51³Ô¹ÏÍø

Description

At Stage 0/1 a Project File is created to manage documentation for all projects or change to spaces, infrastructure and services. A standardised structure is set up on 51³Ô¹ÏÍø's Box cloud storage portal to enable the Property Division to collaborate internally and externally on projects. For minor works, a simplified folder structure is available upon request. 

1. The Project Manager contacts the Estates Records & Archives Officer to request a project file as soon as records are being created. This shouldn't wait until a potential project/change is approved as early-stage records may be revisited at another stage in the future and should be held in a managed system. 
2. To register a project file, the following information is required:
   1. Location of works (room/floor level/building)
   2. Suggested project title
   3. Access requirements (anyone outside the Property Division who needs access at this stage)
3. The registered project file is handed over to the Project Manager who is then responsible for managin access and maintaining the content. 
4. The project number is to be issued on all documentation and communication.
5. For confidential early-stage information, contact the Estates Records & Archives Officer for advice on an interim storage location.
6. Folder and file names must be clear and concise, with minimal use of multiple nested subfolders. Refer to the Divisional Record Document guidelines for further advice. 

Engagement 

• Project Manager to ensure project team have access to the Collaboration section of the project file.
• Project Manager to notify the Records & Archives Officer of any changes to the project scope or title. 
• External Project Manager to receive induction/training on 51³Ô¹ÏÍø's project filing in Box with the Records & Archives Officer. 

Forms & Links

• Minor Works Project Filing:
• Major Works Project Filing:
• Divisional Records Management Guidelines:
• Records Retention Schedule:

Approvals & Compliance Review

Estates Records & Archives Officer to carry out audits of project filing and contact the Project Manager if folders need to be populated. 

Repeated Subsequent RIBA Stages 

RIBA Stage 2

Where an external Project Manager has been appointed, the 51³Ô¹ÏÍø Project Manager is to give access to the "PM & QS" and "Collaborations" sections of the project file. Schedule an induction meeting with the Estates Records & Archives Officer for guidance on Box and project filing best practice. At the end of the stage, the Project Manager is to ensure the Box project file has been fully populated, with any information held elsewhere to be uploaded to Box.

RIBA Stage 3

At the end of the stage, the Project Manager is to ensure the Box project file has been fully populated, with any information held elsewhere to be uploaded to Box.

RIBA Stage 4

At the end of the stage, the Project Manager is to ensure the Box project file has been fully populated, with any information held elsewhere to be uploaded to Box.

RIBA Stage 5

Project Manager to give contractor access to the Collaboration section of the project file. (Viewer/Uploader access). If requested by the contractor, Project Manager is to give the Technical Author access to the Collaboration section of the project file (Viewer/Uploader access). At the end of the stage, the Project Manager is to ensure the Box project file has been fully populated, with any information held elsewhere to be uploaded to Box.

RIBA Stage 6

On completion, Project Manager is to ensure the Box project file has been fully populated, with any information held elsewhere uploaded. Project Manager to remove access to project team as required.

RIBA Stage 7

At defects end, when the project is financially closed, the Project Manager notifies the Estates Records & Archives Officer and ensures that all external collaborators have had their access removed. The Estates Records & Archives Officer transfers the closed project file to a holding area to review for archive retention, extracting any information required for long term access or inclusion in the Golden Thread as applicable. The remainder of the project file is moved to secure storage for the required retention period as per 51³Ô¹ÏÍø's retention schedule. 

Description

The Client Brief defines what the project must achieve and why. 

It sets the scope, objectives, constraints and success criteria before details design begins. The Client Brief is not a design document. It defines requirements, not solutions. The Client Brief evolves across RIBA Stages 0-2 and must be formally frozen at the end of RIBA Stage 2. 

A clear Client Brief should state: 

• Project purpose and background
• Strategic alignment (Faculty, Department, College strategy, Net Zero etc.)
• Scope (what is included and excluded)
• Functional and operational requirements
• Programme constraints (key dates, decant requirements)
• Key risks and dependencies
• Success criteria

For major projects where formal RIBA stage reports are produced, the approved RIBA Stage 2 report constitutes the frozen project brief. 

For minor projects where no formal stage reports are produced, the approved Client Brief document itself constitutes the full project brief. 

Engagement

The Project Manager is responsible for coordinating and documenting the Client Brief where one is not already provided. Every project must nominate a Department User Coordinator before briefing commences. The Project Manager cannot develop the Client Brief without a named User Coordinator. The Project Manager must liaise with the Project Sponsor and Department User Coordinator to develop and validate requirements. 

Consultation with the following groups is required as applicable to the scope:

• Critical Infrastructure & Asset Management
• Maintenance
• Master Planning
• Engineering (lighting & power, security, fire safety, HVAC, energy etc.)
• ICT
• Biosafety / Laboratory Safety (where applicable)
• Sustainability Team (Net Zero alignment, BREEAM where required)
• Health & Safety
• Fire Safety
• Security
• Accessibility / Inclusive Design
• Finance (budget and funding source confirmation)

Engagement should take place through structured briefing workshops or formal documented communication. 

Forms & Links

Client Brief:

Approvals & Compliance Review

The strategic Client Brief must be formally approved at RIBA Stage 0 before progressing to RIBA Stage 1

Approval requires:

• Review and agreement by the Senior Responsible Owner, Senior Supplier (where applicable) and Department User Coordinator
• Where required, governance bodies (e.g. CRG, OIC or equivalent) approve funding release and permission to proceed. 

Approval must be recorded through formal sign-off in Box.

Repeated Subsequent RIBA Stages 

RIBA Stage 1 

Develops and refines the strategic brief that was approved at Stage 0. During Stage 1 the project requirements are clarified and tested for feasibility. This may include: 

• Review of scope and functional requirements
• Initial design options
• Identification of key constraints
• High-level engineering strategies
• Initial cost advice and programme review 
• Identification of key risks

RIBA Stage 2 

The Client Brief is frozen. At the end of RIBA Stage 2, the brief must be formally approved and frozen by the Senior Responsible Owner, Department User Coordinator and Senior Supplier (where applicable). Approval must be recorded in Box. Prior to contractor appointment, the Project Manager must confirm that the Employer's Requirements align with the approved Stage 2 brief. 

Description

Completion of a Situation Target Proposal (STP) document is required as part of the project approval process and any funding request approval. 

Engagement

The Project Manager is to work in conjunction with the Design Team to complete the STP template prior to the monthly Capital Review Group (CRG) meeting. The draft STP is to be issued to the Director of Project Delivery and Head of Cost Management by the due date set out in the schedule of CRG/OIC dates. The final STP incorporating any amendments is to be issued by the CRG paper deadline date. 

Forms & Links

• STP Template:
• Change Control (Inside Budget):

Approvals & Compliance Review

STPs are submitted through the various Governance Boards or Committees for approval up to the project value as follows: 

• <£1.5m - Capital Review Group (CRG) under CPO delegation
• >£1.5 to £10m - Operations and Infrastructure Committee (OIC)
• >£10m to £30m - Finance & Property Committees
• >£30m - Council

STP approvals will be formally confirmed by email via the Head of Cost Management, this will be followed up in due course with a Box signature on the STP document from the relevant authorised Board or Committee member. Project finance codes will be set up following receipt of approval. The Project Manager is to advise the Records & Archives Officer is the project has been terminated. 

Repeated Subsequent RIBA Stages 

RIBA Stage 1 

An STP document is required for feasibility during RIBA Stage 1, which must incorporate appendices for the Indicative Project Programme, Client Brief and Key Risks. 

RIBA Stage 2

An STP document is required for design during RIBA Stages 2-4, these can be single stages or combined. They must incorporate appendices for the Project Programme, Client Brief signed off by the end-user representative, Key Risks, Cost Plan and Investment Case/Appraisal.

RIBA Stage 5

An STP document is required for construction Stage 5 which must incorporate appendices for the Project Programme, Key Risks, Cost Plan and Investment Case/Appraisal. Change control forms (CCFs) will be required for any funding additions/omissions and transfers of approved funding on projects. (Refer to F04a/F04b above). 

Description

Identifying stakeholders will ensure that the right people are engaged in the right way and at the right time. It ensures readiness and buy in for the proposed change, a sense of responsibility and enables the embedding of change and associated benefits. A stakeholder is anyone that can influence or is affected by the change. Stakeholder mapping can help enable you to identify the most appropriate way to engage stakeholders. Not all stakeholders want or need the same approach. The stakeholder map will inform a stakeholder management and engagement approach/plan. 

Responsibility

The Project Manager is responsible for ensuring this activity is completed. Tier 1 programmes are generally assigned a Change Manager who can take ownership of stakeholder mapping, otherwise the Project Manager should complete.

Engagement to build the stakeholder map

To build the stakeholder map, the following key people can help identify stakeholders:

• Subject Matter Community 
• Executive (Sponsor)
• Senior Responsible Owner
• Project/Programme Manager and project team 
• Change Manager (if available)
• Any supplier of any solution central to the change

Activity this informs

• Identifying an approach to managing stakeholder relationships
• Planning and designing engagement activity that addresses identified stakeholder needs

Forms & Links

Stakeholder mapping involves: 

• Identifying all relevant stakeholders (people or groups)
• Understanding their level of influence, interest and perspective
• A common tool is a power-interest matrix
  • Influence is the degree to which each stakeholder can influence the change programme
  • Interest is the level of interest the stakeholder has in the change programme 
• The following diagrams illustrate the proposed engagement based on a stakeholders position on the map
• Stakeholder Map:
• Audience Map:

Approvals & Compliance Review

• Project Working Group
• The Project Board approve all stakeholders that are being considered and that an appropriate engagement approach is in place. Depending on the governance structure, further approval may be required

Repeated Subsequent RIBA Stages

The stakeholder map and associated engagement approach should be reviewed at least at each RIBA stage:

• Feasibility - RIBA Stage 1
• Design - RIBA Stage 2 to 4
• Delivery - RIBA Stage 5 onwards

Depending on the project nature it may be appropriate to review and validate at each RIBA stage. 

Description

Risk management is the systematic process of identifying, assessing, mitigating and monitoring potential threats and uncertainties to minimise negative impacts and maximise opportunities.

Key components of risk management include: 

• Risk identification
• Risk assessment
• Risk mitigation
• Risk monitoring and review
• Risk reporting and communication

Techniques for managing risk include: 

• Avoidance
• Mitigation
• Transference
• Acceptance

Main types of risk include: 

• Operational
• Financial
• Strategic
• Compliance
• Reputational

Engagement

• Project Team - including designers, quantity surveyors, end-user coordinators and specialist consultants (planning etc.)
• 51³Ô¹ÏÍø College Health and Safety Team Members - both construction and departmental
• Design Team/Construction Team - once appointed for the project
• Property Operations and Critical Infrastructure/Maintenance Teams 
• Wider stakeholders as required by the scope of the project (Real Estate, Finance etc.)

Forms & Links

• Risk Register:

Approvals & Compliance Review

Risk register items highlighted during the project risk workshop meetings are to be included with project board meetings and on STPs. Please note the Risk Register is a comprehensive document that includes original risks, mitigation measures and residual risk level after mitigation measures. Risks included in the STP are to be collated from this template and input into the summary table within the STP. The full Risk Register will be included as an appendix to the STP. 

Repeated Subsequent RIBA Stages

RIBA Stages 0-5

As part of project design a Risk Workshop shouuld be scheduled for each stage (generally set-up and managed by the QS). Identified risks should be captured on a risk register where they are reviewed and updated throughout the project. Key risks from the risk workshop are to be included with project board meetings and STPs. 

Description

An end-user within 51³Ô¹ÏÍø has identified a project requirement with the Project Delivery / Development / Investment team, the Procurement Plan is created to describe the project and its challenges while detailing the associated procurement and contracting strategy to procure and deliver the project. The template provided is detailed and provides the necessary pointers to develop a comprehensive strategy. The Category Manager will advise and support on all aspects of the procurement strategy to ensure it is robust. 

Engagement 

• End-user client: to best translate requirements into a robust procurement strategy
• Category Manager (Abad Zalal - a.zalal@imperial.ac.uk): to develop the procurement strategy and execute the strategy
• Space and Records & Archives Management Team (cadcompliance@imperial.ac.uk): to create the project information folder and Exchange Information Requirements (EIR) including BIM requirements
• Sustainability Programme Manager: to request support in relation to insurance provisions
• Insurance Manager: to request support in relation to insurance provisions for the project
• Engineering Team: to request their support for project delivery
• Supply chain partners: to undertake procurement related activities 
• 1851 Commission and any other client 3rd parties required: input into procurement strategy as per agreement requests 

Forms & Links

• Procurement Plan Template:
• Procurement Route and Contract Selection Matrix:
• Procurement Process Flowchart:
• Procurement Tracker Template:

Approvals & Compliance Review

The Procurement Plan must be approved by the requestor, Category Manager and Director of Department as a minimum. All Procurement Plans including updated revisions are to be issed via Box Sign for approval. 

Repeated Subsequent RIBA Stages 

The Procurement Plan is reviewed and refreshed (if required) at each RIBA Stage or intervals agreed with the Category Manager. 

Description

To support the Procurement Plan and its robustness, a contracting strategy is required to facilitate the procurement requirements. This document details the contracting provisions available to formally engage supply chain partners for services required to deliver the project.

All external spend with suppliers will be subject to a form of terms and conditions associated with the order. All orders raised via the e-procurement system as standard, will be backed by 51³Ô¹ÏÍø's PO (Purchase Order) Terms and Conditions (T&Cs). 

Where deemed required due to the significance of the services, the contractural provisions between the parties can be increased by implementing a bespoke form of contract. 

The Category Manager maintains a suite of bespoke contract templates and supporting provisions, this ranges from JCT 2016, NEC4, Bespoke Consultancy Agreements and 51³Ô¹ÏÍø Purchase Order T&Cs. The suite of contract templates contain provisions for Novations and Third Party Warranties. 

A typical project contracting strategy would be as follows: 

1. Lead Designer / Architect / Principal Designer: Bespoke Consultancy Agreement
2. BIM Project Information Manager: Bespoke Consultancy Agreement
3. Structural Engineer: Bespoke Consultancy Agreement
4. MEP Engineer: Bespoke Consultancy Agreement
5. Quantity Surveyor: Bespoke Consultancy Agreement
6. Project Manager: Bespoke Consultancy Agreement
7. Fire Engineer: Bespoke Consultancy Agreement
8. Clerk of Works / Supervisor: Bespoke Consultancy Agreement
9. Planning Consultant: Bespoke Consultancy Letter of Appointment (Shortform)
10. BREEAM Consultant: Bespoke Consultancy Letter of Appointment (Shortform)
11. Acoustic Consultant: Bespoke Consultancy Letter of Appointment (Shortform)
12. Supplier of Manufactured Goods / Ancillary Contractors: 51³Ô¹ÏÍø Purchase Order T&Cs
13. Main Contractor: JCT PCSA / NEC PSC Contracts (if 2 stage), JCT D&B / NEC Option A

Engagement

• Category Manager (Abad Zalal - a.zalal@imperial.ac.uk): to provide strategic advice and support the delivery of the contracting strategy for the project
• Director of Department: to obtain support for the contracting strategy for the project
• Project Team inc. Employer's Agent and Quantity Surveyor: to support the delivery of the contracting strategy for the project
• Legal Advisors: to advise on contract-related matters where required

Forms & Links

• Non HRB Building Suite of Contracts:
• HRB Building Suite of Contracts:
• Short Form Consultancy Agreement: TBC
• CIOB Facilities Management: TBC
• 51³Ô¹ÏÍø Purchase Order T&Cs:
• Ancillary Documents:

*Note the information found using the links above are commercially sensitive, if you are unable to access the links above, please contact the Category Manager.

Approvals & Compliance Review

Contracting strategy must be approved by the Category Manager as part of the Procurement Plan. All changes to the standard form of contract templates must be approved by the Category Manager or Head of Procurement. 

Repeated Subsequent RIBA Stages

The contracting strategy should be fixed as early as possible as part of the Procurement Plan, however, depending on requirements the strategy could flex as you progress through the RIBA stages.*

*E.g. Project kicks off at RIBA Stage 0-1 as a D&B single stage, however, as we approach RIBA Stage 2 the site complexities are further understood, and it is found to require a significantly more complex sequencing arrangement to accommodate the works, subject to this the project team feel a D&B 2 stage would offer greater value due to the complexitiy in programming and sequencing. 

Description

Where a procurement requirement has been identified and the strategy to procure the requirement is to be "single source/directly appointed", then a single source approval form must be submitted for approval to cover this request. Single source approval is required for expenditure over £10k + VAT. This should be read in conjunction with Step 4, 5 and 6a documents. 

It should be noted that although the requested service is being procured via a single source strategy, it is important that for key services that a formal enquiry pack is prepared and issued to the selected supply chain partner as part of this procurement, this is to ensure information / requirements are cascaded at the appropriate time.

Engagement

• End-user Client: to establish requirements to procure
• Category Manager (Abad Zalal - a.zalal@imperial.ac.uk): to discuss the single source request and its feasibility and support single-source request
• Head of Procurement: to approve the single-source request
• Space and Records & Archives Team: to support the request in terms of BIM / Space Records & Archiving requirement (if applicable)
• Responsible Director of Department: to support single-source request

Forms & Links

Single Source Approval Form Template:

Approvals & Compliance Review

• Category Manager and Responsible Director of Department must support the single source request
• Head of Procurement approves the single source request
• Single Source Approval Form to be issued via Box Sign for sign-off
• Requestor uploads the Single Source Approval Form in Box Sign for sign-off
• Requestor signs, Responsible Director signs, Category Manager approves, and Head of Procurement signs and approves the request. 

Repeated Subsequent RIBA Stages 

Single source approval requests must be requested as and when they arise for expenditure over £10k + VAT

Description

Where a procurement requirement has been identified and the strategy to procure the requirement is to be "competitively tendered", then you should follow this process guidance. This should be read in conjunction with Step 4, 5 and 6a documents.

External spend is subject to the following competition thresholds:

When you must obtain quotations/tenders

Note: Major competitive tenders (>£100k) to be issued via In-Tend (e-tender platform)

Engagement

• End User Client to establish requirements to procure
• Category Manager (Abad Zalal - a.zalal@imperial.ac.uk) to advise and support on tendering matters and lead on major competitive tenders
• Responsible Director of Department to support the competitive tender process 
• Project Team to support delivery of the competitive process (where applicable)
• Space & Building Information Team to support the tender process in terms of BIM and Records requirements
• Sustainability Programme Manager to support the implementation of the sustainability criteria into tenders 

Forms & Links

• (Guidance) In-Tend Registration Guide for Suppliers:
• 51³Ô¹ÏÍø Competition Guidelines: Competition Thresholds
• ITT Documents for Consultancy Services:
• ITT Documents for Main Contractors:
• ITT Scope of Services (Consultants):
• ITT PCSA/PSC Scope of Services (Contractors): TBC
• (Guidance) Tender List Template:

Approvals & Compliance Review

Category Manager will review and approve all competitive tender packs. 

Repeated Subsequent RIBA Stages 

Competitive tenders can occur at multiple RIBA stages depending on the requirement. 

Description

This document establishes the key provisions and interfaces to consider in all enquiry packs to external parties when single sourcing or competitively tendering a procurement requirement.

51³Ô¹ÏÍø Standards

This is a centralised folder of information maintained by the Category Manager and is to be included in all major enquiries (single sourced or competitively tendered). This contains information from a range of department sources, H&S/Engineering/Project Management/Fire Safety/ Sustainability policies and documentation.

Key Procurement Interfaces

BIM

Please note, if a project is 2D, there will be no requirement for 3D/BIM related provisions.

• Design Service Tenders - 3D or BIM PQQ questions are to be issued prior to enquiry
• Contractor Tenders - 3D or BIM PQQ questions are to be issued prior to enquiry

Design Service Tenders and Contractor Tenders must include 3D or BIM ITT questions. 51³Ô¹ÏÍø BIM Manager will review and assess responses from external parties related to 3D/BIM PQQ or ITT questions. 

Sustainability 

All procurement activites going out for tender will include a sustainability criteria. 

• 10% for tenders with an estimated value less than £100k
• 20% for tenders with an estimated value over £100k

Sustainability Programme Manager will set requirements within tenders and review and assess responses from external parties in relation to Sustainability.

Any derogations to the above criteria will be approved by the Sustainability Programme Manager and Head of Procurement. 

Engagement

• Category Manager (Abad Zalal - a.zalal@imperial.ac.uk) to support implementing 51³Ô¹ÏÍø Standards and Key Interface requirements into any external procurement enquiries. 
• Sustainability Programme Manager to implement sustainability requirement into procurement process.
• Space Management Team/Records & Archvies Officer (cad.compliance@imperial.ac.uk) / (Alyson Brewer - a.brewer@imperial.ac.uk) to implement BIM requirements into procurement process.
• Engineering Team to support the procurement process where required.
• H&S/Fire/BSA Safety Teams to support the procurement process where required.

Forms & Links

• 51³Ô¹ÏÍø Standards:
• BIM Requirements:
• Sustainability Requirements:

Approvals & Compliance Review

Ensure all 51³Ô¹ÏÍø Standards and interface requirments are included in relevant procurement enquiries, the Category Manager will support you with this. 

Repeated Subsequent RIBA Stages 

As and when a new procurement enquiry is to be made to an external service provider, the above is to be considered. 

Description

Helping to identify the right design consultants for the project based on experience, capability, design approach and past performance. This incudes contributing to evaluation criteria, reviewing submissions and ensuring the selected team can meet the vision and quality expectations. 

*TBC

Communications Strategy

Description

The Communications Manager is responsible for informing and engaging our community about our construction projects throughout all RIBA stages. They will use strategic, proactive campaign planning with clear key messages and milestones that highlight how each project enables 51³Ô¹ÏÍø's academic mission and enhances the community's experience. This will be underpinned by careful definition and understanding of the relevant internal and external audiences, selection of appropriate channels and timing for messages, and coordinated delivery in liaison with communications professionals across the university, including Media and PR colleagues where appropriate. We will also support Property Division colleagues with communications such as messaging and presentations, to ensure their activity aligns with our overarching strategic communication objectives. 

Engagement 

• For effective communications in planning and delivery, the Project Manager (PM) must engage with a Communications Manager. 
• The PM must advise the Communications Manager about what budget, if any, is available to support communications activity (e.g. wayfinding/hoardings etc.) to be used during the construction period.
• The PM must advise the Communications Manager on any known sensitivities around the project. 
• The PM must also engage separately with the Brand Team (brand@imperial.ac.uk)

Forms & Links

The Communications Manager will update this page to include all major projects: Our projects | Administration and support services | 51³Ô¹ÏÍø

Approvals & Compliance Review

The PM will have oversight of all communications activities and will give final approval on content at key milestones. The PM will also determine whether communications plans need to be reviewed by the relevant Project Board, again on a case-by-case basis. The Communications Manager will advise, on a case-by-case basis, when senior sign-off within the Communications Division is required. 

Repeated Subsequent RIBA Stages

Communications planning will take into account the full timescale of the project from RIBA Stage 0-7. 

RIBA Stages 0-1

The Communications Manager must be involved from RIBA 0-1 for the project inception/kick-off meeting to determine level of communications support is required.

RIBA Stages 2-4

RIBA 2-4 can typically be light in terms of communication required. At the conclusion of RIBA 4, the PM should re-consult with the Communications Manager to update the communications plan and re-engage communications activities.

RIBA Stage 5

RIBA 5 can require tactical, reactive disruption management in collaboration with operational and project colleagues (e.g. Property Facilities Manager / Campus Director / Academic Lead).

RIBA Stages 6-7

RIBA 6-7 is often the most visible stage for the 51³Ô¹ÏÍø community where the Communications Manager will exert effort to celebrate the success and benefits of the project, collaborating with other communications colleagues including the photographer, social media and internal communications teams. 

Description

The pre-start briefing with the Health & Safety (H&S) Team is a formal gateway meeting, where the Construction Health & Safety Advisor (CHSA) is notified of the project and provided with the full scope, programme and key risks. This session enables early scrutiny of the proposed works, including design risk management, contractor competence and high-risk activities. It provides an opportunity to challenge assumptions, identify foreseeable hazards and confirm compliance requirements. A key outcome is agreement on the appropriate Construction (Design & Management) Regulations (CDM) Strategy, including clarification of dutyholder responsibilities, notification requirements and assurance agreements. By engaging at this stage, H&S is embedded into project planning from the outset, supporting risk elimination and safe delivery throughout the project lifecycle. 

Engagement

• The Project Manager (PM) is to schedule and online Teams meeting, or face-to-face meeting with CHSA to discuss the above. Depending on the complexity of the project, a site visit with the CHSA may be requested. 
• The Project Manager is to invite CHSA to the subsequent relevant project meetings, such as the Technical Advisory Group (TAG), Technical Review Meeting (TRM) etc. 

Forms & Links 

No official forms required. However, notes after the meeting may be taken and issued. 

Approvals & Compliance Review 

A review of the proposed project will be undertaken by the H&S Team:

• Proposed project will be recorded in the construction monitoring record.
• All relevant documents to manage the CDM compliance will be shared with the Project Manager.
• Project Manager will be advised of statutory appointment of duty holders. 

Repeated Subsequent RIBA Stages

Regular updates provided to the H&S Team as the project progresses through each RIBA Stage. 

Description

Setup of Golden Thread on Box Hubs (RIBA 0-1)

At Stage 0-1 a project file is created to manage documentation for all projects or change to spaces, infrastructure and services. A standardised structure is set up on 51³Ô¹ÏÍø's Box cloud storage portal to enable the Property Division to collaborate internally and externally on projects. For minor works, a simplified folder structure is available upon request. 

1. The Project Manager (PM) contacts the Estates Records & Archives Officer to request a project file as soon as records are being created. This shouldn't wait until a potential project/change is approved as early-stage records may be revisited at another stage in the future and should be held in a managed system.
2. To register a project file, the following information is required: Location of works (room/floor level/building), Suggested project title, Access requirements (anyone outside the Property Division who needs access at this stage).
3. The registed project file is handed over to the PM who is then responsible for managing access and maintaining content.
4. The project number is to be used on all documentation and communication. For confidential early-stage information, contact the Estates Records & Archives Officer for advice on an interim storage location
5. Folder and file names must be clear and concised, with minimal use of multiple nested sub-folders. Refer to the Divisional Record Document guidelines for further advice. 

Engagement

• PM to ensure project team have access to the Collaboration sub-folder
• PM to notify the Estates Records & Archives Officer of any changes to the project scope or title
• External PM to receive induction/training on 51³Ô¹ÏÍø's project filing in Box with the Estates Records & Archives Officer

Forms & Links 

• Project Filing Structure:
• Property Division Box Guidelines:
• Minor Works Project Filing Structure:
• Records Retention Schedule: *Note this is held by ACRU/Central Governance, not Property - Retention-Schedule

Approvals & Compliance Review 

Estates Records & Archives Officer to carry out random audits of project filing and contact the Project Manager if folders need to be populated.

Repeated Subsequent RIBA Stages

RIBA Stage 2

Where an External PM has been appointed, the Imperail PM is to give access to the PM + QS / Collaboration sub-folders within the project file. Schedule an induction meeting with the Estates Records & Archives Officer for guidance on Box and project filing best practice. PM to give the Design Team and any 51³Ô¹ÏÍø stakeholders outside of the Property Division access to the Collaboration sub-folder on the project file. (Viewer/Uploader access unless there is an essential requirement for Editor level access). 

At End-of-Stage, PM is to ensure the Box project file has been fully populated, with any information held elsewhere uploaded.

RIBA Stage 3

At End-of-Stage, PM is to ensure the Box project file has been fully populated, with any information held elsewhere uploaded.

RIBA Stage 4

At End-of-Stage, PM is to ensure the Box project file has been fully populated, with any information held elsewhere uploaded.

RIBA Stage 5

PM to give Contractor access to the Collaboration sub-folder within the project file (Viewer/Uploader access). If requested by the Contractor, PM to give the Technical Author access to the Collaboration sub-folder of the project file (Viewer/Uploader access). 

At End-of-Stage, PM is to ensure the Box project file has been fully populated, with any information held elsewhere uploaded.

RIBA Stage 6

On completion, PM is to ensure the Box project file has been fully populated, with any information held elsewhere uploaded. Project Manager to remove access to project team as required. 

RIBA Stage 7

At defects end, when the project is finally closed, the PM notifies the Estates Records & Archives Officer and ensures that all external collaborators have had their access removed. Estates Records & Archives Officer transfers the closed project file to a holding area to review for archive retention, extracting any information required for long-term access or inclusion in the Golden Thread as applicable.

The remainder of the project file is moved to secure storage for the required retention period as per 51³Ô¹ÏÍø's retention schedule. 

Description

51³Ô¹ÏÍø utilises 3 forms of Exchange Information Requirements (EIR) within its project and change delivery processes:

• BIM process EIR
• 3D EIR
• 2D EIR

An Exchange Information Requirements (EIR) document defines and specifies the information that 51³Ô¹ÏÍø teams require when a project or change is undertaken. An EIR must be issued for each project or change. 

The EIR is specific to the scope of works and sets out for the prospective team: 

• What information is required and how it should be developed and/or delivered at each project stage
• What must be delivered at completion and handover

The prospective team require this document to determine the scope and cost of information delivery. It should therefore be requested from the Building Information Team at project inception and reviewed at tender stage for all changes. An EIR for tender should not be more than 3 months old to be submitted for use. 

Engagement

Project Manager (PM) to discuss and confirm the information deliverables with the Building Information Manager/Space Team (cadcompliance@imperial.ac.uk)

Forms & Links

Exemplar EIR below, this is the minimum deliverable if no project specific EIR has been issued for use:

Approvals & Compliance Review

Once the information deliverables have been afreed, a project specific Exchange Information Requirements (EIR) document will be uploaded to the project Box filing area and issued via email to the Project Manager (PM) for distribution to all relevant team members. 

Repeated Subsequent RIBA Stages 

This process must be repeated at the contractor tender stage to agree ongoing information deliverables and to discuss/document any required changes. 

BREEAM

Description

BREEAM (Building Research Establishment Environmental Assessment Methodology) applies to 51³Ô¹ÏÍø projects with a project value of £5m or above. 

BREEAM assesses a project against a range of sustainability cateogies including Management, Health & Wellbeing, Energy, Transport, Water, Materials, Waste, Land Use & Ecology. BREEAM ratings are classified as Outstanding, Excellent, Very Good, Good and Pass. 51³Ô¹ÏÍø requires all new build projects to achieve a minimum BREEAM Excellent rating and refurbishment projects over £5m to achieve a minimum BREEAM Very Good rating. 

At the early project stage, the Project Manager must determine whether the project is required to follow the BREEAM route (projects valued at £5m and above for both new build and refurbishment projects) or the SBG route for projects below the £5m threshold. 

Engagement

• Interim certificate to be distributed to: Sustainable Buildings Manager, Head of Net Zero Carbon, Projects Delivery Team Administrative Assistant, Property Division Records & Archives Officer
• Final Certificate to be distributed to: Sustainable Buildings Manager, Head of Net Zero Carbon, Projects Delivery Team Administrative Assistant, Property Division Records & Archives Officer
• Project Manager, Design Team, Cost Consultant and external BREEAM assessor to be engaged throughout the project lifecycle. 

Forms & Links

• BREEAM Assessment Categories:
• Building Engineering Services Particular Requirements (BESPR 7.2.2):
• BREEAM Guide:

Approvals & Compliance Review

BREEAM certification is provided through a Quality Assurance (QA) review undertaken by BRE Global Ltd, the accredited independent certification body. 

BESPR 7.2.2: BREEAM 51³Ô¹ÏÍø College requires all new buildings to achieve a minimum of BREEAM “Excellent” rating and refurbishments over £5M to achieve BREEAM "Very Good".

Evidence submission and certification reviews are required at key RIBA stages and prior to project completion. The Interim and Final BREEAM certification documentation must be provided. 

Repeated Subsequent RIBA Stages 

RIBA Stages 0-1

Assessment and interim certification process begins.

RIBA Stages 1-2

Pre-assessment stage

RIBA Stages 2-3

Assessment stage

RIBA Stages 2-4

Design stage assessment

RIBA Stages 3-4

Interim (design) certification issued

RIBA Stages 5-6

Construction stage assessment/review

RIBA Stage 6

Final (post construction) certification

Sustainable Building Guide

Description

51³Ô¹ÏÍø's Sustainability Guide for Building Refurbishment Projects (SBG) applies to refurbishment and maintenance projects below the £5m BREEAM threshold. The SBG provides a proportionate sustainability framework aligned with 51³Ô¹ÏÍø's Net Zero Carbon objectives and sustainable estate commitments. 

The guide focuses on six core Key Performance Indicators (KPIs): Energy & Carbon, Waste, Water, Procurement & Materials, Biodiversity and Health & Wellbeing.

The SBG is intended to ensure sustainability considerations are embedded into smaller refurbihsment projects that would not normally achieve formal BREEAM certification. The SBG should be considered from project inception and incorporated into planning, design development and delivery stages. 

Engagement

• Project Manager
• Building Manager
• Maintenance Manager 
• Sustainable Buildings Manager
• Design Consultants and Contractors (where applicable)

Forms & Links

• Sustainable Building Guide:
• Sustainable Building Design Brief (White City Campus Only):  
• Sustainable Construction Guidelines:
• Life Cycle Costing Report:
• Code of Practice:
• SBG Proforma: TBC (to be delivered end of 2026)

Approval & Compliance Review

The responsible party (Project Manager, Building Manager & Maintenance Manager) are required to agree pre-project KPIs (e.g. LETI EUI) and complete and the SBG Proforma at each applicable gateway stage. 

The completed proforma must be submitted to 51³Ô¹ÏÍø's Sustainable Buildings Manager for review and record keeping and feed into the NZC plan. The proforma captures project sustainability targets, metering, energy performance and Net Zero Carbon alignment may also be required depending on the project scope. 

The Project Management team must provide pre-project Energy & Carbon KPIs, including LETI EUI targets, and confirm post-project performance KPIs on completion. 

Repeated Subsequent RIBA Stages

The SBG Proforma and associated sustainability reviews are required to be updated and reviewed at relevant RIBA gateway stages throughout the project lifecycle to demonstrate continued compliance and sustainability integration. 

Description

The Technical Review Meeting (TRM) is the opportunity for the Design Team to present and review the technical aspects of a project with the relevant teams. The TRM ensures that the design of a project is in accordance with 51³Ô¹ÏÍø standards including: Health & Safety, Sustainability, Security, Fire, IT systems and BMS. 

Engagement

• TRM is an online meeting that will need to be arranged, the date and time slot for this meeting will need to be agreed with the Engineering Technical Assistant (Shenice Lalor - s.lalor@imperial.ac.uk) Ideally, the TRM meeting would be held 1 week before the Technical Advisory Meeting (TAG) meeting. 
• The Project Manager will then forward this TRM invite to the relevant project design team members and to the other 51³Ô¹ÏÍø relevant stakeholders: ICT, Safety, Campus & Building Managers, Maintenance Managers and the relevant project user co-ordinators. 
• The TRM/TAG Tracker will be distributed to all attendees following the initial meeting. Any missing/misunderstood items should be raised with the Project Manager. 

Forms & Links

• TRM/TAG Tracker:
• TRM Terms of Reference (undergoing review):
• TRM Agenda:
• BESPR:

Repeated Subsequent RIBA Stages 

The above process should be repeated for each design stage. 

Description

The MEP Scope defines the extent, responsibilities and deliverables associated with the Mechanical, Electrical and Public Health (MEP) systems for a project across all RIBA stages. Its purpose is to ensure that MEP design and delivery are clearly defined, coordinated, compliant, maintainable and operationally fit for purpose, whilte aligning with 51³Ô¹ÏÍø standards, statutory requirements and operational needs. 

The MEP Scope shall clearly articulate: 

• Technically robust and coordinated plans
• Compliance with 51³Ô¹ÏÍø standards, statutory requirements and the Building Safety Act (where applicable)
• Alignment with operational, maintenance, safety, sustainability, energy, ICT, fire and security requirements
• Appropriate review and assurance through the Technical Review Meeting (TRM) process
• Systems included and excluded from the project
• Design intent, performance criteria, assumptions and constraints
• Interfaces with BMS, fire, security, ICT and other building systems
• Requirements for supervision, inspection, commissioning, witnessing and handover

Engagement

Development and agreement of the MEP Scope require early and ongoing engagement with the following roles and teams, as appropriate to the project: 

• Project Manager
• Head of Engineering, Property
• Engineering Team
• Energy & Sustainability Team
• Maintenance & Operations Team
• BMS/Controls (BEMS) Team
• FIre & Security Engineering Team
• ICT/Network Infrastructure Team
• Safety & CDM Team
• Sustainability Specialists
• Appointed Design Consultants

Early engagement at RIBA Stages 0-1 is mandatory to ensure the MEP Scope reflects site conditions, existing services, operational constraints and whole-life considerations. Where practicable, engineers are expected to familiarise themselves with the project domain prior to the first TRM

Interface with TRM Process 

The MEP Scope shall be reviewed, challenged and refined through the Technical Review Meeting (TRM) process at successive RIBA Stages. TRM provides technical assurance by enabling the Design Team to present MEP, BMS, Fire, Security, Energy, ICT and associated health, safety and environmental proposals for review against 51³Ô¹ÏÍø requirements and operational expectations. 

The Project Manager is responsible for ensuring that: 

• The agreed MEP Scope is presented at the relevant TRMs 
• Scope assumptions, exclusions, and any non-compliances are clearly identified
• TRM comments and actions are captured and managed through the combined TRM/TAG Comments Tracker (see below)

Notwithstanding TRM feedback, responsibility for full compliance with 51³Ô¹ÏÍø standards remains with the Design Team. 

Forms & Links

The MEP Scope shall reference and align with the following, where applicable: 

• BSRIA BG6/2018 A Design Framework for Building Services 5th Edition: TBC
• Room Data Sheet (Mechanical & Electrical):
• TRM/TAG Action Tracker:
• TRM Terms of Reference:
• Employer's Information Requirements (EIR) and Asset Information Requirements (AIR): TBC
• Project-specific standards, specifications and strategies

Approvals & Compliance Review

The MEP Scope shall be:

• Issued or confirmed by the Property Infrastructure Management (PIM) 
• Reviewed through TRM and where required, escalated to TAG for approval of exceptional or non-compliant items
• Confirmed at appropriate RIBS stage gateways as part of end-of-stage reviews. 

Any changes to the agreed MEP Scope shall be subject to formal change control and recorded through the TRM/TAG governance process. Where applicable the scope shall support compliance with Building Safety Act (BSA) and High Risk Building (HRB) gateway requirements. 

Repeated Subsequent RIBA Stages

RIBA 0-1

• Initial definition and agreement of MEP scope of services
• Alignment with procurement strategy, sustainability objectives and TRM expectations

RIBA 2-3

• Development of system strategies, performance criteria and BMS philosophy
• TRM review of coordinated design intent and key risks

RIBA 4

• Fully defined and coordinated MEP scope suitable for technical deisgn and procurement
• Confirmation of supervision, inspection, testing and commissioning requirements 

RIBA 5

• Scope to support site inspections, quality assurance, witnessing and compliance monitoring

RIBA 6-7

• Definition of handover, asset data, BMS documentation, training and operational readiness
• Support post-occupancy evaluation and performance review

Description

The requester has initiated a procurement process in line with their Procurement Plan. This document aims to advise on how to receive tenders, undertake the tender evaluation process and seek approvals internally. 

Consultants

1. ITT issued via email, Box or In-Tend
2. ITT returns received via email, cloud storage platform or In-Tend
3. ITT evaluated by the 51³Ô¹ÏÍø Project Manager and supporting teams. Scored in line with the "Tender Evaluations Matrix"
4. ITT evaluation scores reviewed/moderated by the Category Manager
5. ITT tender report produced and submitted for approval
6. ITT tender report approval confirmed
7. Tender Award Notification
8. Tender Feedback Process
9. Contract implementation and execution

Contractors

1. ITT issued via email, Box or In-Tend
2. ITT returns received via email, cloud storage platform or In-Tend
3. ITT evaluated by the Project Team inc. Quantity Surveyor and supporting teams. Scored in line with "Tender Evaluations Matrix"
4. ITT evaluation scores reviewed/moderated by the Category Manager
5. ITT tender report produced and submitted for approval
6. ITT tender report approval confirmed
7. Tender Award Notification
8. Tender Feedback Process
9. Contract implementation and execution

Engagement

• End User Client to support the tender evaluation process
• Category Manager (Abad Zalal - a.zalal@imperial.ac.uk) to lead/support the tender evaluation process (where required)
• Sustainability Programme Manager to support the tender evaluation process
• Insurance Manager to support the insurance programme for the project being facilitated
• Engineering Team to support the tender evaluation process (where required)
• H&S/Fire/BSA Teams to support the tender evaluation process (where required)
• Responsible Director of Department to support the tender evaluation prcoess and approve the tender report

Forms & Links

• Detailed Fees Comparison Template:
• Streamlined Fees Comparison Template:
• Tender Evaluation Matrix Template:
• Tender Report (Consultants/Minor Works) Template (Where the tender report involves a major construction/refurbishment main contractor tender, then it is recommended to utilise the Project Quantity Surveyor's bespoke tender report template):  
• Procurement Process Flowchart:
• Tender Feedback Templates:  

Approvals & Compliance Review 

The Tender Report must be approved by the requestor, CM and DoD as a minimum. All Tender Report documents to be issued via Box Sign for formal sign-off.

Repeated Subsequent RIBA Stages 

Tender evaluations of proposals can occur at various stages. 

Description

All construction and refurbishment projects will require a professional consultancy team to undertake the required services to facilitate the project. 

The services typically procured for each project are: 

• Project Manager/Employer's Agent (PM/EA)
• Quantity Surveyor/Cost Manager (QA/CM)
• Lead Consultant
• Architect
• Structural/Civil Engineer
• Mechanical, Electrical & Plumbing (MEP) Engineer
• Principal Designer CDM and Building Regulations
• Fire Engineer
• Planning Consultant
• BREEAM
• Building Control Advisor
• Building Control Approver 

The Procurement Plan for the project will determine the procurement and contracting strategy to procure the consultant team. Utilising the support of the CM and the available suite of control templates, the requester can develop a tender enquiry pack to issue to a relevant consultancy service provider(s) and initiate a procurement process.

Engagement

• End User Client to support the procurement process
• Category Manager (Abad Zalal - a.zalal@imperial.ac.uk) to review and approve enquiry/tender documents, support/lead the procurement process and contracting strategy implementation
• Sustainability Programme Manager to support the implemenation of sustainability into the tender process
• Space Management Team/Records & Archvies Officer (cad.compliance@imperial.ac.uk) / (Alyson Brewer - a.brewer@imperial.ac.uk) to support the procurement process with requirements from the relevant teams
• Responsible Director of Department to support the tender evaluation prcoess and approve the tender report

Forms & Links

• (Guidance) Procurement Route and Contract Selection Matrix:
• ITT Documents for Consultants:
• ITT Scope of Services:
• 51³Ô¹ÏÍø Standards for Enquiries:
• Tender List Template:
• Supply Chain Database:

Approvals & Compliance Review 

Category Manager to review and approve enquiry/tender documents, lead/support procurement process and contracting strategy implementation.

Repeated Subsequent RIBA Stages 

The consultant procurement is typically completed in the following sequence:

Sequence 1:

• Procure a Design Team to prepare a Brief/Feasibility Study (RIBA 0-1)
• Procure a professional team to prepare a Brief/Feasibility Study (RIBA 0-1)

Sequence 2:

• Procure a Design Team to prepare RIBA 2-6 Design Information
• Procure a professional team to support the RIBA 2-6 information and delivery

Sequence 3:

• Procure Ancillary Consultants to support the project 

*TBC

Description

All projects and changes require a bespoke Exchange Information Requirements (EIR) document. The project-specific EIR will be produced once the information deliverables have been agreed. The project-specific EIR is to be included in any tender documentation. An EIR for tender should not be more than 3 months old to be submitted for use. If the EIR does require updating please contact the Building Information Team. The completed project EIR will be saved to the Common Data Environment (CDE), Box, and issued to the Project Manager (PM) via email.

Engagement

• The Building Information Team will produce the required EIR. Please email cadcompliance@imperial.ac.uk with the full project title, project number and agreed information deliverable.
• The Category Manager should be advised on the information deliverable. 
• The Project Manager is to share the EIR formally via a Box link, so they Project Information Manager (PIM) and appointed party can prepare their BIM Execution Plan (BEP).