Few organisations can afford to commit resources to a project without prior assessment of the risks involved and the likely benefits.
BGD undertakes feasibility studies to provide a thorough and independent appraisal of the commercial benefits and dangers associated with an identified project or business opportunity. The decision to implement any new project or programme must be based on a thorough analysis, and a detailed feasibility study provides the necessary information against which informed decisions can be made. We will help you to assess the risks and benefits before you commit any resources.
The CDM Regulations 2007 have now been replaced by the CDM Regulations 2015. This change has seen the removal of the CDM Co-Ordinator and also the application of the regulations to all construction projects regardless of size or complexity.
At BGD, we are able to demonstrate capability of Principle Designer and are able to guide Principle Designers and Designers through the CDM Regulations. We are able to assist in the preparation of pre-construction information identifying risks and hazards. Through a process of elimination, reduction and control factors, designers can fulfil their obligations to provide information to contractors.
We have extensive knowledge and experience in assisting Principle Contractors in both small scale domestic projects to large scale commercial projects in the preparation of Construction Phase Health and Safety Plans. We are able to attend site meetings and offer advice and guidance in the identification of risks and hazards and managing those risks.
All guidance that we offer is bespoke and tailored to each project avoiding reams of excessive unread generic paperwork. We do not quote endless lists of regulation filling files to collect dust, just clear concise useful information.
BGD has developed a comprehensive set of tried and tested client-focused project management procedures which can be specifically tailored to meet the needs of individual projects irrespective of their size or complexity.
The procedures provide a structured framework for the management of a project on behalf of a client from inception to completion through each of the recognised phases of a project.
BGD are able to undertake Contract Administration under any of the commonly used contracts to ensure that the contract terms are administered impartially.
The role is generally considered to include:
- Provision of information
- Certifying time and money
- Assessing contractor applications
- Chairing project meetings
- Undertaking periodic inspections
Good administration of the contract is intrinsically linked to the successful delivery of the project and maintaining control of project finances. We have the expertise to undertake good contract administration to ensure that the project delivers the employers requirements cost effectively.
The term employer’s agent is used to describe the agent acting on behalf of the client as the contract administrator for design & build contracts.
Our project managers are independently appointed by the client and have the necessary experience to be fully involved from conception to completion of the project.
In addition to acting as the contract administrator, our employer’s agent’s also carry out pre contract services. These include co-ordinating the tender process, co-ordinating the novation of consultants, collating contract documents for execution, implementing change procedures and any other requirements pre-contract.
Post contract our employer’s agent’s role will include:
- Issuing instructions.
- Co-ordinating the review of information prepared by the contractor.
- Considering items submitted by the contractor for ‘approval’, as required by the employers’ requirements. There is some risk here, as client approval might be considered to relieve the contractor of their liability for such items. In addition, refusing to approve an item can only be done in relation to compliance with the employer’s requirements. Comments which amount to a change in the employer’s requirements must be consented to by the contractor (although this consent may not be unreasonably withheld) and may result in an adjustment to the contract sum and a claim for extension of time.
- Managing change control procedures.
- Reviewing the progress of the works and preparing reports for the client.
- Validating or certifying
- Considering claims.
- Monitoring commissioning and inspections.
- Arranging handover.
- Certifying practical completion.
- Bringing defects to the attention of the contractor (it is the contractor’s responsibility to identify and rectify defects, not the clients – so if the client does bring defects to the contractor’s notice, they should make clear that this is not a comprehensive list of all defects).
- Issuing the certificate of making good defects.
- Agreeing the final account.