Construction and Management
Construction and Management
Once Planning Permission and Building Control Approval are finalised and in place the Architect and QS can issue Contract documentation. This will include drawings and specifications amended as a result of any last minute Planning or Building Control requirements and following on from negotiation with the selected Contractor. If all goes as planned at this stage the building contract will be agreed, work will commence, and your architect (or QS depending on the nature of the project) will manage the construction through to completion as below:
|RIBA Stage||Activities||Client Decision-making|
• Letting the building contract, appointing the contractor.
• Issuing of information to the contractor.
• Arranging site hand over to the contractor.
|K) Construction to Practical Completion||
• Administration of the building contract to Practical Completion.
• Provision to the contractor of further Information as and when reasonably required.
• Review of information provided by contractors and specialists
|L) Post Practical Completion||
• Administration of the building contract after Practical Completion and making final inspections.
• Assisting building user during initial occupation period.
• Review of project performance in use.
Prepare for handover
Post occupation evaluations
It is often at this stage that the final agreements relating to acquisition of a stake in the asset are concluded. The handover stage is perhaps the most important for the client since it covers the handover of the property as their responsibility and agreement about how defects that emerge will be dealt with.
Choose a topic...
- 1. Action Planning Tool Overview
- 2. Understanding Library Transfer
- i. What is Asset Transfer?
- ii. Assets or liabilities?
- iii. Legal Considerations for Library Transfer
- iv. When is asset transfer suitable?
- v. Benefits of Asset Transfer
- vi. Negotiating Asset Transfer
- 3. Planning for Library Transfer - Getting Started
- i. The Case for Community Managed Libaries
- ii. Defining Purpose
- iii. Service Design
- iv. Community Involvement
- v. Organisational Structures
- vi. Organisational Development
- vii. Skills and Experience
- viii. Assessing Assets, Avoiding Liabilities
- ix. Feasibility Studies
- x. Strategic Fit
- xi. Partnership Building
- xii. Demonstrating your achivements
- 4. Making a Convincing Case and Securing Investment
- i. Demonstrating Community Need
- ii. Business planning
- iii. Project Costs and Income
- iv. Securing Finance
- v. Campaigning and lobbying
- 5. Asset Ownership & Management Agreements
- i. Asset Transfer Legal Toolkit
- ii. Insurance and Tax Issues for Asset Transfers
- iii. Ownership and Management Agreements
- 6. Property Development
- i. The Development Process
- ii. Property Design
- iii. Pre-Construction
- iv. Construction and Management
- v. Appointing and Managing professionals
- 7. Premises Management
- i. Financial management
- ii. Facilities Management
- iii. Health and Safety
- iv. Security
- 8. Developing and Diversifying Library Services
- i. Public versus an Independent Library Service
- ii. Linking Services to Social Purpose
- iii. Community Library Services
- iv. Diversifying Services in Community Libraries
- v. Monitoring Services and Demonstrating Impact
- vi. Equality and Diversity Considerations
- 9. Managing Services
- i. General Responsibilities for Running Community Services
- ii. Policies for Community Managed Libraries
- iii. Management Systems and Information
- iv. Customer Service and Relationship Management
- v. Managing People
- vi. Sourcing and Maintaining Stock
- vii. Managing Finances
- viii. Marketing Your Library
- ix. Measuring Impact and Quality
- x. Accountability and Reporting to stakeholders
- 10. Supporting Library Transfer
- i. Supporting sustainable library transfer