Not Yet - Office Manual by Jordan Lane

office

manual

office manual 1.0 Âť practice information

introduction...................................................................................................................4 company personnel ...................................................................................................6 company capability statement................................................................................9 NOT YET interiors + architecture.......................................................................... 10

2.0 Âť general administration

time sheet.................................................................................................................... 16 hourly rate.................................................................................................................... 18 job information sheet.............................................................................................. 20 account......................................................................................................................... 22 meeting agenda........................................................................................................ 24 meeting minutes....................................................................................................... 28 fee proposal + scope of service............................................................................ 30 public liability insurance......................................................................................... 33 professional indemnity insurance....................................................................... 35 workers compensation insurance....................................................................... 37

3.0 Âť project processes

quality management............................................................................................... 39 professional development..................................................................................... 76 practice notes...........................................................................................................116 briefing information...............................................................................................117 room data sheet.......................................................................................................120 transmittal form.......................................................................................................122 sketch design checklist.........................................................................................124 development design checklist...........................................................................125 contract documents checklist............................................................................126 contract administration checklist......................................................................127

office manual project file index......................................................................................................129

4.0 Âť project delivery

130

letter to consultant.................................................................................................130 covering letter..........................................................................................................132 invitation to tenderers...........................................................................................134 notice to tenderers.................................................................................................136 report to client on tenders...................................................................................138 letter to successful tenderer................................................................................140 letter to unsuccessful tenderers.........................................................................142 progress certificate.................................................................................................144 variation price request..........................................................................................148 variation order..........................................................................................................150 certificate of practical completion....................................................................152 defects report...........................................................................................................154

5.0 Âť appendix

156

a - public liability.....................................................................................................157 b - professional indemnity...................................................................................158 c - workers compensation....................................................................................159 d - practice notes.....................................................................................................160 e - reference...............................................................................................................161

1.0 » practice information

» introduction

introduction practice overview NOT YET is a Brisbane based group of architects, designers, builders and thinkers operating within the fields of architecture, interiors, research and development. NOT YET was formed in the Winter of 2008 and is currently involved in a number of projects throughout Australia. NOT YET’s architecture emerges out of a careful analysis of how contemporary life constantly evolves and changes. We believe that in order to deal with today’s challenges, architecture can profitably move into a field that has been largely unexplored. A pragmatic utopian architecture that steers clear of the petrifying pragmatism of boring boxes and the naïve utopian ideas of digital formalism...towards a hedonistically sustainable future. By hitting the fertile overlap between pragmatic and utopia, we once again find the freedom to change the surface of our planet, to better fit contemporary life forms. In all our actions we try to move the focus from what is, to something that is NOT YET.

mission statement Not Yet believes beauty is on the inside...but it helps if it is on the outside too.

process Solving a design problem is not a linear practice; it’s an iterative one. So we begin by asking questions, building things, reformulating the parameters, and exhausting the possibilities. Once we have done that we take two steps back to reflect and engage our partners and clients to refine our research.

evolution Rather than revolution we are more interested in evolution. As Darwin so aptly demonstrated that creation is a process of excess and selection we propose to let the forces of society the multiple interests of everyone decide which of our ideas can live, and which must die. The surviving ideas evolve through mutation and crossbreeding into an entirely new species of architecture.

complimentary opposites What if design could be the opposite of conflict? Not by ignoring it, but by feeding from it. A way to incorporate and integrate differences not through compromise or by choosing sides but by tying conflicting interests in to a Gordian Knot of new ideas. An inclusive rather than exclusive architecture. An architecture unburdened by the conceptual monogamy of commitment to a single interest or idea. An architecture where you don’t have to choose between public or private, dense or open, angled or curved, blond or brunette etc. An architecture where you can have both. »4

1.0 » practice information management structure

» introduction

The purpose of this section is to provide a brief description of Not Yet’s management structure. NOT YET is a partnership. NOT YET operates in teams. For each project, teams are assigned to service the project in the following roles.

director

Partner with final responsibility for project, liaising directly with Client from initiation to completion.

wizard

The wizard is responsible for day-to-day running of the project, leading the project team, and for developing and implementing the procedures for specific projects. The wizard may delegate implementation of specific procedures to project team members.

masters, lords + magicians

Masters, lords and magicians are assigned for each project to carry out architectural and interior design under the authority of the wizard.

criteria for selection of clients NOT YET is open to accepting a range of clientele; small to large office fit-out, small businesses, resorts, small hotels and we will even consider bridges, small structures as well as residential work. We enjoy solving problems and confront project possibilities by working closely with our clients and are looking for clients who desire success and enjoyment in life. We select clientele based on their perception of change and ability to think with us outside the square of stereotypical design. Looking for clients with a strong sustainability streak, who enjoy stretching their psyche and allow the forces of the environment to work within and influence design outcomes. NOT YET feeds from healthy conflict and we look for clients who will challenge us. We will not reject anything small or large and will push for design diversity. Our clientele will need the belief strategy which allows the natural evolution of growth to occur and try to push us to our limits. Our clients will be unburdened by the monogamy of committing to sole conceptual ideas or beliefs and will not believe in the square box of pragmatic norm. Our clients will have a strong ethical stance in environmental matters as well as humanities and a strong belief in attention to detail. They must believe in zero harm and be open in communications at all time. NOT YET practices with transparency and our client must as well. NOT YET will ensure our client receives the utmost in individual attention and our clients should be looking for a strong and long term relationship with our firm.

»5

» company personnel

company personnel staff responsibility categories There are five categories of staff responsibility at Not Yet Architecture + Interiors: • • • • •

wizard master lord baron magician

All incoming projects are assigned a wizard, who maintains Client contact and liaison from project initiation through to completion and occupancy. Wizards are selected on the basis of expertise related to the particular project requirements and Client. Wizards work within team groupings monitored by other wizards and masters.

description wizard The position summary of a wizard is broadly to lead and / or participate as a team member in architectural projects as required. key responsibilities: • Ability to work as a leader and / or as part of a project team as required • Liaison and coordination with project team, clients, contractors and consultants • Production of detailed workings, plans, drawings, schedules and specifications • Contracts administration • Implementation and review of Building Code of Australia and legislative requirements • Consultant Coordination • Drawings and contract documentation preparation and review • Shop Drawing Reviews • Tender Evaluation • Site Advice and Site Quality Advice Competencies and experience required: • Team coordination skills • Communication and negotiation skills • Problem solving ability • 3D modelling experience • Adobe Creative Suite Qualifications required: • Bachelor of Architecture • Board of Architects Registration

»6

master

» company personnel

The position summary of a master is broadly to assist architectural project teams as required. key responsibilities: • Understand general arrangement plans and drawings • Design and documentation • Preparation of schedules • Model making • Design and planning, including graphic requirements • Competencies and experience required: • computer hacking skills • Adobe Creative Suite experience • Model making experience Qualifications required • Masters of Architecture

lord The position summary of a lord is broadly to assist architectural project teams as required. key responsibilities: • General arrangement plans and drawings • Design and documentation • Preparation of schedules • Document Management • Document Coordination competencies and experience required: • 3D modelling and documentation experience • BIM Modelling experience • Understanding of architectural design • Understanding of Construction processes and building code requirements • Detailing of technical systems for incorporation into construction drawings qualifications required: • Recognised qualification - Degree or Diploma in Architecture or Architectural Drafting

» company personnel

• • • • •

Undertake daily ordering regime for stationery etc Support staff in assigned project based work, particularly in document management Travel and diary management as required Accounts / Timesheet assistance as required Other duties as assigned.

competencies and experience required: • Microsoft Suite of Products • Reception Protocols and Switchboard Management • Typing +50 wpm, 90% Accuracy • Team member experience • Project professional company image

magician NOT YET Architecture + Interiors believes beauty is on the inside. We are involved in the resolution of internal design challenge, including structural and services alterations, furnishings, fixtures and fittings, lighting and colour schemes. Designs and feasibility studies are produced for a variety of project typologies, and the magician oversees the project from beginning to end or as required by the wizard. Magicians work in a range of different project settings. The role combines the efficient and functional use of space with an understanding of aesthetics...and a little bit of magic. key responsibilities: Typical work activities may include but are not limited to: • acquiring information about potential projects, discussing requirements with clients • understanding clients’ needs, developing design concepts in consultation with the client • considering materials and costs according to set budgets and negotiating project fees; • conducting feasibility studies and test fits for projects; • researching and gathering information relating to the project ; • producing ‘sample’ boards for presentation to clients; • sourcing products and providing samples for clients; • preparing detailed working drawings, designs, plans, models and schemes • surveying buildings; • working in a project team environment; • supervising work at the design stage and on-site as required; • identifying new business and selling services to potential clients; • keeping up to date with new developments in the design industry competencies and experience required: • Minimum 5 years commercial experience qualifications required: • Bachelor Interior Design

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» company capability statement

company capability statement

NOT YET is a Brisbane based group of architects, designers, builders and thinkers operating within the fields of architecture, interiors, research and development. NOT YET is currently involved in a number of projects throughout Australia. NOT YET’s architecture emerges out of a careful analysis of how contemporary life constantly evolves and changes. We believe that in order to deal with today’s challenges, architecture can profitably move into a field that has been largely unexplored. A pragmatic utopian architecture that steers clear of the petrifying pragmatism of boring boxes and the naïve utopian ideas of digital formalism...towards a hedonistically sustainable future. By hitting the fertile overlap between pragmatic and utopia, we once again find the freedom to change the surface of our planet, to better fit contemporary life forms. In all our actions we try to move the focus from what is now, to something that is NOT YET.

»9

1.0 » practice information

» company capability statement

NOT YET interiors + architecture The Practice NOT YET has an employment pool of three wizards, six masters, eight lords, one baron and two magicians in a multidisciplinary practice who believes our best strategy is our outstanding performance. We believe first and foremost that our client satisfaction through personal touch and notable award winning staff are our greatest assets. We strive for the plurality and the evidence of life-cycle design. NOT YET is envied amongst design firms as we have an ability to • • • • • •

Succeed in furnishing multiple client references Satisfy popularity through our unique design style and approach Engage in diverse project types and scales Endure client relations Produce quality and innovation in all that we attempt Employ and retain staff with reputable resumes

These abilities are accomplished and as a result of our strong focus and structure – in particular: Philosophy Beauty is on the inside ... but if it helps; the outside too. We ask questions, we reformulate parameters, we exhaust possibilities. We have commitment to be stylistically heterogeneous and express hedonistically sustainable design. We holistically enrich human experiences. Design Evolution NOT YET started as a group of four, evolving to a firm of 20 and continual growth is inevitable. Three wizards lead our firm and are equipped to detail each project from conception through to completion. Staff are meticulously selected and dispersed amongst projects according to their level of expertise. Design Digest All projects are reviewed to our wizards’ satisfaction. We pride ourselves with our close attention to detail and once each week, we orbit a whole office review of all projects at hand. Commitment Our firm acknowledges the necessity of Continuation of Professional Development. We encourage the growth of these vital aspects of our success to date:

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1.0 » practice information The Practice

» company capability statement

Technology Focus is on the exploration and discovery of new materials, technologies, environmental systems, technical specialisations and methodologies. We maintain and refresh skills on a monthly basis, undertaking all training programs to match and manage our Quality Assurance. Staff Motivation Review of management of staff on a regular basis is conducted in alignment with events, social functions, motivational speakers and daily fresh fruit. We provide a safe and natural working environment to enhance staff productivity and comfort. Design Generation of designs which challenge the norms, express our design philosophy and exhaust parameters of client briefs. We hit the fertile overlap between pragmatic and utopia; we find the freedom to change the surface of our planet and to better fit contemporary life forms. Performance and Monies Monitoring and reporting on individual performance comparing against budget targets for improvement of skills and forecasting our economic stance. We strive to evolve in current market for cost effectiveness and value for money. Consummate NOT YET operates under the management of three wizards who meet fortnightly to review recommendations with aim to implement methods of success. These meetings are also used to discuss all issues concerning our clients to maintain integrity in project management. Interiors NOT YET is developing a strong base of interior experience. We have two of the most successful magicians who are distinctive in excellence. Our magicians are responsible for their own processes and maintain a philosophy which is in line with the firm’s Mission Statement. They report directly to the wizards and claim ownership over their design. Specialties NOT YET prides in employing and animation and graphics specialist, Joel Alcorn. Joel, in collaboration with master Katherine Aland dedicate their talents to produce excellence in presentation, reporting, signage, exhibition design as well as rendering and three-dimensional representation of design.

» 11

Individuals

Âť company personnel

Please meet the core team of NOT YET. Jordan Lane : Wizard Jordan never wanted to be an architect. Perhaps this is why he is now a wizard. Spearheading the hedonistic sustainability movement, he alongside the rest of NOT YET is responsible for the fun behind the green. A semiprofessional ukulele player of no real international note he brings the spirit of aloha into every project.

Katherine Aland : Master Graduating in 2003 with a Bachelor of Design, I attained work producing residential architecture for disaster prone regions. Producing two award winning, sustainable, bushfire resistant residences in Western Australia as an understudy, I then completed masters in 2006 in time to assist with the refurbishment of businesses as part of the recovery efforts of cyclone Larry in Northern Queensland. Between Larry and Not Yet, I have worked as an architect within a Brisbane firm focusing on commercial buildings, specialising in holistic design and sustainability.

Joel Alcorn : Master Having worked in the building industry from an early age Joel decided to advance his career into Architecture. Working closely with our clients he creates suitable unique design solutions, with a variety of styles and approaches, giving each project its own individual identity. The graphic junkie amongst the team, he is heavily absorbed in the initial design phase here at Not Yet. Successfully winning design competitions at National and International levels, his unique design skills will be at your disposal.

Lauren Hickling : Magician I began my career dabbling in the field of furniture design winning multiple awards before turning her interest towards interior design. With an interest in sustainable development and the concept of interior as interconnecting spaces rather than that which is contained I joined the ranks of Not Yet in 2011. Together with my years of experience in small office and retail refurbishments and NOT YET Architecture and Interiorsâ&#x20AC;&#x2122; philosophy of holistic and sustainable design, the team is ready to undertake any project.

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Awards

» company portfolio

Jordan Lane

The experience of NOT YETs core team is evident in the resume of awards:

Studio Office and Out for Dreamhost, Brisbane RAIA Queensland Recycling Award, 2010

Fun at Law Office for Chivola, Singapore Queensland Premier’s Export Awards Finalist, 2009

Katherine Aland Studio Refurbishment for Edison, Brisbane RAIA Queensland Public Buildings Award, 2008 RAIA Queensland Bluescope Colorbond Award, 2008

Sustained Cold House, Perth RAIA Residential High Commendation, 2009

» 13

Awards

Âť company portfolio

Joel Alcorn

The experience of NOT YETs core team continues:

My Rules Small Office Fit-out, Melbourne World Architecture Magazine Awards Oceania Finalist, 2010

Shophouse Transformation, Brisbane RAIA Queensland Beatirce Hutton Commercial High Commendation, 2010

Lauren Hickling No Picnic Office Fitout, Cairns Design Institute of Australia Interior Design Award, 2010

Onesize Office Interior, Brisbane RAIA Queensland Interior Architecture High Commendation, 2009

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Structure NOT YET operates in the heirarchy of: Wizard Master l Magician Baron Lord All incoming projects are assigned a wizard, who maintains Client contact and liaison from project initiation through to completion and occupancy. Wizards are selected on the basis of expertise related to the particular project requirements and Client. Wizards work within team groupings monitored by other wizards and masters. NOT YET is autonomous and is currently enjoying working on different projects simultaneously within Australia. We are currently based in Brisbane; however intend to expand nationally between now and 2013, to become international by 2022.

Where are we NOT YET interiors + architecture 01 George Street, Brisbane 4000 Phone: + 61 432 695 885 Facsmile: +61 (7) 3210 5586 Email: info@notyet.com

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» time sheet

2.0 » general administration

» 16

Leave Without Pay

Marketing

Other Non Project Time

5000

6000

7000

251 Design Development

Study Leave / Training

4000

255 Exp of Intrest

Sick Leave

3000

252 Contract Documentation

Annual Leave

2000

250 Schematic Design

Public Holiday

Time in Lieu

Job name

1000

Job no.

Employee:

NOT YET | TIME SHEET

O/T

Sun

253 Contract Administration

265 Feasibility Study

Total

256

257

212

258

203

202

201

200

Code

Sat O/T

Ord

Tuesday

254 SpeciĂ&#x17E;cation

259 Post Occupancy Followups

Ord

Monday

Employee no:

O/T

260 Administration

270 Planning

Ord

Wednesday

Authorisation:

Ord

Thursday Ord

261 Reporting

262 Advice

O/T

Friday O/T

O/T

Total

264 Modelmaking

120 Travel

Ord

Total

Week Ending: DD/MM/YY

» hourly rate

2.0 » general administration

» 18

date attention:

RE:

NOT YET ARCHITECTURAL FEE PROPOSAL

Dear XX, Thank you for inviting [FIRM NAME] to submit a fee proposal to assist you with [PROJECT NAME] located at [PROJECT SITE]. Scope of Service Our understanding of the Scope of Work required is for the: • Fee Proposal Our fee to undertake this work would be on an hourly rate basis, all rates are listed below and exclude GST. directors | wizard

$250

senior architect | grand master

$175

architect | master

$150

graduate architect | lord

$120

administration support | baron

$100

interior designer | magician

$150

Our fee proposal excludes the following: • Consultant Fees • Models and Perspectives • Authority Approvals • Travel • Printing • Couriers Terms of Agreement Our terms of agreement are for payment within 14 days from invoice date or as per contract conditions. We have enclosed our standard Client Architect Agreement for your review. We trust this submission is satisfactory, and if you require any further information please do not hesitate to contact the undersigned. Yours faithfully,

XXX DIRECTOR

» job information sheet

2.0 » general administration

» 20

project number project name

status

prospective project

Âť job information sheet

active project inactive project completed project other:

phase

schematic design

specification

design development

expressions of interest

contract development

interiors

contract administration

other:

commercial

education

entertainment

health

interiors

residential

retail

other:

project description client client contact details

sector

responsible staff

project director design director technical director project wizard

project dates

date started date finshed/to finish

» account

2.0 » general administration

» 22

date project number project name invoice no

Client Address

ABN: XXX XXX XXX Memorandum of fees due for architectural services rendered on the above mentioned project in accordance with fee letter dated XXXX. total fee

total claimed

previously claimed

this claim

schematic design XX.XX% x $XXXX

$XXXX

design development XX.XX% x $XXXX

$XXXX

contract documentation XX.XX% x $XXXX

$XXXX

contract administration XX.XX% x $XXXX

$XXXX

goods + service tax XX.XX% x $XXXX

$XXXX

total due this invoice

Bank Account Details for Electronic Payment Bank: CBA B.S.B.: 999-999 Acct #: 9999 9999 Account Name: XXX

Authorised: XXXX

$XXXX

» meeting agenda

2.0 » general administration

» 24

Âť meeting agenda

distribution list

external

Troy Chambers + Rachel Heise

person - R+T

R+T Accounting PTY LTD

internal person - all staff

company - NOT YET

meeting details

type

client presentation

date

04.10.2011

time

19:00

place

QUT Gardens Point

agenda 01

confirmation of minutes

informal introduction - business card distributed

NY promotional video

NY practice overview

NY personnel introduction

NY company capability statement

07 08 09 10

next meeting details

TBA date time place

distribution list

external

Troy Chambers + Rachel Heise

Âť meeting agenda

R+T Accounting PTY LTD

internal person - all staff

company - NOT YET

meeting details

type

client meeting

date

04.10.2011

time

19:10

place

QUT Gardens Point

agenda 01

confirmation of minutes

introduction

organisational overview

workplace culture

front of house - reception

work area - offices + open plan + meeting rooms

support areas - breakouts + tea rooms + storage + utility

general requirements

evaluation

budget

timeframe

next meeting details

TBA date time place

Âť 26

» meeting minutes

2.0 » general administration

» 27

project name company address date

Âť meeting minutes

meeting

attend

item

distribute

discussion

attendee

team

contact

kat aland

kat@notyet.com

lauren hickling

lauren@notyet.com

joel alcorn

joel@notyet.com

jordan lane

jordan@notyet.com

action

» meeting minutes

project name

Riparian Fit Out

company

R+T Accounting PTY LTD

address

Floor 38 Riparian Tower, Brisbane

date

04.10.2011

meeting

client meeting

attend

distribute

attendee

team

contact

kat aland

kat@notyet.com

lauren hickling

lauren@notyet.com

joel alcorn

joel@notyet.com

jordan lane

jordan@notyet.com

troy chambers - MD R+T

CLI

troy@randt.com

hr manager - R+T

CLI

rachel heise - MD R+T

CLI

item

discussion

background

Name - R+T Accountants PTY LTD Nature - accountants - mergers and acquisitions Vision - 10 years - world leader in acquisitions Size - 100 employees in 2011, expected to double

action

follow up

culture + Troy - Personally MONEY values no separate departments across the firm 2 directors - 2 large offices - confidential rooms 6 associates - 6 offices + 3 extra offices 3 meeting rooms - 1 large (20 people) - 2 (10 people) all with AV equipment board rooms image + brief floor plan

corporate image - R+T to develop themselves foyer - conservative, ‘trust’ 1-5 minute visitor turnover artwork - to be included and further discussed existing hardware to be brought over from old office tea room - staff room green star rating - concerned with money - need to show a return in relation to extra productivity storage heirachy - compactus (high density storage) located near the core of the building. specified through engineer + riparian

budget +$

budget 900,000 before christmas 2011

» fee proposal + scope of service

2.0 » general administration

» 30

date attention: Dear R&T, Thank you for inviting Not Yet Architecture + Interiors to submit a fee to undertake the architectural work associated with the project. Scope of Work Our understanding of the scope of work is the design, documentation and partial construction administration services for the Riparian Plaza Fitout. BRIEF Detailed brief development with Executive Team and Taskforce. Site survey and information gathering of existing fitout Review reuse of existing funriture (if any) Review of cost plan SCHEMATIC DESIGN PHASE Preparation of initial block plans Initial finishes and funriture proposals Obtaining fee submissions for Building Certifier Briefing and co-ordination with Services Engineers (engineering scope not included within this submission) DESIGN DEVELOPMENT PHASE Finalisation of layout plan Develop finishes and furniture design Pricing and procurement of workstations and long lead-times items Review for compliance to local authority requirements and building standards DOCUMENTATION PHASE Prepare contract documents for pricing including: Layout and partition plan Reflected ceiling plain Finishes plan Elevations Construction details, including partitions, doors, glazing and joinery Schedules and Specifications Review services drawings including: Electrical and Lighting services Communications services Mechanical services Fire services Hydraulics services CONTRACT ADMINISTRATION PHASE Issue documentation for tender Answer tender queries Evaluation advice on building costs Submit proposed building works for building approval Site quality inspections Answer queries and review Requests For Information Final defects inspection

2.0 Âť general administration POST CONSTRUCTION Supervise defects rectifications Provide as-built documentation Cost reconciliation Budget The budget of approximately $900, 000 as discussed in the briefing will provide an estimated cost of approximately $900 per square meter which allows for a quality budget fitout. Fee Proposal Our architectural fee proposal for the fit out is based on the above scope and budget assumptions, assuming the project will proceed in an orderly manner without excessive alternatives, rework or delays, all fees shown are exclusive of GST. phase

percentage

fee - excludes gst

schematic design

0.42%

$3,780

design development

0.45%

$4,050

contract documentation

1.40%

$12,600

contract administration

0.53%

$4,770

TOTAL (excluding GST)

2.80%

$25,200

We would be pleased to offer these fees as a fixed lump sum based on the quantity surveyors budget cost report but would reserve the right to increase our fee accordingly should the construction budget vary by more than 5%. Our fee excludes all subconsultants, authority fees, professionally prepared marketing models, marketing boards, external works, fitout of tenancies, FF+E, perspectives, travel outside Brisbane metropolitan area, couriers and printing disbursements. Hourly Rates Where architectural services are varied or are agreed to be paid on an hourly rate basis our charge out rates exclusive of GST are as follows: (directors) Wizard

$250

(senior architect) Grand Master

$175

(Interior Designer) Wizard

$150

(architect) Master

$150

(graduate architect) Lord

$120

(administration support) Baron

$100

Terms of Agreement Our terms are generally for payment within 14 days, to an agreed monthly billing schedule. We have enclosed our standard Client Architect Agreement for your review. We thank you for the opportunity to submit this proposal, and if you require any further information regarding our submission, please do not hesitate to contact Not Yet. Yours faithfully,

NOY YET ARC + INT

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» public liability insurance

2.0 » general administration

» 33

public liability insurance NOT YET holds Public Liability Insurance in case of the unlikely event where property is damaged or people are injured during the course of our daily business with our clients. Our Public Liability Insurance covers NOT YET staff and our clients at our office for both personal injury as well as property damage to the general public. NOT YET are also covered whilst we are on-site or visiting our clients. In the unlikely event that NOT YET should find ourselves in a situation, which eventuates in a liability case, we have decided to cover our practiceâ&#x20AC;&#x2122;s ability to provide monitory compensation legally. All Public Liability Insurance cover, which NOT YET has decided to engage, is subject to the limit of indemnity and policy conditions and exclusions. NOT YET is covered for $5,000,000.00 with Sinclair Insurance Limited. For a copy of the policy statement that NOT YET has agreed to with Sinclair Insurance, please see Appendix A.

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» professional indemnity insurance

2.0 » general administration

» 35

professional indemnity insurance NOT YET has a comprehensive Professional Indemnity Insurance in case of an unlikely event where a claim may arise, through negligence or other causes, as a breach of professional duty. The level of Professional Indemnity Insurance NOT YET holds covers the acts of all employees as well as Wizards whilst acting for duration of employment. It also covers NOT YETâ&#x20AC;&#x2122;s duty in contract, to clients and duty in tort. In the unlikely event that NOT YET should find ourselves in a situation, which eventuates in a claim regardless of the fault, we will immediately notify our insurer of the circumstance. NOT YET regularly checks and updates our level of Professional Indemnity Insurance cover so it is commensurate with the value of our current projects. We will consider all client requests to increase Professional Indemnity Insurance as long as the level reflects the risks associated with the scope of service we provide. NOT YET is aware of the requirements outlined in Australian Standard 4122-2000 as well as the Occupational Health and Safety Legislation and our current policy ensures all liability is covered in the event of legal action. If there is to be any request of change, NOT YET will need to consult with our insurer. All Professional Indemnity Insurance cover, which NOT YET has decided to engage, is subject to the limit of indemnity and policy conditions and exclusions. NOT YET is covered for $5,000,000.00 in any one claim and $20,000,000.00 in the aggregate. Our cover is through RAIA Professional Risk Services whose current agreement is with Suncorp Metway Insurance Limited. For a copy of the policy statement that NOT YET has agreed to with RAIA Professional Risk Services, please see Appendix B.

Âť 36

» workers compensation insurance

2.0 » general administration

» 37

workers compensation insurance NOT YET has comprehensive Workers Compensation Insurance in the case of an unlikely event where a there is need for lump sum monitory compensation for death, permanent disability, loss of limbs, etcetera as well as weekly compensation and payments for any ongoing medical expenses. The level of Workers Compensation NOT YET holds covers all NOT YET employees in any location whilst engaged in their occupational duty. In the unlikely event that NOT YET should find ourselves in a situation, which eventuates in a claim regardless of the fault, we will immediately notify our insurer of the circumstance. NOT YET regularly checks and updates our level of Workers Compensation Insurance cover so it is commensurate with current standards. NOT YET is aware of the employer’s liability under the Worker’s Compensation and Rehabilitation Act 2003 and our current policy ensures all liability is covered in the event of legal action. If there is to be any request of change or if an employee needs to be based in a different state under different law, NOT YET will need to consult with our insurer. All Workers Compensation Insurance cover, which NOT YET has decided to engage, is subject to the limit of indemnity and policy conditions and exclusions. NOT YET is covered through Work Cover Queensland. The amount of benefit our staff receives during any period of disability is based on the average weekly wage, which is being earned at the time of any incident. Our policy insures our staff against the following types of injuries:

Physical injuries; back strain, lacerations, fractures, burns Psychological/psychiatric injuries; stress, anxiety disorders ‘Over a period of time’ injuries; industrial deafness Latent onset injuries; asbestosis, mesothelioma Aggravation of a pre-existing condition Death from injury or disease

NOT YET is insured against the cost of:

Lost wages Medical costs; doctor consultations, medication, x-rays Hospital costs Rehabilitation costs; physiotherapy, return to work programs Travelling expenses Lump sum payment for permanent impairment Death benefits and funeral expenses

NOT YET is also insured against common law costs. For a copy of the Accident Insurance policy guide and the workplace personal injury Insurance policy guide that NOT YET has agreed to with Work Cover Queensland, please see Appendix C.

» quality management

3.0 » project processes

» 39

NOT YET Quality Assurance Manual October 2011 1.0 COMPANY AND SYSTEM OVERVIEW 1.1 practice overview 1.2 NOT YET group policy and objectives 1.3 NOT YET Quality Management and Structure 1.4 Staff Roles and Responsibilities 2.0 PRACTICE STRUCTURE AND MANAGMENT 2.1 Induction Process 2.2 Staff Review

2.3 Training

3.0 OH&S POLICY 4.0 ENVIRONMENTAL MANAGEMENT 5.0 INFORMATION TECHNOLOGY 5.1 Policy 5.2 Information and Technology Management 6.0 PROJECT LIFE CYCLE 6.1 Project Setup and Planning 6.2 Project Agreements 6.3 Project Phases 6.3.1 Planning and Consultant Engagement 6.3.2 Schematic Design 6.3.3 Design Development 6.3.4 Contract Documentation 6.3.5 Tender 6.3.6 Construction 7.0 REVIEW PROCEDURES 7.1 Project Review 7.2 Cost Review and Value Management Âť 40

NOT YET Quality Assurance Manual October 2011 7.3 Design Review and Quality Audits 7.4 Client Feedback 8.0 DOCUMENT CONTROL 8.1 Document Identification 8.2 Document Approval Process and Issue 8.3 Document Archiving 9.0 QUALITY CHECKLISTS 9.1 Conceptual Design 9.2 Schematic Design 9.3 Design Development 9.4 Construction

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1.0 company and system overview 1.1 PRACTICE OVERVIEW NOT YET interiors + architecture was formed in the winter of 2008 and has a current employment pool of three wizards, six masters, eight lords, one baron and two magicians in a multidisciplinary practice. NOT YET is currently based in Brisbane, Queensland, and achieving work nationally and sustaining innovative design of the highest standard within the fields of architecture, interior design and sustainable practices. NOT YET provides a range of services - some of them including: Clientele sourcing Brief Preparation Client Interpretation Site Analysis Concept Design Facility Planning Co-ordination of Engineering / external Consultant Costs and Services Detailed Design Development Detailed Design Production Working Drawing Production Specification Production Post Contract Evaluation Architectural Design Interior Design Residential Design Small Office Design Office Fit-out Restoration Graphic Design These services are subject to the Quality Management described in this Manual. Âť 42

1.2 NOT YET GROUP POLICY AND OBJECTIVES Beauty is on the inside ... but if it helps; the outside too. NOT YET interiors + architecture ask questions, reformulate parameters and exhaust possibilities. The commitment to be stylistically heterogeneous and express hedonistically sustainable design is evident in the ability to holistically enrich human experiences. NOT YET is committed to achieving excellence in all design endeavours. Client requirements are fulfilled in each encounter and all projects are delivered on time and to buget whilst maintaining outstanding quality and finish. NOT YET has developed and is implementing a live Quality Management System in accordance with ISO 9001:2000, ISO 9001:2008 and AS9100 combined. The Wizards of NOT YET are committed to the live state of this policy and ask all staff inclusive to use the procedures in this Quality Manual. Wizards also welcome any request for procedural changes to ensure that NOT YET is current and is running the best it can for both clientele and staff. To achieve this, NOT YET interiors + architecture is committed to: Identify all persons responsible for design, documentation and organisation to ensure clear, open and honest authority at all times Maintain excellence in design output by ensuring all staff are given tasks appropriate to level of skills, resources and training Maintain level of Quality Management through continual improvement and clear communication in procedural implementation Develop client briefs that benifit the end user of the design; all briefs are to be clearly defined and transparent in structure and purpose Leading Consultants and the design team in an integrated, efficient, timely manner with obvious value for money and Wizard direction Monitoring Design Projects and reporting to Clientele at each stage of the Design Process with transparent communication; conformity, briefing, design development, cost and programme Using Australian Standards and Design regulations at each design decision so that all designs reflect the latest developments in technology, material and science and all designs will be reviewed according to Quality Assurance Developing designs according to the greater scheme; environment, society, planning, world events and ever increasing sustainability requirements

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1.3 NOT YET QUALITY MANAGEMENT AND STRUCTURE

SECTION 01

SECTION 02

SECTION 03

Company Overview

Procedures

Resources

1.0 Company and System Overview

2.0 Practice Structure and Management

9.0 Quality Checklists

3.0 OH&S and WH&S Policies 4.0 Environmental Management 5.0 NOT YET Information Technology 6.0 Project Life-Cycle 7.0 Review Procedures 8.0 Document Control

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1.4 STAFF ROLES AND RESPONSIBILITIES There are five categories of staff responsibility at Not Yet Architecture + Interiors: • • • • •

wizard master lord baron magician

WIZARD

MASTER

MAGICIAN

LORD

BARON

All staff assigned to a project are chosen according to their capabilities and the Client requirements, of course with aim for personal and professional growth of the individual staff member. All project team formations are overseen by a Wizard to ensure consistency. NOT YET encourages and insists on success. In order to do this, all staff are challenged on a daily basis to learn, accomplish great things and support each other in the process. The hierarchy outlined is not a true representation of the working style within the office environment as NOT YET believes in equity in salutation not class system.

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wizard The position summary of a wizard is broadly to lead and / or participate as a team member in architectural projects as required. key responsibilities: • Ability to work as a leader and / or as part of a project team as required • Liaison and coordination with project team, clients, contractors and consultants • Production of detailed workings, plans, drawings, schedules and specifications • Contracts administration • Implementation and review of Building Code of Australia and legislative requirements • Consultant Coordination • Drawings and contract documentation preparation and review • Shop Drawing Reviews • Tender Evaluation • Site Advice and Site Quality Advice

master The position summary of a master is broadly to assist architectural project teams as required. key responsibilities: • Understand general arrangement plans and drawings • Design and documentation • Preparation of schedules • Model making • Design and planning, including graphic requirements • Competencies and experience required: • computer hacking skills • Adobe Creative Suite experience • Model making experience

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key responsibilities: Typical work activities may include but are not limited to: • acquiring information about potential projects, discussing requirements with clients • understanding clients’ needs, developing design concepts in consultation with the client • considering materials and costs according to set budgets and negotiating project fees; • conducting feasibility studies and test fits for projects; • researching and gathering information relating to the project ; • producing ‘sample’ boards for presentation to clients; • sourcing products and providing samples for clients; • preparing detailed working drawings, designs, plans, models and schemes • surveying buildings; • working in a project team environment; • supervising work at the design stage and on-site as required; • identifying new business and selling services to potential clients; • keeping up to date with new developments in the design industry

baron The position summary of a baron is broadly to assist in the operational and administration requirements of the practice as required. key responsibilities: • Relief Reception • Meet and greet clients and visitors, set up conferences and meetings. • Maintain meeting rooms • Create and modify documents using Adobe Creative Suite • Perform general clerical duties Maintenance of front of house kitchen • Maintain hard copy and electronic filing system • Sign for and distribute courier packages • Undertake daily ordering regime for stationery etc • Support staff in assigned project based work, particularly in document management • Travel and diary management as required • Accounts / Timesheet assistance as required • Other duties as assigned.

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2.0 practice structure and management NOT YET interiors and architecture is not yet international. Our office consists of a core group of four people who formed NOT YET in the Winter of 2008 with intention of having fun. This small group expanded to an office of now three wizards, six masters, eight lords, one baron and two magicians and is currently expanding and will achieve national recognition between now and 2013, to have international recognition by 2022. To achieve these goals, NOT YET has a “no title” system of working. All team members in the office have their roles but are not separated into offices or segregated according to privaledge or status. The following diagram represents the communication cycle which is experienced within NOT YET:

CLIENT

MAGICIAN

WIZARD

LORD

MASTER

BARON

This management system is made possible due to the small core team of NOT YET. Although NOT YET will continue to grow, the communication and experience which NOT YETs Clients have will not change. At all times when any structure, procedure or process changes when it is tie for NOT YET to evolve, the Qaultiy Management System will need to be reviewed. The following flow chart is indicative of the Quality Management Systems Amendment Procedure. » 48

Identification of amendment requirement for Quality Management System

Proposal handed to Quality Assurance Manager

Wizard approval

Amendment review

Intranet update

Interim measures communicated throughout

Amendment passed and documented

Amendment finalised

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2.1 NOT YET INDUCTION PROCESS Prior to the arrival of a new NOT YET member, the team at NOT YET are advised through our Human Resources of: • • • •

New team member’s name Employment cocntract conditions inclusive of salary and benefits New team member’s curriculum vitae Commencement date

NOT YET also takes into consideration any workstation requirements or technical requirements of the new team member. Upon arrival, the new team member is welcomed with open arms. They are introduced to the structure of NOT YET and all of our existing team members one by one so as to build rapport. The new team member is given access to the Office Manual and is given time to review all of NOT YET processes. They are also guided as to the procedures for payment and leave. The other items which the new team member is exposed to are inclusive of but not exclusive to: • • • • • • • •

Employment Contract Staff Information Forms Tax Declaration Forms Superannuation Package Staff Handbook OH&S Policy WH&S Policy Payment Processes and Instructions

All new team members are to read and sign the OH&S Policy as well as the WH&S Policy to demonstrate understanding and agreement to a zero harm atmosphere in the working environment. These signed documents, along with the Staff Information Forms and Tax Declaration become part of the Employment Contract. 2.2 STAFF REVIEW There is an annual Staff Review. The process in which this is conducted is at the discretion of the Wizard. At completion of the review, a summary is documented and any issues are addressed immediately. 2.3 TRAINING AT NOT YET NOT YET interiors + architecture are dedicated to ensuring that all staff are informed of any new technologies, processes or industry requirements. Individuals may undertake professional development training as a result of: • Team member incentive • At request of Wizard All staff members are encouraged to complete training where necessary. The following flow chart is indicative of the process which NOT YET uses for training and inductions: » 50

Applicant accepted through general HR proces

Employee Induction

CV Induction Manual Employee agreement

Performance / Management / Employee request

Identify traning requirements

Wizard review

Course Information / relevance

identify appropriate cources

Wizard approved

Arrange for attendence

Review of training course

Monitor employee performance

Review training for effectiveness

Training finalised

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3.0 occupational health and safety policy NOT YET enforces Occupational Health and Safety (OH&S) as well as Workplace Health and Safety (WH&S). Wizards are dedicated to: • Providing a zero harm environment for all team members and visitors to the firm within the office as well as outside of the office whilst performing duties • Ensuring all team members are trained in safety and are informed of the requirements of the OH&S and WH&S systems in place • Including all team members in development and implementation of policies systems and procedures for both OH&S and WH&S • Making all documents readily available to team members and making sure all relevant documents are current • Complying with all standards and legislation processes relevant to our duties at hand

To achieve the above outlined policy, NOT YET is committed to: • Documenting and implementing all OH&S and WH&S procedures for compliance to all relevant OHS&R, Workcover, EPA and all other environmental legislation • Zero harm in the workplace to prevent all accidents and injuries • Promotion of staff health • Transparent communication regarding all documentation relating to the above

Relevant documents are inclusive of but not exclusive to: • OH&S Policies • WH&S Policies • NOT YET site safety work plan

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4.0 environmental management NOT YET interiors + architecture is committed to environmental, social and phsychological sustainability in all practice procedures. NOT YET prides in leading their design team using sustainable practices in all execution of projects. The principles NOT YET encourages are inclusive of but not exclusive to: • • • • • •

Maintenance of all biodiversity - where nature has been altered, it will be restored Minimisation of resource consumption, especially fossil fuels and non-renewable resources Minimisation of soil, water and air pollution in all practice Increasing awareness of staff, clientele and the general public of environmental issues Maximisation of wellness and a safe environment both within the office and on site WH&S Policies

In order to achieve the above, NOT YET has the following objectives: • Environmentally Sustainable Design is considered in all planning and execution of project briefs • Compliance of environmental sustainability is maintained in all brief requirements throughout the duration of the design, documentation and construction stages • Environmental Management Systems are selected according to the appropriateness of the project • Implementation of all relevant policies such as the Australian Institute of Architects (AIA) • Support of Best Practice mentality is maintained to ensure improvement of the benchmark of Sustainable Design in all design techniques and sustainable initiatives • Office procedures implement Sustainable Design on a daily basis and Sustainable Design is considered within all operational tasks both within office and on site To implement the Environmental Management System, NOT YET is committed to allowing our firm to address all environmental concerns raised by team members. NOT YET is committed to creating a system of processes to ensure performance is measured against value for money, ability to deliver and environmental respect. The development of an Environmental Management Plan specific to any project at hand is encouraged and all inclusions to the above are considered by the Wizard. The applicable documents made available to team members are inclusive of but not exclusive to: • • • •

ACUMEN Environmental Management System Practice Notes User Notes: Environmental Management System Project Environmental Management Plans

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5.0 information technology 5.1 POLICY Please refer to the current “Team Note - IT Policy” held by the Wizards of NOT YET. 5.2 INFORMATION AND TECHNOLOGY MANAGEMENT Software selection and purchase is considered by the Wizards, who select and trail applications before implementing them for general use amongst staff. This is done in accordance with the finance recommendations generated by the Wizards. Please see “Team Note - Finances” for the current financial capabilities of NOT YET held by the Wizards. There is a standard operating environment which is used within NOT YET for use throughout the firms practice. This incorporates software which is compatable to Macintosh Operating Systems (MAC OS). All software implemented must be supplementary to the current available software in the office. The requirements for licencing and purchases are determined by the Wizards in conjunction with our Inhouse IT Gurus (IIG). Where applications are purchased, the number of licenses are determined as to the applicable foreseable use. All applicaitons and licenses are purchased and distributed by the IIG. Management of hardware is reviewed by the IIG on a six monthly basis to ensure the best value for money for both NOT YET and our clientele. The systems maintained are inclusive of but not exclusive to: • • • •

Computers and Printers in office Computers and Printers for at home use Network infrastructure File and mail servers

All electronic data is managed by the IIG in accordance with NOT YETs Document Control Policy. All system access and restrictions are monitored and managed by NOT YETs IIG. Where there are implementations of new systems, there must be approval granted for access through the Wizard.

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6.0 project life cycle 6.1 PROJECT SETUP AND PLANNING NOT YET interiors + architecture commences each project by allocating a Wizard to the project for it’s life cycle. At the initial stage, before accepting a project, the Wizard will fill in a New Project Form. The information provided in this document is valuable and must include as much informaiton as possible regarding scope, project type, site location and value for money. Any information required to be transcribed into a vision is done by a Baron at the request of a Wizard. The IIG will set up a directory on the file server as soon as a project number has been allocated to the project. This number will then be communicated to all team members once they are chosen for the project. The Master/s of the project will then set up hard copies of all project files in accordance to the Standard Filing System. Details of the set up of the project may vary depending on NOT YETs role in the procurement of the project. A project team selected for the project will undertake the following tasks: • • • • • •

Review of Brief Confirmation of Engagements of Consultants and Client Preparation of Project Program Allocation of team members to the project Site evaluation Client meetings for preliminary discussions

The following diagram is indicative of the process NOT YET proceeds with when a project is initiated. All tasks are inclusive yet not exclusive as the process may vary according to the client’s needs and project requirements:

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Brief and Agreement Procedure

Review of Brief / clarify purpose of documentation

Client liaising

Establish team / confirm Consultant engagement

Consultant Engagement Procedure

Project program

Program

Assign Wizard

Minutes

Site evaluation

Sketches, photos, notes

Client meetings regarding site

Conceptual Design A\ agreement

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6.2 PROJECT AGREEMENTS There must be agreements arranged between the Wizard, Master and Client. These are to be correct with all current legal entities based on the clientâ&#x20AC;&#x2122;s requirements for NOT YETs services as ascertained by the Wizard. The agreement may be either a Letter of Agreement, a NOT YET Architect agreement or a documented agreement generated by the Wizard specific to the project at hand. The Wizard is to generate a draft Agreement and send a copy to NOT YETs insurance borker for all matters regarding Professional Indemnity and Public Liability. Once reviewed, the Wizard is to follow up and obtain the insurance brokerâ&#x20AC;&#x2122;s written comments and permissions of the draft agreement. Any actions required or amendments to be made are done to the satisfaction of the insurance broker. The Wizard must verify that there is written confirmation of the acceptability of insurance and liability - in the wording of the insurance broker. The Wizard must also verify that there is a submission of fee within the tender and that it is negotiable. Where the client insists that alternate Agreements are to be used, copies are sent to NOT YETs insurance broker for review. The Project Master is to follow up on this process if required, and any action to be taken regarding amendments are to be made to the satisfaction of the insurance broker. When there is written confirmation of the Agreements from the insurance broker, a draft Agreement will be drafted and issued by the Wizard. The Master is responsible for copying and recording all of the review process and ensuring all matters are kept in the Agreement file within the job folder. All variations and reviews are to be approved by the Wizard and documented by the Master. The Agreements are to be reviewed at the key stages within the design process to ensure all duties and deliverables are met by NOT YET in accordance to the Client Agreement. At minimum, the review will be conducted at completion of the design development stage. Variations will be documented and all fee variations will be submitted when required. If there is to be fee variation, this will be initiated by the Wizard and documented by the Master. If there are to be major design changes, the Client is to be notifie in writing in accordance with the Client Agreement. No design changes are to be implemented without the approval of the client and the Wizard. The Master of the project at hand is to advise the client of all risks and consequences of all design change and must obtian client approval before proceeding with the design change within both the design at hand and on all documents. In the event of minor client changes to the design prior to the issue of the Client Agreement, minutes of client meetings must be reviewed as all minutes are considered an appropriate means of tracking design changes. In the event that NOT YET is involved with Joint Venture, the above policy is maintained. Âť 57

Fee proposal prodecure

Signatorys on Fee Agreement

Review of acceptance of fees

Client and Consultant liaising

Confirm brief / Conditions of Engagement / Office resources

Brief Agreement

Confirm Scope of Work

Confirm project name / number and prepare files

Project Information Sheet Project Filing Project File

Assign Wizards / project managers

Project Initiation procedure

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6.3 PROJECT PHASES 6.3.1 PLANNING AND CONSULTANT ENGAGEMENT One of the strong distinctions of NOT YET is our ability to Plan a project from initiation to completion. NOT YET has continuous involvement throughout the design process where the requirements upheld are inclusive of but not exclusive to: • • • • • •

There is also: • • • • •

Analysis and review of existing information Stakeholder / Consultant workshops Preparation of Plans and Options Client workshops and Options Review Updating and continued professional preparation of Reports.

The Wizard assigned to each project will assemble all relevant information at the commencement of any project. The above process involves continual reference as well as review with the client at progressive stages. The following flow diagram represents the Consultant Engagement Process. This is to be reviewed before implementation within any project to ensure relevance and compliance:

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Project Initiation

Consultant register Reference Project Requirements

Client approval

Potential Consultants

Evaluate Consultant Suitability

Quotes from Consultants

Consultant proposals

Consultant register update

Letter of Request

Identify preferred Consultants

Client engages

Client chooses Consultants

Successful Consultants

Confirm engagement

Unsuccessful Consultants

Letter of Notification

Review Consultants workings

Design Process

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6.3.2 SCHEMATIC DESIGN The Project Master shall assemble all relevant information prior to the commencement of schematic design. This is inclusive to the Project Brief, the Masterplan (if relevant) and the Site information (including surveys and the like). The Project Master is responsible for checking the internal consistency and adequacy of the brief as well as all information pertaining to the design and is to resolve discrepencies immediately once found. The Project Master in liaison with the Wizard is to: • • • • •

Develop site analysis, reports, diagrams Develop diagram for conceptual engagement Prepare design options in liaison with client and consultant team Select preferred options Refine all preliminary schematic design for presentation and conceptual design

The above process involves review and continual reference throughout the schematic design process. The client must approve the design at all stages. Where a report is required at schematic design, all information is compiled and prepared at request. This report shall describe the entire project up until it’s current status. It is approved by the Wizard that the guide for standard Design Report can be used. The following flow diagram is inclusive of but not exclusive to the steps undertaken within schematic design:

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Concept Design Procedure

Project brief Code requirements budget Client liaising

Reveiw / develop brief Scope of Work Parameters Client needs

Project brief Code requirements Documentation

Development Schematic drawings / Schedules

Plans / Drawings / Sections / Elevations / Models

Review Designs with Consultants

Drawing mark-up Minutes

Review with Client / compare to brief

Drawing mark-up Minutes

Project brief

Evaluate preferences

Plans / drawings / modules Wizard approval Client approval

Develop preferences for presentation

Drawing approval

Client approval proceed

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6.3.3 DESIGN DEVELOPMENT The Design Development process is managed according to the Design Plan. Decisions are to be made in a timely manner and will involve a Wizard, Master and the Client in all instances. Decisions are to improve the design and clarify detail. Failure to do this will result in reversals of earlier decisions throughout the design and if non-compliant decisions are made, an abandonment of the desired design will occur. The Project Master will assemble all relevent information at the commencement of design development. This process includes: • • • • •

Develop site analysis, reports, diagrams Develop diagram for conceptual engagement Prepare design options in liaison with client and consultant team Select preferred options Refine all preliminary conceptual design for presentation and finalisation

Please see 9.0 for the Checklist associated with Design Development. The Project Master is responsible to progressively document all processes in accordance with the Design Review. Where a report is required at design development, all information is compiled and prepared at request. This report shall describe the entire project up until it’s current status. It is approved by the Wizard that the guide for standard Design Report can be used. The following flow diagram is inclusive of but not exclusive to the steps undertaken within conceptual design development:

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Project Initiation Procedure

Project brief requirements / budget / liaise with client

Brief Documentation Manual

Client liaising Project brief Project budget

Develop Brief -Scope of Work -Development -Client requirements

Project brief

Concept Drawings / Schedules

Plans / elevations / sections / models

Review Designs

Drawing mark-up

Review with Client

Drawing mark-up Minutes

Evaluate chosen

Plans / drawings Client approval Wizard approval

Develop chosen for presentation

Signed drawing approval

Proceed with Client approval

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6.3.4 CONTRACT DOCUMENTATION Upon the confirmation of the approval to proceed with the design and with contract documentation, the Project Master shall plan the contractural documentation required to tender for the construction of the design. This shall consider the deliverables defined in the clientarchitect agreement as well as state the staging of the works. The Project Master will prepare a draft document register to describe the approximate number of drawings appropriate to the specifications required and will review this with the Project Wizard. The Project Master is to check all relevant background information prior to the commencement of any stage and must ensure all documentation is available to the project team. There must be an inclusion of the client comments on all approved documentation development as well as any building conditions and authority requirements. The Project Master is to liaise with the Project Wizard to ensure all contract documentation is in compliance with the Project Brief and the relevant standards. There will be co-ordination of the contractual documents from other consultants by means of design co-ordination meetings, design reviews and documentation checklists. The Project Master is to issue progressive contract documentation at design stages throughout development. All tender documentation is to be included with this and formatted by a nominated Lord or Baron Specification Writer. The Project Master will progressively review all stages of the contract documentation with the Projet Wizard in accordance with Design Review Policy.

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6.3.5 TENDER This procedure is applicable where NOT YET is the principal consultant and the building is procured via contract to tenders. The assembly of the Tender Document is generated by the Project Master with approval of the Project Wizard. The terms and conditions of the contract with the client are to be included within the tender documents inclusive of but not exclusive to: • Instructions to tenders including the type of contract and tender form • Drawing set which is bound and includes a complete drawing schedule • Tender specification • Special considerations of the contract (if required) • Bill of quantities if necessary • Informaiton based documents such as geotechnical reports, site survey and development consent conditions The Project Master is to review the draft tender documentation in liaison with the Project Wizard. When satisfaction is met, the tender documents will be issued. The Project Master is to confirm suitability of tenders according to relevant expertise. There is to be a draft list according to: • • • • •

Relevant experience References Resource and availability Current workload Interest in project

Tender is considered according to the size, nature, location and programme of the project. The Project Master will liaise with the client to compile a short list of tenders and notify the client in writing after the list is completed. The Project Master will record the client agreement in writing and archive along with the tenders list. The tender process includes the preparation of documents by the Project Master, including: • • • •

Tender drawings Tender specifications Instructions to tenderers Contract Annexure

The Project Master will issue tender documentation simultaneously and clarify queries in writing. When required, the Project Master will issue addendums to include critical information pertaining to the tender. All amendments are to be archived in the project file. The Project Master will hold an open tender meeting with the client and Project Wizard. The Project Master at this stage will note any client preferences for tender. Late tenders are not accepted. The tenders are checked for completeness, consistency and conformity with documentation. Where necessary, discrepencies will be addressed via writing. The Project Master upon approval of the Project Wizard, is to issue a tender evaluation report outlining the tender sum result, contract periods, qualifications of tenders, disqualified tenders as well as recommendations for review. » 66

6.3.4 CONSTRUCTION This procedure applies where NOT YET is a responsible for administering building procurement contracts. The Project Master shall carry out the Contract Administration functions in accordance to the AIA practice notes procedures. The Project Master shall assess the Contractor’s progress claims on a monthly basis according to the general terms of the Contract. The percentage of completion according to schedule and any defective work are the focus of the assessments. Progress Certificates are to be issued at each Contractor progress claim stage. They are to be signed and issued by the Project Wizard at discretion. All certificates are to be issued in accordance with the contract to the Contractor together with a trade summary. Where there is request for variation, it is the responsibility of the Project Master to judge the request according to the Contract Sum/Period. This may prompt issuing of a Variation Price Request. The Project Master is to obtain written approval from the client to proceed with any variation and issue the Contractor with a Variation Order and Master’s Instruction. This must be done post haste to ensure as little delay as possible in the contstruction phase. All orders must be documented and archived in the Project File. If there is to be a Notice of Delay and subsequent Extension of Time from the Contractor, the Project Master must assess the extension of time by determining which activities are causing the delay, the minimum duration of the delay and the compliance of the contractor’s General Conditions of Contract. It is the responsibility of the Project Master to issue the Extension of Time Notice to both the Contractor and Client. The Project Master shall establish a relationship with both the building contractor and the client. Communication is to be transparent and all time, venue and agenda for site meetings are distributed prior to any site visits. There is to be a consistency with the requirements of the specifications at all times and a Quality Plan as well as OHS & R Plan must be enforced on site. The role of NOT YET is to inspect the benchmark standards as set to verify conformity with the contract documents. The role is not one of supervision and where work does not comply, the Project Master must issue an Architect’s Instruction of non-conformity. The only role NOT YET is to play in non-conformance is by means of site instruction on the acceptability of work completed on majoy non compliance on site. NOT YET will also respond to Requests for Information (RFI’s), provide the service of Shop drawing review as well as the service of Sample review, confirm any verbal advice and comment on construction quality. In these instances, the Master’s Instruction is not to be used as only the contract administrator can issue instructions on request and approval of the client.

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7.0 review procedures 7.1 PROJECT REVIEW, COST REVIEW AND VALUE MANAGEMENT NOT YET reviews the status of the design by completing design documentation at all key dates outlined in the design programme in readiness for report at both client project meetings and design co-ordination meetings. If the project is behind program, the Project Master will direct the team to escalate the rate of progress and introduce greater documentation efficiencies by supplementing the team with additional resources. If the situation is beyond control of NOT YET (such as client variation requests), the Project Wizard will liaise with the client to achieve an amendment to the design and documentation program. The project budget is authorised by the dlient at brief preparation stage. The Project Master will agree to the type and extent of documentation required to meet all programme requirements. The Projet Master is responsible for co-ordinating all relevant design documentation and fee advice. The Project Master is to agree to and implement a strategy to amend the design documentation for project to return to budget if it has blown out. There is to be a Master signoff of fees at each design review; schematic design, design development and tender documentation. The Project Master is to verify all procedures and liaise with the client to ensure the project is within budget. This is a prerequisite to the project progressing via signoff by the Project Wizard. A project can only proceed when the client is in agreement to the process at hand and all documentation must be filed within the Project File. 7.2 DESIGN REVIEW AND QUALITY AUDITS NOT YET will uphold all original Client approved design throughout all stages of design development, detailed documentation and construction. Design reviews include: • Progression reviews of drawings with key issues and options identified and resolved • Pin-up reviews of drawings with Wizard with all issues resolved • Circulation reviews to key project team members for identifying issues and resolution All projects have review at initial concept, schematic design, design development, tender and construction approval. The Project Master will ensure consistency throughout documents and all checklists are approved and appropriated by the Wizard. Outcomes of reviews are documented and archived in the Project File. There is a Quality Representative (Lord) in NOT YET who conducts internal audit programs to ensure implementation of administration and project procedures in accordance with Audit Instructions. The Lord will ensure all issues are raised with Wizards and corrective action is taken if required. Applicable documents include audit report, audit checklist, internal and improvement logs. » 68

7.3 CLIENT FEEDBACK NOT YET understands the value of client feedback and welcomes it with open arms. Throughout the course of the project, client feedback may be requested. All matters raised during the project will be addressed and all issues or discrepencies will be resolved post haste. All corrective action during the design process will be addressed via letter from the Wizard to the client. At the completion of each project, there will be an evaluation criteria presented within a team meeting for the purposes of deeming as to whether or not the client brief has been answered. Prior to the meeting, an agenda will be prepared with a list of items for review. This list includes (but is not exclusive) items such as errors in drawings and specifications, technical competence, effectiveness of the completed building, building life expectency, design intent and client satisfaction. This meeting is to be held in house and is for the design team only. There is also to be a meeting with the client at the end of the project. The matters to discuss are prepared prior to the meeting by the Wizard in liaison with the client. The members present at the meeting include all who were involved within the project cycle from inception to construction. The members excluded are those who have either left NOT YET during the course of the project cycle or were repremanded to the extend that they were novated from the project.

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8.0 document control 8.1 DOCUMENT IDENTIFICATION NOT YET has a Document Control procedure in place to systematically ensure that all documents are controlled and identifiable to prevent misuse throughout design and construction. All documents are to be adequately filed so they are easy to trace with action trails which record who, what, when, where, how and why a document is accessed. 8.1 DOCUMENT IDENTIFICATION All documents are to be allocated a unique Document Number upon creation. This number is to be on the lower left of each page. The format must be the same:

project no. _ file no. _ year.month.day _ document type or subject

The identification is to be completed by the author of the document and the date on the document is the date the document was completed. All documents including specifications must be labeled in the same way. 8.2 DOCUMENT APPROVAL PROCESS AND ISSUE All outgoing documents and correspondence must be authorised for issue by the Wizard. When the author of a document believes it is ready to be issued, a copy must be prepared for review of the Project Master and then signed off by both the Project Master and Project Wizard. If the document is a revision, the Project Master nominates the revision number on the document. Documents issued by registered mail must be logged in the Document Log Book by the Baron. All fax transmittals are to be filed by the Project Master. The following two diagrams are representative of the document issue procedure and the document receipt procedure in that order:

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Wizard review of all new documents

Wizard confirmation of document issuing

Transmittal

Document issue

Replace old with new mark old and recycle

Issuing finalised

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Receive Document

Transmittal Drawing specification Project Wizard verification

Document accuracy check

Inconsistencies

Archiving and recording of all documents

yes

Return to Consultant

yes

Replace and mark existing documents Archive

Original Document

Update Registers and incorporate document in project

Date all registered drawings if necessary

File

Transmittal

Document receipt finalised

Project File

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8.3 DOCUMENT ARCHIVING The Project Master is to ensure that a hard copy and a soft copy of all drawings are filed as soon as that document is issued. All subsequent amendments are to be issued and all specifications are to be marked. The records are stored and maintained during currency of use. All original project drawings are to be either hanging or in flat metal files. All other documents are to be indexed and filed within the metal filing cabinets in the archive room. All electronic data wis to be saved in a secure department and is managed by the IIG. Word processing documents and all non-drawing documents are protected by automatic daily backup procedures monitored and implemented by the IIG. All software is protected by virus detection software which is upgraded when required, authorised by the IIG. All incoming electronic data is to be scanned. If there are viruses, the file is to be sent back to it’s creater. Project files for archiving are to be marked for ease of identification and retrieval. They are to be placed in archive boxes and written up on an Archive Register. Boxes are clearly marked with job numbers and content summary. All drawings for archiving are to be removed from hangers and bound in sets. Drawings are then placed in tubes and clearly marked with the job number and content summary. Electronic files for archiving are saved on CDs or DVDs. They are archived by the IIG and stored in archive boxes, clearly marked with job numbers and content summary. Files are to be stored onsite. When onsite storage is tight, NOT YET will arrange for off-site storage to be implemented. A log is kept of all archived files. Files are kept for a minimum period of 10 years after project completion where fee files, client correspondence, authority approvals, client architect agreements, construction drawings and specifications, design reports and drawings nominated by the Project Master are kept for a minimum of 20 years after project completion. Where longer times are required for retention, the files must be clearly marked with ‘retain until ...’. Request for retrieval of archived documents is of the discretion and approval of the Wizard.

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9.0 quality checklists These lists are a memory jog; inclusive of but not exclusive to: 9.1 CONCEPTUAL DESIGN • • • • • • • • • • •

Does the design conform to master plans

• • • • • •

Is there a general description of architectural, mechanical, engineering, structural systems to be used

Does the site show utilities and circulation Does the site plan show topography Are small-scale drawings of plans and sections adequate to determine relationships Do plans show relevant existing and proposed facilities Do plans accomodate the disabled

Is there a listing of minimum codes Is there a preliminary building energy consumption model

9.2 SCHEMATIC DESIGN • • • • • • • • • • • • • • • • • • • • • • • • • • •

Have applicable codes been cited Is there a differentiation between existing and new Are the ‘outline specifications’ included Is a life safety plan provided Are HVAC, fire and mechanical explained Explanation of construction Typical exterior wall and roof sections Floor numbering Design parameters Narrative of concept provided Statement of availability of utility services Proposed parking or roads Soil and geotechnical reports required Overall plan dimensioning included » 74

9.3 DESIGN DEVELOPMENT • • • • • • • • • • • •

Is the design philosophy obvious Final draft specifications Overall floor plans, elevations, location and orientation Schematics shown for the design; HVAC, plumbing, electrical, fire, security site water, stormwater, drainage Final draft specifications of; scope of project, applicable codes/standards Project location and NOT YET’s location known

9.4 CONSTRUCTION • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

All necessary informaiton described; sections, schedules, system diagrams, wall ratings, fire systems Design construction requirements Finalisation of all earlier design reviews for quality Fees Transmittals Orientation Floor plans, elevations, reflected ceiling plans, section and details Scale of plans Schedules and legends Finishes Explanations of Abbreviations Field inspections Additional detailed reports Operation manuals Emergency diagrams Consultant details and documents NOT YET information and Client information » 75

» professioinal development

3.0 » project processes

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» case studies

Week 01 Ethics: Case Study Number One While studying Architecture or Interior Design at university, you and your friend got involved in politics and took an active role in the environmental movement and demonstrations against polluting companies. After working for some time in architectural or design practices you decided to set up your own partnership. You both agreed not to take on any work that conflicted with your environmental views. This you made known to all and in fact on the bottom of your firm’s letterhead, you state that you advance environmental friendly projects. During the ten years that your firm has existed, you have produced many design-awarded residential and community facilities. Because of the increasing number of commissions, you have taken on two other partners and five other staff members. Last year, the number of projects coming into the office started to decrease and this provided you with the chance to spend time on improving the firm’s marketing collateral and streamlining the firm’s method of operations. During the last three months, no new commissions have come in and the previous work has all been completed. Last week, your bank manager rang to say that he was concerned about your overdraft and that if things do not change next month, the bank will not provide any more credit and will take steps to recover the overdraft. Yesterday, one of your old friends [who is now a project manager], won a major project to masterplan a coal seam gas industrial and residential precinct. He rang to invite you to accept the commission to work on this project. He knows from past experience in working with you that you can produce good design and excellent working drawings in record time, and this is needed for the time scale given for the project. The master plan includes the design and construction of industrial buildings, a large commercial building, staff facilities and a large number of dwellings for staff. This new master-planned precinct is to be located in reclaimed farming land, in the heart of the Lockyer Valley. The Queensland State Government supports the precinct, even though there is strong local opposition to the project. The coal seam gas firm has had major disputes with the environmental movement in other countries and has been known to cut corners on environmental issues. Your friend has indicated that the documentation fee for this master-planned precinct is expected to be in the order of $7 million. You know that in the immediate future there are no other new commissions likely to be won by your firm because of a major downturn in the building industry, and you know that other local architectural firms are putting off staff which means that your staff are unlikely to be able to get work with another architectural firm. You are now forced to look at: • The relative importance of your original environmental commitment [which is widely known] to ethical responsibilities; • The continuation of the firm that you helped to build; • The economic well being of your colleagues, staff and family; • If the firm folds, you and your partners will have to sell their homes. The issue of what kind of work a firm takes on continually involves ethical assessments of options like these. This is a consideration that can surface from the environmental, political, social and/or economic stance of your clients, your colleagues, and/or yourself.

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• Determine if you will accept or decline commission. • Outline your reasons for your decision. • Establish what actions you need to take, as a result of your decision.

Response We decided to take the commission – we would hold a round table staff meeting before this decision is made and we would only take the commission if our staff were willing to take on such a project. The reasons for the decision can be based on the Teleology and Utility Theory as well as the Deontology Theory. We have decided as a firm that we would discuss the issue further as there are several options available for us: • Rebranding our firm so that the environmentally friendly design portrayed by our prior brand will not be tainted • Keep our brand and advertise that we will ensure that as much as possible is done on our part to make this design as environmentally friendly as possible • Keep our brand and advertise that half of the proceeds are given to reforestation We could not see our staff homeless. This job would give us over a years worth of work and our staff now have the option of leaving or staying. It was mentioned through our discussion that when one commission is declined due to ethical discrepancy, another bigger and better commission would come; however as stated in the case study, our staff would be homeless. The actions required by our firm are dependent on what is decided regarding the options outlined above.

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Week 01 Ethics: Case Study Number Two You are an Architect or Interior Designer working for a design firm that specialises in the design of retail and hospitality establishments across Queensland. It is a medium-sized practice, with many other roles other than design supporting the staff. These range from Architecture, Project Management, Marketing, Branding Consultation, Graphic Design, Web Design and Interior Design. There are only 4 space designers on staff and they vary in expertise. You have been employed there for just over 3 years now, since graduating from university, and you love it. This job was sought after by many of your graduating classmates at the time when jobs specific to your industry were scarce and you were very fortunate to receive such a key role. The firm has looked after you since you got there, nurturing you into the industry and putting their faith in your ability even though you did not have the experience to back it up. You work on all projects as a team, but are usually working on more than one project at the same time. This requires you to manage your time well and meet company deadlines. Some of the projects you have been involved in are high-end fashion boutiques, large well-known franchises and 5 star restaurants. Quite a few of these projects have gained high profile media attention and this makes your position in the company all the more exciting. Recently you completed a project for a company in Dubai. Due to all the new development and large budgets available, the project was a huge success. Designs were developed and executed for the new infrastructure, and the firm was very pleased with your work on this project. This client in Dubai recommended your practice to a colleague, who then commissioned the firm to work on a significant new project, guaranteeing ongoing work for many years to come. Your practice accepted the job and the management are very excited about the project, prioritising it in all areas of development. The brief requires that the company is to design and project manage a chain of large boutique fashion stores. This company has been exposed in a wide range of social media for their engagement in the exploitation of low paid, underage workers in third world countries, with poor health and safety practices - more commonly known as ‘sweatshops’. Their ability to utilise low paid work to get maximum profit on their stock of designer labeled clothing has caused considerable traffic on human rights blogs and social media forums. Due to your success on similar projects, your Director advises you that you have been selected to be the Project Team Leader, which will involve substantial international travel and career promotion opportunities. • • • •

What do you think about the design project? Would you commence work on the project or decline to participate? Outline your reasons for your decision. Establish what actions you need to do as a result of your decision.

Response It is unanimous that we think that the design project has been a ‘tap on the shoulder’ situation and not a project won from the firm seeking it out. The actual project itself may be exciting and not impact on anyone, however, human rights are not considered by the company who is commissioning the project and the end use of the design encourages this behaviour to be endorsed and of course, continue. Based on the ethical reasoning of Deontology Theory and Virtue Theory, we have decided that we would decline the offer of being Project Team Leader for this project.

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As a designer, we have a professional duty and moral rules, which affect our decision-making. We have decided that it is wrong for human rights to be jeopardised and we would like for fashion to move away from sweatshops, thus work towards excellence and well being of all involved in the process. It is possible that due to our ethical stance in this matter that we will be novated from this project and fired from the company. If this is so, we have a great portfolio of work to distribute and gain other work easily. It is also possible that our firm may also see our stance, follow it and refuse the commission from this company â&#x20AC;&#x201C; if this is the case, we can now assist the company in gaining replacement work, which will be better for the firmâ&#x20AC;&#x2122;s reputation as well as give ourselves experience in winning jobs.

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Week 02 Professionalism: Case Study Number One You have worked with a small interior design/ architectural firm for 7 years; 3 years as an undergraduate student and 4 years as a graduate. You had hoped to become a partner or an associate of the firm. It is now clear that this will not happen as the sons of the two partners will graduate next year and the signs are, that they will become the next partners in the firm. While working at the firm, there is one client who you have come to know well, as you have progressively worked on all his commissions. When he now comes to the firm, he immediately asks for you to work on his jobs. His commissions are not big, but they come in about every 9 to 12 months. An old QUT student classmate has suggested that the two of you start up your own practice. The offer looks attractive. You get financial advice, and advice from friends. All the signs are positive and you finally agree to give it a go. You give notice to your employer who asks what you are going to do. He has great respect for you and your ability. You tell him and he indicates that he would like to keep open the possibility that your two firms could work together on joint projects in the future. Your current job that you are just finishing prior to leaving your old firm, is for the client that you have got to know very well. During your last meeting with him regarding this project, he drops the hint that he has come into a considerable sum of money due to the death of a relative and he is investigating the possibility of major building project. Before you tell him that you will no longer be with the firm, the thought crosses your mind that this major project commission would be great for your partnership firm. It would give you a great head start. • What would you tell this client? • Do you suggest that he would be welcomed to be a client of your partnership firm? • Could this be construed as luring a client away from the architectural firm where he has been a client for many years? • Is there anything wrong with doing that? How important is it to keep on good terms with your old employer who has suggested the possibility of joint ventures in the future?

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Response We would tell the client that we are leaving the firm and only that. Then, if the client has questions, we would answer them honestly. We would outline, with our current employer, that we have a strong bond with this client to let him know that we are telling the client personally of the decision we have made – this will give the employer the option of sitting in on the conversation. We would not suggest that the client discontinue business with the firm and give us future commissions. This would be construed as luring the client away from the firm and is the same as stealing credit or stealing intellectual property. It is likely that if we perform in a professional manner in this instance, that this firm (others as well) would engage in work with us in the future or even perhaps immediately. It is also probable that due to our acts of professionalism, that our new business venture will be busy – we have a known ability to associate with client’s needs, a great portfolio of works and respect for other professionals. References: Principle 4 (AIA Code of Conduct): 4.2 Standard: Members must not appropriate the intellectual property of or unduly take advantage of the ideas of another architect without express authority from the originating architect. Members must build their professional reputation on the merits of their own service and performance and should recognize and give credit to others for professional work performed. AIA Acumen Practice Notes Practice > Ethics > Client relationships • Unconscionable conduct • Client expectations • Resigning a commission Internet search: http://www.legaljobscentre.com/job-market-news/how-to-screw-up-your-career-part-6poaching-clients/39156 “How to screw up your career: Part 6 – Poaching clients” Whilst it may be commonplace … to take their client base with them when they move firms or branch into new business, there is a fine line that should not be crossed when it comes to clientele; and ‘poaching’ or ‘stealing’ clients from a previous employer or a rival firm could result in a tattered reputation. “The context all of this has to be set in is that the client is the one that has the final choice as to who they want to do their … work. In many instances it will also be individuals rather than the firms themselves and this would mean that the client will move. So while there may be some sore partners at the departing firm, … reputation will only be seriously damaged where there has been some truly unethical or illegal act, such as stealing information.”

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Week 02 Professionalism: Case Study Number Two Over the years you have been able to work with a group of builders who regularly tender for your work. A year ago there was a major error in the documentation of one of your jobs and you knew that your client would not pay for the error in your drawings. With the help of the builder for the project, you were able to find a way to absorb the cost of your error, into the project. In other words, the builder saved you from a major embarrassment. Six months ago, this same builder rang to invite you to go to Bathurst for the car racing event as he knew that you were a car racing enthusiast. He said one of the members of the group travelling down for the event had to pull out suddenly because of illness, and as a result there was a vacant seat on the private plane. You asked how much but he told you that the hire of the plane was booked against company expenses and no payment was required for the vacant seat. You accept and at Bathurst you are given accommodation with the group in a large unit. You had a great time. All the meals except the breakfasts were paid by building material companies and this was organised by the builder. On the return journey home, you suddenly realise that the only things that you had to pay for were a couple bottles of wine that were drunk late at night in the unit and a couple of breakfasts. All other costs were met by others. Two weeks ago this same builder was the lowest tenderer for your latest job, and therefore he was awarded the job. Construction has now commenced and he rang you today to tell you that he has made a significant error in the pricing of one element. He asked if there is any way to absorb this costing error into the job? What do you do? This is the builder that got you out of trouble a year ago and the one that gave you a great weekend in Bathurst...

Response Things to ponder are: • In the first instance, when the builder absorbed the cost of your error in the project, did you ask him to assist due to his experience / your lack of experience? • This situation may taint your relationship with the builder if you choose to do the ethical thing; however if you absorb the costs, will this builder leak that information – he does not have a privacy obligation as you do. • It is essential to weigh up all costs – there is not that information here. It is the architect’s obligation to inform the client of any changes in fees. All factors must be considered and perhaps a ‘round table’ meeting be held with the builder. A phone call to discuss the issues is not sufficient. Is there a different way this element could be done so the margin in error is not as great as what it could be? At the end of the day, because of the contract between the architect and the client and the architect’s obligation to adhere to the code, the client will find out what has happened and may choose to have the builder fired from the job. Perhaps only then, the builder would agree to wear the costing error, as it would be better to make a little money and have his name on the job than to go through the procedure of humiliation? We think that the builder should wear the cost.

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References: Board of Architects Queensland: Code of Conduct : Part 2 : Division 1 Reasonable standards of conduct 8. An architect must act honestly and with reasonable care in the provision of services; and comply with applicable laws statutory rules and statutory codes. Impartiality 13. An architect must act with fairness and impartiality in administering building contracts; must not: give or receive inducements to show favour to any party to a building contract show disfavor to any party to a building contract Client agreements 15.d.B the architect is to obtain the clients authorization to change or amend the services described in the agreement and the professional fees and costs arising from such change 15.d.C variations to the agreement will be made Professional fees and costs 16. An architect must, in relation to an agreement with a client made under paragraphs 14 and 15 of rhe Code, ensure that the fees and costs charged in relation to the services reflect the fee structure detailed in the agreement. 17. Unless otherwise expressly agreed between the architect and the client, an architect must provide the client with regular statements of account for the services performed. Conflicts of interest: 22. An architect must inform a client or employer of the existence or likelihood of conflict between the architect’s personal or business interests and those of the client or employer. Disclosure of promotions or endorsements 24. An architect must disclose to a client or a prospective client if the architect has received, or has been promised, any payment or other advantage for any endorsement given or comment made about products or services likely to be used in connection with the provision of services to the client relating to the design, construction, use or occupation or buildings. AIA Code of Professional Conduct Principle 2 : Obligations to the Client Members have obligations to their clients to carry out their professional work faithfully, conscientiously, competently, and in a professional manner, and should exercise judgment with due regard to relevant technical and professional standards when performing all professional services. Learned and professional judgment should take precedence over any other motive in the pursuit of the art, science and business of architecture. 2.3 Members must keep their client informed of the progress of work undertaken on the client’s behalf and of any issues that may affect its quality or cost. 2.5 Members must not offer or receive any financial or other inducement or enter into any arrangement, in relation to procuring an appointment, which is not disclosed to the prospective client. 2.7 Members must disclose to clients or contractors, significant circumstances known to them that could be construed as creating a conflict of interest, and must ensure that such conflict does not compromise the legitimate interests of such persons or interfere with the architect’s duty to render impartial judgment in relation to contract performance by others. RAIA Practice Notes » 84

Practice Note: Setting up an architectural practice Cash flow management (billing the client regularly and letting them know of all variations) Practice Note: Contract administration Must make all decisions according to the original contract which was drawn between the architect and builder.

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Week 03 Design & Risk Management: Task Number One http://www.youtube.com/watch?v=H0_yKBitO8M http://marshmallowchallenge.com/TED_Talk.html Lesson 01: Prototyping Matters Lesson 02: Diverse Skills Matter Lesson 03: incentives Magnify Outcomes Every project has its own marshmallow! The marshmallow challenge provides teams with a shared felt experience, a common language and a solid stance to find the right prototypes to build their real projects successfully, to avoid the oh-oh moments and have real ta-dah moments. Design is a contact sport. It demands that we bring all of our senses to the task and applying the very best of our thinking, feeling and doing to the challenge. Sometimes a little prototype of this experience is all we need to take us from oh-oh to ta-dah. Describe how your team approached solving the problem. • Looking at the ‘Contributor Personalities’ list [above], what roles do you think were evident in your team? • What role do you think you played in the team and how do you feel about the role you played? • Give a general overview on the effectiveness of your team’s teamwork strategies. • How do you think your group could have improved their effectiveness? • What worked well in your group and what lessons did you learn? Describe how your team approached solving the problem.

Response Upon approach of the problem, the team gathered and discussed ideas. We had many ideas, probably too many ideas! We then started to prototype our ideas. During the prototyping stage, we decided to mix ideas to build a ‘mega structure’; however we started to run short of material. The decision was then made to bind all the spaghetti with the tape to strengthen it and create a ‘tee-pi’ as a base with a bonded spaghetti top coming up at an angle. With so many ideas and contributors it became a game of laughter where Jordan and Joel took the reigns and Lauren and Katherine assisted where possible. Looking at the ‘Contributor Personalities’ list [above], what roles do you think were evident in your team? There are four of us so … the roles of Devil’s Advocate, Facilitator, Leader and Follower became evident. It was interesting to note that some team members took on the personality of more than one Contributor Personality at different times. Silent Contributor: Joel / Lauren Devil’s Advocate: Katherine / Joel / Jordan Facilitator: Lauren / Katherine Leader: Jordan Follower: What role do you think you played in the team and how do you feel about the role you played? The group consists of two friends and two others where one of these others knows the two » 86

friends from other classes and the second other was brought into the group by the first and has had no association with the two friends. This brought an interesting mix into the equation and it is possible that if the group were either just associates without prior involvement or pre-existing friends with past involvement, the roles would have been clearly defined. Give a general overview on the effectiveness of your team’s teamwork strategies. The group spent too much time in deciding on what to do – there were some sketches, but the end result turned out vastly different. Although there was a brief ‘plan’ of attack, when time restrictions became evident, we just started ‘doing’ where the roles of Leader, Devil’s Advocate and Silent Contributor were strong in the member’s personalities. In the end, the structure stood. It was mediocre in height and very different looking!! How do you think your group could have improved their effectiveness? For improvement, it would have been better if there was more of a strategy to begin with, that is; sketches of what could be done for the structure. All ideas listened to and all ideas considered and then either an amalgamation of ideas or a decision on which would work best in the situation. Then a couple of prototypes to find the best / strongest joints and base, then go from there and work collaboratively. What worked well in your group and what lessons did you learn? What worked well is that we all listened to each other initially. We didn’t take any offense to ideas being disregarded and we weren’t competitive with each other. There are some very strong personalities in the group so our ability to work together without frustration is an achievement! At the end of the day, it was fun for the group and was a good way of learning how each person worked. Learning about each other’s working styles has assisted in the Office Manual project work allocation.

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Week 03 Design & Risk Management: Case Study Number One You own a design practice that employs eight staff members. At 5.00pm each Friday, you go off to a hotel for a few drinks. You have made it clear to staff members that they are free to join you. As time moves on, it becomes apparent that 2 staff members always join you at the hotel and other staff members sometimes come, but not on a regular basis. Some time later, a couple of staff members in a general conversation note that, based on their observations, these two staff members never leave the hotel early, and it appears that they stay the full time that you are at the hotel. Also they note that you never criticise their work in the same way that you criticise the work of other staff members. There are some small things that seem to suggest that these 2 staff members are treated differently. A year later, one of your staff members [not one of the two mentioned above] gives you notice that he is leaving and says that he has been offered greater advancement, but does not give you more information. You want him to stay, and you ask him to reconsider his decision and offer to match the alternative offer, if it is salary issue. On his last day you have another talk with him. This time he tells you that he does not like the culture in your office, which treats some better than others. • How would you react to such a claim? • Is there any need for you to do any thing? • Do you think it is appropriate to attempt to change the office culture, and if so, how would you do this? It is obvious that as an owner of the design practice, you have made every effort to promote a healthy social culture. In response to this, I think it would be appropriate to ask the person questions as to why this accusation has been made and who else is thinking this way. The case presented does not indicate that as an owner you are aware of the rumors going around the office. If the person is not willing to stay and just wants to accuse and leave, the owner should take the matter quite seriously and start investigating what the perceived culture within the office is. Definitely investigate as if there is one person feeling this way, it is probable that there are others feeling the same. I would then perhaps not cease the after work drinks, rather change the way they are begun as well as their starting location. I would also make sure that my staff members are aware that the drinks are optional and non-biased.

Response As the boss, I would consider an end of week de-brief on a Friday afternoon in the boardroom. This de-brief will be mandatory attendance and I would expect everyone to be there. As part of this de-brief, I would encourage the consumption of drinks to begin from the boardroom – making sure that it is the last thing that is done in the working week (for example, starting the meeting at 4 or 4.30pm). I would then announce the continual of those drinks at a spot located nearby and perhaps then each week, one of my staff members could choose a different location. Then, staff can opt out with whatever reason they have and it becomes obvious that there are no favourites and the culture is fair. Resources: AIA Acumen Practice Notes Practice > Negotiation and Dispute Resolution Practice > Negotiation and Dispute Resolution > Arbitration » 88

Practice > Negotiation and Dispute Resolution > Mediation Practice > Office Administration > Meetings Practice > Human Resources > Managing people > Managing Creative People Practice > Human Resources > Managing people > Staff Performance

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Week 04 Practice Law: Case Study Number One About a year ago, your friend bought a house from Mr and Mrs Owner for $650,000 in an area with reactive clay. Mr and Mrs Owner had lived in the house for about 9 years, having bought it from the original owner. Before buying the house, your friend had inspected the house carefully on several occasions. He did not have any serious problems with the house and he did not find any cracks on the walls. As an architect, and since your have BSA approval to undertake pre-purchase inspections, your friend asks you to do that inspection. You agree to do the assignment for a very low nominal fee. On inspecting the house, you did not find any problems. Unfortunately, no plans of the house are available. The records of the house no longer exist in the local government office. However, you do state on your report, that since you found no cracks, you have assumed that the house footings have been designed to cater for the reactive clay on the site. You did not have any holes dug to check this aspect. Based on your report, your friend buys the house. About three months after moving into the house, your friend notices a crack in the concrete slab floor of the Carport. Then in the following week he notices other cracks appearing in the house. He contacts you and you advise him to engage an engineer. After inspecting the house the engineer’s report claims that the cracking was caused by failure of the footings and this will cause serious damage to the house and it will be very expensive to repair. • What rights does your friend have? • Can your friend claim against anyone? • As the architect who did the pre-purchase inspection, do you have any liability in this situation?

Response Our friend has a right to claim for any costs incurred in the building. There are some other factors too. There is the fact that there are no plans for a house, which is on reactive clay, as well as the fact that the prior owners had not provided any warning at all to our friend. They have a right to claim all damages. Our friend can claim against the builder (if this is possible) as the builder has a responsibility to subsequent purchasers of a property – to notify them of any possible defecting features. There is also a duty to correct and warn. “The High Court has recently clarified whether a professional who gives advice on construction or design of a building owes a duty of care, and is therefore liable for ‘pure’ economic loss in tort. The liability is not simply to the original owners, but to subsequent purchasers” (Acumen, Liability for negligence). This also means that they can claim against us as well. Due to the fact that there are no records of the building, it is highly likely that we will be held liable for all costs. As the architect who did the pre-purchase inspection, do you have any liability in this situation? Yes. Liability in negligence: “An architect can be held liable for damage or loss suffered by a person who relied on oral or written advice negligently given by the architect, even if there is no contractual relationship” (tutorial notes). The architect’s failure to test the footings of the house means that the architect failed to perform the inspection reasonably. This type of test should have been done, as the issue was made apparent before inspection. There is a duty of care failure in relation to negligence. There is also mention in Practice Notes that during inspections it is reasonable for an architect to » 90

state whether a building has come to the end of its life or not. References: MinterEllison Lawyers. (2011). Construction Law Made Easy. Retrieved 2 September 2011 from http://www.constructionlawmadeeasy.com RAIA Practice Notes Practice Note AN08.02.100 Architect’s Liability Pre-Purchase and other inspections Practice Note AN10.05.111 Due Diligence Reporting The role of the architect in the process AIA Acumen Practice Notes Practice > Risk Management > Architects’ liability > Liability for negligence Practice > Risk Management > Architects’ liability > Builders liability to subsequent purchasers Practice > Risk Management > Architects’ liability > Duty to correct and warn

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Week 04 Practice Law: Case Study Number Two You designed a school building and in the corridor there is a glass wall which you designed in accordance with the Australian Standards. Five years later, the school’s solicitor contacts you and tells you that some students were in the corridor and one of the girls in the group was pushed against the glass wall. A pane of glass broke and the girl received a bad cut on the face. The parents of the girl have claimed that the girl will have a scar for life and they are suing the school and you for that injury. You check the Australian Standard for glazing and now discover that the standard has been changed and that your corridor glass wall does not comply with the current standard. • What is your liability in this situation? • Can you be sued?

Response What is your liability in this situation? There could be a liability in contract depending on the lifetime of the contractual agreement. There is definitely a liability in tort as the timeframe for liability in tort is practically unlimited however to claim, the victim must take action within seven years from the supposed incident. There is also the consideration of the incident itself. Was there running involved? The girl was pushed, was this playing or bullying? Was this under supervision or after school hours? The school has a duty of care to maintain as well and this could fall under negligence of the school. Was the floor slippery at the time? Was it wet or dry? Was the corridor overcrowded? Has anything changed in the building since it was designed and built? Can you be sued? The only thing that we can be sued for is the current non-compliance of the glass wall in the corridor due to liability in tort (and possible liability in contract). There are many other factors that affect the case and it is up to the lawyers/court to decide on the outcome. References: MinterEllison Lawyers. (2011). Construction Law Made Easy. Retrieved 2 September 2011 from http://www.constructionlawmadeeasy.com AIA Acumen Practice Notes Practice > Insurances > Insurance Types > Professional Indemnity Practice > Insurances > Insurance Types > Professional Indemnity > PII – notification Practice > Insurances > Insurance Types > Professional Indemnity > PII cover and As 4122 Practice > Insurances > Insurance Types > Professional Indemnity > PII cover and OHS legislation RAIA Practice Notes Practice Note AN08.02.100 » 92

Architectâ&#x20AC;&#x2122;s liability Practice Note AN10.01.131 Client and Architect agreement Savage, S. 1990. Professional Practice for Designers, Brisbane, QUT. Tylevich, K. (2011). See you in Court. Mark, august/September 2011 (33), 134-137.

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Week 05 Intellectual Property, Copyright & Moral Rights: Case Study Number One Your practice has completed all your commissions and you terminated the employment of your last employee two months ago. Things look bleak for your practice, as all of your old clients consider the market is not right to undertake an investment in construction. You are on the verge of closing the practice. Then one day you receive a phone call from a person that you have never met who wants to proceed with a $1M fit out for a branded concept café/bookstore. Naturally you are willing to take on this commission. You give the new client a copy of your standard contract document to review and after a couple of days, the client signs the document. You ask for the address of the site, and on seeing it, you are of the view that it has enormous potential. You commence the design brief discussions with the client and then submit a preliminary sketch. You soon discover that the client is difficult to work with and keeps changing his mind. Previously, you would not have tolerated working with a client like this and you would have terminated the commission. However, since you do not have any other work, you decide to keep working with the client. Unfortunately the problems with the client continue, and you decide that if he rejects the next sketch, you will walk away from the project. Then to your surprise, he accepts your last sketch. From then on everything goes like a charm. No problems are encountered in the documentation and building approval phases. The tenders come in just under the $1 million mark [within the budget], and no problems occur in the construction phase. On completion, you receive many favourable comments about the design from colleagues and the client is very pleased with the project. The client agrees to the submission of the project into the DIA qdos Awards and the RAIA Queensland Chapter Regional Awards programs, and it wins Awards of Merit in the hospitality and retail interiors award categories and Regional Interior Architecture Commendations. Then it goes on to win the DIA National Interior Design Award, and your innovative concept fit out appears in many design magazines. A year later, while looking at the property section of the Courier Mail, a photograph catches your attention. You realise that it is a view of your concept café/bookstore design, although some of the colour selections are different. At first you think that perhaps the client has had some things changed since you completed the job, but some other things are different as well, and you realise that the location of this space is completely different to your original commission. You make some enquiries and discover that this café/bookstore is on the Gold Coast, and not in Brisbane where the original was built. You visit the premises, and to your amazement, find it to be almost a copy of the initial constructed project. The manager of the cafe tells you who the builder was. You contact the builder and as soon as you mention copyright, he refuses to talk further with you. You put the situation in the hands of your solicitor. After some time, your solicitor reports that the second business is now the start of a planned franchise expansion of the branded concept. The drawings used to price and construct the second business did not have your name on them. For the second business, the layout and relationship of some elements and spaces were modified and the builder’s draftsman prepared the necessary documentation. You decide to meet with your client for whom you designed the original branded concept café/ bookshop. On approaching the business, you notice that a number of elements have been altered quite significantly, which are out of character/style and to the detriment of your original concept. The owner refuses to see you, but through your solicitor you are able to arrange a meeting of both parties with their solicitors. In the meeting, you raise the copyright issue of the café/bookshop design and you remind your former client that he had signed a contractual agreement and that » 94

document clearly states that the copyright of the first café/bookstore is owned by the designer. The relevant clause is as follows: 1.0 Responsibilities and entitlements of the designer The designer... ‘1.12 retains copyright and shall allow the client to use the design provided that this license applies only to the site for which the design was prepared.’ You further point out that the owner had initialed the page with the above clause. The owner disagrees with your assessment. He states that you only drew up his ideas and therefore the copyright ownership is his. With regards to the contract document, he states that he is a layperson with only limited contractual experience and he did not realise that the words ‘The designer’ are to be read with 1.12. He points out that you gave him the document to read and sign but did not explain the document conditions to him. He then states that since you only drew up his ideas and you were fully paid for your work, he considers that the copyright of the design was his. He states that if you had explained the meaning of this clause to him, he would not have signed the document. He further states that since he is a layperson, you took advantage of him with this document. Regarding the alteration, he considers that since it is his business, he is free to do what he wants with it and he is not bound to obtain your approval to provide any alterations to it. Furthermore, he states that you did not make him aware of the moral rights issue and since you did not do that, you cannot now claim moral rights on the project. Also he does not understand why you are upset. Mostly, the design has not changed. • Who owns copyright of the design of the first café/bookstore? • Did the designer follow correct procedures? • If the copyright issue went to court do you consider that the designer will have no trouble in winning the case? • Was the action of the builder of the second fit out correct? • Was the second fit out a copyright breach? Does the moral rights issue apply to the first fit out alterations? • If you consider that there is a moral rights problem with the alterations, would you consider it to be a derogatory action and if so what action would you take? • Are copyright and moral rights issues in the above case worth proceeding?

Response The designer owns the copyright of the design of the first café/bookstore: for architects, copyright becomes their property upon the creation of a drawing which represents their idea – the client is able to use the drawings for the originally intended purpose only unless it is stated otherwise in the contractual agreement. The client has used the design a second time without permission. Although they have infringed the law of copyright and the designer has a right to claim compensation, the way this is done must be executed ethically. It is unlikely that this designer will maintain a cordial relationship with this client and obtain future clients with little or no experience in the law if the client hears from a solicitor in the first contact regarding the copyright issue. Resolution of this issue outside of court is favorable due to the clients’ naivety and the designer should have made a simple phone call to the client initially to discuss concerns and suggest compensation via fees for use of the design in multiple locations. This phone call should then be followed up with written confirmation as soon as possible for record keeping. It is likely that the designer would win the case in court; however they have their reputation at stake and it may just be that the jury sees the naivety of the client and takes this into account » 95

thus not awarding full compensation. Things could get messy. It is better to ask permission first than to seek forgiveness later as is a well-known statement. The builder should have notified the designer of the intent to firstly alter the original design and secondly of the intent to replicate the design elsewhere. This is based on AN10.02.102 for Moral Rights. As stated above, moral rights are applicable to the first fit-out alterations. If the original drawings were used for the second fit-out and not drawn from scratch, than it is definite that there is a breach of copyright. However if they were only influential, according to AN10.02.100 it is possible that there is not a breach. We would consider that for the alteration of the first fit-out that there is a moral rights issue. Upon contacting the builder in the case, it seems that the builder is aware of the design and the breach at stake, yet the builder went ahead with the job. The action we would take is to seek legal advice. Regarding the copyright, this could be settled with a simple phone call to the client, thus resolution with all parties happy. With the moral rights, we would seek legal advice as this builder may perform the same action with other designers in future. References AIA Acumen Practice Notes Practice > Risk Management > Architects’ liability Practice > Legislation > Copyright and Moral rights > Moral rights > Moral rights: agreement with client RAIA Practice Notes AN10.02.100 Architects and copyright AN10.02.102 Moral rights AN10.02.110 Architects’ fees Australian Copyright Council website publications: http://www.copyright.org.au/publications. infosheets.htm

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Week 06 Safe Design: Case Study Number One A medium sized town on the coast has, for a number of years, been hoping that one of the sporting clubs or service organisations would erect a club/community centre in the town. A number of sporting bodies have shown interest, but individually were not able to obtain the necessary financial support for such an undertaking. Finally, the various sporting bodies joined together and approached the local authority to erect this facility with the aim that the profit from the complex would support the various sporting bodies and also pay back the local authority over the years. Because of previous criticism leveled at the local authority for not supporting local sport, the local authority agreed to the proposal. The local authority provided the site for the complex. This site overlooked a T-junction of two canals and entrance to the sea. All the boats entering or leaving the canals would pass the site. As the council owned the canals and the junction of the canals was very wide, the council had no objection to part of the building projecting into the canal area. Your firm was commissioned to be the architect. As most of the canal residents were high income families, the building brief placed considerable emphasis on a suitable up-market facility that would attract these families to use the complex restaurants and mini- casino. Also, because of the high boat ownership in the area, the brief called for a centre that was designed with a sea theme and maximised the sea vistas of its location. Before you could start designing, you had to have an immediate knee reconstruction operation in the local hospital. To keep to the time-table set by the client committee, you instructed your chief designer to produce a design solution that would satisfy the brief. On your return to work, you became aware that a safe design meeting with the client and the various consultants would be held in 2 days time. You decided to review the design solution before this meeting. The following items attracted your attention: • The building was mostly a large two storey building with a rotating restaurant above the building which would give panoramic views of the sea. • The entrance outside the roof area was a tiled ramp so that the entrance door was 300 mm above the ground. You asked why the ramp was needed and you were told that this was needed because of some services below the building. • The first foyer was a tiled area where patrons signed in. • The second foyer was a circular area with the glass lift to the rotating restaurant plus the restaurant supported on a large reinforced concrete column in the centre of this space surrounded by pool with a bridge to the lift. The column was covered by glass over which was a constant stream of water. Around the walls of the foyer was a floor to ceiling curved glass aquarium filled with coral and live fish. • The third space was the foyer to two restaurants on different sides of the space. At the end to the space were two escalators that took patrons up to and down from the upper level. Only the inside balustrade of the escalators had the moving plastic strip on top of the balustrade. The other side was a glass balustrade to enable the patrons to view the canal. • At the top of the escalator one could go to the bars and mini-casino in one direction or to the grand ballroom in the other direction or proceed straight ahead to the glass enclosure that gave an unrestricted view out to the sea. • The glass enclosure cantilevered 3 metres out over the canal area and it had a glass roof, glass walls and a glass floor to give the sensation that one was in the canal. As this facility faced north, it was proposed to have a hidden ventilation system to prevent the over heating of this glass enclosure. • The grand ballroom had a 3.5 metre ceiling. This ceiling was made up of a series of small panels » 97

• • • •

that could be opened and closed and move up and down to exposed different combinations of coloured lights that could be programmed to suit the music being played. The floor was a highly polished timber parquetry floor system. The external walls were a glass curtain wall system with attached external sun shading. The northern wall cantilevered 1.5 metres over the canal area. All the entrance floor level restaurants had eating balconies that cantilevered 1.5 metres beyond the building which meant their glass balustrades were 3 metres over the canal areas. The building had no columns in the canal area. There was no retaining wall proposed to the canal under the building. To blend into the surrounding developments, a tiled roof would be used and the ceiling under this roof could be used to hide some of the building’s plant. This meant that the rotating restaurant had to be raised above this roof.

Your immediate task is to undertake a preliminary assessment of the building design before the safe design meeting with the client and consultants, to avoid surprises for your firm at the meeting. This meeting must identify areas where the building may not be: Safe to build; Safe to use; Safe to maintain; and Safe to demolish at the end of the building’s economic life.

Response The building was mostly a large two storey building with a rotating restaurant above the building which would give panoramic views of the sea. Issues that may arise here are maintaining the moving parts and access to the machinery. Point 12 mentions a tiled roof underneath the restaurant to conceal the plant this could cause issues with access to the machinery for the restaurant. Access points would need to be investigated. The entrance outside the roof area was a tiled ramp so that the entrance door was 300 mm above the ground. You asked why the ramp was needed and you were told that this was needed because of some services below the building. Tiled surfaces must meet certain slip resistance ratings especially in areas where tiling extends from external to internal spaces where pedestrian traffic has the potential to bring water internally in bad weather. Weight loading is also an issue for tiled surfaces where cracking can occur if too much weight is applied. If heavy vehicle’s or machinery were to drive over the tiled surface cracking may occur. The first foyer was a tiled area where patrons signed in. Again the slip rating of the tile is a significant factor in this situation. The slip rating of the tile must be checked against the requirements of the code as certain areas of buildings require certain slip resistance ratings, especially those exposed to water. The second foyer was a circular area with the glass lift to the rotating restaurant plus the restaurant supported on a large reinforced concrete column in the centre of this space surrounded by pool with a bridge to the lift. The column was covered by glass over which was a constant stream of water. Around the walls of the foyer was a floor to ceiling curved glass aquarium filled with coral and live fish. » 98

In this situation it must be discerned whether a balustrade has been specified for the bridge. The specified floor finish of the bridge must also be investigated as its close proximity to water from the surrounding pool and cascading water of the concrete column means a specific slip rating will be necessary. As lifts require electricity to function there is a potential risk of electrocution as it is in close proximity to water, safety measures must be investigated to prevent this. The restaurant is supported by a concrete column which is in direct contact with water and therefore runs a risk of erosion over time. A majority of the finishes specified in this space are glass which needs to be further investigated as to what type has been allocated. Safety glass may be necessary for the lifts and aquarium walls. The seals between the glass sheets of the aquarium must also be investigated to avoid leaking. The third space was the foyer to two restaurants on different sides of the space. At the end to the space were two escalators that took patrons up to and down from the upper level. Only the inside balustrade of the escalators had the moving plastic strip on top of the balustrade. The other side was a glass balustrade to enable the patrons to view the canal. The glass balustrade may prove to be a safety issue on the escalator, especially for those who are susceptible to tripping and misjudging their step such as the elderly. At the top of the escalator one could go to the bars and mini-casino in one direction or to the grand ballroom in the other direction or proceed straight ahead to the glass enclosure that gave an unrestricted view out to the sea. The glass floor of the enclosure must have an appropriate slip rating which will inevitably make the glass opaque reducing the desired view to the water below. The glass enclosure cantilevered 3 metres out over the canal area and it had a glass roof, glass walls and a glass floor to give the sensation that one was in the canal. As this facility faced north, it was proposed to have a hidden ventilation system to prevent the overheating of this glass enclosure. The design of this enclosure poses a risk to the workers who will be constructing it as there are no allocated columnâ&#x20AC;&#x2122;s to support the structure whilst it is built. A solution could be to implement temporary columns during the construction of the project. If temporary columns cannot be implemented steel beams or prestressed columns should be incorporated for such a considerable extrusion. The grand ballroom had a 3.5 metre ceiling. This ceiling was made up of a series of small panels that could be opened and closed and move up and down to exposed different combinations of coloured lights that could be programmed to suit the music being played. The floor was a highly polished timber parquetry floor system. Electrical maintenance could be an issue with a ceiling height of 3.5 metres. The external walls were a glass curtain wall system with attached external sun shading. The northern wall cantilevered 1.5 metres over the canal area. Due to the specified external shading the glass wall will have to be cleaned from the inside which will have implications for the design of the glass wall. All the entrance floor level restaurants had eating balconies that cantilevered 1.5 metres beyond the building which meant their glass balustrades were 3 metres over the canal areas. The balustrading will have to be at least 1m high to prevent anyone falling over and into the canal below. Âť 99

The building had no columns in the canal area. There was no retaining wall proposed to the canal under the building. One can expect considerable wave action in the canal which could erode the bank unless some protection is provided such as a retaining wall. To blend into the surrounding developments, a tiled roof would be used and the ceiling under this roof could be used to hide some of the buildingâ&#x20AC;&#x2122;s plant. This meant that the rotating restaurant had to be raised above this roof. Again the maintenance of both the machinery and the roof itself will be an issue considering the slippery nature of tiles. Anchor points will need to be provided for the safety of both maintenance and construction crews. References Office of the Queensland Parliamentary Counsel. (2010). Workplace Health and Safety Act 1995. Retrieved 9 September from http://www.legislation.qld.gov.au/legisltn/current/w/workplhsaa95. pdf RAIA Practice Notes AN14.01.101 Floor Tile Slip Resistance Knowledge Services AN14.01.900 Slip resistance of pedestrian surfaces Knowledge Services

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Week 06 Safe Design: Case Study Number Two As part of your firm’s quality assurance and OH&S policies, you have been asked to carry out a final safety audit on a fit out your company has been working on, before the project is handed over to the client. There have been regular assessments carried out over the life of the project and records have been kept, however your employer would like an internal assessment done with a fresh set of eyes. They would like you to visit site first, identify the necessary areas, then check all relevant paper work upon your return to the office. You are unfamiliar with the project, so decide to identify any potential hazards on the plan before going to site. On the plan provided, identify all areas that may pose a risk to the health and safety of all users of this site and what elements will require supporting documentation and verification from external consultants. The Kitchen: will need to see drawings from the mechanical engineer to ensure the exhaust is correct etc. Escalators: check with vertical transport engineer/ escalator manufacturer. Electrical engineer Fire safety? Where are the exits? Internet café: exhausts are needed as well as correct luminance for the space. It seems that the café seating is right at the top of the escalators? How will people maneuver near the café terminals? With the rooms positioned where they are, there is a lot of heat generated within small spaces in the centre of the design so adequate ventilation is required. FF&E including slip rating of tiles, carpet rating, luminance rating of chosen lighting, heights of tables/chairs, door widths, rating of glass balustrades, etc. Identify all of the potential users of this site and how they would utilise this space. • • • • • •

Elderly Families Couples Individuals Youth. People with disabilities- where is a lift? Check door widths etc.

Identify design related potential hazards associated with the range of intended uses, including any foreseeable misuse of the product. Does the moral rights issue apply to the first fit-out alterations?

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Response There is no restroom on this floor; however a café, boardroom, kitchen, eating areas etc. Multiple changes in floor materials could pose risk of slipping and unnecessary wear and tear of the carpet. Overheating of the internet café equipment. Possibly little to no use of the tasting room due to isolation from the restaurant area and other circulation spaces. The stairs may be seen as fire stairs; however seemingly inaccessible due to location (access through kitchen only). There may not be enough clearance at the top of the escalators (both of the escalators are travelling down?) and there is limited access for disabled persons. Moral rights do apply to first fit-out alterations. Identify what further information might need to be sought to ensure your records of health and safety in the design are up to date and identify where you would get this information? Further information required regarding FF&E, electrical and HVAC. Further information also required due to circulation and access. It would help knowing what the floor below (??) or floor above (??) looks like/holds as this may assist in solving some identified issues. Information regarding standards can be obtained via the Australian Standards as well as the Building Code Australia. Specifications regarding the FF&E, electrical and HVAC can be directed towards the external consultants and information required for any other floors in the building can be directed towards the architect of the building. References Office of the Queensland Parliamentary Counsel. (2010). Workplace Health and Safety Act 1995. Retrieved 9 September 2011 from http://www.legislation.qld.gov.au/legisltn/current/w/ workplhsaa95.pdf Queensland Government. (2007). Workplace Health and Safety Codes of Practice. Retrieved 9 September 2011 from http://www.deir.qld.gov.au/workplace/law/legislation/codes/index.htm RAIA Practice Notes AN14.01.102 and AN14.01.103 Occupational health and safety legislation

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Week 07 Discrimination: Case Study Number One As an Architect or Interior Designer, you have been appointed Chair of a five person local Council Heritage Committee. This committee has a mandate to determine the Council Policy for development (building) approvals for alterations and additions to listed heritage buildings and also for buildings in heritage listed districts. To streamline the procedures, the Committee has delegated to you the authority to review and approve applications, and if necessary, you can attach conditions on any approval. Any objections to your approvals or rejections will be heard and determined by the committee. If approval is given, the detail design and construction has to comply with the Council’s Heritage Policy Document. The aim of this document is to maintain the building’s or district’s historic appearance and integrity. The document encourages the reuse and repair of existing characterdefining features and materials. At the same time, the document discourages new uses, additions and construction techniques that alter historic features or reduce or confuse an understanding of the history that the building, site and/or district represent. An application for a small residential remodeling project is received. The building is not listed, but is located inside the boundaries of the heritage listed district. The building is like other heritage buildings in the district. The building needs extensive external repairs. The application proposes to replace the external timber cladding with stucco, and to change the front stairs to a ramp. You are aware that the Policy Document discourages the substitution of materials and changes to the appearance of the building [that is the replacement of the front stairs with a ramp] that diminish the identity of the district. You are also aware the district’s heritage-preservation group have written to the Council informing it that a number of new owners in the district have stuccoed their timber dwelling without approval and these dwelling changes are threatening the district’s historic integrity. In the letter, the group has voiced its concern that your committee has taken to-date no action against these owners and if no action is taken in the near future, the group will lodge a formal complaint with the Council. After evaluation of the information at hand, you disapprove the application and direct that the owner be required to repair, repaint the timber cladding and retain the front stairs. Several days later you receive a phone call from two members of your committee. One is a personal friend of the mayor and the other is the local chairperson of the political party that is the party in power in the Council. They tell you that they have been contacted by the owner of the dwelling. The owner is an immigrant who has difficulty in speaking in English. The owner wanted to make his house beautiful for his grandchildren and to leave them something of value on his death. The owner informed the committee members that in his native country stucco is considered to be a permanent and durable material. The owner does not want to leave his grandchildren with a house that requires constant maintenance. Although the owner is not disabled at present, he informed the committee members that he expects as he gets older he will need the ramp in the near future. The owner pointed out to the committee members that in good faith and in accordance with the law, he had applied for a permit to do the work. He then claimed that you are discriminating against him because he is an immigrant. Furthermore he stated that your son has been prominent in a youth group that wants to reduce immigration. The two committee members state that they are sympathetic with the owner’s concerns and they demand that the application be approved since the building is not a listed heritage building and they are of the view that the integrity of the neighbourhood will not be further compromised by this remodeling. You decide to re-evaluate the request and you consider the following aspects of the case: The individual building is not heritage listed. When the structure is considered individually there may be no legal reason to disallow the stucco work even though it is in a heritage district. The individual building is in a heritage district. Compatible work on a non-heritage structure » 103

reinforces the identity of the neighbourhood as a whole. The Council Policy encourages this approach, local preservation groups actively support this approach, your committee has supported this approach in other parts of the city and the local Council by-law requires the use of this Policy in a heritage district. The owner’s application is based on cultural values that differ from those expressed by the local preservation groups. The city council is on record as supportive of cultural diversity in the community. Some homes in the heritage neighbourhood have been remodeled using stucco without receiving approval to do so. This situation may be challenged by the preservation groups. Two committee members have stated a clear position – if the building is not heritage listed then the approval must be given. You have the authority to make this decision although an appeal to the full committee can be made. In the past, you have had strong support by the committee for your decisions. The local council by-law requires this type of work to comply with the Council Policy. This document encourages the reuse and repair of existing character-defining features and materials. At the same time, the document discourages new uses, additions and construction techniques that alter historic features or obfuscate an understanding of the history that the building, site and/or district represent. Where there is a dispute, the Policy document leaves the final decision to be determined by the committee. You have discussed the situation with the other two members of the five person committee but at this stage they are unwilling to give an opinion until an appeal is made. How relevant are the discrimination claims against you?

Response Regarding the Stucco being applied to the home: According to the Anti Discrimination Act of 1991, there may be a case of indirect discrimination in this instance. This means that there has been something imposed on the immigrant, which is not general practice in his native country, without prior knowledge of his decent. In stating this though, indirect discrimination means that the conditions placed on the immigrant are things, which he cannot comply with or is not able to comply with, and is not reasonable. According to the Act, if there is a case of indirect discrimination, it means that there are financial, religious and mental health consequences if the immigrant meets the conditions set by the committee. Taking an excerpt as well from the Acumen: Of greatest concern to architects is the fact that the legislation mandates the removal of architectural and communication barriers in all existing premises, which the general public is entitled to use, unless any alteration to such premises to provide access would impose ‘unjustifiable hardship’ on the person who would have to provide such access. The guidelines are vague in that, what constitutes ‘unjustifiable hardship’, can only be determined on a case by case basis, weighing the nature and cost of the modifications against the financial resources of the facility, as well as a variety of other factors. In other words, designers can expect conflicting » 104

interpretations of the Act. The above suggests that perhaps in this instance, we should have done research regarding the family who will be living in this home before making a decision on their request to remodel the residential home. The Burra Charter strongly emphasizes that wherever possible, in a Heritage area; the cultural significance of this area should be maintained at least on the façade of the building. If there is to be change, it should be minimal and only allowed after considering the alternatives. In this instance, if the immigrant were to take this case to the Human Rights and Equal Opportunity Commission, it is possible that the law court may seek to achieve a compromise in all cases (however we are not lawyers and it is hard to determine an outcome). We believe that for the Stucco application to be refused on the design there was no intent on discrimination and there was no wrong doing by the committee. Regarding the inclusion of the ramp for future use: All documentation regarding the access of buildings highly recommends the inclusion of ramps and equal opportunity access. We believe that in this instance, the inclusion of a ramp should be approved and that it is possible that this could be included without losing the intended preservation of the heritage area. References: AIA Acumen Practice Notes: Practice > Legislation > DDA – Disability Discrimination Act > DDA Overview Practice > Legislation > DDA – Disability Discrimination Act Australian Human Rights Commission. (2011). Access to Premises. As accessed 6 September 2011 at http://www.humanrights.gov.au/disability_rights/buildings/access_to_premises.html Australian Human Rights Commission. (2011). About Disability Rights. As accessed 6 September 2011 at http://www.humanrights.gov.au/disability_rights/about_disability.html Department of Public Information. (2006). United Nations Convention on the Rights of Persons with Disabilities (CPRD). As accessed 6 September 2011 at http://www.un.org/disabilities/ convention/conventionfull.shtml Queensland Parliamentary Counsel. (2010). Anti Discrimination Act 1991. As accessed 6 September 2011 at http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/A/AntiDiscrimA91.pdf

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Âť meeting minutes

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

26 July 2011

meeting

TUTORIAL 01

attend

distribute

attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

Group formation

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Case studies

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Tutorial Choice

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Meeting closed at 10.00pm

Next meeting date Tuesday 2 August 2011 at 8.00pm

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project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

02 August 2011

meeting

TUTORIAL 02

attend

distribute

attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

General

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2.0

Case studies

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Case study 01

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2.2

Case study 02

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3.0

Project 01 Contract Administration

Familiarise with Project requirements - research

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4.0

Meeting closed at 10.00pm

Next meeting date Tuesday 9 August 2011 at 8.00pm

Âť 107

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

09 August 2011

meeting

TUTORIAL 03

attend

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attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

Marshmallow Activity

In-class activity for completion

ALL

2.0

Case studies

Discussion

ALL

2.1

Case study 01

Complete and transcribe

3.0

Project 01 Work

Discussion

ALL

3.1

Decide on Practice Name

Brainstorm

3.2

Define structure of practice, type / size of work, type of client, staff capabilities, quality assurance measures

All to research and consider personal contributions to firm and ALL prepare for next meeting

4.0

Meeting closed at 10.00pm

Next meeting date Tuesday 16 August 2011 at 8.00pm

Âť 108

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

16 August 2011

meeting

TUTORIAL 04

attend

distribute

attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

Completed Tasks from Tutorial 03

Discussion

ALL

2.0

Case studies

Discussion

ALL

2.1

Case study 01

Complete and transcribe

2.2

Case study 02

Complete and transcribe

3.0

Project 01 Work

Discussion

ALL

3.1

Fee proposal + scope of service

Research for next week

3.2

Public Liability Insurance

Research for next week

3.3

Professional Indemnity Insurance

Research for next week

3.4

Workers Compensation Insurance

Research for next week

4.0

Meeting closed at 10.00pm Next meeting date Tuesday 23 August 2011 - 8.00pm Âť 109

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

23 August 2011

meeting

TUTORIAL 05

attend

distribute

attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

Completed tasks from Tutorial 04

Discussion

ALL

2.0

Case studies

Discussion

ALL

2.1

Case study 01

Complete and transcribe

3.0

Project 01 Work

Discussion

ALL

3.1

Quality Management

Prepare Guide for Office Manual

ALL

3.2

Project File Index

Prepare for Office Manual

ALL

4.0

Meeting closed at 10.00pm

Next meeting date Tuesday 30 August 2011 at 8.00pm Âť 110

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

30 August 2011

meeting

TUTORIAL 06

attend

distribute

attendee kat aland lauren hickling

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

item

discussion

action

1.0

AGENDA

1.1

Completed tasks from Tutorial 05

Discussion

ALL

2.0

Case studies

2.1

Case study 01

Complete and transcribe

LH/KA

2.2

Case study 02

Complete and transcribe

LH/KA

3.0

Project 01 Work

For distribution

ALL

3.1

Time Sheet

Preparation for next meeting

ALL

3.2

Hourly Rates

Preparation for next meeting

ALL

3.3

Job Information sheet

Preparation for next meeting

ALL

3.4

Account

Preparation for next meeting

ALL

4.0

Meeting closed at 10.00pm

ALL

Next meeting date Tuesday 06 September 2011 at 8.00pm Âť 111

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

06 September 2011

meeting

TUTORIAL 07

attend

distribute

attendee kat aland lauren hickling

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

item

discussion

action

1.0

AGENDA

1.1

Completed tasks from Tutorial 06

Discussion

ALL

2.0

Case studies

2.1

Case study 01

Complete and transcribe

3.0

Project 01 Work

Discussion

ALL

3.1

Briefing information

Preparation for next week

3.2

Room Data Sheet

Preparation for next week

3.3

Transmittal Form

Preparation for next week

3.4

Checklists [schematic, development, contract documentation, contract admin]

Preparation for next week

ALL

4.0

Meeting closed at 10.00pm

ALL

Next meeting date Tuesday 13 September 2011 at 9.00pm

Âť 112

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

13 September 2011

meeting

TUTORIAL 08

attend

distribute

attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

Completed tasks from Tutorial 07

Distribute contact details

ALL

2.0

Project 01 Work

Discussion

ALL

2.1

General Housekeeping of tasks

Discussion

ALL

3.0

Meeting closed at 10.00pm

Next meeting date Tuesday 20 September 2011 at 8.00pm

Âť 113

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

20 September 2011

meeting

TUTORIAL 09

attend

distribute

attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

Completed tasks from Tutorial 07

Discussion

ALL

2.0

Project 01 Work

Discussion

ALL

2.1

Design of Office Manual

Discussion

2.2

Completion of Case Studies

Discussion

2.3

List of Requirements

Discuss and complete for Briefing night

ALL

3.0

Meeting closed at 10.00pm

Next meeting date Tuesday 27 September 2011 on Wiggio

Âť 114

project name

DEB801

company

NOT YET

address

01 George Street, Brisbane 4000

date

27 September 2011

meeting

TUTORIAL BREAK

attend

distribute

attendee kat aland lauren hickling

item

discussion

1.0

AGENDA

1.1

KA LH

team

contact

ARCH

kat@notyet.com

INT

lauren@notyet.com

joel alcorn

ARCH

joel@notyet.com

jordan lane

ARCH

jordan@notyet.com

action

Project 01 Work

Discussion

ALL

2.0

Tasks to be completed

Discussion

ALL

2.1

Office Manual Layout

Finalisation

2.2

Case Studies

Finalisation

2.3

List of tasks

Discuss and distribute

ALL

3.0

Client Meeting

Discussion

ALL

3.1

The Pitch

Allocation of tasks for the night

ALL

3.2

The Brief

Allocation of tasks for the night

ALL

4.0

Meeting closed

Next meeting date Tuesday 4 October 2011 at 2.00pm Âť 115

3.0 » project processes

» practice notes

Please refer to the appendix found at the rear of the office manual for relevant practice notes

» 116

3.0 » project processes Aim of discussion; to understand your business unit requirements and how well the workspace supports it, culture and image and work styles to ensure the workplace matches your needs now and in the future.

» briefing information

Organisational Overview Mission statement/ Aims and aspirations of the company/ Future Directions/ Company image to market/ workplace culture Organisational overview/ chart Relationships between departments/ divisions within company Company Policy Offices for all/ Offices for senior staff and management/ complete open plan/ study cells and quiet rooms/ prime location for open plan areas or offices Clean desk policy Encouraging offsite storage of files/ other promotional material etc. 1.0 ORGANISATIONAL 1.1 What is the name of your company? What kind of work is your company involved in? 1.2 What can you see happening in the world of your company right now? 1.3 What challenges do you see facing your company in the future (5-10 years)? How many staff do you currently have? Do you foresee a growth in your company in this time period? 1.4 Are there any adjacency requirements between departments/ divisions within the company? 2.0 WORKPLACE CULTURE 2.1 How would you describe the culture and values of your company? 2.2 Does the culture differ accross departments? 2.3 Does the culture need to change- and if so, how? 2.4 What kind of image/brand do you want to project to staff, customers and the general public? 3.0 FRONT OF HOUSE- RECEPTION 3.1 What do you want the reception to say to your clients? e.g. quality, fun, prestige, traditional and conservative, modern and innovative, sleek, funky, quiet, other 3.2 How often would visitors arrive in reception? e.g. every 5 or 10min/ once or twice and hour/ a few times a day/ once or twice a day 3.3 What type of visitor would arrive at reception? e.g. general public/ clients/ suppliers and reps/ couriers/ staff from other offices 3.4 Is there a system of staff sign-out? e.g. computerised/ whiteboard/ verbal to receptionist? 3.5 Is there any existing artwork to include or should allowance be made for any new artwork?

» 117

3.0 Âť project processes 3.6 Are there any spaces you require to be in close proximity to reception? e.g. boardroom, meeting rooms, storage, cloak room 3.7 How many receptionists will work at the desk? 3.8 What equipment will the recpetionists need? e.g. phone, headset, switchboard, computer (flatscreen), printer, fax, safe 3.9 What responsibility will reception have? greeting visitors/ managing meeting rooms/ tea or coffee/ coat or luggage handling/ fax management/ couriers and delivieries/ telephone or switchboard 3.10 Will there be visitor seating provided and if so, for what capacity? 4.0 WORK AREAS- OFFICES 4.1 How many enclosed offices are required? Should these be lockable? Who uses the offices? Is this Hierarchical or by need? Should there be high visibility in to offices? e.g. glass partitions etc. Are blinds/ shutters required for privacy? What level of acoustics are required? Confidential conversations? What are the power and data requirements of these rooms? 4.2 How big should each office be? Is space required for meetings to be held in the office? For how many people? 4.3 What equipment is required in these offices and not shared? computer/ phone/ fax/ printer/ scanner/ pinboard/ whiteboard/ coat storage/special lighting? 5.0 WORK AREAS- WORKSTATIONS IN OPEN PLAN AREAS 5.1 How many staff should be accommodated in open plan? Should all staff in these areas have the same size and style desk? Will there be any hot desking? 5.2 What size desks are preferred? Any preference for style of workstation? (return, organic) 5.3 What equipment is required at each workstation? computer/ phone/ pinboard/ whiteboard/ special lighting? 5.4 Should any provision be made for quiet rooms/ study areas away from the open plan desk? 6.0 MEETING ROOMS 6.1 Where should this facility be located? Adjacent to the reception? Near any particular departments? 6.2 How many meeting rooms are required? How big should these be? How many people should each room seat? 6.3 Should flexibility of meeting room layout be allowed? e.g. operable walls to increase room size/ rooms opening on to other rooms such as break-out spaces or reception 6.4 Do the meeting rooms require any special equipment? data projector/ projector screen/ phone/ video or tele-conferencing equipment/video or DVD player/ TV/ Blinds/ Power and data requirements 6.5 What level of acoustics is required? Visual privacy? blinds?

Âť 118

3.0 Âť project processes 7.0 BREAKOUT AREAS/ TEA POINTS 7.1 What will the breakout area/ tea room be used for? lunchroom/ informal meetings/ tea and coffee/ office parties 7.2 What equipment and fittings should be allowed? 7.3 how many staff should this accommodate at any one time? 8.0 GENERAL REQUIREMENTS 8.1 Will anything be reused in the new fitout? (quantities and sizes to be measured) chairs/ tables/ workstations/ equipment/ artwork 8.2 Do you have any aspirations to pursue a Greenstar ratings for this fitout? 8.3 Should any provision be made for security? lockable cupboards/ swipe access 8.4 Is there a requirement for staff lockers? How many? 8.5 What type of materials do you store in your workspace? How much is stored? How is it sorted? Is any of this material confidential? 8.6 Is there any heirarchy to storage? department/ team/ individual project work/ personal non-work storage 9.0 EVALUATION 9.1 What are your expectations of the new workplace strategy? 9.2 What are your aspirations for this new fitout? 10.0 BUDGET 10.1 Can you give an indication of the budget allowed for this project? 11.0 TIMEFRAME 11.1 Can you advise the expected timeframe for the project?

Âť 119

» room data sheet

3.0 » project processes

» 120

Âť 122

Âť transmittal form

» 123

3.0 » project processes phase 1 - schematic design phase

» schematic design checklist

Visit the site. Attend meetings as necessary with the Client and the Authorities. Prepare, where necessary, schematic design alternatives. Prepare sketch drawings for the project describing and including, but not limited to: • Site Plan • Plans (each floor) • Elevations/Sections • Outline of Structure, Materials and Finishes • Perspectives Assist in the appointment of other consultants. Co-ordinate and control the services of the other consultants. Prepare a design report and issue to the Client. Advise on all internal and external finishes Prepare the schematic design to meet the construction budget with documentation in sufficient detail for Development Consent. Prepare the Development Application.

» 124

3.0 » project processes phase 2 - design development phase

» design development checklist

Attend all meetings with the Client and Authorities involving on-going briefing and design reviews. Develop plans, sections and elevations of the schematic design for the project. Documents would include: • Site Plan • Floor and Roof Plans • Elevations and Sections Design to meet the Construction Budget. Investigate and advise on the implementation of the various Regulatory Authorities’ requirements for the Project. Prepare design development reports and schedules of materials, finishes, fittings and colours. Prepare sample boards of internal and external finishes as agreed. Co-ordinate and control the services of the other consultants.

» 125

3.0 » project processes phase 3 - documentation phase

» contract documents checklist

Attend meetings with the Client and Authorities as required in reviewing progress of the documentation. Prepare the Construction Certificate. Prepare all detail Contract documentation for tender and authority approval, including but not limited to • site plans • reflected ceiling plans • roof plans • elevations • sections • wall sections • door and window details • finishes schedules • colour schemes • hardware and fitting schedules • joinery details and schedules • and the specification. Verify compliance of the tender documentation with the Project Brief. Co-ordinate and integrate the drawings and specifications of the other consultants. Prepare and update a drawing register on a regular basis. Co-ordinate and control the services of other consultants. Provide maximum number of 6 prints or one sepia of each ‘Approved for Construction’ drawing. Prepare contract and tender documents.

» 126

3.0 » project processes phase 4 - contract administration:

» contract administration checklist

Administer the construction contract including processing of claims, assessment of time and cost claims, issuing of progress payment certificates etc. Issue Certificates of Practical and Final Completion. Co-ordinate and control the services of the other consultants. Inspect the works during the progress of construction. Issue instructions to the Contractor or Builder. Check shop drawings, prototypes, product data and samples as necessary and advise on compliance with the approved design. Participate in inspections of the works by the Client and by approval authorities. Clarify and update design details as necessary through the construction of the works. Issue defects list immediately prior to Practical Completion. Issue defects list to the Contractor or Builder. Prepare and issue to the Client Monthly Progress Reports.

» 127

» contract administration

partial services: Regularly inspect the Works during construction in order to observe whether the work is being generally constructed in compliance with the approved design documents and issue monthly Quality Status Reports. Provide advice, clarification and additional information including revised documentation as and when requested by the Client in respect of queries relating to the design, working drawings, schedules and specification prepared by the Architect. Regularly update a schedule of all drawings and schedules. Assist with the evaluation of trade subcontract tenders with respect to experience of tenderers and technical conformity of tender and design documentation and provide advice as required by the Client. Review and assess for compliance with the design intent of the approved design documents of all shop drawings, product data, samples, prototypes, alternative proposals. Participate in inspections of the Works by the Client when requested. Co-ordinate the activities of all other consultants by issuing all advice under cover of Architectural Site Advices. Maintain regular liaison with, and participate in inspections of the Works by Authorities’ representatives and prepare all such materials as are required by Authorities for information, approvals application and certification. List defects where the works are not in compliance with the design documents.

additional services (optional) Prepare, on the basis of detailed advice from the Client regarding changes to the Works, ‘As Constructed’ drawings at the completion of the construction stage and issue in sepia form to the Client.

» 128

3.0 » project processes

» project file index

1. CLIENT 1.1 General Correspondence 1.2 Client Meetings 1.3 Fees 1.3.1 Client & PQP 1.3.2 Subconsultants 1.4 Client/Architect Agreement 1.4.1 Client 1.4.2 Subconsultants 1.5 Client Legal

5. BRIEF 5.1 Brief 5.2 Design Information 5.3 Design Reports / Schedules 5.4 Disabled Access 5.5 Australian Standards / Codes 5.6 Community Consultation

6.1 Query Sheets 6.2 Schedules 6.3 Specification 6.4 Trade Information

2. CONSULTANTS 2.1 Consultant Meetings 2.2 Quantity Surveyor 2.2.1 Correspondence / Query Sheets 2.2.2 Estimates / Cost Plan 2.3 B.C.A. Consultant 2.4 Surveyor 2.5 Civil / Geotech 2.6 Structural 2.7 Mechanical 2.8 Electrical 2.9 Communications 2.10 Hydraulic 2.11 Fire Services 2.12 Acoustic 2.13 Interior 2.14 Landscape 2.15 Lift 2.16 Kitchen 2.17 Facade 2.18 Traffic 2.19 Perspective Artist / Model Maker

7. TENDER 7.1 7.2

Tender Invitation / Selections Tender Queries

CONTRACT ADMINISTRATION 8.1 General Correspondence 8.2 Contract 8.3 Meeting Minutes 8.4 Construction Programme 8.5 Site Advice / RFI’s 8.6 Architects Instructions 8.7 Shop Drawing Review 8.8 Sample Review 8.9 Project Status Reports 8.10 Non-Conformance Reports 8.11 Defects Inspections 8.12 Progress Claims / Certificates 8.13 Variation Requests / Claims 8.14 Variation Orders 8.15 Contract Sum Adjustments 8.16 Extensions of Time 8.17 Nominated Subcontractors 8.18 Nominated Suppliers 8.19 Trade Enquiries

JOINT VENTURE 3.1 General Correspondence 3.2 Meetings

4. AUTHORITIES 4.1 Approvals 4.2 Town Planning 4.3 Health & Building 4.4 Water and Sewerage 4.5 Gas 4.6 Fire Brigade 4.7 Electricity 4.8 Telephone and Data 4.9 Roads and Traffic 4.10 Heritage 4.11 Roads and Traffic 4.12 Waste Removal 4.13 Workcover 4.14 Licensing 4.15 Environmental Protection Agency 4.16 Dept of Industry 4.15 Dept of Health

SPECIFICATION / SCHEDS

DOCUMENT ISSUE 9.1 9.2 9.3

Drawing Register Documents Issued Documents Received

10. QUALITY ASSURANCE 10.1 Internal Correspondence 10.2 Programme 10.3 Internal Job Cost Control 10.4 Design Review Records 10.5 Audits / Non-Conformance Reports

» 129

» letter to consultant

4.0 » project delivery

» 130

date project no. attention: name address Dear___, We write to you in reference of the office fit out at the Riparian Tower, on behalf of R+T Accountants PTY LTD. At this stage of the project we request a service fee proposal from you for your specific services. We look forward to your prompt response and collaborating with you on this project, an appropriate response time in this instance is 10 working days. Please contact NOT YET at your earliest convenience to discuss your further involvement in this project.

Yours faithfully

Project Manager NOT YET

» covering letter

4.0 » project delivery

» 132

NOT YET

interiors + architecture

address

01 george street brisbane 4001 www.notyet.com

attention project

Dear___, We write to you in reference of the (project) at (location), on behalf (client). Please contact NOT YET at your earliest convenience to discuss your further involvement in this project.

Yours faithfully

Project Manager NOT YET

Âť 134

Âť invitation to tenderers

date project no. attention: name address Dear ___, Re: INVITATION TO TENDER FOR RIPARIAN PLAZA PROJECT On behalf of our client, R + T, we wish to invite you to tender for the construction of Management Office, Level 31 at Riparian Plaza, Brisbane, QLD 4000 based on the attached document noted as “Invitation to Tender”. The Tender Documents are listed in Section 2.02.01 of the “Invitation to Tender” document. The Tenderer must complete and return the items in order and on the forms supplied as noted in Section 2.03.05 of the “Invitation to Tender” document. Tenderers are advised that non conformance with the above items will result in their tender being invalid and not being considered. If tenderers are unable to comply with the requirements of the “Invitation to Tender”, they are requested to return the Tender Documents immediately. The Tender period is 4 weeks, commencing from the __/__/2011 and closing on the __/__/2011. The Tender submission is to be returned to: XXXX FL.9941.00 Marked: Riparian Plaza Project Att: R+T

We look forward to your Tender submission. Yours faithfully

Project Manager NOT YET

Âť 136

Âť notice to tenderers

date project no. attention: name

» notice to tenderers

address Dear ___, re: Client - Contract No. .......... Level 38 Eagle St, Riparian Plaza Fitout, Brisbane 4000 Further to recent discussions, and on behalf of ___, we confirm your interest in tendering for the above project. The tender is required to include a GMP fixed contract price, which will nominate fixed prelims and margin for the duration of the project. Request for Tender (RFT) documents will be available for collection by your nominated representative (please do not send a courier), from the office of Not Yet Architecture, architect address from 9.00am on 10th October 2011. There is no Tender Document fee applicable to this project. Tenders will close at the office of the Company, address October 10 2011, 12noon, as detailed in the RFT documents. The Principal specifically wishes to encourage tender to submit with their tenders, details of the following : • • • • •

GMP fixed price Fixed prelims and margins Schedule of prelims included in fixed prelim allowance Program for completion of works nominating time Nominate shared savings formula for the project

An electronic copy of all tender documents along with document transmittal will be provided and one hard copy may be obtained upon request. In order to facilitate communications during the tendering process, could you please advise by return facsimile, the name of the relevant contact person in your organization, together with phone / fax / email contact details. In addition please ensure that all information requests during the tender period are directed by fax or email to architect name of Not Yet Architecture and Interiors Office, email, architect email and CC. to myself at client email We look forward to your participation in the Tender process for this project. Yours faithfully,

___ Project Manager NOT YET

date project no. attention: name

» report to client on tenders

address

TENDER SUMMARY REPORT 1.

PROJECT DETAILS

Site:

Project No:

Date:

Form of Contract:

TENDER DETAILS

Tender documents issued:

Tender Addendum issued:

•

No. 1 (date)

•

No. 2 (date)

•

No. 3 (date)

Original closing date for Tenders:

Adjusted closing date for Tenders:

Pre-Tender estimate: to be decided with time frame

TENDER OPENING SUMMARY

Date Tenders opened:

Time Tenders opened:

Present at Tender opening:

•

FineLine Design (Consultant)

•

Riparian Plaza Company (Client)

TENDER SUBMISSION INFORMATION

__/__/2011

#1 #2 #3 #4 name

name

ph.

Fax ph.

ph.

Weeks

Yes

Tender Form

●

Schedule of Rates

○

Schedule of key Personnel

●

Schedule of Sub-Contractors

●

Schedule of Tender Breakdown

●

Services Schedule (Mech, Elec, Hyd)

●

Site and Works Security Plan

●

Construction Programme

○

Site Management Plan

●

10. Tender Clarifications Legend:

● Completed

● ○ Not Completed

TENDER OUTCOMES

Architect’s recommendation:

Tender awarded by Ian Anderson to:

Contract Sum: $1.500.000 or $900.000

Contract Time to Complete:

Letter of Appointment/ Execution of Contract to Contractor dated:

Special Issues

•

(xxxx)

•

(xxxx)

•

(xxxx)

Date for Possession of the Site:

Date for Practical Completion: #time frame

END OF TENDER SUMMARY REPORT_

N/A Not Applicable

» letter to successful tenderer

4.0 » project delivery

» 140

date project no. attention: name address

Dear ___, Re: LETTER OF INTENT (project) at (location) On behalf of our client, R+T, we wish to confirm their intent to appoint ___ as Principal Contractor for the above mentioned works. The contract will be based on the following documentation: • Items noted in section 2.02.01.1 of the Conditions of Tendering. • Addendums No.X • (Others – pls specify) We are currently preparing for execution of the formal contracts which will be forwarded to your offices on __/__/2011 for signing. The Date for Possession is __/__/____). The time to complete the works is __ working days. The Date for Practical Completion is __/__/____. The Total Lump sum for the Works (excluding GST) is $___,___,__ Please acknowledge your agreement to the above by signing and returning to us a copy of this letter.

Yours faithfully, Jordan Lane Wizard | project architect NOT YET enc -----------------------------------------------------------------------------------------------------------------We have read and agree to the terms and conditions set out above. ...................................................................... DIRECTOR For and on behalf of ___(contractor name) Dated: .......................................................... Cc: (Client Co.) (Client Name)

Âť 142

Âť letter to unsuccessful tenderers

date project no. attention: name address Dear ___, Re: (Project at Location) We write with reference to your tender for the mentioned project and on behalf of our client, (client name). We appreciate the time and effort you have taken for your tender and expression, and thank you for your interest in the mentioned project. On this occasion, we regret to advise you that your tender has been unsuccessful. We will offer you suitable opportunities when they come to hand and hope that you will tender for our future projects. Yours faithfully

Jordan Lane Wizard l project architect Cc: (Client Co.)

(Client Name)

» progress certificate

4.0 » project delivery

» 144

NOT YET (Project Name l Year) PROGRESS PAYMENT CERTIFICATE Project: (Location), (Street Address) (Level it is located) Manager: (Manager l Owner, Title) (Postal Address of Manager l Owner) Contractor: Contract Date:

Certificate No: Date Issued: Project Number:

In accordance with contractual terms: a. The initial cost of building b. Total adjustments to date of cost of building c. The current adjusted cost d. The GST applicable to current adjusted e. The current contract price

$.................... $.................... $.................... $__________ $__________

1. The total value completed to date 2. The GST applicable to the amount 3. The value of building work completed at this certificate

$.................... $__________ $__________

4. The value of building work at item 3 in previous certificate 5. The amount of cash retention the owner is entitled to withhold at this certificate 6. The amount of liquid damages due 7. The assessed amount of set-off due 8. Subtotal

$.................... $.................... $.................... $__________ $__________

9. The amount certified as due and payable to the contactor l owner is (in words) …………………………………………………………………. …………………………………………………………………. ………………………………………………………………….

…………………………………………………………………………..(Signatory) Jordan Lane, NOT YET

Distribution: Original:

Contractor

Copies:

Owner File Other

……………………

__________ $__________

date project no. attention: name address ATTENTION:

(Owner l Manager)

Dear Steve RE: CERTIFICATE OF PAYMENT NO. x (BUILDING CONTRACTOR) (PROJECT TITLE) (PROJECT LOCATION l LEVEL, STREET ADDRESS) (PROJECT CITY) Enclosed, you will find the Certificate of Payment No 2 as a certified payment request of $xx,xxx.xx to NOT YET regarding the mentioned Office Fit-out. Please issue this payment directly to NOT YET. There has been the amount of $ 150,000 held as an independent sum in the form of bank guarantees for the duration of the construction period of the mentioned Office Fit-out. This amount is a representative of ten percent (10%) of the projectâ&#x20AC;&#x2122;s Total Original Contract Sum. As per the conditions of the contractual agreement, a bank guarantee is to be returned to NOT YET upon Practical Completion of the Office Fit-out, with the remaining bank guarantee forwarded to you to be held for duration of the Defects Liability period (being xx weeks from date of Practical Completion). Please do not hesitate to contact me if there are any queries you may have regarding this Certificate for Payment.

Yours faithfully

Jordan Lane Wizard l project architect NOT YET

TOTALS

05.10.2011 07.10.2011 10.10.2011 12.10.2011

Date

TOTALS

$ 3,623

$ 3,987 $ 2,000 $1,3000 $1,064

Deduction

ARCHITECT’S CERTIFICATE FOR PAYMENT

By:

CONTRACTOR: (Contractor)

Date:

Riparian Plaza NOT YET

Period From: Period To: Architect’s Project No: Contract Date:

$ 900,000 $ 603,623

PAYMENT DUE

$ 1,503,623

NIL

$ 1,503,623

$ 3,623

$ 1,500,000

LESS PRIOR CERTIFICATES FOR PAYMENT

TOTAL EARNED LESS RETAINAGE

BANK GUARANTEE

TOTAL COMPLETED AND STORED

CURRENT CONTRACT SUM

Net Variation Change

ORIGINAL CONTRACT SUM

Application for Payment shown as per Contract arrangement. The current Contract status is:

Distribution To:

Architect’s Certificate No. 02

PAGE 1 of 1

(attach explanation if this amount differs from the application amount)

AMOUNT CERTIFIED $ 603,623 (SIX HUNDRED AND THREE THOUSAND, SIX HUNDRED AND TWENTY THREE DOLLARS)

This certifies that to the best of the undersigned Contractor’s knowledge, belief and information, the work covered by this Application for Payment is completed according to the Original Contractual Documents. All prior Certificates for Payment have been honoured and are up to date and the current Application for Payment stands due.

VO No. 1 VO No. 2 VO No. 3 VO No. 4

Approved this month Number

Prior approved Variations

Variation Summary

Addition

CONTRACT FOR: Office Fit-out

ATTENTION: R+T

CONTRACTOR’S APPLICATION FOR PAYMENT

RIPARIAN PLAZA L31 Riparian Plaza, Eagle Street Brisbane QLD 4000

TO (OWNER l MANAGER)

APPLICATION AND CERTIFICATE FOR PAYMENT

» variation price request

4.0 » project delivery

» 148

Âť variation price request

VPR NO.

project

R+T Accounts PTY LTD Riparian01

job number

building

Riparian Tower

file no.

date

05.10.2011

quotation or claim description of variation

addition

deduction

variation no.1 variation no. 2 variation no. 3 variation no. 4 NET TOTAL ADJUSTED NET TOTAL

architects instruction submit quotation and await instructions, or, carry out work as a variation and submit claim name

jordan lane

(architect)

signed

(signature)

quotation or claim Quotation or claim as above submitted for approval. (Copy to be returned to Architect with quotation entered above). A detailed breakdown of quotation is to be given. Where variation involves substitution for work already included in Contract the separate detailed amounts of deductions and extras are to be given. Any variation of cost will be subject to approval by the Architect.

name

(builderâ&#x20AC;&#x2122;s representative)

signed

(signature builder)

copies to builder

mechanical

hydraulic

proprietor

structural

electrical

other

» variation order

4.0 » project delivery

» 150

variation order authorisation for contract sum adjustment variation order NO.

project

R+T Accountants PTY LTD

job number

Âť variation order

proprietor building

Riparian Tower

file no.

date

05.10.2011

description of variation or other adjustment

addition

variation no.1

3,987

variation no. 2

2,000

deduction

variation no. 3

1,300

variation no. 4

1,064

total

+ $5,987

net adjustment

+ $3,623

TOTAL

$(903,623)

- $2,364

this variation order is the architectâ&#x20AC;&#x2122;s authority for the above mentioned variation. the nett adjustment as stated above is to be added to or deducted from the contract sum

name

Jordan Lane

(architect)

signed

(signature)

copies to builder

mechanical

hydraulic

proprietor

structural

electrical

other

» certificate of practical completion

4.0 » project delivery

» 152

distribution

project architectâ&#x20AC;&#x2122;s project no.

Âť certificate of practical completion

contractor contract for to owner contract date contract type date of issurance

project or designated portion shall include The Work performed under this contract has been reviewed and found to be practically complete. The Date of Practical Completion of the project or portion thereof designated above is hereby established as XXth XXXX, 20XX , which is also the date of commencement of the Defects Liability Period, required by the Contract Documents, except as stated below

definition of date of practical completion

The Date of Practical Completion of the work or designated portion thereof is the Date certified by the Architect when construction is sufficiently complete, in accordance with the Contract Documents, so the owner can occupy or utilise the Work or designated portion thereof for the use for which it is intended, as expressed in the Contract Documents. A list of items to be completed or corrected, prepared by the Architect, is attached hereto. The failure to include any items on such list does not alter the responsibility of the Contractor to complete all work in accordance with the Contract Documents.

architect

date

Not Yet Interiors + Architecture The Contractor will complete or correct the Work on the list of items attached hereto contractor

date

The Owner accepts the Work or designated portion thereof as Practically Complete and will assume full possession thereof at midnight on XXXX owner

date

» defects report

4.0 » project delivery

» 154

defects report project address client inspected by date

no. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32

area

action description

1st inspection

2nd inspection

to-do

complete

5.0 » appendix

» 156

» 157

» public liability

» 158

» professional indemnity

Âť 159

Âť workers compensation

» 160

» practice notes

Âť reference

All references used within the written component of this office manual have been sited within the body of the text. All images used, excluding company personnel profiles have been sourced from www.dezeen. com

Âť 161