DIRECTORATE OF ESTATES AND FACILITIES
DIRECTORATE OF ESTATES AND FACILITIESPROCEDURE AND INFORMATION MANUALEPM PM20Construction Project Completion & Handover ProcedureDocument originated:Issue number:Approved by:Last revised:Next revision:July 20161By:No of pages:Status:By:By:DOEF CONSULTATIONOctober 2018October 2019CSU19LivePolicy & Procedure WGCPU/DSUThe purpose of this document is to set out the role of key duty holders at projectcompletion and handover stage of a construction project.1G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
CONTENTSSection1.0IntroductionPage No’s32.0Client Rep Duties3-63.0Consultant Project Manager Duties6-84.0Principal Contractor Duties8-95.0Head of Faculty Estates & Faculty Estates Team Duties9-106.0Client Services Unit Duties10-117.0Maintenance Services Unit Duties11-128.0Estates Help-Desk Duties129.0Security Services Unit Duties12-1310.0House Services Duties13-1411.0Head of School Duties14-1512.0Other Building Occupant Duties15-1613.0Environmental Sustainability Advisor (ESA)16-192G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
1.0Introduction1.1The purpose of this document is to set out the role of key duty holders at projectcompletion and handover stage of a construction project.2.0Client Rep Duties2.1RIBA Work Stage 1 Preparation and Brief, Soft Landings Stage 1 Inception and Briefing2.1.1Facilitate discussions between Design Team and Space Management and MaintenanceTeam regarding integration at handover of information into systems such as Archibusand Oracle including asset register requirements.2.2RIBA Work Stage 2-4, Soft Landings Stage 2 Design Development2.2.1Arrange on-going consultation workshops between Design Team and UoM Estates &Facilities stakeholders within the aim of the Design Team explaining design developmentand receiving feedback particularly in relation to systems that will be taken over bystakeholders. Proactively resolve any conflicts that may arise with the designphilosophy.2.2.2Facilitate on-going discussions between Design Team and Space Management andMaintenance Team regarding integration at handover of information into systems suchas Archibus and Oracle including asset register requirements.2.3RIBA Work Stage 5-6 Construction, Handover and Close Out, Soft Landings Stage 3 PreHandover 6-3 months ahead of Handover2.3.1Develop and agree handover programme with key end-users, key estate functions andproject team including contractor. Facilitate monthly site visits (minimum) withContractor and UoM Estates & Facilities stakeholders who will take over installedsystems to help familiarising them with the systems and dealing with any queries orissues that arise. Explain what installations may be affected by extended maintenanceand the nature of that maintenance.2.3.2Check and confirm that the project team are completely conversant with handoverrequirements and each understand their role towards ensuring that key buildingsystems are operational e.g. lighting, fire alarms and emergency lighting, heating andventilation and that appropriate fire safety systems including fire extinguishers, escaperoute signage, assembly points etc. are fully operational and de-snagged as far aspossible prior to Handover.2.43 Months ahead of Handover2.4.1Review testing, commissioning, handover, extended maintenance and completionprogramme with key end-users, key estate functions and project team includingcontractor.2.4.2Ensure that a Defects Management Procedure 2 is introduced and agreed, so that all3G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
affected parties are fully aware of the process to be adopted for the reporting andattendance to defects that may occur during the defects liability period.2.4.3Obtain input from UoM Estates & Facilities stakeholders on preferences for O&Mmanuals including format and content . Carefully distinguish split of responsibility forongoing maintenance, including any extended maintenance, of all new assetsbetween Schools and Estates & Facilities and seek sign-off from UoM Estates &Facilities stakeholders of the final version in electronic form at least one monthahead of Handover.2.4.4Notify the University's insurers via the Insurance Office that Practical Completion hasbeen achieved.2.4.5The procedure shall include reporting defects to the Help Desk during normalworking hours; reporting defects outside normal working hours; what constitutes anemergency and a timescale for this to be addressed; a list of defects that need to becorrected within say 7 days and those which can wait until the end of the DLP etc.2.51 month ahead of Handover2.5.1Review testing, handover, extended maintenance and completion programme withkey end- users, key estate functions and project team including contractor.2.5.2Ensure that key end users e.g. Heads of School/Division/Function have been fullybriefed as to what their responsibilities are once the building/facility has beenoccupied by their staff. This may include an awareness of: What construction work remains to be completedWhat areas may still be in the possession of the principal contractor andtherefore not available to the Building UsersWhat temporary arrangements are in place to allow for the safe interfacebetween his facility/staff and that of the contractor's areas and staff includingtemporary emergency arrangementsSpecific contractor's risk assessments and safe systems of work that are in placethat affect the normal operation of the building/facilitySpecific risk assessments and safe systems of work that s/he may responsible forthe preparation of, as a result of the temporary arrangements that may be inplaceWhat areas/services are the responsibility of others e.g. Estates (House Services,Maintenance Services etc.)The key points of contact for dealing with significant issues that may arise thataffect the Building Users (assuming that day to day defects/snagging issues areput through the Help Desk)What staff training/instruction is required on systems and systems/installationsthat the end user may have to use2.5.3Agree site base with Principal Contractor for Aftercare stages for a minimum period(3 months to a year).2.5.4Ensure that all necessary precautions have been taken and safe systems of work putin place at and following handover and occupation by the Building Users in order to4G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
minimise/control risk associated with any ongoing work of the Principal Contractor.2.5.5Ensure appropriate safe working arrangements are made with an appointedmember of Faculty/School/Division staff before work starts in occupied areas.2.5.6Ensure that technical and maintenance data for items of "specialist" equipmentprocured via the building contract but to be maintained by the building occupants,are available to the client at handover.2.5.7Maintain appropriate contact with the Estates Health and Safety Officer to makehim/her aware of particular issues that may affect the occupiers/end users of thebuilding/facility in order that he may liaise with his counterpart in theSchool/Division. Ensure that s/he remains aware of significant issues within thebuilding/facility that would not normally be dealt with by the Help Desk but areaffecting the ability of the Building Users to adequately function.2.5.8Ensure that the CPM is liaising with the project team to progress the investigationand subsequent action with respect to significant items within the building/facilitythat are not considered general defects/snagging items.2.5.9Ensure appropriate notice is given to an appointed member ofFaculty/School/Division staff when contractors will be working in an occupied areaof the building.2.5.10Arrange for key Estates functions (e.g. Help Desk, Maintenance Services, ProfessionalServices, House Services etc.) to be fully briefed on the nature of the facility andestablish what training and support is required pre and post-handover and whatarea of the building/facility become the responsibility of the Directorate of Estates(e.g. plant rooms, switch rooms, circulation areas etc.) that may result in the need fornew risk assessments and planned maintenance schedules.2.6Handover2.6.1Arrange for Operating and Maintenance Manuals and Health & Safety Files, includingthe relevant certificates, to be delivered to Client Services Unit.2.6.2Take receipt of the building keys from the principal contractor and then issue preagreed sets to a nominated end user(s) and to an appointed member of estates2.7RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare1month post-Handover2.7.1Work closely with Faculty Estates Team to ensure that there is regularcommunication of both general defects/snagging items and more significant defectsso as to keep Building Users informed of progress.2.8RIBA Work Stage 71n use, soft landing stage 5 Long-term Aftercare2 - 12 months (plus) post-Handover5G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
2.8.1Work closely with Faculty Estates Team to ensure that there is regular communication ofboth general defects/snagging items and more significant defects so as to keep BuildingUsers informed of progress throughout period of defects liability.3.0Consultant Project Manager DutiesRIBA Work Stage 1 Preparation and Brief, Soft Landings Stage 1 Inception and Briefing3.1RIBA Work Stage 2-4, Soft landings Stage 2 Design development3.1.2Facilitate BBI Plan indicating clear and concise requirements for delivering a fullycommissioned building including all relevant documentation at completion. Contractorsshould be asked to detail in their tenders how this will be achieved, the process andmethodology, suitable programme allowances and level of resources.3.1.3Develop a definition of completion: All tests and inspections required;Commissioning management requirements;Contractor to disclose resource requirements during all work stages toensure resources are dove tailed in with that of the BBI team i.e. a presenceon site during/after completion; A defects management and reporting process is described; The handover strategy requirements; Any extended maintenance period;The need for spares3.1.4Ensure that the project team develop a Technical and User Guide from the point of viewof a typical user and manager of the building that will include consultations with UoMEstates & Facilities stakeholders .The Guide should distinguish warranties and warrantyperiods particularly where these are extended, and responsibilities for futuremaintenance. The Guide should include technical and maintenance data for items of"specialist" equipment procured via the building contract but to be maintained by thebuilding occupants. The development of the Guide should be on-going up to the point ofone month ahead of Handover when it should be made available to Building Users,ideally incorporated into a Welcome Pack provided by the Faculty Estates Team.3.2RIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3 Prehandover6 - 3 months ahead of Handover3.2.1Ensure that the project team adequately plans for a smooth transition betweenpractical completion, handover and subsequent occupation of the building/facilityby the Building Users by adherence to the Project Handover Control Schedule(Appendix A).3.2.2Ensure that the project team is fully aware of its responsibilities in respect of thebuilding/facility once the Building Users have occupied the building/facility.3.33 months ahead of Handover6G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
Ensure that the project specific BBI document is being followed by the contractorand forewarn Client Rep where there are any variations or failings with therequirements of the BBI Plan as well as implications for the Handover process.Oversee the development of O&M manuals including maintenance, cleaning andoperational strategy by the contractor. Obtain certification of all tests for inclusionin manuals. Ensure as-built drawings are in UoM prescribed format3.41 month ahead of HandoverEnsure that the project team fully liaises with relevant Estates staff with respect tothe building/facility and its systems/installations and that in particular any matters,that could affect the health safety and welfare of Building Users and Estates staff,have been raised and adequate arrangements are put in place to reduce/control risk.Review testing, commissioning, handover, extended maintenance and completionprogramme with Principal Contractor. Understand the Contractor's buildingreadiness and countdown to Handover. Forewarn the Client Rep of any issues such asdelays or non- availability of testing and commissioning certificates.Ensure that the contractor has arranged adequate training and instruction forEstates staff and for Building Users on systems within the building/facility bothbefore and after occupation. In collaboration with the Principal Contractor, work closely with Estates staff toensure that they are adequately briefed, familiarised and trained in systems asdesigned and installed within the building/facility.Ensure Design Team respond in good time to technical queries and issues raised byEstates staff.Provide Client Rep with a Technical and User Guide (from the point of view of a typicaluser and manager of the building) for passing on to Head of Faculty Estates.The Guidemust explain the safe operation and maintenance of systems within the building andalso explain what the Aftercare team is there for, where they can be contacted andwhen. Introduce Building Users to the Guide through delivered sessions, making surethe design intent is well understood, record user queries and themes for futurelearning and inclusion inthe Guide.3.5Handover3.5.1Facilitate delivery of as-built BIM model as well as facilitate integration ofinformation into systems such as Archibus and Oracle including asset registerrequirements.3.6RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare1 Month post-Handover3.6.1Prepare an initial summary project completion report on outstanding work beingundertaken by the contractor, defects remaining and a programme to address them.7G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
Issue report to Client Rep.3.7RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare2-12 months (plus) post-Handover3.7.1Update on a monthly basis a summary project completion report on outstandingwork being undertaken by the contractor, defects remaining and a programme toaddress them. Issue report to Client Rep.4.0Principal Contractor DutiesRIBA Work Stage 1 Preparation and Brief, Soft landings Stage1 Inception andBriefingRIBA Work Stage 2-4, Soft landings Stage 2 Design developmentRIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3Pre- handover6 - 3 months ahead of Handover4.1In collaboration with the CPM and Design Team, work closely with Estates staff toensure that they are adequately briefed, familiarised and trained in systems asdesigned and installed within the building/facility.3 months ahead of Handover1 month ahead of Handover4.2Nominate key personnel including contact numbers for both emergency and routinecontact. These staff must be familiar with the building/facility and thesystems/installations therein and must be able to contact key members oftheprincipal contractor's team (including sub-contractors) to ensure that issues areresponded to in an appropriate timescale.4.3Arrange adequate training and instruction for Estates staff and for end users onsystems within the building/facility both before and after occupation. Providevideo of training to Client Rep for distribution amongst Estates Staff.HandoverRIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare1 month post-Handover4.4Respond in good time to queries and issues raised by the Estates Help desk inaccordance with procedures agreed prior to HandoverRIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare2-12 months (plus) post-Handover8G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
4.5Respond in good time to queries and issues raised by the Estates Help desk inaccordance with procedures agreed prior to Handover.4.6When required to attend site, give prior notice to the Client Rep, all in accordancewith agreed timescales and procedures, ensure that adequate safety precautions andsafe systems of work are in place prior to the carrying out of any remedial works oradditional outstanding items.4.7Respond in good time to queries and issues raised by the Client Rep that relate tomore significant warranty/liability issues in respect of the building/facility.4.8Work collaboratively with the design team in the investigation of defects/warrantyissues so that the University and particularly the Building User is not unreasonablyinconvenienced by the issue at hand.4.9At all times, comply with all local rules and arrangements that apply in abuilding/facility once it has been occupied so as not to unnecessarily disrupt or putBuilding Users at risk from operations that the Principal Contractor may have tocarry out.5.0Head of Faculty Estates and Faculty Estates Team DutiesRIBA Work Stage 1Preparation and Brief, Soft landings Stage !Inception andBriefingRIBA Work Stage 2-4, Soft landings Stage 2 Design developmentRIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3Pre- handover6-3 months ahead of Handover5.1Be satisfied that the Client Rep and project team have ensured that key buildingsystems are operational e.g. lighting, fire alarms and emergency lighting, heatingand ventilation and that appropriate fire safety systems including fire extinguishers,escape route signage, assembly points etc are provided prior to occupation.5.23 months ahead of HandoverIf deemed appropriate, nominate/appoint a building/facility manager/co-ordinatorfor a reasonable period prior to occupation and for a period following occupation(three, six or twelve months dependent upon the size and nature of the project).This individual(s) will work closely with the Client Rep and other members of theproject team (both prior to handover and following occupation) and will ensure thats/he is fully conversant with the building/facility and has been fully briefed onoutstanding or future works to be completed by the contractor followingoccupation by the end user.Become familiar with the building/facility and understand what areas may remainthe responsibility of the contractor post-Handover.9G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
5.31 month ahead of HandoverAct as a primary point of contact between the Client Rep (and the project team) andthe Building Users, providing regular communication on the progress of the project.Work with other Estates service providers to assist in ensuring that operations suchas post deliveries, cleaning, waste collection etc. are set up in advance of theoccupation of the building.Act as a supporting role to the Head of School/Division/Function to ensure that theyare fully conversant with their responsibilities once the building or facility has beenoccupied by his staff and that they have been fully briefed by the Client Rep andproject teamInform the Client Rep of significant items that would not normally be treated asdefects/snagging. It will be expected that such items are brought to the attention ofthe project team for investigation and action.Issue Building Users with a Welcome Pack that includes a Technical and User Guideprovided by the Client Rep on the safe operation and maintenance of systems withinthe building5.4Handover – RIBA Work Stage 7 in use, Soft landing stage 4 Initial Aftercare – 1 monthpost-HandoverFocus on settling Building Users into the building identifying any problems andlogging usage and change.RIBA Work Stage 7 in use, Soft landing stage 5 Long-Term Aftercare2-12 months (plus) post-Handover6.0Client Services Unit DutiesRIBA Work Stage 1 Preparation and Brief, Soft Landings Stage 1 Inception and BriefingRIBA Work Stage 2-4, Soft Landings Stage 2 Design Development6.1Review any derogations and sign off key RIBA StagesRIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3Pre-Handover; 6-3 months ahead of Handover6.2Ensure each technical team are aware of the handover plan developed by the ClientRepresentative.6.33 months ahead of HandoverLiaise closely with the University Project Manager and project team prior tohandover and occupation of the building/facility, to ensure that key staff arefamiliar with systems/installations and key building/facility users etc.10G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
6.41 month ahead of HandoverPrior to handover, provide advice and support to the Client Rep and project team onwhat arrangements need to be in place following handover with respect to buildingsystems/installations etc.6.5HandoverEnsure CSU have all information listed in Client Representative Duties: if not escalateto Senior Management, via Project Monitoring meetings.6.6RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare; 1 month postHandoverVisit working building to continue familiarity.6.7RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare2-12 months (plus) post-HandoverCarry out a visit to review effectiveness of current operation/any outstandingissues- flag via the Project Monitoring process.7.0Maintenance Services Unit DutiesRIBA Work Stage 1Preparation and Brief, Soft landings Stage 1 Inception andBriefingRIBA Work Stage 2-4, Soft landings Stage 2 Design developmentRIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3Pre- handover6 - 3 months ahead of Handover3 months ahead of Handover1 month ahead of HandoverLiaise closely with the Client Rep and project team prior to Handover and occupationof the building/facility, to ensure that key staff are familiar withsystems/installations etc. and are adequately trained and therefore are able torespond effectively to requests via the Help Desk. Obtain information on anyextended maintenance periods.HandoverRIBA Work Stage 7 In use, Soft Landing Stage 4 Initial Aftercare1 month post-HandoverReceive requests from the Help Desk and respond to these as per response times set11G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
out in the defects management procedure.RIBA Work Stage 7 In use, Soft Landing Stage 5 Long-term Aftercare2-12 months (plus) post-HandoverReceive requests from the Help Desk and respond to these as per response times setout in the defects management procedure.Arrange regular communication between Maintenance Services staff and the FacultyEstates Team so as to ensure that Building Users are provided with progress updatesin respect of work deemed the responsibility of Maintenance Services.8.0Estates Help-Desk DutiesRIBA Work Stage 1Preparation and Brief, Soft landings Stage 1 Inception andBriefingRIBA Work Stage 2-4, Soft landings Stage 2 Design developmentRIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3Pre- handover6 - 3 months ahead of Handover3 months ahead of Handover1 month ahead of HandoverWork with Client Rep to agree procedures for the receipt of requests from theBuilding Users in respect of building defects and snagging items.HandoverRIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare1 month post-HandoverPass on requests to the principal contractor (via an established procedure thatensures that contractual arrangements are maintained) or Maintenance Services asappropriate, depending on the nature of the defect.RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare2-12 months (plus) post-HandoverPass on requests to the Principal Contractor (via an established procedure thatensures that contractual arrangements are maintained) or Maintenance Services asappropriate, depending on the nature of the defect.9.0Security Services Unit Duties12G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
RIBA Work Stage 1 Preparation and Brief, Soft landings Stage 1 Inception andBriefingRIBA Work Stage 2-4, Soft landings Stage 2 Design developmentRIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3Pre- handover6 - 3 months ahead of Handover3 months ahead of HandoverLiaise closely with the University Project Manager and project team prior tohandover and occupation of the building/facility, to ensure that key staff arefamiliar with systems/installations and key building/facility users etc.1 month ahead of HandoverProvide support to the Head of School/Division/Function on ensuring that his staffoccupy the building/facility safely and ensure that they and the building are secureat all times.Be familiar with the emergency arrangements for the building including the firealarm systems and emergency exit routes.HandoverRIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare1 month post-HandoverRIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare2-12 months (plus) post-Handover10.0House Services DutiesRIBA Work Stage 1 Preparation and Brief, Soft landings Stage 1 Inception andBriefingRIBA Work Stage 2-4, Soft landings Stage 2 Design developmentRIBA Work Stage S-6 Construction, Handover and Close Out, Soft landings Stage 3Pre- handover6 - 3 months ahead of Handover3 months ahead of Handover1 month ahead of HandoverLiaise closely with the Client Rep and project team prior to handover and occupation13G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
of the building/facility, to ensure that key House Services staff aretrained/instructed with systems/installations and key building/facility users etc.Ensure that cleaning regimes and other Building Attendant duties etc. are in placeonce Users are in the building/facility.Ensure that a system of post-delivery and collection is in place once Users are in thebuilding.Discuss and make appropriate arrangements with an appointedFaculty/School/Division member of staff any health and safety issues regardingHouse Services staff working in occupied laboratory or workshop areas.HandoverRIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare1 month post-HandoverRIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare2-12 months (plus) post-Handover11.0Head of School DutiesRIBA Work Stage 1 Preparation and Brief, Soft landings Stage 1 Inception andBriefingRIBA Work Stage 2-4, Soft landings Stage 2 Design developmentRIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3Pre- handover6 - 3 months ahead of Handover3 months ahead of Handover1 month ahead of HandoverEnsure that where deemed necessary staff under his control have been providedwith appropriate training and instruction on systems/installations that they mayhave to use within the building/facility.Aside from the normal responsibilities as laid down by the University in terms ofhealth and safety arrangements that need to be in place and monitored by Heads ofSchool/Divisions etc. s/he will ensure that risk assessments have been carried outand safe systems of work are in place for all activities associated with any interfaceissues that may be present due to the ongoing presence on site of contractors. It isexpected that this shall be a collaborative exercise with the Client Rep and projectteam.As soon as is practicable, raise any health and safety concern that they may have in14G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
respect of any ongoing/outstand ing construction work within the building/facilitywith the Client Rep as soon as is practicable and take any immediate action deemednecessary to protect the staff/students etc. from the consequences of the healthand safety concern.HandoverRIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare1 month post-HandoverAs soon as is practicable, raise any health and safety concern in respect of anyongoing/outstanding construction work within the building/facility with the ClientRep and take any immediate action deemed necessary to protect thestaff/students etc. from the consequences of the health and safety concern.Ensure that staff, students and visitors to the building/facility are made aware ofhazards associated with ongoing/outstanding works and what temporaryarrangements may be in place as a result of these works including emergencyarrangements and areas that are off limits.Ensure appropriate safe working arrangements are made before work starts inoccupied areas.RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare2-12 months (plus) post-HandoverAct as a primary point of contact between the Client Rep and the Building Users,providing regular communication on the progress of the project on outstandingwork being undertaken by the contractor; defects/snagging items; and othermatters affecting the daily operation of the buildin
as Archibus and Oracle including asset register requirements. 2.3 RIBA Work Stage 5-6 Construction, Handover and Close Out, Soft Landings Stage 3 Pre-Handover 6-3 months ahead of Handover 2.3.1 Develop and agree handover programme with key end-users, ke
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