What you need to know about handling major school works 5 th July 2013
Topics for Discussion Who are we? People Buying Process Lessons learnt
Built Environment Services Built Environment Services Energy Building Consultancy Investment Community & Leisure Facilities Management Construction Design
Who are we? Established 2006 Focus on North East and Education Best practice services Maintaining buildings for approx 40,000 children Spent over £300m with North East businesses
What is a major project? Size Complexity Value Disruption – Business Continuity & Health & Safety risks
PEOPLE
Who’s who?- The client team Key Authority Visioning
Who’s who? – Client representative ‘Special one’ – deliver on demand Time
Who’s who? – Client representative ‘Intelligent Client’ – level of technical knowledge and expertise How much technical knowledge does the Client Representative need? External Support
Who’s who?- External
Who’s who - External LANDSCAPE ARCHITECT ACOUSTIC ENGINEER HIGHWAYS ENGINEER OTHER SPECIALISTS
Who to work with? - Selection Identify a short list Key Points: References Bid Documents Interviews Evaluation Feedback
BUYING
Translating Visions into Plans Developing the Brief What to Consider... What do you want to achieve as a result of the project... ? Consider Long Term, Mid Term & Short Term goals What is your Vision in terms of education...? not just the physical requirements What is your school’s pedagogy, ethos... ? Should be enhanced/reflected in the built solution Challenge initial pre-conceived ideas... Additional space/new build isn’t always required Consider alternative options: remodel/refurb Programme and Construction Is phasing of work required/possible, avoid decant A clear Vision translates into A clear Brief... Not what you physically want to do but what you want to achieve...
Translating Visions into Plans
Procurement route
Choose carefully! No construction project is the same OJEU - £4,348,350 works £113,057 services CDM – 30 days or 500 man hours Risk
Typical risks Programme slippage Funding Accuracy of cost plan Design changes\clashes Accuracy of client information Delay in sign off Site conditions Changes in legislation Delay to planning Inflation Availability of materials Market conditions
Procurement route – Traditional Key Main Legal Relationship Communications
Procurement route – Traditional Advantages Disadvantages Client Control over design and spec Cost Certainty at award of construction Client retains direct contract relationships Higher Client Risk Longer Programme Low Risk to ContractorHigh Level Expert Client Resource
Procurement route – D&B Key Main Legal Relationship Communications
Procurement route – D&B Advantages Disadvantages Cost Certainty Single Point of Contact Early Contractor Involvement Shorter Programme Client has reduced control Client changes are unadvisable
Process
RIBA –Stages of work
Stage A Establish Team Vision in Place Stage B Appoint Design Team Feasibility Surveys
Stage C Outline Design Initial Cost Plan CDM Risk, Risk, Risk
Aftercare Do you understand how much it will cost to run your building? Capital v Whole Life Cost
Aftercare
Identify operational costs and when they occur Utilities Planned maintenance Replacement Repair Sub contracts Training
Aftercare Snags, Defects Liability & Latent Defects Snags couple of months from hand over Defects liability – 12 months from hand over Latent Defects – Up to 12 years from hand over
Lessons Learnt Attitude Single point responsibility Decant Work to one programme Furniture Fittings & Equipment Emirates Stadium Wembley Stadium
Summary Find your ‘Special One’ and support them Pick the right team & procurement route Put time into vision & design brief Understand aftercare
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