Client Care

Question 1

What is client care?

Answer 1

• The process of identifying clients and their behaviours to build a rapport. Including analysing the needs of the client.

Question 2

Why is client care important?

Answer 2

• Promotes trust in the industry and company
• Maintains client relationships to help build business
• Maintain a reputation in the industry

Question 3

What are the different types of clients?

Answer 3

• House refurbs/Residential
• Private sector
• Public sector
• Commercial clients
• Developers

Question 4

What needs to be considered when preparing a fee quotation?

Answer 4

• Scope of service
• Terms of payment
• Complaints handling procedure
• Property details
• Client details
• Limitations
• Exclusions

Question 5

Keys Meadow – what were the client’s requirements?

Answer 5

• They wanted the project to achieve safeguarding around the school, on programme and within budget
• They wanted updates as per the agreed communication protocol

Question 6

What did you include in the client questionnaire?

Answer 6

• Feedback on my performance on the project – what was done well, what no so well and how my performance could have been improved
• Space for feedback to my line partner

Question 7

What is a stakeholder?

Answer 7

• Anyone that can affect or is affected by what you are trying to achieve, in a construction project this might include: client staff, leaseholders, local communities, regulators, investors.

Question 8

RICS stakeholder engagement guidance note, what does it include?

Answer 8

• A definition of stakeholders
• Sets out a number of models to assess and categorise stakeholder engagement strategies
• Sets out 10 principles of stakeholder engagement

Question 9

What is stakeholder engagement?

Answer 9

• Engagement signifies all the things we might do with stakeholders: consult, listen, understand, communicate, influence and negotiate. Broader objectives may include gaining approval or support, or at least minimising opposition or obstruction.

Question 10

What is the principal agent theory?

Answer 10

• Theory is concerned with the difficulty in motivating one party (the ‘agent’), to act in the best interests of another (the ‘principal) rather than their own.
• I.e. Project manager/CA is the principal, the agents are stakeholders i.e. directors, leaseholders.

Question 11

What are the principles of stakeholder engagement set out in the guidance note?

Answer 11

• Principle 1 – Communicate
• Principle 2 – Consult early and often
• Principle 3 – Remember they’re only human
• Principle 4 – Plan it
• Principle 5 – Relationships are key
• Principle 6 – Simple, but not easy
• Principle 7 – Just part of managing risk
• Principle 8 – Compromise
• Principle 9 – Understand what success is
• Principle 10 – Take responsibility

Question 12

What is the Mendelow’s power-interest grid?’

Answer 12

• A tool to distinguish between different project stakeholders by categorising them using their power and interest in the project.
• Interest and power:
  o High power, high interest = key player
  o High power, low interest = keep satisfied
  o Low power, low interest = minimum effort
  o High interest, low power = keep informed

Question 13

What is the Case 6 model?

Answer 13

• Paul Mansells CASE 6 Step Approach provides a robust analysis of stakeholder engagement challenges provided a high level overview to give direction on engagement strategies.
• Sets out six stages:
   My Role & The Team – My Leadership role and team role
   Defining the Task – activities and outputs – desired outcomes
   Environment Complexity –define and assess impact of complexity on stakeholders
   Identify and Assess - who are they, what are their interests and power
   Plan to influence – what mechanism can be used, what approach
   Continual Review

Question 14

What communication strategy did you employ on ……….. project?

Answer 14

• Weekly site inspection reports issued to key client team members, stating progress and quality of the works, actions, next steps, issues.
• A project progress call occurred every two weeks with a wider team of stakeholders
• I chaired a monthly formal project progress meeting with the contractor and wider client team, setting out progress, financial matters, client matters and next actions.

Question 15

What is a complaint?

Answer 15

• An expression of dissatisfaction, any complaint needs to be handled reasonably and consistently to minimise reputational and financial risk.

Question 16

What should an effective complaints handling procedure do?

Answer 16

• Be fit for purpose, reflecting the size and structure of the business
• Made available to all staff,
• Be understood by all staff
• Readily be shared with complainants
• Regularly reviewed at a senior level
• Be agreed with PII brokers/providers
• Provide details of independent redress if the firm cannot resolve the complaint

Question 17

How would you operate a effective complaints procedure?

Answer 17

• Ensure the process is quick, clear and transparent and impartially implemented
• Must be free and include and independent ADR mechanism approved by the regulatory board which should be detailed on all terms of engagement.
• Create a complaints log, acknowledge recipient within 7 days and investigate within 28 dates

Question 18

If a client was prepared to pay you in advance for services you were providing, how would you ensure this was dealt with?

Answer 18

• Set up a separate client account that is properly named and clearly identifiable.
• Provide the client with a statement of account.
• Inform and agree drawdowns (stage fees being removed from the account).
• Prior to withdrawing monies, send statement of how much is to be withdrawn and what services and fees are made up of - then send statement of account.
• Once complete, show a final statement, ensuring all is clear and transparent.

Question 19

On what grounds would you be able to ask for additional fees?

Answer 19

• Programme duration is extended.
• Scope of services being delivered has changed - St Leonards opening up works.
• Increase in attendance at meetings has been requested.
• Outside of framework
• Value and scope of project has changed.

Question 20

How would you go about asking a client for additional fees?

Answer 20

• Arrange meeting with the client.
• Explain the reasoning behind the additional fee claim.
• Discuss the benefits of the additional services.
• Be sympathetic and understanding and be prepared to offer a compromise.
• Make sure that the information being presented to the client is clearly set out and understood by them.
• Follow up in writing.