Designing Buildings - User contributions [en]

Tactical marketing plan

2016-05-10T00:09:15Z

Valeria:

= Introduction =

The three-year strategic marketing plan addresses strategic issues. The shorter, one-year tactical marketing plan (or operational marketing plan) tackles more immediate and tactical tasks. Preparation of the three year strategic marketing plan must precede the one year plan, with the latter being a function of the former and not vice versa. Extrapolating the one-year plan into the three-year plan (as many businesses do) will serve no useful purpose.

Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.

See Constructing a three year strategic marketing plan for more information.

= Contents of the tactical marketing plan =

== Overall objectives ==

These should include financial objectives e.g. sales volume / value targets, gross margins etc. They may also state a targeted increase in market share or the goal of becoming market leader in terms of share / sales etc. Some form of brief commentary should accompany the objectives.

== Overall strategies ==

How the objectives will be achieved by targeting which customer segments and with which products / new products, communications etc (the marketing mix).

== Detailed sub-objectives by segment / customer ==

With large industrial or business-to-business markets this may go down as far as setting sales targets by customer or new accounts that will sought.

== Sub-strategies and action tactics ==

How the sub-objectives will be met, including details, timing and responsibility for achievement. This should include indications of new advertising, sales promotion, PR or direct mail campaigns, sales incentives for the trade or sales force as well as any other tools that may be employed in order to deliver the sub-objectives set.

== Summary of marketing activities and costs ==

This should cover the whole marketing budget for the year and include everything from advertising to entertainment and travel costs.

== Contingency plan ==

As was discussed in the article about constructing a strategic marketing plan, a list of assumptions made and the implications for the business if those assumptions are not met, is crucial.

Having identified key assumptions, the financial implications can easily be modelled on a spreadsheet to demonstrate two or three different scenarios. For instance what if the firm’s most valued account were to be lost? What could be put in its place and how long would that take?

While comprehensive contingencies cannot practicably be planned for, identifying key assumptions and how the marketing department would deal with the resulting scenarios of a failed assumption, is a requisite fall-back position.

== Operating results and financial ratios ==

This should summarise the main financial ratios as preferred by the firm. In addition to sales, gross margin, marketing costs, and the forecast return on sales, investment or even capital can be recorded. To some extent the content of this section will be dependent on each organisation’s own style of financial analysis.

== Key activity planner / schedule ==

A list of planned marketing activities that will take place, by month, throughout the year.

== Other information ==

Firstly, produce a strategic marketing plan for everyone in the office (a live document which can be added to and always referred back to, to ensure everyone is aim for the same goals) -

= Conclusion =

True marketing planning requires an integrated approach that offers many benefits including ease of managing progress, as it is now possible to assess actual progress against what is desired. It also ensures that critical marketing objectives, that the future success of the firm may depend on, actually happen because of continuous review, so the usual excuse of “too much project work” is simply not acceptable. Such marketing initiatives will have variable demands on a manager’s time and so they must get properly organised. No current job can be more important than ensuring the firm stays in business in the long term.

Effective construction marketing mean firms are able to stand out from the crowd and have the ability to present themselves as offering something unique that not only differentiates them from their competitors but is valued by potential clients. Firms need to innovate service products that fulfil and satisfy individual client’s needs but they must also be able to identify the client earlier on to try and avoid the pressure and cost of competitive tendering.

Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.

-----
This article was created by --[[User:Philip_Collard|Philip Collard]] 14:30, 11 December 2013 (UTC)

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Constructing a three year strategic marketing plan
* Embedding successful key client management.
* Marketing audit.
* Marketing planning.
* Market segmentation.
* Winning work.

=== External references ===

* McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,

[[Category:Cost_/_business_planning]]

Tactical marketing plan

2016-05-10T00:07:56Z

Valeria:

= Introduction =

The three-year strategic marketing plan addresses strategic issues. The shorter, one-year tactical marketing plan (or operational marketing plan) tackles more immediate and tactical tasks. Preparation of the three year strategic marketing plan must precede the one year plan, with the latter being a function of the former and not vice versa. Extrapolating the one-year plan into the three-year plan (as many businesses do) will serve no useful purpose.

Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.

See Constructing a three year strategic marketing plan for more information.

= Contents of the tactical marketing plan =

== Overall objectives ==

These should include financial objectives e.g. sales volume / value targets, gross margins etc. They may also state a targeted increase in market share or the goal of becoming market leader in terms of share / sales etc. Some form of brief commentary should accompany the objectives.

== Overall strategies ==

How the objectives will be achieved by targeting which customer segments and with which products / new products, communications etc (the marketing mix).

== Detailed sub-objectives by segment / customer ==

With large industrial or business-to-business markets this may go down as far as setting sales targets by customer or new accounts that will sought.

== Sub-strategies and action tactics ==

How the sub-objectives will be met, including details, timing and responsibility for achievement. This should include indications of new advertising, sales promotion, PR or direct mail campaigns, sales incentives for the trade or sales force as well as any other tools that may be employed in order to deliver the sub-objectives set.

== Summary of marketing activities and costs ==

This should cover the whole marketing budget for the year and include everything from advertising to entertainment and travel costs.

== Contingency plan ==

As was discussed in the article about constructing a strategic marketing plan, a list of assumptions made and the implications for the business if those assumptions are not met, is crucial.

Having identified key assumptions, the financial implications can easily be modelled on a spreadsheet to demonstrate two or three different scenarios. For instance what if the firm’s most valued account were to be lost? What could be put in its place and how long would that take?

While comprehensive contingencies cannot practicably be planned for, identifying key assumptions and how the marketing department would deal with the resulting scenarios of a failed assumption, is a requisite fall-back position.

== Operating results and financial ratios ==

This should summarise the main financial ratios as preferred by the firm. In addition to sales, gross margin, marketing costs, and the forecast return on sales, investment or even capital can be recorded. To some extent the content of this section will be dependent on each organisation’s own style of financial analysis.

== Key activity planner / schedule ==

A list of planned marketing activities that will take place, by month, throughout the year.

== Other information ==

Firstly, produce a strategic marketing plan for everyone in the office (a live document which can be added to and always referred back to, to ensure everyone is aim for the same goals) -

Step 1 – Statement of intent or mission statement

Step 2 Performance summary

Step 3 Financial projections

Step 4 Market overview

Step 5 SWOT analyses

Step 6 Portfolio summary

Step 7 Assumptions (Ceteris paribus)

Step 8 Setting objectives and strategies

Step 9 Financial projections

1) Attempting to generate work from repeat clients and work from new clients within the housing sector (which is becoming increasingly competitive) – attend networking events and openings and use social media to keep in touch with clients so they think of you for their next venture.

2) Exploring the European housing market.

Look and invest time into researching the local vernacular and difference in legislation. If it may prove cost effective, it may be benefical to advertise in local/regional magazines etc.

3) The possibility of merger with another (smaller) practice which works mainly in the healthcare sector.

Wealth of knowledge is bigger. You can now legitimately advertise that you specialise in healthcare too (RIBA / ARB etc).

= Conclusion =

True marketing planning requires an integrated approach that offers many benefits including ease of managing progress, as it is now possible to assess actual progress against what is desired. It also ensures that critical marketing objectives, that the future success of the firm may depend on, actually happen because of continuous review, so the usual excuse of “too much project work” is simply not acceptable. Such marketing initiatives will have variable demands on a manager’s time and so they must get properly organised. No current job can be more important than ensuring the firm stays in business in the long term.

Effective construction marketing mean firms are able to stand out from the crowd and have the ability to present themselves as offering something unique that not only differentiates them from their competitors but is valued by potential clients. Firms need to innovate service products that fulfil and satisfy individual client’s needs but they must also be able to identify the client earlier on to try and avoid the pressure and cost of competitive tendering.

Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.

-----
This article was created by --[[User:Philip_Collard|Philip Collard]] 14:30, 11 December 2013 (UTC)

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Constructing a three year strategic marketing plan
* Embedding successful key client management.
* Marketing audit.
* Marketing planning.
* Market segmentation.
* Winning work.

=== External references ===

* McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,

[[Category:Cost_/_business_planning]]

How to become an architect

2016-05-10T00:04:28Z

Valeria:

How to become an architect

2016-05-10T00:02:37Z

Valeria:

This is part of [[Student_resources|Student resources]]

For an introduction into the work of an architect, see [[Architect|Architect]].

= GCSE level =

Good GCSE subjects to take for those wanting to become an architect should include Maths and English Language. A science or technical subject is also advisable.

Schools of architecture may also accept applicants who have GCSEs (A-C) and a BTEC vocational qualification in a building related subject.

= A levels =

Generally, the minimum requirement is two A levels (or equivalent). Some schools may ask for two A level subjects including maths, art or physics, however, it is not always necessary for A levels to be in 'academic' subjects. Design technology is a popular A level choice. Students should contact schools of architecture to find out their exact entry requirements.

When writing a personal statement, students should demonstrate the following:

* Evidence of a strong interest in architecture demonstrated by, but not limited to, extra-curricular activity, research or work experience.
* Evidence of study in addition to core subjects such as additional AS level(s)
* Additional A level(s).
* A relevant Extended Project

= University =

The most common route into the architectural profession is through university study which is broken down into:

* Part 1 – Honours degree in architecture.
* 1 year out in practice under the guidance of an architect and monitored and recorded in line with RIBA requirements.
* Part 2 - Masters, Diploma or BArch (depending on individual school) taught in university for 2 to 3 years.
* A further monitored and recorded year in practice.
* Part 3 - the RIBA final exam.

The RIBA Examination in Architecture for Office-based Candidates is an alternative route to qualification for RIBA Part 1 and Part 2 for people working full-time under the supervision of an architect. Applicants must have a minimum of three years’ experience in architectural practice to join the examination at Part 1; or 3 years post-Part 1 experience to join the Part 2 stage (as well as holding Part 1).

NB There is concern that architectural training has become relatively expensive now that universities can charge fees of up to £9,000 a year. Training to become an architect takes at least seven years, with four or five of these at university. Adding in necessary living expenses on top of university fees, it is thought that the total cost of training to become an architect could be as much as £100,000. This may result in architecture becoming the preserve of students whose parents were able to support them through their training. Whilst the number of applications for places at schools of architecture remains high, increasingly this is from students outside the EU, with applications from UK and EU students decreasing.

See [[Architectural_training|Architectural training]] for more information.

For the types of modules that students study as part of architecture degree courses, see [[Architecture_course_essentials|Architecture course essentials]].

The RIBA believes that good employment practice, by and for its members, will contribute positively to the effectiveness and influence of the architectural profession. It will also improve business opportunities, employment diversity and personal development, and is vital to the profession’s role in raising the quality of our built environment and benefiting society.

It is also beneficial for the practice to encourage students to take P3 to learn and broaden the offices depth of knowledge and become more competent etc.

A reduction of employee turnover is beneficial – we need to recruit retain and promote people who are proactive and want to study and develop in the pro -active.

We need to encourage best practice as per RIBA CofC and support to filfil obligations.

The employee will have a written based contract (Employment Rights Act). In it is the European working time directive which restricts the number of hours an employee can work.

Employment Law – ‘custom and practice’

Legal and government obligations Government advises:

You can't work more than 48 hours a week on average - normally averaged over 17 weeks. This law is sometimes called the 'working time directive' or 'working time regulations'. You can choose to work more by opting out of the 48-hour week. If you're under 18, you can't work more than 8 hours a day or 40 hours a week.

You take out employment liability insurance etc.

b) With regards to developing practice policy – how would you ensure that the situation above is avoided at interview stage or during employment. In addition, what would you do to effectively manage the policy once it is in place?

Be aware of RIBA CofC and abide by

Produce office employment policy in place and monitored. Ensure all employees have written contract which outlines their hours/breaks/holidays.

Use RIBA employment information to stay up to date in employment law, understanding clauses in contract and change in legislation.

Organise CPD for employment matters.

Promote healthy work life balance for employees and keep records of overtime. If excessive investigate different working methods to reduce this without detriment to practice.

Hold annual/bi-annual reviews.

Inform train and support employees returning after long absence.

7 New-build housing blocks

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* [[Architect|Architect]].
* [[Architectural_styles|Architectural styles.]]
* [[Architectural_training|Architectural training.]]
* [[Architecture_course_essentials|Architecture course essentials.]]
* [[RIBA|RIBA.]]
* [[The_architectural_profession|The architectural profession.]]

[[Category:Do_not_autolink]] [[Category:Research_/_Innovation]] [[Category:Roles_/_services]]

How to become an architect

2016-05-10T00:01:07Z

Valeria:

This is part of [[Student_resources|Student resources]]

For an introduction into the work of an architect, see [[Architect|Architect]].

= GCSE level =

Good GCSE subjects to take for those wanting to become an architect should include Maths and English Language. A science or technical subject is also advisable.

Schools of architecture may also accept applicants who have GCSEs (A-C) and a BTEC vocational qualification in a building related subject.

= A levels =

Generally, the minimum requirement is two A levels (or equivalent). Some schools may ask for two A level subjects including maths, art or physics, however, it is not always necessary for A levels to be in 'academic' subjects. Design technology is a popular A level choice. Students should contact schools of architecture to find out their exact entry requirements.

When writing a personal statement, students should demonstrate the following:

* Evidence of a strong interest in architecture demonstrated by, but not limited to, extra-curricular activity, research or work experience.
* Evidence of study in addition to core subjects such as additional AS level(s)
* Additional A level(s).
* A relevant Extended Project

= University =

The most common route into the architectural profession is through university study which is broken down into:

* Part 1 – Honours degree in architecture.
* 1 year out in practice under the guidance of an architect and monitored and recorded in line with RIBA requirements.
* Part 2 - Masters, Diploma or BArch (depending on individual school) taught in university for 2 to 3 years.
* A further monitored and recorded year in practice.
* Part 3 - the RIBA final exam.

The RIBA Examination in Architecture for Office-based Candidates is an alternative route to qualification for RIBA Part 1 and Part 2 for people working full-time under the supervision of an architect. Applicants must have a minimum of three years’ experience in architectural practice to join the examination at Part 1; or 3 years post-Part 1 experience to join the Part 2 stage (as well as holding Part 1).

NB There is concern that architectural training has become relatively expensive now that universities can charge fees of up to £9,000 a year. Training to become an architect takes at least seven years, with four or five of these at university. Adding in necessary living expenses on top of university fees, it is thought that the total cost of training to become an architect could be as much as £100,000. This may result in architecture becoming the preserve of students whose parents were able to support them through their training. Whilst the number of applications for places at schools of architecture remains high, increasingly this is from students outside the EU, with applications from UK and EU students decreasing.

See [[Architectural_training|Architectural training]] for more information.

For the types of modules that students study as part of architecture degree courses, see [[Architecture_course_essentials|Architecture course essentials]].

PART III

State that to be part of the ARB and RIBA you must have adequate resources

The RIBA believes that good employment practice, by and for its members, will contribute positively to the effectiveness and influence of the architectural profession. It will also improve business opportunities, employment diversity and personal development, and is vital to the profession’s role in raising the quality of our built environment and benefiting society.

It is also beneficial for the practice to encourage students to take P3 to learn and broaden the offices depth of knowledge and become more competent etc.

A reduction of employee turnover is beneficial – we need to recruit retain and promote people who are proactive and want to study and develop in the pro -active.

We need to encourage best practice as per RIBA CofC and support to filfil obligations.

The employee will have a written based contract (Employment Rights Act). In it is the European working time directive which restricts the number of hours an employee can work.

Employment Law – ‘custom and practice’

Legal and government obligations Government advises:

You can't work more than 48 hours a week on average - normally averaged over 17 weeks. This law is sometimes called the 'working time directive' or 'working time regulations'. You can choose to work more by opting out of the 48-hour week. If you're under 18, you can't work more than 8 hours a day or 40 hours a week.

You take out employment liability insurance etc.

b) With regards to developing practice policy – how would you ensure that the situation above is avoided at interview stage or during employment. In addition, what would you do to effectively manage the policy once it is in place?

Be aware of RIBA CofC and abide by

Produce office employment policy in place and monitored. Ensure all employees have written contract which outlines their hours/breaks/holidays.

Use RIBA employment information to stay up to date in employment law, understanding clauses in contract and change in legislation.

Organise CPD for employment matters.

Promote healthy work life balance for employees and keep records of overtime. If excessive investigate different working methods to reduce this without detriment to practice.

Hold annual/bi-annual reviews.

Inform train and support employees returning after long absence.

7 New-build housing blocks

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* [[Architect|Architect]].
* [[Architectural_styles|Architectural styles.]]
* [[Architectural_training|Architectural training.]]
* [[Architecture_course_essentials|Architecture course essentials.]]
* [[RIBA|RIBA.]]
* [[The_architectural_profession|The architectural profession.]]

[[Category:Do_not_autolink]] [[Category:Research_/_Innovation]] [[Category:Roles_/_services]]

RIBA Code of Professional Conduct

2016-05-09T23:56:35Z

Valeria:

RIBA Code of Professional Conduct

2016-05-09T23:55:11Z

Valeria:

Principles

1.Integrity - Members shall act with honesty and integrity at all times

2.Competence - In the performance of their work members shall act competently, conscientiously and responsibly. Members must be able to provide the knowledge, the ability and the financial and technical resources appropriate for their work.

3.Relationships - Members shall respect the relevant rights and interests of others.

The ARB Code: Standards of Conduct and Practice (2010) – 12 Standards devised in the interest of clients, members of the public and less directly in the interests of professionals through the maintenance of the status of the profession.

The integrity of purpose of the codes and the impartiality of their enforcement is crucial to the public's perception of the profession.

The requirements of the codes change and evolve in response to changing circumstances and attitudes and emerging economic, political and social pressures.

They have to reflect the attitudes of the members and the consequences of legislation and litigation, as well as the expectations of an increasingly sophisticated clientele.

Architects in the UK are subject to the Code of Professional Conduct and Practice of the Architect's Registration Board (ARB).

Failure to comply with the ARB code could result in the removal of the person's name from the register, terminating the person's right to use the title 'architect', and possibly leading to the person's loss of livelihood.

Calling yourself an ‘architect.’ Any contravention will be a breach of Section 20 of the Architects Act 1997 and may lead to a fine.

In addition, architects can choose to join other professional bodies such as the RIBA and become subject to their codes.

The RIBA Code of Professional Conduct came into effect Jan 2005, to promote the standard of professional conduct, self-discipline, required by members of the RIMA in the interests of the public. All members including students and affiliate members are required to uphold the standard and their conduct is governed by the code. 3 Principals and 9 Guidance notes. RIBA Byelaw 4 allows for a set of disciplinary actions is breach of code.

Architects' registration

2016-05-09T23:53:26Z

Valeria:

This article needs more work - to help develop this article, click 'Edit this article' above.

= Architect's Registration Act 1931 and amending Acts of 1938 =

* Provided for the setting up of a register of architects protecting the use of the title 'architect'
* It 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 paid by those on the register

= Architects Act 1997 repealed the Architect's Registration Act 1931 and 1938 =

* Replaced the large organisation, the Architect's Registration Council with the smaller 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

= Eligibility for registration =

* Persons are eligible for registration if they hold such qualifications and have gained such experience as the Board may prescribe or if they have an equivalent standard of competence.
* The joint ARB / RIBA validation arrangements operate, and admission to the register follows the well-established procedures of certified success in recognised examinations at parts 1, 2 and 3.
* As courses in architecture increasingly adopt modular structures and the subjects of study become more diversified it is likely that the board's involvement in validation will increase to enable it to maintain its statutory obligations as the profession evolves and changes.
* An application fee and an annual retention fee is payable for registration.
* It is an offence to become registered or attempt to become registered by making false or fraudulent representations or declarations.
* It is also an offence for an unregistered person to practise or carry on a business under the title containing the word 'architect'.

= Removal from register =

A person's name can be removed from the register permanently or for up to a period of two years if:

* The Professional conduct Committee makes a disciplinary order, or if
* The person fails to notify the registrar of a change of address, or if
* The person fails to pay the annual retention fee.

Disciplinary orders may be made in the event of a registered person being found guilty of:

* Unacceptable professional conduct (in relation to the Code of Professional Conduct and Practice), or
* Serious incompetence, or
* A criminal offence relevant to the fitness of the person to practise as an architect.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Architect.
* Architectural styles.
* Architecture.
* Architect's fees.
* Architectural training.
* Concept architectural design.
* Professional indemnity insurance.
* RIBA.
* The architectural profession.

[[Category:Articles_needing_more_work]]

Delays on construction projects

2016-05-09T23:47:29Z

Valeria:

See also: International research into the causes of delays on construction projects.

= Introduction =

Construction projects tend to be one-offs. A project team comes together to create a unique development on a particular site under circumstances that will never be repeated. They are very complex, requiring the co-ordination of permissions, people, goods, plant and materials and construction can begin despite many ‘unknown’ matters such as incomplete design information, uncertain site conditions, suppliers and so on. As a consequence delays are common.

In Modernising Construction: Report by the Comptroller and Auditor General, published in 2001, the National Audit Office found that 70% of government construction projects were delivered late.

Delays might be caused by:

* The uniqueness of the project.
* Speed of decision making.
* Poor or unrealistic scheduling.
* Poor communication.
* Lack of information.
* Labour productivity
* Availability of resources.
* Adversarial relationships.
* Third party dependencies.
* Lack of finance.
* Availability of the site.
* Site conditions.
* Weather.

Delays can be minimised by:

* Detailed site investigations.
* Careful monitoring and regular meetings.
* Effective site management.
* Collaborative working and effective coordination.
* Careful scheduling.
* Full commitment to the project by all parties.

= Types of delay =

Very broadly, there are two types of delay

* Delays in activities for which there is programme float available (i.e. they can be delayed without impacting on the completion date).
* Delays that will impact on the completion date.

Construction contracts tend provide for four categories of delay:

* Delays resulting from neutral causes.
* Delays that are the fault of the client.
* Delays that are the fault of the contractor.
* Concurrent delays.

= Delays resulting from neutral causes =

Neutral events (which may be 'relevant events'), which are not the fault of either party might entitle the contractor to an extension of time. Typically this might include:

* Exceptionally adverse weather.
* Civil commotion or terrorism.
* Statutory undertaker’s work.
* Force majeure (such as a war or an epidemic).
* A specified peril such as flood.
* National strikes.
* Changes in statutory requirements.
* Delays in receiving permissions that the contractor has taken reasonable steps to avoid.

This does not necessarily entitle the contractor to claim loss and expense.

= Delays that are the fault of the client. =

Where the progress of the works is materially affected by a matters for which the client is responsible, the contractor may be entitled to claim direct loss and expense incurred. Such matters might include:

* The client instructing variations in the works.
* Failure by the consultant team to provide information.
* Delay on the part of a nominated sub-contractor.
* Failure by the client to supply materials or goods.
* Delay in giving the contractor possession of the site.

These matters (described in some contracts as 'relevant matters') may also constitute 'relevant events' allowing the contractor to claim an extension of time, however a relevant matter need not necessarily result in a delay to the completion date, and so claims for loss and expense and claims for extensions of time do not necessarily always run together.

= Delays that are the fault of the contractor =

Where a delay which impacts on the completion date is caused by the contractor, the contractor will be liable to pay liquidated and ascertained damages (LAD's) to the client.

= Concurrent delay =

Concurrent delay refers to the complex situation where more than one event impacts on the completion date at the same time, but where not all of those events would entitle the contractor to claim an extension of time or loss and expense.

Some form of apportionment is likely here, however such situations are complex and each case will tend to have circumstances that are unique in some way. What is clear is that it is important for both parties to ensure they keep good records to demonstrate that the event did actually occur and that it did impact on the completion date. If it is possible to carry out a critical path analysis that demonstrates the effect of events on the completion date, then this is beneficial, however, in the absence of such information it is likely that the courts will take a ‘common sense’ approach.

= Compensation events =

NEC contracts deal with these issues under the single heading ‘compensation events’. They do not treat compensation events as an allocation of blame, but rather an allocation of risk. Any risk that is not specifically identified as being attributed to the client is borne by the contractor.

= Early warning =

When it becomes reasonably apparent that there is a delay, or that there is likely to be a delay that could merit an extension of time, the contractor must give written notice to the contract administrator identifying the relevant event that has caused the delay.

On NEC contracts both parties must give early warning of anything that may delay the works. They should then hold an early warning meeting to discuss how to avoid or mitigate impacts on the project.

= Mitigation and acceleration =

The contractor is generally required to try to prevent or mitigate delay, even where the fault is not their own.

If there is nonetheless a delay, the client may wish to instruct acceleration of the works. An acceleration agreement can be used as a “wrap up” agreement expunging all outstanding claims for extensions of time and loss and expense.

Measures taken to accelerate the works might include

* Additional resources of manpower, plant and materials directly employed or subcontracted.
* Revised methodologies including off-site prefabrication, extra scaffolding, temporary weatherproofing and so on.
* Proposals for phased completion.
* Increasing working hours on and off site, including weekends, holidays, night working and shift working.
* Additional supervision.
* Changes to the design or specification (for example standardisation replacing bespoke solutions)
* Reduction in scope (for example transferring work to a separate post-contract agreement for occupational works).

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Acceleration.
* Compensation event.
* Concurrent delay.
* Construction disputes.
* Extension of time.
* International research into the causes of delays on construction projects.
* Lead times.
* Liquidated damages.
* Loss and expense.
* Modernising construction.
* Programme for building design and construction.
* Relevant event.
* Relevant event v relevant matter.
* Relevant matter.

=== External references ===

* Walter Lilly and Co Ltd v Mackay 2012.
* Royal Brompton Hospital National Health Trust v Hammond and Others.
* City Inn v Shepherd.

[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Contracts_/_payment]]

Delays on construction projects

2016-05-09T23:46:08Z

Valeria:

See also: International research into the causes of delays on construction projects.

= Introduction =

Construction projects tend to be one-offs. A project team comes together to create a unique development on a particular site under circumstances that will never be repeated. They are very complex, requiring the co-ordination of permissions, people, goods, plant and materials and construction can begin despite many ‘unknown’ matters such as incomplete design information, uncertain site conditions, suppliers and so on. As a consequence delays are common.

In Modernising Construction: Report by the Comptroller and Auditor General, published in 2001, the National Audit Office found that 70% of government construction projects were delivered late.

Delays might be caused by:

* The uniqueness of the project.
* Speed of decision making.
* Poor or unrealistic scheduling.
* Poor communication.
* Lack of information.
* Labour productivity
* Availability of resources.
* Adversarial relationships.
* Third party dependencies.
* Lack of finance.
* Availability of the site.
* Site conditions.
* Weather.

Delays can be minimised by:

* Detailed site investigations.
* Careful monitoring and regular meetings.
* Effective site management.
* Collaborative working and effective coordination.
* Careful scheduling.
* Full commitment to the project by all parties.

= Types of delay =

Very broadly, there are two types of delay

* Delays in activities for which there is programme float available (i.e. they can be delayed without impacting on the completion date).
* Delays that will impact on the completion date.

Construction contracts tend provide for four categories of delay:

* Delays resulting from neutral causes.
* Delays that are the fault of the client.
* Delays that are the fault of the contractor.
* Concurrent delays.

= Delays resulting from neutral causes =

Neutral events (which may be 'relevant events'), which are not the fault of either party might entitle the contractor to an extension of time. Typically this might include:

* Exceptionally adverse weather.
* Civil commotion or terrorism.
* Statutory undertaker’s work.
* Force majeure (such as a war or an epidemic).
* A specified peril such as flood.
* National strikes.
* Changes in statutory requirements.
* Delays in receiving permissions that the contractor has taken reasonable steps to avoid.

This does not necessarily entitle the contractor to claim loss and expense.

= Delays that are the fault of the client. =

Where the progress of the works is materially affected by a matters for which the client is responsible, the contractor may be entitled to claim direct loss and expense incurred. Such matters might include:

* The client instructing variations in the works.
* Failure by the consultant team to provide information.
* Delay on the part of a nominated sub-contractor.
* Failure by the client to supply materials or goods.
* Delay in giving the contractor possession of the site.

These matters (described in some contracts as 'relevant matters') may also constitute 'relevant events' allowing the contractor to claim an extension of time, however a relevant matter need not necessarily result in a delay to the completion date, and so claims for loss and expense and claims for extensions of time do not necessarily always run together.

= Delays that are the fault of the contractor =

Where a delay which impacts on the completion date is caused by the contractor, the contractor will be liable to pay liquidated and ascertained damages (LAD's) to the client.

= Concurrent delay =

Concurrent delay refers to the complex situation where more than one event impacts on the completion date at the same time, but where not all of those events would entitle the contractor to claim an extension of time or loss and expense.

Some form of apportionment is likely here, however such situations are complex and each case will tend to have circumstances that are unique in some way. What is clear is that it is important for both parties to ensure they keep good records to demonstrate that the event did actually occur and that it did impact on the completion date. If it is possible to carry out a critical path analysis that demonstrates the effect of events on the completion date, then this is beneficial, however, in the absence of such information it is likely that the courts will take a ‘common sense’ approach.

= Compensation events =

NEC contracts deal with these issues under the single heading ‘compensation events’. They do not treat compensation events as an allocation of blame, but rather an allocation of risk. Any risk that is not specifically identified as being attributed to the client is borne by the contractor.

= Early warning =

When it becomes reasonably apparent that there is a delay, or that there is likely to be a delay that could merit an extension of time, the contractor must give written notice to the contract administrator identifying the relevant event that has caused the delay.

On NEC contracts both parties must give early warning of anything that may delay the works. They should then hold an early warning meeting to discuss how to avoid or mitigate impacts on the project.

= Mitigation and acceleration =

The contractor is generally required to try to prevent or mitigate delay, even where the fault is not their own.

If there is nonetheless a delay, the client may wish to instruct acceleration of the works. An acceleration agreement can be used as a “wrap up” agreement expunging all outstanding claims for extensions of time and loss and expense.

Measures taken to accelerate the works might include

* Additional resources of manpower, plant and materials directly employed or subcontracted.
* Revised methodologies including off-site prefabrication, extra scaffolding, temporary weatherproofing and so on.
* Proposals for phased completion.
* Increasing working hours on and off site, including weekends, holidays, night working and shift working.
* Additional supervision.
* Changes to the design or specification (for example standardisation replacing bespoke solutions)
* Reduction in scope (for example transferring work to a separate post-contract agreement for occupational works).

A good design brief contains all key project parameters; vision, need, space, time and budget.

A good crafts man – allows for measures of incompleteness and knows when it is time to stop. If it is your professional opinion that

Spending time at the inception of any project is time well spent. Defining strategic Project Outcomes and establishing a Business Case are fundamental tasks.

Learning from other projects, either the clients’ own, or others, is invaluable.

Reviewing feedback is useful to ensure the client and the project team share the same vision.

Identifying the needs of users and stakeholders when developing the Business Case and the Strategic Brief for a project is essential.

Selecting the right lead designer as a key member of the project team is crucial.

Achieving the best Project Outcomes may require evolution of the design.

Choosing the most appropriate selection method for the team members is important.

Collaborative dialogue between project team members is necessary.

Active process management by clients is necessary if projects are to be successful.

It is the client's first attempt to write a brief for the project and should describe requirements and significant constraints in as much detail as possible. It should focus on what the project needs to achieve rather than prescribing potential solutions. By providing and developing the project need rather than solutions at this stage leads to a better informed and often better quality design.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Acceleration.
* Compensation event.
* Concurrent delay.
* Construction disputes.
* Extension of time.
* International research into the causes of delays on construction projects.
* Lead times.
* Liquidated damages.
* Loss and expense.
* Modernising construction.
* Programme for building design and construction.
* Relevant event.
* Relevant event v relevant matter.
* Relevant matter.

=== External references ===

* Walter Lilly and Co Ltd v Mackay 2012.
* Royal Brompton Hospital National Health Trust v Hammond and Others.
* City Inn v Shepherd.

[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Contracts_/_payment]]

Stakeholders in development projects

2016-05-09T23:40:30Z

Valeria:

The term 'stakeholder' refers to anyone that has an interest in a project and can influence its success.

It is important to identify stakeholders in a project as early as possible. They may include:

* Members of the client organisation (such as user panels, champions and department heads).
* Other user groups (such as customers, residents, occupants, and visitors).
* Neighbours and community groups.
* Funders and shareholders.
* The local authority.
* Other statutory authorities and non-statutory consultees.
* Special interest groups such as heritage organisations.
* Suppliers.
* The emergency services.
* Statutory undertakers.

Stakeholders may not all have the same objectives. It is important therefore to identify areas of convergence and areas of difference between them and to manage individuals whose expectations are unlikely to be met. A first step in considering how to interact with stakeholders can be the preparation of a stakeholder map or stakeholder matrix (see [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/Stakeholder_Management_Plan.pdf examples on the archived OGC website] and Buro Happold: [http://www.designingbuildings.co.uk/wiki/File:A_Rough_Guide_to_Stakeholder_Mapping.pdf A Rough Guide to Stakeholder Mapping])

A stakeholder map might assess:

* The likely impact of the development on the stakeholder.
* The issues that they will have an interest in.
* Their likely position.
* Their ability to influence the development.
* Their potential impact on the project.
* Potential mitigating actions.

A stakeholder map allows a plan to be developed for how to manage the involvement of different stakeholder groups. Clearly, a stakeholder that the project will significantly impact upon, who has a strong ability to influence the development and is likely to be against it, will require a great deal of attention. This may result in the preparation of a stakeholder management plan outlining strategies for stakeholder communication and consultation.

Where the intention is to involve stakeholders in the development of the project, they should be involved early on to allow them to influence key stages such as brief development, rather than just allowing them to comment on designs after they have been completed (see the article consultation process for more information).

Stakeholders can provide useful feedback (and an indication of the likely response to a subsequent planning application) however, as they may not be experienced in building projects, and their actions may be beyond the control of the client, their involvement requires careful organisation, and a clearly understood mandate. Large or complex projects may benefit from a professional third-party facilitator to ensure that stakeholder involvement is properly managed.

A variety of communicating methods can be used to help stakeholders properly understand the project (such as 3d visualisations) and a variety of consultation methods can be adopted:

* One to one consultations.
* Meetings.
* Focus groups.
* Questionnaires.
* Exhibitions and open-days.
* Workshops.
* Websites.
* Printed materials.
* The use of specialist toolkits and games.

Stakeholder management should be an ongoing process not a one-off event, and the stakeholder map and management plan may need to be updated throughout the life of the project.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Champions.
* Collaborative practices
* Consultation process.
* Design quality.
* Design review.
* Non-statutory consultees.
* Project risk.
* Risk management.
* Risk register.
* Stakeholder map.
* Stakeholder management.
* Statutory authorities.
* Statutory undertakers.
* Third party dependencies.
* User panels.

=== External references ===

* Buro Happold: [http://www.designingbuildings.co.uk/wiki/File:A_Rough_Guide_to_Stakeholder_Mapping.pdf A Rough Guide to Stakeholder Mapping].
* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documentation_and_templates_stakeholder_issues_stakeholder_map.asp OGC guidance on stakeholders].
* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/Stakeholder_Management_Plan.pdf OGC guidance on stakeholder management].
* OGC [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Achieving Excellence Guide 9 -][http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Design][http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Quality]P19.
* [http://www.projectsmart.co.uk/stakeholder-management.html Projectsmart: stakeholder management].
* [http://www.dqi.org.uk/DQI/Common/DQIOnline.pdf CIC Design Quality Indicators]

[[Category:Roles_/_services]]

Stakeholders in development projects

2016-05-09T23:39:19Z

Valeria:

The term 'stakeholder' refers to anyone that has an interest in a project and can influence its success.

It is important to identify stakeholders in a project as early as possible. They may include:

* Members of the client organisation (such as user panels, champions and department heads).
* Other user groups (such as customers, residents, occupants, and visitors).
* Neighbours and community groups.
* Funders and shareholders.
* The local authority.
* Other statutory authorities and non-statutory consultees.
* Special interest groups such as heritage organisations.
* Suppliers.
* The emergency services.
* Statutory undertakers.

Stakeholders may not all have the same objectives. It is important therefore to identify areas of convergence and areas of difference between them and to manage individuals whose expectations are unlikely to be met. A first step in considering how to interact with stakeholders can be the preparation of a stakeholder map or stakeholder matrix (see [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/Stakeholder_Management_Plan.pdf examples on the archived OGC website] and Buro Happold: [http://www.designingbuildings.co.uk/wiki/File:A_Rough_Guide_to_Stakeholder_Mapping.pdf A Rough Guide to Stakeholder Mapping])

A stakeholder map might assess:

* The likely impact of the development on the stakeholder.
* The issues that they will have an interest in.
* Their likely position.
* Their ability to influence the development.
* Their potential impact on the project.
* Potential mitigating actions.

A stakeholder map allows a plan to be developed for how to manage the involvement of different stakeholder groups. Clearly, a stakeholder that the project will significantly impact upon, who has a strong ability to influence the development and is likely to be against it, will require a great deal of attention. This may result in the preparation of a stakeholder management plan outlining strategies for stakeholder communication and consultation.

Where the intention is to involve stakeholders in the development of the project, they should be involved early on to allow them to influence key stages such as brief development, rather than just allowing them to comment on designs after they have been completed (see the article consultation process for more information).

Stakeholders can provide useful feedback (and an indication of the likely response to a subsequent planning application) however, as they may not be experienced in building projects, and their actions may be beyond the control of the client, their involvement requires careful organisation, and a clearly understood mandate. Large or complex projects may benefit from a professional third-party facilitator to ensure that stakeholder involvement is properly managed.

A variety of communicating methods can be used to help stakeholders properly understand the project (such as 3d visualisations) and a variety of consultation methods can be adopted:

* One to one consultations.
* Meetings.
* Focus groups.
* Questionnaires.
* Exhibitions and open-days.
* Workshops.
* Websites.
* Printed materials.
* The use of specialist toolkits and games.

Stakeholder management should be an ongoing process not a one-off event, and the stakeholder map and management plan may need to be updated throughout the life of the project.

Stakeholders:

Local surrounding community

Residents of existing towerblocks

Any new residents if they have been arranged

I would engage with the above through a series of workshops, consultation meetings and more formal public consultations/drop in’s if required to discuss development in the area and define their experiences of the site so far and what are the drivers for change.

Client/funders – when developing the brief at this stage we should be striving/looking for expertise, knowledge given from the client, not requirements. To prevent restrictive measure taken at this early stage which could steer the project down the wrong path.

It is also essential to ensure you are regularly meeting with the client. (It is pertinent to ensure that the client if the ‘decision maker.’ Do they have a single point of representation or will you be presenting to a board of people?) The collection of peoples values and understandings is much more important which will inform and engage the architect with the site.

It is the typical needs collates from all the stakeholders which then distil down throughout the design process. There must be adequate time to process all of this to inform the design principles takes time and research. The understanding of these typical needs become actual needs once the time has been taken to understand the former.

It should never be forgotten that the client is the core of the process. Must be appropriate to the nature of the project; may depend on planning or space standards etc.

Set out the client objectives the client wishes to achieve (strategic brief); function requirements, environmental requirements, potentially a range or levels of quality, lifespan and maintenance. Identify the trigger for change, place the client’s needs in a historic context which can all be developed over Stage 2 to for the Project Brief.

English Heritage / Historic England Planning Officers / Conservation Officers

Pre-Application advice

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Champions.
* Collaborative practices
* Consultation process.
* Design quality.
* Design review.
* Non-statutory consultees.
* Project risk.
* Risk management.
* Risk register.
* Stakeholder map.
* Stakeholder management.
* Statutory authorities.
* Statutory undertakers.
* Third party dependencies.
* User panels.

=== External references ===

* Buro Happold: [http://www.designingbuildings.co.uk/wiki/File:A_Rough_Guide_to_Stakeholder_Mapping.pdf A Rough Guide to Stakeholder Mapping].
* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documentation_and_templates_stakeholder_issues_stakeholder_map.asp OGC guidance on stakeholders].
* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/Stakeholder_Management_Plan.pdf OGC guidance on stakeholder management].
* OGC [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Achieving Excellence Guide 9 -][http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Design][http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Quality]P19.
* [http://www.projectsmart.co.uk/stakeholder-management.html Projectsmart: stakeholder management].
* [http://www.dqi.org.uk/DQI/Common/DQIOnline.pdf CIC Design Quality Indicators]

[[Category:Roles_/_services]]

Stakeholders in development projects

2016-05-09T23:37:27Z

Valeria:

The term 'stakeholder' refers to anyone that has an interest in a project and can influence its success.

It is important to identify stakeholders in a project as early as possible. They may include:

* Members of the client organisation (such as user panels, champions and department heads).
* Other user groups (such as customers, residents, occupants, and visitors).
* Neighbours and community groups.
* Funders and shareholders.
* The local authority.
* Other statutory authorities and non-statutory consultees.
* Special interest groups such as heritage organisations.
* Suppliers.
* The emergency services.
* Statutory undertakers.

Stakeholders may not all have the same objectives. It is important therefore to identify areas of convergence and areas of difference between them and to manage individuals whose expectations are unlikely to be met. A first step in considering how to interact with stakeholders can be the preparation of a stakeholder map or stakeholder matrix (see [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/Stakeholder_Management_Plan.pdf examples on the archived OGC website] and Buro Happold: [http://www.designingbuildings.co.uk/wiki/File:A_Rough_Guide_to_Stakeholder_Mapping.pdf A Rough Guide to Stakeholder Mapping])

A stakeholder map might assess:

* The likely impact of the development on the stakeholder.
* The issues that they will have an interest in.
* Their likely position.
* Their ability to influence the development.
* Their potential impact on the project.
* Potential mitigating actions.

A stakeholder map allows a plan to be developed for how to manage the involvement of different stakeholder groups. Clearly, a stakeholder that the project will significantly impact upon, who has a strong ability to influence the development and is likely to be against it, will require a great deal of attention. This may result in the preparation of a stakeholder management plan outlining strategies for stakeholder communication and consultation.

Where the intention is to involve stakeholders in the development of the project, they should be involved early on to allow them to influence key stages such as brief development, rather than just allowing them to comment on designs after they have been completed (see the article consultation process for more information).

Stakeholders can provide useful feedback (and an indication of the likely response to a subsequent planning application) however, as they may not be experienced in building projects, and their actions may be beyond the control of the client, their involvement requires careful organisation, and a clearly understood mandate. Large or complex projects may benefit from a professional third-party facilitator to ensure that stakeholder involvement is properly managed.

A variety of communicating methods can be used to help stakeholders properly understand the project (such as 3d visualisations) and a variety of consultation methods can be adopted:

* One to one consultations.
* Meetings.
* Focus groups.
* Questionnaires.
* Exhibitions and open-days.
* Workshops.
* Websites.
* Printed materials.
* The use of specialist toolkits and games.

Stakeholder management should be an ongoing process not a one-off event, and the stakeholder map and management plan may need to be updated throughout the life of the project.

Stakeholders:

Local surrounding community

Residents of existing towerblocks

Any new residents if they have been arranged

I would engage with the above through a series of workshops, consultation meetings and more formal public consultations/drop in’s if required to discuss development in the area and define their experiences of the site so far and what are the drivers for change.

Client/funders – when developing the brief at this stage we should be striving/looking for expertise, knowledge given from the client, not requirements. To prevent restrictive measure taken at this early stage which could steer the project down the wrong path.

It is also essential to ensure you are regularly meeting with the client. (It is pertinent to ensure that the client if the ‘decision maker.’ Do they have a single point of representation or will you be presenting to a board of people?) The collection of peoples values and understandings is much more important which will inform and engage the architect with the site.

It is the typical needs collates from all the stakeholders which then distil down throughout the design process. There must be adequate time to process all of this to inform the design principles takes time and research. The understanding of these typical needs become actual needs once the time has been taken to understand the former.

It should never be forgotten that the client is the core of the process. Must be appropriate to the nature of the project; may depend on planning or space standards etc.

Set out the client objectives the client wishes to achieve (strategic brief); function requirements, environmental requirements, potentially a range or levels of quality, lifespan and maintenance. Identify the trigger for change, place the client’s needs in a historic context which can all be developed over Stage 2 to for the Project Brief.

English Heritage / Historic England Planning Officers / Conservation Officers

Pre-Application advice

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Champions.
* Collaborative practices
* Consultation process.
* Design quality.
* Design review.
* Non-statutory consultees.
* Project risk.
* Risk management.
* Risk register.
* Stakeholder map.
* Stakeholder management.
* Statutory authorities.
* Statutory undertakers.
* Third party dependencies.
* User panels.

=== External references ===

* Buro Happold: [http://www.designingbuildings.co.uk/wiki/File:A_Rough_Guide_to_Stakeholder_Mapping.pdf A Rough Guide to Stakeholder Mapping].
* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documentation_and_templates_stakeholder_issues_stakeholder_map.asp OGC guidance on stakeholders].
* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/Stakeholder_Management_Plan.pdf OGC guidance on stakeholder management].
* OGC [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Achieving Excellence Guide 9 -][http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Design][http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0069AEGuide9.pdf Quality]P19.
* [http://www.projectsmart.co.uk/stakeholder-management.html Projectsmart: stakeholder management].
* [http://www.dqi.org.uk/DQI/Common/DQIOnline.pdf CIC Design Quality Indicators]

[[Category:Roles_/_services]]

RIBA concise building contract

2016-05-09T23:36:04Z

Valeria:

RIBA concise building contract

2016-05-09T23:35:01Z

Valeria:

In November 2014, the Royal Institute of British Architects (RIBA) launched two building contracts, in both print and online formats:

* [http://www.ribabookshops.com/item/riba-concise-building-contract-2014/82644/ RIBA Concise Building Contract].
* [http://www.ribabookshops.com/item/riba-domestic-building-contract-2014/82643/ RIBA Domestic Building Contract].

The Domestic Building Contract is for non-commercial projects. The Concise Building Contract is for small commercial projects.

They were developed by a member group (set up by the Practice and Profession Committee) and by RIBA Enterprises. They have been created in particular for use by home owners and builders of small projects and can be used alongside the RIBA’s Domestic Agreement and Concise Agreement for the appointment of an architect.

Dale Sinclair, RIBA Vice President of Practice and Profession said, ‘The contracts have been developed to be much simpler, much more straightforward and certainly easier for a contract administrator to sit down with a client and explain’.

The RIBA Concise Building Contract is a contract for construction works between an employer (the construction client) and a contractor. The RIBA suggest that it offers ‘Fair and equitable terms for all parties’. It is written in plain English and is intended for use on small-scale commercial construction projects that are considered to be straight forward. It is not suitable for domestic projects.

The RIBA Concise Building Contract is intended to be administrated by an architect or contract administrator (not by the client).

It includes provisions for:

* Flexible payment modes.
* Proposing suppliers and sub-contractors.
* Project changes.
* Completion in stages.
* Contractor design of parts of the building.
* Collaboration between the employer and contractor over events that might cause delays or extra costs.
* Insurance provisions for both parties.
* Certifying completion.
* Managing defects.
* Collateral warranties for funders and future purchasers or tenants.
* Public sector employers.

For more information about the domestic contract see RIBA Domestic Building Contract.

RIBA Standard for of Appointment 2010 (2012 revision)

- Avoid misunderstandings and disputes

- Define fees and provisions for payment

- Ascertain and retain copyright

- Establish a fair and reasonable allocation of risks between client and architect

- Provide clarity, comfort and protection to both parties

- Incorporate standard industry practices in an agreement which has a proven legal basis in case law

- Comply with RIBA and ARB code of conduct requirements

It outlines the duty of care, duty to collaborate etc which are agreed with PI New amendments to the appointment have meant that the architect now has more of a prominent position of power if the client withholds fees; can ultimately revoke copy right licence.

Payment period is also reduced from 28 to 14 days which is vital to keep on top of the offices cashflow.

Sets out payment provisions.

Can allow for fee adjustment.

Knowledge – time/expense – tried and tested, but with improvements for both client and architect. RISK – apportioned equally / in a tried and tested manner.

Purpose of appointment agreements:

- properly engage Architect within a framework offering a degree of legal certainty

- avoid misunderstandings & disputes define payment arrangements and retain copyright

- enable a successful client-architect relationship

- Clarify the respective undertakings of the parties

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Appointing consultants.
* Breach of contract.
* Contract administrator.
* Contract conditions.
* Contract v tort.
* Construction contracts.
* Contracts under seal v under hand.
* Essentials of a contract.
* Minor works.
* Modifying clauses in standard forms of contract.
* NEC3.
* Procurement route.
* RIBA.
* RIBA Domestic Building Contract.
* Sub-contract.

[[Category:Publications_/_reports]] [[Category:Contracts_/_payment]]

Letter of intent

2016-05-09T23:31:20Z

Valeria:

See the [http://www.designingbuildings.co.uk/wiki/Talk:Letter_of_intent discussion page] for a detailed debate about the pros, cons and content of letters of intent.

= Introduction =

A letter of intent is a document expressing an intention to enter into a contract at a future date but creating no contractual relationship until that future contract has been entered into. A letter of intent is not an 'agreement to agree'.

It is important to bear in mind that 'letter of intent' is a term of commercial convenience and not a term having a substantive legal meaning, as for example 'subject to contract’. Each letter of intent must be construed on its own particular meaning. It is suggested that the legal effect of a letter of intent may fall into one or more of the following categories:

* The expression of an intention to enter into a contract at a future date which does not give rise to any legal obligation, whether in contract or quasi ex-contractu (as if from a contract) on a quantum meruit (a reasonable amount for labour and materials, payable even in the absence of an enforceable agreement); or
* The expression of an intention to enter into a contract at a future date which does not give rise to any liability in contract but does not exclude or negate a right to recover reasonable expenditure on a quantum meruit; or
* The creation of a conditional or ancillary contractual obligation which may, but not necessarily will, be subsumed by a wider contractual obligation upon formal contracts being exchanged; or
* A legally binding executory contract in that the letter of intent is an offer capable of being accepted or is the acceptance of an offer.

Letters of intent are most commonly sent at a time when it is anticipated that the recipient will be incurring costs and overheads. They can be used as an interim arrangement to mobilise construction prior to a formal contract being executed, but they should never be seen as an alternative to a full contract and should place a limit on expenditure and the client’s liability prior to the contract being put in place.

= Content =

A comprehensive letter of intent should address the following:

* Client authorisation to the contract administrator to represent them.
* Acceptance of the contractor’s offer and definition of the project.
* The agreed contract sum.
* Reference to the tender documents and subsequent amendments (with dates).
* Instruction to proceed on a certain date.
* Site possession date.
* Contract completion date (including details of any phases).
* A full description of the proposed form of contract, including warrantees and performance bonds.
* A fall-back date for signing the contract (this is important, as beyond a certain time in the progress of the works it may no longer be in the interests of the contractor to sign the contract).
* Direction as to whether the contract will be executed by Deed, under seal or under-hand.
* Restriction of the work authorised by the letter of intent, by proceeding with which the contractor has fully accepted the terms of the letter of intent.
* Terms and provisions for cancelling the letter and determining the works at any time prior to signing the full contract - specifically, the terms will limit the client’s liability for costs and exclude claims for loss of profit, opportunity, good will, indirect or consequential losses.
* Provision for the contractor to have access to the site under licence only, with no (tenancy) rights to possession and limited rights described in a separate licence that sets out conditions and the licence period.
* Client and agents access provisions during the licence.
* Insurance provisions and indemnification.
* Agreement that there are no rights to assign the works.
* Disputes resolution procedures.
* Liquidated and ascertained damages to be applied to late completion.

= Legal and negotiating position =

In July 2012, a legal judgement relating to letters of intent was made in the case of Ampleforth Abbey Trust v Turner & Townsend Project Management. Turner & Townsend were appointed as project managers for a number of projects at Ampleforth College. On the advise of Turner & Townsend, the contractor, Kier Northern, was appointed on the basis of a letter of intent to allow an early start on site. In the event, 8 letters of intent were written and the contract itself, despite being substantially agreed, was never signed. The contractor was four months late in completing the works, but as there was no contract in place, the settlement that was reached was not as favourable for Ampleforth as it might have been. Ampleforth began proceedings for professional negligence against Turner & Townsend. The judge awarded damages to Ampleforth on a ‘loss of chance’ basis because the letter of intent failed to make provision for liquidated and ascertained damages, although such a provision was set out in the proposed contract.

In essence the advice for clients is to avoid letters of intent because they do not cover all the eventualities set out in a standard contract. They also reduce the pressure for a contractor to sign a more comprehensive set of obligations and allow the contractor an opportunity for back-negotiation from a position of strength, for example, if ground works have thrown up unforeseen risks.

NB Tender documentation should set out proposed contact documentation and terms so that there is no reason for agreement of the contract to be delayed.

= Other case law =

A letter of intent is to be distinguished from a provisional contract. This distinction was considered in the case of Hall & Tawse South Ltd v Ivory Gate Ltd. Judge Thornton QC described the comparison in the following terms:

'A letter of intent is usually an [sic] unilateral assurance intended to have contractual effect if acted upon, whereby reasonable expenditure reasonably incurred in reliance upon such a letter will be reimbursed. Such a letter places no obligation upon the recipient to act upon it and there is usually no obligation to continue with the work or to undertake any defined parcel of work, the recipient being free to stop work at any time. The effect of such a letter is to promise reasonable reimbursement if the recipient does act upon it. However, the letter in question (in the instant case) ... is one which imposes obligations on both parties. It requires the plaintiff to commence the works, being a defined package of work and contract administration. The plaintiff had an option of whether to start or not but, having started, the plaintiff was under an obligation to continue with the works and not to stop, unless the defendant appointed another contractor or gave notice abandoning the work or the contract was superseded by one of the two successor contracts envisaged by the letter. I propose, therefore, to refer to this contract as "the provisional contract".’

In the case of OTM Limited v Hydranautics (1981) the court found that OTM's telex stating '…it is our intention to place an order for one chain tensioner. A purchase order will be prepared in the near future but you are directed to proceed with the tensioner fabrication on the basis of this telex…’, was a letter of intent and did not constitute an acceptance of an offer.

In contrast to OTM, the court found there was a binding contract in Wilson Smithett & Cape (Sugar) Ltd v Bangladesh Sugar & Foods Industries Corporation. The plaintiffs who were sugar merchants responded by a tender to an invitation sent by the defendants, a nationalised Bangladeshi Corporation. The tender was for the sale of 10,000 tons of sugar cane. The plaintiffs were the second lowest bidder. The Bangladeshi Government decided to import a further 10,000 tons and the defendants were instructed to place an order with the second lowest tenderer, i.e. the plaintiffs, if they were agreeable to matching the successful tenderer's bid. Negotiations were conducted between the plaintiffs and the defendant; eventually the plaintiffs sent to the defendant a letter of offer, which was to remain open until 2 pm local Dacca time on 12 June 1991. The same day the defendants issued a letter of intent, which stated:

'We are pleased to issue this letter of intent to you for the supply of the following materials ... all other terms and conditions as per your ... offer dated June 12th .. ‘

The defendants decided not to proceed with their purchase and they contended that their letter of 12 June was nothing more than an expression of a future intent to enter into a contract. The court rejected this submission and held that the letter, although it used the phrase ‘letter of intent', was nevertheless intended to have a contractual significance and effect; accordingly there was a binding contract between the parties.

Similarly, in Turriff Construction Ltd v Regalia Knitting Mills Ltd the court held that a letter of intent had a contractual effect.

The concept of 'ancillary contract' or 'if contract' was considered in the case of British Steel Corporation v Cleveland Bridge & Engineering Company where the court held that a letter of intent had no contractual effect, as the effect of the material letter was to ask the recipient, British Steel, to proceed immediately with the work pending the preparation and issuing of a form of sub-contract, being a document which was still in the state of negotiation not least on the issues of price, delivery dates and applicable terms and conditions. Of an 'if contract' Goff J stated:

'As a matter of analysis the contract (if any) which may come into existence following a letter of intent may take one of two forms: either there may be an ordinary executory contract, under which each party assumes reciprocal obligations to the other; or there may be what is sometimes called an "if" contract, i.e. a contract under which A requests B to carry out a certain performance and promises B that, if he does so, he will receive a certain performance in return, usually remuneration for his performance. The latter transaction is really no more than a standing offer which, if acted upon before it lapses or is lawfully withdrawn, will result in a binding contract.'

The possibility of an 'if’ contract was also considered, but rejected, by the court in A. Monk Construction Limited v. Norwich Union Life Insurance Society.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* [[Ampleforth_Abbey_Trust_vs_Turner_%26_Townsend_Project_Management_Limited|Ampleforth Abbey Trust vs Turner & Townsend Project Management Limited]].
* Appointing consultants.
* Construction contract.
* Contract conditions.
* Contract engrossment.
* Contract execution.
* Essentials of a contract.
* Letter of appointment.
* Liquidated and ascertained damages.
* Professional Indemnity Insurance clause in conditions of engagement.
* Tender documentation.

[[Category:Contracts_/_payment]] [[Category:Procurement]]

Letter of intent

2016-05-09T23:29:38Z

Valeria:

See the [http://www.designingbuildings.co.uk/wiki/Talk:Letter_of_intent discussion page] for a detailed debate about the pros, cons and content of letters of intent.

= Introduction =

A letter of intent is a document expressing an intention to enter into a contract at a future date but creating no contractual relationship until that future contract has been entered into. A letter of intent is not an 'agreement to agree'.

It is important to bear in mind that 'letter of intent' is a term of commercial convenience and not a term having a substantive legal meaning, as for example 'subject to contract’. Each letter of intent must be construed on its own particular meaning. It is suggested that the legal effect of a letter of intent may fall into one or more of the following categories:

* The expression of an intention to enter into a contract at a future date which does not give rise to any legal obligation, whether in contract or quasi ex-contractu (as if from a contract) on a quantum meruit (a reasonable amount for labour and materials, payable even in the absence of an enforceable agreement); or
* The expression of an intention to enter into a contract at a future date which does not give rise to any liability in contract but does not exclude or negate a right to recover reasonable expenditure on a quantum meruit; or
* The creation of a conditional or ancillary contractual obligation which may, but not necessarily will, be subsumed by a wider contractual obligation upon formal contracts being exchanged; or
* A legally binding executory contract in that the letter of intent is an offer capable of being accepted or is the acceptance of an offer.

Letters of intent are most commonly sent at a time when it is anticipated that the recipient will be incurring costs and overheads. They can be used as an interim arrangement to mobilise construction prior to a formal contract being executed, but they should never be seen as an alternative to a full contract and should place a limit on expenditure and the client’s liability prior to the contract being put in place.

= Content =

A comprehensive letter of intent should address the following:

* Client authorisation to the contract administrator to represent them.
* Acceptance of the contractor’s offer and definition of the project.
* The agreed contract sum.
* Reference to the tender documents and subsequent amendments (with dates).
* Instruction to proceed on a certain date.
* Site possession date.
* Contract completion date (including details of any phases).
* A full description of the proposed form of contract, including warrantees and performance bonds.
* A fall-back date for signing the contract (this is important, as beyond a certain time in the progress of the works it may no longer be in the interests of the contractor to sign the contract).
* Direction as to whether the contract will be executed by Deed, under seal or under-hand.
* Restriction of the work authorised by the letter of intent, by proceeding with which the contractor has fully accepted the terms of the letter of intent.
* Terms and provisions for cancelling the letter and determining the works at any time prior to signing the full contract - specifically, the terms will limit the client’s liability for costs and exclude claims for loss of profit, opportunity, good will, indirect or consequential losses.
* Provision for the contractor to have access to the site under licence only, with no (tenancy) rights to possession and limited rights described in a separate licence that sets out conditions and the licence period.
* Client and agents access provisions during the licence.
* Insurance provisions and indemnification.
* Agreement that there are no rights to assign the works.
* Disputes resolution procedures.
* Liquidated and ascertained damages to be applied to late completion.

= Legal and negotiating position =

In July 2012, a legal judgement relating to letters of intent was made in the case of Ampleforth Abbey Trust v Turner & Townsend Project Management. Turner & Townsend were appointed as project managers for a number of projects at Ampleforth College. On the advise of Turner & Townsend, the contractor, Kier Northern, was appointed on the basis of a letter of intent to allow an early start on site. In the event, 8 letters of intent were written and the contract itself, despite being substantially agreed, was never signed. The contractor was four months late in completing the works, but as there was no contract in place, the settlement that was reached was not as favourable for Ampleforth as it might have been. Ampleforth began proceedings for professional negligence against Turner & Townsend. The judge awarded damages to Ampleforth on a ‘loss of chance’ basis because the letter of intent failed to make provision for liquidated and ascertained damages, although such a provision was set out in the proposed contract.

In essence the advice for clients is to avoid letters of intent because they do not cover all the eventualities set out in a standard contract. They also reduce the pressure for a contractor to sign a more comprehensive set of obligations and allow the contractor an opportunity for back-negotiation from a position of strength, for example, if ground works have thrown up unforeseen risks.

NB Tender documentation should set out proposed contact documentation and terms so that there is no reason for agreement of the contract to be delayed.

= Other case law =

A letter of intent is to be distinguished from a provisional contract. This distinction was considered in the case of Hall & Tawse South Ltd v Ivory Gate Ltd. Judge Thornton QC described the comparison in the following terms:

'A letter of intent is usually an [sic] unilateral assurance intended to have contractual effect if acted upon, whereby reasonable expenditure reasonably incurred in reliance upon such a letter will be reimbursed. Such a letter places no obligation upon the recipient to act upon it and there is usually no obligation to continue with the work or to undertake any defined parcel of work, the recipient being free to stop work at any time. The effect of such a letter is to promise reasonable reimbursement if the recipient does act upon it. However, the letter in question (in the instant case) ... is one which imposes obligations on both parties. It requires the plaintiff to commence the works, being a defined package of work and contract administration. The plaintiff had an option of whether to start or not but, having started, the plaintiff was under an obligation to continue with the works and not to stop, unless the defendant appointed another contractor or gave notice abandoning the work or the contract was superseded by one of the two successor contracts envisaged by the letter. I propose, therefore, to refer to this contract as "the provisional contract".’

In the case of OTM Limited v Hydranautics (1981) the court found that OTM's telex stating '…it is our intention to place an order for one chain tensioner. A purchase order will be prepared in the near future but you are directed to proceed with the tensioner fabrication on the basis of this telex…’, was a letter of intent and did not constitute an acceptance of an offer.

In contrast to OTM, the court found there was a binding contract in Wilson Smithett & Cape (Sugar) Ltd v Bangladesh Sugar & Foods Industries Corporation. The plaintiffs who were sugar merchants responded by a tender to an invitation sent by the defendants, a nationalised Bangladeshi Corporation. The tender was for the sale of 10,000 tons of sugar cane. The plaintiffs were the second lowest bidder. The Bangladeshi Government decided to import a further 10,000 tons and the defendants were instructed to place an order with the second lowest tenderer, i.e. the plaintiffs, if they were agreeable to matching the successful tenderer's bid. Negotiations were conducted between the plaintiffs and the defendant; eventually the plaintiffs sent to the defendant a letter of offer, which was to remain open until 2 pm local Dacca time on 12 June 1991. The same day the defendants issued a letter of intent, which stated:

'We are pleased to issue this letter of intent to you for the supply of the following materials ... all other terms and conditions as per your ... offer dated June 12th .. ‘

The defendants decided not to proceed with their purchase and they contended that their letter of 12 June was nothing more than an expression of a future intent to enter into a contract. The court rejected this submission and held that the letter, although it used the phrase ‘letter of intent', was nevertheless intended to have a contractual significance and effect; accordingly there was a binding contract between the parties.

Similarly, in Turriff Construction Ltd v Regalia Knitting Mills Ltd the court held that a letter of intent had a contractual effect.

The concept of 'ancillary contract' or 'if contract' was considered in the case of British Steel Corporation v Cleveland Bridge & Engineering Company where the court held that a letter of intent had no contractual effect, as the effect of the material letter was to ask the recipient, British Steel, to proceed immediately with the work pending the preparation and issuing of a form of sub-contract, being a document which was still in the state of negotiation not least on the issues of price, delivery dates and applicable terms and conditions. Of an 'if contract' Goff J stated:

'As a matter of analysis the contract (if any) which may come into existence following a letter of intent may take one of two forms: either there may be an ordinary executory contract, under which each party assumes reciprocal obligations to the other; or there may be what is sometimes called an "if" contract, i.e. a contract under which A requests B to carry out a certain performance and promises B that, if he does so, he will receive a certain performance in return, usually remuneration for his performance. The latter transaction is really no more than a standing offer which, if acted upon before it lapses or is lawfully withdrawn, will result in a binding contract.'

The possibility of an 'if’ contract was also considered, but rejected, by the court in A. Monk Construction Limited v. Norwich Union Life Insurance Society.

Example

Dear Mr Smith

Re: Appointment for Project Four Towers

Following our telephone conversation regarding appointments I would like to respond to your request for signing a bespoke appointment.

The professional principals at stake are both statutory and personal;

Under the Architects Act 1997 we required to abide by the ARB’s (Architects

Registration Board) Architects Code: Standards of Conduct and Practice

(2010) and as RIBA Chartered Practice, The RIBA Code of Professional Conduct lays down criteria that I must satisfy before starting work. They require written agreement with clearly defined services, maintaining our insurance cover and having the skills and resources to fulfil the obligations of the contract.

We are conscious that it is important not only for ourselves but for you as a client that we are only undertaking services we are capable of delivering in terms of both expertise and resources.

An example of this would; our professional indemnity insurance (PII) is unlikely to cover a ‘fitness for purpose’ rather than ‘duty of care’ type clause which would leave us uninsured and liable for claims of professional misconduct.

A bespoke contract will require review from our lawyers and underwrites to ensure that we will be covered and retain our Professional Indemnity Insurance.

There will be an additional charge/cost and a delay to the preparation of the contract. I must also highlight to you that we have prepared our fee on the RIBA standard agreement, which apportions risk fairly between the parties, equally weighted and has been tried and tested in a court of law. We would therefore have to review and adjust the fee on the basis of any reapportioning of risk.

We use the RIBA standard form of appointment on all of our projects and are familiar with each of its terms. I am happy to hold a meeting to discuss if these would be suitable for you. The appointment also has the potential to make amendments and we can discuss specific terms you may be interested in including. If not please let us know your concerns?

I would like to take this opportunity to send a Client Care Letter outlining;

- Proposed fee as calculated with regards to our duties and schedule of services previously stated under the RIBA Standard Agreement 2010 (2012 revision) - Assignment

- Copyright

- Liability

- Suspension and termination

- Dispute resolution

We can discuss this at our appointment workshop – alternatively, if you wish us to proceed on the above mentioned assumptions of the RISA SA 2010 (2012) please return a signed copy of the letter.

Additionally please find attached a copy of the RIBA Standard for of Appointment 2010 (2012 revision) for your review.

If you have any queries please do not hesitate to call. I look forward to hearing from you in due course.

Yours sincerely

Architect XXX

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* [[Ampleforth_Abbey_Trust_vs_Turner_%26_Townsend_Project_Management_Limited|Ampleforth Abbey Trust vs Turner & Townsend Project Management Limited]].
* Appointing consultants.
* Construction contract.
* Contract conditions.
* Contract engrossment.
* Contract execution.
* Essentials of a contract.
* Letter of appointment.
* Liquidated and ascertained damages.
* Professional Indemnity Insurance clause in conditions of engagement.
* Tender documentation.

[[Category:Contracts_/_payment]] [[Category:Procurement]]

CDM 2015 principal contractor duties

2016-05-09T15:20:05Z

Valeria:

The Construction (Design and Management) Regulations (the ‘CDM Regulations’) are intended to ensure that health and safety issues are properly considered during a project’s development so that the risk of harm to those who have to build, use and maintain structures is reduced. They were introduced in 1994 and revised in 2007. A further revision will came into force on 6 April 2015.

The 2015 CDM regulations include duties for:

* Clients. (see CDM 2015 client duties)
* Designers. (see CDM 2014 designer duties)
* Principal designers. (see CDM 2015 principal designer duties)
* Principal contractors.
* Contractors. (see CDM 2015 contractor duties)
* Workers. (see CDM 2015 worker duties)

The role of principal contractor is not a new one, but their responsibilities have changed slightly from the 2007 regulations.

Principal contractors are defined in the 2015 CDM Regulations as ‘…contractors appointed by the client to coordinate the construction phase of a project where it involves more than one contractor …They … must possess the skills, knowledge, and experience, and (if an organisation) the organisational capability necessary to carry out their role effectively given the scale and complexity of the project and the nature of the health and safety risks involved.‘

For projects involving more than one contractor, the client must appoint a principal contractor as soon as practicable, and before the start of the construction phase, so they have enough time to plan and manage the construction phase.

If the client fails to appoint a principal contractor, the client must fulfil the duties of the principal contractor. However, if a domestic client fails to make an appointment, the contractor in control of the construction phase of the project is the principal contractor. A domestic client is someone who has construction work done on their own home, or the home of a family member, which is not done in connection with a business.

The role of principal contractor involves:

* Planning, managing, monitoring and coordinating the construction phase of a project.
* Consulting and engaging with workers.
* Liaising with the client and principal designer.
* Ensuring anyone they appoint has the necessary skills, knowledge, and experience and, where they are an organisation, the organisational capability to carry out the work in a way that secures health and safety.
* Coordinating the work of contractors.
* Ensuring that the contractors under their control cooperate with each other.
* Ensuring suitable site inductions are provided.
* Ensuring reasonable steps are taken to prevent unauthorised access.
* Ensuring that suitable welfare facilities are provided and maintained throughout the construction phase.
* Before the construction site is set up, preparing, reviewing and revising the construction phase plan for the project setting out health and safety arrangements and site rules.
* Ensuring that the construction phase plan is appropriately reviewed, updated and revised during the construction phase.
* Providing the principal designer with any information in the principal contractor’s possession relevant to the health and safety file.
* If the principal designer’s appointment finishes before the end of the project, the health and safety file must be passed to the principal contractor for the remainder of the project. The principal contractor must then take on the responsibility for reviewing, updating and revising it and passing it to the client when the project finishes.

Where a client is a domestic client, the principal contractor must also carry out the duties of the client under the regulations, unless there is only one contractor (in which case the contractor must carry out their duties), or there is a written agreement that the principal designer will fulfil those duties. See Client duties under CDM 2015 for more information.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* 2007 CDM regulations.
* CDM 2007 principal contractor.
* CDM 2015.
* CDM 2015 client duties.
* CDM 2015 designer duties.
* CDM 2015 draft guidance.
* CDM 2015 contractor duties.
* CDM 2015 legal considerations.
* CDM 2015 principal designer duties.
* CDM 2015 worker duties.
* CDM for self-builders and domestic clients.
* CDM Principles of prevention.
* Design risk management.
* Domestic client.
* Work at height regulations.

[[Category:Health_and_safety_/_CDM]]

CDM 2015 principal contractor duties

2016-05-09T15:18:34Z

Valeria:

The Construction (Design and Management) Regulations (the ‘CDM Regulations’) are intended to ensure that health and safety issues are properly considered during a project’s development so that the risk of harm to those who have to build, use and maintain structures is reduced. They were introduced in 1994 and revised in 2007. A further revision will came into force on 6 April 2015.

The 2015 CDM regulations include duties for:

* Clients. (see CDM 2015 client duties)
* Designers. (see CDM 2014 designer duties)
* Principal designers. (see CDM 2015 principal designer duties)
* Principal contractors.
* Contractors. (see CDM 2015 contractor duties)
* Workers. (see CDM 2015 worker duties)

The role of principal contractor is not a new one, but their responsibilities have changed slightly from the 2007 regulations.

Principal contractors are defined in the 2015 CDM Regulations as ‘…contractors appointed by the client to coordinate the construction phase of a project where it involves more than one contractor …They … must possess the skills, knowledge, and experience, and (if an organisation) the organisational capability necessary to carry out their role effectively given the scale and complexity of the project and the nature of the health and safety risks involved.‘

For projects involving more than one contractor, the client must appoint a principal contractor as soon as practicable, and before the start of the construction phase, so they have enough time to plan and manage the construction phase.

If the client fails to appoint a principal contractor, the client must fulfil the duties of the principal contractor. However, if a domestic client fails to make an appointment, the contractor in control of the construction phase of the project is the principal contractor. A domestic client is someone who has construction work done on their own home, or the home of a family member, which is not done in connection with a business.

The role of principal contractor involves:

* Planning, managing, monitoring and coordinating the construction phase of a project.
* Consulting and engaging with workers.
* Liaising with the client and principal designer.
* Ensuring anyone they appoint has the necessary skills, knowledge, and experience and, where they are an organisation, the organisational capability to carry out the work in a way that secures health and safety.
* Coordinating the work of contractors.
* Ensuring that the contractors under their control cooperate with each other.
* Ensuring suitable site inductions are provided.
* Ensuring reasonable steps are taken to prevent unauthorised access.
* Ensuring that suitable welfare facilities are provided and maintained throughout the construction phase.
* Before the construction site is set up, preparing, reviewing and revising the construction phase plan for the project setting out health and safety arrangements and site rules.
* Ensuring that the construction phase plan is appropriately reviewed, updated and revised during the construction phase.
* Providing the principal designer with any information in the principal contractor’s possession relevant to the health and safety file.
* If the principal designer’s appointment finishes before the end of the project, the health and safety file must be passed to the principal contractor for the remainder of the project. The principal contractor must then take on the responsibility for reviewing, updating and revising it and passing it to the client when the project finishes.

Where a client is a domestic client, the principal contractor must also carry out the duties of the client under the regulations, unless there is only one contractor (in which case the contractor must carry out their duties), or there is a written agreement that the principal designer will fulfil those duties. See Client duties under CDM 2015 for more information.

Assuming Principal Contractor is also the contractor involved in installing the panels,

Dear Sir Madame,

We are writing to confirm an observation during my visit to the site today.

A site operative was attempting to carry a large panel of glazing up a latter between the 9th and 8th storey scaffold.

Please see the photograph attached of my observation dated with today’s date

Please be reminded that under CDM regulations 2015, duties involve planning, managing, and monitoring construction work under control so that it is carried out without risk to heath ans safety, under your JCT SBC Contract Clause 3.23 require works to be carried out wich that it complies with CDM regulations,

Heath and Safety Act 1974

In addition please be reminded that you will need to provide updated information on the maintenance and cleaning of the glazing to contribute towards The health and Safety File The information should give instructions for the maintanace / cleaning of glazing , and how it should be carried out and include any potential risk involved.

Please send this information to the principal designer and CC myfelf and the client.

Yours faithfully

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* 2007 CDM regulations.
* CDM 2007 principal contractor.
* CDM 2015.
* CDM 2015 client duties.
* CDM 2015 designer duties.
* CDM 2015 draft guidance.
* CDM 2015 contractor duties.
* CDM 2015 legal considerations.
* CDM 2015 principal designer duties.
* CDM 2015 worker duties.
* CDM for self-builders and domestic clients.
* CDM Principles of prevention.
* Design risk management.
* Domestic client.
* Work at height regulations.

[[Category:Health_and_safety_/_CDM]]

Construction phase plan

2016-05-09T15:13:02Z

Valeria:

The Construction (Design and Management) Regulations (CDM Regulations) are intended to ensure that health and safety issues are properly considered during a project’s development so that the risk of harm to those who have to build, use and maintain structures is reduced. They were introduced in 1994 and revised in 2007 and 2015.

The regulations require that, before the construction phase begins (that is, before the construction site is set up), the client ensures that a construction phase plan is drawn up by the contractor if there is only one contractor, or by the principal contractor if there is more than one contractor. If there is only one contractor, the contractor must either draw up a plan themselves, or make arrangements for it to be drawn up.

The construction phase plan records arrangements for managing significant health and safety risks associated with the construction of the project and is the basis for communicating those arrangements to those involved in the construction phase. It outlines the health and safety arrangements and site rules taking into account any industrial activities taking place on site, and, where applicable, must include specific measures concerning any work involving the particular risks listed in Schedule 3:

* Work which puts workers at risk of burial under earthfalls, engulfment in swampland or falling from a height, where the risk is particularly aggravated by the nature of the work or processes used or by the environment at the place of work or site.
* Work which puts workers at risk from chemical or biological substances constituting a particular danger to the safety or health of workers or involving a legal requirement for health monitoring.
* Work with ionizing radiation requiring the designation of controlled or supervised areas under regulation 16 of the Ionising Radiations Regulations 1999.
* Work near high voltage power lines.
* Work exposing workers to the risk of drowning.
* Work on wells, underground earthworks and tunnels.
* Work carried out by divers having a system of air supply.
* Work carried out by workers in caissons with a compressed air atmosphere.
* Work involving the use of explosives.
* Work involving the assembly or dismantling of heavy prefabricated components.

Pre-construction information provided by the client forms the basis of the construction phase plan. The plan must also take into account information the principal designer holds and any information obtained from designers. Designers must provide information about the significant risks they have been unable to eliminate and the steps taken to reduce or control those risks. The principal contractor must also liaise with the contractors to ensure the plan takes account of their views.

During the course of the project, the principal contractor (or contractor) must ensure that the construction phase plan is reviewed, updated and revised.

The client must ensure the plan adequately addresses arrangements for managing risks and that the principal contractor (or contractor) regularly reviews and revises the plan.

The plan should be easy to understand and as simple as possible, should only include information relevant to the project, should provide sufficient information proportionate to the scale and complexity of the project and the risks involved. It should not include generic risk assessments, records of how decisions were reached or detailed safety method statements.

The principal contractor must ensure that employers and, if necessary for the protection of workers, self-employed persons follow the construction phase plan. Contractors also required to comply with the plan.

[http://www.hse.gov.uk/pubns/books/l153.htm Managing health and safety in construction, Construction (Design and Management) Regulations 2015, Guidance on Regulations] suggests the following topics should be considered when drawing up the plan:

* A description of the project such as key dates and details of key members of the project team.
* The management of the work including:

# The health and safety aims for the project.
# The site rules.
# Arrangements to ensure cooperation between project team members and coordination of their work, eg regular site meetings.
# Arrangements for involving workers.
# Site induction.
# Welfare facilities.
# Fire and emergency procedures.

* The control of any of the specific site risks listed in Schedule 3 where they are relevant to the work involved.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Appointing consultants.
* CDM.
* CDM 2015 client.
* CDM 2015 contractors.
* CDM 2015 designers.
* CDM 2015 workers.
* Health and safety file.
* Health and safety policy.
* Lighting of construction sites.
* Method statements.
* Mobilisation
* Notify HSE.
* Pre-construction information.
* Principal contractor.
* Principal designer.
* Project directory.
* Risk assessments.

[[Category:Health_and_safety_/_CDM]]

Construction phase plan

2016-05-09T15:10:15Z

Valeria:

The Construction (Design and Management) Regulations (CDM Regulations) are intended to ensure that health and safety issues are properly considered during a project’s development so that the risk of harm to those who have to build, use and maintain structures is reduced. They were introduced in 1994 and revised in 2007 and 2015.

The regulations require that, before the construction phase begins (that is, before the construction site is set up), the client ensures that a construction phase plan is drawn up by the contractor if there is only one contractor, or by the principal contractor if there is more than one contractor. If there is only one contractor, the contractor must either draw up a plan themselves, or make arrangements for it to be drawn up.

The construction phase plan records arrangements for managing significant health and safety risks associated with the construction of the project and is the basis for communicating those arrangements to those involved in the construction phase. It outlines the health and safety arrangements and site rules taking into account any industrial activities taking place on site, and, where applicable, must include specific measures concerning any work involving the particular risks listed in Schedule 3:

* Work which puts workers at risk of burial under earthfalls, engulfment in swampland or falling from a height, where the risk is particularly aggravated by the nature of the work or processes used or by the environment at the place of work or site.
* Work which puts workers at risk from chemical or biological substances constituting a particular danger to the safety or health of workers or involving a legal requirement for health monitoring.
* Work with ionizing radiation requiring the designation of controlled or supervised areas under regulation 16 of the Ionising Radiations Regulations 1999.
* Work near high voltage power lines.
* Work exposing workers to the risk of drowning.
* Work on wells, underground earthworks and tunnels.
* Work carried out by divers having a system of air supply.
* Work carried out by workers in caissons with a compressed air atmosphere.
* Work involving the use of explosives.
* Work involving the assembly or dismantling of heavy prefabricated components.

Pre-construction information provided by the client forms the basis of the construction phase plan. The plan must also take into account information the principal designer holds and any information obtained from designers. Designers must provide information about the significant risks they have been unable to eliminate and the steps taken to reduce or control those risks. The principal contractor must also liaise with the contractors to ensure the plan takes account of their views.

During the course of the project, the principal contractor (or contractor) must ensure that the construction phase plan is reviewed, updated and revised.

The client must ensure the plan adequately addresses arrangements for managing risks and that the principal contractor (or contractor) regularly reviews and revises the plan.

The plan should be easy to understand and as simple as possible, should only include information relevant to the project, should provide sufficient information proportionate to the scale and complexity of the project and the risks involved. It should not include generic risk assessments, records of how decisions were reached or detailed safety method statements.

The principal contractor must ensure that employers and, if necessary for the protection of workers, self-employed persons follow the construction phase plan. Contractors also required to comply with the plan.

[http://www.hse.gov.uk/pubns/books/l153.htm Managing health and safety in construction, Construction (Design and Management) Regulations 2015, Guidance on Regulations] suggests the following topics should be considered when drawing up the plan:

* A description of the project such as key dates and details of key members of the project team.
* The management of the work including:

# The health and safety aims for the project.
# The site rules.
# Arrangements to ensure cooperation between project team members and coordination of their work, eg regular site meetings.
# Arrangements for involving workers.
# Site induction.
# Welfare facilities.
# Fire and emergency procedures.

* The control of any of the specific site risks listed in Schedule 3 where they are relevant to the work involved.

Under the CDM Regulations 2015 Reg 8.5 a person monitoring on a project under the control of another should report to that person anything they are unaware of in relation to the project wich is likely to endanger their health their heath and safety of or that of others.

Therefore I will try to contact the person in charge in the ‘works’ Under the Guidance 8 provided by the HSE the person in control should encourage workers to stop work and report dangerous conditions to them when they see them,

I will consult the construction month statement of (CPP) Construction Phase Plan, which must set out the heath and safety arrangements and site rules, taking account of the industrial activities taking place on site.

I will look for any ‘arragements’ ‘desined’ to make thin ‘ large pannels’ up to tall “scaffold”, If they are measures (ej. Using a crane) but is not in place, then the principal contractor and the contractor ( in question) will need to be contacted to remind tem of their duties to act upon information set up with the CPP.

If no measures are considered, then principal contractor will need to amend the construction phase.

Would be important to check the pre- construction info packaging by principal designer.

If a person in charge is not there I will have the duty to warn the workers, However I have no duty to instruct the workers to stop work.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Appointing consultants.
* CDM.
* CDM 2015 client.
* CDM 2015 contractors.
* CDM 2015 designers.
* CDM 2015 workers.
* Health and safety file.
* Health and safety policy.
* Lighting of construction sites.
* Method statements.
* Mobilisation
* Notify HSE.
* Pre-construction information.
* Principal contractor.
* Principal designer.
* Project directory.
* Risk assessments.

[[Category:Health_and_safety_/_CDM]]

CDM 2015 worker duties

2016-05-09T14:27:16Z

Valeria:

CDM 2015 worker duties

2016-05-09T14:24:11Z

Valeria:

The Construction (Design and Management) Regulations (the ‘CDM Regulations’) are intended to ensure that health and safety issues are properly considered during a project’s development so that the risk of harm to those who have to build, use and maintain structures is reduced. They were introduced in 1994 and revised in 2007. A further revision came into force on 6 April 2015.

The 2015 CDM regulations include duties for:

* Clients. (See CDM 2015 client duties)
* Designers. (See CDM 2015 designer duties)
* Principal designers. (See CDM 2015 principal designer duties)
* Principal contractors. (See CDM 2015 principal contractor duties)
* Contractors. (See CDM 2015 contractor duties)
* Workers.

Workers are defined in the 2015 CDM Regulations as ‘…the people who work for or under the control of contractors on a construction site’.

A project is ‘notifiable’ to the Health and Safety Executive (HSE) if the construction work is scheduled to:

* Last longer than 30 working days and have more than 20 workers working simultaneously at any point in the project; or
* Exceed 500 person days.

When a contractor employs or appoints an individual to work on a construction site, they must make enquiries to ensure that that the individual:

* Has the necessary skills, knowledge, training and experience to carry out the work they will be employed to do in a way that secures health and safety for anyone working on the site; or
* Are in the process of obtaining them.

Workers must be:

* Provided with suitable welfare facilities for the duration of construction work.
* Given site inductions and provided with information about emergency procedures, and hazards.
* Provided with ongoing briefing, supervision and monitoring, perhaps involving toolbox talks.
* Consulted and engaged about matters which affect their health, safety and welfare. This is a two-way process which involves giving information to workers, listening to them and taking account of what they say before making decisions.

The duties of workers include:

* Taking care of their own health and safety and others who may be affected by their actions.
* Cooperating with any other person working on, or in relation to, a project at the same or an adjoining construction site.
* Report anything they are aware of in relation to the project which is likely to endanger their own health or safety or that of others.

In addition, there are detailed requirements for works involving specific risks:

* Safe places of construction work.
* Good order and site security.
* Stability of structures.
* Demolition or dismantling.
* Explosives.
* Excavations.
* Cofferdams and caissons.
* Reports of inspections.
* Energy distribution installations.
* Prevention of drowning.
* Traffic routes.
* Vehicles.
* Prevention of risk from fire, flooding or asphyxiation.
* Emergency procedures.
* Emergency routes and exits.
* Fire detection and fire-fighting.
* Fresh air.
* Temperature and weather protection.
* Enforcement in respect of fire.

The Construction (Design and Management) Regulations 2015 (CDM Regulations) are intended to ensure that health and safety issues are properly considered during a project’s development so that the risk of harm to those who have to build.

All Workers Must:

* Be consulted about matters that affect their heath and safety welfare.
* Take care of their own heath and safety and others whomay be affected by their actions.
* Report anything they see which is likely to endanger their own onthers

Actions to be taken:

Inform the principal contractor and the contractor about the worker irresponsible behaviour,

* Ensure principal designer is coordinating Hearth and safety properly and he is providing the relevant information to principal contractor stated in the heath and safety plan.
* Ask the Principal designer to update the Health and Safety File and sent it to principal contractor, and make sure everyone has access to it.
* Is the duty of the principal contractor to ensure that all workers are consulted and engaged in securing their heath and safety.
* The contractor is responsible to plan manage and monitor their workers, comply with directions given to them by the principal designer or principal contractor – phase plan.
* If is a single-contractor needs to prepare the phase plan.

Other legislations that apply :

Heath and Safety at Work etc Act 1974

Health and Safety (Offences) Act 2008.

Personal Protective Equipment at Work Regulations 1992

Work at Height Regulations 2005

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* CDM.
* CDM 2007 workers.
* CDM 2015 client duties.
* CDM 2015 contractor duties.
* CDM 2015 designer duties.
* CDM 2015 draft guidance.
* CDM 2015 legal considerations.
* CDM 2015 principal contractor.
* CDM 2015.
* CDM client.
* CDM co-ordinator.
* CDM for self-builders and domestic clients.
* CDM Principles of prevention.
* Design risk management.
* Domestic client.
* Principal contractor.
* Principal designer.
* Work at height regulations.

[[Category:Health_and_safety_/_CDM]]

Marketing Strategy.

2016-05-08T12:31:39Z

Valeria:

Environmental scanning can be defined as 'the study and interpretation of the political, economic, social and technological events and trends which influence a business, an industry or even a totalmarket'.

Marketing research is "the process or set of processes that links the producers, customers, and end users to the marketer through [https://en.wikipedia.org/wiki/Market_information information] — information used to identify and define marketing opportunities and problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and improve understanding of marketing as a process. Marketing research specifies the information required to address these issues, designs the method for collecting information, manages and implements the data collection process, analyzes the results, and communicates the findings and their implications

Marketing Communications Coordinated [http://www.businessdictionary.com/definition/promotional-message.html promotional messages] [http://www.businessdictionary.com/definition/delivery.html delivered] through one or more [http://www.businessdictionary.com/definition/channel.html channels] such as print, radio, television, [http://www.businessdictionary.com/definition/direct-mail.html direct mail], and [http://www.businessdictionary.com/definition/personal-selling.html personal selling].

[[Category:Publications_/_reports]]

Marketing Strategy.

2016-05-08T12:31:12Z

Valeria: Created page with " Environmental scanning can be defined as 'the study and interpretation of the political, economic, social and technological events and trends which influence a business, an ind..."

Heath and safety plan

2016-05-07T22:37:02Z

Valeria: Created page with "Heath and Safety Plan Category:Health_and_safety_/_CDM "

Heath and Safety Plan

[[Category:Health_and_safety_/_CDM]]

Heath and Safety File

2016-05-07T22:28:23Z

Valeria: Created page with "Health and Safety File should be held by the client after construction has been completed. It would contain information on the structure relevant to the health and safety of thos..."

Health and Safety File should be held by the client after construction has been completed. It would contain information on the structure relevant to the health and safety of those carrying maintenance, repair or renovation work on structure

[[Category:Health_and_safety_/_CDM]]

Rules and regulations affecting architects

2016-05-07T22:19:22Z

Valeria:

Rules and regulations affecting architects

2016-05-07T22:15:38Z

Valeria:

== Agency Worker Directive and Regulations 2010 ==

The Agency Workers Regulations basic concept is to give effect to the [https://en.wikipedia.org/wiki/Temporary_and_Agency_Workers_Directive Temporary and Agency Workers Directive] in UK law. They require employers to treat agency workers and permanent staff equally in their contract terms on,

* Hours and holiday time
* Pay, including sick pay
* Time off for parenting (for women only)
* Discrimination law (though this is unnecessary because agency workers are already explicitly covered by the [https://en.wikipedia.org/wiki/Equality_Act_2010 Equality Act 2010].[https://en.wikipedia.org/wiki/Agency_Workers_Regulations_2010#cite_note-6 [6]])

== Architects Act 1997 ==

Is the consolidating [https://en.wikipedia.org/wiki/Acts_of_Parliament_in_the_United_Kingdom Act] of the [https://en.wikipedia.org/wiki/Parliament_of_the_United_Kingdom Parliament of the United Kingdom] for the keeping and publishing of the statutory [https://en.wikipedia.org/wiki/Register_of_Architects Register of Architects] by the [https://en.wikipedia.org/wiki/Architects_Registration_Board Architects Registration Board]. It has the [https://en.wikipedia.org/wiki/Long_title long title]: An Act to consolidate the enactments relating to architects.

== Architects Code of Conduct 2010 (ARB) ==

Section 13 of the Architects Act 1997 (“the Act”) requires the Architects Registration Board (“the Board”) to issue a Code laying down the standards of professional conduct and practice expected of persons registered as architects under the Act.

== Building Act 1984 ==

The Building Act 1984 is a [https://en.wikipedia.org/wiki/United_Kingdom United Kingdom] [https://en.wikipedia.org/wiki/Statute statute] consolidating previous legislation concerning the construction process, and the design and specifications for buildings and their component parts, and related matters, in England and Wales. The Welsh Government may make its own Building Regulations under this Act for Wales. This Act does not extend to Scotland or Northern Ireland.

== Bribery Act 2010 ==

The Bribery Act 2010 (c.23) is an [https://en.wikipedia.org/wiki/Acts_of_Parliament_in_the_United_Kingdom Act] of the [https://en.wikipedia.org/wiki/Parliament_of_the_United_Kingdom Parliament of the United Kingdom] that covers the criminal law relating to [https://en.wikipedia.org/wiki/Bribery bribery].

== Business Names Act 1985 ==

A business name is a name used by any person, partnership or company for carrying on business, unless it is the same as their own name. [http://www.companieshouse.gov.uk/about/gbhtml/gbf3.shtml#two British law] requires a business to disclose†:

* the corporate name (if the company uses a different trading name); or
* the name of each partner; or
* the individual person's name; and
* in relation to each person named, an address at which documents can be served.

== Capital Allowances Act 2001 ==

The Capital Allowances Act 2001 is an [https://en.wikipedia.org/wiki/Act_of_Parliament Act] of the [https://en.wikipedia.org/wiki/Parliament_of_the_United_Kingdom Parliament of the United Kingdom] that governs how [https://en.wikipedia.org/wiki/Capital_allowance capital allowances] are deducted from income taxable under the [https://en.wikipedia.org/wiki/Income_Tax_Act_2007 Income Tax Act 2007] and the[https://en.wikipedia.org/wiki/Corporation_Tax_Act_2010 Corporation] [https://en.wikipedia.org/wiki/Corporation_Tax_Act_2010 Tax Act 2010].

== Civil Liability (Contribution) Act 1978 ==

== Climate Change Act 2008 ==

The Climate Change Act 2008 (c 27) is anAct of the Parliament of the United Kingdom. The Act makes it the duty of the Secretary of State to ensure that the net UK carbon account for all six Kyoto greenhouse gases for the year 2050 is at least 80% lower than the 1990 baseline, toward avoiding dangerous climate change.

== Climate Change and Sustainable Energy Act 2006 ==

The Climate Change and Sustainable Energy Act 2006 (c 19) is an [https://en.wikipedia.org/wiki/Act_of_Parliament Act] of the [https://en.wikipedia.org/wiki/Parliament_of_the_United_Kingdom Parliament of the United Kingdom] which aims to boost the number of [https://en.wikipedia.org/wiki/Heat heat] and [https://en.wikipedia.org/wiki/Electricity electricity] [https://en.wikipedia.org/wiki/Microgeneration microgeneration] installations in the United Kingdom, so helping to cut [https://en.wikipedia.org/wiki/Carbon_emissions carbon emissions] and reduce [https://en.wikipedia.org/wiki/Fuel_poverty fuel poverty].

== Community Infrastructure Levy Regulations 2010 ==

Section 206 of [http://www.legislation.gov.uk/ukpga/2008/29/contents the Planning Act 2008] gives ‘charging authorities’ (generally the [http://www.designingbuildings.co.uk/wiki/Local_planning_authority local planning authority]) the power to charge the [http://www.designingbuildings.co.uk/wiki/Community_infrastructure_levy community infrastructure levy] (CIL). It is a charge that [http://www.designingbuildings.co.uk/wiki/Local_authorities local authorities] can choose to impose on new developments to fund local [http://www.designingbuildings.co.uk/wiki/Infrastructure infrastructure]. This could include [http://www.designingbuildings.co.uk/wiki/Infrastructure infrastructure] such as:

* Transport schemes.
* Flood defences.
* Schools.
* Hospitals.
* Green spaces.
* Leisure centres.

Charging authorities must:

* prepare and publish a document known as the “charging schedule” which will set out the rates of [http://www.designingbuildings.co.uk/wiki/Community_infrastructure_levy Community Infrastructure Levy] which will apply in the authority’s area.
* apply the levy revenue it receives to funding the provision, improvement, replacement, operation or [http://www.designingbuildings.co.uk/wiki/Maintenance maintenance] of [http://www.designingbuildings.co.uk/wiki/Infrastructure infrastructure] to support the development of its area, and;
* report to the local community on the amount of levy revenue collected, spent and retained each year.

== Companies Acts 1985, 1989, 2006 ==

The Companies Act 1985 (c.6) is an [https://en.wikipedia.org/wiki/Act_of_Parliament Act] of the [https://en.wikipedia.org/wiki/United_Kingdom_Parliament Parliament of the United Kingdom of Great Britain and Northern Ireland], enacted in 1985, which enabled [https://en.wikipedia.org/wiki/Company companies] to be formed by registration, and set out the responsibilities of companies, their [https://en.wikipedia.org/wiki/Executive_director directors] and [https://en.wikipedia.org/wiki/Company_secretary secretaries]. It has largely been superseded by the [https://en.wikipedia.org/wiki/Companies_Act_2006 Companies Act 2006].

== Companies and Limited Liability Partnership ( Accounts and Audit Exemptions and Change of Accounting Framework) Regulations ==

== Companies(late Filing Penalties) and Limited Liability Partnerships ==

== (Filing Periods and Late Filing Penalties) Regulations 2008 – SI 2008/497 ==

== Competition Act 1998 ==

The Competition Act 1998 is the current major source of [https://en.wikipedia.org/wiki/Competition_law competition law] in the [https://en.wikipedia.org/wiki/United_Kingdom United Kingdom], along with the [https://en.wikipedia.org/wiki/Enterprise_Act_2002 Enterprise Act 2002]. The act provides an updated framework for identifying and dealing with restrictive business practices and abuse of a dominant market position.

== Consumer Protection Act 1987 and Unfair Trading Regulations 2008 ==

== Construction (Design and Management) Regulations 2007(due for replacement 2014) ==

== Contracts (Rights of Third Parties) Act 1999 ==

== Copyright Design and Patents Act 1988 ==

== Corporate Manslaughter and Corporate Homicide Act 2007 ==

== Countryside and Rights of Way Act 2000 ==

== Data Protection Act 1998 ==

== Employers’ Liability (Compulsory Insurance) Act 1969 and Regulations 1998 ==

== Employment Acts 1980, 1982, 1988, 2002, 2008 ==

== Employment Rights Act 1996 and Employment Relations Act 1999 ==

== Energy Act 2008, 2010, 2011, 2013 ==

== Energy Efficiency (Eligible Buildings) Regulations 2013 ==

== Enterprise Act 2002 ==

== Environmental Act 1995 ==

== Environmental Protection Act 1990 ==

== Equality Act 2010 ==

== Fire and Rescue Services Act 2004 ==

== Freud Act 2006 ==

== Heath and Safety at Work etc Act 1974 and Health and Safety (Offences) Act 2008. ==

== Housing Acts 1996, 2004 and Housing and Regeneration Act 2008 ==

== Housing and Regeneration Act 2008 ==

== Human Rights Act 1998. ==

The Human Rights Act itself enables Articles of the European Convention on Human Rights, and some of the Protocols, to be used directly in UK courts. The Articles enabled are as follows:

=== [[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=3 edit]]Main Convention ===

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=4 edit]]Article 2: Right to life

Everyone's right to life shall be protected by law. There are some exceptions, such as if someone's right to life is deprived in the course of defending someone from unlawful violence.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=5 edit]]Article 3: Prohibition of torture

No exceptions. Torture can never, ever be justified for any reason.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=6 edit]]Article 4: Prohibition of slavery and forced labour

Exceptions include things like community service and serving on a jury.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=7 edit]]Article 5: Right to liberty and security

Everyone has the right to liberty and security of the person<br />
The rights contained in this article can be breached:

* to imprison someone if they're been convicted by a court,
* if they've not complied with a court order (Contempt of Court),
* if there's reasonable suspicion that they have committed a crime,
* etc.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=8 edit]]Article 6: Right to a fair trial

Everyone shall be presumed innocent until proven guilty People must be given the chance to obtain legal representation - free, if they cannot afford it, if it's in the interests of justice[http://rationalwiki.org/wiki/Human_Rights_Act_1998#cite_note-0 [1]]

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=9 edit]]Article 7: No punishment without law

If it wasn't a crime when someone did it (whatever "it" is), they can't be punished for it. The law cannot be applied retrospectively. e.g. if it wasn't illegal to possess a psychoactive substance yesterday, you "dispose" of it, and today it does becomes illegal to possess, you cannot be punished for possessing it yesterday.<br />
Also, if someone did commit a criminal act and the punishment is now harsher than when they committed it (e.g. longer prison sentence), their punishment must be in line with the punishment of the time they committed the crime.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=10 edit]]Article 8: Right to respect for private and family life[http://rationalwiki.org/wiki/Human_Rights_Act_1998#cite_note-1 [2]]

Your right to a private and family life, your home, and your correspondence should all be respected.[http://rationalwiki.org/wiki/Human_Rights_Act_1998#cite_note-qualifiedright-2 [3]]

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=11 edit]]Article 9: Freedom of thought, conscience and religion

Freedom to hold religion, thoughts, political views etc. without interference, as well as freedom to practice and manifest these beliefs.[http://rationalwiki.org/wiki/Human_Rights_Act_1998#cite_note-qualifiedright-2 [3]]

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=12 edit]]Article 10: Freedom of expression

Freedom to speak and write freely, without interference from the state.[http://rationalwiki.org/wiki/Human_Rights_Act_1998#cite_note-qualifiedright-2 [3]] However, this doesn't mean the state cannot require licensing for broadcasting, television companies or cinemas.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=13 edit]]Article 11: Freedom of assembly and association

Freedom to join trade unions and to protest.[http://rationalwiki.org/wiki/Human_Rights_Act_1998#cite_note-qualifiedright-2 [3]]

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=14 edit]]Article 12: Right to marry

All men and women of marriageable age have the right to get married according to the national laws regarding the provision of marriage.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=15 edit]]Article 14: Prohibition of discrimination

All the rights contained within the European Convention are usable by anybody, regardless of their sex, race, colour, religion, political or other opinion, national or social origin, association with a national minority, property, birth, or other status.

=== [[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=16 edit]]Protocol 1 ===

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=17 edit]]Article 1: Protection of property

Everybody shall have the right to peaceful enjoyment of their possession. They shall not be deprived of their possessions, unless it's in the public interest to do so and this deprivation of possessions is allowed by law.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=18 edit]]Article 2: Right to education

Everybody has the right to an education. In the provision of educational services, the state must respect the right of parents to ensure the teaching their children receives conforms with their own religious and philosophical beliefs.

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=19 edit]]Article 3: Right to free elections

Free elections must be held at regular intervals, via secret ballot, in order to allow the people to express their opinions on the choice of the legislature.

=== [[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=20 edit]]Protocol 13 ===

[[http://rationalwiki.org/w/index.php?title=Human_Rights_Act_1998&action=edit&section=21 edit]]Article 1: Abolition of the death penalty

The death penalty shall be abolished. Nobody shall ever receive the death penalty.

Rules and regulations affecting architects

2016-05-07T21:29:44Z

Valeria:

Rules and regulations affecting architects

2016-05-07T21:17:08Z

Valeria: Created page with "Agency Worker Directive and Regulations 2010 Architects Act 1997 Architects Code of Conduct 2010 (ARB) Building Act 1984 Bribery Act 2010 Business Names Act 1985 Capital Al..."

Agency Worker Directive and Regulations 2010

Architects Act 1997

Architects Code of Conduct 2010 (ARB)

Building Act 1984

Bribery Act 2010

Business Names Act 1985

Capital Allowances Act 2001

Civil Liability (Contribution) Act 1978

Climate Change Act 2008

Climate Change and Sustainable Energy Act 2006

Community Infrastructure Levy Regulations 2010

Companies Acts 1985, 1989, 2006

Companies and Limited Liability Partnership ( Accounts and Audit Exemptions and Change of Accounting Framework) Regulations

Companies(late Filing Penalties) and Limited Liability Partnerships

(Filing Periods and Late Filing Penalties) Regulations 2008 – SI 2008/497

Competition Act 1998

Consumer Protection Act 1987 and Unfair Trading Regulations 2008

Construction (Design and Management) Regulations 2007(due for replacement 2014)

Contracts (Rights of Third Parties) Act 1999

Copyright Design and Patents Act 1988

Corporate Manslaughter and Corporate Homicide Act 2007

Countryside and Rights of Way Act 2000

Data Protection Act 1998

Employers’ Liability (Compulsory Insurance) Act 1969 and Regulations 1998

Employment Acts 1980, 1982, 1988, 2002, 2008

Employment Rights Act 1996 and Employment Relations Act 1999

Energy Act 2008, 2010, 2011, 2013

Energy Efficiency (Eligible Buildings) Regulations 2013

Enterprise Act 2002

Environmental Act 1995

Environmental Protection Act 1990

Equality Act 2010

Fire and Rescue Services Act 2004

Freud Act 2006

Heath and Safety at Work etc Act 1974 and Health and Safety (Offences) Act 2008.

Housing Acts 1996, 2004 and Housing and Regeneration Act 2008

Housing and Regeneration Act 2008

Human Rights Act 1998.

Difference LTD and LLP

2016-05-05T09:14:17Z

Valeria: Created page with "Limited companies pay corporation tax and Capital Gains Tax on all taxable income. LLP members pay Income Tax, National Insurance and CGT on all taxable income. The LLP itself ha..."

Limited companies pay corporation tax and Capital Gains Tax on all taxable income. LLP members pay Income Tax, National Insurance and CGT on all taxable income. The LLP itself has no tax liability. It is easier to change the internal management structure and distribution of profits in an LLP.

Quality Management System

2016-05-05T09:10:46Z

Valeria:

Quality management is vital to the success of an organisation. It enables it to deliver products and services that meet both customers’ requirements and regulations, protecting its reputation while reducing costs and driving improvement. It also helps an organisation to ensure it is operating in the most sustainable way.

Quality management is a combination of activities:

* Quality planning This ensures that quality requirements are addressed throughout the product and service lifecycle
* Quality control This focuses on process outputs to ensure that standards are actually met
* Quality assurance This gives confidence that standards and requirements are being met
* Quality improvement This process is informed by all of the above activities and the requirements of the business.

This CPD will consider the many activities that contribute to effective quality management.

[[w/index.php?title=Special:Upload&wpDestFile=ECO_CPD-_660.jpg|File:ECO CPD- 660.jpg]]

Figure 1: Model of a process-based QMS - from ISO 9001:2008

What is a QMS?

A Quality Management System (QMS) is an organisation-wide approach to directing, controlling and coordinating quality. Quality management takes a preventative approach, and an effective QMS will identify the risks to an organisation and provide ways to mitigate them. Risks include:

* Failure in the quality of your product or service
* Failure to deliver the product or service on time
* Failure to deliver the product or service to cost
* Failure to identify trends in customer needs
* Failure to meet legal or regulatory requirements
* Failure of partners and suppliers
* Loss of customer data or property.

In identifying and managing these risks, a QMS provides the following competitive advantages:

* Superior customer satisfaction and loyalty
* Identification and elimination of waste
* Better performance from suppliers
* Employees committed to quality and improvement.

The QMS approaches the organisation as a system of processes which interact to deliver product and service. For each process within the system, a methodology known as Plan, Do, Check, Act (PDCA) can be applied:

* Plan: Establish the objectives and processes necessary to deliver results in line with customer service requirements and company policies
* Do: Implement the process
* Check: Monitor and measure processes necessary to deliver the results
* Act: Take action and continually improve performance.

The QMS helps an organisation to plan for success, and measures and reviews the effectiveness and efficiency of processes to inform improvement. A major misconception is that adopting a QMS demands a large amount of paperwork. Although certain documents are required, the modern QMS can be lean and agile, and should be developed to suit your business in terms of size, complexity and risk.

The international standard

The ISO 9000 series of standards is the main set of international standards applying to the management of quality systems. It includes ISO 9001, the standard against which organisations can achieve third-party certification for a QMS.

To achieve ISO 9001 certification, a company must fulfil a large number of requirements, including:

* Quality leadership A statement demonstrating that an organisation’s quality policy is driven by senior management. This may cover: identification of the customer’s needs; support and standards of performance for subcontractors and suppliers; a focus on prevention rather than dectection; measurement of satisfaction among customers and the supply chain; performance measurement, review and improvement. Leadership also requires senior management commitment to ensuring that the QMS delivers intended outcomes through aspects such as communication of the policy, allocation of responsibilities, and providing adequate training and resources.
* Quality planning Taking into account the commercial context and customer requirements, the QMS will establish “who, what, how and when” the organisation will address risks and opportunities, avoid undesirable effects and achieve desired outcomes.
* Support Establishing the resources required to deliver on the quality policy and objectives throughout the organisation and supply chain, including communicating the different roles of people within the organisation in delivering to the requirements of the QMS.
* Operational planning and control Planning, implementing and controlling internal and outsourced processes to design and deliver product and service.
* Performance evaluation Setting out how work is to be monitored, measured, analysed and evaluated, to establish that the QMS is suitable, adequate and effective. Inputs may include audits, metrics, schedules, non-conformities, complaints, monitoring and measurement results.
* Improvement Dealing with instances of undesirable results and identifying ways to prevent future occurrence. This also includes considering changes in the internal and external environment and how these future risks and opportunities are to be addressed.

Benefits of ISO 9001 certification

In addition to the benefits of effective quality management outlined above, achieving ISO 9001 certification offers a number of further advantages for an organisation:

* Certification can open new markets where it is a customer requirement, as it is among many public and private sector organisations.
* Certification reduces the number, and therefore the cost, of supplier audits. Instead of multiple audits, it involves a single audit, and provides a certificate that is universally recognised by customers (depending on their own policies).
* Certification provides an organisation with an independent view of its QMS performance and its capability to consistently meet customer and regulatory requirements and to continue to improve.
* Certification can provide a level of confidence in the capability of an organisation’s own supply chain to consistently meet its requirements, as well as reducing the cost of the oversight audit that is required.

The Chartered Quality Institute promotes “accredited certification”, which means that the third-party certification operates under the oversight of the United Kingdom Accreditation Service, in the UK, or a similar national accreditation body in other territories. Achieving non-accredited certification may mean that an organisation’s certified status is not recognised by some customers and may not necessarily comply with international standards.

Quality Management System

2016-05-05T09:09:29Z

Valeria: Created page with "Quality management is vital to the success of an organisation. It enables it to deliver products and services that meet both customers’ requirements and regulations, protecting..."

Quality management is vital to the success of an organisation. It enables it to deliver products and services that meet both customers’ requirements and regulations, protecting its reputation while reducing costs and driving improvement. It also helps an organisation to ensure it is operating in the most sustainable way.

Quality management is a combination of activities:

* Quality planning This ensures that quality requirements are addressed throughout the product and service lifecycle
* Quality control This focuses on process outputs to ensure that standards are actually met
* Quality assurance This gives confidence that standards and requirements are being met
* Quality improvement This process is informed by all of the above activities and the requirements of the business.

This CPD will consider the many activities that contribute to effective quality management.

[[File:ECO_CPD-_660.jpg]]

Figure 1: Model of a process-based QMS - from ISO 9001:2008

What is a QMS?

A Quality Management System (QMS) is an organisation-wide approach to directing, controlling and coordinating quality. Quality management takes a preventative approach, and an effective QMS will identify the risks to an organisation and provide ways to mitigate them. Risks include:

* Failure in the quality of your product or service
* Failure to deliver the product or service on time
* Failure to deliver the product or service to cost
* Failure to identify trends in customer needs
* Failure to meet legal or regulatory requirements
* Failure of partners and suppliers
* Loss of customer data or property.

In identifying and managing these risks, a QMS provides the following competitive advantages:

* Superior customer satisfaction and loyalty
* Identification and elimination of waste
* Better performance from suppliers
* Employees committed to quality and improvement.

The QMS approaches the organisation as a system of processes which interact to deliver product and service. For each process within the system, a methodology known as Plan, Do, Check, Act (PDCA) can be applied:

* Plan: Establish the objectives and processes necessary to deliver results in line with customer service requirements and company policies
* Do: Implement the process
* Check: Monitor and measure processes necessary to deliver the results
* Act: Take action and continually improve performance.

The QMS helps an organisation to plan for success, and measures and reviews the effectiveness and efficiency of processes to inform improvement. A major misconception is that adopting a QMS demands a large amount of paperwork. Although certain documents are required, the modern QMS can be lean and agile, and should be developed to suit your business in terms of size, complexity and risk.

The international standard

The ISO 9000 series of standards is the main set of international standards applying to the management of quality systems. It includes ISO 9001, the standard against which organisations can achieve third-party certification for a QMS.

To achieve ISO 9001 certification, a company must fulfil a large number of requirements, including:

* Quality leadership A statement demonstrating that an organisation’s quality policy is driven by senior management. This may cover: identification of the customer’s needs; support and standards of performance for subcontractors and suppliers; a focus on prevention rather than dectection; measurement of satisfaction among customers and the supply chain; performance measurement, review and improvement. Leadership also requires senior management commitment to ensuring that the QMS delivers intended outcomes through aspects such as communication of the policy, allocation of responsibilities, and providing adequate training and resources.
* Quality planning Taking into account the commercial context and customer requirements, the QMS will establish “who, what, how and when” the organisation will address risks and opportunities, avoid undesirable effects and achieve desired outcomes.
* Support Establishing the resources required to deliver on the quality policy and objectives throughout the organisation and supply chain, including communicating the different roles of people within the organisation in delivering to the requirements of the QMS.
* Operational planning and control Planning, implementing and controlling internal and outsourced processes to design and deliver product and service.
* Performance evaluation Setting out how work is to be monitored, measured, analysed and evaluated, to establish that the QMS is suitable, adequate and effective. Inputs may include audits, metrics, schedules, non-conformities, complaints, monitoring and measurement results.
* Improvement Dealing with instances of undesirable results and identifying ways to prevent future occurrence. This also includes considering changes in the internal and external environment and how these future risks and opportunities are to be addressed.

Benefits of ISO 9001 certification

In addition to the benefits of effective quality management outlined above, achieving ISO 9001 certification offers a number of further advantages for an organisation:

* Certification can open new markets where it is a customer requirement, as it is among many public and private sector organisations.
* Certification reduces the number, and therefore the cost, of supplier audits. Instead of multiple audits, it involves a single audit, and provides a certificate that is universally recognised by customers (depending on their own policies).
* Certification provides an organisation with an independent view of its QMS performance and its capability to consistently meet customer and regulatory requirements and to continue to improve.
* Certification can provide a level of confidence in the capability of an organisation’s own supply chain to consistently meet its requirements, as well as reducing the cost of the oversight audit that is required.

The Chartered Quality Institute promotes “accredited certification”, which means that the third-party certification operates under the oversight of the United Kingdom Accreditation Service, in the UK, or a similar national accreditation body in other territories. Achieving non-accredited certification may mean that an organisation’s certified status is not recognised by some customers and may not necessarily comply with international standards.

RIBA Code of Professional Conduct

2016-05-04T13:32:53Z

Valeria:

RIBA Code of Professional Conduct

2016-05-04T13:32:12Z

Valeria:

Principles

1.Integrity - members shall act with honesty and integrity at all times

2.Competence - in the performance of their work members shall act competently, conscientiously and responsibly. Members must be able to provide the knowledge, the ability and the financial and technical resources appropriate for their work.

3.Relationships - members shall respect the relevant rights and interests of others.

RIBA Code of Professional Conduct

2016-05-04T13:31:42Z

Valeria: Created page with "Principles 1.Integrity, members shall act with honesty and integrity at all times 2.Competence, in the performance of their work members shall act competently, conscientiously ..."

Principles

1.Integrity, members shall act with honesty and integrity at all times

2.Competence, in the performance of their work members shall act competently, conscientiously and responsibly. Members must be able to provide the knowledge, the ability and the financial and technical resources appropriate for their work.

3.Relationships, members shall respect the relevant rights and interests of others.

Continuing professional development

2016-05-04T13:07:31Z

Valeria:

The phrase ‘continuing professional development’ (cpd) describes activities undertaken by professionals to ensure their skills and knowledge remain up-to-date.

Continuing professional development is becoming more important in all professions as the rate of change and number of specialisms increases. In the construction industry, cpd has become a vital part of a professional career as a result of; continuous and accelerating changes in technology, regulations and procurement practices; increasing specialisation; and the complexity and integration of the supply chain.

It is no longer adequate to obtain a professional qualification at the beginning of a career and then to work for 40 or 50 years with no further structured pattern of learning. Instead, lifelong learning is becoming the norm, with professionals taking part-time courses and short courses to understand emerging innovations such as building information modelling (BIM) or taking career breaks and returning to full-time education to improve or develop an aspect of their practice.

Many of the industry’s professional institutes require that members undertake cpd as a condition of continued accreditation (such as the RIBA, CIOB, RICS, RTPI, CIAT, ICE, IStructE and so on), and for some professions (such as architects) it is a statutory requirement.

Some requirements for continuing professional development are relatively loose, for example the Architects' Registration Board (ARB) requires that architects keep relevant knowledge and skills up-to-date, and are aware of the content of any guidelines issued by the Board, but they permit architects to ‘think laterally’ and encourage them to undertake cpd in a number of ways. Similarly, the CIOB states, ‘We think members are in the best position to know how best to brush up their skills‘.

In contrast, others are more prescriptive. For example, the Royal Institute of British Architects (RIBA) expect chartered members to participate in a system that focuses on time and gain 100 CPD points each year and a core curriculum, requiring that architects undertake at least 35 hours of CPD, with 20 hours coming from the ten topics in a 10 core curriculum topics (within 2 hours on each topic each year) These are: Being Safe, Climate, External Managements, Internal Management, Compliance,Procurement and contracts, Designing and building it, Where people live, Context, Access for all.

Some institutes require that cpd is planned and recorded, and some will randomly check members' compliance.

Cpd may be formal, informal, structured or self-directed. Generally, if an activity helps meet a professional development objective (or helps others meet professional development objectives), it may count as CPD. This might include:

* Internal discussions or meetings.
* Training another member of staff.
* Supervising students.
* Attending in-house training events.
* Undertaking short courses.
* Attending conferences, seminars or workshops.
* Taking part in competitions.
* Research for writing articles.
* Distance learning.
* Online learning (such as the [http://www.construction-manager.co.uk/cpd/ CIOB cpd portal]).
* Reading government policies.
* Reading technical reports.
* Reading magazines, websites or other literature.
* Researching new products or methods.

There are a number of cpd providers that offer face-to-face, online or distance cpd products which often involve reading materials and then answering multiple choice questions. Cpd certificates may be issued on successful completion of a subject or module.

Some professionals see cpd as an unnecessary bureaucratic burden, and claim that they learn throughout their careers during the course of their work. However, cpd should not be seen as a box-ticking exercise. It can provide a formal structure for learning that is happening anyway, and properly planned, it allows professionals to analyse their needs and direct their learning in a focussed way that will be of greater benefit to their day-to-day activities.

NB there is a degree of confusion between the requirements of the Architects’ Registration Board and the Royal Institute of British Architects. However, the ARB state, ‘if you are a member of the RIBA, and you comply with their CPD requirements (or those of another appropriate professional body) you are likely to satisfy the Board.'

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Architects Registration Board.
* Chartered Institute of Architectural Technologists.
* CIOB.
* Institution of Civil Engineers.
* IStructE.
* RIBA.
* RICS.
* RTPI.

=== External reference ===

* The [http://www.construction-manager.co.uk/cpd/ CIOB cpd portal].

[[Category:Organisations]] [[Category:Regulations]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]

File:00000000001.JPG

2016-05-04T12:54:45Z

Valeria:

Quality assurance (QA)

2016-05-04T12:52:44Z

Valeria:

Quality assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers; which ISO 9000 defines as "part ofquality management focused on providing confidence that quality requirements will be fulfilled

The aims of QA are the standardisation and auditing processes to help ensure that products and services meet client expectations, that work is done right the first time, and that a culture of continuous improvements is introduced, all of which give added value to the product and associated benefits to the office in terms of reaping economic gain. A QA system can give structure to and demonstrate compliance with statutory legal requirements, such as CDM and heath and safety.

RIBA QA Toolkit

[https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf]

Quality assurance (QA)

2016-05-04T12:52:24Z

Valeria:

Quality assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers; which ISO 9000 defines as "part ofquality management focused on providing confidence that quality requirements will be fulfilled

The aims of QA are the standardisation and auditing processes to help ensure that products and services meet client expectations, that work is done right the first time, and that a culture of continuous improvements is introduced, all of which give added value to the product and associated benefits to the office in terms of reaping economic gain. A QA system can give structure to and demonstrate compliance with statutory legal requirements, such as CDM and heath and safety.

[https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf]

Quality assurance (QA)

2016-05-04T12:51:02Z

Valeria:

Quality assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers; which ISO 9000 defines as "part ofquality management focused on providing confidence that quality requirements will be fulfilled

The aims of QA are the Standardisation and auditing processes to help ensure that products and services meet client expectations, that work is done right the first time , and that a culture of continuous improvements is introduced, all of which give added value to the product and associated benefits to the office in terms of reaping economic gain. A QA system can give structure to and demonstrate compliance with statutory legal requirements, such as CDM and heath and safety.

[https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf]

Quality assurance (QA)

2016-05-04T12:49:42Z

Valeria: Created page with " Quality assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers; which ISO 9..."

Quality assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers; which ISO 9000 defines as "part ofquality management focused on providing confidence that quality requirements will be fulfilled

The aims of QA are the Standardisation and auditing processes to help ensure that products and services meet client expectations, that work is done right the first time , and that a culture of continuous improvements is introduced, all of which give added value to the product and associated benefits to the office in terms of reaping economic gain. A QA system can give structure to and demonstrate compliance with statutory legal requirements, such as CDM and heath and safety.

[https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf https://www.architecture.com/files/membersonly/qmtoolkit/guidance.pdf]