When preparing my submission documents for the RICS APC, one of the most valuable resources I used was a previously successful submission shared by a former colleague. Having access to a real successful example gave me a clear understanding of how to structure and populate my own documentation effectively. With that in mind, I’m sharing this example which helped a colleague pass the APC for the Project Management Pathway in 2021 and hope you find this a useful resource as you work towards your APC.
The following submission helped my colleague pass their APC for the Project Management Pathway in 2021 and I hope you find this a useful resource as you work towards your own APC.
Ethics, Rules of Conduct & Professionalism
Level 1: I fully understand the importance of my professional role and acknowledge society expectations of my role as a surveyor. I appreciate the significance of the RICS Rules of Conduct and understand the importance of these in addition to the professional obligations of firms and members. I also recognise the importance of the RICS and its high standards which are set out within guidance documents.
I have attended training on the Bribery Act 2010; General Data Protection Regulation (GDPR) and Complaints Handling Procedures.
Level 2: During tender periods I ensure that I am transparent and treat all contractors equally. When queries are raised by contractors during the tendering stage, I ensure that my response is shared between all tendering contractors. My employers were appointed to undertake a schedule of condition and provide a Schedule of Works on a Edwardian Manor House. Following the completion and submission of these two documents, the client requested further additions to the schedule which did not form part of the original brief. I discussed this with the client and it was agreed that this would be subject to an additional pro rata fee.
Level 3: On a warehouse refurbishment project in Kettering, the client asked for the Main Contractors programme to be accelerated. Asbestos was found adjacent to the working area and the Construction Phase Plan had not yet been issued. I raised these concerns with the client and clarified that the appropriate programme had been set before the tender stage to allow for the works to be safely undertaken. I emphasised to the client how important it is to allow adequate time for H&S matters in the programme. During my involvement on a CCTV control room relocation project, the client provided a detailed instruction to design a CCTV room on a large staircase landing. Following my inspection, it appeared that the client’s proposal was not suitable and did not meet regulations. After some discussion, the client pressured me to continue which I resisted but agreed I would be able to provide a suitable alternative.
Client Care
Level 1: Upon receiving an instruction, I ensure that all information and expectations are assembled into a client brief. This guarantees that there are no misinterpretations before the project progresses. Throughout a project I ensure that I maintain effective communication between all relevant parties. I use various communication platforms to settle queries and complaints but always ensure that the outcome is agreed in writing. When chairing meetings, I provide a clear and relevant agenda. My professional approach to client care has meant that the client is content with my approach, commitment, reporting and management of a project.
Level 2: I have formed part of design teams and attended weekly meetings with the client to understand their requirements. Attending these meetings have provided direction when undertaking exercises such as ‘Value Engineering’ to reduce project expenditure. The client at University Hospital Leicester appointed my employer to design and specify the scope of works. The client asked me for direction on which JCT contract to use. Due to the nature of the works the programme was likely to be too short in duration. I made the client aware that elements of the works required design by a structural engineer, due to this I noted that Contractor Design Portion would not be required. I confirmed back to the client that the JCT Intermediate Contract was the most appropriate contract.
Communication & Negotiation
Level 1: I understand that it is an essential skill for me to communicate clearly. I recognise that the clients are not always familiar with processes and standards and due to this it is crucial that I am able to communicate in layman terms. When communicating I utilise a range of platforms which include written, oral and visual tools such as charts/graphs and PowerPoint presentations. When establishing a relationship with a client I clarify the client’s preferred means of communication. If a negotiation or decision has been agreed I ensured the changes are formally recorded and issued to all relevant parties.
Level 2: I led a team of surveyors to undertake condition surveys of 520 retail units. As the technical lead, I attended training with the central team and cascaded this information down to my colleagues. As programme manager I discussed and reviewed workloads with my colleagues and allocated the appropriate volumes of surveys. I have acted as Contract Administrator in various projects. To ensure that communication is maintained throughout a project I chair pre-start meetings and fortnightly progress meetings. I capture all minutes and actions throughout each meeting and provide written copies to all attendees within 5 working days. When undertaking progress meetings, I produce progress reports which I share with the client. I have presented at local Universities to explain my role as a Building Surveyor to encourage graduates to pursue careers in the industry.
Health & Safety
Level 1: I am aware of the Health and Safety at Work Act 1974 as well as construction related law such as Control of Asbestos Regulations 2012, CDM Regulations 2015, The Control of Substances Hazardous to Health Regulations 2002, The Work at Height Regulations 2005 and RICS Surveying Safely. I have attended Asbestos Awareness Training and internal Principal Designer training. I have attended various H&S training and I also hold a CSCS card. I have also attended training on the use of equipment to mitigate risks such as Pole Cams’ to alleviate the risk of falling from height.
Level 2: I regularly assist the Principal Designer in compiling together the Pre-Construction Information Plans. I often review the Construction Phase Plan ahead of the Principal Designer to provide initial feedback to the contractor. I ensure that the documentation which has been submitted is relevant and not generic to ensure a suitable level of thought and planning has been undertaken by the contractor. The client requested for failed light fittings to be replaced to temporarily occupy a building. I highlighted to the client that the Asbestos management survey recorded Asbestos within the ceiling voids and therefore it was not possible to replace the fittings due to the exposure of Asbestos fibres without undertaking any Asbestos remedial works. I suggested an alternative solution.
Business Planning
Level 1: Monthly meetings are held by my employer to share the company’s financial ‘Opportunities’ and ‘Wins’. The meetings also clarify the goals, objectives and the planned future of the company. I regularly populate a workload tracker which allows me to forecast my capacity for the coming months and I attend fortnightly team meetings. I have undertaken service reviews to establish any enhancements in delivery of projects. This allows me to improve my service but also by displaying a proactive approach to service improvement often encourages repeat business.
Accounting Principles & Procedures
Level 1: I understand the importance of profitability and charging a minimum fee or hourly rate if the job is of lower value. I provide information to populate my employer’s fee forecast so they can review cash flow and know when to submit invoices. I have been provided with Work in Progress (WIP) training where I have learnt about how forecasts and profitability are reviewed by the senior team. I have also learnt about balance sheets and profit and loss accounts.
Conflict Avoidance, Management and Dispute Resolution Procedures
Level 1: I am aware of options for dispute resolution and how adjudication is referenced within the JCT Standard Contract. I understand that it is best practice to undertake initial discussions and negotiations such as mediation before progressing to Adjudication. I have knowledge of the two possible options after Adjudication of either litigation or arbitration. As Project Manager, when contractors have fallen behind the contractual expectations, I have communicated at the earliest opportunity my concerns and agreed a recovery plan. Once agreed, I have shared the progress and recovery plan with the client. In such instances I often find it helpful to hold a ‘lessons learnt’ meeting. This process allows me to manage expectations, avoid disputes and builds trusting and transparent relationships with the client.
Data Management
Level 1: I have also undertaken General Data Protection Regulation (GDPR) training through my employer and understand its importance. When a client shows interest in utilising my services, I ensure that a job file is created within my employer’s internal data management system. The database itself complies with The Data Protection Act 2018. Filed documents include meeting minutes, agreed fees, action notes, reports, photographs and progress reports/graphs.
Sustainability
Level 1: I understand the importance of BREEAM, SKA, Code for Sustainable Homes and Part L of the Building Regulations. I am also aware of The Minimum Energy Efficiency Standard (MEES) and actions which need to be undertaken by the Landlord to improve energy efficiency of their properties. When assisting the Principal Designer with the PCI, I include references to the waste management.
Teamworking
Level 1: I understand the importance of working within a team, with colleagues and as part of a project team. I have managed various specialists including structural engineers, soil sampling specialists, ground investigation specialists and M&E engineers to ensure reports and specifications are delivered to the agreed timescales. Understanding team dynamics allows me to successfully deliver projects.
Leading Projects, People & Teams
Level 1: During my university studies I first gained an awareness of various management and leadership styles. For example I am aware that Autocratic leadership styles do not take into account the feedback and ideas of their subordinates whereas Democratic leadership is based on the views and ideas of the wider team. I also gained an understand of the different motivational theories such as McGregor’s X & Y Theory in addition to Maslow’s hierarchy of needs which is based on five tiers of requirements prior to team members feeling content and motivated. From my university studies construction law module I also gained an awareness of the key pieces of legislation effecting UK employment law such was the Health & Safety at Work Act 1974, The Employment Rights Act 1996 and the Equality Act.
Level 2: During my time working as a Project Manager for Clugston Construction I was required to oversee the appoint of a Subcontractor to undertake the demolition scope of works on behalf of the client at Mars Petcare. This required me to assess each of the tendering Subcontractors expertise and performance against the clients KPI’s which included their Health & Safety Records, Qualifications, Proposed Site Working Methodology and previous project expertise. Upon shortlisting of the potential suitable Contractors I was asked to arrange the pre-tender, tender and pre-appointment meetings where these criteria where assessed and a recommendation made to the client. When working as PM on behalf of Grainger & Co it was identified during my visits to site that several of the client’s subcontractor flooring installers were underperforming both from a Health & Safety standpoint and site cleanliness perspective. In the lead up to the site visits, I had received several communications from the Main Contractors PM with contra charges for site clean ups and was highlighted to their low scores from a Health & Safety Performance. The issues had resulted from a leading edge being left to the perimeter of uninstalled flooring which had created a potential trip hazard. Loose materials had also been left around the site which had led to the site clean up contra charges. In order to rectify this I invited the underperforming subcontractors to a meeting on site to take on board their ideas on how the issues could be resolved. Following our discussions on site I implemented a change to the working methodology that a safety barrier would be introduced wherever there was a leading edge as part of the ongoing installation. I also introduced a daily site clean up as part of the working methodology which was accepted by the client and subcontractors.
Level 3: When working as a PM for Clugston Construction I was required to head up the appoint of a Subcontractor to undertake the demolition works package on behalf of the client (Mars Petcare). Following receipt of the subcontractor’s bids, I assessed each of them and organised a round of post tender interviews inline with the clients appointment procedure. Upon selection of the successful subcontractor, I issued a tender report and presented this back to the client with my recommendation on which company they should appoint. My recommendation was based on a tendering scoring matrix that allowed me to assess and identify the most suitable Subcontractor based on their previous performance against the clients KPI’s which included their Health & Safey Records, Qualifications, Proposed Site Working Methodology and previous project expertise. Upon my company’s successful appointment as a Programme Delivery Consultant to Whitbread Plc, as part of our offering we were required to deliver Project Management, Programme Management, Cost Management & Quantity Surveying services to the Client. This appointment was made in order to assist with the Client’s Northern Hotel Refurbishment & Expansion programme of works. Due to the Project Management team being made up of only 3 individuals initially, part of my role as lead PM was to grow the team to 6 Project Managers in total. As part of my role I was also required to upskill the team and get them used to working in line with the clients procedures and report documentation, leading on presentations of our reports and recommendations back to the client and monitoring performance of the team. I was also required to collate our client performance feedback and disseminate this information back to the Project Management Team to ensure any concerns were addressed.
Programme & Planning
Level 1: I have been involved in planning from an early stage in my career having worked in the planning department of my sponsoring company while working as an undergraduate. I learned the fundamentals of planning techniques during my time with Grainger and Co. I have also developed this competency via a number of studies that include my National Diploma in Building Engineering, BSc(Hons) Construction Management, Sponsorship and training with Grainger and Co. There are four main questions that need to be answered when preparing a programme, what needs to be done, how long will it take, when will the activity occur and how much will it cost? Once all the information is gathered and calculations established, a programme in the form of a bar (Gantt) chart can be drawn out using a chosen computer software package such as Microsoft Projects. A construction programme will then be established bearing in mind all the key dates including start and finish time, key milestones with focus on the client interface items, any phasing of works, time and working restrictions, site access and storage of materials to be accounted for.
Level 2: I initially worked as a Planning Engineer during my time at Grainger and Co as a member of the Estimating Team. I would produce project programmes using Asta Power Project software on a number of construction projects. This entailed network analysis, critical path identification and also illustration of programme float. On the Barchester Developments project one of the key aspects of working as the client project manager was to prepare monthly project management “monitoring” reports. These were a formal way of communicating to the client, in addition to preparing meeting minutes every second week to provide a formal update of how the project was progressing. One of my roles was to interrogate a contractor’s programme which required me to assess the critical path and programme float which then enabled me to ensure the contractor was programming in the most optimal and efficient sequence, particularly when it came to impacts of design information being attributed to programme delay.
Level 3: I recognise that one of the key skills of a project manager is the ability to focus attention on those aspects of a problem that most require attention and not waste effort on parts of the project that are insignificant when compared to the total outcome. When working on the Dotheboys Hall school project earlier this year, it was evident to me that significant work was required to address the fire strategy out of which all design deliverables would be progressed to a conclusion. The client was advised to sanction additional funds for this critical element of the design as a result of the advice I provided. Planner documents are prepared on a weekly basis to co-ordinate the works and inform the team in a formal manner of the works to be undertaken in the short term – this document is also communicated to the client for information. This provides a greater visibility to the client pertaining to actual progress on a weekly basis, and impact on the overall construction programme. I was able to keep the client informed on progress and advise them of key risks to the project through issuance of this document. Whilst working as project manager for Goldstone plc, during a superstore redevelopment, through my detailed input and advice to the client I was able to advise on the sequencing and programming of critical elements to minimise the disruption in the ongoing operation of the store.
Contract Practice
Level 1: I regularly use the Joint Contracts Tribunal contracts such as Minor Works, Intermediate, both with or without Contractors Design. I understand the differences between each JCT contract type.
A regular client I work with is a Major Logistics company who use the JCT 2011 contract with amendments. I have knowledge of the different procurement routes and the circumstances they should be used. I also understand the main differences between the JCT and NEC contracts.
I understand the purpose of direct loss and expense, Liquidated and Ascertained damages, Liability (third party) insurance, insurance of works, performance bonds and collateral warranties.
Level 2: As contract administrator, I produce certificates of payment, practical completion, non-completion, extension of time and contract instructions. I also check contract documents, bonds, warranties, authorise the commencement of works and organise the handover meetings. Kettering – Refurbishment Project – It was agreed that I would receive interim valuations from the contractor and payments would be made monthly as per the clients JCT 2011 contract amendments. After visiting the site, I reviewed valuations produced by the contractor. I evaluated the extent of the works undertaken against this valuation and then issued a certificate of payment. This certificate prompted the contractor to submit an invoice to the client. As part of the Epsom Park project, the contractor was undertaking line marking alteration works to a yard. The building manager asked the contractor to leave some hatching in place. Whilst undertaking a site visit on the planned date of practical completion, I raised this with the contractor and confirmed with the client that the hatching was still to be removed. I reminded the contractor that instructions were only applicable when received by the Contract Administrator and noted that this was not the first time this had occurred during the project.
Level 3: On the Wexford Yard Works Project, the contractor had priced to install steel socket bollards in a yard. The specification provided a detailed design of the bollards and sockets. Despite this, incorrect bollards were installed. I issued an instruction to remove and replace the non-compliant works which following negotiations the contractor undertook. As this error caused the project to overrun the planned completion date, I issued a Non-completion certificate. Once the works had been completed, I issued a Practical Completion certificate. A few weeks after the Practical Completion certificate had been submitted, the client asked for additional work relating to the original project. I told the client that I would progress these works as instructions rather than a separate contract and through a competitive tender. I informed the client that the contractor would not be working under contract dates and works would not be covered by the defect’s liability period. The client confirmed that they would proceed at risk as the work was unlikely to fail within the first 12 months. I reminded the client that they should notify their insurers when the works were carried out. During the project the client requested additional works unrelated to the main project. I asked the client to attend the next progress meeting so that we could discuss and confirm these requests. This allowed the contractor to price additional items and to avoid disruption to the main project. I reminded the end user and client of my role as the Contract Administrator. I made it clear that instruction of additional elements of work may delay the project and potential cost implications if the contractor is issued with an extension of time.
Development & Project Briefs
Level 1: During my university studies I first gained an awareness of the key information required to prepare a project brief such as the Project Objectives, Description of the Client, Site Information, Planning Requirements, Budget, Programme Information, Key Milestones and Known Risks to the Project. I developed my understanding of Project Briefs further during my year out placement at Grainger & Co. where I was asked to review the Employer’s Requirements contract documentation including the Site Information, Schedules of Accommodation and Client’s Policies. Following a University group exercise I was also able to improve my understanding of the roles of each individual stakeholder to the project such as the Project Sponsor, Project Manager, Team Members, Suppliers, Vendors, Consultants & End Users.
Level 2: During my time working at Grainger & Co. as Assistant Project Manager I was required to develop a Project Brief on behalf of my client (a leading food retailer). To achieve this I organised and chaired the early stage design team meetings for the self checkout upgrade works across their North East area roll outs where the following components were compiled:-
• Defining the Project Objectives.
• Establishing the Clients Budget, Time & Performance Criteria.
• Establishing Success Measurement Criteria.
On confirmation of these components I then compiled the Project Brief on behalf of the Client and submitted this for their approval. On authorisation I then arranged a follow up meeting where the Project Brief was circulated to the Design Team with a request for them to review and offer their feedback. The Design Team feedback was then incorporated and recirculated where it then became the finalised Project Brief. When working for Primark on the refurbishment and extension of Liverpool Church Street I attended a scoping visit to assess the risks associated with the project. This included compilation of a risk register to establish the known project risks with the existing buildings. During this involvement I contributed to the identification of risks, confirmed who would take ownership of the risk, suggested mitigation strategies and advised on the potential implications of time and cost. A key part of my role when working for ‘the Client’ was to agree the percentage contingency allowance by taking into account the level of outstanding risk on the project. This was constantly reviewed and adjusted as the project progressed and the risk profile of the scheme changed.
Level 3: When working on behalf of TJX Europe, part of my role was to setup and Manage the Project Execution Plan. This was setup on behalf of the client from Project Inception and then constantly reviewed and updated as the Project Progressed in order to advise the client and keep them updated on progress. The Project Execution Plan was also used during design teams meetings to keep the various team members on track and to ensure that the detailed design and specification of the project remained inline with the client’s objectives. Upon receipt of the proposed concept design for the project, I was able to review the cost and performance specification of the Corten cladding system and wall insulation detail that the Architect had proposed. By working with the clients Quantity Surveyor and BREEAM consultant, I was able to identify that the proposed cladding system was both overbudget and not inline with the clients performance specification around the U-Values it could achieve. Upon identification of these issues I was able to advise the client on the alternative cladding and wall insulation systems available through technical input of the project team. This helped to ensure the clients deliverables around cost and performance criteria were achieved.
What Is The Summary Of Experience
The APC Summary of Experience is where you take your real life surveying tasks and day to day achievements and allocate this in to each of the competencies that are required on your particular pathway, whether that is Quantity Surveying, Building Surveying, Commercial Real Estate, Valuation or Project Management etc. The Summary of Experience is comprised of brief statements of how your experience has achieved the mandatory and technical competencies at each of the required levels.
The mandatory and technical competencies are required at various levels for example level 1 is knowledge and awareness, Level 2 contains references to your practical surveying experience and Level 3 is experience where you have provided your advice. The submission is issued to the RICS and the assessors who will be conducting your final assessment interview. They are looking for evidence that you can do the relevant job at the required level. They will base the majority of the final assessment interview questioning on your submission documentation as the APC is a record of how you personally have demonstrated the levels of competence required. Therefore, it’s very important to base the majority of revision around your own submission and know your documentation in a great level of detail to the point where you are comfortable in talking the assessors through all of the experience you have referenced. All of the competency requirements both mandatory and the ones specific to your pathway are listed out in the competency requirements and pathway guides which are available to download on the RICS website. Before you start this process I’d highly recommend printing out both guides so you can use these to sense check your experience against.
How To Complete The Summary Of Experience
Whilst referring to previous submission examples is useful, please see a full step by step explanation on how to complete the Summary of Experience as follows:
Step 1 – Download the Pathway and Candidate Guides
These guides contain the examples of experience you can refer to within your submission and how this can be allocated against each of the competencies. They are an essential reference point for all APC candidates so be sure to keep a copy of these close by when completing your submission.
Step 2 – Record Experience in your APC Diary
The screen shot below provides an example of how to populate your diary entries. If we have produced a Cost Plan, this experience could be allocated against the Design Economics and Cost Planning competency at Level 2. Remember that Level 1 is knowledge and awareness, Level 2 is practical experience and Level 3 is where you have provided advice. The diary record needs to be populated in either half or full days. We also need to record which competency each ½ day is allocated against.
We only need to reference the client or project title and include brief descriptions of the work you have carried out.
Step 3 – Allocate your experience into the correct competencies
Refer back to your diary entries and allocate your experience into each of the competencies within your Summary of Experience document whilst referring back to the candidate guide. For example the below extract from the candidate guide shows that if a candidate had presented a cost plan to a client or design team, this experience should be allocated against Level 3 of the Design Economics and Cost Planning Competency.
Step 4 – Write up your experience within your submission
Now its time to write up your experience by loading up your Summary of Experience document and populating clear, concise examples of the work you have undertaken. Be sure to allocate this into the correct competency and correct level. Sentences should be constructed using perfect grammar, punctuation and spelling. Refer to the example submission below as a guide on how to populate your submission. Be broad and refer to multiple projects, clients and contract types where possible.
Step 5 – Review with counsellor and supervisor
Aim to review your Summary of Experience every 3 months with your supervisor and every 6 months with your supervisor and counsellor. Ask them to check the entries to ensure they are allocated appropriately with correct spelling, punctuation and grammar. When they are satisfied with the entries, ask your supervisor and counsellor to sign off your competencies at the appropriate level.
Summary Of Experience Word Count Limits
The RICS are very prescriptive around the word count limits for the Summary of Experience and Case Study. They can reserve the right to cancel your final assessment interview if the word counts are exceeded. Part of the rationale behind this is making sure that you are able to understand and comply with a client’s brief. Unlike some university assignments there is no 10% margin for error so please be sure to comply with the following word counts when writing up your summary of experience:
- Summary of Experience Mandatory Competencies – 1,500 words
- Summary of Experience Core Competencies – 4,000 words
- Case Study – 3,000 Words including Headings and Subheadings but excluding the appendices and contents page.
Successful Examples: Summary Of Experience Submissions
- Quantity Surveying – Click Here
- Building Surveying – Click Here
- Commercial Real Estate – Click Here
- Valuation – Click Here
- Project Management – Click Here
RICS APC Q&A STUDY GUIDES
