Increasingly their job is to provide services that will add true value for clients, says Heidi Franck, Director of Intigra.

In the past, the QS was required to draw up a standardised set of quantities, providing a simple basis for comparison of, say, contractor prices. However, says Franck, the development of technology and automation means that the time taken to prepare such quantities has decreased significantly. As a result, the QS’ role has evolved, and is now more akin to that of a cost consultant.

“Today, the services offered by the QS’ are more strategic in nature,” Franck explains. “Increasingly, we are getting involved in planning and managing costs. This adds significant value for the client, as they have a trusted party to take control of costs and report on these issues. This allows them to assume a ‘hands-off’ role and concentrate on their core business.”

According to Franck, clients should select a QS on the basis of their skills and knowledge and the ability to adjust to the changing environment. For example, it’s important that the QS is able to plan and manage the costs of construction projects. “They should be able to participate in financial management and wealth creation; their skills should extend to being able to advise clients in this regard,” she says. QS’ should also be able to take a proactive stance when it comes to solving problems. This requires thinking creatively around changes in clients’ requirements, the environment and the economy, and being able to identify and evaluate alternative solutions.

Value management is another process where QS’ should distinguish themselves. Franck describes this as “a process where the QS examines the development and strives to find alternative options that will enable the building to deliver higher rentals at lower costs, whilst eliminating unnecessary costs that don’t add value.” Often, this means examining the building for frills that add to the cost of construction, but don’t add value. For example, perhaps a water feature or statue has been planned as part of the design. It is up to the QS to determine whether this will, in fact, benefit tenants and whether the client can increase rent accordingly. “It’s the job of the QS to suggest alternatives, explain how these will work to the client’s advantage, and generally provide guidance.”

Franck notes that, just as the QS has evolved from conducting measurements to value providing management, the next step is to provide asset management services. This means that they will not only be involved during construction, but will also assist with any key investment decisions that must be made beforehand, advising on changes that might impact the value of the building. Nor does their involvement with the project end along with construction; rather, they remain on hand to provide financial, legal and contractual advice.

She maintains that there will be more even changes in the QS’ role in the future. “Our jobs will continue to evolve along with technology,” Franck says. “Given that the QS’ basic training involves elements of maths, law and economics, we have a broad knowledge base which enables us to develop our services further so that we are continually adding value for clients,” she concludes.