Professional Documents
Culture Documents
03
Professional Practice
1 2 3 4 5 6 7 8 9 Architects Appointment Architects Collateral Warranties Architects Liability Architects Registration Copyright Professional Conduct of Architects Programming Responsibility for Design Structure of Architectural Practices 3 9 12 16 17 21 24 26 29
Procurement
10 11 12 13 14 15 16 17 18 19 20 21 22 Construction Management Contract Choice Contract Documents Design and Build General Contracting Management Contracting Partnering Private Finance Initiatives Selecting Procurement Methods Rethinking Construction Risk Specification Tendering 39 42 46 50 55 60 63 68 70 83 86 91 95
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Law
23 24 25 26 27 28 29 30 31 Constructing the Team Contract Law Health and Safety Housing Grants, Construction and Regeneration Act 1996 Land Law Law of Tort Party Walls Planning Law Statutory Authorities 107 113 115 121 123 127 132 134 146
Insurance
32 33 34 35 Bonds and Guarantees Contract Insurances Law, Insurance and Liability Professional Indemnity Insurance 151 152 164 165
Site Operations
36 37 Certificates Possession and Completion 170 178
Dispute Resolution
38 39 40 41 Adjudication Arbitration Litigation Alternative Dispute Resolution 186 192 196 197
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1 - ARCHITECTS' APPOINTMENT
The appointment
When considering an offer of appointment, an architect must: Be satisfied that the client has the authority and resources to commission the work Appreciate the background to the proposal and understand its scope Be aware of any other consultants who have been or are likely to be associated with the project Be satisfied that he has the experience and competence to undertake the work Be satisfied that the office has the necessary finance, staff, and other resources Be satisfied that the proposal will not conflict with any relevant codes of professional conduct, other commissions and commitments in the office and the policy of the practice The architect must consider his position in relation to any other architect who may have been involved in the same scheme: An employer can offer the commission to whomever he wishes to obtain alternative schemes However the architect must ensure that he acts fairly in his dealings with other architect An architect who is approached by a potential client in connection with a project with which another architect has already been concerned has a duty to inform the other architect of his involvement
Agreement of appointment
The authority of the architect is strictly limited to the terms of his appointment The form of services can be varied with changing circumstance during the work, but it is essential that these changes are formally confirmed in amendments to the form of agreement Where a commission arises out of a recognised competition, the competition conditions usually form the conditions of the appointment The form of the appointment should be signed by both parties, witnessed and dated, each keeping a copy The architect's contract of engagement is usually personal to him: he cannot delegate his duties completely, but he is under no obligation to carry out all of the work personally May be made by either an informal exchange of letters (frequent, but not recommended) or an exchange of a formal memorandum or agreement, in each case supported by appropriate supplementary material such as conditions of engagement Various institutions publish standard forms of agreement and their use is strongly recommended
Where a standard form is not used, it is suggested that the following matters should be clearly identified in any exchange of letters: The date of the agreement The name and address of the employer The name and address of the architect The title and address of the project The formal agreement to the appointment of the architect The basis of remuneration for the architect and the arrangements for payment The form and scope of services to be provided by the architect The appointment procedure for a quantity surveyor, other consultants and the clerk of works as appropriate The procedure to be followed in the event of the architect's incapacity 3/198
The procedure for the termination of the agreement The procedure for resolving disputes between parties The name of an agreed adjudicator or the agreed nominator of an adjudicator
Termination
The contract of engagement between the architect and the client may be terminated by either party at reasonable notice In the event of termination, any outstanding fees for work properly carried out become due to the architect In the event of death or the incapacity of the architect, it is usually held that the client is entitled to the use of the drawings to complete the work, provided payment has been made The death of either party generally dissolves the contract, but it is usually possible for a thirds party to assume responsibility for the completion of the contract In the event of termination on the ground of bankruptcy or liquidation, the contract can be continued if both parties wish to do so and the receiver agrees The Scheme for Construction Contracts and the standard forms of appointment make provision for the suspension of work in the event of non-payment of fees
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Contract Completion
SFA/99
Recitals make provision for: Date of the agreement Details of the client and the architect Title or description of the project and its address Articles of Agreement make reference to: Date Conditions Schedules English or Scottish Law Settlement of disputes Optional provisions for: Limitation of the time during which action or proceedings may be opened Limitation of the amount of liability Limitation of the amount of PI insurance Schedule 1: Project Description could refer to: Phasing or sectional completion Special submissions and negotiations Site information (ownership, boundaries, easements etc.) Health and Safety matters provided by client Organisational or operational matters Accommodation, space and use requirements Cost limits Key dates and programme requirements Initial brief if it exists Schedule 2: Services, Revised Plan of Work Stages, other activities - offers four options which have to be selected by deleting those which are not required: Perform the services as designer, design leader, lead consultant, during preConstruction and Construction Work stages OR
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Perform the Service for the Work Stages indicated below (i.e. Plan of Work Stages) Make visits to the Works at the anticipated frequency indicated below Perform any other service identified below
Schedule 3: Fees and Expenses parties have to agree on: Method for calculating fees for normal services in relation to the services described in Schedule 2 and percentage or lump sums involved Provision is made for: Annual review of certain lump-sum figures and time charges Additional fees A fixed interest rate on late payments Expenses and disbursements Mileage rates In-house printing costs Hourly rates or other bases for different categories of staff Instalment payments Client should be reminded that the architects fees are: Nett and do not include VAT VAT is chargeable at the current rate regardless of the VAT status of the building Schedule 4: Other Appointments Provides for the names and addresses of other consultants Services Supplement: Design and Management Architect's Design Services Uses the revised form of the Plan of Work to detail the possible services of the architect in relation to each of the stages offering options for: Alternative A, where the architect provides cost advice, and Alternative B, where the architect provides information to enable the QS to provide cost advise Architect's Management Services Groups and details the services under three headings which can be offered singly or in combination to suit the particular procurement arrangement The architect can be appointed as: Design leader and/or Lead consultant and/or Lead consultant and contract administrator Conditions
The extent to which an architect is prepared to undertake speculative work must depend upon many factors such as: The policy of the practice The architects knowledge of the potential client The nature of the proposed project The likelihood of its success The architects existing commitments
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The capacity of the office now and in the foreseeable future The possible income and profit from the commission if it proceeds The extent of competition for the work
Regardless of these conditions: It is important that there should be an agreement between the architect and the client defining the extent of service and the commitment of the client to the architect in the event of the project proceeding In the event of the project proceeding, it is usual for the architect to be reimbursed for the initial work It is important that the practice should budget for non-fee-earning speculative work, fixing a limit to the amount it does
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March 2001
Set out an agenda for the first client meeting following your selection as architect, assuming you have very little information about the project. For each item list out the key points you would wish to discuss. (20) Appointment (if not already agreed) Scope of services Fee/expenses Conditions of engagement Nature of project Typology Location Size Client's/architect's previous experience Nature of Site Topography/geology Restrictions - rights/restrictive covenants Accessibility - connections Consents Have any statutory approvals already been sought/granted? Timescale Start date Completion date Budget Outline budget already established? Can any grants be obtained? Quality Client's aesthetic aspirations Client's technical requirements Clients obligations under CDM Regs Appointment Planning Supervisor Other consultants Architects - has previous design works been done? Quantity Surveyor Structural Engineer M&E Engineer Who will be required? Are any already appointed? Will they be employed by client or architect? Procurement Most appropriate method for requirements of project Client's/architect's previous experience Any strategic partnering arrangements already in place? Project Strategy Management of communications client/design team Resourcing - availability of staff Programming - critical path analysis 8/198
The client will want collateral warranties in favour of: Any person providing finance Any future purchaser of the project Any tenant of the project If the nature of the profit-sharing or other arrangements for the project require, freeholders or borough councils or other third parties who may have a loss if the project is negligently designed or constructed But architects should not accept open-ended provisions which raise the prospect of their being required to enter into collateral warranties with, say, 60 tenants Enforceability of obligation Will courts order the architect to enter into the collateral warranty, or Will they suggest that damages for breach of the contractual obligation undertaken by the architect is adequate remedy for the client? The latter is most widely held, and for this reason, powers of attorney are frequently inserted into tailor-made consultancy agreements in addition to the basic obligation to provide the collateral warranty, which authorises the client to execute the collateral warranty on behalf of the architect if the architect in breach of contract, fails to execute it himself
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If this limitation on the basic warranty did not appear, then the architect would be liable to the purchaser/tenant for the damages for breach of contract assessed in accordance with the normal rules According to the BPF, for clients who wish to extend the consultants responsibility to cover economic and consequential loss and can persuade the consultants to provide adequate insurance cover should delete the last sentence and replace it with: The firm shall in addition be liable for other losses incurred by the purchaser/tenant provided that such additional liability to the firm shall not exceed x in respect of each breach of the firms warranty
Clause 1(b):The Contribution Clause To ensure that if there is a latent defect in the building and the purchaser/tenant wants to sue, his recovery against the architect is assessed on the assumption that the architect is only liable for his share or the contribution to the loss Even if the purchaser/tenant is unable to recover from the contractor who may have also contributed to the loss either because the contractor has not given a collateral warranty or because the contractor is insolvent Clause 1(c): Defences of Liability To ensure that if, for example, the consultancy agreement contains a limitation on the architects liability for negligence, that limitation is also imported into the collateral warranty Clause 1(d): Independent Enquiry To prevent a contribution claim by the architect arising from the involvement of an independent surveyor to carry out any independent enquiry by the purchaser/tenant in the development Clause 5: Copyright Obliges the architect to give the purchaser/tenant as wide-ranging licence to copy and use the documents for any purpose related to the premises The licence extends to the copying and use of documents for an extension ,but not a right to reproduce the design for an extension Clause 6: Professional Indemnity Insurance The architect should check that his PII corresponds to the obligation in the collateral warranty, but the obligation is largely academic because: The obligation is too uncertain to be enforceable since it is qualified with the proviso: provided always that such insurance is available at commercially reasonable rates, and There is no effective sanction for a breach by the architect of his obligation to maintain PII Most PII policies contain a specific endorsement about collateral warranties stipulating the number which may be given and the terms which are insured Clause 7: Assignment Blanks are included so that the agreement can prohibit assignment altogether or the number of assignments can be restricted Two or three assignments are usually permitted An assignment does not create new rights It extinguishes the assignors rights and, from the date of assignment, give the assignee the rights which the assignor would otherwise have had It does not mean that the limitation period starts again
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Clause 9: Limitation No action or proceedings for any breach of this agreement shall be commenced against the firm after the expiry of x years from the date of practical completion Usually six years for agreements under hand and twelve years if executed as a deed (under seal)
CoWa/F
Confers on the funders step-in rights entitling the funder to take over the appointment and to receive prior notice of termination of the appointment Clause 5 entitles the funder to serve notice on the architect upon termination of the finance agreement Clause 6 requires the architect to give notice to funder before terminating the appointment for breach by the developer Clause 7 requires the funder to accept liability for fees payable to the architect
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3 - ARCHITECTS' LIABILITY
Different sources of liability
An architect may be liable to his client for: Breach of contract Through the tort of negligence, or Under statute
The question of professional liability can be approached under the following headings: A minimum standard of reasonable care is to be exercised in the discharge of professional duties carried out under the contract A higher duty to achieve particular results, comparable with the duty generally placed upon a builder, may be contracted for Duties under the law of tort to third parties may also be owed to a client concurrent with a contractual duty A more specialist duty may be owed in tort when giving advice whether to a client or to a third party Additional duties may be imposed by statutes
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No duty owed in tort to protect building owners/occupiers from the cost of repairing defects in their buildings or financial losses incurred by reason of remedial works However, if a building has defects that threaten the safety of passers-by, the owner may be able to claim the cost of repairing or demolishing the building so as to make it safe Also, if damage to the building causes damage to other property of the claimant, costs can be recovered in respect of the other property As a result, subsequent owners have relied upon collateral warranties Contracts (Rights of Third Parties) Act however, confers rights to enforce contractual terms on perties who are not party to that contract
Breach of Contract
If an architect does not do what he undertook to do, in the absence of defence, he will have committed a breach of contract which makes him liable to the person who engaged him Liability will be measured in damages as a sum of money That sum may wipe out the architects fees, but is not limited to that amount The extent to which the architect is liable may be limited by a limitation clause Liability for breach of contract includes liability for consequential loss in so far as those losses are of a reasonably foreseeable type
Site investigation If the job of ascertaining the nature of the site is beyond the architect, then he should advise the client to engage a specialist Design An architect may be liable to his client if errors or omission are made in the drawings or specifications Clients may rely upon failure to comply with Codes of Practice, BRE recommendations and British Standards. Failure to follow such guidance is
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unlikely itself to establish liability, but may persuade the court that there has been negligence
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March 2001
Explain the Architects duty of care when issuing Interim Certificates. (6) Duty to use reasonable skill and care Duty to act impartially - the architect would be liable to the client in contract for over-payment and the contractor could sue in the tort of negligence for underpayment Clause 30.1.1: issue interim certificates stating the amount due to the contractor from the employer specifying to what the amount relates and the basis on which the payment was calculated Clause 30.2.1.1: the total value of the work properly executed by the contractor - the architect should carry out an inspection before issuing an interim certificate to ascertain this
Explain the Architects duty when visiting site. (6) Duty to visit the visit in accordance with what has been set out in his form of appointment Duty to inspect, but not supervise Inspections should be carried out at appropriate points during the construction (eg before something is about to be covered up) rather than periodically Duty of skill and care to employer to detect defects but failure of detection will not amount to negligence Duty to warn the contractor if he is making a mistake, but not dictate the method of construction Duty to warn the contractor if he is breaking statutory obligations, particularly CDM
Errors have been discovered in the steel subcontractors fabrication drawings after they have been commented on by the Architect. The errors have involved the refabrication of a number of steel members causing delays to the contract. Write a letter to the contractor in response to a notification of delay describing the Architects duty in relation to shop/fabrication drawings. (8) The Architect is responsible for the co-ordination of sub-contractor's design but not for the design itself If the design is beyond the reasonable skill of an architect, he cannot be held responsible for it The Architect may have a system of commenting on a drawing with a scale of A, B or C, where A signifies 'good - progress to manufacture', B 'okay' and C 'poor' 'A' is only used rarely, and with extreme caution Even if 'A' is used, it is still only a comment and not an approval Check with Structural Engineer as to cause of the error The contractor is responsible for the design of sub-contract works, and must seek any damages form him directly(assuming the sub-contractor is not nominated) An error in sub-contract design work does not constitute a Relevant Event (unless the sub-contractor was nominated) and therefore does not give rise to an Extension of Time An error in sub-contract design work does not constitute a Matter and therefore the Contractor is not entitled to Loss and/or Expense
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4- ARCHITECTS' REGISTRATION
Architect's Registration Act 1931 and amending Acts of 1938
Provided for the setting up of a register of architects to protecting the use of the title 'architect' But does not prevent others from carrying on the practice of architecture Provides for the maintenance of proper standards of professional conduct Provides for limited financial assistance for some students Funded by an annual fee of those on the register
Architects Act 1997 repealed the Architect's Registration Act 1931 and 1938
Replaced the large former Architect's Registration Council with the small Architect's Registration Board, consisting of seven members elected by persons on the register and eight persons appointed by the Privy Council in consultation with the Secretary of State The Act makes registered people ineligible from being appointed persons, therefore there must always be a lay majority on the board The Act makes provision for a Statutory Professional Conduct Committee which is responsible for disciplinary matters
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5 - COPYRIGHT
The sources of copyright
Copyright, Designs and Patents Act 1988 The UK is party to a number of conventions dealing with international copyright recognition: the Berne Copyright Convention and the Universal Copyright Convention
Basic rules
Architectural works come under artistic works Architectural works include: buildings, models, plans, sketches, drawings, reports (under literary works) and all the typical output of an architect's office For this category, copyright subsists for 70 yeas from the end of the calendar year in which the author died There is no copyright of ideas, only the manner of their expression There is nothing in the notion of copyright to prevent a second person from producing an identical result (and himself enjoying a copyright in that work) provided it is arrived at by an independent process To acquire copyright protection, works must be recorded in a material form Literary, dramatic, musical and artistic works must be original in order to be entitled to copyright The works does not have to be published, nor does it have to be registered, for it to have copyright protection
Restricted acts
If material is entitled to copyright, the right vested in the copyright owner is that of preventing others from doing certain 'restricted acts', except under certain circumstances: Fair dealing (for purposes of research, private study, criticism or review) Use of less than a substantial part of a work or incidental inclusion Use for certain educational purposes Use for certain library and archival purposes Use in parliamentary and judicial proceedings and certain other public administration functions Restricited acts: Copying the whole or a substantial part of the work Publication: issuing copies of the work to the public
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Publication
In the case of architecture in the form of a building or an artistic work incorporated into a building, construction of the building shall be treated as equivalent to publication of the work However the issue to the public of copies of graphic work representing, or photographs of, a work of architecture in the form of a building, or a model for a building, does not constitute publication
Ownership of copyright
Ownership of copyright in the plans resides with the architect who actually drew the plan, drawing, sketch or diagram Being personal property in law, it passes to its owner's personal representatives after his death With regards to the artistic copyright in the buildings or models themselves, the author and therefore the owner, will be the person who was the effective cause of the shape and design or the building This is most likely to be the same person as owns the copyright in the plans, but if a builder constructs the building without reference to any plans he will be the author and owner of the work of architecture However, the copyright in architect's drawings, buildings, or models produced by an employee in the course of his employment automatically vests in his employer A partner of a firm is not an employee of the partnership, and hence will own the legal title to a work created by him. However, if the work in question is created in the ordinary course of the partnership, the copyright in the work will be considered as a partnership asset
Ownership of drawings
Upon payment of the architect's fees, the client is entitled to physical possession of all the drawings prepared at his expense In the absence of agreement to the contrary, copyright remains with the architect who also has a lien on (right to withhold) the drawings until his fees are paid If all copyright is assigned to the client, he may make such use of it as he wishes Even if architects have assigned the copyright, they may still reproduce in a subsequent work part of their original design provided they do not repeat or imitate the main design The allows architects to repeat standard details
Infringement
To prove infringement, the plaintiff must show: Copyright subsists in his works The copyright is vested in him
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The alleged infringement substantially reproduces his work in material particulars The alleged infringement was copied from his work No action can succeed if the person who is claimed to have infringed had no knowledge of the existence of the work of the owner It is the nature of architects' copyright that the person allegedly infringing must have had access directly or indirectly to the drawings Infringement can therefore take three forms:
Copying in the form of drawings: Infringement is not avoided if some of the details are altered Reproduction includes reproduction of a substantial part, referring to quality rather that quantity Copying the drawing in the form of a building The plans can be copied in the form of a building, which reproduces the plans Copying a building by another building Meikle v Maufe Meikle successor to original architect, Smith and Brewer, of building for Heal and Son Ltd in 1912 At the time, difficulties over land acquisition prevented any opportunity for extension 1935 Heals employed Maufe to extend the building Maufe admitted that he had reproduced the southern section to continue the faade Meikle sued for infringement of copyright The judge provided that the copyright remained with the original author, unless he had agreed to pass the right to another Heals contended that Smith and Brewer had impliedly consented to the reproduction because they knew of the possibility of an extension However, it was held that because of the land acquisition situation, he could not imply such a term
Licences
Paragraph 6.1 of the conditions of Engagement of RIBA Standard Form of Agreement states: Copyright in all documents and drawings prepared by the architect remains the property of the architect The Act permits prior assignment of future copyright so that it will vest in the client Paragraph 6.2 modifies paragraph 6.1to give the client licence to use the architect's design in certain circumstances: The entitlement applies only to the site or part of the site to which the design relates Any fees due to the architect have been paid The entitlement applies to the operation, maintenance, repair, reinstatement, alteration, extension, promotion, leasing and sale of works The entitlement excludes the reproduction of the architect's design for any part of any extension of the project or any other project Copyright may be expressly assigned to the client at some later stage, but it is usual to grant the licence subject to conditions
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Implied licence
Situations may arise where the RIBA Architect's Appointment does not form part of the contract with the client Problems may then arise as to what rights the client has to use the architect's drawings Before any term can be implied into a contract, the courts must consider what the parties would have decided if they had considered the question at the time they negotiated their terms Application of these rules to an architect's engagement would suggest that it is reasonable to infer that the architect impliedly consents to the client making use of the drawing for the purpose for which they were intended The preparation of drawings for obtaining planning permission does not carry the right to use them for construction of the building without the architect's express consent, which ought not to be reasonably withheld
Moral rights
There are four basic categories of moral rights contained in the Act: The right to be identified as the author - whenever copies of a graphic work representing it are issued to the public, or on the building as constructed The right to object to derogatory treatment of the work - any addition to, deletion from or alteration to or adaptation of the work if it amounts to distortion or mutilation of the work or is prejudicial to the honour or reputation of the author. This does not apply to architecture in the form of a building here the architect may have his identification removed form the building False attribution of work The right of privacy of certain photographs and films
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The Introduction
The architect is expected to act competently and with integrity in carrying out professional work Although a particular course of conduct is not mentioned in the code, it does not mean that it could not lead to disciplinary proceedings: there is a need to have regard to the spirit of the code
Cases of criminal convictions that could be materially relevant to an architect's fitness to practise, if: It constitutes an offence under the Architects Act 1996 or other legislation directly affecting architects It arises directly out of his professional activities It results in a sentence of imprisonment, whether suspended or not It constitutes an offence or dishonesty It is otherwise of a nature which calls into question the architect's integrity If the architect's duty as an employee conflicts with the architect's duty under the code, the primacy of the code is stressed and it emphasises that in the last resort, the architect must withdraw from the work
The Standards
Standard 1: Architects should at all times act with integrity and avoid any actions which are inconsistent with their professional obligations
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Standard 2: Architect's should only undertake professional work for which they are able to provide adequate professional, financial and technical competence and resources Standard 3: Architects should only promote their professional services in a truthful and responsible manner Standard 4: Architects should carry out their professional work faithfully and conscientiously and with due regard to any relevant technical and professional standards Standard 5: In carrying out or agreeing to carry out professional work architects should pay due regard to the interests or anyone who may reasonably be expected to use or enjoy the products of his work Standard 6: Architects should maintain their professional service and competence in areas relevant to their professional work and discharge the requirements of any engagement with commensurate knowledge and attention Standard 7: Architects should preserve the security of monies entrusted to his care in the course of their practice or business Standard 8: Architects should not undertake professional work without adequate and appropriate professional indemnity cover Standard 9: Architects should ensure that their personal and professional finances are managed prudently Standard 10: architects should promote the Standards set out in this Code Standard 11: Architects should organise and manage their professional work responsibly and with regard to the interests of their clients Standard 12: Architect should deal with disputes or complaints concerning their professional work or that of their practice or business promptly and appropriately
Preface
Objectives of the RIBA: 'the advancement of architecture and the promotion of the acquirement of knowledge of the Arts and Sciences connected therewith' Objectives of the Code of Professional Conduct: 'the promotion of the standard of professional conduct, or self-discipline, required of Members of the Royal Institute in the interests of the public' Members are required to act in the spirit of the code as well as its precise terms In meeting their obligations under the code, members are expected to have due regard to the need to conserve and enhance the quality of the environment, its natural resources and cultural heritage A member found in breach of the code is liable to reprimand, suspension or expulsion
The Principles
Principle 1: A member shall faithfully carry out his duties applying his knowledge and experience with efficiency and loyalty towards his client or employer, and being mindful of the interests of those who may be expected to use or enjoy the product of his work Principle 2: A member shall, at all times, avoid any action or situation which is inconsistent with his professional obligations or which is likely to raise doubts about his integrity Principle 3: A member shall in every circumstance conduct himself in a manner which respects the legitimate rights and interests of others
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It is supported by eight undertakings concerning the carrying out of work honestly, competently, diligently, and expeditiously in accordance with the time scale and agreed cost limits The fulfilment of CPD obligations When employing other members, the allowance of time for them to fulfil their CPD obligations The operation of a formal internal client's complaints procedure The arrangement of appropriately qualified persons to run offices and to administer contracts during periods of absence The taking of appropriate advice when needed The sole practitioners establishment of contacts with other members Proper regard for the experience and capability of staff when delegating responsibility The need to ensure that untrue claims to experience are not made and that commissions are not accepted without the necessary skills and experience being available
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7 - PROGRAMMING
March 1997
Your practice has acted for a major supermarket company for 15 years and has recently been appointed on a full SFA Terms of Engagement for a project valued at about 5million, which will be procured under a JCT 80 contract As Project Architect the Partners have asked you to prepare a programme and assess the resources that would be required to carry out your appointment Discuss the factors that you would consider in preparing your programme (12 marks) Research Working for them for 25 years, therefore have extensive past history Research previous job records to discover: 1. Original planned design/construction programmes 2. Original resource allocations 3. Agreed fees and proposed fee allocation 4. Estimated profit Compared to: 1. Actual programme achieved 2. Actual resource allocation - check old time sheets 3. Percentage of fee actually spent at what stages 4. Recommended allocation of fees as suggested in SFA 99 guide 5. Actual profit (or loss) Discuss with colleagues who previously worked on job Were the previous jobs of the same size and same procurement method? If not, do similar research into other past projects that were of a similar nature Programme Break project down into stages and tasks Establish network diagram to illustrate dependency of tasks - in conjunction with client and colleagues with previous experience Allocate an estimated time period for each task, based on research described above Determine the critical path Check whether this met the client's timescale requirements Resourcing Allocate an estimated number of staff for each task, based on research describe above Determine manpower loading Check with personnel manager/partners in office whether this number staff will be available at these times Check whether there are sufficient fees to cover the required manpower What methods of programming and monitoring would you use for a project of this nature. (8 marks) Programming methods To establish the programme I would use the method described above I would initially do this by hand Rough logic diagrams that can be easily understood and modified
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Moveable 'post-it' notes to establish logic diagrams and dependency of tasks Once established in principle, the information can be fed into the office computerised programming system, for example, Hydra Easy to update
Monitoring methods If using a computerised programming tool, electronic time sheets can be feed back into the programme Therefore able to compare estimated programming and resourcing with actual programming and resourcing At the outset I would establish with the in-house team, the design team, and later with the contractor, a strategy for monitoring progress At the agreed times with the various team, I would have meetings to discuss: 1. What has been achieved 2. What was supposed to have been achieved 3. What we plan to achieve before the next meeting or deadline 4. How we can maximise on benefits from tasks being achieved ahead of programme 5. How we can make up for tasks that are behind programme This information can be used to update the programme and resourcing needs on a regular basis For a project of this nature Project will be procured on a traditional basis 1. Architect will manage the design and construction 2. Architect will have a higher degree of control than experience in other procurement methods 3. Although the contractor will be responsible for his own programme, the architect can ask for evidence of similar research as described above to prove it's validity Major supermarket company and large store: 1. Experienced and knowledgeable client 2. Will have established methods of procurement and construction 3. Will have preferred contractors and suppliers 4. Ensure that all this information is obtained at an early stage to be able to incorporate it into the programme
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contract works will be fit for purpose, but merely that the sub-contractor will exercise reasonable skill and care JCT 98Clause 35.21 provides that the main contractor shall not be responsible to the employer for anything contained in NSC/C
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Sole Traders
About 50% of all practices In times of recession, may be only way of getting employment Some architects become sole practitioners by purchasing a practise from a retiring architect Some architects move from being a member of staff into a partnership temporarily before the old sole practitioner retires Architects will often build up a sizeable private practice before becoming a sole practitioner Can be very rewarding financially and personally Hard work and take enormous self-reliance When a practice expands beyond a certain point the principal will not have full knowledge of every project nor the ability to give proper supervision Can either employ an experience architect on a high salary to help with administration, or share the burden with a partner
Partnerships
Provide the breadth of expertise that a sole trader cannot provide without the formality of incorporating a registered company Provides economy of expenditure and more capital for expansion The law of partnership is governed by the Partnership Act 1890 The relation which subsists between persons carrying on a business in common with a view to profit Unlike a company, a partnership has no legal personality it is nothing more than the sum of he individuals comprising it
Formation of partnership A partnership is in the form of a contract The existence of a partnership can sometimes be inferred by law To join a partnership, a new partner has to buy a share of the goodwill - the benefit which a practice acquires by virtue of its prestige and the fact that clients return for further commissions It is common that goodwill is now given a 'nil' value - more emphasis is placed on attracting a person with the right professional attributes Importance of clarity In a case of negligence, all individuals in the partnership may be liable Sharing facilities and profit If this occurs, the individuals must take great care to avoid the possibility of leading others to believe that they practise together as a partnership Types of partner The law is not concerned with distinctions between senior and junior partners it is up to the partners to decide how to share profits The particular term salaried partner should be avoided all partners should share in the decision-making and have access to information
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Associates It is common practise to recognise the status an contributions of senior staff by describing them as associates, but the title has no meaning in law The term associate partner should be avoided Rights of partners Every partner has the following rights unless there is an agreement to the contrary To take full part in the management of the business To have an equal share in the profits and the capital To inspect the partnership books To dissolve the partnership at any time by giving notice to the other partners To be indemnified in respect of payments made and personal liabilities incurred by them in acting as necessary or in the ordinary and proper conduct of the business Not to have new partners added without their consent Not to have the fundamental nature of the partnership changed without their consent Not to be expelled without express agreement There is no right to interest on capital subscribed by a partner There is no right to remuneration for acting in the partnership business Liabilities of partners Legal action may be taken against a partner jointly, or jointly and severally Every partner is liable jointly with all other partners for all debts and obligations incurred by the firm while he is a partner Every partner is jointly and severally liable for wrongs done by other partners acting in the course of the business of the firm If a partnership is sued jointly, one or more partners can be sued at the same time If a partnership is sued jointly and severally, the partners may be sue singly or together Partners are not liable for the criminal actions of the other partners unless they contributed to them or had knowledge of them Partners may be liable for breaches of their codes of professional conduct by other partners A new partner does not normally become liable for debts, obligations or wrongs incurred or committed before his entry If a partner retires, he will still be liable for debt or obligations incurred before his retirement If he dies, his estate will be liable for such debts Every partner is an agent of the practice and any action undertaken by any partner in carrying out of the business of the partnership will bind the practice Dissolution of partnerships At the end of a fixed term if it has been so set up At the end of a specific commission if it has been so set up On the death or bankruptcy of any partner unless the partnership agreement makes provision for the continuity of the partnership If any partner gives notice By mutual consent By dissolution by the courts
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Companies
For the purposes of suspension or expulsion from the RIBA an architect who is a director of a company may be held personally responsible for the acts of the company However, he will not be held responsible in law for the acts of the company
A separate legal persona In relation to third parties, only the company is normally liable, not the shareholders or directors Types of company A company may be limited (by shares or guarantee) or unlimited Formation of companies Formed by registration under the Companies Act 1985 Any two people can register as a company The Registrar of Companies will issue a Certificate of Incorporation as evidence that the company is legally registered Public and private companies Whether limited or unlimited, companies may be public or private A public company is permitted to offer its shares to the public An architects practice will normally incorporate as a private company Profits Distributed among shareholders in accordance with the rights attached to their shares In most architectural companies, profits are normally small because directors are remunerated by salary under their service contracts with the company Rights of shareholders Shareholders with voting rights have the right to supervise the management of the company Liabilities of shareholders Shareholders cannot make contracts binding on a company, nor are they liable personally for debts or obligations of other shareholders If the company is unlimited, shareholders will be liable for the debts and obligations of the company in the event of its winding up Rights of directors Directors are given the power to manage the company under the supervision of the shareholders Directors are not servants or agents or a company and can only bind it if some organ of the company had conferred appropriate authority on them Duties of directors Under companies Act 1985 and Insolvency Act 1986: Directors must prepare and disclose company accounts Directors must prepare an annual report reviewing the business of the company and recommending the amount of dividends to be paid The company must be audited annually if its turnover exceeds 350,000 The report and accounts must be filed with the Registrar of Companies The company may need to hold an AGM The company must keep a register of directors
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Directors have no right to remuneration except that specified in the Articles Directors owe the company a fiduciary duty of loyalty and good faith Directors owe a duty to the company to exercise reasonable care in the conduct of the business
Dissolution By winding-up under the Insolvency Act 1986 voluntarily or compulsorily By being struck off the Registrar under the Companies Act 1985
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Partnerships v Companies
Partnerships
No separate legal personality Partners have unlimited liability
Companies
No separate legal personality from its shareholders Shareholders may be liable only to the amount unpaid on their shares but may be liable on personal guarantees Interests of shareholders are their shares which can be easily transferred It is easier to join a company because it does not involve buying in More kinds of promotion possible Easy for directors to resign Management through Board of Directors supervised by shareholders meeting annually Company profits are divided according to the rights attached to the shares Must be registered A company only has powers in the objects clause of its Memorandum No shareholder can bind a company, but directors can Matters filed with the Registrar of Companies are open to the public Accounts must be filed annually with the Registrar of Companies Annual audit may be required Company liable for all declarations and payments of tax More administration required Transfer of shares will not end a companys existence A company is dissolved only by liquidation in accordance with the Companies Act and Insolvency Act or by winding up 'Unprofessional'
Partners interests may be difficult to transfer May be difficult for a young architect to join a partnership since sufficient capital will be needed to buy a share Only promotion is to become a partner so career prospects may be limited Difficult for partners to resign Management through meetings of partners Partners share profits equally unless there is an agreement to the contrary Can be formed informally No restriction on powers of partners, subject to agreement Each partner can bind a partnership Partnership details cannot be inspected by the public Accounts need not be publicised No audit required Partnership must take annual tax returns but partners are liable individually for declaring and paying their own tax Less administration required Death or departure of a partner can cause dissolution of the partnership unless otherwise agreed Many ways to dissolve a partnership including instantly by agreement 'Professional'
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It must resolve how far assets of member practices are brought in, the extent of the liabilities of the group and the degree of independence retained by each member practice to carry on its own activity
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March 2000
Discuss the principle advantages and disadvantages of both partnership and incorporation (such as forming a limited liability company) for an architectural practice (12) Partnership Advantages Can be formed informally Seen by some clients as the 'professional' set up as partners willing to take responsibility for their judgements Accounts and partnership details do not have to be filed, giving privacy No audits are required Partners manage and control their own business Many ways to dissolve a partnership Disadvantages Partners are jointly and severely liable for their actions and omissions, including debt, negligence, obligations, etc Death or departure of a partner may cause dissolution of the partnership May be difficult to transfer partnership interests May be difficult to young a partnership if it involves buying in Limited promotional opportunities, unless set up within partnership Limited Liability Company Advantages The company is a separate legal entity - it is the company who is sued, rather than the individuals and the liability is limited to the share value Death or departure of a director will not cause dissolution of the company Shares are easily transferable Do not need to buy in to become a director Promotional opportunities usually more apparent Disadvantages Can only be form by registering with the Registrar of Companies Seen by some clients as the 'unprofessional' set up as directors/shareholders limit their liability to the value of their shares Accounts have to be filed yearly with the Registrar of Companies causing extra admin, and company matters are published The company has to be audited yearly Directors are ultimately responsible to the supervision of the shareholders Companies can only be dissolved according to the Insolvency Act and Companies Act, or by 'winding-up'
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Discuss the probable differences in the Conditions of Engagement/Contract of Employment for an Associate by comparison to a Partner/Director and to an employee (8) Partner Based on partnership agreement Partnership interest Share of profits Policy regarding new partners, retirement/death of old partners, dissolution of partnership Hours/holiday etc. probably unspecified Director Based on Conditions of Engagement Salary Share interest Specific duties Hours/holiday etc. probably unspecified Associate Salary Contracted hours Policy regarding overtime Holiday entitlement Sickness benefit Maternity benefit Policy regarding training Possible extras Pension Company car Telephone Employee Salary Contracted hours Policy regarding overtime Holiday entitlement Sickness benefit Maternity benefit Policy regarding training
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March 1996
You are employed as a senior architect in a Public sector Utility Company which, following flotation on the Stock Exchange, intends to close your department and procure its Architectural services from private practices. Your Employer offers a redundancy package to you that would provide a small capital sum, and guarantee a workload at an agreed fee for the next three years. You would then be invited to bid for further works. Along with another senior Architect, you consider that if you jointly form a Practice, there would be sufficient work for you both, plus one other Architect and four technicians, as well as two secretarial/administrative staff. Explain the principle issues you would consider and: The form of practice you would create with the other senior Architect (12 marks) Type of practice - partnership or company? Liability Partnership - joint and several liability of partners Company - liability is limited to limit of share value Joint and several liability requires trust - have know and worked with other senior architect, therefore this could be acceptable Control Partnership - partners control and manage business Company - as directors we would probably also be shareholders therefore would be in control of business but power would be limited to that stated in Memorandum Simplicity/admin Company - need to register company, file accounts annually and be audited. Involves extra admin and public knowledge that is not necessary for a practice of this size Partnership simpler Image/marketing Partnership regarded as a more professional practice set up for architects so could help image of practice Whichever form we chose, must consider marketing strategy to ensure work after initial workload has dried up The form of appointment and contracts that you would offer to prospective Employees. (8) Forms of appointment Traditional 1. Daily contracted hours plus policy regarding overtime 2. Predictable and reliable, but inflexible 3. More appropriate for admin to ensure they are there during normal office hours Flexi-time 1. Contracted number or hours, but 2. Staff in control of when they work them
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3. Requires dedicated and responsible staff otherwise could be abused 4. Could be used for staff with particular needs - childcare etc Annualised hours 1. Contracted number of hours per year 2. Staff required to work hours in tune with work load 3. Busy - long hours, quiet - short hours 4. Good for architects and technicians
Conditions Salary 1. What can we afford? 2. What is necessary to attract high quality staff? Hours 1. What is reasonable? Overtime 1. Unpaid? - could be construed as unfair 2. Paid? - could lead to inefficiency 3. Paid plus? - could lead to abuse Holiday entitlement 1. Incremental to reward loyalty? Sickness/maternity benefit 1. What are statutory requirements? 2. Are these adequate? Training 1. Paid for by practice? 2. Time allowed by practice? Perks? 1. What incentives are appropriate and affordable? 2. Pension?
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10 - CONSTRUCTION MANAGEMENT
Employer
Architect/ Designers
Quantity Surveyor
Structural Engineer
Services Engineer
Trade Contracto rs
Constructi on Manager
General
The employer places a direct contract with each of the specialist trade contractors To co-ordinate these contracts, the employer utilises the expertise of a construction manager who acts as a consultant Overcomes the problem of management contracted where there is no direct link between the employer and the trade contractors
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When the time comes to work up the initial proposals into detailed packages, it is sensible that the construction manager takes a more dominant role and the architect remains a consultant Design co-ordination remains the responsibility of the design manager The proposed JCT contract will include many clauses with alternatives to ensure flexibility The appointment of the construction manager removes the supervisory and management responsibility from the architect However an inherent problem of separation of design from construction is who signs certificates: usually both designer and construction manager play a central role in certification
Typical Contractual Provisions The construction manager has the responsibility for co-ordinating the different work packages and therefore must be named in the contract between the client and the trade contractor All instructions come through the construction manager Since many of the trade contractors will be for specialist work, there needs to be some provision for the trade contractor's liability for design The interaction between various trade contractors is critical A clause is needed to make it the responsibility of the contractor to warn the construction manager of potential problems before starting work It is quite common for work to be let on a performance specification basis In most projects, each package is signed off as it is completed, and the defects liability period runs until the whole project is completed
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Quality The extent to which the employer is protected from having to accept inferior work depends on the adequacy of the architect's description and specification of the works to be carried out
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11 - CONTRACT CHOICE
Use of Standard Documents
Legislating for the industry Drafting committees often express the sentiment that they are legislating for the whole industry Such an aim is way beyond their remit as it is a well-established doctrine that the parties to a contract are free to choose the terms of their contract. Similar projects demand similar contracts Following Banwell and Latham, there has been a pursuit of a universal standard for the whole industry This is simply unrealistic There is a need among clients and contractors for different contracts to suit different situations and this conflicts with the equal need for standards to be applicable to as wide a range of projects as possible Equitable distribution of risk One purpose behind using standard form contracts is to allocate risks fairly between the parties When choosing a procurement method the allocation of risk should be made explicit, rather than implicit This leads to one of the strongest criticisms of standard form building contracts: the apportionment of risk is rarely questioned and, therefore, becomes implicit Difficulty of understanding contract complexities Many in the industry feel that the use of a standard form will help to increase familiarity with all the contract provisions But people often amend the printed form and various groups of consultants can fall into the trap of only knowing one standard form Answer: understand the principles of contract law first and then apply them to the standard forms Purpose of contract documentation Contracts are drawn up with the intention of relying upon them in a court of law at some point in the future There is a fine balance between under-emphasis and over-emphasis on contract terms during the negotiating process Appropriateness of contract form Standardising contract terms enables parties to reduce the emphasis on specific contractual terms during the bargaining process But the danger is that standardisation goes hand in hand with an adherence to outdated methods of organisation and professional patterns of responsibility, regardless of whether these are appropriate to the needs of a particular project or client
Contract Drafting
Many undertake their own revisions to the standard forms and make the situation worse by producing conflicting clauses A solution is to develop a library of standard approaches to the main issues of risk apportionment and choose the most appropriate for each project One advantage would be the discussion that would be precipitated during the negotiating stages of the project
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JCT Contracts
JCT 98: Standard-form building contract It is a consolidation of the JCT 80 with its amendments and accommodating changes initiated by the Latham Report and the Housing Grants, Construction and Regeneration Act 1996 Published in six versions with additional supplements and sub-contract forms: 1. Local authority edition with quantities 2. Private edition with quantities 3. Local authority edition with approximate quantities 4. Private edition with approximate quantities 5. Local authority edition without quantities 6. Private edition without quantities An architect (or a contract administrator) must be appointed with wide but strictly defined powers, including issuing instructions, certifying payments, certifying the quality of work etc. A quantity surveyor must be appointed for the valuation of the work and the valuation of variations JCT 98 makes provision for the nomination of sub-contractors IFC 98 Intermediate form of building contract Its aim was to bridge the gap between the JCT 98 and the Minor Works form Flexible and can be used for either local authorities or private sector employers either with or with quantities There is no provision for nominating sub-contractors, but a different mechanism for achieving a similar result is the naming of a sub-contractor JCT MW 98 Agreement for minor works This contract is designed for use on only very small and simple works. PCC 98 Prime cost contracting For situations where it is not possible to obtain a precise definition of the works prior to their commencement on site, including repairs or alterations to an old building or work following a fire or other damage Conditions require an outline description of the works and estimate of the prime cost The contractor will use this to quote a fixed or percentage fee and in addition will be paid the full cost of the resources validly used in the discharge of the contract As a precise definition of the work is not available, the contractor does not carry out any work without the instruction of the architect CD 98 Standard form with contractors design There is no provision for the appointment of a contract administrator or quantity surveyor, although there must be an employers agent The contract is let on the basis of a document called the employers requirements Contractors proposals are submitted to comply with these proposals, and the winning contractors proposal document is then used as the major control document MC 98 Management contract All work is sub-contracted and the main contractor acts in a managing and coordinating role.
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MTC 98 Measured term contract Single contract to cover a number of separate jobs, where an employer requires regular maintenance (or some other kind of minor work) to be carried out, and wishes to engage only one contractor for a specific period JCT Construction management contract Due to be published and will contain a large number of provisions that offer alternative clauses JCT Building contract for a home owner/occupier This is for individual owner/occupiers contracting with small building firms for home improvements, extensions or repairs which is written in plain English.
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12 - CONTRACT DOCUMENTS
With Quantities With Approx Quantities Without Quantities A Contracto r's Design Portion Suppleme nt Without Quantities B
Articles of Agreement Conditions Appendix Drawings Bills Priced Specification, or Priced Schedule Specification Contract Sum Analysis, or Schedule of Rates Priced Activity Schedule (optional) Information Release Schedule (optional) Employer's Requirements Contractor's Proposals Contractor's Designed Portion Analysis 'Listed Items' and related Bond Advance Payment Bond (private only) Collateral Warranty Health and Safety Plan
CD CD CD CD CD
CD CD CD CD CD
CD CD CD CD CD
CD CD CD CD
CD R R R R R R R R R CD CD CD cl 30.3 cl 30.1.1.6 cl 8.1.3 cl 30.3 cl 30.1.1.6 cl 8.1.3 cl 30.3 cl 30.1.1.6 cl 8.1.3 cl 30.3 cl 30.1.1.6 cl 8.1.3
KEY CD = termed 'Contract Document' R = referred to in the recitals cl = referred to in the conditions Articles of Agreement Contain the attestation that must be signed by both parties and witnessed Article 1: The contractor undertakes to carry out and complete the works shown upon, descibed by, or referred to in the Contract Documents Article 2: The employer undertakes to pay the contractor the contract sum as adjusted in accordance with the conditions Contract Drawings Should be identified precisely with all revision numbers Contract Bills Must be prepared in accordance with the Standard Method of Measurement of Building Works, 7th Edition Normally prepared by the QS, but this does not reduce the architect's responsibility for them (see Co-ordinated Project Information)
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Specification Should become a core document, as recommended by the CPI, either bound in as a section of the bills or as a separate document referred to in the bills The drawings and the bills should refer to clauses in the specification Activity Schedule Prepared and priced by the contractor prior to the contract being executed Each activity priced making up the Contract Sum (provisional and prime cost sums etc. excluded) If included is used to ascertain the value of work properly executed for certification purposed Useful where tender package consists of drawings and specification alone Information Release Schedule Should state what information the architect will release and the time of that release Enables the contractor to programme work more effectively, but if any information is provided later than stipulated, it is a relevant event in relation to an extension to time An adjustment to the completion date will mean a negotiated adjustment to the schedule Sectional Completion Supplement Allows for phased completion of the works Conditions are modified so that they operate independently with respect to each section Separate certificates of practical completion are required for each section, but only one final certificate Contractor's Designed Portion Supplement Provides for the contractor to design and construct a part of the works Employer's Requirements are sent out with the tender documents Contractor's Proposals and CDP Analysis.are returned with the tender An entry is required in the appendix stating the limit on contractor's liability for design Bonds Arranged by the contractor where required Advance Payment Bond, where advanced payment is to be made to the contractor Bond in respect of payment for off-site materials and/or goods (Listed Items) Collateral Warranty MCWa/F for use where a contractor is required to give a warranty to a company providing finance for building works MCWa/P&T for use where a contractor is required to give a warranty to a purchaser or tenant of the building works Health and Safety Plan Not a contract document and not referred to in the recitals Nevertheless a statutory obligation for the employer to have had one prepared and passed to the principle contractor under Regulation 15 of the CDM Regulations 1994 Before construction work can begin, the contractor must have developed the plan to comply
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Health and Safety File Compiled by the planning supervisor Contractor must provide information for it and ensure that any sub-contractor also complies Architect must ensure that the contractor has sufficiently complied before issuing the Certificate of Practical Completion
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Use of Documents
Priority of Contract Documents Nothing contained in the Contract Bills shall override of modify the application or interpretation of that which is contained in the Articles of Agreement, the Conditions or the Appendix Inconsistencies, errors or omissions Any error in the contract bills shall be corrected Not explicit, but normally be the responsibility of the employer and carried out by the QS Correction is treated as if it were a variation required by and architects instruction No express requirement to issue an instruction, but correction should be confirmed in writing Contractor is under an obligation to point out, but not to search for, any discrepancy or divergence within or between the contract documents If the contractor fails to point out any discrepancies that he has or should have noticed and the work has to be rebuilt as a result, he may lose the right to extra payment, extension of time and loss and expense Custody and control of documents Contract drawings and contract bills remain in the custody of the architect or QS Contractor must be provided with one certified copies and two further copies All drawings that bear the name of the architect should be returned upon final payment At Practical Completion the contractor must provide copied of all drawings and information relating to performance specified work
Sub-contract Documents
Domestic sub-contracts JCT Ltd does not currently publish a standard form of use with domestic subcontractors, although one is published by the Construction Confederation (DOM/1, 1998) Nominated sub-contracts JCT Ltd publishes five documents for use with the sub-contract provisions NSC/T: form of tender NSC/W: warranty entered into between the employer and the nominated subcontractor NSC/N: standard form of Nomination Instruction sent by the architect to the main contractor NSC/A: form of agreement between the main contractor and the nominated sub-contractor NSC/C: conditions of contract between the main contractor and the nominated sub-contractor Nominated Suppliers JCT Ltd publishes a form of tender (TNS/1) and a warranty (TNS/2) for use with nominated suppliers Not in line with other JCT 98 documents
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Employer's Advisors
Architect/ Designers
(Quantity Surveyor)
Structural Engineer
Services Engineers
SubContractors
General
Design and Build is what would happen if the construction industry were suddenly to come into being without the evolution of professional institutions that pre-define certain roles JCT WCD 98 is for use where the contractor's design responsibility extends over the whole of the works, even though significant parts of the design have already been done JCT CDPS 98 is a set of modifications to be made to the JCT 98 when the contractor's design responsibility is only for a portion of the works, the remainder of which will have been designed by the consultants in the usual way At one end of the scale D&B is the type of package deal where the client selects the contractor before any consultants have been approached At the other end, where the actual design work is minimal
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Programmes and budgets are more likely to be adhered to as there are no blocks to effective communication Increases the opportunities for harnessing the contractor's experience during the design stages of a project - buildability A disadvantage is the where there is a conflict between aesthetic quality and ease of fabrication, ease of fabrication will dominate The employer may employ consultants to work up initial proposals for the employer's requirements, or may approach a contractor with in-house designers The design team can be novated over to the contractor, whereby the contractor takes on the responsibility for the design without having had any previous involvement with it The widespread use of novated design obscures the true impact of integrated design and build
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Conditions of Contract Clause 30: interim payments can be made by means of stage payments or periodic payments Since there is no contract administrator, the contractor makes application for payment to be made, and the employer is obliged to pay subject to the right to object in writing with reasons Immediate arbitration is available as a method of resolving dispute over payment
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March 1999
8a) The JCT Standard Form of Building Contract, with Contractors Design 1998 refers in Article Four to the Employers Requirement, the Contractors Proposal and the Contract Sum Analysis. Describe what these are and what they would consist of for projects of differing size and complexity. (10) Employer's Requirements What? What the employer requires from the contractor The brief Makes up the tender package Should state the priorities to the contractor, whether they be time, functional requirements, capital cost, lifespan, flexibility of use, quality, appearance, maintenance costs, etc What do they consist of for different size and complexity? Can consist of a brief written description of the project and a schedule of areas This would be the case for very simple projects, or for projects where the client was very uninterested in aesthetic or quality, but simply wanted a certain area for a certain price Could be drawings and/or a specification produced by a design team up to the end of stage C, D, or even E This would be for larger more complex projects where the client had more specific requirements Contractor's Proposals What? How the contractor intends to satisfy the employer's requirements The tender Includes design and fabrication information Negotiated until agreed What do they consist of for different size and complexity? The tender sum Could be simply the employer's requirements unaltered This would be for very simple projects Could be key details to illustrate the approach and the quality of design and fabrication This would be for more complex project where quality was more of an issue The information produced would depend upon the amount of time given to the contractor to produce his tender Contract Sum Analysis What? Prepared by the contractor Whatever is appropriate Used to calculate stage payments Used to calculate valuations of client change instructions Include fluctuation clauses where applicable What do they consist of for different size and complexity? Could be a full set of bills for a large, complex project Could be a priced activity schedule for a simpler project
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8b) Outline the different roles an architect may fulfil for a Design and Build project with particular regard to contractual roles and responsibilities. (10) i) Architect employed by client up to tender Responsibilities would depend upon how much preliminary design work the client wanted produced, but could include: Brief preparation Feasibility studies Outline design Detailed design and specification Obtaining Planning Permission Obtaining Building Regulations approval Preparation of Employer's Requirements ii) Architect employed by client up to tender as Planning Supervisor Informing the client of his obligations under the CDM Regulations Co-ordinating the designers' work Identifying hazards and reducing risks Preparing the pre-tender Health and Safety Plan
iii) Architect employer by client beyond tender as Employer's Agent Advising client on contractual issues with contractor iii) Architect employed by contractor Either novated over from client or as in-house architect or independent architect contracted-in Continuing duties from those which have already been carried out as described above in (i) Production information iv) Architect employed by contractor as Planning Supervisor Either novated over from client or as in-house architect or independent architect contracted-in Continuing duties from those which have already been carried out as described above (ii) Preparation of Health and Safety File
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14 - GENERAL CONTRACTING
Employer
Quantity Surveyor
Structural Engineer
Services Engineer
General Contractor
Domestic SubContractor
Nominated Subcontractor
General
Designers, on behalf of the employer, produce the documents The contractor agrees to produce what has been specified in the documents The contractor should be invited to price a complete set of documents that describe the proposed building fully - if design is only partially complete, general contracting begins to break down, as there will be a high demand for communication and information which is difficult to manage The contractor has no responsibility for design The contractor's offer of price is based on the bill of quantities, a document that itemises and quantifies every aspect of the work The bill also forms an important mechanism for controlling costs as the project progresses Therefore the QS has a central role Structural and services engineers provide specialised services that are coordinated by the architect
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the risks for the contractor are different to hose associated with the employment of domestic sub-contractors, where the contractor pays them from within the contract price) 'Prime Cost Sums', including employer-selected sub-contracts, do not form the major proportion of the contract sum (If a large proportion of the work is in prime cost sums, the contract will be unsuitable because the contractor is reduced to a co-ordinator and accountant and the clauses do not reflect that role) The employer's agents feel that it is important to use an acceptable negotiated form to ensure a fair an familiar distribution of risk The employer makes no explicit choice and the advisors do not raise the issue
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Basic Characteristics
Design and Workmanship The design must be documented in order for the contractor to be able to tender for the work, but it will not cover everything Many detailed aspects are within the skill and knowledge of the contractor There are also many factors which are not documented simply because no-one thought of them before site work started In these cases it is essential for the contractor to seek clarification: a contractor who makes assumptions will incur design liability for these choices and will be exposed as he will probably not carry PI insurance for such decisions Contractor's Obligations The contractor undertakes to do the work described in the documents It is rare that the contractor is placed under an obligation of fitness for purpose Certain items specified as such in the bills have to be done to the reasonable satisfaction of the architect Nominated Sub-contracting A mechanism for ensuring that the contractor employs sub-contractors of adequate standing Without nomination, contractors would use high calibre sub-contractors when tendering to keep the bid price high, but on winning may re-negotiate to find the cheapest sub-contractor One abuse of nomination is to relieve the architect of the burden of having to detail the design and specification fully Variations There are detailed provisions for valuing the financial effect of variations and are based upon the contractors' original price: the contractor should be paid according to what would have been included in the bills had the contractor known about the varied work at the time of tendering Only in exceptional circumstances should the basis of payment be total cost reimbursement Variations allow the design team to refine the design, but are often abused by client making arbitrary changes: this leaves the client exposed to contractor claims Payment The contractor will typically be paid in instalments Interim certificates, issued by contract administrator, state how much is due to the contractor A small amount is retained by the employer on each interim certificate in a retention fund to cover the employer in case of the contractor's insolvency and encourages the contractor to remedy any defects after completion Completion When the work is substantial complete, a certificate of practical completion is issued A defects liability period, usually of twelve months, then commences, during which time the contractor has the right to remedy any defects that become apparent in the building Extensions of time and liquidated damages The contract period may be extended for various specific reasons Such an extension will relieve the contractor of liability for liquidated damages
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Fluctuations A financial provision related to changes in the market prices of the contractor's resources In periods of high inflation it is more economical for the employer to absorb the risk of price rises, in which case the fluctuation clauses are used
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15 - MANAGEMENT CONTRACTING
Employer
Architect/ Designers
Quantity Surveyor
Structural Engineer
Services Engineer
Management Contractor
Works Contractor
Works Contractor
General
Client engages the management contractor to participate in the project at an early stage, contribute construction expertise to the design and manage the construction The management contractor is not employed for the undertaking of the works Management contracting is a procurement method of 100% sub-contracting The opportunity for the contractor to become part of the design team arises not from the contract structure, but from early appointment and the pattern of liability outlined in the contract terms These seek to establish the management contractor's participation on a level that can be equated to a professional consultant, and the management contractor's risk is reduced as such The aim is to distribute the contractual risk associated with construction entirely between the client and the works contractors The standard form of management contract distinguishes the pre-construction stage form that of construction to give the employer the opportunity of terminating the relationship after design stage
Characteristics of JCT MC 98
Schedules 1st Schedule - description of the project
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2nd Schedule - definition of 'prime cost' MC 98 is not a lump sum project The amount paid to the management contractor is the prime cost of all work done under the contract plus the management contractor's fee There is no contract sum, but there is a Contract Cost Plan, prepared by the QS However, the management contractor has no responsibility if the prime cost of the project exceeds the contract cost plan 3rd Schedule - service provided by management contractor Pre-construction period: advisory role in relation to breakdown of work packages and assistance in negotiations Construction period: programming and planning, monitoring off-site preparation work, instituting effective cost control techniques, labour relations and site management 4th Schedule - list of project drawings 5th Schedule - site facilities and services Conditions of contract Variations to the works contract are allowed under the contract in a similar way to JCT 98 A 'project change' allows the employer to change the scope of the work: allows for changes after the appointment of the management contractor, but not after the works contracts have been let
Money The contract is a cost reimbursement contract Cost are certified by the contract administrator and payment is made on interim certificates which apportion money between works contractors The management fee is also apportioned and included in the interim certificates If a works contractor claims from the management contractor as a result of a default by another works contractor, the management contractor is committed to pursuing the recovery from the defaulting works contractor If this is not possible, the employer has to make up the shortfall Completion At no stage is there a legal requirement for the employer to proceed either with the project of with the particular management contractor Default by employer or management contractor The employer may at any time determine the employment of the management contractor Default by works contractors If a management contractor has a right to be reimbursed by the employer for all losses, he suffers no loss, and so how can the works contractor be liable for more than nominal damages? JCT 98 works contract conditions state that a works contractor shall not raise this 'no loss' arguments against the management contractor
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Time Management contracting is designed to encourage overlap Acceleration clause: there is a preliminary instruction from the contract administrator, an opportunity for the management contractor to object, withdraw or modify the instruction. After acceptance the management contractor has to inform the contract administrator of the amount of money required by the works contractor in order to achieve the new completion date The contract administrator must then confirm that the employer is willing to pay the price The clause can be brought into effect to cancel a previously granted extension of time The employer can only recover liquidated damages from the management contractor to the extent that the management contractor can recover them from the works contractor Quality No independent liability can be attached to the management contractor for any defects in workmanship and materials on the basis that it is the works contractors who are the parties responsible for the completion of the works
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16 - PARTNERING
Trusting the Team, 1995
Partnering involves two or more organisations working together to improve performance To make partnering work those involved need to agree a set of mutual objectives, devise a way for resolving any disputes and be committed to continuous improvement Partnering can be applied to one-off schemes (project partnering), or can be ongoing over a series of developments (strategic partnering Typically, with project partnering, cost savings or 2-10% are achieved; with strategic partnering savings of 30% are realistic over time. The cost of undertaking partnering is very small, adding less than 1% In addition to reducing costs partnering can also improve service quality, deliver better designs, make construction safer, meet earlier completion deadlines and provide everyone involved with bigger profits
Problem Continuous Resolution Improveme nt First, there must be an acceptance by the partners that it is worth making the investment in building a partnering arrangement Second, there must be potential for improvement in the product or service which is the subject of the partnering arrangement Third, it must be recognised that for the full benefits of partnering to be achieved, it has to be a medium to long term strategy because it takes time for benefits to emerge Fourth, long term commitment to strategic partnering arrangements by senior management is an essential prerequisite The organisations should have the same basic culture, work with people in a compatible, preferably a co-operative manner and be financially stable They should have good quality management and a potential for undertaking research, development and innovation The partnering arrangement should be based on equality rather than being a one sided paternalistic relationship In creating a partnering arrangement it is important not to create a monopoly by adopting single sourcing
Mutual Objectives The process of agreeing mutual objectives recognises that everyone wants to do a good job It is more difficult to find mutual objectives when the client is not involved in the partnering arrangement. This is because the client uniquely has he ability to balance cost and value Profit sharing is an effective way of achieving this change in attitude
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Mutual objectives include: improved efficiency, cost reduction, guaranteed profits, reliable product quality, fast construction, certain completion on time, continuity of workload, shared risks, reliable flow of design information, lower legal costs
Problem Resolution Good practice provides a clearly defined system of referring problems that cannot be resolved to a higher level of management This usually provides three levels comprising technical, managerial and political Problem resolution processes should be designed to find permanent solutions to problems Continuous Development Best practice suggests that in selecting construction firms, it is sensible to have three or four options available The existence of alternatives provides the competitive element that produces challenging and ever tougher targets Benchmarking is increasingly being used to provide a guide to the standards that should be set for construction projects Key subjects for continuous improvement include: quality, certainty of delivery in terms of time and cost, fast project completion, Better value, lower costs, efficiency in all stages of the construction process, profit levels, continuity of resource use, product development, staff development The decision to use partnering Do you accept that adversarial attitudes breed inefficiency? Are you personally prepared to adopt different attitudes in exchange for improved performance? Are you willing to take into account regular objective reports of measured project performance in making your management decisions? Are you personally willing to spend your own time in ensuring the success of partnering? Are you prepared to help fund the preparatory stages involved in partnering? Are you prepared to accept the need for internal partnering? Are you prepared to commit your organisation to jointly agreed mutual objectives? Are you willing to play your part in an agreed problem resolution process? Are you willing to commit your organisation to a search for continuous improvements? Are you prepared to devote resources to agreeing performance measures? Do you accept that everyone is entitled to a second chance and so should not be sacked for their first mistake? Do you accept that everyone is entitled to a profit and that risks and rewards must be shared fairly? Do you accept that efficiency comes from concentrating on quality and certainty rather than from focusing directly on narrow cost cutting?
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Pitfalls of Partnering Disproportionate increase in amount of time spent on communication Clients able to demand more Organisational roles more blurred leading to ambiguities in individual responsibilities Collaboration could undermine competitive advantage Factors behind successful Partnering Development of greater levels of interorganisational trust Openness and willingness of individuals to accept and share mistakes Presence of more open and flexible communications between organisations Introduction of gain-sharing mechanisms create a financial incentive for partners to reduce project costs and improve performance Presence of key 'champions' who pushed for partnering, securing the commitment of senior management and reinforcing the partnering process
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The Seven Pillars are: Strategy: developing the client's objectives and how consultants, contractors and specialists can meet them on the basis of feedback Membership: identifying the firms that need to be involved to ensure all necessary skills are developed and available Equity: ensuring everyone is rewarded for their work on the basis of fair prices and fair profits Integration: improving the way firms involved work together by using cooperation and building trust Benchmarks: setting measured targets that lead to continuous improvements in performance from project to project Project Processes: establishing standards and procedures that embody best practice based on process engineering
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Feedback: capturing lessons from projects and task forces to guide the development of strategy Membershi p Equity Strategy Integration Feedback
Developmen Production t
Third Generation Partnering is founded on three principles: use, development and production
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Principle of PFI
PFI projects should be structured to provide incentives for the private sector supplier to perform efficiently and effectively: Genuine risk transfer Output specification: contracts should specify the service outputs required by the public sector client from the private sector rather than the configuration of the capital asset itself or how the service is to be delivered
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Whole life assets: contracts commonly require the contractor to take responsibility and assume risk for the performance of the asset over a long term, at least for a significant part of its useful life, so that efficiencies arising from long term asset management can be realised Performance related reward: payments to the contractor under a PFI contract are characterised as a regular 'unitary' fee for service and will be subject to performance in relation to specific and quantified criteria in the contract
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Certainty of Price
Least GC DB CM GC tends to be more certain but there is a huge range of variability in this because the final price depends on many other factors, such as the adequacy of the initial budget, the quality of the design. DB is a contract for a lump sum for all the work required CM consists of a series of contracts, which are let as the work proceeds. Therefore it is impossible to be confident about the final price until the project is nearly completed Most
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March 2001
2) Compare and contrast the following methods of procurement: Traditional Management Design and Build (20)
Considerations: Client: degree of involvement/ expertise Design liability: separation of design from management/ clarity of clients contractual remedies Variation: reserving the clients right to alter the specification Complexity: organisational/ technical Cost: value/certainty Quality Speed Risk Traditional Contracting Employer
Quantity Surveyor
Structural Engineer
Services Engineer
General Contractor
Domestic SubContractor
Nominated Subcontractor
Under traditional contracting, the designers, on behalf of the employer, produce the documents and the contractor agrees to build what has been specified in the documents. Hence the contractor has no responsibility for design. The contractor's offer of price is based on the bill of quantities, a document that itemises and quantifies every aspect of the work. The work is not re-measured and the contractor is paid on the basis of his tender, not what he actually spends. Management functions delegated to architect Unites management with design by of the position of the architect as design leader and contract administrator, but is least clear about contractual remedies because contractor is employed to build what the clients design team has documented Variations permitted All work fully designed before contractor bids for it, which assumes that the complexity of the design is beyond the skill of the contractor Cost certainty as agreed on a lump sum basis, although fluctuations can be added Work is fully designed, therefore quality is document controlled Slowest method because of the need to design all work before inviting tenders Contracts drafted to share risk between client and contractor
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Architect/ Designers
Quantity Surveyor
Structural Engineer
Services Engineer
Management Contractor
Works Contractor
Works Contractor
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Employer's Advisors
Architect/ Designers
(Quantity Surveyor)
Structural Engineer
Services Engineers
SubContractors
Design and Build is where the contractor's design responsibility extends over the whole of the works. At one end of the scale D&B is the type of package deal where the client selects the contractor before any consultants have been approached. At the other end, significant parts of the design have already been done and the D&B contractor's design work is minimal. The original consultants can be novated over to the contractor, or the contractor can use his own in-house designers. Employer involved as there is no contract administrator No separation of design from management as both functions lie within the same organisation and there is a single point of responsibility which carries the clearest contractual remedies Contracts let on lump sum basis therefore change to employer's requirements very difficult Not suitable for organisationally complex projects Cost certainty as contract let on lump sum basis Quality not guaranteed as contracts let on a lump sum, encouraging contractor to focus on time and cost over other considerations
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Speed possible are projects are generally straightforward and as the contractor will be undertaking the design, early assumptions are generally safe As a lump sum contract, and with the contractor holding all the responsibility for design and construction, the risk lies mainly with the contractor
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March 2000
3) Your practice has been commissioned by a packaging manufacturer to design a 6 million factory. Your client has stressed that time is the most important criteria The client has also requested that a small showcase exhibition building is constructed in tandem with the above on an adjacent site, although time is not critical to achieve this part of the work. Write a report to the managing director suggesting alternative contractual arrangements for the construction programme for both elements. The report should address time, cost, allocation of risk and cost certainty and design liability. (20) Factory Time most important criteria - I would not recommend a traditional procurement method used, is generally the longest I assume that the factory will not involve a high level of complexity - seems unnecessary to recommend any kind of management contracting Unless the client envisages producing more factories, not appropriate to consider partnering I would recommend design and build for the factory Contractor responsible for both design and construction - opportunity for quick start on site Lump sum basis - 6 million budget can be ensured, reducing the clients risk of unforeseen costs Quality not the most important factor - contractor should be sought as soon as possible to take full advantage of his expertise to ensure buildability, speed and cost efficiency If quality of design is a concern - client can commission the consultants to carry out an initial amount of design work and be novated over to the contractor at a later stage - this however, will take some of the design liability away from the contractor, and the single point of responsibility will not be as clear I recommend that the JCT WCD 98 Exhibition Building Design quality a priority - I do not recommend D&B as the contract is let on a lump sum basis and the contractor will focus on time and cost over aesthetic issues Not complex enough to warrant a management contract, or any kind of partnering set up I recommend that it be procured on a traditional basis The design will be fully worked up by the design team to ensure that it is to the exact level of quality and client requirements Longer to reach site than other forms of procurement, but this is not and issue here Traditional procurement route allows for the contract price to be agreed on a lump sum basis - cost certainty Fully designed by the time the contract is let - little chance of escalating costs Drawback that if there are problems on site, it will first have to be established whether it was a design or workmanship fault before the dispute can be resolved - clients recovery of damages can be a complicated process I recommend using a JCT IFC 98 - simpler form of contract than JCT 98 and ideal for smaller projects
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General As the two buildings are on adjacent sites, it would make sense to employ the same contractor At tender stage for the factory it would be wise to discuss the exhibition building with the contractors They could become the preferred contractor for the second building, with a view to seeking their advice on the design of the exhibition building to aid buildability There would be no obligation to select them and it would depend on their skill and expertise in both type of building It may be possible to let a ground works contract for the exhibition building in advance of the main contract, so that this can be carried out by the contractor for both buildings at the same time
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March 1999
5) Your practice is retained by a major UK food retailer. They have two brands of store: superstores, with a typical construction cost of 6 million, and smaller neighbourhood stores, with a typical construction cost of 2 million. They build three of each per annum and have, until now, procured these using the JCT 1980 Private with Quantities Form of Contract. Write a report for your clients Construction Director suggesting alternative contractual arrangements for their construction programme. The report should have particular regard to the implications for quality, time, cost, cost certainty, allocation of risk and design liability. (20) Design and Build Well suited to system building - superstores built with standard details With standard details, level of quality is more predictable, but once the contractor's proposals are accepted, the design is beyond the control of the client or the architect Size of the store is not crucial as the same standard details can be used As design is the responsibility of the contractor, work can start early on site Cost may be increased to cover the contractor's acceptance of the majority of the risk Lump sum therefore cost certainty Most of risk is transferred to contractor Contractor will be responsible for deign, even if preparatory work has been done by architect Situation could become complicated if architect is working for client on one superstore, but has been novated over to the contractor for another - could be a conflict of interests, or a confusion over roles and responsibilities Partnering Strategic partnering involves client working with the same design team and contractor for a series of projects Based on principles of having mutual objectives and rewards, strategies for producing procedures to improve the project and the way in which the partners work together, and continuous feedback Strategic partnering has been proved to achieve substantial cost and time savings Design can be constantly refined, improved and made more efficient as lessons are learnt from previous projects and fed into the next Cost certainty cannot be guaranteed for the first project, but after repeating similar projects, cost is far more predictable Competitiveness and value for money can be encouraged by having two preferred contractors This also enables more superstores to be built which might otherwise be beyond the resources of one contractor Risk is shared by all the partners and so are the profits - this is established in the partnering agreement Design liability would depend upon the conditions of the agreement, although partnering is designed to encourage teamworking, rather than allocated blame to one particular party For a series of superstores this could be a better option
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March 1998
Compare and contrast Construction Management and Management Contracting and describe the potential advantages to the employer of each. (10) Management Contracting Employer
Architect/ Designers
Quantity Surveyor
Structural Engineer
Services Engineer
Management Contractor
Works Contractor
Works Contractor
Client engages the management contractor to participate in the project at an early stage, contribute construction expertise to the design and manage the construction The management contractor sub-contracts out 100% of the works This seeks to establish the management contractor's participation on a level that can be equated to a professional consultant, and the management contractor's risk is reduced as such Employer
Construction Management
Architect/ Designers
Quantity Surveyor
Structural Engineer
Services Engineer
Trade Contracto rs
Constructi on Manager
This is a 'purer' version of management contracting The employer places a direct contract with each trade contractors - higher degree of involvement Employer uses the expertise of a construction manager to co-ordinate these contracts
Similarities The employer wishes the design to be carried out by an independent architect and design team There is scope for separating responsibility for design from responsibility for management The employer is familiar with construction There is a need for early completion Projects is fairly large and complex Permit changing employer's requirements Projects are procured on a cost reimbursement basis Differences Payment Management contracting is more complicated as interim payments, (which include a management fee), are made to the management contractor who then pays the works contractors
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Under construction management the direct contract between employer and trade contractor ensures prompt payment, which should improve performance and minimise cost of finance to the trade contractor - this also means that there is confidence in the contract sum Default by works contract (time/quality) A management contractor is committed to pursuing the recovery from defaulting works contractor, but if not possible, employer makes up the shortfall - the management contractor can suffer no loss Works contractor only liable for more than nominal damages because JCT 98 works contract states that works contractor shall not raise 'no loss' arguments against management contractor Under construction management the works contractors are directly liable to the client
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Describe the procedures that are to be followed in a two stage tender, possible reasons for adopting such an approach and the potential advantages and disadvantages to the employer. (10) Procedures First stage Selection of preferred contractor and the establishment of a level of pricing for subsequent negotiation Competitive selection takes place based on minimum amount of information needed to: Provide a competitive basis for selection Establish principles of layout and design Provide unambiguous pricing documents related to preliminary design and specification information in forms sufficiently flexible for a basis for pricing the second stage tender Define obligation, conditions of, and programme for second stage procedures State the conditions of contract When the first stage procedure has been completed and a contracted selected for the second stage, no contract for the execution of the work will have been entered into Second stage Finalisation of the design, production drawings, preparation of bills of quantities for the works on the basis of the first stage tender, preparation of the health and safety plan by the employers professional team in collaboration with the selected contractor The result is an acceptable sum for inclusion in a contract Contract documentation is prepared in conjunction with the contractor If the parties fail to proceed beyond the second stage, procedures, established during the first stage, will need to include equitable arrangements for reimbursement of the contractors participation in the second stage Reasons for adopting approach Used for complex projects where it is advantageous to get early input from contractor To separate the process involved with selection from the process for determining the pricing mechanisms Advantages Employer gets early input from contractor Can result in a more cost effective building which is quicker to build Employer is not obliged to enter into a contract with the preferred contractor Disadvantages Involves more work, as the tendering process happens twice Unnecessarily complicated for simple projects If the parties do not enter into a contract at the end of the second stage the preferred contractor may be entitled to payment for the work carried out up to that point
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19 - RETHINKING CONSTRUCTION
Construction Task Force, Sir John Egan, July 1998
Executive Summary
The UK construction industry at its best is excellent. Its capability to deliver the most difficult and innovative projects matches that of any other construction industry in the world Nonetheless, there is a deep concern that the industry as a whole is underachieving. It has low profitability and invests too little in capital, research and development and training. Too many of the industry's clients are dissatisfied with its overall performance The Task Force's ambition for construction is informed by our experience of radical change and improvement in other industries, and by our experience of delivering improvements in quality and efficiency within our own construction programmes. We are convinced that these improvements can be spread throughout the construction industry and made available to all clients We have identified five key drivers of change which need to set an agenda for the construction industry at large: committed leadership, a focus on the customer, integrated processes and teams, a quality driven agenda and commitment to people Our experience tells us that ambitious targets and effective measurement of performance are essential to deliver improvement. We have proposed a series of targets for annual improvements and we would like to see more extensive use of performance data by the industry to inform its clients Our targets are based on our own experience and evidence that we have obtained from projects in the UK and overseas. Our targets include annual reductions of 10% in construction cost, and construction time. We also propose that defects ion projects should be reduced by 20% per year To achieve these targets the industry will need to make radical changes to the processes through which it delivers its projects. These processes should be explicit and transparent to the industry and its clients. The industry should create an integrated project process around the four key elements of product development, project implementation, partnering the supply chain and production of components. Sustained improvement should then be delivered through the use of techniques for eliminating waste and increasing value for the customer If the industry is to achieve its full potential, substantial changes in its culture and structure are also required to support improvement. The industry must provide decent and safe working conditions and improve management and supervisory skills at all levels. The industry must design projects for ease of construction making maximum use of standard components and processes The industry must replace competitive tendering with long term relationships based on clear measurement of performance and sustained improvement in quality and efficiency The Task Force has looked specifically at house-building The Task Force has concluded that the major clients for the construction industry must give leadership by implementing projects which will demonstrate the approach that we have described. We want other clients, including those from the public sector, to join us in sponsoring demonstration projects. We also wish to see the construction industry join us in these projects and devise its own means of making improved performance available to all clients. Our ambition is to make a start with at least 500 million of demonstration projects In sum, we propose to initiate a movement for change in the construction industry, for radical improvements in the process of construction. This movements will be the means of sustaining improvement and sharing learning
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We invite the Deputy Prime Minister to turn his Department's Best Practice Programme into a knowledge centre for construction which will give the whole industry and all of its clients access to information and learning from the demonstration projects. There is a real opportunity for the industry to develop independent and objective assessments of completed projects and of the performance of the companies The public sector has a vital role to play in leading development of a more sophisticated and demanding customer base for construction. The Task Force invites to Government to commit itself to leading public sector bodies towards the goal of becoming best practice clients seeking improvements in efficiency and quality through the methods that we have proposed The members of the Task Force and other major clients will continue their drive for improved performance, and will focus their effort on the demonstration projects. We ask the Government and the industry to join us in rethinking construction
Value Management
VM is a structured method of eliminating waste from the brief and from the design before binding commitments are made VM is now used by up to a quarter of the construction industry to deliver more effective and better quality buildings, for example through taking unnecessary costs out of designs, ensuring clearer understanding of the brief by all project participants and improving teamworking VM can also reduce costs by up to 10%
Benchmarking
Benchmarking is a tool which can help construction firms to understand how their performance measure up to their competitors' and drive improvement up to 'world class' standards Taywood Engineering Ltd are using benchmarking in a project to identify a strategy for achieving zero defects in construction, including the principles of a 'zero defects culture' and a range of possible tools, such as the concept of a 'stop button' in site production, to prevent defects 'going down the line'
Lean Thinking
Only a small fraction of the total time and effort in any organisation actually adds value to the end customer By clearly defining value for a specific product or service from the end customer's perspective, all the non value activities, often as much as 95% of the total, can be targeted for removal step by step New relationships are required to eliminate inter-firm waste and to manage the value stream as a whole The key to success is improvement of the design and procurement process in order to facilitate construction on site, investing in the front end of the project to reduce costs and construction times Two major problems: inefficient supply of materials which prevent site operations from flowing smoothly, and poor design information from the prime contractor which frequently results in a large amount of redesign work
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Summary
The Task Force wishes to emphasise that ewe are not inviting UK construction to look at what it already does and do it better: we are asking the industry and Government to join with major clients to do it entirely differently We wish to see, within five years, the construction industry deliver its products to its customers in the same way as the best consumer-led manufacturing and service industries
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20 - RISK
Nature of risk in construction
taking a risk involves a hazard combined with volition or will. different types of building contract will allocate risk in different quarters. even if a contract is silent on a particular risk, that risk will still lie with one party or the other
Transfer of risk
contractual clauses are intended to transfer risks when laying-off risks, weigh up frequency of occurrence against level of premium paid for the transfer
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unwise to pass a risk that is difficult to assess to the contractor as he will either increase their prices to deal with it, or disregard it when preparing bid and then find himself in difficulty later
Acceptance of risk
client should carry highly unpredictable and poorly defined risks (war, earthquakes, etc.): alternative will be unacceptably inflated tenders
Avoidance of risk
redefine a project clarification of responsibilities, remuneration, and expenditure at the beginning of the consultants appointment will help avoid problems
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Consultants
Contractor
Agent
As the diagram shows, there is a single point of responsibility with the contractor for both the design of the project and the operations on site. As such, most of the risk lies with the contractor, especially as the contract is let on a lump sum basis. However, risk is increasingly transferred back to the employer as more preparatory design work is carried out before the contract is let.
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Consultants
Contractor
With traditional lump sum contracts, the intention is that there should be a fair balance of risk between the parties. As the diagram shows, the employer is responsible for the design and the contractor for the operations on site (although this is complicated when nominated sub-contractors and suppliers are included). The balance can be adjusted as required, but the greater the risk assigned to the contractor, the higher the tender figure is likely to be. The risk to the employer is lessened by the contract being let on a lump sum basis, although this will rise if fluctuations are included.
Management Contracting
Employer
Consultants
Management Contractor
Works contractor
Nominated/ domestic subcontractors and suppliers Under management contracting the balance of risk is most onerous with the employer. Due to separate works contracts being let, the employer may develop the design during construction. Hence there is no certainty about cost or time. However, most of the risk of delays and defects are associated with the responsibility for the works contract. In some cases the management contractor may absorb this risk and put up the price of the contract, although this may compromise his desired position of impartiality.
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Contractor
The above diagram illustrates that: with Design and Build, the risk lies mainly with the contractor; with Tradition Lump Sum contracts, the risk is evenly distributed; and with Management contracts, the risk lies mainly with the employer.
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21 - SPECIFICATION
Specification
The decision about the required performance The way in which the performance will be achieved
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March 1997
As part of an architectural team preparing tender information for a JCT 80 Contract, you are asked to prepare the specification for the profiled, curved metal roof cladding. The project is a silicone microchip factory and laboratory which is adjacent to a railway station in a northern coastal city. What and from where would you obtain appropriate information to help you identify the proprietary product you wish to specify? (12 marks) What information? From where?
Cost: Budget cost QS Acoustics performance criteria: Required internal acoustic performance and insulation against noise from railway Client Thermal performance criteria: Required U-Values Building Regs Part L / M&E Engineer Structural performance criteria: Required loading/spanning capability Building Regs Part A /Structural Engineer Technical performance criteria: Resistance to corrosion from salt in air Manufacturers Appearance: Required colour Client Nature of proprietary systems - eaves etc Manufacturers Procurement: Required availability and max order time QS / Project Manager Once the required performance criteria are established, the achievable criteria can be sought from various manufacturers This can be done by either consulting literature that may be in the office library, or by contacting the manufacturer directly Once both required and achievable criteria are gathered, a judgement must be made as to the most appropriate product and the most appropriate manufacturer
How would your specification vary if: 1. The project were to be a design and build contract and you were assisting in the preparation of the employers requirements? (4) The design of the whole of the Works would be the Contractor's responsibility The Contractor would be responsible for insuring integration of the roof with the other elements of the building The full specification would be limited to what was important to the client, eg, appearance This include specification of the colour along with details of particular important junctions Technical criteria could be covered by a performance specification, leaving the Contractor free to choose the exact product and manufacturer
2. The project was a JCT 80 Contract but the tender identified that the roof is to be a contractors design item? (4)
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The Contractor is responsible for the design of the CDP However, the Architect is responsible for its integration with the design for the Works as a whole It is essential that interfaces with other elements are adequately specified in the Employer's Requirements and the specification for the rest of the Works It is essential that architectural aims and aspect of particular importance to the client are fully described in the Employer's Requirements Technical criteria could be covered by a performance specification, leaving the Contractor free to choose the exact product and manufacturer
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March 1998
Describe the procedures and contractual issues arising where it is proposed to carry out the mechanical and electrical services element of a project on the basis of a Performance Specification. (10) A nominated sub-contractor submits design drawings to you for approval later that the date set for this in the relevant NSC/C form. His results in a delay to the main contractors works for which the request an extension of time and associated loss and expense. Describe the contractual situation and your actions. (5) The Nominated Sub-contract form NSC/4 states that: attendance shall be provided by the Contractorto the sub-contractor Describe what is meant by attendance in this context and give examples. (5)
March 2000
Working as an architect in a large design team of a private practice you have been asked to prepare the specification for the external re-cladding of an existing 16storey city centre building. The Project Manager has advised your practice that the cladding will be required in the very early stages of the construction work. Discuss how the programme and method of procurement would affect the form of specification. Describe the key stages that you would go through in carrying out appropriate research for the preparation of the specification. (20 marks)
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22 - TENDERING
Purpose of tender
A suitable contractor should be selected at a suitable time The offer of a price is required from the contractor at an appropriate time These two events are often simultaneous, but they do not necessarily need to be This offer (tender) will be the basis for the ensuing contract There is no direct relationship between the type of tendering procedure and the form of contractual arrangement The tendering process marks the beginning of the contractual arrangement
Types of tender
Standing offer Rare A contractor tenders for, say, such maintenance work as may be required by the employer over a specified time The acceptance does not create a binding contract: the employer is not bound to order any work, nor is the contractor prevented from withdrawing before the period is over However, if any order are placed, they must be carried out Offer Usual An offer by the contractor to carry out the work specified in the invitation to tender Once the employer accepts this, it forms a legally binding contract
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A complex array of European Union Directives lay down rules governing the procedure for the awarding of contracts with a value greater than 4m by any public body: 1. Intended contract must be published in the official journal of the European Community 2. Specification must be based on European standards 3. Contracts must be let by either an open or a restricted tendering procedure, which permits the selection of technically and financially competent contractors 4. Negotiation possible only in exceptional cases 5. Contract awarded to the lowest or most economically advantageous tenderer Once bids have been opened, there must be no negotiation which distorts open competition
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Tendering procedures
Main distinguishing feature is the extent of competition Increasing level of dissatisfaction with competition because all it guarantees is the lowest tender price Too low, and the employer may face higher costs due to contractor's insolvency Tender procedures have been codified by the National Joint Consultative Committee for Building (NJCC)
Open tendering
Traditional method Advert placed and interest contractors can apply for documentation Advert or documentation will state that the employer is not bound to accept the lowest tender, or indeed any tender It is an indiscriminate request for tenders, and there is no method of ensuring high quality building Preparation places unnecessary burden of time, effort and expense on industry Its use has been declining in the UK, but because of the effect of certain European Union legislation, its use in the public sector is increasing
Selection of contractors A short list of suitable tenderers should be drawn up either from the employers approved list of contractors or from an adhoc list The number of tenderers invited should be a maximum of six One or two further names should be added to replace any firms that do not accept the preliminary invitation Points to be considered: 1. The firms financial standing and record 2. The firms recent experience of building at the required rate of completion 3. The firms general experience and reputation in this area 4. The firms competence and resources in respect of statutory health and safety requirements 5. The firms approach to quality assurance procedures 6. Whether the management structure of the firm is adequate for this type of contract 7. Whether the firm will have adequate capacity at the relevant time This can be achieved by means of the NJCC Standards Forms of Tendering Questionnaire Lists should be periodically reviewed to exclude firms whose performance has been unsatisfactory and to allow the introduction of suitable additional firms Preliminary enquiry In order that the contractors may be able to decide whether they will tender and to anticipate the demands on their tendering staff, each firm should be sent an should reply to a preliminary enquiry for invitation to tender It should include the following information: Project name 97/198
1. Type and function of building 2. General description of the project 3. Employers name 4. Employers professional team 5. Location of site 6. Approximate cost range 7. Number of tenderers it is proposed to invite 8. Nominated sub-contractors for major items 9. Form of contract and any proposed amendments 10. Examination and correction of bill (Alternative 1 or Alternative 2) 11. Anticipated date of possession 12. Period for completion of works 13. Approximate date for despatch of tender documents 14. Tender period 15. Details of guarantee requirements 16. Particular conditions applying to the contract Interview After the responses to the preliminary enquiry letter have been received, each contractor suitable should be interviewed in order to: Determine that the forms of construction to be used will in general be suitable Discuss and establish the organisation of the work and the time required for tendering Discuss and establish (if required) the nature and extent of the design indemnity insurance to be taken out by the contractor Provide ay further information required by the contractor Make a final judgement on the competence of each firms competence Sending out documents Tender documents will include: 1. Checklist of drawings and documents 2. Specification 3. Tender form and instructions for their completion 4. Complete sets of drawings 5. Or the bills of quantities with a selection of drawings 6. Pre-tender health and safety plan 7. Proposed programme dates 8. Specific contract terms and conditions 9. Details of and bond and/or guarantees required 10. Covering letter The covering letter should state: 1. Invitation to tender (if not already sent) 2. List on enclosures 3. Date and place for delivery of tenders 4. Whether the site is open for inspection and if so what arrangements should be made to visit 5. Request for acknowledgement Also enclosed should be an envelop for the delivery of the tender already addressed and marked tender for on the face Time for tendering As long as possible Determined in relation to the size and complexity of the job Four weeks should be regarded as the minimum time for tender Contractors tendering on a specification and drawings will need longer than when bills are supplied
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The formulation of bids Where no bills are supplied, the tenderers must prepare their own quantities from a complete set of drawings with the guidance of the specification Estimating, (the contractor formulating rates for the items in the bills), does not: 1. take account of the way in which the costs are incurred (brickwork on second floor is cheaper than brickwork on seventeenth floor) 2. necessarily mean that the actual rates are the same as those in the in the bills If the contractor does not want to tender (too busy or not appropriate work), he will submit and inflated cover bid If the contractor is short of work he may be satisfied with a low profit or no profit at all If the contractor does want the job, but the contract is risky, he will add a premium to the rates The contractors cash flow has a significant effect: 1. If the project is at the end of a tax year, he may reduce the rates at the beginning of a project and increase then at the end back loading 2. Or the contractor may wish to get cash quickly to meet liabilities and will therefore inflate the rates at the beginning front loading Illustrates the danger of using bill rates to value variations Withdrawal of tender As the contractors tender is merely an offer, it may be validly revoked at any time before it has been accepted This can cause problem for contractors relying on sub-contractors bids when formulating their own tenders Opening of tenders 1. When returned the marked envelopes will be left unopened until the time stated for delivery has passed and a check has been made that all have been delivered if this procedure is not observed, the architect may be liable for the tenderers abortive expenditure 2. Bills should be returned in separate envelopes and only the bill accompanying the lowest tender will be opened the others are returned 3. A list is prepared for the client in order of price, and the contract period may also be entered against the contractors name if this has been requested from the contractor 4. As soon as any tender is accepted, all tendering contractors must be notified 5. While confidentiality is important, contractors will want to know the result therefore the architect publishes the list of tender prices without the names attached Examination of a priced bill The QS will make a mathematical check and generally look through the rates for any possible serious errors or omissions in the pricing If there are none, the tender can be recommended for acceptance If mistakes are found, the architect, employer and contractor must be notified Under Alternative 1: 1. The contractor will either be invited to stand by the tender price or to withdraw 2. If he withdraws, the next lowest bid is considered 3. If he stands by the tender, an endorsement should be added to the priced bills indicating that all rates and prices inserted therein by the tenderer are to be considered as reduced or increased in the same proportion as the correct total or priced items exceeds or falls short of such items Under Alternative 2:
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1. The contractor should be given the opportunity of confirming his offer or amending it to correct genuine errors 2. Should he elect to amend his offer and the revised offer is no longer the lower, the offer of the firm now lowest in the competition should be examined 3. If the tenderer elects not to amend his offer, an endorsement will be required as above Negotiated reduction of tender Should the tender under consideration exceed the employers budget, the recommended procedure is for a reduced priced to be negotiated with the tenderer, based on agreed changes to the specification or the quantity of work Preparing contract documents Completing the articles or agreement is left to the architect or QS All documents should be marked for identification and signed by both parties
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First stage The process for the selection of the contractor and for the establishment of a level of pricing for subsequent negotiation Competitive selection takes place based on minimum amount of information needed to: 1. Provide a competitive basis for selection 2. Establish principles of layout and design 3. Provide unambiguous pricing documents related to preliminary design and specification information in forms sufficiently flexible for a basis for pricing the second stage tender 4. Define obligation, conditions of, and programme for second stage procedures 5. State the conditions of contract When the first stage procedure has been completed and a contracted selected for the second stage, no contract for the execution of the work will have been entered into The costs incurred in preparing and submitting the first stage will be borne by the tenderers Tenderers should not be required to submit a response to the health and safety plan with their first stage tenders: the tenderer whose bid is most favourable should be required to submit its response as soon as possible Second stage The process of finalisation by the employers professional team in collaboration with the selected contractor of the design and development of production drawings and the health and safety plan for the whole project and the preparation of bills of quantities for the works proceed on the basis of the first stage tender The result is an acceptable sum for inclusion in a contract, and completed contract documentation is prepared in conjunction with the contractor If the parties fail to proceed beyond the second stage, procedures, established during the first stage, will need to include equitable arrangements for reimbursement of the contractors participation in the second stage Used for complex projects
Selection of tenderers Preliminary list should comprise six to eight contractors Final list should (in additional to criteria outlined above) take into account: 1. Whether the firm has had recent experience of designing and constructing to type of building envisaged by the Employers Requirements
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2. Whether the firms customary design capability is in-house and if not, what method will be used Final list should limited to no more than three firms, due to the high costs involved in in preparing tenders for work with contractors design involvement If two stage tendering is used, the list may be increased to no more than five firms with either one or two going through to the second stage
Employers Requirements The Employers Requirements should state the priority of the following items that will determine the successful tender: 1. 2. 3. 4. 5. 6. 7. 8. 9. Appearance Functional requirements Capital cost Expected lifespan of the building Flexibility of use Quality Running and maintenance costs Time of construction Any other factors
Cost of tendering Where substantial high quality design work is required or excessive competition is introduced, it may be in the employers interests to offer payment fro the preparation of unsuccessful competitive tenders Single stage or two stage? Most employers would benefit from a two stage procedure that would enable post-tender changes and development to the design and cost In exceptional circumstances where the employers requirements are well defined, then single stage tendering may be used Extent of information A full set of drawings and specification should not be expected at tender stage Therefore the employer must indicate the minimum require to enable him to select a contractor Tenderers should be instructed to indicate in their tender the period they require to elapse between the acceptance of their tender and the commencement of work on site to enable them to complete production drawings and obtain necessary statutory approvals Tender period Depends on the nature of the Employers requirements and whether a single stage or two stage procedure is being followed For most projects, the period is three to four months Assessment The evaluation should be carried out in accordance with the criteria specified in the preliminary enquiry The best tender, which may not be the lowest, should be accepted Two stage tendering The process of finalisation of the contractors proposals resulting in an acceptable basis for the contract Where the employer fails to reach an agreement with the selected contractor, it will be necessary either recommence with second stage procedures with another tenderer or invite further first stage competitive tenders
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Negotiation
Newer forms of procurement (eg construction management and management contracting) demand a less adversarial approach The inherent flexibility demanded means no standard method for negotiating a contract Serial contracting: contractors are asked to bid for a project on the basis that if they build this one satisfactorily, others will follow and the same bill rates will be used - partnering Most effective way of selecting a contractor for non-traditional approaches Familiarity between employer and contractor is important factor
Joint ventures
For projects that are so complex that the distribution of liability becomes a problem Involves all parties taking on joint and several liability for the design and/or execution of the project The agreements must be carefully examined and backed up by bonds or guarantees
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March 1997
You have been asked by your client to draw up a tender list of main building contractors for a 10m retail development. Prepare: i) A tender enquiry questionnaire to be sent to ten contractors (6) ii) The agenda and objectives for a structured interview to establish the shortlist of those who will be invited to tender. List the attendees for the interview (6) i) Tender enquiry questionnaire Name of firm Size of firm Turnover of firm Evidence of financial stability Location of firm Recent experience of this type of project References from previous clients/architects Recent experience of this type of time scale Health and safety records Availability of resources for that time period Information on key personnel to be working on project Management structure of firm Quality assurance procedures within the firm Details of liability insurance ii) Agenda for interview The information in the questionnaire Location of project Nature of site/ existing buildings Restrictions over site The firms general approach to the site conditions Description of the required retail development including cost Experience of the firm in large retail developments Discussion as to the type of contract and method of procurement that will be used Experience of the firm with this type contract and procurement method Whether there will be any contractors design Health and safety records and initial plan for the project Resource available for the project Initial thoughts as to programme and phasing Procedure to be adopted for the examination and correction of any errors in the tender Approximate date for despatch of tender documents and tender period Any additional questions that the firm may have
Objectives To establish whether the firm has the requisite skill and experience for this type of development To judge their competence To ascertain whether they have the adequate resources necessary to carry out the project To meet the firm face to face To give the firm an opportunity to ask any questions about the project, client and design team
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List of attendees Client Architect and/or contract administrator and/or quantity surveyor Director of construction company Key personnel who would be involved with project
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Bonds and/or parent company guarantees are commonly used to protect the financial interests of the employer. Describe what these are, in what ways they provide security and how the requirements for these are included in the tender documents. (8) What bonds? Bonds are financial assurances that can be purchased from finance institutions such as banks or insurance company by contractors to back up their tenders What are parent company guarantees? Parent company guarantees are financial guarantees under which the contractual performance of one company within a corporate group is underwritten by other members of the group to back up the contractors tender In what ways do they provide security? Bonds and/or guarantees can be provided to guarantee every aspect of the contractors performance They provide security for the employer in that in the event of insolvency of the contractor Bonds can be provided in return for early release of retention money, so that the employer is protected against any defects that he may later discover Advance payment bonds protect the client in the event that the contractor fails to fulfil obligations that have already been paid for Bonds can also be requested by contractors from subcontractors to protect their ability to deliver the project for the tender sum in the event that their tender was based upon the subcontractors tender and the subcontractor has subsequently withdrawn How are the requirements for these included in the tender documents? The need for a bonds and/or parent company guarantee would be stated in the preliminary enquiry for invitation to tender Details of the bonds and/or parent company guarantees would be outlined in the tender package
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Clients who seek tenders on a design and build or design and construct basis should proceed by the following tender route: Not more than three firms, with one name in reserve should be invited to tender on a single stage basis Best used for simpler contracts with straight forward design input, or where it is intended that a significant proportion of the outline design will be undertaken by the clients own consultants before tenders are sought Two stage tender procedure should be used for more complex and substantial projects, subject to guidance to public sector clients on EU requirements under the CSSP Maximum of five terms (with one reserve) should be approached to tender for the first stage, narrowing the choice down to two (or one if preferred) for the second stage
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Where substantial ground investigation costs will be incurred by tenderers, they should b permitted to pool such costs by retaining a single firm of consultants to act on behalf of them all Where very large and expensive schemes are to be carried out, a reasonable proportion of the expenses should be paid to unsuccessful tendered, and this should be made known in advance
Pending its introduction: DoE should remind all public authorities through the CSCP that those tenders which offer the best value for money (economically advantageous) and show clear regard for cost-in-use should be accepted Public authorities should publish their own criteria for quality assessment in their tender documents, prior to the establishment of a national scheme. The CSCP should remind clients that it is desirable to adhere to proposals in the NJCC Codes of Procedure relating to timescales for submission of tenders, opening of bids, notification of tenderers and post-tender project planning
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Equal opportunities must also be vigorously pursued by the industry, with encouragement from Government
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24 - CONTRACT LAW
What is a contract?
Bilateral contract: contains a set of promises that each party has made to the other (X promises to build Y a house and Y promises to pay X for doing it) Unilateral contract: only one party will make a promise to do something if the other party actually does something stipulated by the former (X promises to pay Y $100 if Y completes and returns a questionnaire)
Types of contracts
Under hand: evidenced in writing - liability limitation period six years Under seal: deed - liability limitation period twelve years
Is there a contract?
Was there an intention of the partied to create legal relations? Was there an agreement between the parties? Was there a consideration?
Agreement
Offer A promise made by the offeror which matures into a contract when accepted by the other party An 'invitation to treat' does not turn into a contract - it is merely a stage in negotiations, inviting the other party to make an offer Letters of Intent The effect depends on the wording Does not usually give rise to any contractual rights or obligations It states that there will or may be a contract in the future, and hence is treated as indicating that there is no such contract at present Where a court is prepared to interpret a letter of intent as creating a contract, it will then have to decide on its precise scope Acceptance Must be certain and unambiguous: can be by word (written or oral) or by conduct, which must be made known to the offeror A counter-offer is not an acceptance as it varies the terms and destroys the original offer, which it rejects The counter-offer itself will have to be accepted by the initial offeror Retrospective acceptance Where a formal contract is not signed until after work has commenced, does the contract govern work which is done in the interim period? If the contract does not apply, the work will be paid for on a quantum meruit basis Other rights and duties of the parties will be governed by whatever terms the court implies into the circumstance A court may imply a tem for retroactive effect of the contract
Terms of contract
Express terms With written contracts, read the documents evidencing the contract to ascertain the express terms
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Implied terms Terms implied by statute (Sale of goods and Services Act 1982: carry out the service with reasonable skill and care, within a reasonable time, if not fixed by contract, and for a reasonable charge, if not fixed by contract) Terms implied by custom Terms implied by court
Privity of contract
For there to be a contract, consideration must have been provided Those who are privy to the consideration are said to be in privity of contract A person who is not party to a contract cannot gain any benefit by suing on it, nor can he suffer any detriment by being sued on it
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Application
Apply to most construction work: site clearance, exploration, excavation, ground works, assembly of pre-fabricated elements, building, (civil) engineering, alteration, renovation, repair, redecoration, fit-out, and maintenance. Apply to all dismantling and demolition work. Obligations on designers only apply to projects under 30 days long or less than 500 person days Projects involving less than 5 people at any one time Minor works in premises normally inspected by the local authority
Obligations
All parties must reasonably satisfy themselves through enquiries that those whom they appoint Are competent to carry out their respective functions Allocate adequate resources for health and safety Client May be delegated to an agent Appoint a Planning Supervisor Appoint a Principle Contractor Supply Planning Supervisor with information regarding land or premises (within reason). Ensure that construction work does not begin without a Health and Safety Plan Retain Health and Safety File for future use Planning Supervisor Notify HSE in writing following appointment as to: parties, programme, number on site, etc Advise client of obligations Advise client on appointment of consultants Ensure that the designers have met their responsibilities under the regulations Resolve interface problems between them Assess risks and apply reasonable risk reduction methods 115/198
Prepare a Health and Safety Plan for principle contractor Assess differences in tender in relation to Health and Safety Advise client to appoint a principle contractor Prepare a Health and Safety File for client Apply same procedures to any variations
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Designers Advise client of duties before any design work is begun Avoid foreseeable risks in construction and maintenance, (within reason) Give priority to protection measures Identify hazards Co-operate with planning supervisor and other designers Principle Contractor Ensure co-operation of all contractors Provide contractors with information and training regarding Health and Safety Plan Ensure that everyone on site complies with Health and Safety Plan Manage construction processes in accordance with other relevant regulations Provide necessary information to planning supervisor for Health and safety File Maintain and develop Health and Safety Plan Keep unauthorised persons off site Display Health and Safety notices clearly Other contractors Co-operate with principle contractor Provide employees with relevant information and training Comply with Health and Safety Plan Provide necessary information to principle contractor
Sanctions
Penalties may be personal or corporate Liability is almost exclusively criminal Breaches of the Act or Regulations can bring an unlimited fine and up to two years imprisonment All standard-form building contracts make reference to obligations of employer and contractor under CDM regulations
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March 2000
You are a Partner in an architectural practice that provides planning supervising services for both projects on which you are engaged and projects being carried out by other design teams. You are currently engaged as Architects by a major pharmaceutical company on an SFA appointment for the refurbishment and alteration of an existing 4000 square metre research building. The works will be over four phases and, whilst each phase will be vacated by the client, remaining areas of the building will be in operation. At the time of your appointment you advised the client that a Planning Supervisor is required. The client has requested a brief report from you summarising what they must do to satisfy the requirements of the Regulations. (10) The client must: Appoint a planning supervisor When tenders come in, consider their Health and Safety records Appoint a principle contractor Ensure when appointing the planning supervisor and principle contractor are competent and have adequate resources to carry out their duties Supply the planning supervisor with information regarding the existing research building and the operationsand processes that are carried out there Ensure that work does not start on site without a health and safety plan Retain the health and safety file I must warn you that: It is a criminal offence not to comply with your duties, with a penalty of unlimited fines and up to a two-year imprisonment You may face civil action from injured workers or contractual claims for breach of the health and safety regulations What do you consider would be the main issues for the pharmaceutical company to consider when choosing to appoint either you or their own excellent Health and Safety Officer as Planning Supervisor? (10) The pharmaceutical company must consider what the duties of the planning supervisor are. These are: To notify the HSE of the project To advise the client of his obligations To advise the client on the appointment of other consultants To ensure that the designers have met their responsibilities under the CDM regulations To resolve interface problems between them To assess the risks and apply risk reduction methods To prepare a pre-tender health and safety plan for the contractor To assess the differences in tender with a view to health and safety To advise the client on the appointment of the principle contractor To prepare the health and safety file To apply the same procedures to any variations There are no specific qualifications necessary to full the role of planning supervisor, however it is the clients duty to ensure that the planning supervisor will be competent and will have adequate resources to fulfil the role.
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To do this, the client must make enquiries to determine whether ourselves or their own health and safety officer have the necessary competence and resources to be able to fulfil the role. Does the health and safety officer have enough time to be able to take on the responsibility while carrying out his normal job? Does the health and safety officer have sufficient knowledge of the CDM regulations to be able to advise the client of his duties? It is doubtful that the health and safety officer will have sufficient skills in the coordination of the various aspects of the design. As architects, that is what we are trained to do, and hence would be best placed to fulfil the role. However, the health and safety officer does have intimate knowledge of the existing building and the processes that go on within it. Therefore he is in a good position to act as an advisor to ourselves if we are appointed as planning supervisor, with regard to information about the existing building. In addition, he will have an important input to make in the compiling of the health and safety plan when it comes to the working methods of the contractor who will have to make provisions for keeping part of the building in operation. Also, he will be useful in the assessing of tenders in this respect. We recommend that we fulfil the role of planning supervisor as we have mush expertise in the area, and have sufficient resources with the office to be able to carry out the role. We also recommend that the health and safety officer be appointed as an advisor on matters concerning the existing building and the processes that go on in it.
March 1997
Prepare annotated notes on the following: What aspects would you consider and at what stages would you carry out risk assessment as a designer? (10) I would consider all aspects of construction, which include: Site access and planning Site clearance and excavation Construction Fit-out Repair and maintenance Alteration and renovation Demolition Materials (in terms of hazardous substances and their weight and manoeuvrability) I would carry out this risk assessment on a continuous basis, as something to be considered to the same degree as any other aspect of the design. However, I would formalise the process by introducing health and safety audits into the QA system to ensure that nothing gets overlooked. Good times for this would be during C stage while the design is still loose, at the end of D stage, when the design is usually frozen, and again at G stage in preparation for the pre-tender health and safety plan. I would continue to carry out risk assessments past the tender stage if the project was being procured on a D&B contract. Also, I would carry out risk assessments for any variations that occurred during construction.
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What do you consider to be the main advantages/disadvantages of the same person being appointed as a designer and planning supervisor? (10) Advantages Knowledge of the scheme It is simpler for the client as there is one less point of responsibility There is already an established relationship with the design team It is a more efficient use of time and resources If it were the architect, it would mean more fees Furthermore the client may benefit from a reduced fee package Disadvantages The view may be biased The designer may be too close to the project to get an objective view Bad time management could result in design issues being prioritised over health and safety Any problems between the planning supervisor and the design team or the client would affect their perception of their capabilities as a designer There is more liability, therefore PI insurance premiums may increase
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JCT Amendment 18 of JCT80 was to ensure compliance with Part II of the Act in respect of adjudication and payment provisions The 1998 edition of the Standard Form is a consolidated version of JCT 80 with all the Amendments incorporated EEC The Engineering and Construction Contract (ECC) is a Second Edition of the New Engineering Contract (NEC) which was a clean sheet approach to contract drafting from the Institute of Civil Engineers Latham bestowed high praise on the NEC, but advocated certain changes The Second Edition was amended to meet many of the recommendations contained in the report An Addendum to the Second Edition of the ECC was issued in 1998 to take account of the HGCRA 1996 (Part II)
Section 106
Excludes contracts for the residential occupier
Section 107: The Act only applies when the contract is in writing
An agreement in writing whether or not it is signed
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An agreement made by an exchange or communications in writing An agreement evidenced in writing Where the parties agree orally by reference to written terms An agreement recorded by one or the parties or a third party with their authority
Section 112
Sets out the right to suspend performance if payment is not made within the specified time
Section 113
Making pay-when-paid clauses ineffective except where a third party is insolvent
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27 - LAND LAW
Land Law and Conveyancing
Land law is concerned with the rights of a landowner in or over his own land and the rights (or 'interests') that others may have over that land Law of conveyancing is concerned with the mechanics of the creation and transfer of rights in and over land, usually, but not necessarily, pursuant to a contract between a seller and a purchaser
Unregistered Land
All land in England and Wales must be registered consequent on transfer of ownership and in time unregistered conveyancing will disappear Most equitable interests (other persons' right in the land) are registrable as land charges under the Land Charges Act 1972
Registered Land
Over 90% of titles are registered The actual title is registered. Eliminating the need for title deeds Details of many (but not all) interests affecting the land will appear on the Register against the land itself, not against the name of the landowner at the time the encumbrance was created Transfer of the land is effected by registering the purchaser as the new 'registered proprietor'
An intending purchaser of registered land should: Inspect the Register Inspect the land itself, because certain rights such as easements, squatters' rights, local land charges etc may not appear on the Register An architect should find out from the client what adverse rights affect the client's property Irrespective of whether the land is registered or unregistered, there are Local Land Charges which are regulated by the Local Land Charges Act 1975 and registered separately in a register kept by all local authorities. These include: Preservation instructions as to ancient monuments Lists of buildings of special architectural or historic interest Planning restrictions Drainage schemes Charges under the Public Health and Highways Acts
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If construction work is likely to necessitate an incursion on to neighbouring land, the client must come to an arrangement with the landowner, usually in the form of a contractual licence If a permanent incursion is contemplated, it may be better to negotiate an easement In the absence of any easements, restrictive covenants or other binding agreements, a person is generally free to build anywhere on his land, subject to planning issues However, the development may give rise to a claim by a neighbour in 'nuisance' where there is an unjustifiable interference with the neighbouring landowner's use and enjoyment of his own land through excessive dust or noise If a landowner has an easement over adjacent land any interference with it by the owner of the burdened land will not constitute a trespass but will be a nuisance, but only if it prevents the practical and substantial enjoyment of the easement
Licences A neighbour may give another person permission to use his land by means of a 'contractual licence' A licence is permission to do something that would otherwise be unlawful A bare licence is permission to enter the land given gratuitously without any counter-benefit to the landowner giving permission It is revocable at any time by the licensor, and on such revocation, the licensee becomes a trespasser, although he is entitle a reasonable time to enable him to leave the land A contractual licence is granted for some counter-benefit, usually a fee Whether it can be revoked depends upon the contract Boundaries A boundary has been defined as the imaginary line that marks the confines or line of division or two contiguous parcels of land Boundaries are fixed by: proven acts or the respective owners, statutes or order of authorities having jurisdiction, or by legal presumption
Easements
Easements are the rights that one owner of land may acquire owner the land of another There must be a dominant and a servient tenement The easement must benefit the dominant tenement to which t will become attached The two tenements must not be owned and occupied by the same person The easement must be 'capable of forming the subject matter of a grant', that is, of being created by deed ie sufficiently well defined, certain and limited in scope so as to qualify as an easement There are well-established categorise of easement, but new rights can become recognized as being capable of being granted Against this, certain rights cannot exist as easements: a right to a view; o privacy; to a general flow of air; to have the property protected from the weather; and a general right to light (as opposed to a right through a defined aperture) Positive easement: enables the dominant owner to do some act upon the servient tenement Negative easement: allows the dominant owner to prevent the servient owner from doing something on his land
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Express grant or reservation: a landowner may by deed or written contract expressly grants an easement over his land in favour of a neighbouring landowner, or expressly reserves to himself an easement Implied reservation: when the parties to a transaction concerning land have not expressly mentioned easements reserved to burden the part sold. There are two situations where the easements will be treated as if they were deliberately reserved for the benefit of the land retained - easements of necessity (an easement without which the vendor's retained land cannot be used at all), or an easement in the common intention of the parties (an easement that both parties accept should exist) Implied grant: similar to above, but when no easements are expressly granted to the purchaser for the benefit of the land sold Prescription: long use without force, secrecy or permission can give rise to an easement. Use for 20 years is normally accepted
Extinguishment of Easements Apart from an express release by deed, the most important method of extinguishing an easement is when the dominant and servient tenement come into the same ownership and possession Types of Easement Rights of way: may be restricted in frequency and type of use Rights of support: the right of support for land by other land has been distinguished from an easement, but it is possible for one building to acquire an easement for support against another after a period of 20 years Rights of light: rendered of secondary importance by daylighting regulation under planning controls, and is only in respect of some definite opening and as necessary for 'ordinary purposes'. A Local Land Charge can be registered indicating the presence of a theoretical wall of stated dimension in such a position as to prevent an adjoining owner from claiming an absolute right of light after 20 years of uninterrupted use
Restrictive Covenants
A restrictive covenant is a binding obligation that restricts an owner of servient land in his use and enjoyment of that land Typical examples of restrictive covenants: not to build above a given height or in a given place; restricting the user of the land to given purposes It is in substance negative It is made between the covenantor (the person who is making the promise and whose land is burdened) and the coventantee (the person who can enforce the promise) That the parties intend the burden of the covenantto run with the covenantor's land so as to bind it not only to the covenantor but also his successors in title It is an equitable interest in land and therefore requires registration as a land charge in unregistered land or is protected by registering a notice on the Register of Title for registered land Architects should obtain from their clients confirmation from their clients that there are no restrictive covenants applying to the site that could affect the proposed design and use of the building or whether a building can be constructed at all Power is given to the Lands Tribunal under the Law of Property Act 1969 for the discharge or modification or any covenant if the Tribunal is satisfied that: changes in the neighbourhood make the covenant obsolete; or that the restriction does now not secure practical advantages of substantial value to the person entitles to its benefit; or is contrary to public policy
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Mortgages
The alteration to property will alter the value of the mortgagee's (lender's) security For this reason most mortgages contain covenants requiring the borrower to obtain consent to any proposed works The architect should ask the client if the property is mortagaged and request him to obtain any consents
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28 - LAW OF TORT
Concerned with the conduct that causes harm to a partys personal, proprietary or financial interests Law of wrong-doing: provides a system of loss distribution and regulates behaviour within society To be actionable it is not enough that an act or omission as a matter of fact harms another persons interests the wrong must also interfere with some legal right of the complaining party
Negligence
Concerned with the careless infliction of harm or damage and has three essential elements: 1. The existence of a legal duty of care 2. A breach of that a duty 3. Consequential damage
The legal duty of care Three stage test: 1. Foreseeability of damage 2. The relationship of neighbourhood or proximity between parties 3. An assessment of whether the situation is one which in all the circumstance the court considers fair and reasonable for the imposition of a legal duty There should be little difficulty in considering whether a duty of care exists where either damage to person or property has been occasioned Breach of Duty A person acts in breach of a duty of care when behaving carelessly The standard of care required is that of a reasonably prudent man However, where the person holds himself out as a professional the standard of care expected of him is higher than that of a layman Damage must be caused by the breach In order to establish liability in negligence it is necessary to prove actual damage Economic loss Economic loss is a category of non-physical damage The long-standing reluctance to recognise a duty of care to prevent economic loss has been based on floodgates argument it would significantly widen the potential scale of liability in tort Murphy v Brentwood 1. A house which had been built on improper foundations allegedly due to the councils negligence in passing the building plans 2. It was held that the council did not owe a duty in tort to the owner or purchaser of the property in respect of the costs of remedying such defects in the property 3. The repair costs were held to be pure economic loss and irrecoverable, whether or not the defects amounted to a threat to health and safety Although there is no general liability for economic loss, economic loss consequential to damage is treated separately and is recoverable An exception of there being no general duty to avoid causing pure economic loss is provided in the area of negligent misstatement Hedley Byrne &Co. Ltd v Heller and Partners 1. The defendants gave a favourable financial reference to the claimants bankers in respect of one of the claimants clients
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2. The claimant relied on this incorrect reference and as a result suffered financial losses when the client became insolvent It was held that a defendant would become liable for such negligent misstatement if: 1. There was a special relationship based on an assumption of responsibility between the parties 2. The defendant knew or ought to have known that the claimant was likely to rely upon his statement 3. In all circumstances it was reasonable for the claimant to rely upon the statement Attempts to extend the liability for pure economic loss to negligent conduct has largely failed
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Nuisance
Concerned with the unjustified interference with a partys use of land Whether the activity is actionable depends upon the circumstances of the case and whether there was damage
Public nuisance Inflicts damage, annoyance or inconvenience on a class of persons generally A criminal offence only actionable in tort if an individual has suffered some particular kind of foreseen damage or when some private right has also been interfered with Private nuisance An unlawful act which interferes with a partys use or enjoyment of land or of some right connected with it A party doing something that is not limited to his own land but affects another partys occupation of land by either: 1. Causing an encroachment onto the neighbouring land 2. Causing physical damage to the land or buildings 3. Causing an unreasonable interference with a neighbours enjoyment of his land
Trespass
Involves an interference with a persons right to the security of his body and can be of three varieties: 1. A battery unlawful physical contact 2. An assault where the innocent party is caused to fear immediate infliction of such contact 3. False imprisonment which involves the complete deprivation of liberty without proper cause for any period of time It involves any unjustifiable entry upon land in possession of another It is also a trespass to leave, place or throw anything onto another partys land It is actionable without proof of damage although if consequential losses are thereby caused, damages are recoverable
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Liability under the Act is limited to a period of six years after the completion of the work concerned
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Limitation periods
Tortuous actions six years from the accrual of the cause of the action Personal injury - three years When damage is an essential ingredient in liability time begins to run from the date when that damage occurs If there is trespass, libel or other act which in itself amounts to an actionable tort, time begins to run from the date of the act itself Where a party deliberately conceals negligent design or construction work, the liability period shall not begin until the claimant has discovered the fraud
Remedies
Provision of damages To compensate the claimant for the damage and losses sustained as a result of the tort Intended to put the claimant back in the position he would have been had the tort not occurred Injunction Aimed at preventing loss and damage rather than compensating for it To prevent an anticipated tort, or restrain the continuance of one
Apportionment of liability
More than one person can be responsible for the same damage
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29 - PARTY WALLS
The Party Wall Act 1996
Sets out procedure for serving Notices for the following works: Building along the line of junction of the boundary which is not currently built on other than to the extent of a boundary wall (not being the wall of the building) Carrying out works to a party structure/party wall/party fence wall, such as underpinning, demolishing and rebuilding, raising, removing chimney breasts, cutting in to install beams, injecting a damp-proof course, columns, etc. Excavating or excavating to construct new foundations within 3 metres of an adjoining building and to a greater depth than the foundations of that adjoining building or structure If one is excavating or excavating to construct foundations within 6 metres of an adjoining building or structure and to a depth that would intersect a 45 line drawn downwards from the next door's footings.
Definitions
Party Wall Section 20a: A wall which forms part of a building and stands on lands of different owners to a greater extent that the projection of any artificially formed support on which the wall rests Section 20b: So much of a wall, not being a wall referred to in Section 20a above, as separates buildings belonging to different owners Party Structure Party wall, party floor, partition or other structure separating buildings or parts of buildings approached solely by separate staircases or separate entrances Part Fence wall A wall which does not form part of a building but stands astride the boundary
Notices
Known as a Party Structure Notice, Line of junction notice, or a Foundation Notice Must state: The name and address of the building owner The nature and particulars or the proposed works The date on which the proposed works will begin A Foundation Notice must be accompanied by plans and sections showing: The site and depth of any excavation the building owner proposes to make If he proposes to erect a building or structure on the site A Line of Junction Notice must describe the intended wall Time scale A Party Structure Notice must be served at least two months before the works are due to start A Foundation Notice and Line of Junction Notice must be served at least one month before Works cannot start if an award is yet to be agreed Notices must re-served after 12 months if an award has not been agreed within this time An adjoining owner has fourteen days to dissent or consent, otherwise he will be deemed to have dissented by default
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Thereafter a dispute arises and surveyors must be appointed to settle the matter by an award
Surveyors
The parties can agree the appointment of one surveyor: 'agreed surveyor' The adjoining owner can appoint their own surveyor The two surveyors must then appoint a third surveyor who will adjudicate If an adjoining owner fails to respond to the notice, the building owner can appoint a survey for the adjoining owner No specific qualification is needed by the surveyor, but knowledge and expertise necessary The surveyor's duty to in his award to determine the right for the works to be carried out, the time and manner of executing this work and any other matter arising out of or incidental to the dispute, including the costs of making the award Most important aspect of the award is the Schedule of Condition taken of the adjoining property or land
The Award
Once the award is agreed, it is published to the owners who have fourteen days in which to appeal against the award in the County Court if they feel it has been made improperly The surveyors decide who pays the fees for agreeing the award and any other costs arising from it It is normally the building owner who bears the cost because the works will be for his benefit If there are works which are necessary on account of defect or want of repair, then the costs will be apportioned
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30 - PLANNING LAW
Principal Acts and Orders
Town and County Planning Act 1990 Planning (Listed Buildings and Conservation Areas) act 1990 Town and Country Planning (Use Classes) Order 1987 Town and Country Planning (General Permitted Development) Order 1995 Local Government, Planning and Land Act 1980
Which Authority?
Planning permission applications must be made to the Local Planning Authority In most cases the LPA is the District (Borough) Council or the Unitary Authority If the application relates to a 'County Matter', it is made to the County Council County Matters: mineral mining, working and development; national parks; waste disposal There are seven categories of development whereby consultation by the district council with the county council must take place; this is when the development which would conflict with structure plans, development plans or local plans Usually negotiation will take place between the applicant and the LPA Fees are payable in respect of planning applications
Meaning of Development
The carrying out of operations The making of a material change in the use of land
What is (not) an operation? Purely internal works and Works that do not materially affect the external appearance of a building are not development What is a change of use? Town and Country Planning (Use Classes) Order 1987 contains 11 classes of use
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If the change of use will leave the use in the same use class, the proposed change will not constitute development When granting planning permission, a LPA may impose such a condition that would prevent any future change of use
Permitted development
The General Permitted Development Order 1995 carries 84 classes of development by which planning permission is automatically given, and hence there is not need to make an application Example: erection of a porch
Outline Permission
A way of 'testing the water' to gain permission for the principle of the development Useful for applicant who does not own land, and wants to ascertain the value of it If approved, the applicant must later submit detailed plan and specifications for the 'reserved matters' within three years If the outline application is refused, there is a right to appeal, as above If the outline application is granted, but the LPA refuses to approve the reserved matters, there is also a right to appeal
Notices
Notice of making an application must be given to the landowner, and any tenant of an agricultural holding Notice of making an application must be placed in a newspaper for general publicity Notice of development must be exhibited on site
LPA Procedure
The LPA must consider the application and give a decision generally within 8 weeks The LPA may need to consult the county council The LPA may grant the application, may refuse it, or may grant it subject to conditions
Conditions
The conditions must fairly and reasonably relate to the development The LPA is not at liberty to use its powers for an ulterior motive
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as to offer some planning benefit as part of the package involving the grant of planning permission The S106 binds both the current and the future owner of the land
Duration of Permission
Unless otherwise specified, the permission lasts for five years With regard to outline permission, development must have begun within five years of the grant, or within two years of the final approval of the reserved matters, whichever is longer
Starting Development
Development is begun on the earliest date on which a material operation in connection with the development is started
Abandoning Development
Can planning permission be lost through non-use? There is no legal principle that a planning permission could be abandoned by the act of a party entitled to the benefit of permission
Completion Notices
The LPA may serve a developer with a 'completion notice' requiring the completion within a certain time period It will declare that the planning permission will cease to have effect on the date specified, but not before twelve months of the notice It will not take effect unless and until confirmed by the Secretary of State The LPA may withdraw the notice
Conservation Areas
LPA has the power to declare certain areas as conservation areas Designated under the Planning (Listed Buildings and Conservation Areas) Act 1990 Conservation Area Consents are needed for demolition and the felling of trees Planning application s must be advertised Controls are not as extensive as for listed buildings, but more restrictive tolerances may be applied
Listed Buildings
Planning (Listed Buildings and Conservation Areas) Act 1990 Listings Compiled under section 1 of the 1990 Act by the Secretary of State or the Historic Buildings and Monuments Commission for England
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Once a building is listed the local authority cannot make a building preservation order for it The owner does not need to be consulted; merely told what has occurred The statutory kept list is open by Secretary of State for free public inspection Local authority keeps open for free public inspection any portion of the list that relates to their area To damage a listed building is a criminal offence A local authority may carry out works urgently necessary for the preservation of an unoccupied listed building after giving the owner seven days notice A local authority may make a loan towards preserving buildings of special historic interest The entire setting is considered when deciding whether or not to list a building Gives protection to any object or structure fixed to a building or forming part of the land on which the building stands
Listed Building Consent No provision for an owner to appeal against the listing of his building While it is necessary to get planning permission for any kind of development, if the site of the development is occupied by a listed building, then the development cannot take place unless a 'listed building consent' is first obtained Listed building consent must be obtained in order to demolish, alter, or extend a listed building It may be granted with or without conditions The application is made to the LPA A grant for listed building consent will last for five years If planning permission has been granted and there is a building on the site, the developer may apply for a certificate that the Secretary of State will not list such building for at least five years Merely because planning permission has been granted for development, it does not follow that listed building consent will be given to remove some obstructive listed building to allow such development to go forward However, planning permission lasts for five years and during that time opinions about the listed building may change If listed building consent is refused, there is a right to appeal It is an offence to fail to comply with any conditions attached to a consent If the owner is faced with a refusal of a listed building consent and can demonstrate that in its present state his listed building has become incapable of beneficial use, then he may serve a listed building purchase notice on the local authority Listed Building Enforcement Notice If unauthorized works to a listed building are carried out, the LPA may serve a 'listed building enforcement notice' upon the owner requiring a full reinstatement of the listed building There is a right to appeal Penalties are provided in the case of non-compliance A LPA is authorized to acquire compulsorily any listed building, which is not properly preserved This power may not be exercised until at least two months after the service on the owner of a repair notice If a listed building is compulsorily acquire, the compensation to be paid to the owner will in general disregard the depressive effect of the fact that the building has been listed Unless the building has deliberately been allowed to fall into disrepair to justify the redevelopment of the site, in which case the owner is only entitled to minimum compensation
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Building Preservation Notices Although an LPA can no longer make a building preservation order, it can serve on the owner a building preservation order for temporary protection of six months, during which time the building is protected as if it were listed This gives time consideration as to whether the building should be listed If is not listed then the preservation notice ceases and cannot be made again for another 12 months In addition, compensation may be payable to the owner Certain buildings of undoubted architectural and historic interest do not come within the protection of listings at all: Ecclesiastical buildings in use for church purposes A building included in the Schedule of Monuments compiled and maintained by the Secretary of State under ancient monuments legislation Buildings in conservation areas Section 74 of the 1990 Act gives protection to all buildings if they are within a conservation area designated under section 69
Enterprise Zones
Established by the Local Government, Planning and Land Act 1980 Within Enterprise Zones special provisions relating to planning and local council tax apply Between 1981 and 1996 almost 50 Enterprise Zones were set up and they have been successful in stimulating job creation
extend to other areas the type of planning regime already established in an Enterprise Zone This will enable the LPA to specify types of development allowed in an area so that developers can then can then carry out development that conforms to the scheme without the need for a planning application and associated fee In addition to providing the LPA with powers to introduce SPZs, they will also be required to consider proposals for the establishment of SPZs initiated by private developers SPZs are now dealt with in the Town and Country Planning Act 1990 They will be established by LPAs by means of Simplified Planning Zone Schemes The LPA will need to consider very closely the details of their proposals because the wider and more liberal the development automatically granted by the Scheme, the less will the LPA be able to exercise their own policies relating to development control on an ad hoc basis Land in a National Park, a Conservation Area, within Norfolk and Suffolk Broads, within an area of outstanding natural beauty, in a greenbelt identified in a development plan, or land notified under the Wildlife and Countryside Act may not be included in a SPZ
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March 2001
What consultants do local authorities normally carry out in respect of a Planning Application, and what could an architect do to ensure a smooth passage to approval? (10) Consultations that local authorities normally carry out Borough council: internal departments, such as housing, environmental health County council (for projects that have an effect on LDPs or SP): transport, archaeology Parish council (if they claim the right) Town council Police and Fire Brigade Statutory Undertakers: water, gas, electricity Public and local interest groups Highways Agency Environment Agency To ensure a smooth passage to approval and architect could: Apply for outline planning permission Set up early and regular meetings with the case officer Meet with the consultants - take heed of comments Hold a public exhibition - take heed of comments Be aware of the relevant PPGs, LDPs and SPs
Additional planning approvals and consultations might be necessary for the following. What would these be, and what status would they have? i) Works which affect the character of a listed building Planning Permission Listed Building Consent English Heritage - statutory body Society for the Protection of Ancient Buildings - advisory Victorian Society - advisory Local action groups - advisory
ii) Demolition of an unlisted building in a conservation area Planning Permission Conservation Area Consent English Heritage - statutory body Society for the Protection of Ancient Buildings - advisory Victorian Society - advisory Local action groups - advisory
iii) A new building of more than local significance on a particularly sensitive or prominent site? (10) Planning Permission Commission for the Built Environment - executive non-departmental public body - advisory Secretary of State (DTLR) - has the power to 'call in the application if it is of major importance English Nature - statutory body
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National Trust - advisory Environment Agency - statutory body Highways Agency (for prominent sites) - statutory body
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March 2000
The Property Company Ltd owns a former supermarket building and site in the main retail street of an historic market town. The town centre is a Conservation Area and the buildings adjacent to the former supermarket are both listed. The former supermarket is 3500 square metres at ground level, with a further 2000 square metres at first floor level facing directly onto the main shopping street. Behind the supermarket is a parking area for 120 cars and a goods delivery area. The Property Company Ltd have been advised by retail agents that there is a demand for a range of retail units of about 150 to 1500 square metres but no demand for the former supermarket. You are retained as Architect by The Property Company Ltd to prepare a feasibility study for the redevelopment of the site. Prepare notes to demonstrate the scope of the feasibility study, the principle considerations and the enquiries/research it will be necessary for you to carry out. (20) Planning Consultations with development control 1996/PPG6: Town Centres and Retail Developments 1994/PPG13: Transport - recommended number of parking spaces 1994/PPG15: Planning and the Historic Environment Local Development Plan, Structure Plan Is the area a conservation area? If so need conservation area consent need for demolition Are there any previous planning consents? Outline planning permission? Consultations with English Heritage, SPAB Site Ground conditions - consult engineer Building survey - consult surveyor Topographical survey - consult surveyor Hazardous substances survey and contamination - consult surveyor Archaeological survey - consult county Council dept of archaeology Easements/Restrictive covenants - consult land register and solicitor Services - consultations with statutory undertakers re relocation and upgrading of services Design Access Demolition or conversion? Specification Massing and arrangement on site Cost Outline budget - consult QS Are any grants available? - consult local authority Time-scale Procurement options
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March 1997
Respond to the following letter: Retail Shed Company Development Road The City
We were pleased to meet last Thursday and, having agreed your terms of engagement, we wish to move ahead with the feasibility proposals for the retail shed centre. We envisage that we will need in excess of 30,000 square metres of building, comprising mainly of free standing units of between 1500 and 4500 square metres, 1700 car parking spaces, a petrol station a drive through fast food unit. From the site visit you will be aware that the site is a former railway and dock area and is only accessible from the local council housing estate. It is vital that we gain a direct road link through the existing local highway depot onto the motorway link road. We are anxious to move forward with sketch proposals and we will arrange a meeting with the Director of Planning and Economic Development at the City Hall and we will wish to table your proposals at that first meeting. Please forward a summary of the principle planning issues that you believe we will need to address at that meeting and, for our information, outline the enquiries, documents, etc, that you will be consulting prior to preparing your sketch proposals. We look forward to working with you on this exciting and fast moving project. Yours faithfully Mr B I G Client (20) Principle planning issues As a former industrial site, is it an enterprise zone or simplified planning zone? Does a Local Development Plan or Structure Plan exist to cover the areas? Area the uses permitted in this area, especially petrol station and fast food outlet? 1992/PPG4: Industrial and Commercial Development and Small Firms 1994/PPG13: Transport - recommended number of parking spaces for this development Are there any previous planning consents? Outline planning permission? Consultations prior to sketch proposals Highways Agency regarding creating a link road and access around site Environment Agency regarding redeveloping former industrial land Ground conditions - consult engineer Topographical survey - consult surveyor Hazardous substances survey and contamination - consult surveyor
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Easements/Restrictive covenants - consult land register and solicitor Services - consultations with statutory undertakers re relocation and upgrading of services
Information required from client Specification Outline budget Are any grants available? - consult local authority Time-scale Procurement options - to be discussed dependent on the above
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What subjects might it cover on a large industrial project on a tight reclaimed site close to but not linked to main roads, and why? (10) Site location and access - ascertain whether it is possible to link the site to the road system, it is near any areas of outstanding natural beauty or interfere with any watercourses? Uses of adjoining land - is the use compatible with surrounding uses? Easements and restrictive covenants - can restrict development Planning issues - is there a LDP or SP that dictates the nature of the development? Are the uses permitted? Is it in an Enterprise Zone or Simplified Planning Zone? Geological issues - as reclaimed land, is it stable? Will the development require excessive foundations? Is there contamination? Services - can the existing services be extended, relocated or upgraded? Grants - are any available? Design possibilities - is a satisfactory arrangement on site possible for such a tight site? Cost - What is the outline budget? Specification - What level is required? Programme - What is the time scale? Procurement routes - Which are appropriate for this type of development?
How would you deal with any significant issues that could not be resolved in time for delivery of your report? (5) Clearly outline in the report what information is missing Set up meetings with the various consultants so that the missing information can be discovered as soon as possible Ascertain if and when such information will be available If the information is not available, warn the client that he will be proceeding at risk Choose a procurement option that would allow that risk to be minimised Suggest that the client rethink his proposals so as to eliminate the risk
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Officers
The elected members of the council make decisions about what is to be done All local authorities employ officers and other staff to implement their decisions
Committees
Committees consisting of named councillors are entrusted with specified functions of the council Examples: planning, finance, parks, housing, etc
Officer's Power
Local authorities can clearly delegate any of its discretionary decisions to any of its officers Local authorities do not stand outside the common law in respect of negligence by their officers Local authorities are not generally liable in negligence to building owner/occupiers for failings in the authority's enforcement of the building regulations concerning the defective construction of those buildings Local authorities are not liable for negligence in the grant of planning permission
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Inside of Metropolitan areas: DC responsible for education and welfare services All DC responsible for housing, refuse collection, drainage, clean air and public health generally, development control, parks and open spaces, and building control Water Act 1989: water industry was privatised and as a consequence the sewerage and water supply functions of the former water authorities have passed to successor companies, who are appointed by the Secretary of State to act as water and/or sewerage undertakers Water and sewerage undertakers are forbidden from causing river pollution
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Must be consulted by the planning authority regarding: Demolition in whole or in part or the material alteration of a listed building Development likely to affect the site of a scheduled monument Development likely to affect any Grade I or II registered garden or park of special historic interest
Must be consulted by the planning authority regarding: Development of land in a SSI Development of land in any consultation area around a SSI (up to 2 km from boundary) Development which is likely to affect a SSI
Must be consulted by the planning authority regarding: Developments involving mining operations The carrying out or works or operations in the bed of or on the banks or a river bed or stream The refining or storage or mineral oils or derivatives The deposit of refuse or waste The use of land as a cemetery Fish farming
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Statutory Undertakers
An architect is obliged to consider the availability or mains services and the rights of his client as a landowner regarding the various statutory undertakers: sewer and highways authorities, water, gas and electricity.
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Grants
The following are circumstances in which a building owner is able to obtain a grant from the local authority for some alteration or extension of his dwelling It may be possible in development areas and enterprise zones to obtain grants for industrial development
Grants under Housing Grants, Construction and Regeneration Act 1996 Renovation grant for the improvement or repair of a dwelling when unfit for human habitation Common parts grant for the improvement or repair of the common parts of a building Disabled facilities grant HMO grant for the improvement or repair of a house in multiple occupation Applications should be made and approved before work commences Applications are means tested Other grants Agriculture: with a view to the rehabilitation of livestock rearing land Clean air: for the adapting of a fireplace to allow then to burn only authorised fuels Historic buildings: available from local authority or English Heritage and are discretionary Airport noise: cost of insulation Water supply Home repair assistance; applicants on benefit
Special Premises
Additional controls are exercised over special premises: Factories: fire certificate, regulation regarding emissions Public houses and restaurants: liquor license, reports from fire brigade, environmental health and police Music and dancing: license Hotels: fire certificate Petroleum: license Theatres and cinemas: license Shops and offices: fire certificate, regulations regarding cleanliness, lighting, ventilation etc Food premises: food safety regulations
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Where from?
parent company guarantees financial institution
Nature of bonds
Payment employers duty to pay contractor contractor's duty to pay sub-contractor contractor providing bond for employer in return for early release of retention money Specific obligations a promise by a sub-contractor not to withdraw a tender Performance of contract in general every aspect of contractor's performance guaranteed
Types of bond
conditional: surety agrees to pay if and when specified conditions are satisfied, usually a default (breach of contract) by the contractor unconditional (demand bond): whether or not there has been a default unless fraudulent (uncommon)
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33 - CONTRACT INSURANCES
Relevant Provisions in Main Contract
Clause 20 - Injury to persons and property and indemnity to employer Clause 21 - Insurance against injury to persons and property Clause 22 - Insurance of the works Clause 22A - Erection of new buildings - all risks insurance of the works by the contractor Clause 22B - Erection of new buildings - all risks insurance of the works by the employer Clause 22C - Insurance of existing structures - works in or extensions to existing structures Clause 22D - Insurance for employer's loss of liquidated damages Clause 22FC - Joint Fire Code compliance
Clause 22A - Erection of new buildings - all risks insurance of the works by the contractor
Requirement contractor to take out and maintain a joint names policy for all risks insurance providing cover against physical loss or damage to work executed and site materials
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Exclusions damage to property arising from wear and tear, obsolescence, deterioration work carried out as a result of design defects professional negligence risk - insured separately fitness for purpose risk Failure of contractor to take out policy employer can take out his own policy and set off the costs against monies due to the contractor Payment of insurance proceeds contractor authorises the insurers to pay all insurance proceeds to employer employer has to pay monies (less professional fees) to the contractor by instalments issued under architects' certificates at interim certificate periods Partial completion employer takes responsibility of the works taken back Site materials all unfixed and goods delivered to, placed on, or adjacent to the works and intended for incorporation in them
Clause 22B - Erection of new buildings - all risks insurance of the works by the employer
Requirement employer to take out and maintain a joint names policy for all risks insurance providing cover against physical loss or damage to work executed and site materials Exclusions as above Failure of employer to take out policy contractor can take out his own policy and increase the contract sum by the amount of premiums he has to pay. Payment of insurance proceeds no requirement restoration of any loss or damage is treated as a variation
Clause 22C - Insurance of existing structures - insurance of works in or extensions to existing structures
for contract works, employer to take out a joint names policy and protect all sub-contractors for existing structures, employer to only insure against specific perils insure existing structures and their contents if owned by him, or for which he is responsible
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only in respect of damage by an specific peril - contractor will be entitled to extension of time, but employer will not be able to claim liquidated damages
Sub-Contractors
required to observe, perform and comply with the provisions or the main contract indemnify the contractor against breaches by them of specific provisions in the main contract required to carry and maintain insurance to cover its liabilities in respect of personal injury or death ensuing from work carried out by it
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Cover
usually arranged on an annual basis by a contractor, thus covering all contracts possible for cover to be arrange on a single contract basis but more expensive
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contract works policy to cover risks of loss or damage to contract works, but not to employer's existing property if the employer's existing property is damaged then the employer will only have legal redress against the contractor if he can prove negligence the employer may have already insured the risk under existing insurance arrangements or may effect special cover under clause21.2.1 against the specific risks of collapse, subsidence, vibration, weakening or removal of support, or lowering of ground water
Other exceptions motor vehicles, vessels and crafts breakdown and explosion of construction plant trade risks: defective materials or workmanship, normal wear and tear professional negligence risks: design defects confiscation by government losses due to unexplained disappearances contract penalties for delay, non-completion or consequential loss or damage cessation of work: failure to take precautions to protect the property testing and commissioning
General Conditions
reasonable precautions disclosure of material facts adjustment of the premium contribution - if there is another policy, the policy will not pay until the first policy has been exhausted cancellation - insurer's, but not the insured, have the right to cancel
Claims Conditions
notify insurer within three months of any events that may give rise to a claim refrain from repairs until the insurer has had time to inspect notify and assist the police in case of theft, loss or wilful damage to property
CLAIMS
dealt with by loss adjusters
Clause 21.2.1
insurance to be arranged in the name of the employer to protect him in respect of his legal liability for damage to adjacent or surrounding property which is caused other than by the negligence of the contractor or his subcontractors (employer already protected against negligence under clause 20.2)
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The Insured
any person who acquires the freehold or leasehold interest in the premises during the period of insurance therefore subsequent owners/tenants can be insured
Period of Insurance
ten-year policy starts from the date of practical completion but issued at the start of construction to enable compliance with Technical Control policy contains no cancellation cause
Maintenance Period contract works policy is extended to give cover during the maintenance (defects liability) period risk of duplication of cover during that period if during that period damage occurs that is covered by both policies, decennial policy will only pay in excess of the amount payable under contract works policy
Sum Insured
a full value sum is total estimated cost of re-building the premises, including provision for professional fees and removal of debris a first loss sum is lower that the full value when the risk of a total loss may be low
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If the all risks insurance is by the contractor: Clause 22A.4.1: shall give notice in writing to both the employer and the architect of the extent, nature and location of the damage The contractor will also notify the insurers Clause 22A.4.2: the occurrence of such loss shall be disregarded in computing any amounts payable to the contractor Clause 22A.4.3: after any inspection required by the insurers the contractor will restore the damaged work, restore and repair any site materials damaged, remove and dispose of any debris, and proceed with the carrying out and completion of the works Clause 22A.4.4: the contractor shall authorise the insurers to pay all monies in respect of the loss or damage to the employer, who will pay the amount (less any professional fees) to the contractor in instalments under Interim Certificates issues by the architect The contractor shall not be entitled to any payment in respect of the loss or damage other than the monies received under the insurance If the all risks insurance is by the employer: Clause 22B.3.5: the restoration of the loss or damage shall be treated as if it were a variation required by an and architect's instruction under Clause 13.2 Therefore the contractor will be entitled to the full payment in respect of the loss or damage, regardless of the amount paid by the insurers Clause 25.4.5.1 and 26.2.7: the contractor may be entitled to an extension of time and loss and/or expense due to the variation.
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On a separate project the Contractor notifies you that a recently constructed floor and wall have collapsed. Explain your course of action and the contractual situations in the following situations: 1. The Contractor notifies you that the collapse is due to a runaway truck owned by the neighbouring haulage firm crashing into the wall. (7) 2. Where no fault has been identified. (7) Course of action of the architect and contractual situation in both situations: Stop the work Ensure that the contractor has notified the employer Ensure that the contractor does not repair any work until the insurers have carried out their investigation Notify the Planning Supervisor Instruct the Structural Engineer to carry out a structural report Assess measures to be taken to restore the site to a safe condition Ask the QS to go to site to value the work damages Ensure that the contractor has disclosed all of the facts to the insurer In situation 1: The insurance money will be dealt with as described above The insurers will be able to use their right of subrogation against the neighbouring haulage firm In situation 2: Carry out a full investigation to determine who's fault it was: 1. Design fault 2. Contractor's fault 3. Specified peril Contact PI insurer's in case to notify them of a circumstance that may lead to a claim Advise other consultants to do the same If the damage was caused by a specified peril, it will be covered by works insurance If a design fault, will be covered by PI insurance
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Clause 34.3.2 as a relevant event, the architect shall ascertain any entitlement the contractor has to an extension of time
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Types of Insurance
Liability Insurance the insurer will indemnify the insured against damages and legal costs payable to a third party compare to third party car insurance Loss Insurance the insurer will indemnify the insured against loss or damage which that person has suffered, whether caused accidentally or by someone else's negligence compare to fully comprehensive car insurance
Liability Insurance
public liability policies (for those who provide a physical service, contractors) professional Indemnity policies (for those who give advice, prepare designs etc., consultants) the insurer's legal duty is owed to client not victim
Third Parties (Rights Against Insurers) Act 1930 where a person or company becomes insolvent, any claim the insured person could have made is automatically transferred to the victim however, the Act only transfers to a claimant those rights which the insured already had against the insurers, and these only arise when the person has been held liable to the claimant therefore, unless a successful claim is made against the company while it still exists, the victim cannot take action and, where a person who has become bankrupt has failed to comply with a condition of his liability insurance policy, the insurers will be entitled to refuse payment to the victim, just as they could have refused to pay the client
Loss Insurance
Subrogation where the loss insurer pays the client in respect of a loss that was someone else's fault, the insurer is entitled to take over legal rights the insured person could have exercised against the third party the insurer will seek, by suing in the client's name, to recover from the third party the amount that was paid to the client no rights of subrogation against any person who is insured under the same loss policy
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Claims made
PI insurance covers claims made during the period of insurance When proposing for insurance, architect must notify insurers of any past circumstance Failure to do so could void the contract During period of insurance, the architect must notify insurers of any new circumstance Any subsequent claim is deemed to have been made during the period of insurance Run-off insurance is needed after end of business
The insured
Practice Present partners and directors Future partners and directors for breach of duty in previous practice Former partners or directors for breach of duty while still in practice (6yrs) Estate, heirs and executors of the above Employees
Limits of Indemnity
Aggregate limit for all claims made in one year Limit for each and every claim with unlimited aggregate Higher the limit, higher the premium Must comply with professional body's minimum requirement Must satisfy client requirement Must provide for foreseeable contingencies - what type of work, past and present? Must be affordable - how much is the practice worth? Generally, three times gross fee income
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Excess
First X of each claim, or of a series of claims arising from the same occurrence Advisable to limit excess in aggregate in any one year Can include of exclude costs and expenses Generally 1-2% of Gross Fee income, say 100,000 Better to buy max affordable level of excess to allow high limit Must notify of circumstance even if seems to be within excess in case settlement eventually becomes more expensive than excess.
Exclusions
Claims are coverable by other insurances: Employers' Liability (Compulsory Insurance) - work accidents/unfair dismissal/sexual or racial discrimination Aviation, marine, and motor insurance General Public Liability Insurance - for risks involving ownership or use of own property or land Product Liability Insurance - products manufactured, supplied etc. Where insurers make a practice of not covering risk concerned: War risks Nuclear risks Special Arrangements No indemnity is provided against claims brought about by dishonest, fraudulent, criminal or malicious acts or omissions, however Indemnity is provided for innocent parties against claims brought about by dishonest, fraudulent, criminal or malicious acts or omissions of a partner or employee of the insured Controlling Interest Any entity in which the insured exercises a controlling interest Any entity exercising a controlling interest over the insured unless such claim is made against the insured for any indemnity in respect of a claim made by another party Where claims are made against contractual liability (including Collateral Warranties and Duty of Care Agreements), and the following are accepted in the terms of engagement: Acceptance of or guarantee for fitness for purpose Any express guarantee Any express contractual penalty Any acceptance of liquidated damages Pollution Either excluded entirely, or Provided in a restricted form, where because of an error (rather than intentional act) by the insured Directors and Offices Liability Claims arising out of an architects activities as director of a company
Extensions
Inadvertent non-disclosure before inception when innocent and free from fraudulent conduct or intent to deceive Liability for and physical loss or damage to documents Defending and pursuing actions for breach of copyright 166/198
Joint Venture and Consortia, where such venture together with turnover has been declared to underwriters Self employed sub-contractors and contract hire staff Lecturing, arbitration, expert witness Libel and Slander
CDM Implications
PI can be extended to define Planning Supervision as part of the insured's professional business, subject to the architect satisfying the insurers on the standard of training provided Exclusion relating to liability arising out of criminal acts has to be modified to ensure that breach of a statutory instrument does not preclude insurers dealing with any civil claims which follows Insurers will bear some of the costs of criminal prosecution defence civil action is likely to follow
Proposal Forms
Completed each year and accompanied by: Awards for major projects Practice brochure Certification under IS09000 and similar Internal organisation chart Details of joint ventures
Market
Insurers: companies, Lloyd's syndicates, underwriting agents, mutuals Brokers: general retail broker, specialist PI broker, specialist architects' PI broker Claims handled by: specialist solicitors appointed by insurers, specialist loss adjusters appointed by insurers Premiums influenced by: gross fees, type of work, claims history, limit of indemnity, excess, market competition
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March 1997
Explain why architectural practices are recommended to have professional indemnity insurance. (5) Professional Indemnity insurance covers the architect against his civil liability and the civil liability of those acting on his behalf in the course of professional business. Hence the architect is covered against claims in contract and in tort. It also covers the cost of defending any such claim. In addition, PI insurance covers the architect for any loss incurred as a result of fraudulent acts or omissions of and partners or employees of the architect. Therefore it is vital that the architect has such insurance to protect him against these eventualities, especially as: there is an increasing tendency for people to lay blame and for clients to bring claims as an attempt to stall a fee demand Moreover: it has been compulsory since 1998 under ARB rules to maintain PI insurance it may be required by the client and the architect is jointly and severally liable for his partners What factors do you consider would influence the level of premium in assessing a professional indemnity application from an architectural practice? (15) The level of premium is affected by the nature of the practice being insured, the terms of the insurance policy and the condition of the insurance market Practice: information necessary for the insurers to establish premiums is requested on the proposal forms, which should be completed and returned annually, includes The types of projects in the practice - size and complexity will be influencing factors The fees for the project What other duties are taken on - planning supervisor, expert witness, adjudicator, arbitrator, etc The structure of the practice - whether it is a partnership, a limited company, etc Internal organisation of the practice - number of partners, senior architects, junior architects etc Details of any joint ventures Whether they are certified under ISO 9000 or (9001) - Quality Assurance Their claims history Terms of Policy What limit is required by the practice, ARB, or client The higher the limit, the higher the premium What excess is acceptable The higher the excess, the lower the premium Market: the insurer can be: A company A Lloyd's syndicate An underwriting agent A mutual Competition between these bodies will affect the premium
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In addition, different types of broker will be able to offer different policies and the state of the economy will also effect the level of premium
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36 - CERTIFICATES
March 1998
Outline the duties, roles and contractual responsibilities during construction stage of: The Quantity Surveyor The Clerk of Works The Person-in-Charge (12) Quantity Surveyor Role To ensure that the correct amount is paid to the contractor at the correct time Duties Valuations of Variations, Interim Valuations, final adjustment of Contract Sum Contractual responsibilities: Valuation of Variations Either: 1. Clause 13.4.1.2A2: within 21 days of receipt of a Price Statement the Quantity Surveyor, after consultation with the Architect, shall notify the Contractor in writing either the Price Statement is accepted or not 2. Clause 13.4.2.1A4: where the Price Statement has not been accepted the Quantity Surveyor shall include in his notification to the Contractor the reasons for not having accepted the Price Statement and supply an amended Price Statement which is acceptable to the Quantity Surveyor after consultation with the architect Or 1. Clause 13.4.1.2B: the Valuation shall be made by the Quantity Surveyor Interim Certificate 1. Clause 30.1.2.1: interim valuation shall be made by the Quantity Surveyor whenever the Architect considers them to be necessary for the purpose of ascertaining the amount to be stated as due in an interim certificate 2. Clause 30.4A.1: the Architect shall at the date of each interim certificate prepare, or instruct the Quantity Surveyor to prepare, a statement specifying what deduction in respect of the Contractor's Retention and of the Nominated Sub-Contract retention for each Nominated Sub-contractor would have been made in arriving at the amount stated as due in such Interim Certificate Final Adjustment of Contract sum 1. Clause 30.6.1.2: Not later than 3 months after receipt by the Architect or by the Quantity Surveyor of the documents necessary for the purposes of the adjustment of the Contract Sum, the Quantity Surveyor shall prepare a statement of all adjustments to be made to the Contract Sum Clerk of Works Duty To act solely as inspector on behalf of the Employer under the directions of the Architect Responsibilities Instructions given to the Contractor by the Clerk of Works are only empowered if confirmed by the Architect within 2 days - Clause 12 Person in charge Role Site foreman Duties Ensuring that Health and Safety procedures are adhered to Security on site
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Keeping record of adverse weather Keeping day working sheets Contractual responsibility Clause 10: The contractor shall constantly keep on site a competent person-incharge and any instruction given to him by the Architect shall be deemed to have been issued to the contractor
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Describe the architects duties and responsibilities to inspect and certify works during the contract, up to and including the issue of the Final Certificate. Describe the procedures you would follow in discharging these duties. (8) Inspection Duty to inspect but not supervise Inspections should take place at critical points during construction: 1. before the work is covered up 2. before issuing any certificate to ensure that the work has been properly executed Certify Interim Certificates Clause 30.1.1.1: issue interim certificates stating the amount due to the contractor from the employer specifying to what the amount relates and the basis on which the payment was calculated Clause 30.2.1.1: included within the interim certificate should be the total value of the work properly executed by the contractor Certificate of Practical Completion Clause 17.1 when in the opinion of the Architect practical completion of the works is achieved, the contractor has sufficiently complied with H&S requirements, and the Contractor has supplied as-built drawings for performance specified works, he shall issue a certificate to that effect The Defects Liability Period then begins The Architect prepares a schedule of defects (any defects, shrinkages, or other faults due to materials or workmanship not in accordance with the contract) which appear within this period, which he delivers to the contractor not later than 14 days after the expiration of the Defects Liability Period Failure to Complete Clause 24.1 if the Contractor fails to complete the works by the Completion Date, then the Architect shall issue a certificate to that effect Certificate of Making Good Defects Clause 17.4 when in the opinion of the architect any defects, shrinkages or other faults which he may have required to be made good shall have been made good, he shall issue a certificate to that effect Final Certificate Clause30.8.1 the Architect shall issue the Final Certificate not later than 2 months after whichever of the following occurs last: 1. The end of the Defects Liability Period 2. The date of issue of the Certificate of Making Good Defects 3. The date on which the Architect sent the Contractor a statement of all adjustments made to the Contract Sum The Final Certificate shall state the sum of the amounts already stated as due in the interim certificates, the adjusted Contract Sum, and to what the amount relates The difference, if any, shall be expressed as a balance due to the Contractor from the Employer or vice versa
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March 2000
What is the effect of issuing the Practical Completion certificate? (5) The Defects Liability Period begins The Contractor is required to, and has the right to, make good any defects that appear within this period, according to a schedule of defects prepared by the architect The onus shifts to the architect to instruct any outstanding work 2.5% of the retention is released The contractor's responsibility for any further frost damage ends The contractor's liability for l&a damages ends The site is now in the possession of the employer The contractor's duty to insure the works ends (Clause 22A.1) although the contractor is still obliged to maintain insurance against injury to persons and property in the course of or caused by the carrying out of the works (Clause 20.1)
What is the effect of issuing the Making Good of Defects Certificate? (5) The issue of the Making Good Defects Certificate is one of the pre-conditions for issuing the Final Certificate It signifies that the architect is satisfied that all defects have been made good It signifies the end of the Defects Liability Period The architect no longer has the power to instruct that these defects are made good
The Contractor, on completing the Making Good of Defects, notifies the Contract Administrator (CA) who subsequently issues a Making Good of Defects Certificate. The day after issue of the Certificate a major defect comes to light. Explain the contractual position and the CAs advice to the client. (10) The contract does not state what should happen in respect of defects, which appear after the issue of the Making Good Defects Certificate, but before the issue of the Final Certificate The employer has two options: Either 1. Make an agreement with the contractor to rectify defects before the final certificate is issued 2. If the contractor refused to do this, an amount could be deducted from the contract sum to cover the cost of making good the work Or 1. Have the defective work rectified by another contractor and deduct the amount paid from the contract sum It would be best to try to try to reach an agreement with the original contractor because if he agrees, it will be a far quicker method of rectifying the defects In addition, the original contractor is probably best placed to rectify the defect because of his familiarity of the work If another contractor is used it would probably be disputed by the contractor which could be a drawn out and costly process If the dispute goes to court or arbitration, the employer may not be able to fully recover the cost of putting right the defects as it may be held that he did not do everything possible to mitigate the extent of the damages
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March 1999
You receive a letter from you client containing the following passage: I am aware that we are now approaching the Date for Completion as noted in Appendix 1-5 of the Contract. I would be grateful if you would explain to me the contractual situation, the actions you will be taking and anything I am required to do. Incidentally, I am assuming that the contractor will complete in time. Please explain the situation should they fail to do so. Prepare notes for a response. (10) Contractual situation Before the Certificate of Practical Completion is issued: 1. The Architect must be satisfied that practical completion of the works is achieved 2. The Contractor must have sufficiently complied with H&S requirements 3. The Contractor must have supplied as-built drawings for performance specified works After issue of the Certificate of Practical Completion the Defects Liability Period begins The contractor is obliged, and has the right to, make good any defects as instructed by the architect, at no cost to the employer The insurance of the works is no longer the duty of the contractor Actions of Architect The conditions being satisfied, the architect will issue the Certificate of Practical Completion The Architect prepares a schedule of defects due to materials or workmanship not in accordance with the contract which appear within the Defects Liability Period The Architect delivers the schedule to the contractor not later than 14 days after the expiration of the Defects Liability Period Obligations of client The client can take possession after the issue of the Certificate of Practical Completion The client is obliged to allow the contractor access to the works to make good any defects The clients needs to take out his own insurance policy for the buildings Failure of contractor to complete on time The architect must issues a certificate to that effect Liquidated and ascertained damages will become due Before the issue of the Final Certificate, the employer must notify the contractor that he may require payments of, or may withhold or deduct, L&A damages from the final account What actions would you take and what would the contractual position be, should your client ask to take possession of a part of the building three months prior to the Completion Date? (10) Actions of Architect Clause 18.1: The Architect shall issue to the Contractor a written statement identifying the part or parts taken into possession by the employer - relevant part
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Clause 18.1.2: When in the opinion of the Architect any defects in the relevant part have been made good, he shall issue a certificate to that effect
Contractual situation Clause 18.1.1: Practical Completion of the relevant part is deemed to have occurred and Defects Liability Period in respect of the relevant part shall be deemed to have begun Clause 18.1.3: The insurance to the works of the relevant part will cease and other arrangements must be made by the employer The contractor's responsibility to pay L&A damages in respect of the relevant part ends Clause 18.2.4: L&A damages due because of non-completion of the rest of the works are reduced by the ratio of the value of that part of the works to the value of the relevant part The contractor's responsibility for any further frost damage in the relevant part ends The onus shifts to the architect to instruct any outstanding work in the relevant part
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March 2001
The Contractor has not completed by the Date for Completion and, although no sections of the works are sufficiently complete to allow the Employer to take partial possession of those parts under Clause 18, the Employer is anxious to occupy part of the works Describe your advice to the Employer. (8) I would advise the employer not to take possession of any part of the works even though it is within his right to do so with the consent of the contractor Taking possession of a part would be deemed as that part being practically complete (Clause 18) and has the following effects: 1. The Defects Liability Period begins for the relevant part taken into possession of the employer 2. The Contractor is required to, and has the right to, make good any defects that appear within this period, according to a schedule of defects prepared by the architect 3. The onus shifts to the architect to instruct any outstanding work 4. The contractor's responsibility for any further frost damage ends 5. 2.5% of the retention is released 6. The contractor's liability for l&a damages ends 7. The contractor's duty to insure the works ends (Clause 22A.1) although the contractor is still obliged to maintain insurance against injury to persons and property in the course of or caused by the carrying out of the works (Clause 20.1) The employer will be entitled to L&A damages for non-completion where he hasn't taken possession of the works (Clause 24) It would be better for the Employer to use these damages to make other arrangements rather than take partial possession
List the criteria for the issue of the Practical Completion Certificate. (4) Clause 17.1: Before the Certificate of Practical Completion is issued: 1. The Architect must be satisfied that practical completion of the works is achieved 2. The Contractor must have sufficiently complied with CDM regulations as outlined in Clause 6.A4, ie sufficient information for the planning supervisor to be able to compile the Health and Safety file 3. The Contractor must have supplied as-built drawings for performance specified works and information concerning the maintenance and operation of such work as outlined in Clause 5.9
Describe the contractual problems with early confirmation of Practical Completion with the certificate qualified by a long list of defects/uncompleted work. (8) If there is a long list of uncompleted work, and this work is completed within the Defects Liability Period, there is not an additional Defect Liabilities Period that begins to give time for defects to appear in this late completed work With a very long list, there is considerable onus on the architect to instruct every defect to be made good 2.5% of the retention is released, only leaving 2.5% left to cover any defects that the contractor does not put right in work that may not have even been started yet If this late work is frost damaged, the contractor has no responsibility for it (Clause 17.2)
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The contractor is no longer liable for L&A damages, therefore there is far less motive to complete the works quickly If the employer is now in possession of the site, there are health and safety implications of a substantial amount of work being carried out while the contractor is not in full control of the building The contractor is no longer obliged to insure the works (Clause 22A.1), and this responsibility must be taken over by the employer
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Progress
The contractor must proceed 'regularly and diligently' (Clause 23.1.1) West Faulkner Associates v Newham LBC 'To proceed continuously, industriously and efficiently with appropriate physical resources so as to progress the works steadily towards completion substantially in accordance with the contractual requirements as to time, sequence, and quality of work' The contractor is free to organise his own working methods and sequence of operations so long as it complies with statutory requirements and health and safety plan An architect should never approve a programme
Completion
If a contractor fails to complete by the completion date, liquidated damages become payable JCT 98 provides for the granting of extensions of time JCT98 does not provide for reducing the contract period to a date earlier than the date for completion (Clause 25.3.6)
Extensions of time
'Time at large', if: 1. No provisions to grant extensions of time 2. Delay occurs that was caused (in part) by the employer - it would be a breach by the employer 3. The contractor would no longer be bound to complete by the completion date 4. The employer would lose his right to liquidated damages The contractor must use his 'best endeavours' to prevent delay (Clause 25.3.4) Suggests more than 'reasonable' or 'practicable' but is unlikely to extend to excessive expenditure The contractor must give written notice to the architect 1. When progress is being, or is likely to be delayed 2. Whether or not completion is likely to be delayed 3. Whether or not delay is caused by a Relevant Event 4. Setting out cause of delay (Clause 25.2.1) 5. Copying to any nominated sub-contractors referred to in the notice 6. Including (or be followed by) particulars in respect of any Relevant Events, including delay caused and estimated effect on completion Architect must respond within 12 weeks (or by the Completion Date if earlier) and fix a new completion date or state that no extension of time is due (Clause 25.3.1) Balfour Beatty v Chestermont
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The architect may award further extensions of time in respect of Relevant Events which occur after the Completion Date (ie when the Contractor is in cupable delay and liable to pay L&A damages) The extension is added on to the date that has passed - net method of extension
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March 2001
What is meant by time at large? (4) Time at large is what would occur if there was no provision in the contract to grant an extension of time If the employer was (in part) responsible for casing a delay, the employer would be in breach of the contract The contractor would then be under no obligation to meet the completion date and would not be liable to pay L&A damages
Are minutes of site meetings regarded as an adequate delay notice? Explain your answer. (4) No Under Clause 25.2.1.1 the contractor must given written notice to the architect when it becomes reasonably apparent that the works are being delayed or likely to be delayed Minutes of site meetings are meant to be a record of what was discussed and agreed, not to serve as a form of notice It may be construed that a contractor's report attached to the minutes that outlined details of the delay could act as notice To clarify the situation, it should be stated in the prelims that this would not be sufficient
What is meant by a contractor or sub-contractor having to use best endeavours to prevent delay? (4) Suggests an effort that is more than 'reasonable' or 'practicable' Suggests an effort to adjust his programme and swallow slack to prevent delay Unlikely to extend to excessive expenditure
If the Employer fails to serve written notice will this negate his entitlement to levy liquidated damages? Explain your answer. (4) Yes Under Clause 24.2.1 states that the employer must inform the contractor in writing whether he will require the contractor to pay L&A damages, or whether he will deduct the amount from the amount due to the contractor He must do this no later than 5 days before the final date for payment of the debt due to the contractor This is due to the requirements of the Housing Grants, Construction and Regeneration Act 1996 which states that the employer must give notice to the contractor before deducting payments
How is the term regularly and diligently as used in the contract defined? (4) Defined in case law - West Faulkner v Newham as the duty to: proceed continuously, industriously and efficiently with appropriate physical resources so as to progress the works steadily towards completion substantially in accordance with the contractual requirements as to time, sequence, and quality of work
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March 2000
After site set up and commencement of the works the Contractor writes to inform the Contract Administrator that the works are likely to be delayed due to the following: Electricity cable diversion works completed under a separate works contract. The contract preliminaries describe the works as being completed prior to the start on site. The works prevent access to the top of the site for the first 4 weeks of the contract. Explain the contractual implications and actions you would take. (10) Northumbrian Water diversion works, described in the contract as works by Statutory Authorities, which have delayed the contractor due to Northumbrian Water Authority being unable to locate the hydrant. This requires Northumbrian Water Authority to freeze the pipe, provide a valve and therefore delay the works to the bottom of the site for the first 8 weeks of the contract. Explain the contractual implications and the actions you would take. (10)
March 1998
You receive a letter from your client containing the following passage: When we last spoke about my retirement home in Cornwall, you mentioned to me that the contractor has claimed an extension of time due to the snow experience in January and April. Whilst I appreciate his problem in this regard, as you know I am committed to moving out of my present house and I do not want these delays to affect the day I take possession of the new house. At some time you and I will need to sit down and agree how much compensation the contractor is due arising from these delays. In the meantime can you please instruct the contractor to accelerate his works, using extra men if necessary, in order to complete on time. Draft a response to this letter. (12) Describe the procedure you would follow as a contract administrator in determining an extension of time arising from the weather conditions described. (8)
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Your client has undertaken to remove existing shop fittings within one of the shop units using his own workforce. The main contractor works are progressing and your client has failed to do so and as a result is now delaying the main contractors works. Write a letter to your client setting out the contractual implications of this. (8) Will the contractor be entitled to an Extension of Time? Clause 25.3.1: If in the opinion of the Architect the cause of the delay is a Relevant Event and if the completion of the works is likely to be delayed beyond the completion date as a consequence, the Architect shall grant an extension of time Relevant Events include: Clause 25.4.8.1: The execution of work not forming part of the contract by the Employer himself or by persons employed or otherwise engaged by the employer or the failure to execute such work As the Contractor has given notice that this delay will cause the delay of the completion of the works beyond the Completion Date (Clause 25.2.2), and because the delay was caused by a Relevant Event, the Contractor will be entitled to a reasonable Extension of Time Will the contractor be entitled to loss and expense? Clause 26.1: If the Contractor makes a written application to the Architect stating that he has incurred or is likely to incur, direct loss and/or expense in the execution of the contract because the regular progress of the works has been materially affected by a matter, the Architect (or QS if instructed by Architect) shall ascertain how much loss and/or expense has been incurred Matters include: Clause 26.2.4.1: The execution of work not forming part of the contract by the Employer himself or by persons employed or otherwise engaged by the employer or the failure to execute such work Therefore the Contractor will be entitled to loss and/or expense, the amount of which shall be ascertained by the Architect or Architect (or QS if instructed by Architect)
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Prepare an agenda, including attendees, for the initial project meeting prior to works commencing on site, following the appointment of the contractor. (10) Attendees Client (operational director/track works staff) Contractor (director/person in charge) Architect (job architect/contract administrator) Planning Supervisor Quantity Surveyor Structural Engineer M&E Engineer Clerk of Works Agenda Introductions Client and client's track works staff Contractor's personnel Roles of consultants Role of clerk of works Information/Preliminaries Production information (prepared/to be prepared) Contractor's copy of contract documents Insurances/bonds Signboard Phasing Critical path Sequence of construction/demolition Communication strategy Queries and information requests Exchange of information Further meeting and participants Monitoring progress Up-dating programme/resourcing Procedural strategy Selection and co-ordination of sub-contractors Co-ordination of railway staff's work Instructions (from architect/from clerk of works/oral) Samples Covering up work Setting out Services Procedural matters not otherwise covered Health and Safety Any other business Date, time and place of next meeting
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38 - ADJUDICATION
What is adjudication?
A binding summary interim decision making process by an independent third party The construction industry operates on a rhythm of monthly interim payments intended to be about right, followed by a final more precise adjustment after projects are over. It is at least plausible that prompt adjudication, followed by later arbitration or litigation, stands a better chance of serving the dispute resolution needs of the industry, since it mirrors the contract administration process itself." McGaw Traditionally the architect or engineer had performed this function of adjudicator, or first tier dispute settler or third-party neutral Latham envisaged that the adjudicator would be named in the contract, appointed at the outset of the project and called in when necessary with some familiarity with the project. This requirement has not been incorporated into the Act.
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Shortcomings of Adjudication
No Contract It is not clear how it is envisaged that 'no contract' arguments will be resolved because, unlike arbitration, the adjudicator has no power to rule on his own jurisdiction No dispute - two means of objection That the claim is being considered and has not been rejected and that therefore there is no dispute That the contract provides for the architect's or engineer's decision to be final and therefore not open to challenge
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No limit to the timing and number of references One party may spend months preparing his case before referring it to adjudication, leaving the receiving party to respond within 28 days Costs There is no provision for the award of costs against the losing party or in the case of unmeritorious claims Future challenges to adjudication The will probably concern the validity of the adjudicators decision Confusion relating to appointment 28-day time limit - the courts will support a decision even if it is wrong An unfair decision A late decision If an adjudicator were to agree to decide matters, which were not strictly referred to him
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Alternative Dispute Resolution Cheap, non-binding, and investigatorial rather than accusatorial Since reconciliation is voluntary, either party can pull out at any time and refer the matter to the courts The parties are not bound to accept the decisions ADR techniques tend to place the disputant sat the centre of the process and seek to help them find their own way out of an impasse Types of ADR include Conciliation: conciliator is independent, does not take sides, take decisions or make judgements, but seeks to discover the facts and find common ground Quasi-conciliation: an investigator is appointed by one of the parties and makes recommendation to that party as to how to proceed Mediation: as conciliation, but the mediator will make recommendations for a settlement Private enquiry: this involves the appointment of an independent professional to investigate some aspect of the project and is commonly used for highly technical disputes Mini-trial: this procedure requires the disputing parties to present their cases to a board consisting of themselves Adjudication A binding summary interim decision making process by an independent third party, the adjudicator The adjudicator must come to a decision within 28 days unless an extension is agreed by the parties Arbitration A process whereby parties agree to refer an existing or future dispute to the determination or one or more independent persons in a judicial manner The decision of the arbitrator is expressed in an award, which will be binding to all parties and enforceable by law This can be a long and expensive process Litigation This is where a dispute is taken to court and is heard by a judge Building cases of any size are tried in the Technology and Construction Court This can be a long and expensive process The decision is binding Parties may apply for summary judgement to reduce cost and expense and/or interim payment Under what circumstances might each be appropriate? (8) ADR should be used as the first method of dispute resolution as it is quick and inexpensive. It is also non-adversarial, therefore promoting the notion of teamwork. If the parties cannot reach an agreement, the dispute can be referred to adjudication or arbitration. Adjudication has the advantage that is quick and relatively cheap. It allows construction to continue and for the dispute to be finally resolved after completion. However, the decision can be unfair, and therefore a party may chose to have a more in depth dispute resolution and opt for arbitration or litigation
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The advantages of arbitration over litigation are that is can be arranged to suit the parties, it has a greater degree of privacy, and is less adversarial for situations where the contractual relationship between the parties may be continuing. However, litigation has the advantages of: allowing more than the parties to the contract to be involved; the courts are generally more ruthless in their dealings with reluctant defendants and in their rulings; and if the dispute concerns a matter of law, it may be better for a judge, rather than an arbitrator to hear the case.
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39 - ARBITRATION
What is arbitration?
A process whereby parties agree to refer an existing or future dispute to the determination or one or more independent persons in a judicial manner Unless the parties have agreed to refer their dispute to arbitration, there can be no arbitration The decision of the arbitrator is expressed in an award, which will be binding to all parties and enforceable by law
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How to commence arbitration proceedings If not specified in the agreement then the act applies Proceedings are commenced when one party serves on the other party a notice in writing requiring him to submit that matter to the person named as arbitrator Limitation Periods The Limitation Act 1980, which requires every legal action to be commenced within a certain time period, applied to litigation as well as arbitration The question is whether the claimant issued a notice (or claim form- formerly a writ - in litigation cases) within the statutory time period Construction contracts frequently contain their own provisions as to both the earliest and the latest time in which disputes can be taken to arbitration Such time limits will not operate in cases of deliberate concealment or a breach of contract Objectives To define the issues so that each side can prepare the evidence and argument To make provision for the exchange of information and evidence relating to the matters in dispute To make provision for the way in which the hearing itself will be conducted Exchange of information and evidence In most cases the parties will be required to on each other a 'statement of case' Disclosure of documents has never been mandatory in arbitration proceedings Modern approach: not to require parties to produce more than the documents on which it relies plus specific categories of documents which may be requested by the other party Evidence of fact and expert evidence
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The tribunal can decide whether: to apply strict rules of admissibility; it should take the initiative in ascertaining facts by making its own enquiries; there should be oral or written evidence and to what extent The tribunal has the power to appoint experts
The award
The parties are free to agree the form of the award, but if there is no agreements, the Act applies An arbitrator can make a provisional award The award should be in writing and signed by the arbitrators It should contain the arbitrators reasons, to allow the court to consider the appeal The tribunal may make more than one award at different times on different aspects of the matters to be determined
Costs
The arbitrator's fees and expenses The fees and expenses of the arbitral institution involved Legal and other cost of the parties The tribunal will deal with the allocation of costs in its award
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Civil Procedure Rules state: It is the duty of an expert to help the court on the matters within his expertise This duty overrides any obligation to the person from whom he has received instruction or by whom he is paid
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40 - LITIGATION
Any dispute arising between parties to a contract may be settled by an action in court Building cases of any size are tried in the Technology and Construction Court
Remedies
An important difference between arbitration and litigation is that parties whose dispute is heard in court may be able to invoke two very powerful remedies, which are not readily available at arbitration: Summary Judgement may be obtained in very clear cut cases, where the whole claim, or a particular issue, can be decided once and for all on the basis of affidavit evidence (written statements made by oath), which avoids the expense and delay of a full-scale trail Obtained under Part 14 of the Civil Procedure Rules Interim Payment may be applied for when the claimant can satisfy the court that he is likely to be awarded a substantial sum of money (if the later proceedings do not confirm the award, the money must be repaid) Obtained under Part 15 of the Civil Procedure Rules
Arbitration or Litigation?
Advantages of Arbitration Cost: often said, but rarely true as parties must pay for the arbitrator and venue Speed: true for simple cases, but judges are more ruthless than arbitrators in enforcing the prescribed time limits for various procedural stages Technical complexity: may be better to have case heard by an arbitrator with technical expertise, but this also exists in the Technology and Construction Court Convenience: Arbitration can be arranged to suit the parties, including the control over the choice of arbitrator, fixing venue, setting timetable Privacy: Although it is not easy to maintain complete confidentiality in large arbitrations, it can be said that litigation is officially in the public domain Commercial expediency: less confrontational in nature which is important where the parties' contractual relationship is continuing Appeals: there is the ability to exclude appeals Advantages of Litigation Third parties: the right to take a dispute to arbitration is conferred by the terms of the contract and so only the parties to the contract are bound Reluctant defendants: the courts are more effective when dealing with reluctant defendants Legal aid: a private individual in a dispute may qualify for legal aid Legal complexity: where a dispute is essentially over a point of law it is better to have it decided by a judge than an arbitrator without legal qualifications Decisiveness: there is a belief that arbitrators are reluctant to rule wholly in the favour of one party or the other, consequently, a party who genuinely believes that a claim is 100% justified may prefer litigation
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ADR
The development of Alternative Dispute Resolution techniques arises from dissatisfaction with and alienation from the legal system Their chief features are that they are cheap, non-binding, and investigatorial rather than accusatorial Reconciliation is a collective term for the different methods and indicative private, non-adversarial methods of resolving disputes Since reconciliation is voluntary, either party can pull out at any time and refer the matter to the courts The parties are not bound to accept the decisions ADR techniques tend to place the disputant sat the centre of the process and seek to help them find their own way out of an impasse
Conciliation
The conciliator must be independent of the parties to a contract The conciliator does not take sides, take decisions or make judgements The conciliator talks to each party in private and must be sure not to reveal anything to the other party- confidentiality is essential in order for discussions o be frank and meaningful The conciliator may bring the parties together for an open discussion, which he chairs The conciliator will seek to discover common ground, ascertaining the facts that are in dispute The conciliator needs considerable knowledge of construction disputes It is ultimately up to the parties to reach an agreement
Quasi-conciliation
Quasi-conciliation comes about when one of the parties unilaterally appoints an expert professional to advise on a dispute The investigator may be appointed to discover the facts and to make a recommendation to the party about how to proceed The quasi-conciliator will often need to talk to the other party to find out what is at issue If the other party also appoints a professional, then the two of them may get together and compare their findings and conclusions This type of process is likely to happen in the public sector Once the quasi-conciliator has reached a decision, a report is made to the client, which can be used as a negotiating instrument, or used as evidence is the dispute goes to court
Mediation
This procedure is an extended version of conciliation
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If no negotiated settlement results from the process, the mediator will make recommendations to settle This process retains the flexibility of conciliation, while encouraging a slightly more interventionist role It is expected that neither party will pull out and that both will accept the decision of the mediator It is also expected that this process will give the parties a useful indication of the outcome of arbitration
Private enquiry
This involves the appointment of an independent professional to investigate some aspect of the project Commonly used for highly technical disputes On the basis of the report, the parties are in a better position to negotiate One of the greatest benefits it its speed
Mini-trial
This procedure requires the disputing parties to present their cases to a board consisting of themselves Representatives of the employer's and contractor's organisations will conduct something like a trial; in front of a panel of senior executives from those organisations Having heard the evidence, the panel can negotiate their respective positions until they reach an agreement
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