1 World Green Building Council Rating Tools Task Group: QUALITY ASSURANCE GUIDE FOR GREEN BUILDING RATING TOOLS Version 1.0 _ 2013 /(DRAFT_01 /Sept_13)
2 INTRODUCTION This guide has been developed as a part of the World Green Building Council (WGBC) Rating Tool Task Group contribution to furthering the development and implementation of green building rating tools globally. The guide aims to provide a basic outline for Green Building Councils, or other parties that wish to set up, or develop nationally recognised green building rating tools. The guide draws from the experience of mature rating tools represented within the task group as well as the Building and Construction Authority (BCA), Singapore, internal product development and service design process as well as ISO 9001:2008, ISO 17020:2012 and ISO 17065:2012. The objective of the quality assurance guide is for developing green building rating tools to pay due attention to the processes involved in creating and operating a locally run and locally adapted rating tool for the country in which they are operating in. By following this guide the rating tool can take the relevant steps required to being recognised as one of the many globally established green building rating tools. The guide splits the quality assurance measure across two generic stages, namely: 1. Developing the Green Building Rating tool 2. Implementation and operation of the Green Building Rating tool. The development section delves into the criteria formation, stakeholder engagement and gaining the relevant industry and governmental support. The implementation and operation section refers to the management and delivery of the system to ensure there is the capacity to deliver and maintain the rating tool including ensuring the independence of those assessing the projects. These 2 stages should not be seen as linear stages. There would be a constant feedback loop and the rating tool would need to develop and evolve over time. The guide forms a working document and would be amended based upon users feedback and as our collective knowledge and experience grows. A simple checklist is provided as a summary and should serve as the basis for a quality promise to the users of the rating tool Finally, WGBC would encourage all rating tools upon establishment to consider to certify their certification process under a relevant international 3 rd party quality assurance assessment.
3 PART 1: DEVELOPING THE RATING TOOL This section addresses the basic quality assurance considerations that should be considered during the development of the green rating tool. This development phase considers the drafting of the criteria (be it the first version or a revision of an existing rating tool), the stakeholder involvement of the criteria development, and the testing of the criteria. Part 2 discusses the quality assurance dealing with organisational structures, independence, transparency and the general processes of certification. Although these elements are both linked and interdependent on each other, for simplicity they have been separated in this guide. 1.1 GENERAL QUALITY ASSURANCE PROCESSES The guide reinforces the process approach identified within ISO 9001 which should be considered when developing, implementing or improving the effectiveness of any process or product. The Plan-Do-Check-Act methodology is shown in figure 1 and will form the framework built upon in this guide. Figure 1 Plan-Do-Check-Act methodology (adapted from ISO9001:2008 p8) Such an approach emphasises the continual feedback loops required of any quality management system to measure the performance effectiveness of the rating tool criteria and certification processes, thus being able to make the necessary improvements.
4 1.2 CRITERIA DEVELOPMENT The criteria of the rating tool to which the building is marked against forms the most visible aspect of the rating tool s operation and is critical to the legitimacy of the tool. Therefore the objectives and requirements of the rating tool need to be defined and agreed upon from the outset. There would need to be a balance between the requirements of the customer and the environmental intent of the rating tool to facilitate the successful uptake of the tool. Figure 2 outlines the approach that should be adopted in the design and development of the rating tool. Figure 2 Product or service design process adapted from the Building and Construction Authority (BCA). For the rating tool to develop effectively it must be seen to be meeting the stakeholder s requirements in addition to the objectives of the organisation behind the tool. This means engaging the target customer(s) to ensure the rating tool will be used and thus would help shift the targeted market towards the goal of environmental sustainability. The rating tool must ensure that it follows the current regulatory requirements of the built environment of the country. In addition, due to the nature of building procurement, the relevant professional bodies would need to be engaged to provide advice on what is achievable within the market and their professional capabilities. Academic and research institutions can provide advice on various the criteria to stretch the industry as well as aiding in gathering empirical evidence for criteria robustness.
5 The draft criteria and processes for the rating tool should be subject to public consultations and reviews at key development stages and thus gain validation within the local context from those parties that would be using the tool as well as the target customers. In parallel with the criteria development, there would need to be the rating tool resources, development guides, method statements and technical documents that would need to be developed. These would detail the proposed assessment protocols covering how to apply for certification, at what stage of the lifecycle does the rating tool cover, what are the assessment processes and procedures to comply with and the documentary evidences that would be required. These elements would be considered and tested through pilot projects and refined through the relevant feedback channels that should be in place. In summary the criteria development should: Contain functional and performance requirements and these shall be complete, unambiguous and not in conflict with each other or any statutory requirements. Make due reference to the applicable statutory and regulatory requirements including local codes or standards of best practice. Identify and learn from international precedents of similar rating tools or guides but must not breach intellectual property rules. Respect other considerations that are context specific.
6 The questions to ask at the stage of tool development include: What stages of development will the rating tool cover design and construction, or design construction and operational performance? Will there be a validity period for the rating? What is the current market norm, what are the minimum regulatory standards that apply? Who is the target user of the tool, who will champion it and use it during the pilot phase? What building types will the rating tool cover? Is the tool focusing on the rural or urban context, or reflective of both. Does the country have large seasonal variations or geographic variations that are required to be taken into account of and if so how can this be incorporated? What is the level of capability within the industry, will training programmes be required as a part of the tool s implementation? What are the opportunities to maintain and develop existing local skills and incorporate the local vernacular within the tool? What are the applicable international best practices that can be applied, in terms of criteria formation, assessment processes or technical guidance? Any unique social or economic considerations that need to be identified and acknowledged within the tool? 1.3 ENGAGEMENT AND PILOTS With the draft criteria formed, identifying who to engage to provide detailed feedback on the criteria, the assessment methodologies and processes is important. With this feedback the tool can be developed and refined further. Those involved in the engagement and feedback should include professional bodies who represent the various interests of the construction industry. This would include, but not limited to Architects, mechanical, electrical, civil and structural Engineers, facilities and operations managers, contractors, developers and their representatives and various equipment and material suppliers. In addition, and in some situations, most critically it is vital to gain government support for the rating tool. With this support the rating tool could be used as a lever for government to draw upon for important sites as minimum requirements, or as a planning policy tool for development, as a driver for incentives, or a government commitment for its buildings to lead the industry. This level of support takes time but will drive the scheme forward. At a minimum the government must recognise the rating tool and should be engaged during the development. Thorough testing of the rating tool through a variety of pilot projects allows the criteria to be tested and refined as well as the tool s processes and procedures. The monitoring, measurement, inspection and tests of the criteria will identify if it meets the aims and intent that it was designed for. In addition through the use of real projects it will allow
7 the rating tool body to calibrate the rating levels and identify if the industry and related professionals have the capability to deliver the projects to the various levels stipulated. The pilot projects thus provide the feedback of if the tool is realistic, is it calibrated to the requirements of the industry. The subsequent review and evaluation of the rating tool based upon the engagement sessions and pilot studies should be conducted with representatives of the stakeholders concerned with the development of the criteria. The pilot testing provides a chance to ensure that the rating tool body has the resources and processes in place to operate the scheme. It allows the rating tool to ensure it is manageable for the launch and implementation, including building up the assessor network and required training materials. Engagement and Pilot Testing: Identifying the key stakeholders is critical to advance the rating tool, these should include developers, architects, and engineers, facilities managers, building users, main contractors and suppliers. Having government recognition and support is critical to the rating tool s long term success. Pilot testing with a champion developer or customer will allow the rating tool to iron out its processes, ensure there is enough capability both within the tool s implementation body, and the industry to using the tool. 1.4 CERTIFICATION The processes of the rating tool (or certification) will be discussed in part 2 however at the criteria development stages would have to be considered in terms of the grading of projects and to ensure the availability of resources upfront for the administration of the tool in operation. This includes the issued certificate or report requirements, inspection methods, assessment procedures and the necessary information contained within the criteria guidance or technical manual. The inspection methods and procedures should be defined clearly within the rating tool s requirements (or criteria). These guidelines should define unambiguously the requirements of those seeking to use the rating tool of how to comply and the evidence base required to demonstrate compliance. This level of detail can take the form of a technical manual, as criteria guidance notes and worked examples. The rating tool report or certificate that is given to the client should include as a minimum the identification of the issuing body (i.e. the name and address of the GBC in charge of the rating tool), the date the certificate was issued, the identification of the project that has been rated (the name and address of the client and project) and the signature (or indication of approval) by authorised personnel and the rating result. For more guidance refer to ISO/IEC 17020:2012(E) section 7.4.
8 PART 2: IMPLEMENTATION & OPERATION OF THE RATING TOOL 2.1 THE GBC & RATING TOOL ORGANISATION This guide is designed for the situation where the Green Building Council is the administrator of the rating tool. However, globally there are many different models of rating tool administration that are de-linked from Green Building Councils. These include being administered by government entities, by non-government organisations and professional research bodies. These other modes of green rating tool administration can still follow the quality assurance guide to ensure independence, transparency and consistency however may achieve these goals in a different manner. Figure 3: Typical model for GBC s who administer a Green Building Rating Tool With the GBC model it is the GBC that is the administrator of the Green Rating Tool. They would look after all the administrative issues, communicate results and be the issuing body for the certificate. The GBC may wish to contain an internal rating tool development team to define the criteria and the tool s procedures. This would follow the quality assurance requirements as discussed in part 1. The rating tool development team would provide guidance and clarification on the criteria interpretation to the certification team (the assessors). In the GBC context it is considered best practice to utilise assessors that
9 are a 3 rd party to the administration and development of the rating tool. Although in some instances this may not be possible, in which case it must be proven that the assessor would be independent from the project or from any lobbying interests that arise from GBC members. All assessors must be free from professional bias and free from commercial, financial or other pressures that would compromise the impartiality of the certification. As such a quality assurance checking process (as discussed in 2.5) shall be put in place for auditing the assessment reports and the documentary evidences submitted to ensure consistency and the proper implementation of the rating tool thereby creating confidence in the tool. 2.2 PROCESSES & MANAGEMENT The management of the tool shall have clear documentation explicitly stating the processes, the obligations of each party within the assessment. This supplementary to the clear guidance of the rating tool s criteria and assessment methodology. The management system shall address the following, adapted from ISO/IEC 17020:2012(E) for green building rating tools: Policies, definitions of responsibilities of all parties involved Operational method statement (administrative process manuals) Certification validity Document management system (document controls and record systems) Quality controls and internal audits Feedback framework including communication channels and processes for corrective actions. Complaints and dispute resolution The GBC that is operating the rating tool must be a legal entity so it can be held responsible for its certification activities under contract. The GBC must have insurance and financial protection from any liabilities that may arise from the operation of the rating tool. The rating tool s specific methods and procedures shall be articulated and fully documented. All written procedures, checklists and reference data shall be available to the relevant parties, including the customers, involved with the rating tool. The personal involved with the rating tool operations must be technically competent with experience within the built environment. The rating tool shall be managed to ensure impartiality covering the licencing of the assessors, the rating tool s organisational structure and administrative processes. The GBC needs to ensure there are a sufficient number of employees and external licenced personal to manage the expected volumes of projects being conducted. The rating tool in its operational method statement shall detail the employees roles, responsibilities and the authority that they command as well as the monitoring procedures in place to ensure satisfactory performance and consistency. The rating tool shall articulate a document management system that governs the use of the submitted documentation, the storage of the documents, the protection of the intellectual property and policies detailing the distribution controls. This includes
10 physical copies and electronic formats. The management system will identify the required document retention time for record keeping, the retention period will be based upon project length, certification period and if there are any recertification procedures. The document management system will identify and make known to the client upfront, the information that will be placed in the public domain. All other information submitted shall be treated as confidential. Finally the management system will detail the procedures of how the documents are to be disposed when no longer required (obsolete). 2.3 IMPARTIALITY & TRANSPARENCY The core requirement of the implementation of a rating tool is to assume impartiality in the assessment. This means that personal interests, commercial, financial or other pressures or relationships between those being assessed and those assessing must be allowed to compromise the impartiality of the rating process. The use of third party assessors introduces a risk of reducing the impartiality if not managed correctly, therefore it is vital that the rating tool develops detailed guidelines for the assessment of projects and there is a quality control process. The guidelines for safeguarding the impartiality shall be formally documented for transparency and be used to to ensure that the stakeholders or other external forces are balanced in their representation in any rating, project review or development process. The guidelines shall contain formal rules for the appointment of evaluation committees, the engagement of the rating tool assessors, the competency requirements of the personnel and the assessment review processes. The competency requirements of the personnel involved in the administration, development and assessment of the rating tool and the appropriate training that they shall receive shall be stipulated. This would cover the relevant professional experience, level of qualifications and the continued professional development commitments. The guidelines thus make it transparent as a part of the rating tool s procedures for the selection, the training and licencing of the assessors. For transparency, there should be an assessment review process conducted by person(s) who have not been involved with the assessment process. As such each project must have an auditable trail of evidence that can be reviewed. These requirements would be captured in the rating tool s document management record system of the assessment reports and the documentary evidence. The reviews can be in the form of committee reviews, management reviews or independent internal audits. The decisions shall be documented.
11 Impartiality: The Rating Tool assessment personnel shall not be involved in the building procurement or linked to any of the parties involved in the building procurement (design, construction, suppliers, installation or maintenance) of the project being rated. The rating tool personnel shall be adequately qualified and be provided with training and shall be subject to continuous professional development. Clear compliance guides and reporting tools be utilised to ensure consistency is maintained between assessors. The GBC structure with a large number of stakeholders and who directly or indirectly fund the GBC s activities shall have no influence to the outcome of a rating however can be part of a rating review panel. The GBC shall provide adequate safeguards to ensure the independence of the rating tool assessment covering the policies of the tool, the commercial considerations, and the transparency of the rating process. 2.4 FEEDBACK LOOPS & DEVELOPMENT The rating tool is a product that like any other, that is developed for a customer who in this case is usually the building owner or developer. The rating tool due to the complex nature of the built environment and the relationships with numerous stakeholders will affect the work of the professionals involved in procurement, contractors, suppliers as well as policy makers, regulators and academics in addition to the general population. Therefore it is critical to identify and work with the core stakeholders to continually develop both the rating tool content and the operational processes of the rating tools implementation. This is shown in Figure 4 below.
12 Figure 4: Feedback and continual improvements of the rating tool. Adapted from ISO 9001:2008 page 8. The rating tool shall include a documented process for communication procedures including the handling of enquiries, customer feedback and complaints. The feedback framework must include avenues for stakeholder feedback to be analysed and in the case of customer complaints this includes the use of formal channels for dispute resolution. To monitor the general perception of the customer the use of open feedback channels such as customer and stakeholder surveys are recommended. The feedback framework shall incorporate procedures to review the rating tool and its management system at various intervals through studying: The results and conformity of the rating tool assessments to the internal quality assurance processes. Customer feedback Assessor / auditor feedback Stakeholder feedback (professional, academic, user, government etc.) Process performance speed, efficiency, numbers of complaints, common issues and complaints. International benchmarking and peer reviews Research and development studies. Status of corrective actions from previous reviews
13 Recommendations for process and/ or criteria improvement from both inside the rating tool administration and from the stakeholders and customers. The result of the review should detail and implement the recommended actions to improve the processes of the rating tool, including the assessment methodology, the rating criteria, the management systems and general administration of the rating tool including the resource distribution. 2.5 INTERNAL AUDITS There is a need to ensure the rating tool criteria is being effectively and consistently implemented across the projects and assessors. As such the rating tool administrator (the GBC) shall establish procedures for internal audits to verify the rating tool is being effectively implemented. The audit criteria, scope, frequency and method shall be defined to ensure safeguards at various steps and the processes communicated to parties. The internal audit or assessment review process shall be conducted by person(s) who are qualified and knowledgeable in the requirements of the rating tool and have not been involved with the assessment process of the work being audited. The outcome of the audit shall be formally recorded and communicated. Where a nonconformity is identified any actions or procedures that are required to rectify the non-conformance shall be communicated. The results of the audits must be fully documented and form a part of the rating tool review process to aid with calibration measures amongst the rating tool assessors and to aid future criteria development and compliance interpretations. Once the rating tool report has satisfied the internal audit can the result be issued by the management of the administrator of the rating tool, (the GBC). There are numerous good examples of internal auditing policies in rating tools such as BRE Global Scheme Document SD5070: BREEAM and CSH: Operational Guidance, 2012 Internal Audits (key ingredients Adapted from ISO/IEC 17020:2012(E) pg14: The procedures shall define the audit requirements that include the assurance of impartiality of the audit and the transparency of the documentation. The procedures shall define the audit processes for identifying nonconformities, the actions to correct the nonconformities, the process of recording the results of actions taken and the timeframe in which to implement the corrective actions. The internal audits shall document the procedures and potential actions to prevent recurring nonconformities. Where analysis identifies common nonconformities procedures for preventative action shall be established and recorded. This forms a part of the feedback and review process
14 QUALITY ASSURANCE CHECKLIST Define, implement, and maintain a quality management system in accordance to the principles of ISO 9001 / ISO / ISO 17065, or other internationally recognised guidance. Determine the interaction and relationship between the various parties involved with the rating tool, namely the users, the assessors / auditors, the scheme administrators, the scheme developers and articulate this clearly. Make readily available information regarding the rating tool, the criteria, the intent (aims) and the acceptable methods required to demonstrate compliance to achieve certification. Publish the management system documentation that details the responsibilities and obligations of the parties involved in the rating tool. Ensure the availability of resources necessary to manage the operation of the rating tool, from administration through to the assessors / auditors of the scheme. Have a comprehensive feedback loop for continual improvement and for customer service issues. Publish the quality policy and objectives of the rating tool including a statement of commitment from top management. Determine the necessary competence of the personnel involved in the various aspects of the rating tool and ensure the personnel involved meet this.
15 Written by: Benjamin Henry Towell Building and Construction Authority, Singapore; Rating Tool Task Group Chairman With inputs from: Robert Milagre GBC Australia Ana Cunha France GBC With Thanks to: Spring Singapore for the provision of the ISO guides to aid the development of this guide. An Initiative by the World Green Building Council Rating Tools Task Group: Ms Romilly Madew Mr Jorge Chapa Ms Ana Miguel Cunha Mr Peter Mösle Mr Johannes Kreissig Ms Leong-Kok Su Ming Mr Benjamin Towell Mr Bruce Kerswill Mr Manfred Braune Ms Anna Surgenor Mr Brendan Owens Ms Michelle Malanca Australia Australia France Germany Germany Singapore Singapore South Africa South Africa United Kingdom United States of America United States of America
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TOTAL QUALITY MANAGEMENT II Chapter 13: QUALITY AUDIT Dr. Shyamal Gomes Introduction: The term audit was defined in the 16th Century as the official examination of the accounts with verification by reference
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CHAPTER 18: QUALITY MANAGEMENT IN VTS Background At its twenty-fourth session, the IMO Assembly adopted resolution A.973(24) on the Code for the Implementation of Mandatory IMO Instruments and resolution
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What should I look for when I have an Inspection need? 3 How do I gain confidence in an 4 How can accreditation of the inspection body by an ILAC accreditation body member provide confidence? 6 How can
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IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement
Cyber Security Consultancy Standard Version 0.2 Crown Copyright 2015 All Rights Reserved Page 1 of 13 Contents 1. Overview... 3 2. Assessment approach... 4 3. Requirements... 5 3.1 Service description...
Item: 16 Page: 5 1. Purpose 1.1 Improving Choice in Verification of Building Standards. A Scottish Government consultation on the introduction of the National House Building Council (NHBC) for the verification