Job Book 9th Edition - Book - Page 314
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Stage 6 > Handover and Close Out: Supplementary Material: 6/SM5
4. Ensure continuity
Soft Landings should be continuous throughout
the contractual process. It should be made
part of all later appointments, and expressed
clearly in contracts and subcontract work
packages as appropriate. The client and principal
contractor should ensure that subcontractors
and specialist contractors take their Soft
Landings roles and responsibilities seriously
5. Commit to aftercare There should be a clear and expressed
commitment by the client and project team to
follow through with Soft Landings aftercare
activities, and to observe, fine-tune and review
performance for three years post completion.
The aftercare activities should aim to achieve
the Soft Landings performance objectives,
and any targets agreed at the design stage
6. Share risk and
responsibility
The client and principal contractor should
create a culture of shared risk and responsibility.
Incentives should be used to encourage the
project team to deliver a high-performance
building that matches the design intentions
7. Use feedback to
inform design
The client’s requirements, the design brief, and
the design response should be informed by
performance feedback from earlier projects.
The desired operational outcomes need
to be expressed clearly and realistically
8. Focus on
operational
outcomes
The Soft Landings team should focus on the
building’s performance in-use. Regular realitychecking should be carried out to ensure that the
detailed design and its execution continues to
match the client’s requirements, the design team’s
ambitions, and any specific project objectives
9. Involve the building The organisation that will manage the
managers
finished building should have a meaningful
input to the client’s requirements
and the formulation of the brief
