Club Redevelopment Risk Checklist

Practical action

• Commission investigations proportionate to the site and project stage.
• Keep an assumptions and exclusions register with the cost plan.
• Update the budget when the design or site information changes.

Practical action

• Prepare a phase-by-phase operating and revenue plan.
• Test temporary facilities, access and communications with operations staff.
• Review actual trading performance against the approved forecast.

Practical action

• Map funding sources, conditions, drawdowns and decision dates.
• Maintain a cash-flow forecast alongside the cost-to-complete forecast.
• Agree how a scope change or additional funding would be considered.

Practical action

• Ask the finance adviser to explain the assumptions and sensitivity cases.
• Reforecast at agreed decision points and after material programme changes.
• Record who may approve a change to the financial plan.

Practical action

• Obtain club-specific legal and financial advice before relying on a structure.
• Keep board records clear about proposed approvals.
• Give members plain-English information before a required decision.

Practical action

• Ask lenders what information and approvals they require as the project develops.
• Use current professional advice for material valuation or security decisions.
• Document the consequences of pausing, re-scoping or staging works.

Practical action

• Keep a decision register, risk register and current project brief.
• Provide a short induction pack for incoming directors and project staff.
• Nominate clear project roles and a handover process.

Practical action

• Set out what is decided, proposed and open for feedback.
• Use accessible project updates, forums and visuals.
• Report feedback themes and the board’s response.

Practical action

• Agree a board reporting pack before commitments are made.
• Show approved budget, forecast, commitments and changes together.
• Make the top risks, owners and required board decisions explicit.

Practical action

• Maintain an up-to-date conflict register and declaration process.
• Record how each relevant conflict was assessed and managed.
• Seek independent legal advice where the position is unclear or material.

Practical action

• Ask an insurance adviser to review the project at the right stages.
• Confirm required insurance in consultant and builder agreements.
• Keep insurance responsibilities and evidence in project records.

Practical action

• Undertake proportionate financial and reference checks before appointment.
• Use contract security and payment certification advised for the project.
• Keep a documented response plan for a material contractor default.

Practical action

• Define inspection, defects recording and rectification steps in the contract.
• Use appropriately qualified inspections and commissioning records.
• Link release of security and final account steps to the contract process.

Practical action

• Require a written change request with scope, cost, time and risk effects.
• Set authority levels that match the club’s governance framework.
• Report approved, pending and anticipated changes together.

Practical action

• Review the critical path and near-term constraints regularly.
• Record recovery actions with their cost and operational impact.
• Give the board early warning of decisions that could affect completion.

Practical action

• Develop a stage plan with operations, safety and project teams.
• Confirm temporary access, amenities, signage and staff arrangements.
• Review each stage before mobilisation and capture lessons for the next.

Practical action

• Engage appropriate planning professionals early.
• Keep an approvals schedule with owners, dependencies and decision dates.
• Bring material conditions and their effects back to the board.

Practical action

• Confirm planning and heritage constraints at feasibility stage.
• Obtain specialist advice where the site or building warrants it.
• Reflect confirmed constraints in the programme, brief and cost plan.

Practical action

• Use the project team to identify likely impacts and required studies.
• Prepare clear, accurate material for neighbours and stakeholders.
• Track issues, commitments and responses through approval.

Practical action

• Use a live approvals programme rather than one assumed timeframe.
• Identify which design, funding and procurement decisions depend on approval.
• Update the board when a delay changes a material decision or forecast.

Practical action

• Seek advice from relevant specialists and authorities when needed.
• Include operating approvals and compliance tasks in each stage plan.
• Brief managers and staff before a new stage or facility opens.

Practical action

• Review applicable conditions with qualified advice.
• Allow time for any required applications or approvals.
• Keep an opening-readiness checklist owned by operations.

Practical action

• Identify priority member experiences for each stage.
• Communicate changes early through the channels members use.
• Review feedback, membership and revenue indicators with management.

Practical action

• Create a commissioning and opening-readiness plan early.
• Confirm test records, manuals, training and outstanding defects.
• Agree who may accept each operational area for use.

Practical action

• Confirm roles, authority and communication protocols at the outset.
• Use coordination meetings with actions, owners and due dates.
• Escalate unresolved matters through the agreed governance process.