Artificial Surfaces
can end up working backwards from that number and the project is then perceived to be expensive, but the real problem is the budget was wrong in the first place. An accurate budget up front to develop funding is therefore strongly recommended.
Developing a Project Team
It is imperative that you sit round a table with key stakeholders and interested parties from the onset who could be guided by specialist advisors as appropriate. Clients very often do not fully understand or appreciate the extent and volume of information required, particularly if a planning application has to be made. It goes without saying that, in my experience, groundstaff should attend these meetings as, very often, he or she knows the site better than anybody else, particularly in the early stages of project development. As already mentioned, you may well need a planning consultant to advise you on the planning process; they will have access to specialist advisers for geotechnical surveys, archaeological work, arboricultural information and technical information on ground engineering and sports facility construction. If the right team is put together at the onset, it is far easier to meet project deadlines, timetables and budgets. There are always unforeseens when digging holes in the ground, but these can be minimised with the right technical help and support. Obviously, the complexity of the project in
terms of the type of facility and the extent of facilities can affect how much support an individual organisation will need. I would also recommend the project team consist of no more than six people, including client representation. It is really important, at the
end of the day, that the facility is built to meet the needs and expectations of the end user. In a school environment, a Director of Sport would typically be this link between facility providers, managers and sports clients.
As a point of interest, ordinarily the
project team would meet and develop the client brief, including project programme, at least twelve months before the facility is handed over to the client for use. This varies slightly depending on the size and timetable of the project, but I would recommend at least twelve months thought and planning goes into the delivery of the project.
Managing Expectations
There is a true skill in communicating what can reasonably be delivered to a client, both internally and to the wider external local and sporting communities. It is very important, from the outset, that you are completely honest about budgets, timetables and the effects of the design works. This is particularly sensitive when talking about items like access, site fencing and floodlighting. Quite often, in suburban and urban areas, there will be many people watching the development progress and monitoring the effects that the practical programme and outcomes have on their own environments. Developing a communication strategy within the project team is, therefore, really important, with realistic timetables, contingency planning and best practice all being used to develop a modern, well-built facility that sits well within the landscape. A good designer should be able to advise clients on issues such as access and material selection to minimise any negative effects and future comments.
A good example of this is fencing which, in
my professional opinion, is always best built in black, rather than green which are actually more noticeable in the landscape when completed. Interested parties, such as staff and fund
raisers, are very often concerned with progress. Modern building techniques have definitely extended the construction calendar into the late autumn and early spring months, meaning projects can be delivered quicker and for a greater period of the calendar year. Techniques are available which I will discuss later, to help contractors and practitioners deliver a project in adverse conditions. This means that sports facility construction can take place nearly all of the year, particularly in Southern England.
Project Timetables
I strongly recommend planning a project at least twelve calendar months in advance, regardless of its size. This means putting together a project team and starting to work through the details as required. This is particularly relevant if there are likely to be any site safety issues or planning permission is required for the development work. It is surprising, when involved in projects, how quickly the time goes, and twelve months lead-in at least gives you some chance for deliberation and fine tuning. These days, build programmes have got
shorter as expertise in sports construction has developed, particularly if you implement new technology with a reputable company geared up to do the work effectively and in- house. There are always issues with programming
and key delivery dates, such as the beginning of term or the start of a new season, should
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