site visit ppt

Dashpivot article – Site Visit Report example

Site Visit Report example

What is a site visit report.

A site visit report is a formal document that provides a detailed account of a visit to a particular location or project site.

It records the observations, activities, conditions, discussions, and any deviations or issues identified during the visit.

The report often includes recommendations or action items based on these findings.

It serves as an official record, aids in tracking progress or compliance, and can guide future decision-making.

What does the site visit report example cover?

Here's what's covered in the site visit report example:

• Report Title: Clearly indicating it's a "Site Visit Report."
• Project Name/Title: Name of the project or site.
• Location: Address or description of the site visited.
• Date of Visit: The exact date the visit took place.
• Prepared By: Name of the person or team who prepared the report.
• Introduction/Objective: A brief section detailing the purpose and objectives of the site visit.
• Attendees/Participants: A list of individuals present during the visit, including their roles or affiliations.
• Summary of Activities/Observations: A concise overview of what was done and seen during the visit.
• Project Progress: Status of ongoing work.
• Safety Measures: Observations related to safety precautions, PPE usage, and potential hazards.
• Quality of Work: Comments on the quality of work done so far.
• Equipment & Resources: Status and condition of machinery, tools, and other resources.
• Personnel: Feedback on staff performance, skill levels, or interactions.
• Issues or Concerns Identified: Any problems, discrepancies, or potential risks noticed during the visit.
• Recommendations: Based on observations and identified issues, suggest corrective actions, improvements, or next steps.
• Photos and Diagrams: Visual documentation can be invaluable in a site report. Include relevant photos with clear captions to illustrate points made in the report.
• Conclusion: Sum up the main findings and the overall impression from the site visit.
• Next Steps/Follow-Up Actions: Any scheduled follow-up visits, tasks to be done, or decisions to be made after the site visit.
• Attachments/Appendices: Additional materials, notes, or detailed data supporting the report's content.
• Signatures: Depending on the report's formality, it might be necessary for the person preparing the report and perhaps a superior or project stakeholder to sign off on its contents.

A well-prepared site visit report should be clear, concise, and structured. It provides a factual and objective account of the visit and serves as a vital tool for communication, decision-making, and record-keeping.

Site Visit Report example and sample

Below is an example of a site visit report in action. You can use this example in its entirety or sample it as needed.

Use a free Site Visit Report template based on this Site Visit Report example

Digitise this site visit report example.

Make it easy for your team to fill out site visit reports by using a standardised site visit report template .

The free digital site visit report comes pre-built with all the fields, section and information from the site visit report example above for your team to carry out detailed reports.

Customise the report with any extra information you need captured from your site visit reports with the drag and drop form builder.

Distribute your digital site visit report for your team on mobile or tablet so they can fill it out on site while the information is still fresh and at hand.

Create digital workflows for your site visit reports

Make it easy for your team to request, record and sign off on site visit reports by utilising a dedicated a site visit report app .

Automated workflows move a site visit request from planning to recording to signoff a smooth and simple process.

Quickly and easily share completed site visit reports as perfectly formatted PDF or CSV so your team is always across what's been recorded.

Take photos of site progress on site via your mobile or tablet, attach directly to your site visit reports with automatic timestamps, geotagging, photo markup and more.

Site diary template

Complete and organise your daily diaries more efficiently.

Meeting Minutes template

Capture, record and organise those meeting minutes.

Progress Claim template

Streamline and automate the progress claim process to get paid faster and look more professional.

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Conducting a Meaningful Site Visit

A site visit can be one of the most important tools you use, as a grantmaker, in determining your ultimate funding decisions. For example, an in-person look at a potential grantee’s activities can complement a grantee’s written proposal and give you a clearer picture of their request. In fact, site visits can be one of the most interesting parts of the grantmaking process.

What makes a site visit meaningful? Careful preparation, mutually understood goals, a willingness to see the event as part of an ongoing relationship. So how can you be a "good guest" while conducting a structured, but not stifling, site visit? Here grantmakers offer some helpful advice for:

"It's not surprising to feel a little nervous about site visits. One way to orient yourself is to put yourself in the shoes of the applicant and imagine how you'd like to be treated. Often, puzzles about what to say or how to say it will become immediately clear."

— A grantmaker recalling a first experience with site visits

Managing Your Role

Since the business of making grants primarily involves establishing a relationship between the grantor and the grantee, grantmakers often conduct site visits precisely to develop firsthand relationships with leaders and organizations in the communities and fields on which they focus. As such, a site visit can serve as an open-ended interview that allows you to ask pressing questions you may have and let potential grantees discuss the things they love to do. Talking at length and in depth with applicants about their work, and making certain they understand the fundamental purposes of your grant-making program, can also sometimes lead to exciting new ideas.

It can be a mistake, though, to think of a site visit as a discrete, one-time-only event. Site visits and one-to-one conversations are more likely to be continuing activities — at least with organizations directly involved in your program areas. Consequently, you may decide to make your first site visit to some organizations before you circulate a request for proposals, as a get-acquainted step, or as an element of your overall reconnaissance. Later, another visit may be part of your consideration of the group’s proposal. If you decide to award a grant, there are likely to be other visits — within reason — down the road, either to monitor the grant or maintain good relations.

Bear in mind that few organizations turn down a funder’s request for a meeting. They may be in the midst of their busiest season, rushing to prepare a proposal for another funder, or simply overwhelmed with work — they’ll probably still set aside two hours for you. As valuable as site visits can be, therefore, it’s important to make sure you’re not imposing on the organization’s time or distracting its staff. Remember: the organization is not likely to tell you — at least at first — that your request for a meeting comes at a bad time. You need to be alert and sensitive, and hope that at some point the group feels free to be more candid with you about its schedule.

Before You Visit

If the site visit is a first contact, do some homework. If you have not yet received a proposal from the organization, visit its Web site, if one exists, or research its area of work. This preparation allows you to use the time you spend with potential grantees efficiently, to ask pertinent, informed questions, and to understand what they’re trying to accomplish.

Even if the contact isn’t a new one, prepare yourself and the grantee before the visit. Be thoughtful and clear. For example, you might explain that you want to learn more about a particular aspect of the organization’s work. In any case, let them know how much time you have, and whether there are particular people or activities you would like to see.

Formulate some preliminary questions — but be careful of coming up with a long list. Narrow it down to the three most important ones, so as not to overwhelm your host. Notify the potential grantee of your questions ahead of time. You might also suggest that the organization send you an agenda of its own for the visit.

If possible, schedule site visits at times when you can observe some type of program activity. It helps to experience the work of the potential grantee firsthand.

While it can be helpful to conduct your visit with other staff from your foundation — the added perspective may be valuable — remember that having too many additional people can make it hard to have an informative, relaxed conversation.

Be aware that a site visit is a very important event to potential grantees. They will quite likely put a lot of energy into planning it and will hope to have your full attention. Difficulties in scheduling can create a misleading impression, as one grantmaker learned: "I remember a time when one of our team had to leave after half an hour. It wasn’t disrespectful; it was just someone juggling a tough working schedule. But it seemed as though perhaps we weren’t really that interested."

During the Visit

Begin by reminding people of the reason for your visit and about your role. You may have explained these points already, but nonprofits often play host to visitors, and may not remember what you told them. Be sure they understand that you’re there not only as an interested individual, but as your organization’s representative.

Since everyone's time is scarce, you may want to focus on what you most need to know to make a good grant, and on matters that call for the prospective grantee's impressions, interpretations, and personal reflection. In other words, the site visit is not usually the best time to bring up small, detailed matters that may require the applicant to do research or analysis. It is an opportunity to get to know the organization in a more personal way than is possible on paper

As the Visit Concludes

Don't forget to use the visit as an opportunity to expand your knowledge of the broader community or field. Ask applicants for suggestions about other organizations or activities that you should be looking at, or other people you should get to know.

Leave room for excitement: surprisingly good things can happen during a site visit. "I remember one visit," notes an experienced grantmaker, "when, after about an hour-and-a-half of talk and examination of the premises, the prospective grantee deferred going to another meeting so he could fill us in on his ideas for several different possible grants. It was a lively discussion, and I think curtailing it would have curtailed the making of the grant. You have to leave room for excitement."

And a final note. If the first one or two visits start off stiffly, don't worry. It takes more than an hour or two, and often more than a single visit, to establish the kind of trusting, open relationship in which a real exchange of ideas — the "excitement" — can take place.

MORE ON THIS SUBJECT

Learning from Site Visits (Funding Community Organizing) Managing Expectations: Site Visits (Saying Yes / Saying No)

Takeaways are critical, bite-sized resources either excerpted from our guides or written by Candid Learning for Funders using the guide's research data or themes post-publication. Attribution is given if the takeaway is a quotation.

This takeaway was derived from Building Community Inside and Out .

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SITE VISIT PRESENTATION

Jul 26, 2014

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SITE VISIT PRESENTATION. November 2007. Agenda. Strategic Update. Operational Update. Appendix 1: Outlook. Appendix 2: Alliance Partnering. 2. Strategic Update. 3. Group Strategy in Action. A balanced sector portfolio. Construction. Investments & Concessions.

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Presentation Transcript

SITE VISIT PRESENTATION November 2007

Agenda Strategic Update Operational Update Appendix 1: Outlook Appendix 2: Alliance Partnering 2

Strategic Update 3

Group Strategy in Action A balanced sector portfolio Construction Investments & Concessions Manufacturing & Materials Innovative project delivery at higher margins Expansion of concession equity & revenue streams, e.g. power, infrastructure projects, Higher margin repeat income streams aligned to the construction value chain INVESTMENT ACQUISITIVE ORGANIC 33% of revenue • Turnkey projects: • King Shaka Airport • Durban Port widening • ABA Power IPP • Ruashi mining project • Songa Songa oil & gas project • New investments: • A1 Toll Motorway – Poland • € 1 billion M6 – Hungary • Mobile Industrial Power – Africa • Property portfolio expansion • Recent M&A: • Important to take advantages of market opportunities now • Acquired Quarry Cats • Acquired Sky Sands • Acquired Bernoberg • Expanding manufacturing product base

Innovative project delivery - Alliance Contracting Model Objective: Securing a bigger share of higher margin projects Selected as most suitable for the project Eg. Private power - General Electric Cement plants - Thyssen Krupp Airports - Airbiz Group Five acts as project facilitator, consortium leader and constructor Constructor Group Five Technology Partner Turnkey Solution Selection based on experience specific to the project, capacity and track record Engineering and detail design partner Airport, Power, Cement, Oil & Gas and Mining Infrastructure already delivered through this model.

Changed pattern of risk assumption on EPC’s through Alliancing in a consortium

Operational Update 7

Update on Key Focus Areas # For comparative purposes, note that certain competitors report operating margins before accounting for certain overheads, whereas G5 reports margins after all overheads

Update on Key Focus Areas * Annualised

Updated Construction order book – 12 month secured* as at 30 September 2007 Order book emphasis is focused on higher margin areas of activity rather than higher turnover. However the order books contains some older projects which are still in progress A few older contracts are at completion stage & undergoing commercial resolution * For comparative purposes, note that certain competitors report > 12 months secured order book

New Projects Recently Secured

Current Significant Projects: Progress to date

G5 Construction Materials Tim Woodhead 16

Appendix 1: Outlook 17

Introduction to Market Outlook Balanced Geographic Portfolio • G5 has an established track record in its non-SA areas of operation in Africa, the Middle East and Eastern Europe • A small share of these markets, carefully chosen and well managed, should achieve higher margins G5 maintains the ability to gear up quickly to take advantages of opportunities as the SA market improves, but it’s geographic diversity is a hedge against slow SA infrastructure rollout

Market Outlook – MIDDLE EAST Mainly Civil work with expansion into Engineering Project work • G5 Operations (established in early 2004 in partnershipwith Al Naboodah, the largest local contactor) have now progressed to a JV • Strong, sustainable regional economic growth, compound growth of 13% since 2000 • G5 focus in the region is Civils work in the United Arab Emirates • Expansion into mechanical electrical piping(MEP) work is scheduled for F2008 United Arab Emirates:Abu Dhabi, Dubai, Sharjah Ajmah, Umm Al-Qaiwain, Ras Al-Khaimah and Fujairah

Mega cargo terminal AX101 – Dubai

Jebel Ali Airport Tunnel Entrance– Dubai

Market Outlook – EASTERN EUROPE Mainly Concession work • G5 focus: Toll road operations and investment, with substantial international partners such as Bouygues and Skanska • Pursuing further toll road opportunities in partnership with well-established international groups such as Skanska and Strabag • Sustainable growth opportunities through: • Capitalizing on G5’s (Intertoll) established reputation in the region • The definitive trend towards tolling of vehicles for the use of highways Poland Hungary

Snow Plough Fleet – Poland

Market Outlook – AFRICA & SOUTH AFRICA Civil, Building and Engineering Project work • Transportation • Roads * • Airports * • Rail * • Ports * • Power • Public * • Private * • Mining & industrial * • Oil & gas * • West, Emerging East & Southern Africa • Communications and Telecom • Public buildings & housing * ^ • Waste, Water and Environment * ^ *Group 5 target markets ^South African focus

Market Outlook - AFRICA Mainly Civil and Engineering Project work • 250% increase in world population to 6,7 billion in last 50 years • Mainly in emerging economies lead by China and India • Per capita income expected to grow from $200 pa and to reach $15,000 - $50,000 pa over the next 30 years • Hence the rush for resources, many of which are in Africa, to sustain an expanding world population with improving wealth • Sustainable long-term demand in the resources sector is driving infrastructure spend in many African markets Reference WEF and FNB economist Cees Bruggemans

Market Outlook - AFRICA Mainly Civil and Engineering Project work • Private Sector infrastructure spend on resources in Africa is a key G5 target market • Above-average margins • Provides opportunity across a single project as we move to turnkey solutions • Provides a check against slow delivery by government of infrastructure projects in SA • Public Sector infrastructure spend in Africa is not a G5 target market • Sovereign, payment, governance and logistical risks • Will only do under strict conditions

G5 Perspective of Opportunities in Selected Countries

Transport Projects Current Group 5 three-year view in targeted markets ^ Partially / secured work * Target Value of G5 target projects = R16,5bn Value of G5 secured projects = R2,4bn

Durban Harbour Entrance Widening & Deepening – South Africa Group Five partnering with Belgium based Dredging International

Transport Projects Current Group 5 three-year view in targeted markets ^ Partially / secured work * Target Value of G5 target projects = R17bn Value of G5 secured projects = R2,6bn

King Shaka International Airport – South Africa

Power Projects Current Group 5 three-year view in targeted markets ^ Partially / secured work * Target Value of G5 target projects = R21,7bn Value of G5 secured projects = R2,9bn

IBOM Power Project - Nigeria

Mining Projects Current Group 5 three-year view in targeted markets ^ Partially / secured work * Target Value of G5 target projects = R5,2bn Value of G5 secured projects = R2bn

Kansanshi – Zambia

Industrial Projects Current Group 5 three-year view in targeted markets ^ Partially / secured work * Target Value of G5 target projects = R6,4bn Value of G5 secured projects = R800m

Mittal Steel Engineering Project – South Africa

Oil & Gas (Projects, shuts, turnarounds and maintenance) Current Group 5 three-year view in targeted markets West African Gulf Potential: Unlimited and ongoing ^ Partially / secured work * Target Value of G5 targeted projects = R2,8bn Value of G5 secured projects = R160m 39

Installations at Malongo base Cabinda – Angola

Market Outlook – SOUTH AFRICA Around R631bn is expected to be spent on infrastructure over the next 3 years# • +/- R140bn* will be applied to capital formation in calendar 2007* • Although growth in residential construction has slowed, construction works and non-residential construction are picking up considerably in 2007^ • Construction contract awards in 1st quarter 2007 grew 53% in real terms on an annual basis^ • Result of ACSA, Transnet, Ports, 2010 and Eskom work being awarded • +/- R631bn# is projected to be spent on infrastructure over the next 3 years • stimulated by the 2010 World Cup, GDP growth and the need to catch up past under-spend: • R410bn public sector spend • R221bn private sector spend • * Source: Equity Research and Advisory Services # Estimate as per Macquarie First South Securities report - 25 September 2007 ^ Source: South African Federation of Civil Engineering Contractors

R bn (Real 2000) 40,000 Optimistic view 35,000 30,000 25,000 20,000 Pessimistic view 15,000 10,000 Growth momentum set to continue well past 2010 5,000 0 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 Market Outlook – SOUTH AFRICA Long Term SA Activity – SAFCEC simulated cycle from 2006 -2025* Civil Engineering Turnover: 2025 * Based on pattern of 1960 – 1975 Source: South African Federation of Civil Engineering Contractors

Sector Challenges

Appendix 2: Alliance Partnering 45

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