Keith Crouch.com

      Projects Scope-   Clearly define (in writing and in drawings) the boundaries of what will and will not be included in your construction project. Cost overruns occur, especially in remodeling projects, when the builder has to go beyond the boundaries of the project to do additional work. Be aware that the city building official sometimes requires additional work to done after your project has started because the project was not clearly defined in the first place.

Project Directory-  A list of contact information of all the primary participants in your building program including (church) owner's rep, architect, civil engineer, surveyor, building contractor, city building official, fund-raising consultant, banking lender, and specialty consultants. Include office phone, cell phone, mailing address, email address, and fax.  Place this information in the front cover of your view binder notebook. Make several copies---you'll be handing these out often.                                                         
                                                                   

      Project Schedule-  A list, bar chart or calendar that includes all the major milestone dates of planning tasks and construction phases in order to give a broad overview of your project. This allows all the participants involved to stay coordinated, including the project planning team, fund-raising team, communications person, church staff, lender, architect and builder.   
                                                                                                                       

      Project Budget-    A written budget spreadsheet that includes hard costs (site utilities, parking, building and furnishings) and soft costs (architect fees, soils tests, property surveys, permit fees). It is usually a good practice to include a contingency (10%-15%) in the project budget for unforeseen costs. Your architect and builder can help determine what percentage is appropriate for the type of project.                                                

      Standing Meetings-   Establish from the beginning that the planning team will meet every first and third Tuesday of the month or that the construction liaison team will meet every Thursday morning of each month (those days are suggestions). Pre-determined standing meetings can help reduce the labor and confusion of trying to schedule several people for infrequent meetings. Standing meetings can help benefit steady progress for planning and construction.                                                                                                                                                               

      Documentation- Prepare meeting reports of major considerations and final decisions. Provide written authorizations to the architect and builder. This practice can provide good communication, reduce confusion and give you a reference record for disputes later in the project.

 Avoid Back-Tracking-   Back-tracking occurs when important members of the planning or construction team are absent or show up late for meetings, causing you to re-summarize the discussions. Sometimes back-tracking influences a reversal of decisions that can undo hours or weeks of work and cause "additional services" fees.

Three-person Liaison Committee-   The (highly recommended) practice of the church appointing only three people as a liaison committee, with one lead person designated as the owner representative to communicate with builder and architect during the construction phase. The liaison committee usually attends the Standing Meeting each week with the builder. 

Additional Services-   Additional Services fees (usually included in the architects and builders contract) are triggered when the owner (church) changes a decision for work that the church previously authorized the architect or builder to perform. Make sure the architect and builder have explained what triggers an additional services fee. Additional services issues sometimes arise when you are well into the project past the point of no return.

Managing Expenses / Expense Authorization-    It is usually a good practice to name only one person authorized to communicate final decisions to the architect and especially to the builder. This can reduce confusion for the builder on what was authorized for expenses. Cost overruns occur when two or three people are simultaneously telling the builder to go ahead and buy this or construct that. Problems also occur when any one (committee members or church staff) other than the builder orders supplies, equipment or furnishings.

Lead Time-   Keep in mind lead time (advance notice) when planning or constructing your project. There may be end-users, workers, staff, others planning associated tasks or need to give input to the project or schedule their sub-contractor crews in order to avoid additional services fees, cost overruns or project schedule delays.