Useful Tips for Completing BREEAM Assessments Part 1

The following tips provide an insight into some of the most common issues arising during BREEAM assessments, including BREEAM strategies, targeting of essential credits, minimum evidence requirements, risk management procedures, and much more. Each tip is based on the author’s views, knowledge, and experience of delivering BREEAM assessments, and how the pitfalls associated with credit validation can be avoided. It assumed the reader has a basic understanding of the BREEAM process and the sequence of certification. It is emphasised that no distinction has been made between any of the construction procurement routes, although this will have some bearing on the overarching BREEAM strategy.Tip 1: Project Teams should liaise closely & communicate with BREEAM Assessors on a regular basisBREEAM is an environmental standard that recognises buildings for the mitigation and/or removal of any adverse impacts that may occur on the local and wider environment. The assessment adopts a sliding scale approach [credit-based system] of which several credits have minimum requirements, with the remaining credits tradable. Upon validation of each targeted credit, these are converted into points, which in turn are converted into an overall BREEAM rating for the building at either Pass, Good, Very Good, Excellent, or Outstanding.When completing BREEAM assessments, it is often assumed the BREEAM assessor will provide all the answers to all the questions that arise during the development, and this is understandable, given it is the assessor who is deemed to be the expert in the subject. However, project teams should be aware that a BREEAM assessor’s input will differ on many aspects depending their experience, background and scope of appointment.Depending on the type of development being assessed and the criteria associated with each of the targeted credits, it is very likely a BREEAM assessment will have an impact on every aspect of the design, construction, and occupation of a building. This means that action needs to be taken at the early stages of a development in order to avoid losing any valuable and available credits. But, who is responsible for taking the lead on this issue?It is essential that clear instructions are given to the project team as to who is responsible for supplying, gathering, and issuing the relevant evidence needed for compliance, and at what date this is to be submitted to the assessor for review and validation. Many BREEAM projects fall short of this advice, only to find out that completing an assessment based on the assumption that someone else will provide the evidence often ends up in difficulties for the team. To overcome this problem some organisations appoint internal BREEAM co-ordinators who liaise directly with the appointed BREEAM assessor. This is a good approach and is highly recommended, as it is an effective way of lessening the burden of complying with the BREEAM criteria, both at the design and post-construction stages.Tip 2: Identify which version of BREEAM is being assessedThe BREEAM standard has changed on several occasions since its original launch in 1990, and at present there are numerous versions of the scheme in operation, covering BREEAM 2006, 2008, 2011 and 2014. As each different version of BREEAM was introduced, the way of complying with the credit[s] criteria has also changed, which is a factor that has challenged many project teams on many occasions, and one that continues to this day.

The following sections outline a number of credits that appear to be similar in context; however, they are assessed and validated in different ways under the different versions of BREEAM.Example No. 1: Under BREEAM 2006, the method of demonstrating compliance with the credit criteria was for project teams to provide a design stage commitment [only] that a specific material specification[s] and/or a design option would be included within the development’s specifications. This was a relatively straightforward condition to achieve, and it did not pose significant challenges to the developments.However, when BREEAM 2008 was launched, it brought in some significant changes, in particular, the need for BREEAM assessors to validate post construction evidence, as well as complete a post construction site visit and report. At the same time, a rating of Excellent was established.Example No. 2: Under BREEAM 2008, the view out and glare control credits were assessed separately using separate criteria, however under BREEAM 2011 these credits were coupled together, which meant project teams had to demonstrate compliance with both issues in order to gain a single credit. This was considered difficult to achieve, and under BREEAM 2014 these credits were once again decoupled.Example No. 3: Under BREEAM 2008, 2011, 2014, the recycled aggregates credits are assessed in differing ways. Under 2008, the basic requirement is for 25% of the total aggregateto come from recyclable sources, i.e. if a development uses 1000m3 of aggregate then 250m3 needs to come from recyclable sources to be deemed compliant. Under BREEAM 2011, the 25% total target remains, however there is also a requirement for individual building elements that use an aggregate to have their own percentage targets. For example, a concrete structural frame would require 25%, pipe bedding 50%, gravel landscaping 100%, etc. Under 2014, the percentage targets for each element have once again changed. The message here is, be aware which version of BREEAM is being assessed as the credit criteria can differ widely from what appear to be the same credits.Tip 3: Be aware of the BREEAM Assessor’s scope of appointmentThere are several ways of appointing a BREEAM assessor, and as with any other construction consultant, the scope of their services can vary. This is an important issue to consider as it influences who is responsible for determining the BREEAM strategy, who is responsible for identifying the credits at risk, and who is responsible for coordinating and submitting the documentary evidence needed at both design and post-construction stages.BREEAM assessors [usually] offer consultancy services that can range from an assess-and-validate-only basis to a fully engaged “BREEAM consultancy service”, with each type of service bringing its own advantages and disadvantages. Project teams need to be aware what the BREEAM assessor has been appointed to do, and even more so what the assessor has notbeen appointed to do. Many project teams can overlook this issue and quickly run into complications, in particular, at the post-construction stage, when the assessor will request, gather, and validate the evidence necessary to support final certification.In some situations, projects can progress towards the later stages of construction with no individual picking up the need for checks and balances. It is assumed the assessor will be able to endorse the targeted credits regardless of any lack in quality and/or substance of evidence. This scenario can quickly lead to problems, and in certain circumstances almost impossible to rectify. For example, where an Excellent rating has been specified the ecology credits are crucial, this means a BREEAM compliant ecologist MUST BE appointed at the right time to complete a site visit prior to the main contractor starting on site. All too often this prerequisite is missed and the targeted credits are compromised.Another example, is the targeting of energy credits. In this situation credits deemed available are based on assumption that the SBEM will return favourable results. When the SBEM is completed it has either been reduced in specification and/or the targeted credits have been over-estimated. This is exacerbated as energy credits have higher weighting than many other credits within the assessment. For example, under 2011 a Management credit is worth half a point, whereas an ecology credit is worth a full point i.e. one ecology credit is worth approximately two management credits. The above issues can be avoided by establishing at the very outset of a project the scope of the BREEAM assessor’s appointment.Tip 4: Avoid assuming pre-assessments issued at tender stage are accuratePre-assessments issued at the tender stage are generally completed by assessors based on experience gained on previous projects, and basic assumptions as to what credits may/or may not be available. In many cases, the pre-assessments are issued within tender documents in order to provide the tenderees with an indication [only] as to what the client is anticipating from the BREEAM strategy. Overall, the majority of assumptions are correct and the credits are validated; however, there are a few credits that are difficult to validate, and in some instances, unachievable. This is an issue that can cause difficulties for the project team as the development progresses.A BREEAM pre-assessment is a live and working document that will fluctuate over the course of a development. The document is often used to highlight what credits are considered to be achievable at a given time, what credits have been targeted and the predicted score. Pre-assessments issued at the tender stage are the earliest attempt at establishing a BREEAM compliant strategy, and therefore the credits should remain at risk until fully validated.It is very unlikely a tender pre-assessment will contain all the information needed to validate the targeted credits due to the amount of work involved for the assessor, and the level of unknowns during the tender stage. For example, to validate the transport credits the assessor would have to establish the rail and bus links to and from the site, confirm compliance with the travel plan, assess the number of car parking spaces against the number of building users/visitors and confirm local amenities within a set distance to/from the site. To validate the energy credits the assessor would need to be in possession of the M&E design, have confirmation of the SBEM/DSM results, calculate lighting data, and so on. Where a project is using a design and build procurement route, this information is often unavailable; therefore, the credits cannot be fully validated [at best]; an educated guess is all that is available to the assessor at this stage.

A further issue to be aware of is the risks associated with credits that have been tagged as “further potential”, i.e. used to increase the BREEAM score and/or offset credits dropped during the development. These credits are usually on the proviso that the project team completes a certain action and/or includes a certain specification at a predefined time. This approach can cause problems, as when the time comes to validate these credits it is found they are not available as the team did not complete the action and/or include the specification at the appropriate time.Tip 5: Appoint the right consultants at the right timeBREEAM assessments cover all aspects of design, construction, and occupation of a building, and will [on most occasions] require the services of additional consultant[s]; depending on the scope of the assessment, the BREEAM rating is specified, i.e. Good, Very Good, Excellent and the number of available credits at a particular site. One of the main issues to consider is that some consultant credits are time-barred, which means that if they are not validated at the correct time they become unavailable. This oversight can generate expensive uplifts in specifications and materials to make up for the shortfalls, and in some circumstances can lead to an outright failure to reach the target rating [in particular on Excellent buildings].An example of consultant time-barred credits, and the various stages at which they should be appointed, are outlined as follows:BREEAM 2014: Accredited Professional, RIBA Stage 1; Life Cycle Analysis, RIBA Stage 2; Security Specialists, RIBA Stage 2; Low Carbon Feasibility Studies, RIBA Stage 2; Passive Design Analysis, RIBA Stage 2; Climate Change Adaption Analysis, RIBA Stage 2; Functional Adaptability, RIBA Stage 2; Le4 Qualified Ecologist, RIBA Stage 1.The above list relates only to BREEAM 2014; therefore, where different versions of BREEAM are being assessed, timings should be checked for certainty. In addition, there are several other consultant-related credits that are not time-barred, which may be required depending on the BREEAM strategy, i.e. Acousticians, Thermal Modellers, Air Quality Testing, Lift Analysis, etc. The message here is, if additional consultants are going to be included and/or they are targeted as part of the BREEAM strategy and if they are time-barred, they need to be appointed at the correct RIBA Stage; otherwise, they cannot be validated as compliant during the post-construction stage.

Health Insurance Rate Increases And Grandfathered Health Plans – Should You Go Down With The Ship?

Everybody is getting large health insurance rate increases this year. The size of the increase is making many people look for alternative health insurance plans. One type of plan is being especially hard hit with double digit increases, and those are grandfathered health plans. We’ll cover what’s happening and what you can do to protect yourself from the rate increases that are taking place.

You may be thinking, “What’s a grandfathered health insurance plan?” The answer is, if you have a health insurance plan that was in place on March 23rd of 2010, and you haven’t made any changes to your plan, you’re still in the same plan, then you have a grandfathered health insurance plan. If you’ve been in the same plan for 5, 10, 15 years, then you have a grandfathered health insurance plan.

Grandfathered plans have some special exemptions and characteristics, so we need to go over those in a little bit more detail. The easiest way to do that is to tell you a story about a recent client. That client’s name is Barry.

Barry and his wife are 52, and they have two daughters; one 21, and one that’s 16. Barry shared with me that their letter basically told them their new rate was going up almost 24% and they would be paying $1389 a month. They were in an Anthem PPO Share 5000 plan, and they’d been in that plan so long, he didn’t even remember when they actually started it. The rates had increased progressively from one year to the next.

But this year, the rates were finally high enough that he said he didn’t want to pay that much anymore, he wanted to find an alternative. So he called his agent, and then he called Anthem Blue Cross directly. In both cases, they told him to “just ride it out” and wait to see what happened in 2014, after the Affordable Care Act kicked in. That wasn’t an answer Barry was willing to live with because he wanted a solution today.

So when Barry called he shared the above information and his fear that he would have to pay higher rates. When queried about the health characteristics of his family, he said they were all healthy, and that other than one or two colds, they did preventive care and that was pretty much it. Their current plan was very rich in benefits that they weren’t making use of, based on what he’d described.

After running a set of quotes for the family, and scanning all of the different options, it became clear that one of the best options for them was the Health Net PPO Advantage 3500 plan. The reason is because it gave them two office visits for a simple copayment, and then all of the preventive care was free. That’s not something that they had in their PPO Share plan. They actually have to pay for their preventive care as part of their deductible costs in that plan.

The monthly premium on that Health Net plan was only $480 a month, so they were saving a little over $900 per month, or $10,900 per year. Barry really liked that. But he said, “There’s a big difference in benefits between these two plans. Can you show me a plan that’s a little bit closer to the benefits we have in our grandfathered plan, but at a lower cost?”

So looking through the list again, the closest match was the Cigna Open Access 5000/100% plan. It has a $5000 deductible and has unlimited office visits, which is very similar to the plan they currently have. But the monthly premium is only $928 a month. They could still save almost $500 per month, and $5500 in savings over the course of a year. Now, I don’t know about you, but saving $5500 to $10,900 is a pretty substantial amount of money for any family. Barry loved the heck out of that.

But he was still a little bit concerned. He said, “I like those plans, and I’m glad that there is an option that looks like it could save us a ton of money. But what am I giving up if I leave this grandfathered plan?” He needed to know what the advantages and disadvantage of a grandfathered plan are.

Advantages Of Grandfathered Health Plans

The advantage is that it’s outside of the Affordable Care Act. It’s not regulated, so it doesn’t have to have all the essential health benefits, and it doesn’t have to add all the extra benefits required by the Affordable Care Act. So hopefully, it’s going to have a lower cost. But that’s the only advantage of a grandfathered plan.

Disadvantages Of Grandfathered Health Plans

There are a number of disadvantages to grandfathered plans. First of all, they don’t free preventive care. For a family that has people over 50, that can actually be pretty substantial when you start looking at colonoscopies once every few years or so.

Secondly, in all health insurance plans, when it initially starts and gets to its largest size, there’s a pool of people that are inside of that plan. The premiums that the pool of people pay, covers all of the medical expenses for everyone in the plan. But over the years, as people leave that plan and move to lower cost plans or plans that better fit what they currently need, the number of people in the plan shrinks. This the typical lifecycle of a health insurance plan. At some point, the people that are left in the plan are either people that just never bothered to leave, or people that have health conditions that prevent them from being able to leave the plan. At that point in time, the rates for the plan start to climb much faster than the rates in other plans.

The last nail in the coffin for grandfathered plans is that because it is outside of the Affordable Care Act, come 2014 when the rates go up yet again, people on the grandfathered plans are not going to be able to qualify for subsidies. So they’re going to get no financial assistance at all, they’re going to have to pay for all their preventive care, and the rates on their grandfathered plan will increase again, so it probably isn’t going to make a whole lot of sense to stay in the old plan.

At that point in time, Barry was pretty much ready to change plans. He understood why his plan was going up so much; he liked the fact that there was a solution for him; and he actually started to get kind of frustrated. He said, “My agent and the Anthem Blue Cross representative both told me I should ride this out. Why did they do that? That doesn’t make any sense.” Not wanting to say something bad about somebody else, I told him that if he had asked the same question a year ago, I would’ve said to let it ride. Just stay in there and wait for more information, because nobody knew what the Affordable Care Act plans were going to be, and nobody knew what the rates were going to look like on the new plans.

However, a lot has changed since January of last year. During the summer and fall, the Affordable Care Act “metal” plans were described. Not the specific benefits, but what they’re going to look like in terms of benefit levels. The insurance companies, have given indications about what the pricing is going to look like for these new Affordable Care Act plans. What they’re saying is that the average cost is probably going to be anywhere from $300 to $500 per person each month. So for a family like Barry’s, it’s anywhere from $1200 to $2000 per month. The cost of the Affordable Care Act plans and his current grandfathered plan are pretty much even right now, and his plan is going to go up even more next year.

Barry decided there’s really no benefit to staying in his grandfathered plan, because he’s not going to get any subsidy help, and he’s not going to get free preventive care in the grandfathered plan.

The end of the story is that Barry’s family was accepted, and they were going to take a dream vacation this year, using some of that $11,000 they’re no longer paying to a health insurance company.

As you can see from this case study, it’s really important that you stay on top of what’s happening with the Affordable Care Act, because things are going to start moving very quickly this year. States and the feds are beginning to quickly build the exchanges, and the insurance companies are creating the new metal plans to go inside and outside the exchanges. Knowing what steps you should take to position yourself and your family to be able to make a smooth transition to the new Affordable Care Act plans is important.

If you have a grandfathered health plan there are some exemptions that you have to consider, along with determining where your grandfathered plan is in its lifecycle, to determine if it makes sense to stay with the plan you currently have, or if making a change is a better option. There’s no sense going down with the ship if you don’t have to.

Four Reasons Why Small Business Fail To Plan and Why They Need To Think Again

It is so widely acknowledged that a robust business plan is one of the key ingredients in small business success, it seems remarkable that anyone serious about their business could considerable it optional. For example, Business Link say, “It is essential to have a realistic, working business plan when you’re starting up a business”. A recent survey showed that small businesses were twice as likely to be successful with a written business plan as compared with those without one. The Times in their annual round up of 100 up and coming UK businesses suggest that “poor business planning” is a key reason for failure. Indeed, it’s almost impossible to find an authority that would advocate the opposite idea, a clear signal that this idea is accepted wisdom. Despite this, a recent survey shows that two thirds of small business owners run their businesses on gut instinct alone.

I had a very interesting discussion about this a couple of days ago with a good friend of mine who has run several successful small businesses in which he posited the idea of a “planning gene”. He felt that the only possible explanation for the lack of proper planning in small business was genetic.

According to his theory, the majority of people are born without the “planning gene” and this explains why so many people don’t have any written business plan, despite the overwhelming evidence of a high correlation between a robust and vigorously implemented business plan and business success. The majority of us are simply not biologically and genetically wired to plan.

This is certainly one explanation, although I have to say I have a few reservations as to the validity of his theory. I talk with small business owners about planning every day. I’m part of a small business myself. I’ve owned several small businesses over the last ten years each with varying degrees of success. In all those conversations and all that experience, this was the first (semi) serious discussion I’d had about the planning gene.

If I was to aggregate the results of the conversations I have had with actual and prospective customers on this topic, four distinctive strands emerge explaining why small business owners fail to plan. Whilst I have heard a few other explanations for the lack of effective small business planning, I am treating these as outliers and focusing on the most significant.

I’m Too Busy To Plan – More often than not, the small business owners we talk to tell us that proper planning is a luxury that only big business can afford. For them, business planning, if done at all, was a one-time event that produced a document for a bank manager or investor which is now gathering dust in the furthest recesses of some rarely opened filing cabinet. There just aren’t enough hours in the day and if forced to choose, they would do the real, physical work and leave the mental work undone, which seems to be the poor relation at best, if it is even dignified with the status of work at all.

Traditional Planning Doesn’t Work – The “I’m too busy to plan” excuse is often supplemented with this one. I’ve heard the stories of the most legendary construction overrun of all time, The Sydney Opera House, originally estimated to be completed in 1963 for $7 million, and finally completed in 1973 for $102 million, more times than I can remember. Sometimes, this idea is backed up with some actual research, such as the fascinating study by several eminent psychologists of what has been called the “planning fallacy”. It seems that some small business owners genuinely believe that mental work and planning is a bit of a con with no traction on physical reality.

My Business Is Doing Fine Without Detailed Planning – A minority of small business owners we speak to are in the privileged position of being able to say they’ve done pretty well without a plan. Why should they invest time and resources into something they don’t appear to have missed?

Planning Is Futile In A Chaotic World – Every once in a while, we hear how deluded we are to believe that the world can be shaped by our hopes and actions. This philosophical objection to planning is perhaps my favourite. It takes ammunition from a serious debate about the fundamental nature of the universe and uses it to defend what almost always is either uncertainty about how to plan effectively or simple pessimism. This is different from the idea that planning doesn’t work as these business owners have never even tried to form a coherent plan, but have just decided to do the best they can and hope that they get lucky as they are knocked hither and thither like a steel ball in the pinball machine of life.

As with all of the most dangerous excuses, there is a kernel of truth in each of these ideas and I sympathise with those who have allowed themselves to be seduced into either abandoning or failing to adopt the habit of business planning. Most small business owners feel the same dread in relation to business planning as they do to visits to the dentist, so it’s unsurprising that so many simply don’t bother. However, by turning their backs completely on planning, they are in danger of throwing the baby out with the bathwater. Taking each idea outlined above in turn, I’ll attempt to show why business planning is critical, not just despite that reason but precisely because of that reason.

I’m Too Busy Not To Plan – Time is the scarcest resource we have and it is natural that we would want to spend it doing those things that we believe will have the greatest impact. Of course, we want to spend most of our time producing, but we should also invest at least some time into developing our productive capacity. As Stephen Covey pointed out in his seminal work, “The Seven Habits of Highly Effective People”, we should never be too busy sawing to sharpen a blunted saw. Planning is one of the highest leverage activities we can engage in, as when done effectively it enhances the productive capacity of small businesses, enabling them to do more with less. Nothing could be a bigger waste of precious time than to find out too late that we have been using blunt tools in pursuit of our business goals.

If we as small business owners weren’t so busy and time wasn’t so scarce, then we wouldn’t have to make choices about what we did with our time and resources. We could simply pursue every opportunity which presented itself. However, for the busy entrepreneur, the decision to do one thing always has the opportunity cost of not being able to do something else. How can we be certain that our business is going where we want it to go without pausing regularly, scanning the horizon and making sure not only that we are on track but also making sure that we still want to get to where we are heading? I believe more time is wasted in the single-minded pursuit of opportunities that are not right than is wasted by over thinking the opportunity of a lifetime.

In short, small business owners are extremely busy and their time is precious. So much so that to waste it doing the wrong things with the wrong tools would be tragic. Small business owners that cannot afford the luxury of making expensive mistakes simply must regularly sharpen the saw through continuous business planning.

Traditional Planning Doesn’t Work, So We Need a New Approach That Does – There are some fairly large question marks over the effectiveness of traditional business planning techniques. In an age where business models are becoming obsolete in months rather than years, a business plan projecting five years into the future cannot be viewed as gospel. Nobody has a crystal ball and if they did, they probably wouldn’t be writing business plans but using their remarkable predictive powers to some more profitable end.

Dwight D Eisenhower said “plans are useless, but planning is essential”. Whilst producing a document called a business plan is far from useless, the real value lies in the process by which the plan is created in the first place. If this process can be kept alive in a business then the dangers associated with traditional planning can be minimised or avoided all together. In an environment of continuous business planning, small businesses can be flexible and adaptive to the inevitable changes and challenges they will face. Rather than quickly becoming obsolete, their plan will simply evolve with the changing circumstances.

Accepting that the plan is a living thing that will evolve necessitates a change of approach to business planning. An effective business plan is the response to the repeated asking of the questions what, why, how, who and how much. It is not a 20 – 30 page form to fill in for the benefit of a bank manager or some venture capitalist, who will probably never fully read it. A business plan should help you, not hinder you, in doing business. If traditional business planning doesn’t work for you, it’s time to embrace the new paradigm of continuous business planning.

My Business Could Do Even Better With Effective Planning – If you are one of the lucky few whose business has thrived despite an absence of traditional business planning, then I say a sincere well done. I hope that you can say the same thing in five years time.

Business life expectancy in Britain and across Europe and indeed the world are in rapid decline. A study done at the end of the eighties and then again as we marched into the new Millennium showed that life expectancy had more than halved for British businesses in those ten years, from an average of 9.7 years to 4.1 years. Just because a company once enjoyed market leadership does not mean that its future is assured. Many high street institutions have fallen victim to the recent recession. Five years ago it was inconceivable that UK retail institutions like Clinton Cards, Game, Borders, Barratts, T J Hughes, Habitat, Focus DIY, Oddbins, Ethel Austin, Principles, Allied Carpets, Woolworths, MFI and Zavvi/Virgin Megastore would all be either out of business or teetering on the brink of oblivion in 2012. Yet that is exactly what has transpired.

Any business from the smallest to the greatest is not impervious to the winds of change. A new competitor, a technological breakthrough, new laws or simply changes in fashion and consumer preference can all re-write the future of a company regardless of how bright that future once seemed. It is precisely because these risks exist that business planning is critical. To survive in business is extremely hard, but failing to effectively plan for the future or adapt to current realities surely makes it impossible and failure inevitable.

Of course, it is not necessarily the absence of plans that did for these companies but the quality of their plans and most especially the quality of their implementation. Even a poor plan vigorously executed is preferable to the finest planning and research left to rot in a drawer. Continuous business planning is effective business planning because it emphasizes implementation and regular reviews of real results as part of what should be a continual process of improving company performance rather than simply attempting to predict the future and wringing our hands when our prophecy fails to come true. We believe, like Peter Drucker, that the best way to predict the future is to create it.

Planning Is Essential In A Chaotic World – We sometimes feel small and insignificant as we try against all odds to translate our dreams into business reality. It’s easy to feel all at sea when we consider some of the challenges we face. However, whilst it is true that we cannot control the direction of the wind, we can adjust our sails and change the direction of the rudder. Difficult and challenging circumstances may come in our lives, but we can control the outcome of these circumstances by choosing which path to take.

The truth is that we are fundamentally achievement orientated as human beings. When this is taken away, we lose much of the energy and motivation that propels us forward. There have been numerous studies carried out on life expectancy rates after retirement, which show that when clearly defined goals and daily action moving in the direction of those goals are removed from our lives, the result is literally fatal. The individuals studied who failed to replace their career goals with a new focus for their retirement simply shriveled up and died. The implications for small business owners are clear. Those business owners with clear goals who take action daily that propels them in the direction of their goals are far more likely to thrive and survive than those who take any old goal that comes along or move from day to day with no defined objective other than survival.

It seems to me that precisely because life is so chaotic and challenging that effective planning is essential. Without continuous business planning, our businesses and the small business owners that work in them may find that bit by bit they are atrophying and on their way to becoming another business failure statistic.

There undoubtedly exists an antipathy for business planning felt by many small business owners. Clearly, this cannot be fully explained by the lack of a “planning gene”, but it equally cannot be fully justified by the reasons most commonly put forward by small business owners to not engage in the business planning process. These reasons must be critically re-evaluated and a commitment made to a continual and never ending process of improving the condition of their small businesses. Without such a commitment, the future for small businesses in the UK is uncertain.