August 19, 2005—A new management process, successfully piloted at Cambridge University—the site of one of the largest university building programs in the UK—promises to overcome many of the traditional problems associated with the procurement process.
The process, dubbed Soft Landings, centers on involving the designer and builder after building handover. This, experience has shown, improves the operation of the building and occupant satisfaction.
Geared to clients and estate managers, Soft Landings has been designed to fill a gap in the scope of services traditionally provided by designers and builders, encouraging a more long-term and joined-up approach based on feedback and post-completion evaluation.
The process forms the basis of a joint contractual agreement which extends for up to three years after the date of handover and ensures estates managers are involved from an early stage. The agreement specifies, for example, that the estates manager is involved in the systems tests that take place during the commissioning period, just before the building is handed over. In addition, a resident team of designers and builders are required to remain onsite to deal with any issues arising for the initial 1-2 month period after the users have moved in.
Commenting on the success of Soft Landings following its pilot at the Cambridge, David Adamson, director of estate management and building service, described the outcome as ‘a more relaxed and constructive rapport between future building users, designers and constructors.
For more information, visit the University of Cambridge Web site.
