This document provides guidance on developing a project from concept to completion. It outlines key steps and considerations for taking a facility project from initial planning through design, funding, construction and use. The purpose is to establish a clear methodology for developing any new facility in a way that meets requirements for potential partners/funders and the goals of those involved. It advises forming a project team and consulting the ECB Funding and Facilities Unit for support throughout the process. The document also discusses important aspects like planning permission, competitive tendering, and using RIBA design stages to structure the work.

1. Developing a Project
From Concept to Completion
www.ecb.co.uk
Sources of Grant Aid and Funding for Cricket Clubs 1

2. Contents Developing a Project – From Concept to Completion
Section Page
Introduction 1
1 Geting Started 2 When embarking on the development of a facility
2 Project Development Team 2
project, careful consideration and planning is required
to ensure the final product meets the original concept.
3 Successful Clients 3
4 Getting Support 4
The purpose of this document is to set a clear project
5 Local Communities 4 development methodology in taking any new facility
6 Consultant Services 5 from concept to completion.
7 Technical Compliance 9
This document will assist any type of facility project
8 RIBA Design Work Stages 9
meeting the requirements of potential partners/funders
9 Planning Consent 10 and the aspirations of people engaged as deliverers
10 Competitive Tendering 11 of sport.
11 Tender Analysis 12
“Developing a Project” provides advice and guidance
12 FFU Contact Details 13
with a series of useful links and contacts to support
13 Design Work Stages 14
you throughout the process. The document has been
written in conjunction with the England and Wales
Cricket Board’s Funding Programmes Guidance Notes
which are available to download from
www.ecb.co.uk/funding
2 Sources of Grant Aid and Funding for Cricket Clubs Developing a Project – From Concept to Completion 1

3. 1 Getting Started 3 Successful Clients
Think about the aims of your project and The Commission for Architecture 4. Develop and communicate a
ways to accommodate the current and and the Built Environment (CABE) clear brief
future needs of the club/organisation, publication “Creating Excellent
5. Make a realistic financial
including how often the facility will be Buildings” describes how to be a
commitment from
used on a weekly and seasonal basis. successful client.
the outset
It is important that you consult within
Each development project is unique,
your membership as widely as possible 6. Adopt integrated processes
with special local conditions for site, use
about the aims and objectives of your
patterns and social context. However, 7. Find the right people for the job
club/organisation.
all projects need well structured project
8. Respond and contribute to the
management and can benefit from the
context
ten key ways the client can help achieve
design quality. 9. Commit to sustainability
2 Project Development Team 1. Provide strong client leadership 10. Sign off all key stages
2. Give enough time at the right time All work stages require sign-off so allow
It is strongly recommended that you remove themselves from the committee time to review the drawings and reports
form a project development team and until the completion of the project. 3. Learn from your own and other
prepared by the design team, carefully
appoint a team leader who should successful projects
The project team should be established checking your requirements against the
remain consistent throughout the design.
prior to starting any design work and
duration of the project. The project team
remain operational until final completion
should consist of individuals with skill
of the works. NB: the size and skill sets
sets that are relevant and appropriate
required to drive the project may change
for the project.
throughout the lifespan of the works.
When forming the project team, do
not limit its composition to the club/
organisation members unless the
members can clearly evidence that
they have the relevant experience and
qualifications to compliment the planned
project work.
It should be noted if a member of the
club/organisation is engaged to carry
out any works on the project and they
are current members of the committee,
this would be seen as a conflict of
interests. Therefore, any members who
find themselves in this position should
2 Developing a Project and Funding for to Completion
Sources of Grant Aid – From Concept Cricket Clubs Developing a Project –and Funding forto Completion
Sources of Grant Aid From Concept Cricket Clubs 3

4. 4 Getting Support 6 Consultant Services
The ECB Funding and Facilities Funding and planning permission are If the appropriate skills are not available 2 Structural Engineer
Unit (FFU) should be your first point two important hurdles in the preparation within the project team, you may need
Structural engineers design and
of call for advice. You should make and design stages of a project. The ECB to engage the services of specialists,
calculate the building structure and
contact with the FFU during work stage Regional Funding and Facilities Manager as follows:
foundations. They sometimes also
A, as outlined in section 8, and show will assess the proposals for technical
Building Projects (including renovation design below ground drainage.
them your project (refer to contacts compliance, sports development and
and refurbishments) Refer to www.istructe.org
page 13). Consulting the ECB at the financial affordability.
earliest opportunity allows their input to 1 Architect 3 Mechanical and Electrical (M&E)
be more valuable. Services Engineer
Architects design new buildings,
the spaces around them and M&E services engineers design and
alterations to existing buildings. coordinate the services of buildings
5 Local Communities They also advise on the restoration including gas, electricity, heating,
and conservation of old buildings, lighting, ventilation, water and
layouts for groups of buildings renewable energy. They sometimes
Good communication with the local club arranged temporary contractor’s
and most of what is referred to as also design the drainage. They
community is important. Potentially it access through adjacent land which
the built environment. They liaise calculate the proposed energy use
could lessen objections to your planning made larger deliveries possible and
with current users, clients, and of the buildings.
application and help towards a smooth shortened the construction period.
construction specialists and their Refer to www.cibse.org
relationship with neighbours before, Good links with the local community
designs take account of information
during and after construction. People also provides the opportunity to make 4 Quantity Surveyor
about cost, safety and social
can be sensitive to change so it’s contact with new members. One way of
factors from other specialists in Quantity surveyors measure,
worth finding ways to keep neighbours communicating is to develop a master
the team. They advise clients on estimate and advise on the cost of
informed. This could have surprising plan of the site inclusive of all your future
the practicality of building projects the designs produced by architects,
and beneficial results, for example one plans (see example below).
and seek permission and approval structural engineers and services
to see if the proposals can be put engineers. www.RICS.org
into practice. Once building starts
5 Construction Design
they can coordinate and administer
Management
the building contract through
(CDM) Coordinator
to completion. Refer to RIBA
Commissioning Architecture leaflet CDM coordinators advise clients on
and website health and safety issues, risks and
www.architecture.com/ the competency of the design team.
UseAnArchitect. This is applicable across all project
themes. They must be appointed by
work stage C/ concept design, as
outlined in section 8.
4 Developing a Project – From Concept to Completion Developing a Project – From Concept to Completion 5

5. 6 Consultant Services (continued) 6 Consultant Services (continued)
6 Other Specialists • eritage and conservation
H • roject managers take
P Fine Turf Projects
specialists advise on preserving responsibility for planning and
Some projects might also As this type of work carries high levels
historic buildings and restoration. facilitating a project. They can act
require further specialist input of risk regarding climate and tight
on the client’s behalf providing
during the design stage which • ighways engineers design and
H timescales, ECB advises that extremely
advice and be given responsibility
will become apparent during the advise on new roads or alterations tight control of all phases of work is
for making key decisions.
preparation stage: to the public highways. maintained by a qualified professional.
• ccess consultants advise on
A • andscape architects design the
L To minimise risk within the supply
designing inclusive buildings for spaces and landscape around the Fine Turf Projects (including new chain contracts scheduled for late
people of all abilities. buildings including details for hard construction and renovations) and summer / early autumn should be
and soft areas, trees and pitches. Non Turf Projects contracted by the end of February
• nvironmental consultants
E
of the year the work is planned.
and ecologists advise on • lanning consultants provide
P The design, construction and project
environmental issues which might specialist advice when preparing management of new facilities requires Larger scale schemes will require a
be required if the site is a natural planning submissions or appeals specialist consultants who in turn development period of up to two years.
habitat for protected species. in areas with sensitive have access to high quality survey and
www.ecb.co.uk/techspecs
planning issues. analysis technology.
Fine turf consultants will offer a range
of services at different costs. Please Non Turf Projects
ensure you confirm what service you are
Larger scale schemes will require a
receiving and that the price is fixed.
development period of up to 12 months.
While projects may be less complex www.ecb.co.uk/techspecs
than most building projects the club/
organisation should follow the same
methodology as the RIBA work stages
as outlined in this document.
It should be noted that the ECB can
advise of the type of services and
support you may require.
6 Developing a Project and Funding for to Completion
Sources of Grant Aid – From Concept Cricket Clubs Developing a Project –and Funding forto Completion
Sources of Grant Aid From Concept Cricket Clubs 7

6. 6 Consultant Services (continued) 7 Technical Compliance
Technical Guidance Notes – Each whichever is the higher quality
Useful Contacts project’s design and specification design specification.
should comply with, as a minimum,
Designers of projects should consult
Sport England Technical Guidance
Sports & Play Construction Sports & Fitness Equipment with the relevant organisations and
Notes (www.sportengland.org) or
Association (SAPCA) Association (SAFEA) technical specifications throughout the
ECB Technical Guidance Notes
design stage.
Federation House Federation House (www.ecb.co.uk/techspecs) -
Stoneleigh Park Stoneleigh Park
Warwickshire Warwickshire
CV8 2RF CV8 2RF
Tel: 024 7641 6316 Tel: 024 7641 4999 8 RIBA Design Work Stages
Website: www.sapca.org.uk Website: www.safea.org.uk
The Royal Institute of British The Royal Institute of Chartered The Royal Institute of British Architects Preparation for work stage A:
Architects (RIBA) Surveyors (RICS) (RIBA) uses a plan of work to set out
1. Business plan
66 Portland Place RICS Contact Centre five main stages for building projects:
London Surveyor Court preparation, design, pre-construction, 2. The site including address, details of
W1B 1AD Westwood Way construction and use. The main stages the boundary and any rights of way
Coventry are sub-divided into smaller work stages
Tel: 020 7580 5533 3. Details of the freehold or leasehold,
CV4 8JE A to L as summarised in table one
Website: www.architecture.com length of lease and security of
(refer to page 14). These are usually
Tel: 0870 3331600 tenure – in some cases this can take
carried out in sequence. This is
Website: www.rics.org a while to obtain
applicable across all project themes.
Institute of Groundsmanship (IoG) 4. Information about the existing
In preparation for work stage A, as
28 Stratford Office Village buildings or facilities, mains services
outlined in table one you should,
Walker Avenue and utilities, pitches and ground
assemble some useful information
Wolverton Mill East conditions, asbestos survey plan
about your club/organisation, the
Milton Keynes existing facilities and the 5. Contact details for key club/
MK12 5TW proposed project. organisation members
Tel: 01908 312 511 6. Existing and future match fixtures
Website: www.iog.org and programme of use
7. Sports development
It should be noted that legal and professional fees will not be supported by the England and
Wales Cricket Board’s Funding Programmes.
8 Developing a Project and Funding for to Completion
Sources of Grant Aid – From Concept Cricket Clubs Developing a Project –and Funding forto Completion
Sources of Grant Aid From Concept Cricket Clubs 9

7. 8 RIBA Design Work Stages 10 Competitive Tendering
8. Other events or sports use (if the 11. Records of early consultation Careful project planning requires that and for projects over £25k three
facilities are shared with other with the local authority planning your proposals have been properly competitive quotes must be provided.
sports then refer to the appropriate department, previous planning costed at an early stage in order to A Tender Analysis should be conducted
guidance notes from the other applications, review of planning set a budget for the project. These (see section 11).
sports governing bodies) guidance documents costs should be revisited and updated
Each quote should be independently
throughout the project life cycle to
9. Outline schedule of accommodation obtained and should relate to a specific
ensure that the project remains
project brief outlining your requirements.
10. Facilities for car parking and public on budget.
You must be able to compare each
transport links Many of the funding streams quote like for like.
administered by the ECB draw from
To ensure that there is no conflict of
public funding, as such they are subject
interests, you must indicate whether
to the EU procurement requirements as
a potential contractor or consultant is
a commitment to best value. It should
9 Planning Consent be noted that this does not solely relate
associated with the club/organisation,
its directors or employees.
to price. For projects up to £25k two
competitive quotes must be provided
Written confirmation on the status of The importance of planning permission
Planning Consent of the Project must is easy to overlook and should be one of
be evidenced. Failure to do so will delay the first things you consider when you
the Project. begin to plan the project.
Planning permission (or ‘consent’ or Further information can be found at:
‘approval’) is the legal authority you
http://www.sportengland.org/
require to carry out development, so it is
making_a_planning_application_-_
important at the outset of any project to
a_guide_for_sports_clubs.pdf
clarify what constitutes ‘development’
and whether or not you need to make a
formal planning application.
10 Developing a Project – From Concept to Completion Developing a Project – From Concept to Completion 11

8. 11 Tender Analysis 12 ECB FFU Contact Details
A tender analysis is defined as a to interview a short list of tendering
comparative exercise assessing companies and invite them to explain
the quality and cost of each tender their submission and any areas Dan Musson John Huband
submission. To do this effectively there of ambiguity.
Regional Funding & Facilities Manager Regional Funding & Facilities Manager
must be consistent assessment criteria
ECB require a tender analysis to be (North) (Midlands)
and clear sections for comparative
submitted with each application. The England and Wales Cricket Board England and Wales Cricket Board
analysis. A quality assessment is
purpose of the analysis exercise is to c/o County Cricket Ground c/o County Cricket Ground
conducted on the company, its past
evidence best value (a combination of Old Trafford Edgbaston
performance and its adherence to
quality and cost) and to explain why Manchester Birmingham
the design criteria whilst a cost sum
the club/organisation has preferred a M16 0PX B5 7QU
analysis or bill of quantities will clarify
particular contractor or supplier.
cost. Where there is little difference in Tel: 0161 877 6834 Tel: 07500 992 659
tender submissions you may choose Email: daniel.musson@ecb.co.uk Email: john.huband@ecb.co.uk
Tim Nicholls Chris Whitaker
Regional Funding & Facilities Manager Regional Funding & Facilities Manager
(London & East) (South)
England and Wales Cricket Board England and Wales Cricket Board
Lord’s Cricket Ground Lord’s Cricket Ground
London London
NW8 8QZ NW8 8QZ
Tel: 020 7432 1176 Tel: 020 7432 1206
Email: tim.nicholls@ecb.co.uk Email: chris.whitaker@ecb.co.uk
Fiona Prescott ECB Website Links
Research and Development Manager www.ecb.co.uk/facilities
(Applications across Wales only)
www.ecb.co.uk/funding
England and Wales Cricket Board
c/o County Cricket Ground www.ecb.co.uk/techspecs
Old Trafford
Manchester
M16 0PX
General Enquiries
Tel: 07785 527 105
Email: fiona.prescott@ecb.co.uk facilities@ecb.co.uk
12 Developing a Project – From Concept to Completion Developing a Project – From Concept to Completion 13

9. 13 Table 1 – Design Work Stages
Main Stage Work Stage Brief Description
The applicants needs and objectives are identified along with the business case and any possible
constraints on the development Feasibility studies should be prepared and the options assessed
A Appraisal by the applicant to enable them to decide whether to proceed. Documenting some ideas and
options with approximate costs can be done relatively inexpensively.
Preparation
At this stage key requirement, constraints, procurement methods and consultants are identified.
B Design Brief The range of professional consultants and skills required will depend on the project size and its
complexity, as outlined in Section 6 of this document.
The design stage is divided into three: stage C, Concept Design is where outline proposals,
C Concept
specifications and cost plans are prepared and the procurement route is reviewed. The design is
developed further in stage D and this is when planning applications are typically (but not always)
submitted. Stage E is when the technical designs and specifications are developed sufficiently to
Design D Design Development coordinate all the different elements of the project. Once a project is underway the lead consultant
will guide you through the subsequent work stages which all require client sign-off. Allow time to
review the drawings and reports prepared by the design team, checking your requirements against
the design. Early changes and requests are much easier to accommodate whereas late
E Technical Design changes can have cost implications out of scale with the amendments.
The pre-construction stage is also divided into three: F/ Production Information is when detailed
F Product Information
information for construction is prepared and submitted to building control for approval.
G/ Tender Documentation is the preparation and collation of sufficient information to enable
tenders to be obtained. In this instance, a tender is an offer by a contractor to execute the work at
Pre-Construction G Tender Documentation a fixed price. H/ Tender Action are when potential contractors and specialists are identified and
evaluated, then invited to prepare tenders. Once tenders are obtained and appraised, the design
team will submit their recommendations to the client. Compiling the list of potential contractors will
H Tender Action often start well in advance of the tender period.
The construction stage is divided into two: J/ Mobilisation are when the contract is let, the
I Construction Mobilisation contractor appointed, construction information is issued to the contractor and the site is handed
over by the client. The contractor will need time to prepare before starting on site, for example,
Construction they will organise their construction team, place orders for materials and arrange sub-contracts.
K/ Construction are when the contract is administered and the project is built (or refurbished).
J Construction to Practical Completion The design team will issue further information to the contractor if required and also review
information prepared by the contractor or any specialists.
The final stage is using the new facilities. The completed project is handed over to the client and
the contractor leaves site. Some contract administration takes place after practical completion
Use K Post Practical Completion including making final inspections after the defects liability period. The clients might require
some assistance during initial occupation period, for example, maintenance.
14 Developing a Project and Funding for to Completion
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Sources of Grant Aid From Concept Cricket Clubs 15

10. Sources of Grant Aid and Funding for Cricket Clubs 17

11. England and Wales Cricket Board
Lords Cricket Ground London NW8 8QZ
T: 020 7432 1200 F: 020 7289 5619 E: facilities@ecb.co.uk
www.ecb.co.uk
From playground to Test arena
August 2009
18 Sources of Grant Aid and Funding for Cricket Clubs