Professional Studies

The following document forms the first part of the Professional Studies element of the Master in Architecture programme. The brief demands a series of task which relate to a fictional project of extension and alteration of a building. The tasks are those normally completed by architect prior to tender. The task includes application for planning permission and advice to the client on how to proceed.

The report is based on a Grade II listed traditional 1900’s office building which to be extended and alter into a community space. The Edgar Wood building is located within the Reddish Park Conservation area of Manchester close to the Local Centre of Reddish.

Structurally the building stands on a cellular load bearing wall with structural timber floors and a slated pitched roof. The building has been very well maintained but never upgraded to current standards. The client, Mrs. Tate, would like to include craft shop, committee & meeting rooms, teaching spaces and will include concerts and indoor sports. She would like a large hall to be built as an extension of 100m² on available space at the rear of the building with a separate access for special events. She requested a modern method of construction would like the facility to open as quickly as possible. She has made a provisional for a maximum capital budget of £500,000 which should include all costs of extension alteration and upgrade, internal works, fees, surveys, application charges and legal & design team fees. She has put into trust enough money to pay for the maintenance and up keep of the complex and therefore requires a low cost in use.

The task is basically to paint a picture of the whole project process from briefing to completion of the project. This also includes introduction to individuals and teams that will be involved throughout the process.

Introduction Background information

1. Architect, RIBA Charted Member and Practice 2. Easement and Covenant 3. Fee proposal and Services 4. Project plan and Project manager 5. Procurement 6. Briefing and Project Documentation 7. Planning Consent 8. Listed building consent 9. Viability value and Cost Control 10.Building Legislation, Equity Act and Health and Safety Law

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com

Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP Dear Mrs. Tate, I am writing to you to advice on why you are better protected by using a registered architect, RIBA charted member and RIBA chartered practice.

REGISTERED ARCHITECT It is important that you use a registered Architect to undertake the project. This is because only an eligible person who has had the education, training and experience needed to become an architect, and who is registered with ARB ( Architect Registration Board ) are rewarded the title architect. The title architect carries a huge responsibility and therefore it is taken seriously within the industry. Architect have to follow the code of conduct set by the ARB to keep up with the professional standard and if failure to do so, the Architect will face penalties by the committee.

These rules are to ensure that clients are protected thus give clients the confidence to work with someone qualified & experienced architect. Furthermore, architect have insights and creative skills to find best design solution to your project and are well trained to achieve client’s vision and making it a reality. Architects will lead the team to complete the project from selection of site to post-completion effectively and efficiently. They will give advice at all stages of the project for example help you define and prepare the brief, set up and lead the project team, draw up the business case, and manage the procurement on your behalf. To emphasize on this, a registered architect may well be the best investment you ever make.

Architect, RIBA Charted Member and Practice

RIBA CHARTERED MEMBER & PRACTISE The Royal Institute of British Architects (RIBA) is a professional body for architects. The primary purpose of this institution is the advancement of architecture and its related arts and sciences. Chartered members and practice of the RIBA will be provided with standards, training, support and recognition that put the members- in the UK and overseas – at the peak of their profession. The RIBA Chartered Practice scheme is a client-focused accreditation scheme for architectural practices, which offers benefits to both clients and architects. It was set up due to the client demands recognized system for selecting accredited architectural practices. RIBA Chartered members and practice have to work to a common set of standards and clients can expect a high quality service. The scheme is designed to assist practices in improving their business effectiveness and performance. Under RIBA, the practice and members stay completely up to date by unlimited access to the vast archives of printed materials, photos and drawings to inform the project thus resulting to high quality architecture and project that is up to date with the current trends.

I hope my advice is useful and please don’t hesitate to contact me for further explanation.

Yours Sincerely,

-----------------------------Tina Rashidee M.Arch

Architect, RIBA Charted Member and Practice

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP Dear Mrs. Tate,

Dear Mrs. Tate, I am writing to explain to you on the easement and covenant of the rights of light and party wall.

‘Party Wall etc Act 1996’ The act provides a framework for preventing and resolving disputes in relation to party walls, boundary walls and excavations near neighboring building. The act is separate from obtaining planning permission or building regulation approval. A building owner proposing covered by the act and proposing to start work must give adjoining owners notice of their intentions in the way set down in the Act. Adjoining owners can agree or disagree with what is proposed. However, if the adjoining owner disagree, this is where the Act become a mechanism for resolving the dispute. The notes below will explain further the types of party wall and what is covered in the act.

The main types of party walls are:  a wall that stands on the lands of 2 (or more) owners and forms part of a building - this wall can be part of one building only or separate buildings belonging to different owners  a wall that stands on the lands of 2 owners but does not form part of a building, such as a garden wall but not including timber fences  a wall that is on one owner’s land but is used by 2 (or more) owners to separate their buildings The Act also uses the expression ‘party structure’. This could be a wall or floor partition or other structure separating buildings or parts of buildings in different ownership, such as in flats.

The Act covers:  new building on or at the boundary of 2 properties

Easement & Covenant

 

work to an existing party wall or party structure excavation near to and below the foundation level of neighboring buildings

This may include:  building a new wall on or at the boundary of 2 properties  cutting into a party wall  making a party wall taller, shorter or deeper  removing chimney breasts from a party wall  knocking down and rebuilding a party wall  digging below the foundation level of a neighbor’s property ‘The Rights of Lights’ The right of light is an important act as a development may be prevented due to a Right of LIght, even if a Planning Permission has been granted by the Local Authority. It also has to be acquired before it can be enforced. Natural light is a commodity that can be bought, sold or even transferred between parties. Rights can be registered, granted by deed or simply acquired by having a minimum of 20 years enjoyment of light through a window or opening. Once a window has received over 20 years of unobstructed daylight, it automatically earns itself a Right of Light.

Any kind of 'development' can potentially block light. For instance:  A new shed  Garden walls  Extensions  Part of a new housing or commercial development.

If the erection or extension of the building significantly reduces the level of daylight to an adjoining window may to the extreme could mean the removal of offending development.

Local Authorities tend to adopt various guidelines for assessing right to light issues. The 45 degree rule is the most commonly used means of assessment. Overlooking and privacy can be other issues for consideration. The 45 degree rule usually involves drawing a line from the midpoint of the sill of a window which is potentially affected by a neighbour’s extension, at an angle of 45 degree towards the extension. If the proposed extension crosses that line it is unlikely to be acceptable.

I hope you find my explanation helpful but I don't think we will face any of these problem on our project together since the building does not share any party wall neither it is located near any close building or development. However, if you need further explanation, please do not hesitate to contact me.

Yours Sincerely, -----------------------------Tina Rashidee M.Arch

Easement & Covenant

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com

Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP

Dear Mrs Tate, Thank you for hiring me to be your architect and project manager for this project as described in our last meeting. To recap, you indicated that your budget cost for the building work is £500,000 which included all cost including building extension alterations and upgrade, fees, surveys, application charges and legal & design team fees.

As your architect and acting as you project manager, I will oversee the whole process from inception to completion of the project; this includes coordinating all necessary design information to relevant parties and managing budget.

In delivering our services, we will take responsibility of the work produce with reasonable skill and care, we will also advice you on any issues that may arise during the process for example issue effecting time, cost or quality of your project. I will outline our scope of service, the consultant team that will be involved and our fee charges.

ARCHITECT’S GENERAL SCOPE OF SERVICE            

Assisting the client to prepare a strategic brief.

Carrying out feasibility studies and options appraisals.

Advising on the need to appoint other professionals.

Advising on procurement routes.

Contributing to the preparation of a project brief.

Preparing the concept design.

Preparing the detailed design.

Preparing planning applications.

Preparing applications for statutory approvals (such as building regulations).

Preparing production information.

Preparing tender documentation.

Contributing to the assessment of tenders.

Fee proposal & Services

    

Reviewing designs prepared by others.

Acting as contract administrator.

Inspecting the works.

Advising on the rectification of defects.

Carrying out post occupancy evaluations.

CONSULTANTS INVOLVED    



Architect - Design team CDM co-ordinator - Ensure health & safety issues are properly considered during project development Cost Consultant - Estimates, and advice regarding the cost construction Service engineer - Plan, design , monitor and inspect systems to make building comfortable, functional, efficient and safe Structural engineer - Design, assess and inspect structures to ensure efficiency & stability of the building

FEES & EXPENSES My fee is 9% of the cost of the building work. Given that the pre-tender cost appraisal comes in at £322, 212.00 and my fee is therefore £28, 999.08 . This is charge during stage 2 – 6. However during stage 0-1, my fees are per hourly rate which is £60 per hour. My fee includes my expenses. The general scope of service that is have stated is included in the fees, however, there will be additional fees if extra work or extra expenses is incurred. I will issue another letter to specify in detail ‘other services’ which may not be included in the fee.

The payment will be paid based on the work stage listed below WORK STAGE 0. Strategic Definition (time charges) 1. Preparation & Brief (time charges) 2. Concept Design

30%

3. Developed Design

30%

4. Technical Design

20%

Fee proposal & Services

5. Construction

15%

6. Handover & Close Out

5%

In Use (time charges)

100%

SIGNING CONTRACT If you agree with the contents of this letter, please sign both copies, and initial, and return one copy of the documents to me. I will then be in position to start work.

I am very much looking forward to working with you on this project.

Yours faithfully,

Tina Mohd Rashidee

I confirm that I/we have read and understood the terms set out on this letter and attachment and that Tina Rashidee is to proceed with the services as described.

Signed: _________________________ Date : ________________

I hope this advice is of use and please do not hesitate to contact me should any issue arise.

Yours,

-----------------------------Tina Rashidee M.Arch

Fee proposal & Services

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com

Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP Dear Mrs. Tate, As you requested in our last meeting of schedule of project plan, please find the attachment at the end of this letter. You also ask for an advice whether you need a project manager or not. Well, my advice will be as we move forward in the construction phase it is advisable that you consider of the participation of a Project manager. This appointment is not necessary however the benefits of project manager should not be overlooked. Although appointing a project manager may add up to the cost, however a project manager substantially serves to meet programme, cost and quality requirements.

There are options regarding the appointment. Previously, the position of project manager may be provided by the architectural firm to provide the management service through project manager. This includes representing the client and making decision on their behalf. The other option is appoint PM from the chosen contractor’s team. This means that once the project is procured, The Architect have little, to no engagement with construction phase. However, I would like to suggest that we will gladly like to provide you with the service of project manager. the reason for this is so that we will be able to be involved at all stages of the project since the building is with Grade II listing and need special attention at every detail of the process.

Here is an outline of some responsibilities of the project manager so that you can consider your preferred options prior to our next meeting.      

Liaise with the client and the project team to effectively plan and define the scope of the project – this is to consider what is achievable and advice should be given on the budget.

Plan and sequence off and on-site activity Develop a schedule for timely realization of the build.

Ensure that all necessary documentation is accurate and sufficient and distributed on time to the relevant actors Issue charts and schedules to the relevant actors and keep these up to date with necessary alterations. Re-issue is necessary if alterations are made.

Consider the risk and generate a management strategy

Project Plan & Project Manager

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  

Constantly monitor and report the progress of the project. This includes take active approach to checking up on the developments of the various actors – from sourcing materials to the design alterations.

Lead the team efficiently, providing encouragement where necessary and critical review at all stages to effectively deliver a project without compromising the cost or quality.

Offer knowledge or advice where necessary to guide the project to realisation Communicate the benefits or otherwise of options chosen during the construction process

Above all, Project manager, must have a combination of skills including successful planning and management, execution, monitoring, control and closure of a project. Not only that PM, should be clear in their instruction, genuine and always act with integrity and with the best interests of the project in mind.

I hope this advice useful and should there be any further inquiries do not hesitate to contact me.

Yours,

-----------------------------Tina Rashidee M.Arch

Project Plan & Project Manager

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP Dear Mrs. Tate, I am writing to you to outline to you various methods of design procurement available for you to choose the most appropriate direction to suit your circumstances best. Generally speaking, there are five available procurement methods: 1.

2.

3.

4.

5.

The ‘traditional’ approach The ‘design and build’ approach The ‘management contracting’ approach The ‘construction management’ approach The ‘partnering’ approach

Each of the procedure has its advantages and disadvantages related to the scope of project and requirement of the client. The following descriptions provide a summary background of each process in order for you to make the right choice best suits you and your project.

The ‘traditional’ approach General overview This approach has been in standard practice for over 150 years and often referred to as the ‘conventional’ approach. This type of procurement is a contract between a client and a contractor for the construction of a fully designed project. The main characteristic of this method is that the design process is separate from the construction process meaning architect should have finished the designs, and issued full documentation prior to inviting the contractor to tender to carry out the work. The following below are the advantage and disadvantage of the tradition approach procurement:

Procurement

Advantages  The client retains control of the design team  Transparency among contractors and consultants – the roles and responsibilities are clearly defined and understood by all  There is a duty on the design team to report to the client, which maintains quality and control  The price or cost is likely to be more ‘certain’ particularly if the design is fully agreed in advance  This a) reduces risk and b) means that contractors can be placed in direct competition with each other Disadvantages  For this approach to be effective, the scheme must be almost fully designed prior to the tender process  Due to the nature of the organisation of the relationships between contractors and designers,disputes can arise and it is difficult to hold one anyone responsible for defects.  To avoid the above, there can be the potential for over-designing, which equates to higher costs  The client bears a great deal of responsibility  It can be difficult to agree on a fixed lump sum price  A contractor may undercut the price in order to win the contract and which can compromise the quality of the construction  Time consuming The ‘design and build’ approach General overview Design and Build procurement works on the basis that the main contractor is responsible for undertaking the whole project process from design to construction work on a project, for an agreed lump-sum price. This process tends to be the favored option nowadays due to the reduced risk and budget accuracy, however, it is not necessarily the most appropriate when dealing with specialist work, which may include listed buildings projects.

Advantages  The speed of delivery is generally satisfactory and schedule targets are kept  The client only has one point of responsibility meaning that disputes (particularly such as those that occur with a ‘traditional’ contract) are less likely to arise as the contractor maintains full responsilibility  Agreement on a final design: this process tends to reduce conflict between the requirements of the designer and those of the contractor

Procurement

 

Cost certainty – naturally this is secure as the contractor is responsible for delivering the project within the framework agreed prior to the design/build Less involvement from additional consultants post contract, therefore the cost is kept down

Disadvantages  The price can, initially, be higher as the contractor may consider a ‘risk premium’ in the quote  Variations after the contract has been agreed can be costly and poorly received  The client has reduced control over the process  This method tends to be quite inflexible  Conflicts may arise between the contractor’s intentions and the client’s requirements, these can often be traced back to a lack of clarity in the initial documentation  Quality can be compromised and this again tends to be related to the above point  This method tends to result in a lack of independence of the architect as a ‘consultant’ of this kind would incur additional fees The ‘management contracting’ approach General overview Here, the contractor’s involvement is concerned only with ‘managing’ the works rather than actually doing the works themselves. In short, the client’s own team of ‘consultants’ (architects, engineers,specialists etc.) are responsible for producing the design. The relevant documentation is issued to the management contractor who is then likely to subcontract the works to separate trades or in separate packages. Whilst these individual groups may also be contractors, there are contractually accountable to the management contractor.

Advantages  Ideal for fast – track projects where there is very little design information at the start of a project  It allows for early council and input from the contractor who tends to act as consultant in the early stages  There is a single point of responsibility and payment arrangement between the client and the management contractor (ie. All communication and payment to the subcontractors is dealt with through the manager)  The management fee can be fixed  The quality is controllable by the design team  There is increased flexibility for client changes and alterations

Procurement

Disadvantages  The management contractor does not have to commit capital or risk and therefore their role and stability needs to be assessed to ensure they will effectively deliver the project to realisation  Although a fixed price can be achieved, this route tends to be more expensive due to the fluidity and flexibility  The initial cost is often adjusted upwards as more detailed design documentation is released The ‘construction management’ approach General overview This route is similar in organisation of actors to the ‘management contracting’ approach, however, in this case, the various trades and subcontractors are contractually accountable to the client (and not the overall manager). Importantly, it is still the role of the construction manager to arrange and administer the trade contracts with the client.

Advantages  The client is more in control of the process  Thanks in part to the significant involvement of the client, the design and construction process are fully integrated and transitions can be more seamless  It is the duty of the construction manager to act on the client’s behalf (rather than in the interests of his/her own company)  The process is very flexible and alterations may be made ‘along the route’  Due to the increased involvement and control of the client, there is a reduced likelihood of claims being made Disadvantages  The project needs to be sufficiently large to make this method cost effective  The client tends to be in the construction industry as they need procedural mechanisms which allow relationships with trade contractors  The client needs a lot of knowledge to oversee these relationships and processes  The client retains the risks and responsibilities for both the contractors and the designers The ‘partnering’ approach General overview This is a loose term which applies to any situation where there is a cooperative relationship between business partners who work together in a bid to improve the delivery and quality of projects. Collaboration of this kind is made possible by a set of common goals and generally experience helps to make these realistic.

Procurement

Advantages  Fewer disputes  Relationships are transparent and all decisions are made ‘above board’  The design process is integrated with the construction process  A series of projects may be run alongside each other for mutual benefit Disadvantages  The relationship between the partners could suffer if the interests of one change  Requires more client resource  It takes time and experience to make this method cost efficient and effective  There can be overheads early in the process to train staff and introduce capable management teams  Difficult to negotiate fixed price My suggested method of procurement The ‘traditional’ method of procurement would seem to be the most suitable for your project at Edgar Wood. The main reason for this alternative is because the property is grade II listed and therefore alterations should be treated with sensitivity and with the highest quality possible.

Although this process can consume time, however, if we do the design process right, we should not have any problem with the time. Secondly, with this type of procurement, it will allow us, as the Architect to With this in mind, this arrangement allows us, the client and Architects, to retain maximum control over all aspects of the project. I will personally ensure that you will be guided meticulously under my guidance and the team to meet all demands of the project. The compilation of a specific tender package will be tended to by our team which will include construction drawings and bills of quantities and we will closely monitor the cost to keep it within your maximum budget of £500,000. I hope this advice is of use and please do not hesitate to contact me should any issues arise.

Yours,

-----------------------------Tina Rashidee M.Arch

Procurement

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP Dear Mrs. Tate, In brief, there are 3 stages of brief development process in RIBA stage 0,1 & 2 before going into the development process in stage 3.

STAGE 0 – STRATEGIC BRIEF STAGE 1 – INITIAL PROJECT BRIEF STAGE 2 – FINAL PROJECT BRIEF STAGE 3 – DESIGN DEVELOPMENT PROCESS With this letter, I have attached a table explaining in the detail the process of briefing and design development during the project plan. Please find the attachment and don’t hesitate to contact me if there is any questions arise.

Yours,

-----------------------------Tina Rashidee M.Arch

Briefing & Project Documentation

RIBA Work Stage 0 Strategic Definition

Brief development process Strategic Brief

People involved

Purpose of work and decision needed

Tasks to be undertaken

Client interests, architect/lead designer



Identification of Client’s requirement Clearly set out qualitative & quantitative aims that are to be achieved Identify early decisions need to be made and expertise required



Enable business case and project outcome to be met.





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1 Preperation & Brief

Initial project brief

Client’s representatives, consortium/partn ering team members, architects, engineers and QS according to the nature of the project



 

 

2 Concept design

Final project brief

All client’s interest, consortium/ partnering team members, architects, engineers and QS and specialist required





Provide the client with an appraisal and recommendation in order that they may determine the form in which the project is to proceed.

Ensure that it is





Initial consideration for assembling the project team by making early assessment of the skills, expertise and resources necessary Establish project programme Consider funding & procurement route Develop project objectives, sustainability aspiration, project budget, other parameter and constraints and continue to develop the strategic brief.

Review project programme Prepare Project Roles table and Contractual Tree and continue assembling the project team Prepare concept design including outline proposals for structural design, building services systems. outline specification and preliminary Cost

Briefing & Project Documentation

feasible Information along functionally, with relevant technically and Project strategies financially accordance with design  To outline design programme. proposals and cost  Agree alteration estimates are to brief prepared.

The Brief should not be modified substantially after this point. Depending on the procurement route, changes after this stage can incur additional cost or lengthen the programme.

3 Developed Design

-

All client interests, architects, engineers, QS and specialists and all statutory and other approving authorities, contractor (if appointed).







Determine general  approach to the layout, design and construction in order to obtain authoritative approval of the client on the outline proposal Project brief will be fully developed and detailed proposal  will be made and compiled The application for full development control approval will be made at this point

Prepare developed design, including coordinate and updated proposal for structural design, building services systems Outline specifications, cost information and project strategies in accordance with design programme

Briefing & Project Documentation

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP Dear Mrs. Tate, We are ready to submit the planning application form to Manchester City Council and I would appreciate your prompt confirmation. The required document to submit for planning application as well as the application fee is listed below: Required documents:    

A completed Planning Application Listed Building Consent form Full set of plans, elevations and sections detailing the alterations Design and Access statement

A fee of £750 is payable to Manchester City Council on submission of application.

The planning process can take up to 3 months, however, we will continue to progress the technical resolution of the project as discussed so we are ready to tender providing we achieve approval. If our application is refused, we will re-submit with according to LPA consultations, however, we will do our best to comply with the authority.

I look forward to hearing back from you, Yours,

-----------------------------Tina Rashidee M.Arch

Planning & Listed BuildingConsent

DESIGN ACESS STATEMENT Conversion of a traditional 1900’s office building into community facilities INTRODUCTION Mrs. Tate are applying for planning & listed building permission to convert traditional 1900’s office building into community facilities.

STATEMENT 1. BACKGROUND INFORMATION AND PLANNING HISTORY 1.1 Edgar Wood building is a Grade II listed building and was build in the 1900.

1.2 The building sits within the reddish park conservation area of Manchester 1.3 The building is constructed in cellular load bearing walls with structural timber floor and slated pitched roof 1.4 It is a traditional office building 1.5 The building has been well maintained but never upgraded to current standard.

2. DESIGN CONSIDERATION 2.1 It is intended that the building is to convert into a community facilities which room a craft shop, committee & meeting rooms, teaching spaces and will include concerts & indoor sports 2.2 There will be an extension of 100m2 on the available space at the rear of the building and will need a separate access from the main building 2.3 There will not be any major renovation to the main building except alteration spaces to the interior 3. USE 3.1 The building is intended for a use related to the community occupation at Reddish. As such it will form an extension and alteration to the building to fit for it’s purpose converting an office building to a community orientated facilities building.

4. LAYOUT 4.1 The hall on the rear space of the main building will have an extension of 10m x10m.

Planning & Listed Building Consent

4.2 The wall will use load bearing wall with cement finish, structural timber floors with tiles finish and a slated pitch roof in continuation with the main building structure.

5. SCALE AND APPEARANCE 5.1 The extension of the hall in the rear building will be appropriate to its main building, its surrounding and the existing adjacent buildings.

5.2 The appearance will be a continuation of the traditional 1900’s office building in line with the existing context.

6. MATERIAL 6.1 Materials for the main office building will be retained.

6.2 The material on exterior wall for the new rear hall will be in natural stone to match the existing stonework of the main building 6.3 The new window and door for the extended hall and other replacement window on the main building will be in wood frame to match existing doors and windows of the main building 7. LANDSCAPING 7.1 There will be no alterations to the landscaping as a result of these works.

8. ACCESS 8.1 The reddish Conservation Park has a church and two row of shops that houses café’s and independent shop, one public house, 10 residential.

8.2 The village is served by the number 45 bus service to Reddish City Centre and surrounding villages 8.3 There are no other public transport links 8.4 The village is served by one main road acting as arteries and small capillaries connecting the main road to the residential houses.

9. WASTE AUDIT 9.1 No additional waste will be produced as a result of the construction of this building 9.2 Any waste generated during the works will be removed from the site by an approved waste management contractor

Planning & Listed Building Consent

10. IMPACT STATEMENT 10.1 The proposed work of this property has been carefully considered to have a minimal impact on the existing building and its setting.

10.2 The proposal will not have any impact on neighboring properties 11. JUSTIFICATION STATEMENT 11.1 The proposed work will have a major benefit to the community of the area as well as maintaining the Grade II Building to its current standard.

Planning & Listed Building Consent

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP

Dear Mrs. Tate, Please find the attached document on the elemental cost breakdown for Edgar Wood building renovation and alteration that have been calculated by BCIS ( Building Cost Information Service) in the cost schedule.

It should be taken into consideration the fact that, the budget includes a contingency margin, aimed to address any unforeseen problems or extra costs that the construction might evolve.

An outline of the key totals includes Total Construction Cost : £292, 920. 00 Cost per m/sq : £2575.57 Contingency (10%) : £29, 292.00 Provision for Professional Services : £28, 999.08 Total (exc.VAT) : £348, 574.00 Total ( incl. VAT)

: £418, 288.80

Viability value and Cost Control

As you might be aware, the cost per sqm is higher than the one implied by an average extension of this type - this is particularly due to the delicate nature of the project involving a Grade II Listed Building that our design will carefully consider in terms of scale, layout and materiality. In our capacity as lead designers and appointed project managers we are aiming to ensure reduced risk, good cost control and good value are achieved at the desired level of expenditure - ÂŁ 500.000. It is essential to arrange the appointment of a Quantity Surveyor that will ensure the project unfolds within the established margins, while ensuring appropriate saving are made in certain areas of the project. The choice of procurement method as well as the appointed contractors and specialists will bear a significant impact upon the cost in relation to achieving good value. Since the project is drafted under a traditional form of contract, it is your right as a client to request for the main contractor to source competitive quotes form the involved sub-contractors and suppliers. Additionally, we will ensure our tender documentation is prepared to a high level of accuracy that will allow us to submit the proposal pack as soon as possible.

This will allow us for a maximum of input from the contractor, starting with the early stages of the project.

Should you require any of the above services, please write us an email or give us a call so that Yours,

-----------------------------Tina Rashidee M.Arch

Viability value and Cost Control

TR ARCHITECT 107 Rusholme Garden 176 Wilmslow Road Manchester M14 5LR T . 07982146306 E . trarchitect@gmail.com

Ms. Margaret Tate No 24, Wilbraham road Manchester M14 6JP Dear Mrs. Tate,

In our meeting last week, you seek for advices regarding some topics that you need me to clarify to you. Below are the outlines of the matter:   

Options available for obtaining building regulation consent Team responsibilities under the equity act Team responsibility under the health & safety law

Options available for obtaining building regulation consent OPTION 1 – LOCAL AUTHORITY BUILDING PLAN SERVICE With this option, we would need to submit necessary document for full plan application to the local authority which includes a complete full plans application form, in duplicate, include four copies of all detail plans, section and elevation, incorporating all necessary technical notes, supporting calculation and specifications and block plan. The council will then take up to six weeks to review the proposal and will either give their consent for the design to go ahead or stipulate further documentation and conditions to add to the application. In the case of the proposal being declined entirely, the council will supply guidance and feedback to inform our reapplication which would hopefully be successful on second attempt in the light of their advice.

This process also involves the inspection of the site and grounds before and during the construction process. The appointed local authority ‘advisor’ will review progress and suggest suitable rectification methods so that the design adheres to the guidelines.

OPTION 2 – PRIVATE SECTOR APPROVED BUILDING INSPECTOR Approved Inspectors are qualified and experienced private sector building control professionals and consultants who can help developers, designers and contractors achieve Building Regulations approval. The procedure requires you and the Approved Inspector jointly to notify your local authority of your intended building work on what is called an ‘Initial Notice’. Once this notice has been accepted by your local authority the responsibility for plan checking and site inspection will be formally placed on the Approved Inspector.

Building Legislation, Equity Act and Health and Safety Law

Team responsibilities under the equity act It is necessary to inform you of your responsibilities under the Equality Act (2010). The Act itself brings together and replaces existing equalities legislation including the Disability Discrimination Act 1995 (DDA) and we are especially concerned with the relationship between the Equality Act (2010) and the guidelines indicated in Part M of the Building Regulations (2013) which relates to Access to and use of buildings.

In short, the Act dictates that reasonable adjustments should be made in relation to accessibility to accommodate the specific needs of likely building users. Whilst the Building Regulations serve as guidelines and not specific requirements, it is advisable to meet the standards which are also in line with the British Standards BS 8300:2001 to avoid alterations further down the line.

Importantly, alterations to listed buildings are often exempt from meeting the exact criteria as set out in Part M of the Building Regulations (2013) if the alteration to accommodate increased access may compromise the integrity of the design and its suitability for a listed building.

However, in the case of Bradley Fields, we will find little difficulty in adhering entirely to the guidelines and I suggest we pay attention to this.

A few simple steps will ensure that the design meets this standard: 

    

Access should be unobstructed and minimum 1200mm wide, though ideally 1800mm wide to accommodate up to two wheel chairs. This will also meet the standards set out in section B of the Building Regulations (2013) which relates to access and escape in the case of fire.

2000mm clearance from the door is already included in the design with the lobby area and the external paving and this will be sufficient for the standards required At 3000mm wide and 5000 long, the car parking spaces are adequate to meet the demands of a van large enough to accommodate a wheel chair.

Switches, buttons and fittings should be positioned at an appropriate height for access by all – I would suggest we position fittings at the level of 1200mm high where the finish on the internal walls changes from panelling to paintwork.

The two internal doors, at 1000mm wide are both sufficiently broad to allow a wheel chair through Finally, I am confident, due to the design of the building, that its architectural and design qualities can be appreciated and fully inhabited by all and that, providing we follow the guidelines above, we will not have a problem meeting the criteria of the Equality Act (2010).

Team responsibility under the health & safety law Responsibilities of the CDM coordinator  to ensure HSE is notified of the project; by issue of a F10A form  to ensure co-operation between designers;  to ensure a pre-tender stage Health and Safety Plan is prepared;  to advise the Client when requested to do so;  to ensure a Health and Safety File is prepared and passed to the Client at practical completion.

Building Legislation, Equity Act and Health and Safety Law

Responsibilities of the designer  No designer shall commence work in relation to a project unless any client for the project is aware of his duties under these Regulations.  Every designer shall in preparing or modifying a design which may be used in construction working Great Britain avoid foreseeable risks to the health and safety of any person (a) carrying out construction work; (b) liable to be affected by such construction work; (c) cleaning any window or any transparent or translucent wall, ceiling or roof in or on astructure; (d) maintaining the permanent fixtures and fittings of a structure; or (e) using a structure designed as a workplace.  In designing any structure for use as a workplace the designer shall take account of the provisions of the Workplace (Health, Safety and Welfare) Regulations 1992 which relate to the design of, and materials used in, the structure  The designer shall take all reasonable steps to provide with his design sufficient information about aspects of the design of the structure or its construction or maintenance as will adequately assist (a) clients; (b) other designers; and (c) contractors, to comply with their duties under these regulations Responsibilities of the client (yourself)  to appoint a CDM co-ordinator where the project is notifiable  to provide information in the possession of the Client relevant to health and safety aspects of the project to the health and safety file under the direction of the CDM coordinator  to appoint a Principal Contractor where the project is notifiable  to ensure those appointed are competent and adequately resourced to carry out their health and safety responsibilities;  to ensure a suitable Health and Safety Plan has been prepared by the principal contractor before construction work starts;  to ensure the Health and Safety File (received at practical completion) is kept available for use.

It is very important that we comply with these instructions and please raise any queries with me if you need further guidance with understanding your responsibilities.

I hope this advice is of use and please do not hesitate to contact me should any issues arise.

Yours,

-----------------------------Tina Rashidee M.Arch

Building Legislation, Equity Act and Health and Safety Law

REFERENCES BadenPowel l ,Char l ot t e,Ar chi t ect ’ sPocket Book,4t hed./updat edbyJonat hanHet r eed andAnnRoss( Bur l i ngt on,MA:Ar chi t ect ur al Pr ess,2011) Br ook,Mar t i n,Est i mat i ngandt ender i ngf or cost r uct i onwor k( Amst er dam;Bost on: El sevi er / But t er wor t hHei nemann,2008) Chappel l ,Davi d,TheAr chi t ecti nPr act i ce,10t h ed( Chi chest er ,WestSussex,U. K.;Ames, I owa:Wi l eyBl ackwel l ,2010) Chappel l ,Davi d,Under st andi ngJCTSt andar d Bui l di ngCont r act s,Ni nt hedi t i on( Mi l t onPar k, Abi ngdon,Oxon:Rout l edge,2012) ‘ Equal i t yAct2010:Gui dance-Det ai l edGui d ance-GOV. UK’<ht t ps: / / www. gov. uk/ equal i t yact 2010gui dance>[ accessed30Mar ch 2014] Eur opeanBankf orReconst r uct i onandDevel op ment ,‘ St andar dTenderDocument s, Pr ocur ementofWor ksUserGui de’ ,2010 <ht t p: / / www. ebr d. com/ downl oads/ pr ocur ement / Wor ks_Jan_2011_Fi nal . pdf >\ Gr een,Ronal d,TheAr chi t ect ’ sGui det o Runni ngaJob, 6t hed( Oxf or d;Bost on: Ar chi t ect ur alPr ess,2001) \ Mur doch,J.R. ,Const r uct i onCont r act s:Law andManagement ,4t hed( London;New Yor k: Tayl or& Fr anci s,2008) Phi l l i ps,Rol and,andRoyalI nst i t ut eofBr i t i sh Ar chi t ect s,Goodpr act i cegui de:f ee management( London:RI BA,2012) Tr i cker ,Ray,Bui l di ngRegul at i onsi nBr i ef ,7t h ed( Mi l t onPar k,Abi ngdon,Oxon;New Yor k, NY:Rout l edge,2012) pl anni ngpor t alht t p: / / www. pl anni ngpor t al . gov. uk/ Manchest erCi t yCounci lht t p: / / www. manchest er . gov. uk/ CI OB Websi t e-ht t p: / / www. ci ob. or g/ Desi gnBi i l di ngWI KI ht t p: / / www. desi gni ngbui l di ngs. co. uk/ RI BA Websi t eht t p: / / www. ar chi t ect ur e. com ARB websi t e-ht t p: / / www. ar b. or g. uk/

MS

MARGARET

TATE

MS

NURFATI NAH

MOHD RASHI DEE NR ARCHI TECT 24

WI LBRAHAM ROAD

107

RUSHOLME GARDEN 176WI LMSLOW ROAD

MANCHESTER

MANCHESTER

UNI TED KI NGDOM

UNI TED KI NGDOM

M146JP

M145LR

TO CONVERTATRADTI ONAL1900’ S OFFI CE BUI LDI NG I NTO A COMMUNI TY FACI LI TY WHI CH WI LI NCLUDE A CRAFTSHOP,COMMI TEE & MEETI NG ROOMS,TEACHI NG SPACES,CONCERTAND I NDOOR SPORTHALL.THERE WI LLBE AN EXTENSI ON OF LARGE HALLOF C100M2 ON AVAI LABLE SPACE AT REAR BUI LDI NG.

X

X

X

01 EDGAR WOOD BUI LDI NG REDDI SH VALE ROAD REDDI SH

STOCKPORT

X

JAMES WAREN

UNI TED KI NGDOM SK5M19 05/ 01/ 2014

TRADI TI ONAL1900’ S BUI LDI NG

DESI GN COMMI SI ON UNDER REDDI SH PARK CONSERVATI ON

X

GAULTBRI CK TO ATTAI N CLOSESTMATCH

SLATED PI TCH ROOF

GALVANI ZED ALUMI NI UM FRAME

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BRI CKS

TARMAC

LOW CO2 LI GHTI NG

X

OFFI CE

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X

NR

05/ 01/ 2015

NR

05/ 01/ 2015

07982146306

X X

NURFATI NAH MOHD RASHI DEE nr ar chi t ect @gmai l . com

07982146306

MS

MARGARET

TATE

MS

NURFATI NAH

MOHD RASHI DEE NR ARCHI TECT 24

WI LBRAHAM ROAD

107

RUSHOLME GARDEN 176WI LMSLOW ROAD

MANCHESTER

MANCHESTER

UNI TED KI NGDOM

UNI TED KI NGDOM

M146JP

M145LR

TO CONVERTATRADTI ONAL1900’ S OFFI CE BUI LDI NG I NTO A COMMUNI TY FACI LI TY WHI CH WI LI NCLUDE A CRAFTSHOP,COMMI TEE & MEETI NG ROOMS,TEACHI NG SPACES,CONCERTAND I NDOOR SPORTHALL.THERE WI LLBE AN EXTENSI ON OF LARGE HALLOF C100M2 ON AVAI LABLE SPACE AT REAR BUI LDI NG.

X

x EDGAR WOOD BUI LDI NG EDGAR WOOD BUI LDI NG MOSS LANE ROAD

UNI TED KI NGDOM

x

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X X

X

X

X X

X X

X

X

NR

XX/ 01/ / 2015

NR

XX/ 01/ / 2015

NR

XX/ 01/ / 2015

NR

XX/ 01/ / 2015

NR

44

XX/ 01/ / 2015

7265892333

44

7982146306

X X

NURFATI NAH MOHD RASHI DEE nr ar chi t ect @gmai l . com

07982146306

Non-domestic building regulations application form The Building Act 1984 The Building Regulations (as amended)

For office use only Building Regulations Plan Number:

This form is for work in connection with alterations, extensions and new buildings used for non-domestic purposes and should be completed by the person who intends to carry out the building work, or their agent.

If the form is unfamiliar to you, please read the notes or contact our office.

Please type or use block capitals.

Your application 1. What type of application are you making?

Full Plans

Building Notice*

Regularisation Certificate

*In limited circumstances only; please read the notes and discuss with our staff.

2. Description of the proposed work or change of use Examples: Two-storey extension to shop, structural alterations to offices, or construction of new school building.

3. Applicant contact details Title: Mr/Mrs/Miss/Ms First name(s)

Surname

Address Postcode Telephone Mobile Email

4. Agent contact details (if any) Title: Mr/Mrs/Miss/Ms First name(s)

Surname

Address Postcode Telephone Mobile Email

5. Location of the work – the site (if different from applicant details) Address Postcode

6. Party Wall Act notification (advisory) Does any work mentioned in this application affect a party wall, party floor, or party fence structure, or will any excavation(s) be carried out within either 3m or 6m of the foundation of an adjacent building?

Yes

If YES, then you are advised to obtain Party Wall Act agreements with the affected adjoining owners.

7. Existing use(s) of the building Dwelling-house(s)

Assembly and recreation

Flat(s)

Retail

Institutional

Office/commercial

Hotel/other residential

Storage or other non-residential

No

8. Proposed use(s) of the building Dwelling-house(s)

Assembly and recreation

Flat(s)

Retail

Institutional

Office/commercial

Hotel/other residential

Storage or other non-residential

9. Building over/close to public sewers Is there a public sewer within 3m of any extension/detached building, mentioned in this application?

Yes

No

10. Foul and surface water sewerage What type of sewerage system is being employed? Separate

Combined

Other

11. Extensions/buildings close to landfill Are there any landfill sites within 250m of any extension/detached building mentioned in this application?

Yes

No

Yes

No

12. Regulatory Reform (Fire Safety) Order Is the building a workplace and subject to the provisions of the Regulatory Reform (Fire Safety) Order 2006?

13. Sustainable construction What BREEAM level is aimed to be achieved for the new/extended buildings?

About the contractor(s) Will a contractor registered with a competency scheme ‘Considerate Contractors’ or similar be employed?

Yes

No

Don’t know

If you know the contractor, please complete the details below:

14. Contractor details (if different from agent) Title: Mr/Mrs/Miss/Ms First name

Not yet known Surname

Company Telephone Mobile Email

Building control charges Please complete this section as fully as possible Is the work in question exempt from Building Regulations charges?

Yes

No

If YES, please complete the EXEMPTION FROM CHARGES DECLARATION.

15. Exemption from charges declaration I/We hereby declare that the work contained in this application is solely for: a. the purposes of providing means of access for disabled persons by way of entrance or exit to or from the building or any part of it; or b. the provision of facilities designed to secure the greater health, safety, welfare or convenience of disabled persons.

Signed

16. Responsibility for payment of the inspection charge Please confirm who will be responsible for the payment of the inspection charge and where the Council should send the invoice for the inspection charge: Title: Mr/Mrs/Miss/Ms First name(s)

Surname

Address Postcode

Building control charges (continued) For the purposes of determining the correct charge please complete the relevant fee box(es) below in association with the most up-to-date guidance for Building Control charges in relation to building work to all other non-domestic premises.

Please include VAT at the standard rate when completing the appropriate charges box.

Where a scheme involves multiple aspects of work please check with Building Control to see if an individually assessed charge would be more appropriate.

17. New building or extensions

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

Total floor area (m2) Number of storeys in the building or extension

18. Underpinning/renovations Renovation relates to alterations to an external wall, roof or ground/exposed floor

19. Replacement windows Number of windows

20. Alterations/fittings Estimate of cost of work

£

21. Installation of mezzanine floor Total floor area (m2)

22. Office or shop fit-outs Total floor area (m2)

23. Change of use The charge for a change of use is separate to any charge(s) associated with any other work

* In limited circumstances only, please read the notes and discuss with our staff

Where an individual assessment of the Building Control charge has been given please insert the details in Section 24.

Plans Inspection

Building Notice*

Regularisation Certificate

charge (£)

charge (£)

charge (£)

24. Individually assessed charge

* In limited circumstances only, please read the notes and discuss with our staff

General information and declarations etc Please read the following carefully, as well as the guidance notes that accompany this form, and then complete the boxes and sign and date the final declaration.

25. Pre-application advice Has assistance or prior advice been sought from Building Control about your scheme? Yes

No

If YES, please provide the following details: Officer name Any reference given

Date of the advice

D D

MM

Y Y Y Y

Describe the advice you were given here (eg. charges, construction)

26. This section to be completed for Full Plans applications only In accordance with Sections 16(12) of the Building Act 1984 do you agree to the date by which a decision on your plans has to be made, being extended from five weeks to two months from the date the plans are deposited?

Signed

Print name

Yes

No

In accordance with Sections 16(4) and (5) of the Building Act 1984, do you consent to your plans being approved with such conditions as the Council considers appropriate?

Signed

Print name

Yes

Is the proposed work subject to a Partnering or LABC-type approval? (Refer to notes)

Yes

27. This section to be completed for Regularisation Certificate applications only The work to which this application relates started on

D D

MM

Has the building been occupied or the work completed? Yes If YES, please state the date when the building was first occupied or the date when the work was completed

D D

Y Y Y Y

No

MM

Y Y Y Y

No No

28. Completion or Regularisation Certificate request I/We hereby request that a Completion or Regularisation Certificate be provided upon the satisfactory completion of all the building work to which this application relates.

The Certificate should be sent to the: Builder

Applicant/Owner

Agent

This notice is given in relation to the building work described above and is submitted in accordance with the Building Regulations (as amended) and is accompanied by the appropriate charge. I understand that a further charge will normally be payable following the first inspection by the Council in relation to a Full Plans application.

Name Signature Date

D D

MM

Y Y Y Y

Attention is drawn to the necessity in certain circumstances of obtaining consent under other legislation, and in particular the fact that permission granted under the Building Regulations does not imply the grant of planning permission under the Town and Country Planning Act. It is for the applicant to satisfy himself or herself before building commences that all appropriate consents have been given.

For Manchester City Council use only

Building Control PO Box 532 Town Hall Manchester M60 2LA Tel: 0161 234 4490 Fax: 0161 274 0031 Email: building.control@manchester.gov.uk Website: www.manchester.gov.uk

Notes Section 1

Section 7

Place a tick or cross in the relevant box to signify how you want your application to be treated.

This tells the Council what the existing use of the property/part of the property is currently used for.

A Full Plans application will also need to be accompanied by at least two copies of a suitable site location and/or block plan to a suitable scale, as well as existing and proposed plans of the intended work with appropriate specifications and any other pertinent details.

Section 8

Full Plans will be checked and, where satisfactory, an approval or conditional approval will be issued.

Section 9

A Building Notice can only be used where the work is of a very minor nature, for example the installation of a wash basin/sink. Please check with Building Control if a building notice is acceptable before making your application.

A Regularisation Certificate application is for work already begun or completed without the Council being notified in advance, by either submitting a Full Plans or Building Notice application. This form enables you to make an application retrospectively, but does not remove the Council’s ability to prosecute for contraventions of the regulations.

Section 2 Describe the nature of the work as fully as possible.

Section 3 Provide the contact details of the applicant. We need this information to keep the applicant informed of any developments with their proposals.

Section 4 Provide the contact details of the person appointed to act as the agent (if someone is acting in this capacity) who will be dealing with any technical matters relating to the application. This might be an architect, designer or contractor.

Section 5 If the place where the building work is being carried out is different to the address of the applicant, please complete this information.

Section 6 Work on or close to party walls etc is controlled by the Party Wall Act 1996. This places a duty on the owner(s) of the building where the work is being carried out to give notice to any affected neighbour(s). You are advised to consider the impact of the Party Wall Act 1996 and serve any appropriate notices. The Council does not enforce the Party Wall Act; it is a civil matter between neighbours.

Agents should advise their clients accordingly.

This tells the Council whether the work, after it has been carried out, will alter the current use of the building/part of the building.

Provide confirmation that, when constructing a new building or an extension, checks have been made with the sewerage undertaker that any new structure is more than 3m away from a public sewer.

To determine if a public sewer affects your work, please check the map of sewers. These maps are kept and maintained by the sewerage undertaker, United Utilities PLC, who can be contacted on 0845 746 2200.

Section 10 This tells the Council what type of sewerage system will be used. New developments should be designed to accommodate separate drainage systems. Where foul or surface water drains are not connected to a sewer, then the ‘Other’ box should be ticked.

For more information on connections to public sewers, the sewerage undertaker, United Utilities PLC, should be contacted on 0845 746 2200.

Section 11 This tells the Council whether any new extensions or buildings on the site are located close to landfill or contaminated land sites and require additional precautions against any contamination or landfill gas.

If you need to know more, contact the Council’s Contaminated Land Group or visit the Council’s website.

Section 12 The Regulatory Reform (Fire Safety) Order 2006 controls the fire precautions in all existing workplaces and buildings/parts of buildings that will become a workplace when they are occupied. If your application relates to any workplace, please inform us. The Council will consult with the Fire Service about any proposals that affect the fire safety of your building.

Section 13

Section 25

This tells Building Control if your development will meet with Sustainable Construction standards, such as BREEAM, that might be required by your Planning Permission.

If you have obtained advice about the proposed work in advance of making an application, please tell the Council what the advice was and who gave it. This will make it easier for the scheme to be assigned to the appropriate surveyor.

Section 14 If you intend to use a builder who is experienced or registered with a Competent Persons scheme, the Council can adjust its inspections to reflect the abilities of such contractors. Using qualified and competent builders may allow a reduction in the charge the Council sets for Full Plans inspections.

Section 15 If the work is to improve access and facilities for disabled visitors and/or employees or to improve access to the building or the facilities in the building to secure the health, safety, welfare and convenience of visitors of employees, eg. widening doors, installing stair/chair lifts, ramps, hoists, installing accessible toilets, extensions to form lifts for disabled access, etc, then charges for Building Regulations – in respect of the access/facility improvements only – will not apply.

Work to replace windows, cosmetic adaptations, extensions and/or alterations for general purposes are not exempt from the charges.

Disabled person means a person who is within any of the descriptions of persons to whom section 29(1) of the National Assistance Act 1948(a), as extended by virtue of section 8(2) of the Mental Health Act 1959(b), applied but disregarding the amendments made by paragraph 11 of Schedule 13 to the Children Act 1989(c).

To claim the exemption from the charge the declaration must be signed.

Section 16 This informs the Council who will be responsible for paying the inspection charge after the work has commenced. If this is left blank, the Council will send the invoice for the inspection charge to the applicant/ homeowner.

Sections 17–23 Unless the work is exempt from a Building Regulations charge the application must be accompanied by the appropriate charge or charges. The boxes relate to the type of works stated in the Council’s standard charges guidance appropriate for Full Plans or Regularisation Certificate applications.

Section 24 If the work falls outside the criteria for a standard charge, then Building Control will individually assess the charge.

Contact the Building Control office for an assessment of the charge and insert the amount quoted here.

For example: advice about an assessment of the Building Regulations charge(s) or technical advice on how to comply with the regulations.

If the advice that was given beforehand was part of a pre-application enquiry, a reference number might have been given. If so, insert the reference also.

Section 26 For Full Plans applications only indicate if you are willing to allow the time for checking your plans/making a decision being extended from five weeks to two months.

This might assist you to submit additional information – if required – without the Council having to reject the plans prematurely.

If you consent to the Council approving the plans with conditions, then confirm this also. Conditions normally relate to information to be supplied by others that is unavailable/unlikely to be provided before the decision deadline, eg. unique materials/specifications to be provided by specialist suppliers or contractors, or structural calculations/drawings from professionals yet to be appointed.

Section 27 For Regularisation Certificate applications only, tell the Council when the work was started and/or completed.

Section 28 Tell the Council to whom a Completion or Regularisation Certificate should be sent to upon the satisfactory completion of all the work mentioned in the application.

Finally, please sign and date the bottom of the application form.

Application submission checklist Homeowner Building Regulations application form 1. Have you completed all the relevant sections on the application form?

2. Have you signed and dated the application form as necessary?

3. Ensure you provide one copy of the completed form with the appropriate charge. Payment for the charge can be made by any of the following methods: a. Cash – paid at the Customer Services payment counter at the Council’s offices b. Cheque – made payable to Manchester City Council c. Credit/debit card – discuss with one of the Customer Services team about this method of payment.

4. Ensure that a copy of a site location/block plan is provided, to a scale not smaller than 1:1250, when submitting either a Full Plans application or a Building Notice – but only if the work on the Building Notice relates to an extension or a new building.

5. Ensure that at least two copies of any plans and specifications are attached when making a Full Plans application.

6. Ensure that as much information, plans and specifications are provided with an application for a Regularisation Certificate.

7. If you are claiming exemption from the Building Regulations charge, please accompany this with evidence to support your claim: that the work is for the benefit of a disabled person.

What is the duties of Architect's Registration Board?

Our duties and responsibilities for regulating architects are set out in the 1997 Architects Act. We must: • Keep an up-to-date register of architects;

Only people who have qualified as architects can register with us. It is against the law for

someone who is not on our register to offer their services as an architect. We can take

action if this happens. Our website (www.arb.org.uk) has a ‘Search the Register’ service,

where you can search by name, post code or country either to find an architect or to

check that an architect is registered.

• Recognizing Qualifacations

Decide what qualifications are needed to become an architect. We have to make sure

that architecture students have the knowledge,skills and ability to qualify as architects.

This is an important area of ourwork because we are the only organisation in the UK that

can say what qualifications are needed to become an architect. There are around40

institutions that run courses for our qualifications. You can find theircontact details in the

‘Qualifications’ section of our website.

• Standards of Practice

Set standards for education and professional practice. We expect all registered architects

to meet our standards of practice. We have set out the standards we expect in the Architects

Code: Standards of Conduct and Practice. We send every architect a copy of the code

when they first register with us, and there is a copy on our website as well. Sometimes, an

architect doesn’t meet these standards. We look at the performance and conduct of an

architect who is charged either with unacceptable professional conduct or serious

professional incompetence, or in some cases, both. These are the two ‘offences’ that we

have the power to investigate.

• Dealing with complaints.

Investigate complaints about an architect’s conduct or competence. We receive very few

complaints about architects. Most building projectsmeet the client’s expectations, but

there might occasionally be somethingthat they aren’t happy about.If this happens to

you, you should always tell your architect because thisgives them the opportunity to put

it right. Dealing direct with your architect isoften the quickest way to sort problems out.

But if you and your architect can’t find a solution, they should tell you that you can send

your complaint to us if it is about their conduct or competence. While we can’t help you

to settle your complaint, we can look to see whether your architect has fallen below the

standards we expect.

• Choosing an Architect.

Make sure that only people on our register use the name ‘architect’. If you are thinking of

using an architect, check with us first to make sure they’re registered. You can do this by

visiting our website at www.arb.org.uk , or by calling us free on 0800 389 6221. If you

find that someone is offering their services as an architect but they’re not registered with

us, please let us know. This is a criminal offence in the UK, and we can prosecute people

who do this.

What is the Royal Institute British Architects (RIBA)?

The Royal Institute of British Architects (RIBA) is a professional body for architects primarily in the United Kingdom, but also internationally, founded for the advancement of architecture under its charter granted in 1837 and Supplemental Charter granted in 1971. he RIBA is a member organisation, with 44,000 members. Chartered Members are entitled to call themselves chartered architects and to append the post-nominals RIBA after their name; Student Members are not permitted to do so. Formerly, fellowships of the institute were granted, although no longer; those who continue to hold this title instead add FRIBA

ARIBA : Associate of the Royal Institute of British Architects

(no longer granted to new members)

FRIBA : Fellow of the Royal Institute of British Architects

(now an honorary designation)

RIBA : Chartered member of the Royal Institute of British Architects

*The Institute's president is designated PRIBA, past presidents use PPRIBA

Architect's Registration Board (ARB)

Royal Institute British Architects (RIBA)

What does it do?

The purpose of the ARB is clearly stated in the Architects Registration Act and requires the ARB to maintain and publish annually a register of architects in the UK, who are suitably qualified and have paid the required fee. The ARB oversees the ban on the use of the description ‘architect’ in the UK by anyone other than those contained in the register.

The Act protects the title of ‘architect’ and not the function. The functions of an architect in the UK are not restricted to only those on the register.

What does it do?

The purpose of the RIBA is simply stated in its charter as the advancement of architecture and the promotion of the acquirement of the knowledge of the arts and science connected therewith. The charter grants the RIBA the power to set the qualification requirements and to confer the professional status of chartered membership for the profession. The RIBA also receives and applies endowments for prizes, exhibitions, and scholarships for the promotion of architecture.

Who are its members?

The ARB is not a membership organisation. It is a registration board. Its membership is restricted to the 15 members of the board. The board consists of eight lay members who are appointed by the Privy Council (as representatives of users of architectural services and the general public) and seven architect members elected from and by the registrants. There are about 30,000 registered architects who are registrants (not members) of the ARB.

Who are its members?

RIBA membership is international and divided into two categories of ‘chartered’ (ie qualified architects) and ‘non-chartered’ (students, affiliates, honorary fellows etc). Chartered members have to be suitably qualified, comply with the RIBA code of professional conduct and carry out CPD. This entitles them to call themselves ‘chartered architects’ and use the professional affix ‘RIBA’.There are about 31,000 RIBA members, about 28,000 of whom are chartered.

CODE OF CONDUCT : Royal Institute British Architects: As an architect you are expected to: 1. Principle 1 – Honesty and Integrity

1.1 The Royal Institute expects its Members to act with impartiality, responsibility and

truthfulness at all times in their professional and business activities.

1.2 Members should not allow themselves to be improperly influenced either by their own,

or others’, self-interest.

1.3 Members should not be a party to any statement which they know to be untrue,

misleading, unfair to others or contrary to their own professional knowledge.

1.4 Members should avoid conflicts of interest. If a conflict arises, they should declare it to

those parties affected and either remove its cause, or withdrawmfrom that situation.

1.5 Members should respect confidentiality and the privacy of others.

1.6 Members should not offer or take bribes in connection with their professional work.

2. Principle 2 – Competence

2.1 Members are expected to apply high standards of skill, knowledge and care in all their

work. They must also apply their informed and impartial judgment in reaching any

decisions, which may require members having to balance differing and sometimes

opposing demands (for example, the stakeholders’ interests with the community’s and

the project’s capital costs with its overall performance).

2.2 Members should realistically appraise their ability to undertake and achieve any

proposed work. They should also make their clients aware of the likelihood of achieving

the client’s requirements and aspirations. If members feel they are unable to comply

with this, they should not quote for, or accept, the work.

2.3 Members should ensure that their terms of appointment, the scope of their work and

the essential project requirements are clear and recorded in writing. They should explain

to their clients the implications of any conditions of engagement and how their fees are

to be calculated and charged. Members should maintain appropriate records throughout

their engagement. CODE 2005 4 January 20052.4 Members should keep their clients

informed of the progress of a project and ofthe key decisions made on the client’s behalf.

2.5 Members are expected to use their best endeavours to meet the client’s agreed time, cost

and quality requirements for the project.

3. Principle 3 – Relationships

3.1 Members should respect the beliefs and opinions of other people, recognise social

diversity and treat everyone fairly. They should also have a proper concern and due

regard for the effect that their work may have on its users and the local community.

3.2 Members should be aware of the environmental impact of their work.

3.3 Members are expected to comply with good employment practice and the RIBA

Employment Policy, in their capacity as an employer or an employee.

3.4 Where members are engaged in any form of competition to win work or awards, they

should act fairly and honestly with potential clients and competitors. Any competition

process in which they are participating must be known to be reasonable, transparent

and impartial. If members find this not to be the case, they should endeavour to rectify

the competition process or withdraw.

3.5 Members are expected to have in place (or have access to) effective procedures

for dealing promptly and appropriately with disputes or complaints.

CODE OF CONDUCT : Architect's Registration Board As an architect you are expected to: 1. Be honest and act with integrity

1.1 You are expected at all times to act with honesty and integrity and to avoid any actions

or situations which are inconsistent with your professional obligations. This standard

underpins the Code and will be taken to be required in any consideration of your

conduct under any of the other standards.

1.2 You should not make any statement which is contrary to your professional opinion or

which you know to be misleading, unfair to others or discreditable to the profession.

1.3 Where a conflict of interest arises you are expected to disclose it in writing and manage

it to the satisfaction of all affected parties. You should seek written confirmation that

all parties involved give their informed consent to your continuing to act.Where this

consent is not received you should cease acting for one or more of the parties.

1.4 Where you make or receive any payment or other inducement for the introduction or

referral of work, you should disclose the arrangement to the client or prospective client

at the outset.

2. Be competent

2.1 You are expected to be competent to carry out the professional work you undertake to

do, and if you engage others to do that work you should ensure that they are competent

and adequately supervised.

2.2 You are expected to make appropriate arrangements for your professional work in the

event of incapacity, death, absence from, or inability to, work.

2.3 You are expected to ensure that the necessary communication skills and local knowledge

are available to you to discharge your responsibilities.

2.4 You are expected to keep your knowledge and skills relevant to your professional work

up to date and be aware of the content of any guidelines issued by the Board from time to time.

3. Promote your services honestly and responsibly

3.1 You are expected to promote your professional services in a truthful and responsible manner.

3.2 In advertising and promoting your professional services you should comply with

the codes and principles applying to advertising generally. These include those of

the Advertising Standards Authority or any other body having oversight of advertising

standards in various media.

3.3 The business style of a practice should not be misleading.

3.4 If you are a principal in a practice you are expected to ensure that all architectural

work is under the control and management of one or more architects, and that their

names are made known to clients and any relevant third party. You should notify your

client promptly of any change in the architect responsible for the work.

4. Manage your business competently

4.1 You are expected to have effective systems in place to ensure that your practice is run

professionally and that projects are regularly monitored and reviewed.

4.2 You should ensure that you are able to provide adequate professional, financial and

technical resources when entering into a contract and throughout its duration. You

should also, where appropriate, ensure you have sufficient suitably qualified and

supervised staff to provide an effective and efficient service to clients.

4.3 You should ensure that adequate security is in place to safeguard both paper and

electronic records for your clients, taking full account of data protection legislation, and

that clients’ confidential information is safeguarded.

4.4 You are expected to ensure that before you undertake any professional work you have

entered into a written agreement with the client which adequately covers:

• the contracting parties;

• the scope of the work:

• the fee or method of calculating it;

• who will be responsible for what;

• any constraints or limitations on the responsibilities of the parties;

• the provisions for suspension or termination of the agreement;

• a statement that you have adequate and appropriate insurance cover as

specified by the Board;

• your complaints-handling procedure (see Standard 10), including details of

any special arrangements for resolving disputes (e.g. arbitration).

4.5 Any agreed variations to the written agreement should be recorded in writing.

4.6 You are expected to ensure that your client agreements record that you are registered

with the Architects Registration Board and that you are subject to this Code; and that

the client can refer a complaint to the Board if your conduct or competence appears to

fall short of the standards in the Code.

4.7 You should make clear to the client the extent to which any of your architectural services

are being subcontracted.

4.8 At the end of a contract (if requested) or otherwise upon reasonable demand you should

promptly return to a client any papers, plans or property to which the client is legally entitled.

5. Consider the wider impact of your work

5.1 Whilst your primary responsibility is to your clients, you should take into account the

environmental impact of your professional activities.

6. Carry out your work faithfully and conscientiously

6.1 You are expected to carry out your work promptly and with skill and care and in

accordance with the terms of your engagement.

6.2 You should carry out your professional work without undue delay and, so far is

reasonably practicable, in accordance with any time-scale and cost limits agreed with your client.

6.3 You are expected to keep your client informed of the progress of work undertaken on

their behalf and of any issue which may significantly affect its quality or cost.

6.4 You should, when acting between parties or giving advice, exercise impartial and

independent professional judgment. If you are to act as both architect and contractor

you should make it clear in writing that your advice will no longer be impartial.

7. Be trustworthy and look after your clients’ money properly

7.1 You are expected to keep proper records of all money held by you which belongs to a

client or other third party, and to account for it at all times.

7.2 You should keep such money in a designated interest-bearing bank account, called a

“client account” which is separate from any personal or business account.

7.3 You are expected to instruct the bank in writing and ensure that all money in the client

account is held as clients’ money, and that the bank cannot combine it with any other

account, or exercise any right of set-off or counterclaim against it.

7.4 You should ensure that money is not withdrawn from a client account to make a

payment unless it is made to or on behalf of a client on the client’s specific written instructions.

7.5 Unless otherwise agreed by the client, you should arrange for any interest (or other

benefit) accruing from a client account to be paid to the client.

8. Have appropriate insurance arrangements

8.1 You are expected to have adequate and appropriate insurance cover for you, your practice

and your employees. You should ensure that your insurance is adequate to meet a claim,

whenever it is made. You are expected to maintain a minimum level of cover, including

run-off cover, in accordance with the Board’s guidance.

8.2 The need for cover extends to professional work undertaken outside your main practice or employment.

8.3 If you are an employed architect you should, as far as possible, ensure that insurance

cover and/ or other appropriate indemnity arrangements are provided by your employer.

8.4 You are expected to provide evidence that you have met the standards expected of this

Standard in such form as the Board may require.

9. Maintain the reputation of architects

9.1 You should ensure that your professional finances are managed responsibly.

9.2 You are expected to conduct yourself in a way which does not bring either yourself or

the profession into disrepute. If you find yourself in a position where you know that you

have fallen short of these standards, or that your conduct could reflect badly on the

profession, you are expected to report the matter to the Board. For example, you should

notify the Registrar within 28 days if you:

• are convicted of a criminal offence;

• are made the subject of a court order disqualifying you from acting as a

company director;

• are made the subject of a bankruptcy order;

• are a director of a company which is wound up (other than for amalgamation

or reconstruction purposes);

• make an accommodation with creditors (including a voluntary arrangement);

• fail to pay a judgment debt.

The above are examples of acts which may be examined in order to ascertain whether they disclose a wilful disregard of your responsibilities or a lack of integrity, however this list is not exhaustive.

9.3 In appropriate circumstances, you should report to the Board and/or other public

authority another architect whose conduct falls significantly short of the expected

standards. If you are in doubt as to whether such a report is required, you should

consult the Board for guidance.

9.4 Standard 9.3 may not apply to the contents of privileged information given to you

when acting as an arbitrator, adjudicator, mediator, conciliator or expert witness.

9.5 You should not enter into any contract (other than in a settlement of a dispute) the

terms of which would prevent any party from reporting an apparent breach of the Code

to the Board.

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fees

10. Deal with disputes or complaints appropriately

10.1 You are expected to have a written procedure for prompt and courteous handling of

complaints which will be in accordance with the Code and provide this to clients. This

should include the name of the architect who will respond to complaints.

10.2 Complaints should be handled courteously and promptly at every stage; and as far as

practicable in accordance with the following time scales:

a. an acknowledgement within 10 working days from the receipt of a complaint;

b. a response addressing the issues raised in the initial letter of complaint within

30 working days from its receipt.

10.3 If appropriate, you should encourage alternative methods of dispute resolution, such as

mediation or conciliation.

11. Co-operate with regulatory requirements and investigations

11.1 You are expected to co-operate fully and promptly with the Board, and within any

specified timescale, if it asks you to provide information which it needs to carry out its

statutory duties, including evidence that you are complying with these Standards.

11.2 You should notify the Board promptly and in writing of any changes in the details held

about you on the Register, including your address. Under the Act, architects who do not

tell the Board of a change of address may be removed from the Register.

12. Have respect for others

12.1 You should treat everyone fairly and in line with the law. You should not discriminate

because of disability, age, gender, sexual orientation, ethnicity, or any other inappropriate consideration.

TASK/ EXERCISE: Enter RIBA website and access the Fees Toolkit, then use this to establish your practices hourly cost rate for your services, and then the hourly rate which will be the charge to clients. You have a gross salary of £30,000, Overheads the same, and profit of £15,000.

References : http://www.architecture.com/Files/RIBAProfessionalServices/Regions/NorthWest/Education/ Part%203/StudyPacks2013/March2013LectureNotes/FeeCalculation,NegotiationandManagementAdrianDobson.pdf Fee calculation, negotiation and management for architects. A three part approach: 1. Calculating the fee (resource-based) 2. Negotiating the agreement (adding value) 3. Managing fee collection (cash flow) Calculating a Fee offer: Assess the risks and uncertainties:

• the client (resources, reputation)

• project definition

• scope of services

• programme/timescales

• resources requirements Assess

the benefits and opportunities: • enhanced profits • employment for existing staff • business expansion • new market sectors • quality of work

Fee Calculation Key influences on resource requirements:

• Type of procurement and scope of services

• Size of project

• Complexity of project and specific project

requirements

• Extent of works to existing buildings

• Repair and conservation of historic buildings

• Degree of design repetition

• Practice size and overheads Key influences on brand value:

• Practice reputation

• Practice location

• Practice culture

• Specialist skills

Traditional Fee Calculations TOTAL CONSTRUCTION COST

MINIMUM PER CENT RATE

MINIMUM CHARGE FOR COMPLETED WORK STAGES C TO H

Up to £2,500 10 £2,500 - £8,000 8.5 £250 £8,000 - £14,000 7.5 £680 £14,000 - £25,000 6.5 £1,050 £25,000 - £750,000 6 £1,625 £750,000 - £1,750,000 5.75 £45,000 £1,750,000 and over 5.5 £100,625 Source: RIBA Conditions of Engagement 1971 (mandatory fee scale)

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cONSENT / LAW/ RIGHT OF LIGHTS Fee options: (There is no standard or recommended fee scale and no standard method of calculation. The fee is a matter for negotiation between the client and the architect.)

•emperical calculations (traditional) v resource allocations + profit margin and added value

•partial services

•fixed lump sums (higher risk than percentage fees, must have provision for adjustment for

client changes)

•calculated lump sums, based for example on estimated construction cost at the start of each

work stage

•time charges

•value-added or betterment fees Work Stages Fee Work Stage

Optimum

Alternative

A+B Time Charges C Concept 20% D Design Development 20% 35% E Technical Design 15% F Production Information G Tender Documentation 25% 35% H Tender Action J Mobilisation K Construction to hand-over 20% 30%* L Rectification period ____ ___ *includes F2 100% 100%

TASK/ EXERCISE: Review the lecture notes/slides to get a clear picture of the content/ Law framework [just put some key bullet points together]

References : https://www.gov.uk/party-wall-etc-act-1996-guidance http://www.problemneighbours.co.uk/rights-under-access-to-neighbouring-land-act.html Access to Neighbouring Land Act 1992 For the most part, you should rarely have to concern yourself with this Act if you have a decent relationship with your neighbours. From time to time, each and every one of us will have to repair or replace things on our property which might require ourselves or workers carrying out work on our behalf to gain access to our neighbour’s land in order to resolve the problem.

Generally, it’s a simple matter of letting your neighbour know what work you’re intending to carry out and to ask their permission if you can Gain Access Their Land and in order to conduct the work and to arrange a suitable time. Nevertheless, disputes can arise or you might just not get on with your neighbour, and both of these issues can make it difficult to carry out the work.

However, the Access to Neighbouring Land Act 1992 can facilitate matters in some cases, if you need to resort to a more formal solution. Therefore, it’s good to know your rights with regard to this matter, what the Act covers and, often more crucially, what it doesn’t.

Your Rights In order to grant an access order the court must be convinced that the reasons you need to gain access to a neighbour’s land, if they have been flatly refused permission, are valid as contained within the Act. Valid reasons for granting an access order would include:

1. The maintenance, renovation or repair of a property (or parts of it) in order to preserve it

2. The clearing or repair of any sewers, drains, cables or pipes

3. The removal or filling in of a ditch

4. The felling of a tree, plant or hedge (or parts of it) which have died, become diseased or

which have become insecurely rooted and unstable which is likely to pose a danger.

Party Wall etc Act 1996 The Party Wall etc Act 1996 provides a framework for preventing and resolving disputes in relation to party walls, boundary walls and excavations near neighbouring buildings.

A building owner proposing to start work covered by the Act must give adjoining owners notice of their intentions in the way set down in the Act. Adjoining owners can agree or disagree with what is proposed. Where they disagree, the Act provides a mechanism for resolving disputes.

The Act is separate from obtaining planning permission or building regulations approval.

What is a party wall?

The main types of party walls are:

1. a wall that stands on the lands of 2 (or more) owners and forms part of a building - this

wall can be part of one building only or separate buildings belonging to different owners

2. a wall that stands on the lands of 2 owners but does not form part of a building, such as

a garden wall but not including timber fences

3. a wall that is on one owner’s land but is used by 2 (or more) owners to separate their

buildings

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PLANNING & design access statement References : http://www.building.co.uk/a-quick-guide-to-the-party-wall-act-1996-notice-requirements-and-disputeresolution-procedure/5036258.article

P R O C E D U R E

1. Preliminary

• Understanding of the ‘what’ and the ‘how’

• Legal status of adjoining buildings and

structures

• Relative depth and proximity of foundations

• Assessment of notifiability

2.

3.

Notifiable interests • Freehold or leasehold for a term in excess of 1 year • Agreement to purchase or agreement to lease Notification • Form of notification • Prescribed information • Lapse of Notice due to passage of time

4.

Post notification • Agreement • Declared dissent • Deemed dissent

5.

6.

Appointment of Surveyor • Agreed surveyor • Each party appoints its own • Third surveyor role Award • Form of Award • Service • Effect and enforcement

Reference : http://www.planning-applications.co.uk/righttolight.htm Rights of Lights A Right of Light is protected in England and Wales under common law, adverse possession or by the Prescription Act 1832. Unlike right to freedom from smell and noise, a Right of Light has to be acquired before it can be enforced.

Natural light is a commodity that can be bought, sold or even transferred between parties. Rights can be registered, granted by deed or simply acquired by having a minimum of 20 years enjoyment of light through a window or opening. Once a window has received over 20 years of unobstructed daylight, it automatically earns itself a Right of Light. Such rights are, for Land Registration purposes, overriding interests. They are valid whether or not they are registered on the title deeds to the property which claims the right.

The general rules are:

1) The reduction in light must make the property less fit than it was for its purpose.

2) The amount of "appropriate" light may vary depending upon building, use and even

region.

3) The amount of light considered to be sufficient will tend to increase as standards of living

and expectations increase.

TASK/ EXERCISE: Familiarise yourself with Planning/ Listed Building Consent LBC and with Design & Access Statements producing - main headings - Please download and review a planning and listed building application form either from Manchester City Council or the Planning Portal website.

References : http://www.planningportal.gov.uk/ http://www.planningportal.gov.uk/planning/planningsystem/planningpermission PLANNING Most new buildings or major changes to existing buildings or to the local environment need consent - known as planning permission. Without a planning system everyone could construct buildings or use land in any way they wanted, no matter what effect this would have on other people who live and work in their area.

Your local planning authority is responsible for deciding whether a development - anything from an extension on a house to a new shopping centre - should go ahead. Find your local planning authority.

PLANNING PERMISSION

Your local planning authority (LPA) – usually the district or borough council – is responsible for deciding whether a proposed development should be allowed to go ahead. This is called planning permission.

Most new buildings, major alterations to existing buildings and significant changes to the use of a building or piece of land need this permission.

However, certain minor building works – known as permitted development – don't need planning permission. This is because the effect of such developments on neighbours or the surrounding environment is likely to be small – e.g. building a boundary wall below a certain height. Similarly, a change of land or building use is classed as permitted development if it's within the same use class.

Visit our section on use classes Other areas get special protection against certain developments. Reasons for special protection include: • Protect attractive landscape – e.g. national parks • Protect interesting plants and/or wildlife • Control the spread of towns and villages into open countryside – e.g. Green Belts • Protect monuments or buildings of historical or architectural interest • Occasionally, large proposals or controversial applications of national significance are 'called in' • to be decided by the First Secretary of State instead of the LPA. Please note that Building Regulations approval is a separate matter from obtaining planning permission for your work. Learn more about the difference between Planning Permission and Building Regulations.

DESIGN ACCESS STATEMENT Most development needs planning permission. This helps local authorities manage change in their areas for the benefit of the public. But they need to understand the likely effect of any proposals to make well-informed and balanced decisions. Design and access statements (statements for short) can help provide a lot of the information needed. They should help to make the planning applications system work more smoothly.

What are design and access statements?

Statements are documents that explain the design thinking behind a planning application. For example, they should show that the person applying for permission (the applicant) has thought carefully about how everyone, including disabled people, older people and very young children, will be able to use the places they want to build.

Statements should include a written description and justification of the planning application. Sometimes photos, maps and drawings may be needed to further illustrate the points made. They will be available alongside the application for anyone to see, so should avoid jargon or overly technical language. It is important that they are written specifically for the application they accompany. They need not be very long, but the amount of detail they contain should reflect how complex the application is. So, a statement for a major development is likely to be much longer than one for a single building.

In summary, statements:

• accompany a planning application, but are not part of it

• are needed with most types of application, but not householder applications (except in

designated areas) or material change of use (unless it also involves operational development)

• are also required for applications for listed building consent

• need to explain and justify what is being applied for, and

• can be linked to planning decisions by condition.

Things should be included in the Design Access Statement (DESIGN) : 1. The process How the physical characteristics of the scheme have been informed by a rigorous process which should include the following steps:

• assessment

• involvement

• evaluation

• design 2. Use What buildings and spaces will be used for.

3. Amount How much would be built on the site.

4. Layout How the buildings and public and private spaces will be arranged on the site, and the relationship between them and the buildings and spaces around the site.

5. Scale How big the buildings and spaces would be (their height, width and length).

6. Landscaping How open spaces will be treated to enhance and protect the character of a place.

7. Appearance What the building and spaces will look like, for example ; building materials and architectural details.

Things should be included in the Design Access Statement (ACCESS) : The statement needs to include two potential aspects of access. That is not to say they are separate, and the statement should show that all access issues have been considered together.

1. Vehicular and transport links Why the access points and routes have been chosen, and how the site responds to road layout and public transport provision.

2. Inclusive access How everyone can get to and move through the place on equal terms regardless of age, disability, ethnicity or social grouping.

Statements should demonstrate how development can create accessible and safe environments, including addressing crime and disorder and fear of crime. These may be particularly relevant to address under layout and landscaping themes. Early consultation with police will help identify key issues in your local area, and measures to help address these. Safer places - the planning system and crime prevention (ODPM/Home Office, 2004) contains more information.

Statements may include other information as well, either because applicants think it is relevant or because local policies say they should, or because applicants want to include other information that they feel is relevant. For example, statements can explain the energy performance of buildings or whether they meet design standards such as Lifetime Homes or Building for Life Standards, or they may explain how the public has influenced the plan.

Statements and outline planning applications At the same time as a formal requirement for statements was introduced, the rules about outline applications were also changed so that they must include a minimum level of detail on:

• what the buildings will be used for

• how many buildings there will be

• roughly how they will be laid out

• minimum and maximum building sizes, and

• where entrances to the site will be.

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Documentation, Briefing Specification TASK/ EXERCISE: Familiarise yourself with Brief & Spec - Main Headings Access NBS website and review the guidance there, and to make notes regarding the use of different specification types for differing contract types.

References : Thenbs.com, 2008

Brief A brief is a structured document which records decisions and information about a project. However, it is also a continuously developing document with successive briefs building on earlier ones. Many types of document in the building process could be described as a brief, for example a specification to a contractor. However, the key briefs which designers will come across and will be relevant to most projects large or small are the Strategic brief and the Project brief.

1. Strategic Brief The Strategic brief is prepared by the client for the project team and is concerned with the objectives of the project. To put it another way, it is ‘ends’ driven. It :

• contains information required to select and brief the design team, and inform user

interest groups;

• is presented in a language that the organization is familiar with, as words, charts and

diagrams;

• is concerned with establishing the context and user expectations;

• sets out the objectives and priorities of the project; and

• has been approved and signed off.

2.Project brief The Project brief is developed by the project team for approval by the client and for use by those who will put together the production information. The Project brief is generally prepared as part of the Scheme design stage D of the RIBA Plan of Work. It :

• contains information required to brief the production team and ensure understanding

and agreement of scope and specification by the client;

• is presented as words, drawings and models;

• is concerned with agreeing concepts, performance, and parameters such as time and

costs; and

• is approved and signed off in association with scheme design.

References : Thenbs.com, 2008

Specification The specification process nests into the contract documentation process. Contract documentation nests, in turn, inside the design process, which nests inside the building process, which nests inside the facility realisation process. All these processes can be project managed, and they can be quality assured. Specifications :

• are written descriptions of the quality of the built product and its component products.

• is about deliverables – systems and products – but not processes – so it is not about

workmanship or tiling or curing, but it is about executed work, laid tiles, cured concrete.

• is not about facilities (e.g. the hospital, the school), built entities as a whole (the building,

the site), activities or spaces. The written description of these high level entities is often

called the brief. However, briefs and specifications overlap in practice, the former describing

products to some extent, and systems in outline (especially for M&E services).

• can be quality controlled (e.g. certified – by first, second or third party – as conforming to

stated requirements viz. the brief ).

References : Thenbs.com, 2008

Design Specification The new NBS can be used to record early-stage design decisions which might be seen to represent the end of the briefing process. Being able to start the specification early will mean that designers and specifiers themselves will benefit more from the specification. It will be able to 'work harder', and so it is hoped that specifiers will see that is worth doing properly. This should lead to better specifications.

For example, the new NBS will allow early cost estimates to be developed, given that cost data for early stages is for buildings and 'elements' (e.g. in the BCIS Online database).

• The bulk of the sections in the new NBS will be in standard system section structure. Each system section comprises the following subsections: • System outline • System performance • Products • Custom-made products (not all system sections have this subsection) • Execution • System completion • System facility management.

This structure will facilitate browsing and disassembly of the specification by the documentation team, the contracting team and others. It will also facilitate reporting, e.g. of all System performance clauses across all systems – the 'system performance' view of the specification. Each subsection is of interest to the contractor with different hats on, and to various third parties. The structure also allows various types of specification, depending on the procurement route, to be made explicit, e.g. 100% consultant design (and therefore no System performance clauses). That is, the new NBS will be very versatile.

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building control / equality act / health & safety The table shows how the standard section structure supports different types of specification and procurement. The darker the box the more complete it is.

Specification Type Possible Procurement Route

Outline Spec.

First stage tendering for full contractor design

Performance Spec.

Development Performance

Secondstage Mostly tendering for contractor full contractor design design

Modern Spec.

Mostly contractor design

Traditional Spec.

Full consultant design

FM Spec.

FM

System Outline All 'Submit Proposals'

All 'Submit Proposals'

Mostly 'Submit Partial Proposals' 'Submit Proposals'

No 'Submit Proposals'

Branded Values

System Performance

Full

Mostly

Partial

No 'Submit Proposals'

Full

Products

Partial

Mostly

Full

Record

Custom-Made Products

Partial

Mostly

Full

Record

Execution

Partial

Mostly

Full

Record

Mostly

Full

Full

System Completion System Facility Management

Partial

Full

TASK/ EXERCISE:

Building Control : Research the alternative ways for approval Access : Think about what equally act requires a building to do Health & Safety References : http://www.planningportal.gov.uk/ http://www.planningportal.gov.uk/planning/planningsystem/planningpermission http://www.manchester.gov.uk/info/200011/building_control/1900/obtaining_building_ regulation_approval/5 Options available for obtaining building regulation consent There are two types; 1. Local Authority Building Control service and a private sector To Submit a Full Plans Application

• Complete the Full Plans Application Form, in duplicate, and include two copies (four if

the work relates to a building used for purposes other than a dwelling) of :

• All detailed plans, sections and elevations, incorporating all necessary technical notes,

supporting calculations and specifications • A 1:1250 scale plan showing the size and position of the building, or the building as

extended, and its relationship to adjoining boundaries (commonly known as block plans) • The appropriate charge (see Building Regulation Charges

Pre Site Approval

• Your local authority will check your plans and consult any appropriate authorities • If your plans comply with the Building Regulations you will receive a notice stating

that they have been approved. If your local authority is not satisfied you may be asked to

make amendments or provide more details.

• Your local authority will carry out inspections of the building work once it is in progress.

Inspection of Building Work Manchester Building Control will carry out the following site inspections :

• At the beginning of the work on site, including any site stripping and/or foundations

excavations/preparation • Following the installation of any foundation concrete, damp proof courses/membranes and

prior to any conditions beneath the site being covered over by concrete • Following the installation of, or alterations to, any structural elements and prior to covering

up structural work (pre-plaster check) • Before the back-filling of any drainage installation, and the witnessing of any drain tests

• Prior to occupation or at the time of completion

Additional inspections considered to be of critical importance by the Building Control Officer following a risk assessment will also be carried out. These additional inspections are based on the following : • Structural elements and components, the failure of which would be significant

• All works which constitute unusual designs or methods of working

• Work relating to fire safety

• Additional areas of work necessary for the subsequent issue of a completion certificate

Appointment of an Approved Inspector.

• An appointment of an approved inspector could also issue the Building Regulations

consent with no involvement of Stockport Metropolitan Borough Council. The

inspector is obliged to undertake the council’s duties and perform the statutory

checks and required to submit an initial notice to the council outlining all legal

details. This approval will take about 5 working days.

• After the approval, it is under the inspector responsibility to ensure the work on

site is completed in compliance with building regulations. After the completion

of the project, the inspector will issue a completion certificate to the council.

• However, the inspector has no special authority to approve the drawings, or to enforce

building regulations, thus should any work be seen to contravene regulation a written

notice can be issued. Fees for Approved Inspectors are agreed on a project to project basis

and usually higher than other options stated above.

An Approved Inspector will:

• Advise you on how the Building Regulations apply to your work

• Check your plans

• Issue a plans certificate (if requested)

• Inspect the work as it progresses

• Issue a final certificate.

The Benefits of using Approved Inspectors are: • Solving your problems, and saving money For a fee that is often less than 1% of the project value, your Approved Inspector could even save you up to 10% of the project value! We’ve seen this happen on many projects already.

• Working with you, not against you Approved Inspectors are highly commercially aware (after all, they are running businesses themselves).

Approved Inspectors offer flexibility and creativity to meet your development objectives and help you to achieve full and total compliance.

• An integrated service, wherever you work in the country Not bogged down in bureaucracy, an Approved Inspector is there to provide advice and ideas whenever and wherever you need help. Approved Inspectors usually operate nationally. That means the same adviser will work with the same client and contractor teams wherever they are in the country – this is particularly useful for national, multi-site developers.

• An insured service

Approved Inspectors are backed by insurance. You won’t find this in the public sector.

• A qualified team whose performance is monitored and regulated

Approved Inspectors must have their qualifications checked and must prove competence before they can be licensed to operate.

• A track record of customer service and innovation

Approved Inspectors are recognised by the Government and others as having an important positive impact on efficiency and higher standards of service.

Equality Act 2010

References : http://www.legislation.gov.uk/ukpga/2010/15/introduction An Act to : • to make provision to require Ministers of the Crown and others when making strategic decisions about the exercise of their functions to have regard to the desirability of reducing socio-economic inequalities; • to reform and harmonise equality law and restate the greater part of the enactments relating to discrimination and harassment related to certain personal characteristics; • to enable certain employers to be required to publish information about the differences in pay between male and female employees • to prohibit victimisation in certain circumstances • to require the exercise of certain functions to be with regard to the need to eliminate discrimination and other prohibited conduct • to enable duties to be imposed in relation to the exercise of public procurement functions • to increase equality of opportunity • to amend the law relating to rights and responsibilities in family relationships; and for connected purposes.

Construction (Design and Management) Regulations 2007 CDM 2007 places legal duties on virtually everyone involved in construction work. Those with legal duties are commonly known as ‘dutyholders'.

Dutyholders under CDM 2007 are:

• Clients - A 'client' is anyone having construction or building work carried out as part of

their business. This could be an individual, partnership or company and includes property

developers or management companies for domestic properties.

• CDM co-ordinators - A 'CDM co-ordinator' has to be appointed to advise the client on

projects that last more than 30 days or involve 500 person days of construction work. The

CDM co-ordinator's role is to advise the client on health and safety issues during the design

and planning phases of construction work.

• Designers - The term 'designer' has a broad meaning and relates to the function performed,

rather than the profession or job title. Designers are those who, as part of their work,

prepare design drawings, specifications, bills of quantities and the specification of articles

and substances. This could include architects, engineers and quantity surveyors.

Clients: Roles and Responsibilities based on CDM Regulations 2007 All those who work in the construction industry have their part to play looking after their own health and safety and in improving the industry's health and safety record.

A CDM client is someone who is having construction or building work carried out, unless they are a domestic client. A domestic client is someone who lives, or will live, in the premises where the work is carried out. The premises must not relate to any trade, business or other undertaking. Although a domestic client does not have duties under CDM, those who work for them on construction projects will.

wEEKLY TASK 7

VALUE, PRICE, COST IN DESIGN TASK/ EXERCISE:

On all projects clients will need to: • check competence and resources of all appointees • ensure there are suitable management arrangements for the project welfare facilities • allow sufficient time and resources for all stages • provide pre-construction information to designers and contractors Where projects are notifiable under CDM 2007, clients must also: • appoint a CDM co-ordinator • appoint a principal contractor • make sure that construction work does not start unless a construction phase plan is in place and there are adequate welfare facilities on site • provide information relating to the health and safety file to the CDM co-ordinator • retain and provide access to the health and safety file

Designers : Roles and Responsibilities based on CDM Regulations 2007 All those who work in the construction industry have their part to play looking after their own health and safety and in improving the industry's health and safety record.

• On all projects designers will need to: • Eliminate hazards and risks during design • provide information about remaining risks Where projects are notifiable under the Regulations, designers must also: • check that the client is aware of their duties and that a CDM co-ordinator has been appointed • provide information needed for the health and safety file CDM: Roles and Responsibilities based on CDM Regulations 2007 Construction (Design and Management) Regulations 2007 All those who work in the construction industry have their part to play looking after their own health and safety and in improving the industry's health and safety record.

A CDM co-ordinator is only required where theproject is notifiable. Their main duties are to: • advise and assist the client with their duties • notify details of the project to HSE • co-ordinate health and safety aspects of design work and co-operate with others involved with the project • facilitate good communication between the client, designers and contractors • liaise with the principal contractor regarding ongoing design work • identify, collect and pass on pre-construction information • prepare/update the health and safety file

Review notes and bullet point + look at cost-plan and work out [for building type etc of your choice] the % for Substructure, Superstructure, External Works and Finishes etc - This will allow you to familiarise yourself with figures and relative costs

References : http://www.designingbuildings.co.uk/wiki/Elemental_cost_plan Cost plans • prepared by cost consultants (often quantity surveyors).

• They evolve through the life of the project, developing in detail and accuracy as more information becomes available about the nature of the design, and then actual prices are provided by specialist contractors, contractors and suppliers.

• They range from very early initial cost appraisals through to tender pricing documents and the final account.

As a consequence there are a great number of names that can be used for key cost planning information. On Designing Buildings Wiki we have standardised these as follows:

• Initial cost appraisals (studies of options prepared during the feasibility study stage).

• Elemental cost plan (prepared during the project brief stage and carried through to

detailed design).

• Approximate quantities cost plan (from the end of detailed design through to tender).

• Pre-tender estimate (prepared alongside tender documentation).

• Tender pricing document (strictly speaking this is not a priced document, but is part of

the tender documentation issued to the contractor for pricing).

• Contract sum (agreed with the contractor during the tender period and adjusted during

the construction period).

• Contract sum analysis (a break down of the contract sum prepared by the contractor on

design and build projects).

• Final account (agreed during the defects liability period).

wEEKLY TASK 8

URBAN DESIGN, REGENERATION AND CONSERVATION

The outline BCIS elements data structure is:

0 Facilitating Works

0.1 Toxic/Hazardous/Contaminated

Material Treatment

0.2 Major Demolition Work

0.3 Temporary Supports to Adjacent

Structures

0.4 Specialist Groundworks

0.5 Temporary Diversion Works

0.6 Extraordinary Site Investigation

Works

1 Substructure 1.1 Substructure

2 Superstructure 2.1 Frame

2.2 Upper Floors 2.3 Roof

2.4 Stairs and Ramps 2.5 External Walls

2.6 Windows and External Doors

2.7 Internal Walls and Partitions

2.8 Internal Doors

3 Internal Finishes 3.1 Wall Finishes

3.2 Floor Finishes

3.3 Ceiling Finishes

4 Fittings, Furnishings and Equipment

4.1 Fittings, Furnishings and Equipment

5 Services

5.1 Sanitary Installations

5.2 Services Equipment

5.3 Disposal Installations

5.4 Water Installations

5.5 Heat Source

5.6 Space Heating and Air Conditioning

5.7 Ventilation Systems

5.8 Electrical Installations

5.9 Fuel Installations

5.10 Lift and Conveyor Installations

5.11 Fire and Lightning Protection

5.12 Communication, Security and

Control Installations

5.13 Specialist Installations

5.14 Builder’s Work in Connection with

Services.

6 Prefabricated Buildings and Building Units

6.1 Prefabricated Buildings and Building Units 7 Work to Existing Building

7.1 Minor Demolition and Alteration Works

(Strip Out)

7.2 Repairs to Existing Services

7.3 Damp-Proof Courses/Fungus and Beetle

Eradication

7.4 Façade Retention

7.5 Cleaning Existing Surfaces

7.6 Renovation Works 8 External Works

8.1 Site Preparation Works

8.2 Roads, Paths, Pavings and Surfacings

8.3 Soft Landscaping, Planting and Irrigation

Systems

8.4 Fencing, Railings and Walls

8.5 External Fixtures

8.6 External Drainage

8.7 External Services

8.8 Minor Building Works and Ancillary Buildings

9 Main Contractor’s Preliminaries

9.1 Employer’s Requirements

9.2 Main Contractor’s Cost Items 10 Main Contractor’s Overheads and Profit 11 Project/Design Team Fees

11.1 Consultant’s Fees

11.2 Main Contractor’s Pre-Construction Fees

11.3 Main Contractor’s Design Fees 12 Other Development/Project Costs

12.1 Other Development/Project Costs 13 Risk (Client’s Contingencies)

13.1 Design Development Risks

13.2 Construction Risks

13.3 Employer Change Risks

13.4 Employer Other Risks

TASK/ EXERCISE:

Identify/ list information that would accompany a Listed Building Consent Application

References : http://www.buildingconservation.com/articles/listedbuilding/listedbuilding.htm http://www.basingstoke.gov.uk/Resources/1/8/%7B181EABDB-2E15-45A6-87FF511C941805B1%7D/Documents/Information%20required%20for%20a%20listed%20building%20 consent%20application.pdf What requires a Listed Building Consent?

Listed building consent is required for the following:

1) any alterations or additions, both internally and externally, which affect the special interest

of the listed building;

2) demolition of all, or any part of, the building or any other building within the curtilage of

the listed building that was constructed prior to 1st July 1948;

3) any works of alteration or extension, whether internal or external, to a curtilage building;

4) any repair that does not replicate the existing fabric exactly; and

5) extensive repairs (even on a ‘like for like’ basis) or repairs that involve the removal of

historic fabric.

In terms of the requirements for making the application, the legislation simply states that: 'Such an application shall be made in such form as the authority may require and shall contain:

(a) sufficient particulars to identify the building to which it relates, including a plan

(b) such other plans and drawings as are necessary to describe the works which are the subject

of the application, and

(c) such other particulars as may be required by the authority.'

MAKING AN APPLICATION Submissions may now be made either by hard copy or electronically, via the Planning Portal (see below). The documents required for a typical 'traditional' (non-electronic) application for listed building consent are: • A completed application form.

• A site location plan, based on an ordnance survey plan, at 1:1,250 or 1:2,500 scale (this

varies between authorities) showing the site outlined in red and any other land owned or controlled by the applicant outlined in blue.

• A site plan at 1:500 or 1:200 showing site boundaries, roads and trees (not all authorities

state this as a specific requirement and it is unlikely to be appropriate in all circumstances).

• Plans and elevations at 1:100 or 1:50 (again, these may not all be appropriate in all

circumstances).

• Detailed drawings at 1:20, or larger, for specific items of work and detailing.

• A certificate of ownership in accordance with Section 11 of the Listed Buildings Act. There

are four certificates A-D, covering a range of circumstances. Where the applicant is not the

building owner, notices must also be served.

• A Design and Access Statement or Design Statement (as appropriate). This should

briefly set out the history of the building and its historical development, the background

to the proposals which form the basis of the application, the reasoning behind the

proposals, how these fit into the context of the building itself, and how they help to

preserve the special character of the building and to preserve the historic fabric, and why

the proposed intervention is justified.

wEEKLY TASK 9

Design process (plan of work) TASK/ EXERCISE:

Identify each stage of the design process 0 to 9 [Plan of Work] References : http://www.leeds.ac.uk/rps/assets/docs/RIBA_Work_Stages.pdf http://www.architecture.com/Files/RIBAProfessionalServices/Practice/RIBAPlanofWork2013Template.pdf Project plan (plan of work) shows to process from briefing, desgining, constructing, maintaining, operating and using building projects in a number of key stages. (STAGE 0 : Strategic Definition (All clients interest / Lead Designer) • Identify client’s requirements and Strategic Brief and other project requirements.

• Preparation of studies to enable the client to decide whether to proceed and to select the

probable procurement method.

• The Strategic Brief may require a review of a number of sites or alternative options,such as

extensions, refurbishment or new build.

STAGE 1 : Preparation & Strategic Brief (Client’s representatives, consortium/ partnering team members, architects, engineers and Quantity Surveyor)

• Preparation of general outline of requirements and planning of future action on behalf of,

the client with client confirming key requirements and constraints.

• Identification of procedures, organisational structure and range of consultants and others

to be engaged for the project.

• The strategic brief is a key output from this stage and becomes the clear responsibility of

the client STAGE 2 : Concept Design / Outline Proposals (Client’s representatives, consortium/ partnering team members, architects, engineers, Quantity Surveyor and specialists required)

• Sketch Plans • Prepare Concept Design, including outline proposals for structural design, building

services systems, outline specifications and preliminary Cost Information along with

relevant Project Strategies in accordance with Design Programme.

• Agree alterations to brief and issue Final Project Brief.

• Provide the client with an appraisal and recommendation in order that they may determine

the form in which the project is to proceed.

• Ensure that it is feasible functionally, technically and financially.

• At this point the development of the strategic brief into the full project brief begins and

outline design proposals and cost estimates are prepared.

• Do studies on user requirements, technical aspects, planning, design and costs as necessary

to reach decisions

STAGE 3 : Developed Design / Scheme Design & Planning (Detailed Proposals / Submit Planning Application (Planning drawings) (All client interests, architects, engineers, QS and specialists and all statutory and other approving authorities, contractor (if appointed).

• Prepare Developed Design, including coordinated and updated proposals for structural

design, building services systems, outline specifications, Cost Information and Project • Strategies in accordance with Design Programme.

• Complete final development brief and full design of the project by the architect.

• Engineers prepare preliminary design.

• Preparation of cost plan and full explanatory report.

• Submit proposals for all approvals.

• Determines the general approach to the layout, design and construction in order to obtain

authoritative approval of the client on the outline proposals.

• The architectural, building services and structural engineering designs will all have been

developed, and will have been checked by the lead designer, with the stage design

coordinated and the Cost Information aligned to the Project Budget.

• On the outline proposals. The project brief will be fully developed and detailed proposals

will be made and compiled STAGE 4 : Technical Design (All client interests, architects, engineers, QS and specialists and all statutory and other approving authorities, contractor (if appointed). ) • Full design of every part and component of the building by collaboration of all concerned.

• Review and update Sustainability, Maintenance and Operational and Handover Strategies

and Risk Assessments.

• Prepare and submit Building Regulations submission and any other third party submissions

requiring consent.

• Using the design coordinated during the previous stage, the designers should now be able

to develop their Technical Designs independently, with a degree of autonomy.

• The lead designer will provide input to certain aspects, including a review of each designer’s

work.

• Once the work of the design team has been progressed to the appropriate level of detail,

specialist subcontractors and/or suppliers undertaking design work will be able to progress

their design work.

• The lead designer and other designers, where required as part of their Schedule of Services,

may have duties to review this design information and to ensure that specialist subcontractor

design work is integrated with the coordinated design.

• By the end of this stage, all aspects of the design will be completed, apart from minor

queries arising from the site during the construction stage.

(1) Production Information

(Architects, QS, engineers and specialists,contractor (if appointed).

• Final decisions taken on every matter related to design, specification, constructi

and cost.

• Production information is first prepared in sufficient detail to enable a tender or

tenders to be obtained.

• All statutory approvals should be obtained by the end of this phase.

• Prepare final production information i.e. drawings, schedules and specifications

wEEKLY TASK 10

contract / procurement TASK/ EXERCISE:

(2) Tender Documents / Bills of Quantities

(Architects, QS, engineers and specialists,contractor (if appointed).

• Prepare and collate tender documentation in sufficient detail to enable a tender or

tenders to be obtained for the construction of the Project • Prepare Bills of Quantities and tender documents (3) Tender Action (Architects, QS, engineers, contractor, client) • Prepare and complete all information and arrangements for obtaining tender • Identify potential contractors and/or specialists for the construction of the project.

• Hold pre-tender briefing for potential contractors to ensure they have a good

project understanding.

• Tenders obtained and apraised with recommendations made to the client body of • Steering Group to allow an appointment to be made.

• It is important that the contractors’ understanding of, and commitment to, the

project vision and its sustainability is tested at this stage.

• Appoint contractor.

(4) Project Planning / Mobilisation (Architects, QS, engineers, contractor, client) • Take action in accordance with the RIBA Plan of Work.

• Appoint contractor.

• Building contract let and contractor appointed.

• Production information issued to the contractor.

• Site is handed over to the contractor to prepare prior to construction STAGE 5 : Construction (Contractors, subcontractors) • During this stage, the building is constructed on site in accordance with the Construction

Programme. Construction includes the erection of components that have been fabricated

off site.

• Contractor programmes the work in accordance with the contract and commences work

on site.

• Regular site inspections of work to ensure it meets specification.

STAGE 6 : Handover & Close Out (Architects, QS, engineers, contractor, sub-contractors, client) • This Stage is clearly separated from the construction phase.

• Final inspections are made to ensure specifications have been met.

• In addition, the final account is settled.

• The project team’s priorities during this stage will be facilitating the successful handover.

• Attending Feedback workshops. Considering how any lessons learned might be applied on

future projects.

• Undertaking tasks in relation to commissioning or ensuring the successful operation and

management of the building. of the building in line with the Project Programme.

STAGE 7 : In Use (Architects, QS, engineers, contractor, client, users as appropriate) • At this Stage, the building has been handed over to the client for occupation.

• Any defects will have been remedied and the final account settled.

• This allows the management, construction and performance of the project to be assessed.

• Analyse job records and inspect completed building(s) as appropriate.

Selection/ Contract Type/ Documentation - Stewart will talk about Procurement approach References : http://www.buildingconservation.com/articles/listedbuilding/listedbuilding.htm http://www.basingstoke.gov.uk/Resources/1/8/%7B181EABDB-2E15-45A6-87FF511C941805B1%7D/Documents/Information%20required%20for%20a%20listed%20building%20 consent%20application.pdf CONTRACT TYPE Traditional / Conventional Method A traditional contract, sometimes referred to as design bid build, is a contract between a client and a contractor for the construction of a fully designed project. The client first appoints consultants to design the project in detail, and then prepare tender documentation, including drawings, work schedules and bills of quantities. Contractors are usually selected and appointed by competitive tender but sometimes by negotiation. The traditional contracts require the client to appoint a professional consultant (i.e architect, quantity surveyor, contract administrator) to act as an independent contract administrator. Typically the client retains the design consultants during the construction phase to prepare any additional design information that may be required, to review any designs that might be prepared by the contractor, and to inspect the works. Normally, one consultant (usually the architect) will be appointed to administer the contract. The client has control over the design through their appointed consultants and there is no design responsibility on the contractor. The design and construction are separate sequential processes and this result in increasing the overall time project.

There is reasonable certainty on the cost of the project because the contract figure is usually known at the outset. The contract does have provision for cost to be adjusted later, if required.

There are three subsidiary variations of the Traditional Contract :

(1) Lump-sum contracts.

This form of procurement is suitable for both experienced and inexperienced clients.

Fully developing the design before tender gives the client certainty about the design quality and cost but it can be slower than other forms of contracting and as the contractor is appointed only once the design is complete, they are not able to help improve the buildability and packaging of proposals as they develop.

It is considered to be a low risk method of contracting for the client, as the contractor takes the financial risk for construction. With lump sum contracts, the contract sum is determined before construction work is started. Contracts ‘with quantities’ are priced on the basis of drawings and firm bills of quantities. ‘Without quantities’ means a contract priced on the basis of drawings and usually another document, such as a specification or work schedules.

(2) Cost reimbursement Contract Sometimes referred to as ‘cost-plus’ or ‘prime cost’ contracts, these work on the basis that the sum is calculated from the actual costs of labour, plant and materials to which an amount is added to cover overheads and profit. The overhead and profit amount can be a fixed-sum, percentage, or some other reimbursement payment. This type of contract is only generally used where the circumstances of the project preclude other alternatives or where a partnering ethos is in place, as it can be quite high risk for the client.

wEEKLY TASK 11

(3) Measurement Contracts.

The contract sum for measurement contracts is not finalised until completion of the project, where it is assessed on remeasurement to a previously agreed basis. This type of contract can arise where the works to be carried out by the contractor cannot for good reason be accurately measured before tender. Normally the design will be reasonably complete and an accurate indication of quality will be available to the tenderer. The contract of this type with least risk to the client is probably that based on drawings and approximate quantities. Measurement contracts can also be based on drawings and a schedule of rates or prices. A varient of this is the measured term contract under which individual works can be initiated by instructions as part of a programme of work, and priced according to rates related to the catergories of work likely to form part of the programme.

Design and Build Method Design and Build procurement works on the basis that the main contractor is responsible for undertaking both the design and construction work on a project, for an agreed lump-sum price. The client may need to appoint consultants to advise on his design requirements and costs, if he does not have this expertise available in-house. The level of design responsibility and input from the contractor is much greater on design and build projects than a traditional contract with a contractor’s designed portion.

• As design and construction can be carried out in parallel, the overall programme time of design and build projects can be shorter. However this depends on how much design the contractor is responsible for.

• There is reasonable certainty over costs because the contract price is known at the outset. Provided the employer does not order changes during the construction of the work, the contractor will be obliged (subject to the conditions) to complete the project for the contract sum. If the employer does require design or specification changes during the construction period, the contractor advises as to the effect this may have on costs or additional time needed.

• Design and Build is a relatively low risk procurement option for the employer, in terms of cost and time. There can be a risk related to design and quality, particularly if the employer's requirements were not properly gathered and if insufficient time went into examining the contractor's proposal.

Management Contracts Management procurement is a method where construction works is completed using a series of separate works or trade contracts which the main contractor is responsible for managing. The contractor does not actually do the physical work, but is paid a sum for managing the project through the various works packages.The employer starts by appointing consultants and a contract administrator to prepare drawings, a project specification and cost plan. The employer has control over design throughout the project through their professional team.

comparison of the 3 procurements TASK/ EXERCISE:

Review the x3 Prime methods of procurement in terms of Pro’s and Con’s - Design & Build [D&B], Traditional, Management Contracts References : http://www.slideshare.net/sarahjvfox/guide-to-construction-procurement-strategies TRADITIONAL

MANAGEMENT

Clients wants control over design & quality; able to provide time to make decisions, manage chance, provide instructions.

Experienced client able to evaluate tenders on design, buildability & quality (lack of independent advice) Client needs single-point responsibility & minimal involvement.

Full tender documentation available before contract

Tender requirements clear (changes afterwards expensive)

Complex, large-scale projects requiring additional management expertise & good planning

Time for design & Construction phases

Total project time longest time - complete design required before contract award. Time certainty by commitment to construct

Competition for post-award services & works. Tender evaluation on price & product.

No direct client benefit from subcontract competition

Shortest total project team as early start on site, multiple elements proceed in parallel.

Contractor flexibility during works

Scope for competition on cost

Separate competitions for design services & works.

Detailed brief enables effective evaluation of construction tenders

Competition for post-award services & works. Tender evaluation on price & product.

No direct client benefit from subcontract competition

Most effective competition for design, works & subcontract packages. Value engineering key element.

Direct benefits to client

Designers set & monitor quality & functionality for client. Contractor responsible for achievement.

Low levels of buildability as no contractor input to design

Higher levels of buildability as contractor completes design.

Client has no direct control over quality & functionality (and may not have own supervisor)

Highest levels of buildability as contractor involved before commitment to invest.

Increased specialisation of supply chain (i.e. higher quality?)

Client retains flexibility for design changes after commitment to construct

Contractor flexibility in developing details & proposing solutions during tender & construction

Client retains flexibility for design changes at any time until works packages completed

No cost certainty during design phase. Cost certainty after commitment to construct. Cost monitoring at all stages

Best for price certainty, but higher overall cost if transfer of design risk to contractor (singlepoint responsibility).

Cost of changes can be high

No firm price at commitment to construct.

Contractor not responsible for managing cost of works

Design team responsible for design & monitoring, contractor for workmanship

Contractor responsible for design and workmanship.

Client may have independent monitoring

Complicated contractual framework with limited remedies

Low as delegated to contract administrator/ architect

Medium as CA (employer’s Agent) has lesser role

Variable but high preferable as more risk taken by client & needs hands-on control

Most suitable employers/ developers

Most suitable project

Management & Control of Quality Standards

Flexibility to change specification

Certainty of Price

• Design can proceed in parallel with construction, and much of the design might be of a specialist nature related to a specific package of work. Early starts on site are often possible and overall project time can be reduced as a result.

• There is no certainty over cost at the outset and work proceeds on the basis of the cost plan. The \ final cost of the project will not be known until the final works package is let, however costs can be monitored and controlled by the employer's professional team.

DESIGN & BUILD

Clarity of Remidies for Design Degree of client Involvement

SUMMARY

Better for cost and quality

better for cost and time

Experienced client with existing teams of advisers and good processes for decision-making.

better for time and quality

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