51³Ô¹ÏÍø

Description

At the end of each RIBA Stage (or at the end of each combined stages e.g. 1-2 or 2-4), the User Representative, User Co-ordinator or End User (as applicable) is to review project specific end of stage information (drawings, stage reports etc.) and confirm agreement to proceed to the next stage. There are two approval options (approve or approve with comments) and one for reject. 

Engagement 

Project Manager and User Representative/User Co-ordinator/End User (where applicable) throughout the process. 

Forms & Links

Project specific end of stage information to be compiled (e.g. drawings, stage reports etc.)

Approvals & Compliance Review

User Representative/User Coordinator/End User (where applicable) to review and provide digital signature.

Repeated Subsequent RIBA Stages 

To be completed at the end of each RIBA Stage up to RIBA Stage 5 (or at the end of each combined stage e.g. 1-2 or 1-4).

Description

The Project Board is responsible for the overall direction, governance and assurance of the project. It ensures the project remains aligned with strategic objectives, delivers agreed benefits, and operates within approved tolerances for scope, time, cost, quality, risk and benefits.

The Client Board should be appointed by the approving authority (delegated to SRO); they are governed by and should be reportable to the UMB, or UMB Sub-Committee, via the agreed Programme Board agenda and the monthly highlight report produced. 

Terms of Reference

The Project Board has the authority to:

• Approve the project business case and key plans
• Make decisions on changes to scope and budget outside approved tolerances or escalate them to the sponsoring authority where required (Operations & Infrastructure Committee, University Management Board, Property & Finance Committee)
• Authorise progression between project stages
• Resolve escalated issues and risks 
• Stop or pause the project if it is no longer viable

Reporting & Escalation

The Project Board reports to:

• Chief Operating Officer, Operations & Infrastructure Committee, University Management Board, Property & Finance Committee

Escalation occurs when:

• Tolerances are forecast to be exceeded
• Strategic, financial or reputational risks arise
• Decisions exceed the Board's delegated authority 

Confidentiality & Conflicts of Interest

Members must: 

• Treat all project information as confidential unless authorised
• Declare any actual or perceived conflicts of interest

Standing Agenda Items

Membership

At the start of Project Feasibility, the Project Manager is responsible for compiling a list of proposed membership for the Project Board. This will be reviewed and agreed by Capital Projects Programme Manager and/or Director of Projects Delivery.

The Project Board typically consists of: 

• Executive Lead
• Senior Responsible Owner (SRO) (Chair)
• Project Director - Director of Projects Delivery
• Capital Projects Programme Manager
• User Coordinator
• Senior Supplier - Projects Delivery Lead
• Project Manager (internal and/or external)
• Finance Lead
• Cost Consultant
• Director of Relevant Campus or Delegate

Additional members may include

• Director of Hospitality, Residential and Property Services 
• Strategic Master Planning
• Change Lead
• Communications Lead
• ICT Lead
• Building Manager
• Central and/or Departmental Timetabling
• Space Management
• Branding
• Events Representative
• Catering Representative
• Others as required

Roles and Responsibilities

Meeting Frequency

Frequency and Timeline

The meeting will be held every month, additional meetings may be scheduled if urgent issues arise or at critical points that require the attention of the Project Board. Some decisions can be made offline if required. 

Communication

Two working days prior to each meeting, the Project Manager will provide any relevant meetings documentation to the members of the Project Board. 

During the meeting, the Project Manager will record the meeting and capture actions.

After each meeting, the Project Manager will circulate minutes and actions to the Project Board Membership within the agreed timeframe.

Approvals

The Project Board is accountable for:

• Strategic alignment and continued business justification
• Project governance and decision-making
• Stakeholder oversight and executive sponsorship
• Risk issues and dependency oversight
• Benefits realisation (during and after delivery, as applicable)
• Compliance with organisational policies and standards 

Decision Making

• Decisions should be made by consensus where possible
• If consensus cannot be reached, the Chair has the final decision 
• Decisions and rationale must be documented

Supporting Documents

• Minutes and actions from the previous meeting
• Project Highlight Report:
• Project Risk Register:
• Project Financial Forecast:
• Change Control Budget (within tolerances):

Description

Insurance requirements for carrying out construction projects in buildings and/or land owned, leased or occupied under license by 51³Ô¹ÏÍø.

Engagement 

Project Manager to contact 51³Ô¹ÏÍø Insurance Manager (c.coulson@imperial.ac.uk) in the Finance Division if:

• Project value > £5m: Full referral proposal form/underwriting pack required - additional premiums normally required.
• Project value > £2.5 but <£5m: Notification required only - covered by general policy. 
• Project value > £100k on Aviva-insured property.
• Embedded Space (3rd party buildings) works involving the existing structure.
• Equipment/plant is procured under a separate contract.

If project falls outside the above criteria, then generally no action is required by the Project Manager, however, please review the Property Manager Checklist Contract Works Insurance Requirements for full criteria list to clarify.

Forms & Links

Please review the Property Manager Checklist Contract Works Insurance Requirements before contacting the Insurance Manager.

Approvals & Compliance Review

• Project can commence on site (RIBA Stage 5) when Insurance Manager has confirmed insurance cover is in place, Joint Names/Waiver is satisfied, Embedded Space liabilities defined and all risks approved.
• Project cannot commence or continue on site if no insurance confirmation is received, no embedded space (3rd party buildigns) host agreement is in place, Joint Names insurance is unachievable, high-risk methods not referred to, and no Hot Works Permit in place. 
• The Insurance Manager will provide confirmation via email.

Repeated Subsequent RIBA Stages 

RIBA Stage 0-4

Project Managers to ensure that if additional insurance premium costs are required, they are incorporated into all cost plans and approved funding requests.

RIBA Stage 5

Insurance placement to be confirmed by the Insurance Manager. Notify the Insurance Manager of material changes to scope/cost/methods/programme/storage - Notify if an insurance extension is required as soon as possible. 

RIBA Stage 6

Notify the Insurance Manager of Practical Completion and confirm maintenance/defects liability period. 

Budget

Description

The approved budget is the culmination of all the approved STP funding requests and generally concluded at the RIBA Stage 5 Construction Stage funding reqest based on proposed Tender/Contract Sum and overall anticipated outturn cost for the project. 

A high-level budget estimate can be useful in understanding the likely magnitude of cost of a proposed project within a +/- range to inform Senior Management and the Capital Planning process. This information may also influence if a project will or will not proceed to the Stage 1 Feasibility Stage.

Engagement

The Project Manager will coordinate with the appointed Cost Manager at the end of each design stage to calculate the estimated outturn cost to inform the likely budget. The Head of Cost Management holds a log of all funding approvals and can confirm the funding formally approved to date on your project. The Head of Cost Management and/or Projects Delivery Commercial Manager can assist with high-level budget estimating upon request prior to an external Cost Manager being appointed. 

Forms & Links

F04a Change Control (Inside Budget):

Change Control (Outside Budget): *TBC

Approvals & Compliance Review

The budget is agreed upon receipt and formal approval of an STP (Situation Target Proposal) document as part of the project approval process. 

Change Control Forms (CCF's) will be required for any further funding additions/omissions and transfers of approved funding on projects. 

Cost Plan & Cost Reports

Description

The Cost Plan is a structured, evolving document prepared by the external Cost Consultant that forecasts, allocates, and controls the total project sosts from inception to completion, ensuring the design aligns with the approved budget. 

The Cost Report is a structure, regular (minimum monthly) update prepared by the external Cost Consultant that tracks actual expenditure against the approved budget. It outlines costs incurred to date, forecasts future costs, and highlights variances. 

Engagement 

The Project Manager will coordinate with the Design Team and appointed Cost Manager to ensure a Cost Plan/Cost Report is prepared and approved at the appropriate stages of design and construction. A Cost Plan is required at the end of each Design Stage, a Cost Report is required monthly (minimum) from commencement on site to completion. The Project Manager will provide the Cost Consultant with all the information required to ascertain 51³Ô¹ÏÍø direct costs in order for the total project cost to be monitored. 

Approvals & Compliance Review

The Project Manager will review and confirm acceptance of Cost Plan/Cost Report. The Project Manager will also review and confirm acceptance of any significant differences from previously issued and accepted Cost Plans/Cost Reports. 

Repeated Subsequent RIBA Stages

RIBA Stage 1

Coordinate with the Design Team and Cost Manager to ensure an initial budget estimate, or number of estimates if options are being considered, are prepared and accepted from the feasibility design proposals. 

RIBA Stage 2-4 

Coordinate with the Design Team and Cost Manager to ensure a Cost Plan is prepared and accepted at the end of each Design Stage. Ensure that a pre-tender estimate is prepared at the end of Design Stage 4 and compared against the Stage 4 Cost Plan. 

RIBA Stage 5 

Coordinate with the Design Team and Cost Manager to ensure a cost report is prepared and accepted in an agreed format at specified intervals (minimum monthly). Cost Reports are to be provided until completion and if required/instructed, after completion until the end of defects date. 

Cash Flow

Description

The term Cash Flow, when referred to as part of the Capital Project process refers to an analysis of when costs will be incurred and how much they will amount to during the life of the project. Cash Flow is for the value of the whole project, not just construction costs, forecast to the end of the project (no adjustment for retention is necessary). College Financial Years run from 1st August to 31st July. There is a need for improved Cash Flow forecasting to contribute towards improving the University's cash management and enable Senior Management to make future project decisions based on the most reliable set of information. Finance allocate University funds to a particular year based on the cashflow information. Therefore, if there is a potential change due to delays etc, they need to know; as this unutilised funding in the year could be reallocated for other projects and the phasing impacts on the following year's Capital Plan. 

Engagement 

The Project Manager will coordinate with the appointed Cost Manager to collate Cash Flow information as follows:

1. Prepare quarterly Cash Flow updates on project budgets <£5m (month end of June, September, December and March).
2. Prepare monthly updates and hold Cash Flow meetings with Finance on project budgets >£5m. 
3. Provide a brief explanation if Cash Flow deviates from the original Cash Flow.

Cash Flow reports to be issued to, and meetings held with, the Head of Cost Management and Capital Financial Accountant. 

Forms & Links

Cash Flow Template: *TBC

Repeated Subsequent RIBA Stages 

Project Managers to ensure that the Cash Flow is updated and issued in line with any revised and approved Cost Plan and subsequent Cost Reports. 

VAT

Description

The University is entitled to claim certain VAT reliefs on capital building projects. Most of the time the University has to pay VAT on capital building projects, but sometimes it can recover part (and very occassional all) of this VAT from HM Revenue & Customs (HMRC).

Typicall, the University can recover 15% of the VAT incurred on mixed use projects, in which case the VAT burden is 17% of the net cost. 

Engagement

The Project Manager must provide the Tax Team with detailed information e.ie STP/Design Stage Report etc, about what the project entails and how the finished building or refurbishment etc will be used by the department(s) occupying it because the extent to which VAT is recoverable will depend on the use of the building. 

Approvals & Compliance Review

The Project Manager to request and receive email confirmation from the Tax Team (Head of Tax or Analyst in Finance Division) the appropriate Tax Rate for their project. 

Description

Prior to an area being handed over to the contractor for works existing items, including but not limited to: furniture, ICT equipment and laboratory equipment need to be removed from the area. 

Engagement 

• End-users of the existing space, this can be via the User Coordinator for the project.
• ICT and/or AV Team
• Property Service Operations
• External furniture removers (if required)
• Appointed Contractor

Forms & Links

CSM20 Equipment Decontamination Form:

CSM21 Area Clearance Decontamination Form:

Repeated Subsequent RIBA Stages

RIBA Stage 1 

Complete a furniture/equipment inventory. Allow a budget cost for decant within the cost plan. 

RIBA Stage 4 

Confirm the following:

• What furniture/equipment needs to be moved out of the area for the start of the project.
• Who will be moving the following: department, property services team, external furniture remover, appointed contractor. This may be a mix of all four and will vary with each project. 
• Can any of this furniture/equipment be used elsewhere. 
• When furniture/equipment needs to be moved by. 
• Produce and issue a Decant Strategy Programme and schedule in various moves. 
• Arrange for area and equipment decontamination as and when required by the User Coordinator.

RIBA Stage 5

As and when required, issue signed CSM20 and CSM21 to contractor. 

Options Review 

Description

Assesses early design options or approaches to ensure they meet the brief, address user needs, and align with project goals. This includes checking clarity, feasibility, value, and identifying where options stray from the core requirements. Project Manager to hold a meeting with the Design Champion (if applicable) and key stakeholders to define options. 

Benchmarking 

Description

Comparing the project against internal standards, previous projects, industry best practice, or external references. The purpose is to establish the desired level of quality, performance and ambition (e.g. types of spaces, materials, environmental performance, accessbility standards). 

Description

Gathering and validating the needs, expectations and operational requirements of the end users. This includes confirming functional spaces, performance critera, specific user needs and the overall vision for how the space should support teaching, learning, research or campus experience. The Project Manager is to arrange a meeting with the User Coordinator/Senior User to confirm the brief. 

Repeated Subsequent RIBA Stages 

RIBA Stage 2

Monitoring any changes to the original brief, recording their implications and ensuring all design decisions remain aligned with the agreed functional and operational requirements. This includes identifying impacts on cost, programme, quality and user needs. 

RIBA Stage 4

Checking all final design outputs against the original brief, functional requirements and key design drivers. Confirms that no changes introduced during coordination or procurement negatively impact functionality, accessibility, maintenance, user experience, or operational needs. 

Description

Ensuring the project supports and aligns with the wider campus development strategy. This includes checking adjacencies, access, circulation, future expansion, architectural character, sustainability goals and long-term estate planning principles. The Project Manager is to arrange a meeting with the Director of Strategic Master Planning 

Repeated Subsequent RIBA Stages 

RIBA Stage 2

Assessing how the emerging concept fits into the wider campus masterplan, including circulation, site strategy, long-term flexibility, landscape integration, facade character and sustainability commitments. 

Description

Where there is more than one contractor, or where it is reasonably forseeable that more than one contractor will be working on a project at any time, 51³Ô¹ÏÍø must appoint, in writing, a Principal Designer (PD) with responsibility for the pre-construction phase. The PD should be appointed as early as possible in the design process, preferably at the concept stage where practicable. Early appointment enables 51³Ô¹ÏÍø to receive appropriate support in coordinating pre-construction information and ensures the PD has sufficient time to discharge their statutory duties effectively. The duration of the PD's appointment must consider any design activities that continue into the construction phase, as well as any design modifications that may be required during construction. 

Engagement

The Project Manager (PM) must appoint the PD as early as possible in the design process, ideally at the concept stage. The PD should remain appointed for as long as their duties are required. Where the PD's appointment concludes before the end of the project, the PM must ensure that the Principal Contractor is fully briefed on all health and safety matters arising from the design that are relrevant to any subsequent construction work. For projects involving early-stage input from a concept architect or project management company, followed by the appointment of a design and build contractor or novated designer, it may be appropriate to formally terminate the initial PD appointment and appoint a new PD. The PM must ensure that the PD transfers the Health & Safety File to the Principal Contractor where applicable, so that it can be reviewed, updated, and maintained for the remainder of the project. If the PM fails to appoint a PD where required, 51³Ô¹ÏÍø will be deemed to have assumed the dutyholder role and must fulfil the associated statutory responsibilities. 

Forms & Links

Where a PD is appointed during the pre-construction phase, the Schedule of Services for Principal Designer Pre-Tender Document must be issued to the PD. 

Schedule of Services for Principal Designer Pre-Tender Document:

Where a PD is appointed post-tender stage or during the construction phase, the Schedule of Services for Principal Designer Post-Tender Document must be issued to the PD.

Schedule of Services for Principal Designer Post-Tender Document:

The Principal Designer Monthly Report Template must also be issued to the PD to faciltate the monthly reporting activities and compliance matters. 

Principal Designer Monthly Report Template: 

Approvals & Compliance Review

• The PM must inform the Health & Safety Team of the PD appointment and provide full details of the appointed individual or organisation.
• The PM must arrange a PD induction meeting with the Health & Safety Team.
• The PM must receive the Principal Designer Monthly Report from the PD and forward it to the Health & Safety Team for review and monitoring purposes. 

Repeated Subsequent RIBA Stages

This process does not need to be repeated at subsequent RIBA stages unless the PD's appointment has been formally terminated and a new PD has been appointed. 

Description 

The Princial Designer (PD) induction formally introduces the appointed PD to the 51³Ô¹ÏÍø project governance framework, with particular emphasis on Health & Safety (H&S) management arrangements in accordance with the Construction (Design and Management) Regulations 2015. (CDM 2015). The session outlines 51³Ô¹ÏÍø's project devliery strategy, standards and expectations during the pre-construction phase, including risk management, coordination requirements and documentation protocols. The respective legal duties and responsibilities retained by 51³Ô¹ÏÍø at the client, and those formally delegated to the PD under CDM 2015, will be clearly defined to ensure accountability and compliance. The PD team will be introduced to relevant internal stakeholders (e.g. Asbestos Management Team, Building Management, Maintenance Operations, Fire Safety and other specialist advisors) to facilitate early coordination and information exchange. 

51³Ô¹ÏÍø's CDM strategy will be discussed in detail, including expectations relating to: 

• Pre-Construction Information (PCI)
• Design risk management and hazard elimination
• Design review and coordination processes
• Preparation, structure and submission requirements for the Health & Safety File
• Requirements for the Operations & Maintenance (O&M) documentation
• Communication protocols, reporting lines and escalation procedures for H&S matters 

Engagement

The Project Manager (PM) is responsible for arranging the PD induction meeting with the Health and Safety Team at the earliest appropriate stage following appointment. The meeting will be chaired by a representative of the Health & Safety Team. 

Attendees should include, as a minimum:

• Principal Designer (lead representative)
• Project Manager
• Health & Safety Representative
• Other relevant 51³Ô¹ÏÍø stakeholders, where required 

The induction should take place prior to significant design development to ensure risk management principles are embedded from the outset. 

Forms & Links

No specific form is required for this induction. Relevant templates, guidance documents and procedural links will be shared electronically following the meeting. 

Approvals & Compliance Review

The Health & Safety Team will issue applicable standards, procedural documents and reference materials to the PD team following the induction. Ongoing compliance will be monitored through design review meetings, project gateways and periodic H&S audits as required. The PD is expected to demonstrate active coordination of design risk management and provide evidence of compliance during the project review stages. 

Repeated Subsequent RIBA Stages

This induction process is not required to be repeated at subsequent RIBA stages. However, a further induction shall be undertaken if a new Principal Designer is appointes following termination or resignation of the previous PD. 

Description

The Pre-Construction H&S Checklist provides the design team with a structured overview of key risk areas that 51³Ô¹ÏÍø requires to be considered during the pre-construction phase. The checklist is not exhaustive. The design team must identify and address all additional project-specific hazards and risks in accordance with CDM requirements and good industry practice. The chekclsit should be used as a proactive risk management tool to eliminate, reduce or control forseeable risks arising from design decisions. 

The checklist supports: 

• The identification of significant health and safety risks associated with the site, structure and proposed works.
• The coordination of information between client, designers and other dutyholders.
• The preparation and development of robust Pre-Construction Information (PCI).
• The demonstration of compliance with statutory duties.

The checklist must be completed with sufficient detail to enable contractors to price, plan and manage risks effectively at tender stage. 

Engagement 

The Project Manager (PM), in collaboration with the appointed Principal Designer (PD), is responsible for ensuring the 51³Ô¹ÏÍø Pre-Construction H&S Checklist template is fully completed. The PD must coordinate contributions from all designers and ensure that foreseeable risks are identified, reviewed and addressed through design risk management principles (elmination, substitution, reduction and control). 

The PM must ensure that: 

• Designers actively engage with the checklist during design development.
• Residual risks are clearly recorded and communicated.
• Existing site information (e.g. surveys, asbestos registers, utilities drawings, structural information) is reviewed and incorporated.
• High-rsk activities (e.g. temporary works, work at height, confined spaces, demolition, service isolations, interface with live environments) are considered early. 
• The checklist should form part of design team meetings and be reviewed at key design gateways. 
• The completed checklist will be part of tender documents together with the Pre-Construction Information and Hazard Risk Register. 

Forms & Links

Pre-construction H&S Checklist: CSM17 Pre-Construction Health & Safety Checklist

Any supplementary documents referenced within the checklist (e.g. asbestos surveys, fire strategies, structural reports, service drawings, site rule, existing H&S files) must be appended or clearly referenced to ensure completeness. 

Approvals & Compliance Review 

The Pre-Construction H&S Checklist must be submitted to the Health and Safety Team for review prior to the project being issued for tender.

Description 

The Pre-Construction Information (PCI) is a statutory requirements under the Construction (Design and Management) Regulations (CDM 2015). It comprises information already in the client's possession, or which is reasonably obtainable by or on behalf of the client, that is relevant to the project.

The information must:

• (a) be specific to the project
• (b) contain an appropriate level of detail; and
• (c) be proportionate to the nature and level of risk involved.

The PCI provides essential health and safety information required by: 

• Designers and contractors tendering for, or appointed to, the project; enabling the to fulfil their statutory duties; and
• The Principal Designer and Principal Contractor to support effective planning, management, monitoring and coordination of the works.

When complete, the PCI must include proportionate information relating to:

• The project itself, including the client brief and key construction phase dates.
• The planning and management arrangements, including allocated time and resources, and mechanisms to ensure cooperation and coordination between dutyholders.
• The health and asafety hazards associated with the site, design and proposed construction activities, together with control measures; and
• Any relevant information contained within an existing Health and Safety File.

The PCI must be presented in a clear, concise and accessible format to ensure that all dutyholders can readily understand and discharge their responsibilities effectively. 

Engagement 

The Project Manager (PM), in collaboration with the appointed Principal Designer (PD), is responsible for completing the 51³Ô¹ÏÍø Pre-Construction Information Template. 

Where a Principal Designer has not yet been appointed, or an appointment is pending, the Project Manager must initiate completion of the PCI to ensure early compliance with CDM requirements. 

Forms & Links 

CSM01 Preconstruction Information: CSM01 Preconstruction Information

Principal Designers may use their own template, provided it comprehensively addresses all sections contained within the 51³Ô¹ÏÍø PCI template. 

Approvals & Compliance Review

The completed PCI must be submitted to the Health & Safety Team for review prior to the project being issued for tender. Any feedback or comments provided by the Health and Safety Team must be considered and incorporated as necessary to ensure compliance and adequacy. 

Repeated Subsequent RIBA Stages 

The PCI is a live document and must be reviewed and updated as the project progresses through subsequent RIBA stages. Updates should continue throughout the construction phase where new or relevant health and safety information becomes available. 

Description

The CDM Compliance Checklist supports the Project Manager (PM) in ensuring full alignment with the Construction (Design and Management) Regulations (CDM 2015). It acts as an aide-memoire throughout the RIBA stages, ensuring that all statutory health and safety duties are discharged. The checklist also serves as an assurance tool for the Health and Safety Team, who conduct monthly audits to confirm compliance until project handover. The structure follows the RIBA Plan of Work, enabling progressive and systematic completion. 

Engagement

The PM must initiate the checklist at project inception and update it at the end of every month. This ensures transparent monitoring of CDM compliance throughout the project lifecycle. Where an 51³Ô¹ÏÍø PM acts as Senior Supplier, responsibility may be delegated to the Principal Designer or an external PM, provided oversight is maintained. 

Forms & Links

CDM Compliance Checklist: CSM18 CDM Compliance Checklist

Approvals & Compliance Review

The completed or updated checklist must be submitted to the Health and Safety Team at the end of every month for a formal audit. Following the audit, all feedback must be reviewed and any required actions implemented promptly to maintain regulatory compliance. All evidence of corrective actions must be documented to demonstrate continuous improvement and risk management. 

Repeated Subsequent RIBA Stages

The CDM Compliance Checklist is a live document and should be completed/updated at RIBA Stages 1-6. 

Description 

Undertaking a Refurbishment and Demolition (R&D) Asbestos Survey is a statutory requirement under the Construction (Design and Management) Regulations (CDM 2015) and the Control of Asbestos Regulations (CAR 2012) for buildings constructed prior to 1999, when asbestos use was prohibited in the United Kingdom. 

Under CAR 2012, 51³Ô¹ÏÍø, the dutyholder, has a legal obligation to manage asbestos in non-domestic premises. Under CDM 2015, 51³Ô¹ÏÍø must ensure that suitable and sufficient pre-construction information, including asbestos information, isprovided to designers and contractors.

Any refurbishment, intrusive works, or demolition within 51³Ô¹ÏÍø buildings constructed pre-1999 must be supported by a valid Refurbishment & Demolition Asbestos Survey. A Management Survey alone is not sufficient for intrusive construction works. The fulle project scope must be shared with the 51³Ô¹ÏÍø Asbestos Management Company to allow accurate scoping of the survey and appropriate asbestos compliance strategy. 

Engagement 

The Project Manager (PM) is responsible for requesting the asbestos survey from the 51³Ô¹ÏÍø Abestos Management Company. 

The request must include:

• All affected rooms and areas
• Service routes (horizontal and vertical)
• Ceiling voids and risers
• Floor voids
• External fabric where applicable
• Temporary works interfaces 

Forms & Links

Requests for asbestos surveys may be made via email or direct communication with the 51³Ô¹ÏÍø Asbestos Management Company.

Approvals & Compliance Review

The asbestos survey report must be reviewed by the:

• Project Manager
• Principal Designer
• Principal Contractor (if already appointed)
• Health & Safety Team (where required)

The report should form part of the Pre-Construction Information and go to tender with other relevant documents. No construction works may proceed without confirmation that asbestos risks have been adequately addressed. 

Repeated Subsequent RIBA Stages

The asbestos information must be reviewed at each subsequent RIBA stage to ensure scope changes have not invalidated the survey. Where scope changes extend beyond the original surveyed area, a supplementary or new Refurbishment & Demolition Survey must be commissioned. 

Description

The H&S Environmental Impact Assessment is a structured pre-construction risk evaluation focusing on the impact construction activities may have on an occupied building, its occupants, and shared infrastructure.

This assessment must be undertaken during the pre-construction phase to: 

• Enable contractors to adequately plan mitigation measures
• Inform selection of appropriate construction measures
• Inform selection of appropriate construction methodologies
• Influence sequencing and programming decisions 
• Identify constraints arising from live environments 
• Protect vulnerable occupants, critical research and operational continuity

The assessment evalutates how construction activities may impact: 

• Building occupants (staff, students, visitors, patients where applicable)
• Critical research environments (e.g. laboratories, clean rooms)
• Shared building services and infrastructure
• Adjacent buildings and external areas
• Sensitive equipment and experiments

The assessment must be comprehensive and proportionate to the project complexity. It should identify forseeable construction impacts and define mitigation strategies early in the design process. Key areas to consider include (but are not limited to):

• Noise
• Dust and air quality
• Vibration
• Water (hot, cold, boosted systems)
• Electricity (normal and emergency supplies)
• Lifts (passenger and goods)
• Fire detection and alarm systems 
• Ventilation and pressure systems
• Laboratory services (gases, extraction, specialist systems)
• IT and data infrastructure
• Access routes and emergency egress 
• Waste management and logistics 
• Working hours constraints
• Security and segregation
• Temporary works implications
• Hazardous materials (e.g. asbestos, lead, chemicals)

The findings of this assessment must directly influence:

• Phasing and sequencing strategy
• Temporary works design
• Communication plans with building users 

Where construction activities are expected to significantly affect building operations, a detailed mitigation and communication plan must be developed prior to tender issue.

Engagements

The Project Manager (PM) is responsible for initiating the H&S Environmental Impact Assessment at the earliest appropriate stage (ideally Stage 1).

The Principal Designer (PD) is responsible for coordinating the assessment and ensuring all designers contribute relevant impact information. 

A formal Impact Assessment Workshop should be held and to include:

• Principal Designer (lead representative)
• Project Manager
• Health and Safety representative
• Building Manager Maintenance Team
• Laboratory or specialist user representatives (where applicable)

The assessment must be completed prior to the project is issued for tender

Forms & Links 

A standardised H&S Environmental Impact Assessment Template could be used to ensure consistency across projects. A standard impact assessment template structure should cover: 

• Impact Category
• Potential Impact 
• Severity (1-5)
• Likelihood (1-5)
• Risk Rating 
• Proposed Mitigation
• Residual Risk
• Responsible Party 

Approvals and Compliance

The completed Impact Assessment must be submitted to the Health and Safety Team for review prior to tender. The Impact Assessment must form part of the Pre-construction Information provided to contractors.

Repeated Subsequent RIBA Stages

The Impact Assessment should be updated at:

• RIBA Stage 2
• RIBA Stage 3
• RIBA Stage 4

1851 Commission/Conservation Areas

Description

There are numerous buildings at South Kensington Campus that are owned by the Royal Commission of 1851. 51³Ô¹ÏÍø are the tenant (leasehold) within these buildings. Prior to alteration or project works, the 1851 Commission needs to be consulted.

Conservation areas are designated zones with special architectural or historic character that local authorities aim to preserve or enhance. This means extra planning controls which protect buildings, trees and the area's unique appearance. This can restrict certain works like demolitionsor even window/door replacements often requiring detailed plans to ensure new developments fit in. 

Actions for 1851 Commission

1. Confirm if your works take place in a leasehold building. If so, the Estates Records & Archives Officer will add a project subfolder to the relevant project file in Box. The 1851 Licensing Tracker will also be updated, all projects that are within the 1851 footprint are to be added to the 1851 Licensing Tracker. 
2. Contact the Real Estate Property Team and provide a description of the project. Note: There are ongoing discussions to produce a definitive list of requirements that 1851 need to be provided by the Capital Projects Team. Depending on scope, the 1851 Commission will accept the existing project information. However, they may complete independent surveys of the project area. This will have a programme and cost implication. Details will follow on this process and 1851 requirements. 
3. File all 1851 related information to the Box file provided by the Estates Records & Archives Officer (Project > PM & QS > Appraisal & Approval > 1851 Commission).
4. 1851 consent information to be issued to the Real Estate Team, Director of Projects Delivery and Estates Records & Archives Officer. 

Actions for Conservation Areas

1. Check the Campus Conservation Maps.
2. If your project falls within a Conservation Area, contact the Real Estate Property Team and add to the Conservation Area Tracker.

Engagement 

• Real Estate Team throughout the process
• Estates Records & Archives Officer to notfy of an 1851-applicable project, and to issue 1851 consent once obtained.
• Director of Projects Delivery to issue 1851 consent once obtained. 

Forms & Links

• 1851 License for Alterations File:
• Campus Conservation Map SK:  

Planning Permissions/Listed Building Status

Description

Planning Permission is required if the work being carried out meets the statutory definition of "development" set out in Section 55 of the Town & Country Planning Act 1990. 

A number of 51³Ô¹ÏÍø buildings are classified as having Listed Building Status. A listed building is a structure legally protected for its special architectural or historic interest, meaning it's recognised as being of national importance and subject to strict controls for any changes, ensuring its preservation for the future. These buildings can be of any age, often over 30 years old, and are categorised by grade (e.g. Grade I, Grade II etc.), reflecting their significance, with all parts inside and out usually protected.  

Actions for Planning Permission

1. Determine whether your project work requires Planning Permission based on the criteria above.
2. If your project requires Planning Permission, contact the Real Estate Property Team and notify the Records & Archives Officer, who will add this to the Planning Permission Tracker. 
3. Use 51³Ô¹ÏÍø approved Planning Consultants (e.g. Savills, Iceni) to assist with applications. Early engagement of Planning Consultants is key, allow 12 weeks for Planning Permission approval (from date of submission0 and 12 weeks for planning conditions. 
4. Planning Permission confirmation to be issued to the Real Estate Property Team, Director of Projects Delivery and Records & Archives Officer. 

Actions for Listed Buildings

1. Check the Campus Conservation Maps.
2. If your project is in a building with listed status, contact the Real Estate Property Team and add to the Listed Status Tracker. 
3. Discuss with Records & Archives Officer and the Real Estate Property Team for further actions. 

Engagement

• Real Estate Team throughout this process.
• 51³Ô¹ÏÍø Approved Planning Consultants (e.g. Savills, Iceni) to assist with Planning Permission Application. 
• Estates Records & Archives Officer to notify of a Planning Permission applicable project, and issue confirmation of Planning Permission. 
• Director of Projects Delivery to issue confirmation of Planning Permission.

Forms & Links

• Campus Conservation Map SK:  

Approvals & Compliance Review

Planning Permission / Listed Building Approval will come from the appointed planning consultant via the relevant Local Authority. 

Repeated Subsequent RIBA Stages - Planning Permission & Listed Buildings

RIBA Stage 1 

• Engage Planning Consultant to give a high level overview of the project. 
• For Listed Buildings, both a Planning Consultant and Heritage Consultant should be engaged. 

RIBA Stage 2

If a Pre-Application has been recommended by the Planning Consultant during initial discussions, thie should submitted at RIBA 2.

RIBA Stages 3-4

• Submit a full Planning Application/Listed Building Consent at the beginning of Stage 3.
• Planning Approval/Listed Building Consent is required at this stage.

RIBA Stage 5

Respond to any planning conditions that need to be closed out "Pre-Occupation".

RIBA Stage 6 

Respond to any planning conditions that need to be closed out "Pre-Occupation".

Description

Existing information on the project's demise should be reviewed by the Design Team to develop the design and identify any risks. This includes but is not limted to:

• Operating & Maintenance Manuals (O&Ms)
• Building Fabric Manuals, which incorporate the Health & Safety File.
• For previous projects: Current floor plans, historic/archive draings relating to fabric, structure and services, fire strategies, surveys. 

Engagement

• Contact the Estates Records & Archives Officer to request access to the O&Ms availabel in digital format and for schedules of historic information (drawings, older O&Ms, project files) in the archives.
• Contact the Building Information Team (cadcompliance@imperial.ac.uk) for current floor plans.
• Contact the Fire Office for any existing Fire Strategies. 

Repeated Subsequent RIBA Stages

Stage 3-4

As the design and project scope develops, the Design Team can contact the Estates Records & Archives Officer for any additional information in the archive, providing detail on the location and type of information required. Notify the Estates Records & Archives Officer if historic information has been obtained from other sources, for this to be added to the archive records. 

Stage 4

Contractor can review pre-existing information copied into the project file during the design stages and request access to existing O&Ms as required.