What you need to know about handling major school works 5 th July 2013

1. What you need to know about handling major school works 5th July 2013

2. Topics for Discussion Who are we? People Buying Process Lessons learnt

3. Design Construction Built Environment Services Facilities Management Building Consultancy Community & Leisure Energy Investment

4. 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 Who are we?

5. Size Complexity Value Disruption – Business Continuity & Health & Safety risks What is a major project?

6. PEOPLE

7. Who’s who?- The client team Key Authority Visioning

8. Who’s who? – Client representative • ‘Special one’ – deliver on demand • Time

9. ‘Intelligent Client’ – level of technical knowledge and expertise How much technical knowledge does the Client Representative need? External Support Who’s who? – Client representative

10. Who’s who?- External

11. Who’s who - External LANDSCAPE ARCHITECT ACOUSTIC ENGINEER OTHER SPECIALISTS HIGHWAYS ENGINEER

12. Who to work with? - Selection • Identify a short list • Key Points: • References • Bid Documents • Interviews • Evaluation • Feedback

13. BUYING

14. 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 Translating Visions into Plans Developing the Brief A clear Vision translates into A clear Brief . . . Not what you physically want to do but what you want to achieve . . .

15. Translating Visions into Plans

16. Procurement route

17. Choose carefully! No construction project is the same OJEU - £4,348,350 works £113,057 services CDM – 30 days or 500 man hours Risk Procurement route

18. 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 RISK

19. Procurement route – Traditional Key Main Legal Relationship Communications

20. Advantages Disadvantages Procurement route – Traditional

21. Procurement route – D&B Key Main Legal Relationship Communications

22. Advantages Disadvantages Procurement route – D&B

23. Process

24. RIBA –Stages of work

25. Stage A • Establish Team • Vision in Place • Stage B • Appoint Design Team • Feasibility • Surveys

26. Stage C • Outline Design • Initial Cost Plan • CDM • Risk, Risk, Risk

27. Do you understand how much it will cost to run your building? Capital v Whole Life Cost Aftercare

28. Aftercare

29. Identify operational costs and when they occur Utilities Planned maintenance Replacement Repair Sub contracts Training Aftercare

30. 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 Aftercare

31. Attitude Single point responsibility Decant Work to one programme Furniture Fittings & Equipment Lessons Learnt Emirates Stadium Wembley Stadium

32. Summary Find your ‘Special One’ and support them Pick the right team & procurement route Put time into vision & design brief Understand aftercare

33. Questions? Aura Level 4, West Tower Baltic Place, South Shore Road Gateshead NE8 3AE www.auranortheast.com