Sustainable Construction Policy Summary

Sustainable
Construction
Policy
Save the world by local action
Martin Mancey
BSc DMS CEng MICE MIHT MI Mgt
Group Director
Hull City Services

Building Construction Division
Construction Procurement & Purchasing Unit
March 2002
Contact: David Chandler
Special Projects Manager
Hull City Services

Building Construction Division
Construction Procurement & Purchasing Unit
Kingston House
Bond Street
Kingston upon Hull
HU1 3ER
Tel: 01482 61(2426)

Fax: 01482 61(2553)
E-mail: dave.chandler@hullcc.gov.uk
March 2002
This document can be made available in alternative formats upon request.

Kingston upon Hull City Council Sustainable Construction Policy - March 2002.
Kingston upon Hull City Council

Sustainable Construction Policy
March 2002
Foreword
Sustainable development is a process by which we will ensure a better quality of life

for everyone, now and for generations to come. Social progress recognises the
needs of everyone and the need to maintain high and stable levels of economic
growth and employment, whilst protecting, and if possible enhancing, the
environment and using natural resources prudently. Sustainable development has
been an important part of this Council’s policies for some years.
Sustainable construction goes much further than good environmental practice and
requires a holistic approach to improving economic and social performance. This
policy document, which has been developed in partnership with the Building
Research Establishment, sets out an important further step in the Council’s drive to
achieve sustainable construction.
All development has some environmental impact. The intention of this policy
document is to seek to ensure that construction has a minimal detrimental impact on
the environment whilst maximising environmental, economic and social, and amenity
benefits.
This document is designed to raise awareness and identify procedures for

achievement of sustainable construction. It is to be used for procurement and
management both within the Council, and for consultants, developers and
contractors working for the Council, to ensure that sustainability in design and
construction is incorporated at the earliest feasible stage into Council projects. I also
intend to raise this with the City’s Local Strategic Partners, to seek to incorporate this
philosophy into our partner’s objectives, and thereby raise the profile of sustainable
construction throughout the City.
The City of Hull is striving to be recognised as one of the UKs top ten cities. High
quality buildings and attractive public spaces, both with environmentally sound
principles are vital to ensure continued economic growth. The development and
retention of the skilled people necessary for successful business generation is also a
key sustainability issue, which will contribute to the regeneration of the City. I
commend this policy document as a major contribution to the effort to make the City
a better place.
Councillor Ken Branson
Leader of Kingston upon Hull City Council and Local Agenda 21

Portfolio Holder
CPU/ad0131dc3 - cf 1
Executive summary
This document explains current thinking on what sustainable construction is. The
current national policy framework is clarified, and what Hull City Council has
achieved so far is summarised. The document concludes with a commitment to
achieving sustainable construction and suggestions concerning further policy making
and action within the authority.
This document contains valuable information on how construction can be made more
sustainable now, and in three model action plans the major measurements and
achievements needed are highlighted. It is intended that this document and its future
revisions will be used internally by all staff involved in construction, and externally by
consultants and construction companies which are commissioned by or to carry out
construction for Hull City Council, to ensure sustainability is encompassed at the
earliest point in future projects. As a follow on, an implementation document will be
produced to show how the policies will be implemented and success measured.
Key benefits
• reduced actual costs through increased efficiencies and reduced mechanisation;
• lower whole life costs, particularly energy and water costs;
• improved internal environment, leading to greater user satisfaction, productivity,
staff recruitment and retention;
• improved safety on and around construction sites, reducing liability and risk;
• reduced taxation burden, particularly through the Climate Change Levy,
Aggregate Levy and Landfill Tax;
• more efficient siting of buildings and developments, saving transport energy and
congestion and aiding regeneration;
• Community Leadership: improved image, demonstrating to the local community
what can be achieved, thus encouraging others to demand it and achieve it;
• improved quality of life and well being for everyone.
The above key benefits are all consistent with the Council’s overarching corporate
aim: The City Council will work to improve the environment creating safer,
more inclusive, healthier and more sustainable neighbourhoods.
Also, key objectives:
• Create, protect and enhance higher quality sustainable natural and built
environments.
• Protect promote and improve the health and well being of our communities.
• Improve the quality, range and choice of housing accommodation within the
City’s neighbourhood.
Key drivers
• central government commitments and indicators;
• Kyoto targets, domestic targets and the Nottingham Declaration on Climate
Change;
• reporting on Local Agenda 21 and Best Value, and integrating sustainable
development into community strategies;
• Local Government Act power to improve community well-being;
• revised Planning Policy Guidance notes and the demand for new housing;
• Building Regulation revisions, Home Energy Conservation Act (HECA) and
European directives on Environment and Sustainability;
• achieving excellence in procurement and management.
Contents
Foreword …………………………………………………………………………………..1
Executive summary ................................................................................................. 2
Key benefits ............................................................................................................. 2
Key drivers ............................................................................................................... 2
Contents .................................................................................................................. 3
1 What is sustainable construction? ........................................................................ 4
2 Why sustainable construction fits within the LA role ............................................. 4

2.1 Central government and indicators................................................................. 4
2.2 Climate Change.............................................................................................. 6
2.3 Local Agenda 21............................................................................................. 6
2.4 Best Value ...................................................................................................... 6
2.5 Local Government Act 2000 ........................................................................... 7
2.6 Planning.......................................................................................................... 7
2.7 Procurement on the basis of value for money ................................................ 8
2.8 Management excellence................................................................................. 9
3 Where sustainable construction fits within the LA role: Legislation & Guidelines 10
4 Themes for action ............................................................................................... 10

4.1 Re-use existing built assets.......................................................................... 10
4.2 Waste minimisation and management ......................................................... 11
4.3 Minimise use of energy................................................................................. 11
4.4 Do not pollute ............................................................................................... 12
4.5 Preserve and enhance biodiversity .............................................................. 13
4.6 Conserve water resources............................................................................ 13
4.7 Community Involvement ............................................................................... 14
4.8 Transport ...................................................................................................... 15
5 How to implement sustainable construction ....................................................... 15
6 What has Hull City Council achieved? ................................................................ 17
7 Gaps in Hull City Council policy and practice, and future action......................... 17
Model Action Plan for the planning role ................................................................. 18
Model Action Plan for the procurement role .......................................................... 19
Model Action Plan for the management role.......................................................... 20
8 Links to other organisations and guidance ......................................................... 21
1 What is sustainable construction?

Sustainable construction is defined by a profitable, competitive industry that includes
local authorities: planning, delivering, and managing the built environment1, to:
• provide and support desirable natural and social environments;

• maximise the efficient use of resources (renewable or otherwise);
• enhance the quality of life and offer community satisfaction;
• offer flexibility and the potential to cater for changing uses in the future.
The main phases of construction for local authorities are:
• the planning stage, including strategic level planning (Structure and Local Plans,
Supplementary Planning Guidance (SPG) and development briefs) as well as
those responsibilities covered by Development and Building Control;
• construction procurement, including new construction, refurbishment work and
maintenance projects; partnerships, e.g., regeneration programme initiatives;
• management of corporate and commercial built asset, including operation,
management and maintenance requirements.
Although there are many aspects to the built environment, it is possible to set
common ‘sustainability’ goals in planning, procurement and management, since in
many respects the issues that revolve around these are the same. However, for
different organisations, specific objectives within these common goals, and a
timetable by which these can be delivered, will differ.
A detailed and comprehensive understanding of what makes construction

sustainable will continuously evolve, but the principles laid out in the themes below
represent a robust view of current thinking, which can be adopted as policy without
significant risk of future changes. The themes may look like an environmental list
rather than a sustainable one. This is because it has proved the easiest way to
organise the issues, and the only reason environmental problems are problems is
because they have economic and social impacts, now and in the future.
Throughout the whole construction process described, beginning with the choice of
site, effective project planning is required to enable construction to be more
sustainable. It is important that each stage of the construction process (from
inception through planning, design, build, operation and demolition) is considered as
a part of the complete cycle and within an overall framework. Partnering, whether
formalised or simply through improved relationships, can improve this integrated
view. Sustainability can only be integrated in a planned and well managed way,
through prioritising different aspects of sustainability according to the needs and
resources of specific projects.
2 Why sustainable construction fits within the LA role:

Legislation & Guidelines
2.1 Central government and indicators
The publication of 'A better quality of life'2laid out firmly the Government's
commitment to sustainable development, and the publication of the strategy for more
sustainable construction 'Building a better quality of life' 3places construction at the
1
The built environment includes buildings, structures, supporting infrastructure and their immediate surroundings.
2
“A better quality life” DETR May 1999
3
“Building a better quality of life” DETR, April 2000
heart of this agenda. In the move towards sustainable construction, the clients of the
construction industry have a key role. Furthermore, the ‘Egan Report’4 and the
Department of Transport Local Government and the Regions (DTLR)/Health and
Safety Commission (HSC) Strategy5 point to the role that clients can play.
When considering the sustainability of a whole area or community (rather than the
impacts of individual buildings), social and economic issues, crucial to the vitality of a
community, need to be included alongside the environmental issues. Social and
economic problems vary greatly from area to area and so the answers to these
problems also vary greatly. Local authorities need to reflect this when developing
targets. Social and economic issues are usually paramount, but ‘win-win’ situations
regarding the environment are achievable, especially when considering the statutory
duties concerning community strategies and local strategic partnerships (see 2.5)
and the duty to promote social, econmomic and environmental well-being. This has
particular local significance.
The Government has developed a set of indicators, as part of the UK sustainable

development strategy, which are summarised as Headline Indicators and then
translated into local indicators; local authorities are expected to use both. A number
of these indicators relate directly to moving towards more sustainable construction,
such as:
• H9 – emissions of greenhouse gases;

• H11 – road traffic;
• H14 – new homes built on previously developed land;
• H15 – waste arisings and management.
The Audit Commission has developed a voluntary set of Quality of Life indicators6,
which again impact on the area of sustainable construction, particularly the
environmental considerations. Indicators that directly relate to sustainable
construction include:
• QoL 13 – affordability of first time buyers property in the area;

• QoL 14 – number of unfit homes;
• QoL 15 – number of homeless;
• QoL 17 – people concerned about noise;
• QoL 18 – people satisfied with their neighbourhood as a place to live;
• QoL 19 – people who think their neighbourhood is getting worse;
• QoL 21 – people with easy access to key local services;
• QoL 22 – number of days with moderate or higher air pollution;
• QoL 23 – percentage of water courses with good or fair quality;
• QoL 24 – energy use per household;
• QoL 25 – average household water use;
• QoL 26 – area of green spaces;
• QoL 27 – proportion of derelict land stock;
• QoL 29 – vehicle kilometres travelled;
• QoL 32 – biodiversity indicator.
Local authorities are developing indicators at many scales, and the Audit
Commission collects a library of these.
4
Report of the Construction Task Force, "Rethinking Construction," DETR 1998,
5
"Revitalising Health and Safety Strategy" DTLR/HSC June 2000
6
See www.audit-commission.gov.uk/pis/quality-of-life-indicators.shtml
2.2 Climate Change

As is obvious from the indicators, central government has a great interest in energy
use. The UK has a domestic goal of a 23 per cent reduction in greenhouse gas
emissions below 1990 levels by 20107. In addition, they have recently announced a
renewable energy production of 20 per cent by 2020. A plethora of advice, guidance
and support is now available for local authorities from bodies such as:
• Department of Environment, Food and Rural Affairs (DEFRA);

• Local Government Association (LGA);
• Improvement and Development Agency (IDeA);
• Society of Chief Executives in Local Authority (SOLACE);
• The Energy Saving Trust (EST).
The Council for Climate Protection and the Nottingham Declaration on Climate
Change are two obvious examples that local authorities can sign up to, which help to
organise the authority’s response. To find out more about the impacts of climate
change, contact the UK Climate Impacts Programme (UKCIP)8. Climate change
impacts and renewable energy potential are increasingly a priority for bodies working
at the regional level including Regional Development Agencies.
2.3 Local Agenda 21

Local government played a key role at the 1992 "Earth Summit" in Rio, which drew
up a framework for future action on sustainable development across the globe.
Since Rio, UK local authorities have helped lead the way internationally in promoting
Local Agenda 21 (LA21), a comprehensive action plan at the local level for the 21st
Century. The operation of LA21 requires commitment from the top (ie Chief
Executives and elected members) to create a strategy for local action, involving
existing plans and policies and above all community involvement and participation.
LA21 can be regarded as a success in many ways (see Local Authorities’ Self-
Assessment of LA219) and is now finding its way into community strategies.
2.4 Best Value

In many ways, the implementation of Best Value has reinforced and furthered LA21
strategies. The Local Government Act 1999, sets out the general duty of Best Value:
"3. (1) A best value authority must make arrangements to secure continuous
improvement in the way in which its functions are exercised, having regard to a
combination of economy, efficiency and effectiveness."
Best Value is designed to secure the provision of quality and cost effective services
allowing for creative and innovative solutions to fit local circumstances. The
Government’s approach has been to develop the policy in consultation with all the
different parties and to involve local authorities as pilots. There is no one definition of
Best Value, or one way of obtaining it. The LGA and IDeA partnership has been
encouraging councils to find a way that suits them, promoting new and innovative
ways of working. All councils must now operate using Best Value and statutory
guidance is available. This makes clear that corporate policies and cross cutting
objectives such as sustainable development should be integrated into Best Value.
Research shows how this has been done and reviews the most successful
7
See www.piu.gov.uk/2002/energy/report/3.html
8
See www.ukcip.org.uk
9
See www.inclei.org/europe/lasala
implementation strategies10. Further information is available via IDeA, LGA, SOLACE

(who publish a guide and checklist for sustainable development and Best Value11),
DEFRA, DTLR, Department of Trade and Industry (DTI) and the Audit Commission.
Under Best Value there must be a service improvement plan, which should reflect the
local needs and stakeholder wishes for the service. Data on the statutory
performance indicators (monitored by the Audit Commission) must be published
locally each year, with the local performance indicators agreed locally. Political
priorities can be reflected in adopting key indicators to measure moves towards
sustainable development through the five year service plan. Best Value and
sustainability must complement and strengthen each other, especially in terms of the
need for quality and whole life costing.
2.5 Local Government Act 2000

Under this Act, local authorities have a duty to prepare a community strategy through
a local strategic partnership. There is also power to promote local social, economic
and environmental well-being. An additional power exists under the act to take
initiatives for the promotion of well-being which may need specific staff, resources,
facilities and support from the local authority. There is a need for holistic, inclusive
and flexible strategies. Guidance from the DTLR has been released concerning
promotion of well-being12, and the LGA has published a guide (the Powerpack) that
suggests local initiatives to tackle climate change and promote sustainable energy
would be consistent with use of the power.
2.6 Planning
In planning for sustainability, and for sustainable construction, it is important to
distinguish between those areas which local authorities have control over, and those
which they can influence. Across all areas it is essential that thought and action on
improving sustainability should be begun at the earliest point possible. Planning is in
a state of flux since the release of the Planning Green Paper. For the sake of
simplicity, focus here is on the current system, split into three parts: Central
government guidance, Plans and Development Control and Building Control.
Central government guidance

With the recent revisions of several government Planning Policy Guidance (PPG)
notes13, sustainability is now beginning to be more clearly interpreted for the planning
process. It will take time for them to take effect, but they are in place. Relevant
general and locational guidance includes:
• PPG1, which contains general policy and principles (Sustainability is referred to

as being a key part of the planning function. It also promotes good quality
design);
• PPG3 on housing, which focuses on quality, and encourages affordable housing,
development on brownfield sites, close to public transport nodes or corridors, and
in an urban setting;
• DETR’s ‘Planning for Sustainable Development: Towards Better Practice’ (1998)
referenced in PPG3, which describes further action required;
• PPG11, which contains guidance for regional planning including energy efficient
patterns of development and buildings;
10
‘Promoting Sustainable Development Through Best Value’, CAG & INLOGOV for IDeA, April 2001
11
See www.solace.org.uk/misc/checklist.pdf
12
See www.local-regions.dtlr.gov.uk/wellbeing
13
Planning Policy Guidance notes are statements of national planning policy. They are available at
www.databases.dtlr.gov.uk/planning/npp/ListCategories.asp
• PPG12, that encompasses guidance on development plans, stating

environmental concerns should be comprehensively and consistently taken into
account. The development plan regulations require local authorities to “have
regard to environmental, social and economic consideration when preparing
development plans.”
There are further PPGs that give more specific guidance on a range of topics that
impact upon sustainable construction policies. These include:
• PPG9 on nature conservation;

• PPG10 on waste management;
• PPG13 on transport;
• PPG22 (and its Annexes) on renewable energy;
• PPG23 on planning and pollution controls.
Plans and Development Control

At the planning stage, especially when considering the Structure Plan, Local Plan or
SPG, local authorities have the opportunity to consider the area as a whole, rather
than sites or individual buildings. This gives an ideal opportunity for incorporating
sustainability in a holistic way into the planning and land use considerations. County,
district, borough and unitary councils need to work together to achieve a set of
interlinked sustainable plans, with structure and local plans complementing and
enhancing each other.
The Development Control role is an important aspect of the planning system as it

implements the policies established in Structure and Local Plans as well as guidance
set out in SPG amongst many other material considerations. Sustainability should be
taken into account in determining development proposals, ensuring that what
sustainability entails in the local area is considered.
At the planning stage, local authorities have the opportunity to influence the
performance of all planning applicants, which has the potential to encourage the
move towards more sustainable construction through energy efficient land use. On
their own construction projects, local authorities have the opportunity to demonstrate
best practice, and the benefits to the local community (through reduced whole life
costs, better buildings, etc.) of becoming more sustainable.
Building Control
The Building Control function, in enforcing sustainable construction, is incorporated in
the national Building Regulations. Present requirements enforce consideration of
energy efficiency measures. In the future there is scope for the regulations to be
extended to include wider issues of sustainability, but until then officers have no
power to enforce such issues. However, in direct discussions with developers,
architects and builders, officers are in an ideal position to promote Council policies,
using their knowledge and influence to inform and encourage the use of more
sustainable materials and practices.
2.7 Procurement on the basis of value for money

Procurement relates to all built assets under the local authority control, including
buildings, highways and other infrastructure. Government and European
procurement policy requires all public procurement to be on the basis of value for
money. Value for money is the optimum combination of whole life costs and quality
(or fitness for purpose) to meet the users’ requirements, at an advantageous price.
Therefore, time spent on feasibility studies is never wasted.
Although the overarching aim of procurement must always be the achievement of

value for money and not the delivery of policies such as environmental sustainability,
there is much that can be done on sustainability issues within the value for money
approach. This is achieved by building relevant factors relating to sustainable
development and the environment as early as possible into contract specifications
and output measures of a service. For example, specifications may reflect
environmental matters in keeping with council green procurement strategies and by
awarding decisions on the basis of ‘whole life costs’14. The approach also allows for
contractors who have broken the law, committed grave misconduct on matters such
as Health and Safety or not complied with the Considerate Constructors Scheme, to
be excluded from tendering. The joint Treasury/DETR note15 explains how the public
sector can specify their requirement in-line with their environmental strategies. There
are other useful documents available from the Treasury Procurement Group. It is
within this framework that environmental issues should be taken forward in public
procurement.
When considering design and the procurement of it, the publications of the
Commission for Architecture and the Built Environment (CABE) are useful, such as
‘Celebrating Innovation’, ‘The Value of Urban Design’, ‘Better Public Buildings’ and
‘Design Quality in PFI Projects’.16 Also, DTLR has also developed a close working
relationship with the urban Design Alliance (UDAL). 17 UDAL was formed in 1997 by
seven professional and specialist organisations working together to create quality
towns and cities. UDAL’s members are the Civic Trust, the Institution of Civil
Engineers, the Landscape Institute, the Royal Institute of British Architects, the Royal
Institution of Chartered Surveyors, the Royal Town Planning Institute and the urban
Design Group. The central goal of UDAL is to raise awareness of urban design, and
the fundamental role it can play in creating sustainable, safe and desirable urban
areas.
2.8 Management excellence

It is now essential for local authorities to prepare an Asset Management Plan as a
basis for capital bids. This document can also deliver sustainable construction
benefits and commitments through its five year duration and investment programme.
There is a requirement for sustainability performance indicators in the Plans. Capital
allowances will be influenced by performance measured by the indicators in the
future.
Increasingly local authorities and business are setting up environmental management

systems (EMS), and requiring their partners and contractors to take a similar
approach. EMAS (Eco Management and Audit Scheme) is the well-recognised
European system through which many local authorities have either achieved
certification, or are moving towards accreditation.
The management of the built asset can be a critical part in the EMS process;
particularly when considering reducing emissions such as carbon dioxide and other
green house gases. By incorporating good management and maintenance regimes,
the amount of resources used can be minimised, thus achieving cost savings, and
reducing impacts on the environment. An EMS and the Best Value process can be
usefully run in synergy. The state of asset management across various departments
can often differ widely, and co-ordinating approaches can realise many savings.
14
Procurement Guidance Note No.7 – Whole Life Costs. OGC
15
Environmental Issues in Purchasing – Note by the Treasury and DETR - 1999
16
All available through www.cabe.org.uk except ‘Design Quality in PFI Projects’, available direct from OGC.
17
http://www.udal.org.uk/whatisudal.htm
3 Where sustainable construction fits within the LA role

From the preceding discussion of the drivers, it is apparent there are three key areas
where sustainable construction fits into the remit of local authorities.
• Planning involves two roles:

• Through the advisory role, using SPG, design briefs, Local Plans, etc., local
authorities can encourage and advise on sustainable forms of development.
Authorities can also ensure what they do is more sustainable and promote
wider public awareness through LA21.
• Through the building and development control processes, local authorities
exercise a regulatory role, seeking to ensure energy efficient development
conforms to recognised standards.
• Procurement of highways, infrastructure and their own buildings, through the
requirement for good environmental performance, sustainable materials, and
consideration of the local community needs.
• Managing buildings and infrastructure within their portfolio.
At the back of this document are model action plans for these three key areas; giving
actions and example targets. These can be used as they stand or be adapted for a
local authority’s particular requirements.
4 Themes for action

To move and to measure progress in a sustainable direction, a framework and a set
of goals, are needed. ‘Building a Better Quality of Life’ includes 10 themes for action
as a starting point. The framework used here is based upon these 10 themes, while
also incorporating the themes behind the headline indicators within the UK strategy
for sustainable development, and other key issues which need to be considered in
the life cycle of the built environment. The section on how to implement sustainable
construction covers the need to set targets using local indicators.
4.1 Re-use existing built assets

Consider the need for new build: reorganisation, refurbishment or re-use may work
better. Think brownfield wherever possible for new construction.
When looking at the authority’s own assets, evaluate how space is used. More
efficient use could negate the need for new buildings. Refurbishment of existing
buildings could render them more useful. New build should be the last resort.
When reviewing the Local Plan, consider the use of existing buildings and previously
developed land, and how best this can be reused, taking into account such issues as
the community amenity it currently provides and the view of the local community.
The most locally sustainable outcome should be assessed, based on a careful and
objective technical appraisal, for example through a whole life cost18,19 analysis, to
evaluate the long-term potential of an existing asset against a new building.
When refurbishing or demolishing a building, reuse the materials on site or arrange

for them to be recycled elsewhere. It is also possible to specify reused materials
from other sources or materials with a high recycled content.
18
Construction Procurement Guidance Note No.7 – Whole Life Costs. 2000. Office of Government Commerce.
19
Introduction to Whole Life Costing - A Client's Guide. Construction Clients Forum, May 2000 (CCF, 1 Warwick
Row, London, SW1E 5ER)
Key personnel: Strategic Planning, Local Planner, Development Control, Architect,

Building Control.
4.2 Waste minimisation and management

Design out waste during construction, from the useful life and afterlife of the building
or structure. Think whole life costs. Involve the supply chain. Specify performance
requirements with care to encourage more efficient use of resources.
A key element of sustainable construction is a more strategic approach to material

waste. In order to facilitate a cultural change, it is necessary to integrate the various
interests of the construction, demolition, haulage and waste management sectors.
This requires a strategic alliance where the costs and rewards are shared and where
continual improvement is addressed. Local authorities play a crucial role in this
alliance, as they are one of the largest clients to the construction industry. With little
information and guidance on how to bring about change, there is an urgent need to
develop a common auditing and performance measurement system that all LAs can
use. Currently the Movement for Innovation (M4I) is funding the development of a
draft note, which local authorities can use to encourage the sustainable approach to
materials waste. SMARTStart20 and SMARTWaste 21are tools to help material waste
management on construction sites.
Waste does not imply just unwanted physical material. It includes unnecessary
consumption of land, time, lower than planned economic return and unrealised
potential from built assets during their lives. Minimising waste through design means
avoiding over-specification of materials and services in favour of simplicity
(buildability), bearing in mind operation and maintenance (maintainability), and
considering flexibility and future re-use (adaptability), so as to minimise construction
costs. Measures described above are often termed ‘leaning construction’.
During the operation of the building, much can be done to reduce wastage, from
reducing the need for paper, to ensuring printers print double sided, to recycling
paper waste. Paper is not the only waste product which should be considered, others
include cardboard, aluminium cans and plastics, especially if there are catering
facilities on site. If this is the case, composting of waste also needs to be considered.
Key personnel: Development Control, Architect, Structural Engineer, Construction

Manager, Facilities Manager.
4.3 Minimise use of energy

This should include energy used in the construction process, and during the
operating of the building. Energy used in transporting people to and from buildings is
included in the later section on transport. Be aware of the energy consumed in the
production and transport of construction products. Consider more energy efficient
solutions in design including passive systems using natural light, air movement and
thermal mass, as well as solutions involving energy produced from renewable
sources.
Provision of energy needs to be considered at the conception stage by the developer

or client, but can also be tackled at the planning stage. Local and Structure Plans can
include policies requiring provision for renewable energy supplies, while SPG can
20
Smartstart is a web based waste auditing tool for improved waste management. For more details contact
Smartstart at www.bre.co.uk
21
Smartwaste is a web based waste auditing tool for improved waste management. For more details contact
Smartwaste at www.bre.co.uk
encourage energy efficient location, orientation and design, and alternatives to

traditional solutions for energy requirements.
Buildings consume large quantities of energy during their life-spans. The production
of the energy used in the heating, cooling, ventilation and lighting of buildings
account for about half the UK’s emissions of carbon dioxide, an important
greenhouse gas. Passive environmental systems - drawing on natural light, air
movement, thermal mass, temperature gradients and other phenomena - can deliver
cheaper designs and satisfactory performance while using much less energy than
their mechanical equivalents.
Another significant proportion of all UK energy consumption is used in the production

and transport of construction products and materials. Selecting where practicable
materials whose production and distribution are less energy intensive will be of
benefit. Specification tools are available for selecting materials with low
environmental impact, such as the Green Guide to Specification22. Both in new-build,
and in the refurbishment of existing buildings, much can be done applying existing
knowledge. Guidance on better energy efficiency, through buildings and transport is
available through best practice programmes23.
Key personnel: Client Development Manager, Strategic Planner, Local Planner,

Architect, Building Services Design Engineer, Facilities Manager, LA21 Officer,
Energy Officer.
4.4 Do not pollute

Understand your environmental impacts and have policies and systems to manage
them positively. Use environmental management systems such as ISO 14001, or
EMAS. Specify adoption of the Considerate Constructors Scheme,24 or similar.
The four major potential sources of pollution from the construction process are: waste
materials; emissions from vehicles; noise; and releases to water, ground and
atmosphere. Strategies for prevention, control and mitigation are well known, and
better performance is a matter of better management to ensure that risks are
identified and the appropriate techniques and technologies applied. EMS can play
an important role in achieving continuous improvement. Schemes such as the
Considerate Constructors Scheme encourage the use of good construction site
practices.
During the building’s operation similar major potential sources of pollution are
present, including:
• waste, from office based activities, laboratory or light industrial activities;

• effects of transport, through noise, pollution and emissions;
• emissions through the use of the building/infrastructure, which could result in
releases to ground, water and the atmosphere;
• light pollution, particularly on a large development with street lighting;
• pollution within the building, due to volatile organic compounds and other
chemicals in finishes, soft furnishings and furniture.
Materials specifications and strategies can be put in place to prevent, control or

mitigate any potential pollution sources.
22
www.bre.co.uk/sustainable/service5a.html
23
Energy Efficiency Best Practice Programme: http://www.energy-efficiency.gov.uk/
24
Considerate Constructors Scheme: see www.ccscheme.org.uk
Key personnel: Planning Officer, Client Development manager, Health and Safety
Manager, LA21 Officer, Environmental Manager, Environmental Health Officer,
Construction Manager.
4.5 Preserve and enhance biodiversity

Look for opportunities throughout the construction process to provide, protect and
enhance habitats: from the extraction of raw materials, through the construction
phase, to the landscaping of buildings and estates.
Preserving and enhancing biodiversity should be considered in preparing Structure

and Local Plans, where a holistic view can be taken, and steps put in place to ensure
the viability of wildlife corridors and the protection of existing facilities. Systems
should be put in place to monitor the success of actions introduced in the local and
structure plans. Cambridgeshire County Council led the production of a biodiversity
checklist for planners, completed last year25.
Construction has direct and obvious impacts on the biological environment, and has
the opportunity to achieve a great deal; not only to mitigate negative impacts, but
also to protect and enhance biodiversity, securing a sustainable environment. These
opportunities and the value derived from them will be enhanced if attention is paid to
biodiversity at the design stage of development rather than treating it as an ‘end of
pipe’ issue. To ensure that biodiversity is maintained during the life of the built
environment, action must be taken to manage and monitor those areas given over to
wildlife, including plant species.
Another way to protect and improve biodiversity through construction is to use natural
products that have been responsibly managed and harvested, such as sustainable
timber. To ensure quality, it is best to use specifications such as timber with the FSC
mark26. Other natural products include linoleum and cork.
Key personnel: Client Development Manager, Strategic Planning, Local Planner,

Development Control, LA21 Officer, Landscape Architect, Ecologist.
4.6 Conserve water resources

Design for increased water efficiency in building services and water conservation
within the built environment.
Pressure on water resources is likely to increase in the future. Though there may be
too much water in some parts of the country, the economic and environmental costs
of treating and distributing it are increasing. There is considerable potential for
increased water efficiency in the building stock. The main gains for more sustainable
construction will come from incorporation of more water-efficient building services.
This can be as simple as specifying low flow showers, sprinkler taps and dual flush
WCs, or include more comprehensive solutions such as grey water recovery,
rainwater recovery, and drainage control.
Water audits of existing buildings will show where savings in water use can be made
when refurbishing existing buildings. Innovative technologies and research on water
conservation can be found on the DETR (now DTLR)/Environment Agency Water
Conservation Research Database27.
25
www.cambridgeshire.gov.uk/sub/cntryside/biodiv/ccc/bioplan/index.htm
26
See www.fsc-uk.demon.co.uk
27
www.databases.detr.gov.uk/water/index.asp
The drainage of green and hard areas can be improved with sustainable urban
drainage systems (SUDS). These decrease water pollution and can mitigate
localised flooding.
Key personnel: Client Development Manger, Strategic Planning, Architect, Facilities

Manager, Environmental Manager, Energy Officer.
4.7 Community Involvement

Be responsive to the community in planning and undertaking construction, and
encourage maximum ownership of decisions. Consider all those who have an
interest in the project (employees, the local community, contractors, etc).
Respect for people is at the heart of the social responsibility dimension of sustainable
construction. A culture that emphasises the involvement of residents and building
uses will impact on recruitment and retention, equality of opportunity, access for all,
health, safety, welfare and neighbourliness.
Recognition of the importance of community involvement includes the community as

a whole, including residents and businesses. Through the work of the local authority,
community involvement and leadership can be enhanced. At the planning stage
effective public participation should be encouraged, ensuring that the local
community are involved. New statutory requirements for Community Strategies and
Planning underscore these opportunities.
In designing new buildings and developments, their fit with the local community
needs to be thought through and efforts made to integrate the existing community
with the new. This can be used to help regenerate an existing community.
Procurement arrangements must incorporate ‘ user client ‘ interests in projects from

the outset. Methods such as those in community planning, and masterplanning
design adopted by The New Economics, Neighbourhood Initiatives and the
Architecture Foundations provide valuable models in this area. Schools are now
increasingly providing community facilities and this will be a vital and growing role for
a number of building types. Post project evaluation techniques and performance
indicator tools, feeding back into new project briefs, are essential in constantly
improving value and quality. Such processes need new specification documents for
consultants and contractors that are inclusive, green, open and output-driven.
Procurement practices need to incorporate these challenges through integration and
collaboration.
During construction, the community’s views and feelings must be considered.

Developers or constructors working in a community are visitors to that community,
and should act in an appropriate manner, such behaviour can be specified through
the Considerate Constructors Scheme.
Respect for People within construction is of vital importance for recruitment and to
improve health and safety. Indicators to measure and monitor respect for people in
terms of construction are being developed by the M4I, and the Considerate
Constructors Scheme also covers safety.
Key personnel: Area Director, Client Development Manager, Strategic Planning,

Local Planner, Development Control, Architect, LA21 Officer, Community
Development Officer.
4.8 Transport
Adopt travel policies and green travel plans. Design for mobility and accessibility.
Look for ways of reducing congestion, and providing effective alternatives to single
occupancy cars. Reduce the number of deliveries to and waste collections from
construction sites.
Planning can play a role in optimising transport needs and encouraging alternatives
to the car. A good local travel plan28 is essential, and the use of Section 10629 in
planning permissions and section 278 during development can ensure the inclusion
of local public transport options. Section 278 of Highways Act 1980, can require
developer contributions to improve highway infrastructure. By encouraging the
appropriate location of facilities, the need for travel can be reduced; PPG3 and PPG
13 place much emphasis on this.
Locating and designing buildings to improve the ability of people to reach the building
are beneficial. For instance, designing the infrastructure around a building so that it is
safe and straightforward for pedestrians and other non-car users to access, can be
key to success of a building or development.
Car parking needs to be given serious consideration, reducing the requirement for
this by introducing green travel plans can be effective, as can having public transport
routes available from the initial opening of a development.
During construction, many measures can minimise and mitigate the amount of
construction traffic. Planning to reduce over-ordering and wastage, reusing waste
on-site and ensuring the best use of vehicles can all have significant impacts.
Key personnel: Client Development Manager, Strategic Planning, Local Planner,

Development Control, Highways Engineer, Environmental Manager, LA21 Officer,
transport planners and public transport organisations, construction management.
5 How to implement sustainable construction

To implement any sort of initiative, and for it to have a significant impact, top level
support is essential, as well as the enthusiastic involvement of all participants.
DEFRA has studied how leadership is vital for the integration of sustainable
development into how a local authority works30. There are many initiatives that relate
to sustainable construction, but which may not be thought of as being under this
banner, such as approaches to biodiversity, climate change and community
consultation. In all these it is important to remain aware of the local conditions, which
impact on the balance of sustainability achievable. Targets and plans must have
regard to local priorities. Space is provided in the model action plans at the back of
this document for local conditions to be noted. Some steps to consider in developing
the action plan and implementing it are:
1 Get commitment and buy into the process:
• identify Champions at Committee and Cabinet level;

• get commitment from committee/elected member level;
• get commitment from ALL relevant departments, both managers and operational
staff, including portfolio holder;
28
See www.local-transport.dtlr.gov.uk/travelplans/
29
Section 106 of the Town and Country Planning Act 1990 allows planning authorities to require developers to enter
into obligations that alter, restrict or mitigate aspects of the development.
30
Download the report from www.defra.gov.uk/environment/sustainable/research/leadership/index.htm
• develop ‘internal partnering’ between relevant groups/sections;

• consider partnering including the early involvement of the supply chain;
• raise awareness across disciplines;
• establish support group(s), for example an Egan forum, i.e., a Rethinking
Construction forum, for members from different departments;
• involve multi-disciplinary procurement skills at the earliest conception stage of
projects.
2 Analyse existing policies, practices and guidelines within:
• the local authority, particularly the Community Strategy and EMS if existing;
• the framework the local authority operates in, particularly the Best Value
framework and recent reviews including action plans and corporate aims and
objectives;
• the local area and communities;
• networks of other local authorities plus regional and national organisations;
• investigate the benefits of prefabrication.
3 Set targets, implement plans for achievement, monitor and review by:
• arranging resources to measure and monitor performance;

• ensuring all areas mentioned above have been investigated;
• establishing baseline information;
• setting targets for improvement based on existing performance and established
best practice for example;
• developing action plans to achieve targets, indicating responsibilities;
• promoting work within the local authority and community, to encourage
performance;
• monitoring performance, and reviewing and revising action plans and targets.
The effectiveness of target setting is increased if the targets are embedded in the
Best Value process and the corporate sustainable development policy. A policy
statement makes clear the Local Authority’s commitment and should be backed by
open and public reporting of achievement and progress. Local authorities should
ensure that there are no conflicts between their action plan and other corporate
objectives.
Indicators and targets for the construction industry as a whole are widely available
and well used. For example, the Construction Best Practice Programmes Key
Performance Indicators31 cover issues such as profitability, predictability and defects.
The M4I’s Environmental Performance indicators32 cover six areas: embodied
energy; operational energy; water; waste; biodiversity; and transport. They are
currently developing and testing Respect for People indicators33. Design quality
indicators are under development by the Construction Industry Council and Sussex
University34. Community wide indicators are also being developed, notably an output
from the European Sustainable Cities project has been a set of indicators.35
31
See www.kpizone.com for more details.
32
See www.m4i.org.uk/publications for more details.
33
See www.rethinkingconstruction.org/index2.htm for more details
34
See www.sussex.ac.uk/spru/imichair/projects/template.cfm?content=perfinds.cfm
35
‘Towards a Local Sustainability Profile’. Available on the web:
http://europa.eu.int/comm/environment/urban/local_sustainability_en.pdf
6 What has Hull City Council achieved?

A significant amount has been achieved within the Council recently and the
achievements are:
• the Leader of the Council’s portfolio includes a responsibility for sustainability;

• sustainability issues are within the Local Plan and other planning documents;
• an effective LA21 Task Group with an agreed strategy;
• the newly formed Construction Procurement Unit has drafted a procurement
strategy and process management handbook;
• the Energy Management Unit has secured many energy efficient solutions;
• an SPG promoting energy efficiency has been drafted;
• The Climate Change Declaration has been signed up to.
7 Gaps in Hull City Council policy and practice, and future

action
The achievements so far are to be celebrated, but require formalisation and support
and need to be communicated across all departments and units. Further action may
need to be taken to ensure that all documents such as this sustainable construction
policy, along with the LA21, procurement, energy efficiency and capital strategies,
are complementary.
It is the policy of Hull City Council to aim to achieve, continue to use and develop all
the actions proposed in the body of this document, using locally applicable targets,
by time scales to be agreed between the departments involved across the authority.
Sustainability will then become the norm in all the construction the authority carries
out, across new build, refurbishment, repair and maintenance. The model action
plans at the back of this document provide an example of the plans that will be
developed.
Action is vital in order to meet the requirements of the Climate Change Declaration,
and fulfil Asset Management Plan performance criteria. Additional funding and
resources may be required to meet these obligations.
Model Action Plan for the planning role This contains objectives, actions and targets, to a set time scale, upon
which Hull City Council can base their own plan.
Theme Actions – both internally in the authority, and externally through advice and What this will achieve
guidance for development in the area, to be achieved in the next five years in the next five years
Re-use • Encourage development on previously developed land. Less wastage of land, existing buildings and the
• Encourage the re-use of material, on-site and off-site. materials they contain.
Waste • Set targets for waste reduction during construction and operation. Less waste during construction and operation.
minimisation • Monitor performance and report against construction industry benchmarks where established.
& management
Minimise use of • Encourage energy efficiency targets beyond Building Regulations. Targets for energy consumption and carbon dioxide
energy • Encourage the use of renewable energy and CHP where appropriate. emissions for new projects that meet at least current
• Encourage outline plans to orientate buildings to optimise solar gain. best practice for construction type and which
contribute significantly to the achievement of
government targets.
Do not pollute • Specify performance criteria for designers and contractors in relation to pollution where relevant. Reduced pollution on construction sites, decreased
toxicity within buildings, and reduced pollution arising
from building operation.
Preserve and • Take due account of the UK and Local Biodiversity Action Plan. The protection of habitat and species taking due
enhance • In producing the Structure and Local Plans, development briefs and SPG, include reasonable measures to account of the UK Biodiversity Action Plan.
biodiversity protect and enhance habitat and protect species.
• Integrate the site approach with the broader based concern on biodiversity in the local plan, SPG and
development briefs.
• Co-operate with neighbouring local authorities on habitat protection.
Conserve water • Specify targets for water consumption during construction and in operation which meet at least current best Targets for water consumption for new projects that
resources practice for construction type. meet at least current best practice for construction
• Encourage measurement and reporting, as part of post project review, of performance against water type.
consumption benchmarks where established
Community • Specify Considerate Constructors Scheme or similar. Improved building user satisfaction across the
Involvement • Effective community consultation and participation in developing the Structure and Local Plans, and building stock and increased engagement with local
Development Briefs. communities as part of the decision making process.
• Visioning exercises on what the neighbourhood should be like in 25 years.
• Integration of new development with existing developments.
Transport • Increase density of development around transport nodes. Contribution to the goals for carbon dioxide
• Introduce priced or reduce parking where good alternatives to the car exist. emissions, and community health and safety.
• Include green transport plans within planning obligations.
• Increase requirement for cycle ways and secure bicycle parking
• Review car, bicycle and pedestrian priorities
• Develop a transport plan as part of the Local Plan
Local • Insert local conditions as required. Local success!
conditions
Set targets • Develop an implementation plan for each action point Measurable, achievable progress!
• Review and up-date targets in implementation plans at six-month intervals.
• Use existing and new performance indicators to monitor progress and continuous improvement.
• EXAMPLE TARGET: All new projects to carry out environmental assessment using BREEAM or equivalent.
New build projects to achieve at least a ‘very good’ rating. Refurbishment projects to achieve at least a
‘good’ rating.
• EXAMPLE TARGET: Two Rethinking Construction demonstration projects per year from 2002 to 2004.
Model Action Plan for the procurement role This contains objectives, actions and targets, to a set time scale, upon
which Hull City Council can base their own plan.
Theme Actions What this will achieve
in the next five years
Re-use • Use whole life cost assessment as part of the technical appraisal when deciding to build new or refurbish or Procurement in line with value for money principles
re-use existing assets. on the basis of whole life costs.
Waste • Set targets for waste reduction in construction and operation. Less waste during construction and in operation.
minimisation • Monitor performance and report against construction industry benchmarks where established.
& management
Minimise use of • Encourage energy efficiency targets which meet or exceed current best practice for construction type. Targets for energy consumption for new and
energy • Encourage the use of renewable energy and CHP where appropriate. refurbished buildings that meet at least current best
• Encourage orientation of buildings to optimise solar gain. practice for construction type.
• Measure and report, as part of post project reviews, performance of new projects against established
energy consumption benchmarks.
Do not pollute • Specify performance criteria for construction contractors for on-site pollution where relevant. Contribute to the goals of less pollution, better
environmental management, and improved health
and safety on construction sites, and decrease
pollution due to materials specified.
Preserve and • Take due account of the UK and Local Biodiversity Action Plan. The protection of habitat and species taking due
enhance • Take all reasonable measures to protect habitat and species on new and existing sites. Report actions account of the UK Biodiversity Action Plan, and
biodiversity taken in post project reviews. protection of biodiversity in the UK and elsewhere
through responsible materials specification.
Conserve water • Set targets for water consumption during construction and in operation which meet at least current best Targets for water consumption for new projects that
resources practice for construction type. meet at least current best practice for construction
• Measure and report, as part of post project review, performance of new projects against water consumption type.
benchmarks where established.
Community • Specify Considerate Constructors Scheme or similar. Improved health and safety, a better working
Involvement • Evaluate competence, resources and commitment of designers and contractors in relation to health and environment and increased productivity. Plus
safety, training and engagement with local communities. increased engagement with local communities as part
• Monitor user satisfaction. of the decision making process.
Transport • Consider the transport implications of new buildings or changing use, ie: Contribution to the goals for carbon dioxide
- Public transport service to transport hubs and housing areas, emissions, and a healthier staff and other building
- Staff travel patterns, and possible changes. users.
conditions
Set targets • Develop an implementation plan for each action point. Measurable, achievable progress!
• EXAMPLE TARGET: all procurement decisions informed by whole life cost analysis by 2004.
• EXAMPLE TARGET: all procurement decisions informed by transport study by 2003.
• EXAMPLE TARGET: All new projects to carry out environmental assessment using BREEAM or equivalent.
New build projects to achieve at least a ‘very good’ rating. Refurbishment projects to achieve at least a
‘good’ rating.
Model Action Plan for the asset management role This contains objectives, actions and targets, to a set time scale, upon
which Hull City Council can base their own plan
Theme Actions – to apply to authority managed stock and external contracts What this will achieve
in the next five years
Re-use • Maximise the use of available space when evaluating property portfolios and business needs. Procurement in line with value for money principles
• Consider the implementation of flexible working practices to reduce the amount of space required. on the basis of whole life costs.
• Encourage the re-use of materials.
Waste • Develop waste management plans (following hierarchy of reduce, reuse, recycle) Less waste during operation.
minimisation • Set targets for maintenance and operational waste in offices, schools, leisure buildings, libraries and other
& management building types.
• Monitor and re-evaluate plans and targets.
Minimise use of • Monitor energy use in all buildings and set benchmarks. Targets for energy consumption that meet at least
energy • Set a programme of improvement for the whole building stock. current best practice for construction type.
• Monitor and re-evaluate plans and targets.
Do not pollute • Ensure pollution is considered in environmental management system. Less pollution in and arising from built assets.
• Review possible areas where pollution incidences might occur, monitor performance in these areas and set
targets for improvement.
Preserve and • Take due account of the UK and Local Biodiversity Action Plan in management of the built environment. The protection of habitat and species taking due
enhance • Take all reasonable measures to protect habitat and species on sites. account of the UK Biodiversity Action Plan.
biodiversity
Conserve water • Monitor performance and set targets for water consumption which meet at least current best practice for Targets for water consumption that meet at least
resources construction type. current best practice for construction type.
• Measure and report performance of buildings against water consumption benchmarks where established.
Community • Ensure good relationships with the local community. Better working, living and learning environments and
Involvement • Ensure the local community is informed of any changes in practices which might affect them. increased productivity, with increased engagement of
local communities.
Transport • Develop staff and user travel plans to reduce the use of and dependency on the singly occupied car. Reduced reliance on the singly occupied car, leading
• In purchasing fleet cars, consider the fuel type, engine size, etc to minimise the effect on the environment. to improved health and safety, and decreased carbon
• Ensure that the essential car users allowance and mileage rates do not reward less efficient cars. dioxide emissions.
• Ensure effective training is provided for operatives who drive for their work to optimise the fuel use.
conditions
Set targets • Develop an implementation plan for each action point. Measurable, achievable progress!
• EXAMPLE TARGET: Exemplar energy efficiency in 50% of buildings by 2004.
• EXAMPLE TARGET: Utilise BREEAM or equivalent when considering existing buildings.
8 Links to other organisations and guidance

Links to other organisations and guidance
Government links
Audit Commission (www.audit-commission.gov.uk)
Department of Environment Food and Rural Affairs (DEFRA): environment,

sustainable development and rural development issues covered (www.defra.gov.uk)
Department of Trade and Industry (DTI) covers the construction industry

(www.dti.gov.uk/construction/sustain/index.htm)
Department of Transport Local Government and the Regions (DTLR): construction

legislation, integrated transport, local government, local transport, mobility and
inclusion, neighbourhood renewal, planning, regeneration, supporting people and
urban issues covered (www.dtlr.gov.uk)
Environment Agency (www.environment-agency.gov.uk)
Housing Corporation (www.housingcorp.gov.uk)
Local Government Association (LGA) (www.lga.gov.uk)
Information for local government from central government (www.info4local.gov.uk)
Improvement and Development Agency (IDeA) (www.idea.gov.uk)
Office of Government Commerce (OGC) – they have developed the Gateway

Process for project management, and other guidance, for example of Health & Safety
excellence (www.ogc.gov.uk)
Sustainable Development Commission (www.sd-commission.gov.uk)
Rethinking Construction links

The Construction Best Practice Programme (CBPP) runs regional clubs to
disseminate best practice (www.cbpp.org.uk/cbpp/bpclubs/)
CBPP has a theme page of information on sustainable construction. Information can

also be accessed through the A-Z facility
(www.cbpp.org.uk/cbpp/themes/suscon/intro_1.jsp)
The Housing Forum run demonstration projects for housing developments

(www.housingforum.org.uk)
Local Government Task Force promote Rethinking Construction to local authorities

(www.lgtf.org.uk)
The Movement for Innovation (M4I) – they run demonstration projects for non-
housing developments, and have regional clusters for information dissemination
(www.m4i.org.uk)
Rethinking Construction has developed from The Egan Report and is a stand-alone
publication. It is now an umbrella organisation for M4I, The Housing Forum, LGTF,
and work with central government (www.rethinkingconstruction.org)
Regeneration links
Advantage West Midlands (http://www.advantage-westmidlands.co.uk)
East Midlands Development Agency (http://www.emda.org.uk)
East of England Development Agency (http://www.eeda.org.uk)
English Partnerships (www.englishpartnerships.co.uk)
Joseph Rowntree Foundation (www.jrf.org.uk)
London Development Agency (http://www.lda.gov.uk)
North West Development Agency (http://www.nwda.co.uk)
One North East (http://www.onenortheast.co.uk)
Prince’s Foundation (www.princes-foundation.org)
South East Development Agency (http://www.seeda.co.uk)
South West Development Agency (http://www.southwestrda.org.uk)
Yorkshire Forward (http://www.yorkshire-forward.com)
General links
Association of Environment Conscious Builders (AECB) (www.aecb.net)
BRE – Building Research Establishment. See here for more information about Green
Guide, envest, Environmental Profiles, SMARTWaste and SMARTStart, BREEAM,
EcoHomes, and much more (www.bre.co.uk)
British Council for Offices (BCO) (www.bco.org.uk)
British Standards Institution (BSI) (www.bsi-global.com)
BSRIA - Building Services Research and Information Association (www.bsria.co.uk)
Business in the Environment (www.business-in-environment.org.uk)
CIOB - Chartered Institute of Building (www.ciob.org.uk)
CIRIA - Construction Industry Research and Information Association. Also has

details of Construction Industry Environmental Forum (CIEF) and Construction
Productivity Network (CPN) (www.ciria.org.uk)
Chartered Institute of Environmental Health (CIEH) (www.cieh.org.uk)
Chartered Institute of Public Finance and Accountancy (CIPFA) (www.cipfa.org.uk)
Commission for Architecture and the Built Environment (CABE) (www.cabe.org.uk)
The Confederation of Construction Clients (CCC) – an organisation that represents

construction clients and has developed the Clients’ Charter and Toolkit. CCC is
subsuming the Construction Round Table (see www.crt.org.uk)
(www.clientsuccess.org)
Considerate Constructors Scheme is a code of practice for improved construction

sites (www.ccscheme.org.uk)
Construction Industry Board, which has wound down but web site is active until 2002
(www.ciboard.org.uk)
Construction Industry Council (CIC) is the representative forum for the industry’s
professional bodies, research organisations and specialist trade associations.
(www.cic.org.uk)
Construction Industry Training Board (CITB) (www.citb.org.uk)
Construction Resources (www.ecoconstruct.com)
The Energy Saving Trust provides guidance especially for Local Authorities
(www.practicalhelp.org.uk)
Hastoe Housing Association (www.hastoe.com)
Institute of Civil Engineers (ICE) (www.ice.org.uk)
Institute of Environmental Management and Assessment (IEMA) (www.iema.net)
International Council for Local Environmental Initiatives (ICLEI) is the international

environment agency for local governments (www.iclei.org)
National House-Building Council (NHBC) (www.nhbc.co.uk)
Peabody Trust (www.peabody.org.uk)
Royal Institute of British Architects (RIBA) (www.architecture.com)
Royal Institute of Chartered Surveyors (RICS) (www.rics.org)
School Works is a body working towards better school refurbishment and

management (www.school-works.org)
Society for Chief Architects in Local Authorities (SCALA) (www.scala.org.uk)
Society of Local Authority Chief Executives (SOLACE) (www.solace.org.uk)
Society of Procurement Officers in Local Government (SOPO) (www.sopo.org.uk)
Somerset Trust for Sustainable Development: aims to make sustainable design and
building practices the norm rather than the exception throughout Somerset
(www.sustainablehousing.org.uk)
Sponge - network for young professionals in sustainable construction

(www.spongenet.org)
Strategic Forum – link coming soon.
Transport 2000 (www.transport2000.org.uk)
WellBuilt! a network for local authority professionals interested in more sustainable

construction (www.wellbuilt.org.uk)
European links
BEQUEST - providing a permanent resource of information for people who need
guidance on methods to improve the environmental sustainability of Urban
Development (http://www.surveying.salford.ac.uk/bqextra/).
EuroAlliance of Companies for Energy Efficiency in Buildings (EUROACE)
EGBF – European Green Building Forum (www.egbf.org).
European Construction Industry Federation (FIEC)
PRESCO – creating a European Code of Practice for Sustainable Building

(http://go.to/presco.net)

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Sustainable

Save the world by local action

Hull City Services

Hull City Services

Tel: 01482 61(2426)

This document can be made available in alternative formats upon request.

Kingston upon Hull City Council

Sustainable development is a process by which we will ensure a better quality of life

This document is designed to raise awareness and identify procedures for

Councillor Ken Branson

Leader of Kingston upon Hull City Council and Local Agenda 21

Also, key objectives:

Executive summary ................................................................................................. 2

Key benefits ............................................................................................................. 2

Key drivers ............................................................................................................... 2

1 What is sustainable construction? ........................................................................ 4

2 Why sustainable construction fits within the LA role ............................................. 4

4 Themes for action ............................................................................................... 10

5 How to implement sustainable construction ....................................................... 15

6 What has Hull City Council achieved? ................................................................ 17

Model Action Plan for the planning role ................................................................. 18

Model Action Plan for the procurement role .......................................................... 19

Model Action Plan for the management role.......................................................... 20

8 Links to other organisations and guidance ......................................................... 21

1 What is sustainable construction?

• provide and support desirable natural and social environments;

The main phases of construction for local authorities are:

A detailed and comprehensive understanding of what makes construction

2 Why sustainable construction fits within the LA role:

The Government has developed a set of indicators, as part of the UK sustainable

• H9 – emissions of greenhouse gases;

• QoL 13 – affordability of first time buyers property in the area;

2.2 Climate Change

• Department of Environment, Food and Rural Affairs (DEFRA);

2.3 Local Agenda 21

2.4 Best Value

implementation strategies10. Further information is available via IDeA, LGA, SOLACE

2.5 Local Government Act 2000

Central government guidance

• PPG1, which contains general policy and principles (Sustainability is referred to

• PPG12, that encompasses guidance on development plans, stating

• PPG9 on nature conservation;

Plans and Development Control

The Development Control role is an important aspect of the planning system as it

2.7 Procurement on the basis of value for money

Although the overarching aim of procurement must always be the achievement of

2.8 Management excellence

Increasingly local authorities and business are setting up environmental management

3 Where sustainable construction fits within the LA role

• Planning involves two roles:

4 Themes for action

4.1 Re-use existing built assets

When refurbishing or demolishing a building, reuse the materials on site or arrange

Key personnel: Strategic Planning, Local Planner, Development Control, Architect,

4.2 Waste minimisation and management

A key element of sustainable construction is a more strategic approach to material

Key personnel: Development Control, Architect, Structural Engineer, Construction

4.3 Minimise use of energy

Provision of energy needs to be considered at the conception stage by the developer

encourage energy efficient location, orientation and design, and alternatives to

Another significant proportion of all UK energy consumption is used in the production

Key personnel: Client Development Manager, Strategic Planner, Local Planner,