Definition

In an APC context, the resources required to run a business are the inputs that a surveying practice must secure, deploy and manage to deliver its services and achieve its commercial objectives. Resources are typically categorised as human, financial, physical, and information or knowledge resources, each of which must be planned, monitored and maintained.

Why this matters for Business Planning

  • Level 1 knowledge: you must identify the main categories of business resource and give relevant examples for a surveying practice.
  • Business planning is about aligning resource availability with strategic objectives; understanding what a practice needs helps managers identify gaps, plan acquisition and monitor use.

Key principles

Human resources

Human resources are typically the most significant cost and the most critical differentiator for a professional services firm. They include qualified surveyors at all levels, technical specialists, graduate trainees, support staff and management. Key planning considerations include headcount relative to workload, skills gaps and succession planning for key roles.

Financial resources

Financial resources encompass working capital, fee income from client instructions, and any reserves or external funding. Cash flow management is the most pressing challenge for most practices: firms can be profitable on paper but cash-constrained if invoice payment is delayed. Consistent reliance on an overdraft signals a structural resource imbalance.

Physical resources

Physical resources include office accommodation, survey equipment, vehicles and IT hardware. The quality and currency of these resources directly affects service quality: a building surveyor using outdated equipment is at a professional disadvantage. Planned maintenance and timely replacement are part of responsible resource management.

Information and knowledge resources

Information resources are increasingly central to surveying practice: software platforms (valuation, BIM, cost planning), access to data sources (comparable transaction databases, planning portals, OS mapping), and the collective professional knowledge of the team. Protecting these assets through confidentiality agreements and sound IT governance is an often-overlooked aspect of resource management.

Relevant RICS guidance and legislation

  • RICS Rules of Conduct (effective 2 February 2022) — Rule 2 (competent service) requires members and firms to be appropriately resourced to deliver professional services to a professional standard.
  • Health and Safety at Work etc. Act 1974 — employers must provide safe physical resources and equipment; inadequate or poorly maintained resources create legal liability.
  • Data Protection Act 2018 / UK GDPR — information resources that include personal data must be managed in compliance with data protection law.
  • Provision and Use of Work Equipment Regulations 1998 — all work equipment, including survey instruments, must be suitable, maintained and used safely.

Ethics and Rules of Conduct angle

Rule 2 of the RICS Rules of Conduct requires members to provide competent and timely service. A practice that lacks the resources to deliver on its client commitments is not meeting this obligation. Resource adequacy is an ethical issue: a partner who takes on instructions knowing the team is at capacity, without securing additional resources, places fee income above service quality in a way that exposes both the client and the firm to risk.

APC-style Q&As

Q (Level 1)What are the four main categories of resource required to run a surveying practice?

The four main categories are human resources (qualified staff, graduates and support personnel), financial resources (working capital, fee income and reserves), physical resources (office space, survey equipment, vehicles and IT hardware), and information or knowledge resources (software platforms, data subscriptions and professional knowledge). Each category must be planned, obtained and monitored as part of effective business management.

Q (Level 1)Why are information resources increasingly important for surveying practices?

Modern surveying services depend heavily on reliable data and capable software platforms. Valuers need current comparable transaction databases; building surveyors rely on technical guidance libraries and thermal imaging technology; project managers use integrated cost and programme management platforms. A practice with poor information resources will produce slower and less defensible outputs than a well-equipped competitor, affecting client service quality and commercial competitiveness.

Q (Level 2)How would you identify a resource gap in your team and what would you do about it?

(example) I would compare the team’s capacity and skills against the fee pipeline and upcoming requirements. If an instruction required DCF expertise the team does not hold, I would first check whether a team member could develop that skill quickly through training. If not, I would engage a freelance specialist and flag the gap to my principal as a medium-term recruitment priority in the business plan.

Q (Level 2)What physical resources does a building surveyor typically require and who is responsible for maintaining them?

A building surveyor typically requires inspection equipment (endoscope, moisture meter, binoculars, torch, ladder), photographic equipment, measuring devices, safety equipment (hard hat, hi-vis, PPE), a laptop with specialist software, and access to a vehicle. Responsibility for maintenance is shared: the employer must ensure all equipment is safe and compliant with the Provision and Use of Work Equipment Regulations 1998, whilst the surveyor has a duty to report defects and use equipment safely.

Q (Level 3)Your firm is bidding for a major public sector framework requiring six qualified surveyors, advanced BIM capability and a regional office within 30 miles of the client. You currently have four surveyors, basic CAD capability and no regional presence. How do you assess whether to bid?

(example) I would map each resource gap against the framework start date. The headcount shortfall could be addressed through recruitment or a joint venture; BIM capability through training or technology investment. The regional office requirement requires a lease, serviced office or a partner with existing presence. I would compare the cost of closing each gap against the expected revenue. If the gaps are closeable within the procurement timeline and the case is financially sound, I would bid with a documented resource plan. If not, I would not bid: committing to a contract the practice cannot resource is a breach of Rule 2 of the RICS Rules of Conduct.