Client Care L2 Flashcards
Identifying all clients/colleagues/third parties who are your clients
Construction work is highly collaborative with multiple consultants/parties working together to deliver projects.
It is important to perceive all parties that you encounter as a client
as their perception of you is likely to impact on me/my firms performance
Appropriate behaviour to establish good client relationships –
Understand clients objectives.
Good communication.
Respond quickly and comply with deadlines. Add value by seeing the clients perspective but
being careful to point out extent of expertise.
The systems and procedures that are appropriate for managing the process of client care, including complaints
We invite clients complete a brief questionnaire every 6 months to a year to confirm what we are doing well and identify what we could improve upon.
Adhering to deadlines is very important. Establish when a client requires something and ensure that is achieved.
If the deadline cannot be achieved then this should be communicated to the client as early as possible
RICS Client
Fundamental to surveying industry. Reputation is based on the enhanced service and protection RICS surveyors provide
Complaints Procedure
Stage 1; review by senior member of firm
7 days acknowledge
21 days respond)
Stage 2; Referred to redress scheme
Data collection, analysis and defining the needs of clients –
regular questionnaire/feedback platform
Fundamentally always listen to the client and be responsive to their needs
Specialism
Identify work outside of your specialism
e.g. VAT.
Legal disputes
Whole Life Costing
fall outside standard scope of service
Insurance
Cover against negligence up to say up to £5m. Policy covers cost of defending claim
subject to excess payment.
How stakeholders are identified and how their status within the project is established =
Project team,
client team,
MC,
SC,
Suppliers,
Site Investigation etc,
Statutory (LPA, utilities),
Public/local residents/business.
Formal comms with client and where things can go wrong
Failure to understand the brief,
poor communication is the next main cause of client relationship problems;
Lead client contact,
Information management (SharePoint), Escalation (separate point of contact – Senior Director),
Confidentiality (confirm position on external communication – project access only to those allocated to project)
KPI’s
Measure performance;
satisfaction,
safety,
productivity.
Measure through questionnaire
Client Objective
Cost certainty
Programme certainty
Cost vs Value over building use?
PEP; requirements, roles, responsibilities. Value hierarchy
Client Brief example Wrexham site 2
Client - speculative build to rent
design/scope - distribution warehouse
budget - tbc
programme 9 months
3rd party stakeholders - funder
legal issues - n/a
procurement - single stage D&B
constraints - pre commencement butterfly mound
QS Scope (Limits of PI insurance)
Pre-Contract;
Feasibility estimate,
tendering & procurement advice,
cost plan development,
tender documents,
tender process
Post-contract;
Valuations,
variations control/costing,
Supp. Services;
life cycle reports,
L&E and EoT assessments
contract admin (EA)
Appointment doc
Details,
Obligations,
warranties,
payment terms,
scope of services,
additional services,
termination,
fees,
Customer Feedback approach
Forms or meeting.
Cheap & less bias vs
personal & time consuming.
Overall service,
value, quality, time
Prequalification Questionnaires (PQQ) –
Establish suitable prospective contractors for inclusion within the next stage of the tendering process
e.g. Accounts,
Credit rating,
Relevant experience
Invitation to Tender (ITT) –
Cleary sets out tender process for contractor. Certificate of bona fide tender can help in sorting out contractors who may not be willing to commit / do not have capacity.
Can aids in creating competition by discounting contractors not serious early on.
Site investigation –
Basis for design and overall programme. Establish if ground needs remediation or specialist foundations?
If existing building it should be confirmed Asbestos is not present.
Confirm planning pre-commencement conditions are satisfied.
e.g. is there any biodiversity or species protection measures required?
Failing to understand components such as this could significantly impact on cost and programme so clarification of investigation should be sought from the outset.
Feasibility studies
Benchmarking exercise to identify from the outset of the project if the design proposal is feasible
(i.e. does the GDV fit with the development costs)
Procurement reports –
Meole Brace;
Exec summary,
Intro,
Analysis – D&B, Traditional, Comparison and Risk allocation,
Conclusion.
Advise the client on what the best approach to take based on their requirements.
Project programme –
Are there any dates that must be met or is time secondary to cost?
Are there elements of work that could risk the programme?
E.g., Derby demolition removal of asbestos. Advise best to remove asbestos separately as enabling works (prior to demolition).
Due to funding, the work had to be undertaken collectively.
Communication strategy –
Dependent on how involved the client is. Hands off or involved day to day?
Minimum expectation to provide monthly cost report –
outlining variations, prov sum, claims, programme.
Establishing a client’s objectives –
(Time, Cost & Quality)
Wrexham;
Good value,
Programme (quick but secondary to cost)
cost and
design risk to contractor
Confirming a client’s brief –
Background,
design/scope,
budget,
programme,
3rd party stakeholders,
legal issues,
procurement,
constraints
Establishing a scope of services –
Feasibility estimate,
tendering & procurement advice,
cost plan development,
tender process
Post-contract;
Valuations,
variations control/costing,
Supp. Services;
contract admin (EA)
VE,
life cycle reports
Establishing project stakeholders and their status –
Wrexham;
Client
EA / PM
QS,
CDM,
MC
Architect
Civils & Structural
Setting up communication systems with a client and stakeholders –
Wrexham;
SharePoint project information folder for all parties.
Instructions to be made and requested to the EA. - (CRE8)
QS (Arcadis) -
Client (FIREM) -
Project team (Arc, SE, CE, CDM) -
Statutory (LPA, Utilities) –
Main Contractor,
Sub-contractors
Suppliers
Dealing with a complaint –
Not done but understand process;
Stage 1; review by senior member of firm (7 days acknowledge – 21 days respond)
Stage 2; Referred to redress scheme
Measurement of KPIs
CDM
1=Non-Compliant Immediate Action Required.
2=Improvement Required Rectification Required.
3= Legally Compliant
4= Beyond Compliance.
5 = Best Practice Standards Identified. Performance questionnaire to client.
Calculating fees for professional services –
Whitwell;
Resource required for initial report –
time & cost
(seniority e.g. GEC vs Director).
Ongoing
Site visits,
meeting,
information review,
compilation of report
Fees =Components;
- T&C’s (Insurance, Payment, Dispute resolution)
- Scope,
- Exclusions,
- Assumptions (programme)
Calculate cost; Individual resource, rate, time, scope, profit
Issuing reports to a client example
e.g. cost reports –
UPS every month have face to face meeting to outline key changes along with their cost status.
Compiling an appointment document -
Details,
payment terms,
scope of services,
PI (£2m each & every)
termination,
fees (£5?? then £1500PM)
