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

Aura Level 4, West Tower Baltic Place, South Shore Road Gateshead NE8 3AE Questions?