Professional PracticeBordon Training camp Eco-village

Presented by: Duncan Green, Daniel Palmer, Emmanuel Alamu-Folorunsu, Lewis Jones and Sundeep Girn

Client ManagementDuncan Green

• TEAM 5 LLP: Specialists in sustainability, leisure and sporting facilities.• Providing training facilities for athletes with individual needs.• DDA, British standards, Building regulations and Professional bodies.• Provide an honesty and transparent service to establish trust.• Maintain up-to-date communications with all clients.• A Limited Liability Partnership with equal responsibility.• Uphold and abide by CIAT Code of Conduct. (Conduct, Integrity,

Transparency).• Fair competition. No slander or underhand tactics!• Maintain adequate Professional Indemnity and Public Liability

insurance cover.

Client Management

• Written communication, brief, client requirements, terms of engagement.• Co-operation with consultants to manage the project.• Duties under the Construction Design and Management Regulations 2015.• Practice maintains sufficient resources.• Staff assets, training, CPD, team building, high moral = Comradery • CIAT Terms of Engagement, Licenced Documentation, 28 day invoicing.• Disputes its ok! An independent CIAT dispute resolution scheme. Non-

biased! Client satisfaction • Late completion!!! Phase one initial planning delay and insufficient

programme.• Solutions: Temporary Facilities? Fast procurement? Second phase?

Client Management

FinanceDaniel Palmer

Cash flow: Timing and calculations of money going in and out of the business.

Finance Management

Return on Investment (ROI): A measure of the profit earned from the investment as a percentage or ratio.

• We require your investment of £15,000.

• In return, the project will generate a positive ROI.

• This can be achieved by implementing good finance management.

• Cash-flow forecasting is an important tool.

• A prediction of a Balance sheet has been generated.

• Reveals Income and expenditure.

• Fee payment aligns with Conditions of Engagement.

Income

• 6.5% of £3,200,000 project

• Equal to £208,000 paid out by percentage each week.

Expenses

• 1 Director salary @ £65,500pa

• 2 Intermediates salary @ £42,500pa each

• 3 Graduates salary @ £25,500pa each

• PAYE/NI @ £48,000pa

• 1 Office @ £15,000pa

• Other outgoings including: insurance, leasing andmarketing @ £54,000pa

(Note: All salaries meet National Minimum wage requirements of £6.50 per hour)

Total: £344,000pa or £27,000pm or £6,750pw

Analysis

• A Cost-benefit analysis helps to decipher between risks.

• Solutions have been provided to assist with cash-flow.

1) Increased fee percentage

2) Additional works

3) Decrease expenses

4) Temporary facilities

5) Fast-paced procurement

• Contingency plan.

- Public Indemnity insurance @ £5million (£167 pm).

- Public liability insurance @ £10million (£40 pm).

Programme and ProgressEmmanuel Alamu-Folorunsu

Programme and Progress

• Implications: Identification of the delay due to the planning authority. Unavailable for 8 weeks.

• Contingency plan: Gantt charts enable to notify project milestones. Facility will not meet deadline of 2017.

• Procurement options – Design & build or Management contracting.• Objective is to allocate the risks between the parties to a project.• Management contracting: Enables the project to better meet our clients’

needs.• Latham Report (HMSO 1994a): “Ensuring the project is delivered on time,

being free from defects on completion, being supported by meaningful guarantees”.

Programme and Progress

• Five major project issues: (1) Programming and functional needs of the facility; (2) site questions and concerns; (3) building systems requirements; (4) construction schedule; and (5) project budget.

• Professional Indemnity cover as part of the CIAT Code of Conduct.• Duration RIBA Plan of Work 2013 – Work stage G will have a delay.• CIAT client agreement – “The Member shall inform the client of the

methods available for obtaining the current estimated cost of the work and the timetable necessary for the implementation of the project.”

• Temporary Facilities is an alternative option.• We’ve identified the delay due to the planning authority unavailable for 8

weeks. Enables us to market our business even further.

MarketingLewis Jones

Marketing

• Important questions about us to consider:- Who are we?- What do we do?- What services can we offer?- Where do we want to be?- How do we get there?• Important questions about the target market to consider:- Who is our audience?- Can we use our strengths?- Is it possible to achieve what we are offering?- Have we done our homework?

Marketing strategies

• Branding• Networking• Marketing budget• Regular meeting and reviews• Staying connected with head office• SWOT analysis (Strengths, weaknesses, opportunities, threats)• Social media/Advertisement

Social MediaSundeep Grin

Social media

• A way of advertising a company.• Modern and traditional techniques.• Target local schools.

“It makes sense to include social media marketing in a brands marketing planas it can be used as a delivery tool to build buzz and word of mouth communication.”

Social media

• Personalised communication within the practice.• Online files.• Updates tailored to advertisement technique.• Data collection.• Customer service and research.

Any questions?