Client Conversations

Insights into successful

project outcomes
Contents

1 Foreword

2 About the publication

Introduction
The RIBA Plan of Work 2013

5 Key topics and client case studies

Defining project outcomes
Leading from the start
Assembling the project team
Project briefing
Mitigating risk
Handover, use and feedback

21 Glossary of terms used in the RIBA Plan of Work 2013

(Within this publication, terms included in the RIBA Plan of Work
2013 and defined in the glossary begin with capital letters.)

24 RIBA services for clients

25 Acknowledgements

© RIBA 2013.
Published by RIBA, 66 Portland Place, London, W1B 1AD.
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted,
in any form or by any means, electronic, mechanical,
photocopying, recording or otherwise, without prior
permission of the copyright owner.
While every effort has been made to check the accuracy
and quality of the information given in this publication,
the Publisher will not accept any responsibility for the
subsequent use of this information, for any errors or
omissions that it may contain, or for any
misunderstandings arising from it.
Foreword

One of the RIBA’s objectives is to support the delivery of good buildings

and spaces that are sustainable and add value. Client Conversations is
intended to help clients achieve this goal.
The publication spotlights clients who are achieving the delivery of
good buildings and spaces that are sustainable and add value to the
communities they serve. It provides guidance from some successful
clients to others who may be embarking on new projects. Our aim is
to stimulate demand for architecture that delivers economic, social
and environmental value.
The clients that appear in this document represent those who
understand the importance of properly defining the outcomes they
wish to achieve and who recognise their role in design quality.
To better respond to the needs of clients, the RIBA is developing a
coherent and effective programme of Client Services. The long-term
aim is to provide a strategic and holistic approach across the RIBA
and to develop a valued and recognised ‘Client Hub’, which will make
the RIBA a global market leader in client information and services for
architecture. The aim is also to create the operational system and
resource to deliver a co-ordinated Client Programme, including a
variety of client-facing projects and services delivered by the RIBA.
This publication is closely aligned with the RIBA Plan of Work 2013
which has been created, in part, to respond to the importance and
value of the decisions made by clients when preparing projects. It is
structured around six key topics crucial to successful project delivery:
• Defining project outcomes
• Leading from the start
• Assembling the project team
• Project briefing
• Mitigating risk
• Handover, use and feedback.
I see this publication as the start of a new conversation which the RIBA
will pursue to show how architects can fully understand and meet their
clients’ needs and help them deliver successful building projects.
Angela Brady
RIBA President

www.ribaplanofwork.com 1
About the publication

Introduction Figure 1
When reviewing the RIBA Plan of Work for its latest edition RIBA Plan of Work 2013 – Stages
0 Strategic Definition
in 2013, the RIBA was aware that most of the issues and
(a new stage in the RIBA Plan of Work 2013)
challenges that arise through construction have been 1 Preparation and Brief
experienced and been dealt with, for better or worse, by 2 Concept Design
clients in the past. It seemed logical, therefore, to conduct 3 Developed Design
interviews with a variety of these clients to learn from 4 Technical Design
their experiences and provide a streamlined process to 5 Construction
6 Handover and Close Out
follow for all members of a project team.
7 In Use
This publication gathers together the accumulated (a new stage in the RIBA Plan of Work 2013)
knowledge of a range of clients who are prepared to
share their experiences in order that other clients may
benefit from them. A number of clients provided material
for this document – some with significant experience of 7 0
commissioning buildings and others relatively new to the
process. Their experiences are drawn from a wide variety
of completed and evaluated schemes, both public
6
and private, to demonstrate best practice. The client
contributors are listed at the back of the document 1
in the acknowledgements.
Emerging from these conversations with clients are six
‘cross-cutting’ topics which run throughout all projects.
As well as exploring client experiences around these
5
themes, this document sets out the innovations in the RIBA 2
Plan of Work 2013 which address these important aspects
of successful project delivery. Despite their differences in
project type and client background, clients’ experiences of 4
3
delivering successful projects have provided insights that
are often very similar.
The publication also serves as an aid for architects to
assist them in liaising better with clients and to help with
the project preparation and briefing process. Additionally,
it provides a summary of the services the RIBA can
offer clients.
After each of the six issues is discussed and illustrated
by client case studies and quotations, short summaries
of the lessons learned from the collected knowledge of
the clients are provided. These lessons are likely to have
universal applications.
The RIBA seeks to reinforce the importance of client
decisions and leadership in the project process while
also demonstrating the relevance, clarity and flexibility
of the RIBA Plan of Work 2013.

2
About the publication
The RIBA Plan of Work 2013

The RIBA Plan of Work 2013 Figure 2

Key topics mapped across the stages
Since its conception in 1963, the RIBA Plan of Work of the RIBA Plan of Work 2013
has been the definitive model for building design and
construction processes in the UK, and has also exerted
significant influence internationally. The RIBA Plan of Work
framework has been embraced not just by architects but Defining project outcomes
by the broader construction industry, where it is widely Stages 0 and 1
understood and used.
The RIBA Plan of Work has continued to evolve in response
to changing processes within the construction industry
since its launch fifty years ago, but the RIBA has recently Leading from the start
decided that a more radical update was required to reflect Stage 0
the challenges of project delivery in the 21st century. The
RIBA Plan of Work 2013 has been created in response to
a number of emerging issues, including Project Outcomes,
intelligent briefing, new handover and post-occupancy Assembling the project team
services and Building Information Modelling (BIM). Many
Stage 1
of these themes align closely with the objectives of the
UK Government as set out in its construction strategy.
The RIBA Plan of Work 2013 recognises that the delivery
of building projects is increasingly complex. If Project Project briefing
Outcomes are to improve, better briefing processes and
Stages 0,1 and 2
clearer definition of the required Project Outcomes will
be needed. Importantly, feedback from completed projects
must be available to inform subsequent projects. The RIBA
Plan of Work 2013 recognises the stages that a building
project goes through and promotes the importance Mitigating risk
of recording and disseminating information about Stages 1, 2, 3, 4 and 5
completed projects.
The RIBA Plan of Work 2013 organises the process of
briefing, designing, constructing, maintaining, operating
and using building projects into a number of key stages. It Handover, use and feedback
details the tasks and outputs required at each stage; these Stages 6, 7,and 0
may vary or overlap to suit specific project requirements.

www.ribaplanofwork.com 3
About the publication
The RIBA Plan of Work 2013

The RIBA Plan of Work 2013: The main focus of this document lies in supporting clients
with the RIBA Plan of Work Stage 0, understanding the key
• acts across the full range of sectors and project sizes;
roles in Stage 1, and setting out the benefits of Stage 7.
• provides straightforward mapping for all forms of
Some activities undertaken and decisions made during the
procurement;
early stages will be influenced by the activities of later
• integrates sustainable design processes;
stages on previous projects. This is especially so with
• maps Building Information Modelling (BIM) processes; and
Stage 7, when project evaluation is undertaken that
• provides flexibility around (town) planning procedures.
provides feedback gathered from users and stakeholders
The task bars contained in the RIBA Plan of Work 2013 in order to identify whether the Project Objectives
include important considerations for clients. For example, and Project Outcomes have been achieved and to
the approach to procurement can vary significantly from inform subsequent projects.
project to project and the choice of procurement method
The other task bars provide details of key support tasks,
will be influenced by a range of factors. In order to reflect
sustainability check points, project team information
these various approaches, the RIBA Plan of Work 2013
exchanges and UK Government information exchanges
addresses procurement activity through a separate task bar.
(or gateways) for public projects.
This can be adjusted to match the procurement approach –
for example, traditional or single stage or two-stage design A full glossary of terms used in the RIBA Plan of Work
and build – as well as the associated timing and level 2013 is included on page 21 of this document. Where
of detail upon which tenders will be based. Similarly, relevant sections of the RIBA Plan of Work 2013 are
programming and town planning activities are dealt with described, the defined terms begin with capital letters.
through flexible task bars. The RIBA Plan of Work 2013
For further information, and to see how the RIBA Plan
is therefore a customisable process map which can be
of Work 2013 deals with the vast differences in projects,
tailored to suit specific project needs.
a customisable version is available online at:
www.ribaplanofwork.com

Figure 3
8 stages RIBA Plan of Work
2013 Template
8 task bars

4
Key topics and client case studies

Defining project outcomes Defining project outcomes

Stages 0 and 1
A subject that runs through the entire RIBA Plan of Work 2013 and was
instrumental in its development is the concept of Project Outcomes, i.e. a
desired outcomes for the project. For example, in the case of a hospital, the
Project Outcome might be a reduction in recovery times; for a shopping centre, “As a client we needed to
it could be increased footfall; or with a housing scheme, it could be more use identify what we wanted, what
being made of community spaces. The outcomes may include operational
we could afford to do, and to
aspects and a mixture of subjective and objective criteria.
have a good idea of project
The RIBA Plan of Work 2013 recognises the importance of early client
outcomes – as well as guide
preparation by introducing a new stage, Stage 0: Strategic Definition,
when the Project Outcomes of a project are considered and feedback the team from start to finish.”
from previous projects is reviewed. Nick Meurice, gbpartnerships

It is clear that during Stage 0 (at the inception of a project) defining the “Spending more time at the
Business Case is fundamental to understanding and development of the Project beginning does not need to
Outcomes. A Business Case should therefore take into account the needs of
users and stakeholders, along with owners and managers. It may also be both
make the project take longer
financially and performance related. And it should consider the whole life of overall – it may reduce the
a building. total time. You need to spend
The RIBA Plan of Work 2013 defines the Strategic Brief as the output of this time to be sure that the
Stage 0. The Strategic Brief may require a review of a number of sites or architect really understands
alternative options, such as extensions, refurbishment or new build. By asking your intentions and vice versa
the right questions, the consultants, in collaboration with the client, can so that you are able to test each
properly define the scope for a project, and the preparation and briefing process
can then begin. Getting the Strategic Brief right is essential to achieving the
other’s conception, because
successful delivery of Project Outcomes. otherwise you find out later
The process of reviewing feedback from past projects is useful to ensure
that you are not getting what
the project team shares the same vision when initiating a new project. you want and you waste time
Stage 0 is used to ensure that the client’s Business Case and the Strategic
and money doing redesign.”
Brief have been properly considered before the Initial Project Brief is developed. Ian Mehrtens, Royal Veterinary College

The case studies below demonstrate the value of changing the RIBA Plan
of Work in order to support clients engaged with a construction project
at a more strategic level.

FINCHLEY MEMORIAL HOSPITAL, LONDON

Nick Meurice, gbpartnerships
Our vision developed around the evolving nature of the service. e overall objective
was for better and more cost-effective delivery of clinical services to the local
community into the long term. e new facility could only be fit for purpose by taking
into account the changes in our service delivery, new financing arrangements such as
leasing, and the continuous evolution of our service-users’ needs. Reflecting on our
existing 1908 building, visibility and accessibility needed to be a priority. e user
experience is central to our service; patient privacy and the configuration of in-patient
and out-patient services became a clear project focus.

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Key topics and client case studies
Defining project outcomes

ELIZABETH II COURT, WINCHESTER

“Do not underestimate
Steve Clow, Hampshire County Council Property Services the amount of time that a
Our objectives were clear from the outset. We wanted to modernise operations and building project takes. More
service delivery through effective working practices in a consolidated property time devoted to it and to
portfolio, thus benefiting from more efficient office space and a reduced carbon
footprint. As part of this process, we refurbished our Winchester headquarters, the
developing a good relationship
biggest capital project we have undertaken, including new furniture, fittings and with your consultants will
equipment and a move for many staff, as well as significant change management. make it a happier time.”
e business case recognised risks and identified clear political, economic and Private client
environmental targets, with an aim to deliver the project to a specified time and within
budget, with no additional cost to the taxpayer. We knew that, to support this business
case, investment was needed into a feasibility study, which took 18 months and
required £250,000 to complete. is led to a design, scope and procurement route that
allowed us, as the client, to monitor and control decisions, helping to provide certainty
over the eventual price, a high quality building and a successful transition between old
and new.

TOWER WORKS, LEEDS

Michael Birdsall, Yorkshire Forward
e refurbishment of a Grade II* listed factory into modern office space for creative
digital industry sector businesses in a growth area of Leeds was a keystone of one of our
major regeneration projects. Changing economic conditions meant occupation of the
office space was a priority in order to secure a return on the investment; it was also
critical to unlocking our vision for future development. We felt it was important to
respond to what the prospective tenants would want and to get the setting absolutely
right to successfully deliver the project. By taking the end users’ input on board at an
early stage rather than once the project was partially completed, the needs of the end-
user businesses informed the brief and focussed the design – aligning the customer
objectives with the historic character of the site and buildings. e emphasis on the
end user as part of a clear project direction has paid off: despite there being an
oversupply of offices in Leeds, this project was approximately 60% pre-let before
opening and is now over 80% let.

ELEVEN BRINDLEYPLACE
James Heather, Argent Estates Limited
We insist both on learning from our own projects and from research into other
buildings, sometimes even ones of different types. From our research into hotels, we
realised that using the lobby level differently in an office building offered an enormous
opportunity. While many office buildings leave the lobby as a large-scale, sterile, empty
space, our new office building incorporated a hotel-like ‘business lounge’ and meeting
room area at ground floor level. ese areas give the building’s entrance a more human
feel; people are attracted to, and are happy to use, them. e business case was clear:
leveraging the ground floor level for business purposes creates an environment that
attracts users to the building, helping to realise the ultimate goal of letting the building.

6
Key topics and client case studies
Defining project outcomes

PLATFORM, LONDON
“Do your background
Jonathan Gibbs, Isledon Partnership information and research
Young people aged 13–19 years old were involved throughout the project as our thoroughly to meet the
‘clients’, for their performing arts centre. ey were engaged throughout the process expectations of users.”
of refurbishing the former laundry – in meetings, marketing and being involved with
Adrian Lear, Central Bedfordshire
real issues. e design team found the young people’s grounded advice and input very
Council
useful, and the result is that the building works: it is easy to navigate and functions
well. People enjoy the building hugely – it is endorsed by its users and it’s an easy place
to sell. e integrated feedback generated a positive perception both by the young
people as the project’s users and its future users. It raised the attraction and
marketability of the project, because the nature of the project as a genuinely
community-based enterprise was attractive to funders. It’s a building that is loved
and not abused. We found that involving people fully has offered a sustainable, cost-
effective more integrated approach and resulted in a building that gives a positive
client and user experience.

Defining project outcomes

Stages 0 and 1

Key lessons learned from the client case studies

• Spending time at the inception of any project is time well spent.
• Defining strategic Project Outcomes and establishing a Business Case
are fundamental tasks.
• Learning from other projects, either the clients’ own, or others,
is invaluable.
• Reviewing feedback is useful to ensure the client and the project team
share the same vision.
• Identifying the needs of users and stakeholders when developing the
Business Case and the Strategic Brief for a project is essential.

www.ribaplanofwork.com 7
Key topics and client case studies
Leading from the start

Leading from the start Leading from the start

Stage 0
Project Outcomes clearly set out the qualitative and quantitative aims that are
to be achieved. They also identify what early decisions need to be made and
therefore what expertise will be required to develop a project’s Strategic Brief.
“Clients must own and drive
Leadership is needed throughout a project. The team leader must be continually the team to ensure that the
testing the project’s development against the Project Objectives and the
final product meets the exact
required Project Outcomes.
requirements of the original
It is important to make an early assessment of the skills, expertise and resources
brief. As team leader, you must
necessary for successful delivery. To reflect the need for skills assessment, in
Stage 0 of the RIBA Plan of Work 2013, it is recommended that the client should bring in the right people at
begin to consider the assembly of the project team and to establish a Project the right time. ere will
Programme. be challenges – you cannot
Many clients will have significant in-house expertise to call on in the delegate responsibility to an
development of the Business Case and Strategic Brief and the assembling of external team unless they truly
project teams. But for those that do not, there are a number of organisations understand your business
that can provide support, including the RIBA.
objectives. Be an informed
The RIBA has developed a service to assist clients with these early decisions. client, and lead from the front.
RIBA Client Advisers are professionals with various specialist skills and wide
experience who are well equipped to provide support to clients from the start
Seek to maximise the team’s
of a project. The RIBA Client Adviser can work closely with the client, and expertise and involvement as
collaborate with other members of the team as the project moves forward. they can and do significantly
www.architecture.com/clientadviser add value to a project if
The case studies in this section describe how some clients have drawn on deployed correctly.”
valuable expertise to become an informed client and take a leadership role James Heather, Argent Estates Limited
in their project.
“You can’t be a hands-off client.
LANCASTER INSTITUTE FOR THE CONTEMPORARY ARTS
We are custodians of the
Suzanne Parkinson, Lancaster University culture we are trying to create.
Our academic chair was the project sponsor; she supported me in providing leadership Get people to embrace what
to engage people within her Faculty. Her vision was to provide a large open workshop you are trying to achieve. Not
and performing arts spaces for Faculty departments that would promote better
just bricks and mortar. It is a
communication, open plan working, flexibility and adaptability during experimental
and multi-disciplinary projects. We worked closely with the appointed architects to feeling, not a space.”
develop the vision which included reviewing a display of pictures of relevant example Chris White, Manhattan Loft
projects. ese aspects helped to translate the vision into a practical building – one
that met the aspirations and objectives of the Faculty and the University.

HERITAGE HOUSE
Private client
As a first-time client commissioning the refurbishment of a heritage building, I realised
that the important thing is to know what questions to ask the technical consultants. It
would have been really useful to have had more knowledge to be able to ask the right
questions at the right time. Although I relied on my professional design team for
advice, I would have preferred to be offered alternative options, rather than being faced
with a linear solution-orientated process. Next time I will know to question everything
from the beginning and, if I need it, to get two or even three opinions.

8
Key topics and client case studies
Leading from the start

BROCKHOLES NATURE RESERVE VISITORS CENTRE

“We would advise clients in our
Ian Selby, Lancashire Wildlife Trust situation to know your own
With a one-off innovative project and a challenging environmental brief, we could skills and knowledge, and,
not rely on existing data or knowledge from operational staff in an existing building where you need it, bring in
to provide a benchmark for the brief. The changing economic conditions added
uncertainty, because our project started before the recession. Our capacity needed
experts that you can trust. Use
boosting to provide greater certainty for the outcome. So we added acknowledged a surrogate client as a sounding
technical experts to our less experienced design team, as well as a consultant for board – making sure that they
additional support. In hindsight, we would also have benefited from a ‘critical friend’ have been there, done that.”
who had carried out a similar project, for example a surrogate operations manager.
Ian Selby, Lancashire Wildlife Trust

BANK – FLEET STREET, LONDON “Our advice would be to get, at

Bryan Cassidy, C. Hoare & Co. the first opportunity, suitable
When the bank at Fleet Street was redeveloped, we consulted a RIBA Client Adviser expertise for making decisions,
during the early stages of the scheme. He was involved in strategic aspects of the project so that those with appropriate
– he prepared some high level studies, helped to develop the shortlist for selecting the
architect, and provided support as we made decisions. He helped make the case to our
knowledge are involved at the
board, and he was good to have as a support, particularly in the current economic earliest possible stage.”
situation, and he was trusted. Later we appointed a project manager to follow on for Jonathan Gibbs, Isledon Partnership
the contract stages. e Client Adviser gave us confidence that, although we spent
a lot of money on the project, it was money well spent.

WAPPING HIGH SCHOOL, LONDON

Kerstyn Comley, The Wapping and Shadwell Secondary Education Trust
We knew we were inexperienced as clients, so we specifically asked our funders for
enough money to be allocated to the early stages of the design to allow expert advice
to be provided when it was most essential. Our RIBA Client Adviser has been crucial,
contributing to the team with design skills and knowledge. She enabled us to look at
the bigger picture, helped articulate our ideas and provided food for thought. is
advice has enabled us to lead rather than be led, and I believe this will result in us
achieving better value for money in the final design. Her independence in the
complicated procurement process was also a very important factor.

Leading from the start

Stage 0

Key lessons learned from the client case studies

• Delivering and achieving the Strategic Brief for a project requires
strong leadership.
• Assessing the skills, expertise and resources available for each project
and assembling the right project team from the start is important.
• Getting the right advice early on in a project is useful.

www.ribaplanofwork.com 9
Key topics and client case studies
Assembling the project team

Assembling the project team Assembling the project team

Stage 1
Once the necessary skills for a project have been identified, the project team
can be assembled. Previous construction industry models split up the design
team, the client and the contractor, but the RIBA Plan of Work 2013 recognises “You need to invest in good
them as a united project team with shared motivations and goals.
architecture and be proud
Putting together a team which is aligned with the client’s values and can deliver of developments in 15, 20,
the Project Objectives is central to success. How and when members of the
design team and the contracting team are appointed, and most crucially,
100 years’ time”
who is appointed, makes a real difference to Project Outcomes. Chris White, Manhattan
Loft Corporation
Stage 1 emphasises the importance of establishing the right project team. This
cannot be underestimated, given the increasing use of technology that enables “You need architects to create
remote communication and project development including Building Information something that’s flexible for
Modelling (BIM). the user. Understand not just
The clients in these case studies emphasise that contributions made by the building, but how it works
designers at the early stages of a project are very valuable. These are clients for the user – otherwise you
who recognise that thinking about the design, and the fact that it may need to
evolve, is essential to achieving the desired Project Outcomes. They are clear
have created a sculpture.”
that collaboration and dialogue between project team members is necessary James Heather, Argent Estates Limited
and that to be successful, this process must be actively managed by clients.
“Everyone has to buy in to
The RIBA offers a range of services to assist clients in identifying the right the overall vision, and the
professional input and these are summarised on page 28.
customer’s needs must be
The RIBA competition management service can advise and arrange competitive at the heart of that. Early
selection processes to meet a client’s requirements. engagement is so important
www.architecture.com/competitions
to place top-level issues on
ELEVEN BRINDLEYPLACE, BIRMINGHAM the table up front – working
James Heather, Argent Estates Limited together to get it right the
If you have the right architect and team, it’s much easier to make a project work better. first time as the design evolves.
Words and guidelines are not so important. It's essential that everyone is included in
the process, and that people are not working in silos. e building is informed by using
Consideration should be given
every skill. We have created relationships over many years and work with design and to retaining the architect in
implementation teams who understand us, so new projects are not started from zero. the later stages to ensure a
We choose people that we want to work with, including younger architects and small continuous and formal
practices that genuinely believe and understand our vision and mode of practice. We
learning process. In the longer
want to work as part of a team. e architect for this project listened to what we
wanted but also had the strength of character to challenge our assumptions and suggest term, this is a cost-effective
new ideas. is sort of debate is how progress is made. New ideas need to be integrated approach which enhances the
through a dialogue. is gives us the market edge and enables business innovation. added value within the overall
design of the home.”
Julia Plaskett, Crest Nicholson

10
Key topics and client case studies
Assembling the project team

ANGEL BUILDING, LONDON

“Don’t underestimate the
Paul Williams, Derwent London power of architecture as a
Our company’s strong ethos and a clear strategy drove this project forward. We wanted marketing tool – it’s not just
to create better links with the local community through the transformation of the a building, it enables people
Angel Building, an unloved former BT office building. Our development focus was not
on the old mantra of ‘location, location and location’ but on ‘architecture, architecture
to believe in the project”
and architecture’, which we believe was the key to adding value. is project built on James Heather, Argent Estates Limited
the existing character and strengths of the 1980s building, maximising use of its strong
“Have confidence in your
frame and high floor-to-ceiling heights. Extending the building increased the ratio of
net lettable to gross area, and offered a better layout and interior design and a more design team. You don’t want
attractive street frontage. Results of post-occupation surveys with tenants are a long learning curve. Hit the
overwhelmingly positive, and a wider socioeconomic survey has demonstrated that ground running and build up
the building’s refurbishment has had a beneficial impact on the local community. from that. en you will get
something more aspirational
ROYAL VETERINARY COLLEGE, LONDON than you’d have believed.
Ian Mehrtens, Royal Veterinary College
When managing fee bids, my preferred method is to have the fee bids in sealed
is helps to create value.”
envelopes and initially look only at the design proposals. e selection panel choose the Nick Davies, St James Group Limited
scheme or approach they like and only then look at the fee and consider whether they
“Go out and look at the best
think it is suitable. A few thousand pounds on the fee isn’t significant in the scheme of
things. An additional £5,000 or even £50,000 may be worth accepting. If procurement examples of building typology
teams get involved then it is always the cheapest bid that is accepted, but best value is and development, and then
about much more than cost, because design is intuitive and it is hard to put a value on find people who want to
it. If you get the selection process wrong, it can cost a lot more in the long term. deliver that. Find people
with expertise and local
relationships, and a network
of consultants with the ability
to deliver.”
Nick Davies, St James Group Limited

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Key topics and client case studies
Assembling the project team

CREST NICHOLSON PROJECTS

“e RIBA Design
Julia Plaskett, Crest Nicholson Competition process was the
We have been changing the way we work, including working more closely with our best £30k spent, from the start
framework of consultant teams to get them to collaborate from an early stage to avoid – even before the funding.
or resolve conflicts. We have an internal design review panel for every scheme, and then
design changes are frozen. is system allows to us to track where design changes are
It was the best thing, because,
being made, plus we have a revision system to identify changes that don’t work in at an early stage, it gave us
practice. Our design teams are now required to visit sites twice a year to resolve any the right design team.”
disconnect that occurred during the build. Ian Selby, Lancashire Wildlife Trust

“e early investment in really

Assembling the project team
good mock-ups seemed a lot
Stage 1
of money, but these, as well
as the site visits, saved much
time, many changes and much
Key lessons learned from the client case studies money – and pushed us to be
• Selecting the right lead designer as a key member of the project team is even more ambitious. is
crucial. was the key value.”
• Achieving the best Project Outcomes may require evolution of the design.
Paul Williams, Derwent London
• Choosing the most appropriate selection method for the team members is
important. “Create a common vocabulary
• Collaborative dialogue between project team members is necessary.
between different disciplines.”
• Active process management by clients is necessary if projects are to
be successful. Ian Selby, Lancashire Wildlife Trust

12
Key topics and client case studies
Project briefing

Project briefing Project briefing

Stages 0,1 and 2
The RIBA Plan of Work 2013 recognises that full and effective project
briefing plays a crucial role in the delivery of successful Project Outcomes.
Traditional briefs have sometimes comprised little more than schedules of
accommodation, but the RIBA Plan of Work sets out a route map for a rigorous
“e brief is a starting point,
brief-development process. and an important framework
for selecting your design team.
The project brief is evolved and refined through the initial three interdependent
Stages. At Stage 0 the Strategic Brief is produced in parallel with and informed A brief does not need to be
by the Business Case. This is further developed into an Initial Project Brief in prescriptive, because freedom
Stage 1 and in Stage 2 the Final Project Brief is issued. can be an important thing”
The preparation of the Initial Project Brief is the most important task Ian Selby, Lancashire Wildlife Trust
undertaken during Stage 1. It is the key enabling document that ensures the
Business Case and Project Outcomes will be met through a building project
and how. The time required to prepare it will depend on the complexity
of the project.
When preparing the Initial Project Brief, it is necessary to consider:
• the project’s spatial requirements;
• the desired Project Outcomes, which may be derived following Feedback
from earlier and similar projects;
• the site or context, by undertaking site appraisals and collating Site
Information, including building surveys;
• the budget, including whole life costing.
During Stage 2, the Initial Concept Design is produced in line with the
requirements of the Initial Project Brief. It is essential to revisit the brief during
this stage and it should be updated and issued as the Final Project Brief as part
of the Information Exchange at the end of Stage 2.
The client case studies in this section show an understanding of the importance
of a comprehensive project brief and of the need to communicate this to the
whole project team.

MANHATTAN LOFT CORPORATION PROJECTS

Chris White, Manhattan Loft
At Manhattan Lo, we have developed an approach to creating a brief that separates
it into two distinct parts. is is aimed at encouraging new and innovative designs.
One is the creative brief, which is aspirational and led from the top of our organisation.
e creative brief does not say what the project should look like, but it suggests an
ambition to set this project apart from any other one. e second part is the functional,
or operational, brief. e functional brief is very much a design-shaping brief, and it is
integrated with the feasibility design process and developed through several iterations.
We challenge our architect to look for what is right for the site. So the functional brief
will consider things like views, rights of light, massing, and any legal or planning
aspects that will dictate use. e functional brief will then be tested against the business
case, the market and cost so that the two are developed in tandem.

www.ribaplanofwork.com 13
Key topics and client case studies
Project briefing

WAPPING HIGH SCHOOL, LONDON

Kerstyn Comley, The Wapping and Shadwell Secondary Education Trust
As trustees of a completely new school, we spent time visiting other buildings,
researching precedents and talking to other clients who had commissioned similar
projects. is experience enabled us to create a comprehensive design brief which
defined our priorities. It also helped to build a common vocabulary between us and our
professional team, ensuring good communication to enable the result that we wanted.

MANCHESTER CENTRAL LIBRARY

John Lorimer, Manchester City Council
Manchester Central Library is a complex refurbishment of a Grade II* listed building.
Our architect initially suggested using BIM, and we found it helped to inform and
develop our vision. It enabled us to approach the project from the detail –
strengthening our concept with realism and practicality and moving it forward. BIM
allowed information from the necessary surveys and records of previous work to be
integrated into the design development. It made it easier and cheaper to test early ideas
against our brief and to identify, assess and test options relatively quickly. We all had
to develop a good understanding of how to make the most of its value to the project.
is was an investment worth making, because we are using BIM again to benefit
other projects.

ELEVEN BRINDLEYPLACE, BRIMINGHAM

James Heather, Argent Estates Limited
Our approach is to involve designers in developing the concept and brief – and to keep
testing the brief to improve the concept. In Brindleyplace, Birmingham, we carried out
eight or nine iterations of various concepts to determine the optimum scheme for the
site. We also defined with the concept team specific areas that would require additional
resource to ensure that the design priorities were achieved – reception areas and
external approaches for example.

Project briefing
Stages 0,1 and 2

Key lessons learned from the client case studies

• Developing a comprehensive project brief is important, and it should be
communicated to the whole project team.
• Evolving a project brief will be necessary; it will need to go through several
iterations.
• Testing the brief using information technology as an aid is beneficial.

14
Key topics and client case studies
Mitigating risk

Mitigating risk Mitigating risk

Stages 1, 2, 3, 4 and 5
Decisions on how a project is to be delivered will have considerable impact on
risk management. The RIBA Plan of Work 2013 advises that an understanding of
the risks and how they are to be managed should begin early on. A Project Risk “Risk is best placed with
Assessment will establish which party owns each risk, based on impacts and
likelihood, and their ability to mitigate those risks. The development of the
the client in the early stages,
procurement approach, Project Programme and the (town) planning strategy including the design stage.
also form part of this early risk analysis. It is a mistake to think that
Incorporated within the RIBA Plan of Work 2013 are a number of activities and handing a partial design over
task bars which address risk issues, including those associated with time, cost to the contractor will reduce
and quality: costs. Doing more upfront will
• Risk Assessment evaluating risks and allocating management responsibilities; reduce wasted money later.
• Procurement task bar customising the Plan of Work to suit the selected Uncertainty in the design and
procurement route; a lack of detail is a major risk…
• Programme task bar customising the timing of Stages to suit the procurement
route and to enable the preparation of the Project Programme;
and the client will pay for it
• Planning task bar identifying when the planning application will be submitted sooner or later.”
and the associated risks. Nick Meurice, gbpartnerships
The RIBA Plan of Work also highlights the need for a series of Project Strategies
derived from the Risk Assessment that should be updated at each stage then
incorporated into the information exchanges of the relevant stages, including:
• Construction Strategy considering aspects of the design which may affect
the buildability or logistics of constructing a project;
• Health and Safety Strategy covering all aspects of health and safety on the
project;
• Maintenance and Operational Strategy concerning the maintenance and
operation of the building.
The clients’ experiences below show clearly that procurement decisions
influence the quality and standard of the completed project and that these
issues should be considered early in a project’s development.
Information on the RIBA’s recommendations on effective procurement routes
can be found in the 2012 Building Ladders of Opportunity document
www.architecture.com/procurement
Procurement can be used creatively as a tool to secure Project Objectives; but
it should not drive or dictate the process, and it is important to understand that
price does not necessarily equal value.
Clients point to the benefits of collaboration across the full project team and
supply chain. They say it aids delivery of the design concept and safeguards
quality. They also stress the need for regular review and appropriate risk
management processes to ensure projects remain on track and to enable
collaboration with the end users.

www.ribaplanofwork.com 15
Key topics and client case studies
Mitigating risk

FINCHLEY MEMORIAL HOSPITAL, LONDON

“e contractor, client and
Nick Meurice, gbpartnerships designer working together
e procurement process was complex, but creating a partnering relationship with the from an early stage will help to
Primary Care Trust as well as insisting on greater levels of detail prior to financial close ensure an excellent product.”
helped the project to be delivered successfully. e project design was well developed
Steve Clow, Hampshire County
and site investigations such as an archaeological survey were carried out before the
Council Property Services
contractor was appointed. is meant that we had confidence in the quality that would
be delivered in the final building, and the contractor’s risk was reduced, allowing them “Never assume your project
to offer a better price. So we had a smooth delivery of a building that not only met
team knows what you want.
budgetary and programme pressures, but that supported and invested in design quality.
At Argent we hold a review
day prior to the concept being
ANGEL BUILDING, LONDON fixed with the concept team,
Paul Williams, Derwent London contractors’ team, key supply
In this project, we turned the normal process back to front. Rather than developing the
project from the general to the particular, the process relied on a collaborative, iterative
chain, letting agents and
approach. We had mock-ups made at an early stage to ensure a high quality product investment agent – a total
that would give us the necessary return on our investment. Creating these early mock- review of the project.”
ups was a significant but essential expense to delivering the project on time and in
James Heather, Argent Estates Limited
budget. To test that the concrete would be perfect and that the cladding would be
properly designed, the sub-contractors for these elements were appointed ahead of the
main contractor. e rule throughout was organise early and don’t change too much.

ELEVEN BRINDLEYPLACE BIRMINGHAM

James Heather, Argent Estates Limited
Our tried and trusted set of processes put the key players in place very early. We
regularly use a design and build process so that the financial risk of the construction
process lies with the contractor. But we use our initial concept design team as the
‘guardian’ of the original brief, to prevent the design concept and quality being
undermined in the interest of reducing the construction cost. e concept design team
are involved throughout the project to maintain dialogue and continuity with respect
to the strategic design, but not in the traditional architectural role. We bring the
contractor and its supply chain on board at an early stage to reduce the risk that the
concept design is unbuildable. Our contractors view early involvement as very positive
– their involvement in the design process reduces redesign work significantly as the
concept and build documents can be developed in tandem. ey feel included and are
able to add their construction expertise to the project. We bring the whole supply chain
on board as well, to inform the details of the most significant elements, such as in the
case of Eleven Brindleyplace.

16
Key topics and client case studies
Mitigating risk

“Some things you can’t predict.

BANK – FLEET STREET, LONDON
Bryan Cassidy, C. Hoare & Co. It depends on the type of
To ensure continuity from brief to building, we did not allow changes to the design building… you will need time
and specification under any circumstances. But we did allow for some 'extras' that and money contingencies so
are especially important in a refurbishment project so that the retained buildings, that you don’t need to be too
our own or others, don’t undermine the appearance of the new parts.
ambitious about dates.”
Bryan Cassidy, C. Hoare and Co.
HERITAGE HOUSE
Private client
We did not want to buy this Grade ll listed manor if the very small Jacobean diamond
casement windows could not be changed. erefore, achieving planning approvals was
a key risk and had to be addressed particularly early. Assurance that planning approval
could be achieved was fundamental, so we needed the right professional support –
someone who could approach the planners about the proposed changes. We chose the
architect, because he brought in le-field ideas and a can-do attitude – he knew the
local planners and how to navigate the local system from the beginning. His approach
was ‘How can we get this through planning?’, he said ‘yes’ when everyone else said ‘no’,
and he liaised with the planning authorities to ensure that the appropriate approvals
would be received, which gave us the confidence that we needed.

MANCHESTER CENTRAL LIBRARY

John Lorimer, Manchester City Council
BIM is oen thought of as a technical tool for big, complex projects. In fact, it is a tool
for collaboration. Key members of our team had to be involved at an early stage and
buy-in to BIM, because without the shared objectives and understanding of how the
model can be used, it would not work. ere were inevitable challenges and lessons,
and it was a contractually complex project. e protocol defining how everyone was
going to work had to be established from the start, including that we, as client, would
hold and manage the model and the outputs and outcomes. We had to invest in
hardware and soware and undertake long-term training so that we will be able to use
BIM models in our overall management process. We shared our experience with others,
so building up invaluable networks of BIM users. It’s about building up knowledge. Get
into a network and share experience. Only 10% of BIM is about the soware – 90% is
about the culture. Don’t be worried about the investment cost of BIM – be more
interested in how much you will save.

www.ribaplanofwork.com 17
Key topics and client case studies
Mitigating risk

LANCASTER INSTITUTE FOR THE CONTEMPORARY ARTS

Suzanne Parkinson, Lancaster University
I supported the academic chair in reinforcing the project vision throughout the process
and among all stakeholders. We held regular end-user group meetings every two to
three weeks, addressing comments and maintaining the project programme. We
identified a range of stakeholders including academics, students, central administration
areas (Facilities, Finance etc.) and the project executive board – and allowed time for
presentations, comments to be addressed and formal sign-offs. We also involved the
wider University through design team presentations and question and answer sessions.
Collaboration was a key theme throughout the project, and helped us to increase
industry involvement in the academic world, creating new working links for future
business opportunities.

Mitigating risk
Stages 1, 2, 3, 4 and 5

Key lessons learned from the client case studies

• Deciding how a project is to be delivered and by what procurement route
will have considerable impact on where responsibility lies for key issues
such as risk.
• Considering procurement issues early in a project’s development is
important as these decisions may influence the quality and standard of the
completed project.
• Engaging early with contractors and the supply chain can sometimes be
beneficial and aid delivery of the design concept and may help to safeguard
quality.
• Collaboration and effective teamwork is necessary.
• Considering the level of pre-application consultation and the timing of
town planning applications can improve project certainty and reduce risks.
• Using information management systems aids collaboration and teamwork.
• Establishing regular review processes can help to ensure projects remain
on track.

18
Key topics and client case studies
Handover, use and feedback

Handover, use and feedback Handover, use and feedback

Stages 6, 7,and 0
The end of construction and handover brings the building process to completion
but the purpose of the project is that the building functions well. How the
building performs in use and whether it meets the expectations of the original
project brief are all part of the project process and will help inform new projects.
A new stage within the RIBA Plan of Work, Stage 7: In Use, acknowledges the
potential benefits of harnessing the project design information to assist with the
successful operation and use of a building, for facilities managers and building
users alike. While it is likely that many of the handover duties will be completed
during Stage 6, prior to conclusion of the Building Contract, certain activities
may be required or necessary afterwards. These should be confirmed in the
relevant Schedules of Services.
Evaluations carried out during Stages 6 and 7 can be of great value in informing
future projects or even the future refurbishment of a completed building. Each
new project should learn from previous projects, and the experiences of other
clients, as part of the strategic definition of a project at Stage 0.
Soft Landings is a procedure designed to increase the focus on client outcomes.
Most effective when it forms part of a client’s requirements, Soft Landings starts
in the early stages of briefing and feasibility by raising awareness of
performance in use. This helps teams to set realistic targets and assign
responsibilities. Particular attention is paid to handover and aftercare, with
project team members staying involved beyond handover. This assists occupiers
when they fine-tune and de-bug the systems, and allows them to make the best
use of their buildings. It also provides a natural route for post-occupancy
evaluation and feedback. www.bsria.co.uk/services/design/soft-landings

THE WOODLAND TRUST, GRANTHAM

Commitment to So Landings principles during the development of the Woodland
Trust’s new headquarters enabled the client and design team to benefit from feedback
from earlier projects, especially Heelis, the National Trust’s award-winning head office.
is process resulted in a lower-cost building with a simpler heating and ventilation
system, and lighting and IT systems that reduced long-term energy use. A development
of the ‘sustainability matrix’ approach used on Heelis helped to set environmental
targets and review progress as part of project meetings. e emphasis on handover and
aercare enabled the early appointment of a facilities manager, which in turn supported
an effective move-in process, and a successful bid for government funding for post
occupancy evaluation. e POE (Post Occupancy Evaluation) is revealing scope for
further improvement, both to the delivery process and in the completed building,
which demonstrates the importance for carrying out an evaluation of a project. In
particular using an approach such as So Landings emphasises early investigation and
rapid attention to seemingly minor issues in order that the building can be as
sustainable and user-friendly as intended.

www.ribaplanofwork.com 19
Key topics and client case studies
Handover, use and feedback

CREST NICHOLSON PROJECTS

Julia Plaskett, Crest Nicholson
Learning lessons from previous projects helps us to be more efficient and focused in our
design process. Our targeted programme of research is called the ‘dynamic learning
loop’, which is an important part of our framework. As part of this ‘loop’ we ask for
customer feedback from 150 existing residents, on such things as levels of
environmental comfort. is information is then fed back to the design team to
promote a critical link between the end users and the design team, and can be used to
develop a way forward for future projects so that mistakes are not repeated. By putting
the customer ‘back in the room’, knowledge is transferred into the briefing stage of new
projects. We also use peer review during the design process to challenge us all on the
strengths and weaknesses of different schemes and different designs. Every three
months, designers take turns in chairing this review, which increases the confidence
and skill-set of the wider professional team.

Figure 4
Building a
continuous cycle
of improvement
project outcomes
Intelligent brief

Handover, use and feedback

Stages 6, 7,and 0

Key lessons learned from the client case studies

• Developing a strategy for handover can provide the end user with
an understanding of the operation of their building, enabling them to
effect a smooth occupation and be confident in using the building.
• Using a variety of post occupancy evaluation techniques helps to ensure
that the completed project has met the original project brief and provides
feedback for new projects (see Figure 4 above).

20
Glossary of RIBA Plan of Work 2013 terms

‘As-constructed’ Information Business Case

A number of new themes and subject matters have
Information produced at the The Business Case for a project is
been included in the RIBA Plan of Work 2013. For further end of a project to represent the rationale behind the initiation
information please go to www.ribaplanofwork.com. what has been constructed. This of a new building project. It may
A full glossary of the RIBA Plan of Work 2013 terms is will comprise a mixture of ‘as- consist solely of a reasoned
built’ information from specialist argument. It may contain
set out below. Defining certain terms has been necessary subcontractors and the ‘final supporting information, financial
to clarify the intent of a term, to provide additional construction issue’ from design appraisals or other background
insight into the purpose of certain terms and to ensure team members. Clients may also information. It should also
wish to undertake ‘as-built’ highlight initial considerations
consistency in the interpretation of the RIBA Plan surveys using new surveying for the Project Outcomes. In
of Work 2013. technologies to bring a further summary, it is a combination
degree of accuracy to this of objective and subjective
information. considerations. The Business Case
might be prepared in relation to,
Building Contract for example, appraising a number
The contract between the of sites or in relation to assessing
client and the contractor for a refurbishment against a new
the construction of the project. build option.
In some instances, the Building
Contract may contain design Change Control Procedures
duties for specialist Procedures for controlling changes
subcontractors and/or design to the design and construction
team members. On some projects, following the sign-off of the Stage
more than one Building Contract 2 Concept Design and the Final
may be required; for example, Project Brief.
one for shell and core works
and another for furniture, Common Standards
fitting and equipment aspects. Publicly available standards
frequently used to define
Building Information Modelling project and design management
BIM is widely used as the processes in relation to the
acronym for ‘Building Information briefing, designing, constructing,
Modelling’, which is commonly maintaining, operating and use
defined (using the Construction of a building.
Project Information Committee
(CPIC) definition) as: ‘digital Communication Strategy
representation of physical The strategy that sets out when
and functional characteristics the project team will meet, how
of a facility creating a shared they will communicate effectively
knowledge resource for and the protocols for issuing
information about it and forming information between the various
a reliable basis for decisions parties, both informally and at
during its life cycle, from earliest Information Exchanges.
conception to demolition’.
Construction Programme
The period in the Project
Programme and the Building
Contract for the construction
of the project, commencing
on the site mobilisation
date and ending at Practical
Completion.

www.ribaplanofwork.com 21
Glossary of RIBA Plan of Work 2013 terms

Construction Strategy Design Queries Handover Strategy Post-occupancy Evaluation

A strategy that considers specific Queries relating to the design The strategy for handing Evaluation undertaken post
aspects of the design that may arising from the site, typically over a building, including occupancy to determine whether
affect the buildability or logistics managed using a contractor’s the requirements for phased the Project Outcomes, both
of constructing a project, or may in-house request for information handovers, commissioning, subjective and objective, set
affect health and safety aspects. (RFI) or technical query (TQ) training of staff or other out in the Final Project Brief
The Construction Strategy process. factors crucial to the successful have been achieved.
comprises items such as cranage, occupation of a building. On
site access and accommodation Design Responsibility Matrix some projects, the Building Practical Completion
locations, reviews of the supply A matrix that sets out who is Services Research and Information Practical Completion is a
chain and sources of materials, responsible for designing each Association (BSRIA) Soft Landings contractual term used in the
and specific buildability items, aspect of the project and when. process is used as the basis for Building Contract to signify
such as the choice of frame (steel This document sets out the extent formulating the strategy and the date on which a project is
or concrete) or the installation of of any performance specified undertaking a Post-occupancy handed over to the client. The
larger items of plant. On a smaller design. The Design Responsibility Evaluation (www.bsria.co.uk/ date triggers a number of
project, the strategy may be Matrix is created at a strategic services/design/soft-landings/). contractual mechanisms.
restricted to the location of site level at Stage 1 and fine tuned in
cabins and storage, and the ability response to the Concept Design Health and Safety Strategy Project Budget
to transport materials up an at the end of Stage 2 in order to The strategy covering all The client’s budget for the
existing staircase. ensure that there are no design aspects of health and safety on project, which may include
responsibility ambiguities at the project, outlining legislative the construction cost as well as
Contractor’s Proposals Stages 3, 4 and 5. requirements as well as other the cost of certain items required
Proposals presented by a project initiatives, including the post completion and during the
contractor to the client in Employer’s Requirements Maintenance and Operational project’s operational use.
response to a tender that includes Proposals prepared by design team Strategy.
the Employer’s Requirements. members. The level of detail will Project Execution Plan
The Contractor’s Proposals depend on the stage at which the Information Exchange The Project Execution Plan is
may match the Employer’s tender is issued to the contractor. The formal issue of information produced in collaboration between
Requirements, although certain The Employer’s Requirements may for review and sign-off by the the project lead and lead designer,
aspects may be varied based on comprise a mixture of prescriptive client at key stages of the project. with contributions from other
value engineered solutions and elements and descriptive elements The project team may also have designers and members of the
additional information may be to allow the contractor a degree additional formal Information project team. The Project
submitted to clarify what is of flexibility in determining the Exchanges as well as the many Execution Plan sets out the
included in the tender. The Contractor’s Proposals. informal exchanges that occur processes and protocols to be
Contractor’s Proposals form during the iterative design used to develop the design. It is
an integral component of the Feasibility Studies process. sometimes referred to as a project
Building Contract documentation. Studies undertaken on a given site quality plan.
to test the feasibility of the Initial Initial Project Brief
Contractual Tree Project Brief on a specific site or in The brief prepared following Project Information
A diagram that clarifies the a specific context and to consider discussions with the client to Information, including models,
contractual relationship between how site-wide issues will be ascertain the Project Objectives, documents, specifications,
the client and the parties addressed. the client’s Business Case and, schedules and spreadsheets,
undertaking the roles required in certain instances, in response issued between parties during
on a project. Feedback to site Feasibility Studies. each stage and in formal
Feedback from the project team, Information Exchanges at
Cost Information including the end users, following Maintenance and Operational the end of each stage.
All of the project costs, including completion of a building. Strategy
the cost estimate and life cycle The strategy for the maintenance Project Objectives
costs where required. Final Project Brief and operation of a building, The client’s key objectives
The Initial Project Brief amended including details of any specific as set out in the Initial Project
Design Programme so that it is aligned with the plant required to replace Brief. The document includes,
A programme setting out the Concept Design and any briefing components. where appropriate, the employer’s
strategic dates in relation to decisions made during Stage 2. Business Case, Sustainability
the design process. It is aligned (Both the Concept Design and Aspirations or other aspects that
with the Project Programme Initial Project Brief are Information may influence the preparation of
but strategic in its nature, due Exchanges at the end of Stage 2.) the brief and, in turn, the Concept
to the iterative nature of the Design stage. For example,
design process, particularly in Feasibility Studies may be required
the early stages. in order to test the Initial Project
Brief against a given site, allowing
certain high-level briefing issues
to be considered before design
work commences in earnest.

22
Glossary of RIBA Plan of Work 2013 terms

Project Outcomes Project Strategies Schedule of Services Technology Strategy

The desired outcomes for the The strategies developed in A list of specific services and The strategy established at the
project (for example, in the parallel with the Concept Design tasks to be undertaken by a outset of a project that sets out
case of a hospital this might to support the design and, in party involved in the project technologies, including Building
be a reduction in recovery certain instances, to respond to which is incorporated into their Information Modelling (BIM) and
times). The outcomes may the Final Project Brief as it is professional services contract. any supporting processes, and the
include operational aspects concluded. These strategies specific software packages that
and a mixture of subjective typically include: Site Information each member of the project team
and objective criteria. • acoustic strategy Specific Project Information will use. Any interoperability
• fire engineering strategy in the form of specialist surveys issues can then be addressed
Project Performance • Maintenance and Operational or reports relating to the project- before the design phases
The performance of the project, Strategy or site-specific context. commence.
determined using Feedback, • Sustainability Strategy This strategy also considers
including about the performance • building control strategy Strategic Brief how information is to be
of the project team and the • Technology Strategy. The brief prepared to enable the communicated (by email, file
performance of the building These strategies are usually Strategic Definition of the project. transfer protocol (FTP) site or
against the desired Project prepared in outline at Stage 2 Strategic considerations might using a managed third party
Outcomes. and in detail at Stage 3, with include considering different sites, common data environment) as
the recommendations absorbed whether to extend, refurbish or well as the file formats in which
Project Programme into the Stage 4 outputs and build new and the key Project information will provided. The
The overall period for the briefing, Information Exchanges. Outcomes as well as initial Project Execution Plan records
design, construction and post- The strategies are not typically considerations for the Project agreements made.
completion activities of a project. used for construction purposes Programme and assembling
because they may contain the project team. Work in Progress
Project Roles Table recommendations or information Work in Progress is ongoing
A table that sets out the roles that contradict the drawn Sustainability Aspirations design work that is issued
required on a project as well as information. The intention is The client’s aspirations for between designers to facilitate
defining the stages during which that they should be transferred sustainability, which may include the iterative coordination of each
those roles are required and the into the various models or additional objectives, measures designer’s output. Work issued as
parties responsible for carrying drawn information. or specific levels of performance Work in Progress is signed off by
out the roles. in relation to international the internal design processes of
Quality Objectives standards, as well as details each designer and is checked and
The objectives that set out the of specific demands in relation coordinated by the lead designer.
quality aspects of a project. The to operational or facilities
objectives may comprise both management issues.
subjective and objective aspects, The Sustainability Strategy
although subjective aspects may will be prepared in response
be subject to a design quality to the Sustainability Aspirations
indicator (DQI) benchmark review and will include specific additional
during the Feedback period. items, such as an energy plan and
ecology plan and the design life
Research and Development of the building, as appropriate.
Project-specific research and
development responding to the Sustainability Strategy
Initial Project Brief or in response The strategy for delivering the
to the Concept Design as it is Sustainability Aspirations.
developed.

Risk Assessment
The Risk Assessment considers
the various design and other risks
on a project and how each risk
will be managed and the party
responsible for managing
each risk.

www.ribaplanofwork.com 23
RIBA services for clients

RIBA Find an Architect RIBA Conservation Register

The RIBA has a wide range of services to assist clients
An RIBA Chartered Architect The RIBA Conservation Register
through the project process including the use of RIBA or Chartered Practice can help enables those looking to
Client Advisers at the very beginning of a project all the clients achieve their project commission work on heritage
way through to RIBA Chartered Practices delivering post aspirations and vision. The RIBA buildings to find architects with
provides tools to help clients the specific skills and experience
occupancy evaluation services once a building is in use. search through over 3200 RIBA they require, encompassing all
Chartered Practices and over aspects of historic building
The RIBA is working to stimulate demand for architecture 28000 individual RIBA conservation, repair and
that delivers economic, social and environmental value by Chartered Architects. maintenance.
developing a coherent and effective programme of client www.architecture.com/ http://www.architecture.com/U
UseAnArchitect/Home.aspx seAnArchitect/ConservationReg
education, support and influence. ister/ConservationRegister.aspx
RIBA Client Advisers
The RIBA Client Adviser RIBA Design Review
service provides professionals Through its regional offices
with various specialist skills and the RIBA is promoting locally
wide experience who are well delivered, design review service
equipped to provide support and to meet the needs of the
assistance to clients from the communities and decision-
start of a project. The RIBA Client makers and this will include
Adviser can work closely with providing training to
the client including collaborating professionals who can
with other members of the team populate new and existing
as the project moves forward. design review panels.
www.architecture.com/
clientadviser An update to the widely
acknowledged, industry standard
RIBA Competitions best practice guidance to
The RIBA offers a competition delivering Design Review; 'Design
management service that can Review, Principles and Practice'
advise and arrange competitive has been published by the RIBA,
selection processes to meet the CABE team at the Design
a client’s requirements. Council, the Landscape Institute
www.architecture.com/ and the Royal Town Planning
competitions Institute (RTPI):
http://www.architecture.com/
RIBA Chartered Practices TheRIBA/AboutUs/Influencing
Chartered Practice will help Policy/Localism/DesignReivew.
you achieve your aspirations aspx
and vision, as well as add value
to a project through good
design and sound construction.
https://members.architecture.c
om/directory/default.asp?dir=1

24
Acknowledgements

The RIBA wishes to thank Elizabeth II Court Platform Written by Sarah Beck and
the following people and Project type Office refurbishment Project type community Alex Tait in the RIBA Practice
organisations for passing Client body Hampshire County refurbishment (grade II listed) Department and by Alexi Marmot
on their knowledge and Council Client body London Borough Associates
experience which this Client contact Steve Clow, of Islington Thanks to the RIBA Construction
document is based on. Hampshire County Council Client contact Jonathan Gibbs, Strategy Group and particularly
Property Services Isledon Partnership the following for their
Angel Building Architect Bennetts Associates Architect van Heyningen comments:
Project type Office refurbishment and Haward Architects
Paul Fletcher
Client body Derwent London Finchley Memorial Hospital
Through Architecture
Client contact Paul Williams, Project type Healthcare new build Royal Veterinary College
Derwent London Client body NHS Barnet Social Learning Space Tom Jacques
Architect Allford Hall Monaghan Client contact Nick Meurice, Project type Higher education Jacques Partnership
Morris Ltd gbpartnerships refurbishment Walter Menteth
Architect Murphy Philipps Client body Royal Veterinary Walter Menteth Architects
Brockholes Visitor Centre Architects College, University of London Hilary Satchwell
Project type Community Client contact Ian Mehrtens, Tibbalds Planning
new build Fleet Street Redevelopment Royal Veterinary College and Urban Design
Client body The Wildlife Trust Project type Office refurbishment Architect ArchitecturePLB
for Lancashire, Manchester (conservation) Richard Saxon CBE
and North Merseyside Client body C. Hoare and Co., St James Group Limited Consultancy for the
Client contact Ian Selby, private bankers Project type Housing new build Built Environment
Lancashire Wildlife Trust Client contact Bryan Cassidy, Client body St James Group Alan Shingler
Architect Adam Khan Architects C. Hoare and Co. Limited Sheppard Robson
Architect Frederick Gibberd Client contact Nick Davies, Dale Sinclair
Creasey Park Community Partnership St James Group Limited Dyer
Football Centre Architect Various
Project type Community Lancaster Institute for the
new build Contemporary Arts (LICA) Tower Works Leeds Designed by Duffy
Client body Central Bedfordshire Project type Higher education Project type Office refurbishment Published by the Royal Institute
Council new build (grade II and II* listed) of British Architects 2013
Client contact Adrian Lear, Client body Lancaster University Client body Yorkshire Forward/
Central Bedfordshire Council Client contact Suzanne Parkinson, Homes and Communities Agency
Architect And Architects Lancaster University Client contact Michael Birdsall,
Architect Sheppard Robson Yorkshire Forward
Crest Nicholson Architect Bauman Lyons
Project type Various Manchester Central Library Architects Ltd.
Client body Crest Nicholson Project type Library
Client contact Julia Plaskett, refurbishment (grade II* listed) Wapping High School
Crest Nicholson Client body Manchester Project type School –
Architect Various City Council conversion and refurbishment
Client contact John Lorimer, Client body Wapping and
Eleven Brindleyplace Manchester City Council Shadwell Secondary
Project type Office new build Architect Ryder Architecture Education Trust
Client body Argent Estates and Ian Simpson Architects Client contact Kerstyn Comley,
Limited The Wapping and Shadwell
Client contact James Heather, Manhattan Loft Corporation Secondary Education Trust
Argent Estates Limited Project type Hospitality, Architect ECE Architecture
Architect Glenn Howells residential, production studios Limited
Architects Client body Manhattan
Loft Corporation Woodland Trust Headquarters
Client contact Chris White, Project type Office new build
Manhattan Loft Corporation Client body The Woodland Trust
Architect Various Architect Feilden Clegg Bradley
Studios

Heritage House
Project type Private house
(grade II listed)
Client body Private client
Architect Robert Franklin

www.ribaplanofwork.com 25
Royal Institute of British Architects
66 Portland Place
London W1B 1AD
020 7580 5533
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