Updated: 26th June, 2026
Created: 25th June, 2026
Robert joined Barker in 2002 and is a Partner based in our Braintree office. A Fellow of the Royal Institution of Chartered Surveyors, he has over 20 years’ experience of all core building surveying services and provides strategic estates advice to key accounts in the education, commercial, ecclesiastical and public sectors.
An education specialist, he provides the following services: estates and energy strategy, asset management planning, project management and capital funding applications.
Robert works closely with clients to plan and implement energy efficiency and sustainability strategies to save money, reduce carbon emissions and meet ESG objectives.
As a RICS Certified Historic Buildings Professional he provides conservation consultancy for clients with listed and historic buildings.
Robert is an experienced APC Assessor and Chairman and is also an external examiner for Anglia Ruskin University
As a Partner Robert leads the Business Development and Marketing function at Barker, builds relationships with key sector bodies and helps steer the strategic growth of the company.
Email: rgould@barker-associates.co.uk
Tel: 01279 648057
For many schools and academies, the summer holiday period provides a valuable opportunity to undertake school summer works and capital projects whilst minimising disruption to teaching and learning. From condition improvement projects and refurbishment works to compliance upgrades and estate enhancements, this window is often one of the busiest times in the education estates calendar.
However, the compressed timescales, operational pressures, and governance requirements associated with school construction projects mean that successful delivery requires far more than simply appointing a contractor and hoping for the best.
Whether you are managing a small refurbishment or a multi-million-pound capital programme, careful planning and effective project management can significantly reduce risk, improve outcomes, and ensure value for money.
Here are our five top tips for delivering successful summer projects.
The success of any project is largely determined before work starts on site.
Key elements of effective project planning include:
A key early consideration is appointing the right professional team. Depending on the nature and complexity of the project, this may include project managers, architects, cost consultants, principal designers, structural engineers and specialist advisors. Early-stage support can provide valuable input on feasibility, options appraisal, cost planning, procurement strategy and risk management.
It is equally important to consider the support required during the construction phase. Contract administration, design management, quality assurance and project monitoring all play a critical role in ensuring projects are delivered in accordance with scope, programme and budget.
Competence should be a central consideration when selecting consultants and contractors. Recent changes to the Building Safety Act and existing duties under the Construction (Design and Management) Regulations 2015 (CDM) place increased emphasis on ensuring that those appointed have the appropriate skills, knowledge, experience, and behaviours to fulfil their responsibilities.
Procurement strategy is another critical element of planning. Effective procurement should extend beyond the construction phase and be considered from project inception. Robust pre-qualification processes, contractor vetting and a clear focus on value for money can support better decision-making throughout feasibility, design development, tendering and delivery.
Maintaining quality throughout the project also requires clear governance arrangements. Roles and responsibilities should be clearly defined, with a dedicated and competent client representative acting as a focal point for decision-making. Strong communication channels across the project team help ensure information flows effectively, support structured handovers at project completion and facilitate the updating of condition and asset management data.
Finally, every project should provide an opportunity to learn. Post-project reviews and lessons learned sessions can provide valuable insights that improve future project delivery.
Safety should always be the highest priority on any construction project.
Education estates present particular challenges because projects are often delivered on live operational sites where pupils, staff and visitors remain present before, during or after construction activities. Managing these interfaces safely is essential.
Under CDM Regulations, clients have specific duties and must ensure appropriate appointments are made, including the appointment of a Principal Designer and Principal Contractor where required. The Building Safety Act has further strengthened accountability across both client and design teams, making competence and compliance more important than ever.
Many construction risks can be reduced through early investigation and planning. Surveys and searches undertaken before works commence can identify potential issues that might otherwise cause delays, additional costs or safety concerns. Common examples include asbestos surveys, intrusive investigations, utility searches, and structural assessments.
Where construction works take place on occupied school sites, physical separation between school operations and construction activities should be considered wherever possible. This may include segregated access routes, secure hoarding, revised traffic management arrangements, and carefully planned working hours.
The safety performance of the supply chain should also form part of procurement evaluations. Accreditation schemes such as CHAS provide a useful benchmark for assessing minimum health and safety standards, although they should complement rather than replace wider due diligence.
Finally, ensure that risk assessments and method statements (RAMS) are project-specific and properly reviewed before work begins. Generic documentation rarely addresses the unique risks associated with individual projects or educational environments.
Insurance should be treated as a gateway process before any works commence.
One of the most common misconceptions in construction projects is that insurance for the building being worked on will automatically be covered by the contractor. In reality, insurance responsibilities vary significantly depending on the procurement route, contract form and specific contractual provisions.
Before any project starts, clients should understand the insurance obligations contained within their building contract. This applies equally to low-value projects and major capital schemes.
It is also important to understand the implications of different methods of engaging contractors. Projects can commence under a formal building contract, a purchase order, or a letter of intent. Each carrying different levels of protection and risk for the client.
For projects delivered under JCT contracts, insurance provisions can vary depending on the circumstances and the insurance option selected. There is no universally right or wrong approach, but there must be clarity regarding who is responsible for arranging cover and what risks are being insured.
Education clients should engage with their insurers at an early stage. Where schools participate in the Risk Protection Arrangement (RPA), it is important to understand both the scope and limitations of cover in relation to construction activities. It may be necessary for schools to take out separate commercial insurance on top of existing cover.
Before works commence, clients should have confidence that all necessary insurance arrangements are in place and fully understood.
Delays in obtaining statutory approvals remain one of the most common causes of project disruption.
Many projects require multiple approvals before construction can begin, and these should be identified and progressed as early as possible within the project programme.
Common statutory approvals for school projects include:
Effective financial management is fundamental to successful project delivery.
Before entering into any contract, clients should ensure they understand the payment mechanisms, certification processes and contractual timescales that will apply throughout the project.
A formal contract should always be in place, providing clarity regarding responsibilities, payment procedures and change management arrangements.
Changes during construction are sometimes unavoidable, but they should be managed through a robust and proportionate governance process. Clear authority limits should be established from the outset. While appropriate oversight is essential, requiring approval for every minor variation can create unnecessary delays and hinder progress on site.
Cash flow forecasting is an often-overlooked but highly valuable project management tool. Requesting a cash flow forecast from the contractor allows clients to understand when payments are likely to become due and helps ensure funds are available when required. Failure to manage payment expectations can lead to disputes, strained relationships and unnecessary project risk.
Clients should also understand their contractual obligations relating to payment notices, certification and payment deadlines, ensuring that internal processes can support these requirements.
For schools and academies, holiday periods can present additional challenges where multiple authorisations are required for expenditure approvals. Planning for staff absences and governance arrangements in advance can help prevent delays and maintain positive contractor relationships.
Successful summer projects are rarely the result of good fortune. They are the outcome of thorough planning, strong governance, effective risk management and clear communication.
To deliver successful outcomes, schools should focus on:
With increasing regulatory requirements and growing expectations around compliance, quality and value for money, taking a structured approach to project delivery has never been more important.
Delivering capital projects successfully requires the right blend of technical expertise, governance and practical project management. Barker works with schools, academies, colleges and responsible bodies across the education sector to plan, procure and deliver capital projects that are safe, compliant and deliver long-term value.
From feasibility studies and funding applications through to procurement, contract administration and project delivery, our integrated team provides end-to-end support tailored to the needs of education estates.
If you are planning summer works or developing your next capital investment programme, get in touch to discuss how Barker can help you achieve successful outcomes.
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