants in both Guildford and
the 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 English
Housing, 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 needs
assessment for further analysis. The published report as it stands is likely to be of limited use to
the 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 take
account 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 extract
useful data where relevant. This might include information about household incomes (including by
area) and more importantly data on savings.
In establishing entry-level market housing costs, we would undertake a survey of entry level house
prices and rents (such as through rightmove) augmented through discussions with agents. We will
discuss appropriate income thresholds to use for the analysis with the Council.
The housing needs analysis will yield information regarding the overall net need for affordable
housing (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 affecting
management of the stock including the impact of the bedroom tax in considering the future mix of
housing needed. We will compare and explain any differences in findings compared to the 2007
West Surrey SHMA findings.
Task 5: Considering Overall Housing Needs
The Council has had a full suite of demographic projections prepared by Edge Analytics, and what
we would propose is to build on this. As we would see it the key focus should not however be in
developing even more projections, but instead refining the projections to move towards an
Objective Assessment of Housing Need (OAN).
The DPPG effectively sets out an approach for doing this, whereby the stating point is the latest
national household projections. These are interim projections (2011-based) and it is reasonable to
first test, update and extend these. There are then a number of core questions which need to be
considered:
Is there evidence that household formation rates in the projections have been constrained? Do
market signals point to a need to increase housing supply?
How do the demographic projections sit with the affordable housing needs evidence, and
should housing supply be increased to meet affordable needs?
What do economic forecasts say about jobs growth. Is there evidence that an increase in
housing numbers would be needed to support this?
We would need to consider if there have been any specific factors which have affected population
trends over the last 10 years (for instance large inward investment, university growth or urban
extensions). In the absence of any such one off factors we would then need to consider whether
the 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 migration
assumptions in the 2011-based population/ household projections likely over-estimates trendOctober 2013
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based growth and should be treated with caution. Drawing on the Edge work it will be necessary to
carefully consider what level of migration is reasonable based on the population, housing market
and economic evidence.
The other key issue is the assumptions regarding headship rates. Household size in Guildford
increased from 2.37 in 2011 to 2.43 in 2011. We need to understand why this happened and relate
it back to the market profiling and signals to understand what assumptions on trends moving
forwards could be justified.
To address these issues we would propose to interrogate, draw on and as necessarily replicate
key projections run by Edge; with the aim of moving towards a considered assessment of housing
need. In doing so we will also consider the read-across to the affordable needs findings, examine
the potential levels of affordable housing provision which could be supported from different overall
levels of housing provision, and test (at a strategic level) whether the market could support
potential 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 a
demographic projection (related to our assessment of OAN) and model the implications of
expected changes in the age structure of residents in market and affordable housing, household
types and what this might mean over the longer-term for need for different sizes of properties. This
in 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 initial
analysis in Task 2, market signals and local agents tell us about relative demand for different types
of 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 rented
sector. The analysis of the needs of specific groups will also be drawn together in deriving key
findings.
Task 7: Considering Specific Households Needs
The demographic projections provide information on expected growth in different types of
households, including young people, families and older persons. In understanding housing needs
of these groups we can cross-tabulate this with information from the 2011 Census (and potentially
the 2013 Needs Survey and/or Housing Register) to understand the housing requirements of these
groups. Changes in the population within BME communities and those with disabilities and the
household/ 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 strengthen
the analysis around particular groups in the population such as those with disabilities or BME
households. DLA claimant levels and DFG applications can also be considered. We can use
prevalence rates and information from POPPI and PANSI, and the Housing LIN SHOP Toolkit to
project expected growth in key health-related issues, and to estimate requirements for different
types of specialist housing and residential care.
To augment the desk-based analysis we would seek to consult with key stakeholders, such as
registered providers, the Councils housing team and Surrey Supporting People Team.
Consultation with estate agents and development control will be used to inform assessment of
demand 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 in
adding value and depth to the assessment, testing the emerging findings, as well as building buyin. 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 would
envisage an upfront round-table meeting to discuss and agree the proposed methodology (invitees
to be agreed), with potentially three workshops organised later on in the process (one with
Members, one with the development industry and one with adjoining authorities) to consider
emerging 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 which
have done as part of the Waverley SHMA to engage adjoining authorities, which included roundtable discussions regarding the definition of the housing market area and respective authorities
plan progress. We envisage that further separate discussions with adjoining authorities can be
undertaken as appropriate.
Overview of Approach
The diagram below seeks to summarise our approach:
Inception
-Agreeing Approach
-HMA & Sub-Markets
Profiling the Housing

Market
-Housing Offer
-Demographics
-Economy & Labour
Market
Engaging Adjoining
Authorities
Considering Overall
Housing Needs
Housing Mix
Assessment
Affordable Housing
Needs Assessment
Needs of Specific
Groups
Review of Market
Signals
Engaging Officers,
Estate & Letting
Agents
October 2013
Workshops to Test
Emerging Findings
Reporting Findings
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Work Programme
We outline below the proposed work programme in draft for agreement. This shows the expected
phasing of tasks and deliverables.
Work Programme
1
28-Oct
2
04-Nov
3
11-Nov
4
18-Nov
5
25-Nov
6
02-Dec
7
09-Dec
8
16-Dec
9
23-Dec
10
30-Dec
11
06-Jan
12
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 includes
all travelling and subsistence expenses. A breakdown of the fee showing the allocation of time to
tasks is shown in the table below.
The fee proposal includes provision for an inception and an update meeting, a day of stakeholder
workshops, and a presentation of findings to Members. Any additional meetings or work required
during the course of this commission would be charged on the basis of the hourly rates set out in
the table.
Breakdown of Fee Proposal
Total Fee (excl. VAT)
18,080
We would propose that a third of the fee is payable on presentation of interim findings, a third on
submission of a draft report and a third on completion of the project.
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Appendix 1
Invitation to Quote
Background Documents :
Insurance Certificates
Data Protection Policy
Health & Safety Policy
Guildford Borough Council - Invitation to Quote
Guildford Borough Council

INVITATION TO QUOTE
Production of a new Guildford borough Strategic Housing Market
Assessment (SHMA)
You are invited to submit a quotation for the preparation of a Strategic Housing Market
Assessment (SHMA), which should include the objectively assessed housing need for
the area, to help inform the new Local Plan.
It is essential to comply with the following instructions in the preparation and
submission of your quotation. The Council reserves the right to reject a quotation that
does 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 email
address 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 nonacceptance for not less than three calendar months from the closing date stipulated
above. 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. To
view 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 contained
in this document, please contact Laura Howard (contact details below). Unless of a
confidential nature your query and the Councils response will be circulated to all those
invited to quote.
It is the tenderers responsibility to ensure the correct person is selected as the main
point 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 444626
laura.howard@guildford.gov.uk
COMPANY INFORMATION
1.1
Trading Name & Address
GL HEARN
1.2
Address for Correspondence

Relating to this Application:
(If different to 1.1)
20 SOHO SQUARE
LONDON
W1D 3QW
1.3
Contact Name:
Position in Company:
Telephone Number:
Fax Number:
Email Address:
Mobile Phone Number:
1.4
Company Website:
1.5
Company Status:
Sole Trader
Partnership
Limited Company
Public Limited Company
Charity
Other (please specify)
1.6
Date of Formation or Registration:
REGISTRATION 30 JUNE 1999
1.7
Registration Number:
Registered Address:
3798877
20 SOHO SQUARE
www.glhearn.com
Please Indicate
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
LONDON
W1D 3QW
1.8
VAT Number:
735927209
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 and
Sites document. The Council is in the process of producing the new Local Plan (to
2031) and expects to carry out consultation on the Issues and Options document
between October and November 2013. This document will set out the key
strategic issues for which the Local Plan will need to address, and the possible
options going forward.
1.2 A key issue will be the scale and distribution of housing. The Council therefore
wishes to commission a new SHMA in order to strengthen the evidence base from
which it can determine the objectively assessed housing need.
2.
Policy Context
2.1 The National Planning Policy Framework (NPPF) requires that each local planning
authority should ensure that the Local Plan is based on adequate, up-to-date and
relevant evidence about the economic, social and environmental characteristics
and prospects of the area. Local planning authorities should ensure that their
assessment of and strategies for housing, employment and other uses are
integrated, 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 their
evidence base to ensure that their Local Plan meets the full, objectively assessed
needs 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 planning
authorities should prepare a SHMA, working with neighbouring councils where
housing market areas cross administrative boundaries. The SHMA should identify
the scale and mix of housing and the range of tenures that the local population is
likely to need over the plan period, which:
meets household and population projections, taking account of migration
and demographic change
addresses the need for all types of housing, including market and
affordable housing and the needs of different groups in the community
including 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 to
meet this demand (NPPF, paragraph 159).
3.
Evidence base
3.1 The following documents currently form part of the emerging Local Plan housing
evidence base:
West Surrey Strategic Housing Market Assessment (2009) and statistical
update (2010)
Housing Needs Assessment (2013)

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, please
see: 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, it
relies on household surveys carried out in 2007. For this reason, the report has a
base date of January 2008. As part of this work, they produced a separate
Housing Needs and Market Assessment Survey for Guildford borough. The
respective councils published a statistical update of relevant data sources for
2009/10 in July 2010.
Subsequent work
4.2 The Council has recently published a Housing Needs Assessment. It comprises
over 1,000 face-to-face and telephone interviews with residents across the
borough on a range of housing related issues.
4.3 Over the summer, the Council undertook a scoping exercise to assess the appetite
of neighbouring authorities to undertake a joint SHMA. Given the different stages in
plan preparation, it has not been possible to jointly tender for this piece of work at
this time however there was consensus on the need to agree a methodology to
ensure 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 concerns
that the current SHMA does not adequately assess the objectively assessed needs
for the housing market area (HMA). At present, Waverley is pursuing a suspension
to their examination pending further work, which they have sought to do within six
months. This tight timescale has prevented a joint SHMA from taking place.
However the inspector has expressed a number of concerns in relation to this. This
is primarily related to whether the additional work would necessitate a change in
overall strategy, which could not be accommodated within their current
examination. An exploratory meeting to discuss this matter has been scheduled
for 8 October 2013. Depending on the outcome of this, there may be opportunities
to align the respective studies.
4.5 As part of producing their SHMA, Waverley has hosted a number of stakeholder
engagement sessions. There is also ongoing discussion between the Council and
Waverley 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 years
since the current SHMA was published. This includes the ongoing effects of the
economic recession and related slowdown of the housing market. New population
and household data from the 2011 Census is now available and will continue to be
released over the coming months. We have also had a complete change in
national planning policy with the revocation South East Plan, thus enabling local
councils to set their own housing numbers. This has led to a renewed emphasis
on the role of SHMAs.
4.7 It has become clear from recent Local Plan examinations that many councils are
having difficulty defining their objectively assessed housing need. As a result, it
has become increasing important to have an up-to-date SHMA that has been
prepared using a robust, transparent and defendable methodology.
5.
Methodology
5.1 The SHMA must be carried out in accordance with DCLG Strategic Housing
Market Assessments Practice Guidance (Version 2, 2007). The Guidance
identifies several core outputs and processes to ensure the SHMA is robust and
credible. The Taylor Review has recommended that the guidance be reviewed as
a priority. The Government has recently published draft National Planning Practice
Guidance in Beta mode for testing and commenting purposes. Consultants are
required to comply with any new or emerging guidance published in the course of
the study.
5.2 Given that it is likely that Waverley will have completed their SHMA by the time we
appoint, the consultant will need to clearly set out how the SHMA has been
informed by and complements this piece of work to ensure that NPPF
requirements are met.
5.3 The consultants will be required to engage actively with any other councils in the
HMA and consider any adopted or emerging Local Plans, as appropriate. It is
important that in fulfilling the duty to co-operate, the study also considers the
strength of any linkages with adjoining housing market areas and the implications
this may have on housing requirements and other strategic matters. The Council
expects 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 the
wider 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 in
approach
include a full technical explanation of the methods employed, with any
limitations noted, and clearly document all data sources to be used
justify all assumptions, judgements and findings in an open and transparent
manner
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 demand
o existing characteristics and trends within the HMA
o 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.

analysis of past and current housing market trends, including balance
between supply and demand in different housing sectors and
price/affordability. Description of key drivers underpinning the housing
market
o estimate of total future number of households, broken down by age and
type where possible
o estimate of current number of households in housing need
o estimate of future households that will require i) market housing and ii)
affordable housing
o estimate of the sizes, types and range of tenures of affordable housing and
the size and types of market housing required
o estimate of household groups who have particular housing requirements
e.g. families, older people, black and minority ethnic groups, disabled
people, young people and so on.
Additionally, the Councils recently completed Housing Needs Assessment may
help supplement the new SHMA although we acknowledge that similar data
may 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 extent
to which it may provide a useful cross-check or fill any secondary data gaps.
o
7.
Outputs
7.1 The successful consultant will be required to produce a written report that includes
all necessary analysis, outputs and recommendations. The client will require
detailed references of all data sources used throughout the commission.
7.2 The client will require an electronic copy of all documents and materials produced
as part of this commission. Documents should be provided in both PDF and
Microsoft 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 to
Councillors and Council staff.
8.
Project management
8.1 The project manager for this commission will be:

Laura Howard
Senior Planning Officer (Policy)
Tel: 01483 444 626
Email: laura.howard@guildford.gov.uk
8.2 The project manager will receive input from other agencies/departments as
required. The project manager will advise and assist with the identification of
information sources that are held by the Council in order to minimise unnecessary
costs.
9.
Data Protection Act 1998
9.1 Under the terms of the Data Protection Act 1998, the project includes the
processing of personal data. In accordance with the Act the data controllers will be
the Council and the data processor will be the consultant. All of the personal data
processed must be treated as confidential and only used for the purposes outlined
in this project brief and only shared with relevant Council officers.

9.2 Any personal data collected and processed by the consultant under the terms of
this project brief must not be disclosed to any third party without the written
permission from the client on behalf of the Council. The consultant must take all
necessary technical and organisational measures to ensure the security of the
personal data against any unlawful or unauthorised processing. The Council will
retain ownership of all the personal data collected, processed, and as soon as the
contract ends the consultant must return all hard copy files containing personal
information to the Council. The consultant will not be permitted to retain personal
data processed under this project brief in any format once the agreement has
ended.
9.3 The consultant shall comply with the Data Protection Act 1998 and all linked
subordinate 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
Invitation to submit quotation issued
Deadline for submission of quotation
Interviews
Inception meeting
Consultant to submit draft report
Consultant to submit final report
Deadline
30 September 2013
11 October 2013
w/c 14 October 2013
w/c 28 October 2013
20 December 2013
Mid-January 2013
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 in
section six. The fee must be exclusive of VAT and inclusive of all expenses and
disbursements. Prices must be quoted in pounds sterling.
c) A per diem fee, whereby the consultant will receive a fixed payment for each
hour or day of service provided, if required. Again, the fee must be exclusive of
VAT and inclusive of all expenses and disbursements. Prices must be quoted
in 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 chart
and work programme for the commission illustrating an ability to complete the
assignment in accordance with the Councils timetable at section 10 above.
The consultant must demonstrate a detailed understanding of methodologies
for 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 description
of their qualifications, experience relevant to this commission, and their project
role.
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 of
interest for the consultant.
j) Details of the consultants data protection policy and practices, and
confirmation that consultants team members are trained in relation to data
protection and confidentiality,
k) Copy of certificates or letters setting out current Public Liability Insurance,
Employers Liability Insurance and Professional Indemnity Insurance held by the
consultant. See Appendix 1 for details.
l) Health and safety working policy and practices.
m) Provide details of the Consultants experience of producing similar studies and
the names, addresses and contact details of two referees who are able to
provide 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 excluding
appendices 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 above
will affect the evaluation of your quotation.
EVALUATION METHODOLOGY
The Council will award this quotation to the company which proposes the most
economically advantageous bid. This will be identified using the methodology below:
All responses to the specification will be scored by a panel using the following scoring
system 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 Available
A resource schedule identifying the personnel who will
10
undertake the work and their knowledge and experience,
evidence of their availability and the ability to meet the project
timetable
Evidence of the consultants experience of similar work
10
undertaken elsewhere and of the satisfactory management of
the commission (with references or contact details for the
clients)
Evidence of a clear understanding of the full requirements of
10
the brief
10
A method statement of how the required work will be delivered
and how to ensure that the results are robust and defendable
at examination
Awareness of the local and wider housing market area and
10
market factors relevant to the sub-region
A method statement detailing how the stakeholder
10
engagement and consultation exercise will be carried out
Total
60
D
Important Note: Tenderers should not assume members of the evaluation panel have
any prior knowledge of their organisation. The assessment will be made on the written
response provided.
Overall points will then be established using the following calculations:
Price (lowest bid price / individual bid price) x 40
Quality (individual bid total quality marks)
The table below provides an example of this calculation:
Bidder A
Bidder B
Bidder C
Price
Bid Price
Points
Allocated
18,000
26
11,500
40
14,000
33
Quality
Quality Score
Points
(Total Marks)
Allocated
53
53
45
45
55
55
In the example above, Bidder B would be the winning bidder.
Total Points
26+53 = 79
40+49 = 89
33+55 = 88

SCHEDULE OF PRICES
I/We the undersigned hereby offer to provide the goods and/or services
described or referred to in the invitation to quote documentation for the
following 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 Market
Assessment (SHMA)
UNIT COST
(excl V.A.T)
:p
1.
ANALYTICAL TASKS
2.
ENGAGEMENT
TOTAL COST OF SHMA
18080
The above costs must include all travelling/subsistence expenses applicable to

this contract.
STAGED PAYMENTS
_________________________________________
i)
Settlement Terms
ii)
Delivery period from receipt of order
iii)
20
V.A.T. _________________
%
90
_______________
days
I/We hereby offer to supply goods and/or services as specified in the Price
Schedule in accordance with the Councils Conditions of Contract and/or
Special Conditions contained in this enquiry. All costs associated with the
delivery of this contract are detailed above and will remain fixed for the contract
duration.
Please refer to the attached Service Specification/Project Brief for further
details of the services required under this contract.
Signed
Name (Block Capitals)
Designation
DIRECTOR
For and on behalf of
GL HEARN
Date
11 OCTOBER 2013
00
Background Documents
Insurance Certificates
Data Protection Policy
Health and Safety Policy
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 responsibility, 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.
_____________________________________________________________________________________________________________________________________
H&S Policy Version 4
Page 1 of 11
January 2013
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 tested
periodically.
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 new
employees.
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.
_____________________________________________________________________________________________________________________________________
Page 3 of 11
January 2013
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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January 2013
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 1st July 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 1st December 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 to
personal 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 times for verbal check-ins?
Estimated time of arrival?
Return time or date?
Personal contact details?
Mode of travel ie car, public transport, plane?
Alternative plans in the event of bad weather, traffic 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 manual
handling 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 setup/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 will
activate 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.
_____________________________________________________________________________________________________________________________________
Page 8 of 11
January 2013
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 (to
include 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.
_____________________________________________________________________________________________________________________________________
Page 9 of 11
January 2013
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 (Control 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 occupational
injuries, 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.
_____________________________________________________________________________________________________________________________________
Page 10 of 11
January 2013
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.
_____________________________________________________________________________________________________________________________________
Page 11 of 11
January 2013

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Guildford Borough Strategic

Housing Market Assessment

Private & Confidential

experience and references;

2. Our Team & Experience

Selected Project Experience

Partnership for Urban South Hampshire SHMA

3. Methodology and Work Programme

Overview of Key Research Tasks

Task 4: Affordable Housing Needs

Task 6: Considering the Mix of Housing Needed

Stakeholder Engagement Programme

Profiling the Housing

Total Fee (excl. VAT)

Guildford Borough Council - Invitation to Quote

Guildford Borough Council

Guildford Borough Council - Invitation to Quote

Trading Name & Address

Address for Correspondence

Date of Formation or Registration:

REGISTRATION 30 JUNE 1999

Guildford Borough Council - Invitation to Quote

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

Guildford Borough Council - Invitation to Quote

4.1 Fordham Research undertook a West Surrey SHMA on behalf of Guildford,

Guildford Borough Council - Invitation to Quote

6.1 The successful consultant will be required to:

Guildford Borough Council - Invitation to Quote

8.1 The project manager for this commission will be:

Data Protection Act 1998

Guildford Borough Council - Invitation to Quote

Guildford Borough Council - Invitation to Quote

Guildford Borough Council - Invitation to Quote

In the example above, Bidder B would be the winning bidder.

Guildford Borough Council - Invitation to Quote

TOTAL COST OF SHMA

The above costs must include all travelling/subsistence expenses applicable to

Delivery period from receipt of order

For and on behalf of

HEALTH AND SAFETY POLICY

GENERAL POLICY STATEMENT

Comply with health and safety legislation relevant to work activities.

Monitor, review and revise the policy, where appropriate.

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

Working safely and efficiently.

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

Adhering to Company procedures for securing a safe workplace.

Approval of the GL Hearn Health & Safety Policy and Arrangements

ORGANISATION OF HEALTH AND SAFETY

HEALTH AND SAFETY ARRANGEMENTS

DO YOUR SUPPORT TEAM KNOW

Drugs, Alcohol and Controlled Substance

Slips, trips and falls.

Poor lifting, repetitive work or poor posture.

Raise the alarm immediately.

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

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