Management Practice & Law

SONG ARCHITECTS

SONG PEI FEN 11019165 U30072 Management Practice & Law

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CONTENTS Theme 1

Communications and presentation

3 - 16

Theme 2

Managing a small business [resources, finance & technology]

17 - 32

Theme 3

Professional in changing context

33 - 47

Theme 4 Self-management and appraisal of working practices

48 - 59

Theme 5 Legal, Statutory, contractual and

procedural aspects of contemporary practice

60 - 78

79 - 80

Bibliography

CONTENTS PAGE | 3

THEME ONE Communications and presentation

Song Architects website page Curriculum Vitae Final Studio Project Interview Preparation

THEME 1 | 4

Song Architects 1 Gipsy Lane Headington Oxford OX3 7PT Tel : +447741936220 SongA@songarchitects.co.uk

Mr. Dreamon Money Bags Trust Fund Sunnyside Hill Grass Green Headinclouds Oxford OX1 007 5th January 2014

Dear Mr Dreamon Application for the funding and backing for Song Architects First of all I would like to extend my gratitude on behalf of Song Architects for the interest MBTF Ltd takes in us. I am extremely excited for my company to be given this golden ticket to discover and stage our potentials.

Throughout my studies in BA(Hons) Architecture at Oxford Brookes University, I have thoroughly enjoyed the process of designing, making and presenting, taking particular interest in the field of emerging architectural technology - a ‘living architecture’. I am confident that my passion and skills would provide a positive springboard for me to achieve my aim of creating a bottom-up approach to architecture that has more engaging interactions with the surrounding, using creative interactive technology.

I am pleased to present to you my company website, my own curriculum vitae and a PowerPoint presentation of my final studio project. Enclosed with this letter is a list of interview preparation tips that I have practised myself. With this compilation of my best works, I hope to show you that Song Architects is the ideal recipient of your funding. Your support will help us realise the company’s aspirations and goals.

As a young architectural firm, we aspire to develop designs programmed for growth, development and achievements. The endeavour of design is a concept the company finds truly interesting and we approach it with an extensive application of digital and analogue architectural techniques.

I look forward to meeting you and the rest of the board in person at the interview to discuss about our plans of working together.

Yours Sincerely,

PF Song Song Architects Managing Director

THEME 1 | 5

Song Architects Webpage

1 2

SONG ARCHITECTS WEBSITE PAGE | 6

3 4

SONG ARCHITECTS WEBSITE PAGE | 7

Song Pei Fen 1, Gipsy Lane Headington OX3 7PT, Oxford Tel : +447741936220 (UK) Tel : +6042817096 (Malaysia) Email address : 11019165@brookes.ac.uk

Profile

Experience

A passionate, creative and highly motivated Part 1 graduate seeking a year out position, with previous applied architectural experience and excellent communication and management skills.

OI Design, Penang Architectural Intern

Education Oxford Brookes University,

2011 – 2014 Oxford, United Kingdom

BA (Hons) Architecture [RIBA Part1] Fully sponsored by High Commission of Malaysia International Education Centre 2009 – 2011 Shah Alam, Selangor, Malaysia Completed Edexcel A-Levels with : A* in Core Mathematics and Mechanics A* in Further Mathematics and Statistics A in Physics Sekolah Menengah Kebangsaan 2004 – 2008 Convent Green Lane, Penang, Malaysia

7As (straight As) in the Lower Secondary Assessment (PMR), 11A1s (straight As) in the Malaysian Certificate of Education (SPM), equivalent of GCSE

July - August 2013

Gained valuable drawing and technical experience of the building regulations when working on Silver Streak Hotel Project in India, a sales gallery for Aspen BM highend condominium project and a show unit for Jerejak high-end condominium project. Gained knowledge of project management through the revision of paperwork for Plot 7 South Bay project in Penang

ASSEMBLE, London May 2013 OTO Project Volunteer Gained valuable hands-on experience in sustainable construction of a new project space for artists which is aimed for workshops, talks, film screenings and installations. Experience in building trench foundation and rubble bag walls

(News featured in https://www.facebook.com/media/set/?set =a.579674255411028.1073741826.137602686284856&type=3)

Shanghai 30s, Oxford January – May 2012 Part time Waitress Developed excellent communication skills with the customers and kitchen crew

MH Boey Architects, Penang April 2009 Architectural Assistant Assisted with project in Papua New Guinea by sourcing information about building codes and town planning system from the internet . Use of Microsoft PowerPoint to graphically lay out presentation slides.

Revision of technical construction Autocad drawings

Cerebral Palsy Children’s Jan-March 2009 Association of Penang Volunteer Helped children with their daily academic and extra-curricular activities.

CURRICULUM VITAE | 8

Key Skills Great interest and good knowledge in photography with DSLR camera and graphic layout Proficient in Photoshop, InDesign, AutoCAD Good knowledge in Illustrator, SketchUp, Autodesk 3DStudio Max Additional knowledge of Ecotect, Rhino and Premiere Pro Familiar with Windows Operating Systems and Microsoft processing suite Keen interest and skills in carpentry, metal works, model making and visual arts Full Malaysian driving license (applicable in UK)

Malay Language Teen Forum Competition (Champion & Best Chairperson District Level)

2008

High Merit in ABRSM Practical 2008 Piano Exam Grade 8 Best student awards for

Core Mathematics & Additional Mathematics in Form4

2007

Young Enterprise Competition (Best Product Award & Most Profitable Stall Award)

2007

Selected Accomplishments

References

Chairman of INTEC Toastmasters 2011 Club and organised a public speaking workshop with Division C, D51 Toastmaster International at Monfort Boys Town School, Batu Tiga, Shah Alam

Jane Anderson Programme Lead for Undergraduate Architecture Subject Coordinator for BA(Hons) Architecture j.anderson@brookes.ac.uk

Competent Communicator and 2011 Advanced Leader Bronze Award in International Toastmasters (news featured in http://intec.uitm.edu.my/component/content/article/69-intec-activities/289-4-division-c-awards-for-intec-toastmasters-club.html)

Toby Smith Associate Lecturer BA Design Tutor Oxford Brookes University tsmith@brookes.ac.uk

Best student awards for 2008 Core Mathematics &Additional Mathematics in Form5

Black Belt in Karate Goshin-Ryu 2008

CURRICULUM VITAE | 9

Final Studio Project

POWER STATION Osney Pipe Organ Workshop An exchange & interchange between music as a “fuel” & Pipe organ as the “production”, supported by the community and historical background of osney.

The power station located in Osney, Oxford portrays the revival of majestic musical ambience created by the pipe organ which has been around in Oxford for centuries

1 2 Site Analysis

The site for the Pipe organ workshop is located in Osney Island, Osney, Oxford The area has many transport links to the rest of London, the rest of the country, and, due to its proximity to Kings Cross St. Pancras, directly to the rest of Europe.

It is an area which is subject to large levels of government funding to ensure it become the countries ‘Tech City’.

As a practice local to this area we feel we have a great understanding in this project, and that we can play our part in attracting an influx of people to Old Street to boost its economy and status.

FINAL STUDIO PROJECT | 10

Research

3 4

The next approach to the project was to source for information about the manufacture of a pipe organ.

I visited Mr. Kenneth who runs the kenneth tickell & company which builds pipe organs in northampton. at the time i visited the company, a pipe organ designed for tokyo university was under construction, so i got to witness the working stages while interviewing mr kenneth and the workers.

Research

After the visit to the pipe organ factory, i did an extensive research about pipes and the body of the organ, how the quality of sound depends on various materials and construction methods of the organ the process of making a metal and wooden pipe & assembly of the individual components

FINAL STUDIO PROJECT | 11

Research

In addition to the research of pipe organ, i did an interview with a pipe organist who tuned the pipe organ in a church in oxford. besides getting to know the history of pipe organs in oxford, i also got to know the the life of an organ which can lasts for short or long time depending on the type/quality, maintenance and restoration of the organs every 5 years, the cost of maintenance & the future of the pipe organ industry in the traditional musical setting of oxford.

exploration/testing of ideas

physical testing of ideas - movable/transportable pipes in a space, arrangement/assembly of pipes, organisation of space and creation of spatial experience affected by pipe making activities

FINAL STUDIO PROJECT | 12

5 6

exploration/testing of quality of light through the pipes

7 8

physical testing of ideas - spatial quality of light through pipes of various shapes and materials, spatial experience influenced by the arrangement and movement of pipe making activities

visualisation - final building proposal on site

final pipe organ workshop in osney island, drawing inspiration from natural sources on site such as wind, water and aura of the place. filling osney with musical ambience through the joyful and intriguing design & making of the pipe organ. the spectacle of the process would appeal to passersby while the sounds of making create a musical playground in osney especially for public in the weekends.

FINAL STUDIO PROJECT | 13

Towards A Successful Interview Before the interview Call up the company to express gratitude for their interest in your work and express your interest in the offer. Arrange for an interview date, time, venue and query about the format of the interview.

Research the company’s principles, past achievements and current projects to get a good knowledge and understanding of what their interests and expectations are in the interview and a future employee. Also check the company’s online network links on LinkedIn page, Twitter and Facebook page to keep up-to-date their team leader and staff and current projects.

RESEARCH ! RESEARCH ! RESEARCH !

Research the venue of interview, confirm the dates and times of the interview, check the routes and method of transportation to use. It is best to visit the venue earlier and familiarise yourself with the surrounding.

Create a draft presentation and proofread it, make sure the topic is thoroughly revised and that the message is clear and well supported.

Rehearse the presentation in front of a group of peers to get feedback and improve. Getting another person’s point of view is important and makes you think out of the box and be more empathetic towards the person listening.

Mock interviews with friends

Prepare original and copies of required documentation, if necessary, get them verified.

Forecast questions and answers to ensure that you are ready to answer any questions that may be asked, and that you can answer them in a professional manner.

Prepare back up plans for scenarios that may happen unintentionally during the interview to gain composure and confidence to solve the situation skilfully.

Get enough rest the night before the day of interview to gain energy and alertness. Put aside important documents and other things to bring to the interview to avoid panic and hassle for finding them on the day of the interview.

Believe in yourself !

INTERVIEW PREPARATION | 14

Sleep deprivation kills

Day of interview Dress appropriately to convey the right impression and your commitment to the interview.

Test the digital presentation on the computer and make backup copies before arriving at the interview.

Arrive on time, with all the important documents easily to hand (C.V and references, portfolio and business cards).

Turn off mobile devices.

First impression on the outlook stays

Clearly introduce yourself and talk in a polite manner and correct language. Introduce and explain the project while displaying it clearly to them. Talk also about your credentials and how you may contribute to the company.

If presenting work digitally on the screen, make sure the equipment is working and positioned to face the interviewers and the lighting is conducive for viewing the screen.

If there it is a panel interview, address your answers to all the interviewers with special attention to the member that you are directly applying to.

Sitting posture and body language is crucial

Show passion in your project and let your passion fill the ambience of the room and your interviewers be inspired by you.

Answer questions with steadiness and clarity, with a sense of control.

Outline your aspirations, future plans and contributions as a fresh energetic graduate to the company; show them that you will be a profitable asset to the company.

Relax, Smile, be positive and enthusiastic to portray interest and happiness to be in the interview. Let the interview be an enjoyable, happy and memorable process to you and the interviewers by making 2-way connections through questions and experience. Remember, the interviewers are humans too who like to be heard and feel connected.

Smile and Relax

Sit up, Listen and concentrate - Getting distracted and missing a question looks bad on your part. If you zone out, your potential employer will wonder how you will be able to stay focused during a day on the job, if you can’t even focus during one interview. To avoid your attention from slipping away, maintain eye contact, lean forward slightly when talking to your interviewer, and make an active effort to listen effectively.

Finish the interview on a positive note and provide the audience with important documents or a business card to ensure that you can be remembered out of the thousands of other interviewees.

Thank the interviewer for their time and attention and for giving you the opportunity to stage your potential and discover the company.

INTERVIEW PREPARATION | 15

Friendly. firm handshake to greet and thank the interviewer

Post interview Follow the interview up afterwards through a phone call. This shows that you have interest in the result and also prompts them to remember you.

If the interview did not go well, depending on the situation, you may be able to convince the employer to reconsider you. You may send an email to the company thanking them for the opportunity to interview and request for another interview.

If the interview is unsuccessful and there’s no second chance to go through it again, request feedback, so this can reinforce your preparation for the next interview.

Follow up with calls/emails

Most Common mistakes during interview to avoid Talking excessively or too little Talking too much shows lack of control and respect for the interview.

Keep your answers succinct, to-the-point and focused and don’t ramble - simply answer the question. Be aware of the line separating personal life and work life.

Lack of speech during interview shows absence of confidence, enthusiasm and soft skills to engage in public relations and voice thoughts.

Late arrival Running late not only suggests poor time management skills, but shows a lack of respect for the company, the position and your interviewer.

Always arrive on time, or even early, to avoid panic and looking like a mess in the interview.

Dress inappropriately Your visual representation of yourself creates the first impression in the interviewers. It’s important look well-dressed in all interviews to reflect a professional image of yourself and the company. A durable classic interview suit is a better investment than the latest trendy attire that will only last a season.

Lack of empathy and unprepared to discuss future career plans and goals with the company Not tuning in with the context will create an unpleasant disconnection between you and the interviewers. A successful candidate puts himself in the shoes of the interviewer and delivers what is expected without neglecting his own ethos. Not having a plan for your own future and the company’s potential shows ignorance, laziness and unworthiness to be employed.

INTERVIEW PREPARATION | 16

Interviewers will be bored or irritated by excessive talking

Inappropriate attire damages first impression and affects the interview

THEME TWO Managing a small business

[Resources, finance and technologies]

Types of business models

Business model of Song Architects

Formation of Song Architects

Company’s Articles of Association

Directors’ Responsiblities to shareholders Financial control tools

Legal factors with employment

Project cost control mechanism

THEME 2 | 17

Song Architects 1 Gipsy Lane Headington Oxford OX3 7PT Tel - +447741936220 SongA@songarchitects.co.uk

Mr. Dreamon Money Bags Trust Fund Sunnyside Hill Grass Green Headinclouds Oxford OX1 007

20 January 2014 Dear Mr Dreamon Managing a small business – resources, finance and technologies Following our award for MBTF Ltd ‘Young Genius Designer’ funding we are pleased to provide you with information regarding Song Architects as a Limited Liability Partnership.

The information supplied with this letter give you an insight into the business model your funding will be supporting. The reasons for setting up the company as a LLP are outlined in this report, along with its characteristics, responsibilities and obligations of its members, financial control tools and key legal factors within this business model.

We hope this report provides adequate information of our business model, financial tools and ethics. Should further explanation or information be required please do not hesitate to contact me.

Yours Sincerely,

PF Song Song Architects Managing Director

THEME 2 | 18

Major forms of business models

Sole proprietor A business owned and managed by one person

Limited Liability Company A corporate structure whereby the members of the company cannot be held personally liable for the company’s debts or liabilities.

TYPES OF BUSINESS MODELS | 19

General Partnership A legal agreement between two or more people legally to manage and operate the business. All partners are equally and personally liable for the debts from the business. All owners share in operating the business and in assuming liability for the business’s debts.

Deed of Partnership The legal handbook outlines a checklist of items to be considered for a deed of partnership. The terms of a partnership agreement should be tailored to the mutual requirements of the parties.

The items to considered are:

Name of firm

Place of business

Commencement date Duration

Provision of capital

Property

Mutual rights and duties

Miscellaneous earnings

Profits and losses

Limited Liability Partnership A legal agreement among two or more partners to conduct a business jointly, and in which one or more of the partners is liable only to the extent of the amount of money that partner has invested.

Limited partners do not receive dividends, but enjoy direct access to the flow of income and expenses.

TYPES OF BUSINESS MODELS | 20

Banking and accountants

Employment of locum

tenens (temporary

substitution/placeholders)

Constitution of firm

Retirement at will Dissolution

Restrictions on practice Insurances Arbitration

SONG ARCHITECTS

L IMITED L IAB IL ITY PAR TNER SHI P ( L L P)

Song Architects is a limited liability partnership, founded by Ar. Song, Ar. Queen and Ir. Joy in December 2008. Song and Queen are the first founders of the partnership in 2008, 4 years after graduating with a Part 3 qualification from Oxford Brookes University. Joy, a highly-qualified M&E engineer who had 10 years of working experience at ARUP Associates in Dubai later contributed to the partnership and becomes a codirector.

Currently, the company employs 16 people, from various professional backgrounds and nationalities. Based in Oxford, we are an architecture practice that brings together creative, innovative and explorative minds from all around the world. Thus, our office always welcomes the collaboration of international designers through competitions and joined projects of all forms and sizes.

Song Architects is located at the intersection of Gipsy Lane, Grays Road and Headington Road in Oxford, 5 minutes from Oxford Brookes University. The office is a modern architecture that stands out in the area it sits in.

BUSINESS MODEL OF SONG ARCHITECTS | 21

The factors of choosing the LLP as our business model There are no restrictions in Codes of Conduct to structure a company. The Architects Act 2007 permits registered architects to practise as partnership or companies, limited or unlimited.

The RIBA Code of Professional Conduct states in its preface that ‘A member is at liberty to engage in any activity, whether as proprietor, director, principal, partner, manager, superintendent, controller or salaried employee of, or consultant to, anybody corporate or unincorporate, or in any other capacity provided that his conduct complies with the Principles of this Code and the Rules applying to his circumstances’.

Limited liability partnerships are a popular option for architects to set up a business.

As a new practice, the benefits that the Limited Liability Partnership model provides for the practice outweigh the other business models.

It benefits from the advantages of limited liability granted to limited companies, while still taking advantage of the flexibility of the partnership model.

Compared to other business models, the LLP is manageable and most efficient model for a new small practice. Only the partners get to make the decisions, so there is no interference from share holders.

All the partners have high experience and qualification to run the business and manage finance and law audits. We all share similar aspirations for the company. Thus, this would establish good ethos and high business ethic within the company.

Future expansion to the company could be done effectively.

The major benefit comes with tax. In an LLP there is no tax charge in changing the internal structure.

This then allows for revision and reviewing of the arrangements as much as we like. This then equates to less paperwork regarding HM Revenue & Customs as are they are not concerned with our shares.

The company itself will be liable for the full extent of its assets. The partners are not liable for business debts, employee claims or public liability. Liability is limited to the amount of money the partners each invest in the business

BUSINESS MODEL OF SONG ARCHITECTS | 22

Formation of Song Architects (LLP) On 10 December 2008, Song Architects filed the incorporation document LLPIN01 at Companies House to register the company. A registration fee of £40 was paid together with the submission of the application form and the name ‘Song Architects’, and the address of the practice was registered. Other details such as the names and address of each member of the LLP and the identities of the designated members are also included in the application.

The practice received a certificate of incorporation and this provided the conclusive evidence that the requirements of the LLP Act 2000 are complied with. This allowed the newly registered Song Architects to commence its business.

The application form to register the company and certificate of incorporation of the LLP are shown below.

The management and structure was set up by the three founding members in the most ideal limited liability partnership agreement. The agreements and liaisons between the founding members are tailored to the best interest of the business. Due to the difference in capital contribution, workloads and responsibilities it was decided that the share of profit would not be split equally. The agreement made is shown on the following page.

As the designated members the responsibilities of Mr Dreamon (Representing MBTF Ltd), PF Song, JS Queen and L Joy, on top of the LLP agreement, are: 1.

The appointment of an auditor (if required).

2.

The signing of annual accounts and the delivery of these to

the Companies House.

3.

To notify Companies House of any change in the members

or name of the business.

4.

The preparing, signing and delivery of annual returns

to Companies House.

5.

In the event of Insolvency proceedings,

providing any statement setting out the affairs

of the business i.e. assets, debts and liabilities.

LLIN01 Application form to register the limited liability partnership with the Companies House, form could be obtained from the website of Companies House FORMATION OF SONG ARCHITECTS | 23

SONG ARCHITECTS CERTIFICATE OF INCORPORATION

FORMATION OF SONG ARCHITECTS | 24

SONG ARCHITECTS ORGANISATION CHART

Company’s Articles of Association The articles of association of Song Architects was set up when the company was registered with the Companies House. It contains the rules for its internal regulation and management that the shareholders/ directors of the company have agreed to. For example, rules about how decisions that affect the company must be made, meeting procedures, directors’ powers and responsibilities, members’ rights and procedure for paying dividends and capitalisation of profits.

FORMATION OF SONG ARCHITECTS | 25

Financial control mechanisms (A) (B) (C) (D)

Cashflow forecast Business plan Monthly management monitoring Time sheets

Cashflow forecast A cash flow projection is crucial for the company to foresee and prepare for potential shortages and surpluses. With an efficient cash flow management, the company can have better control over the adequate cash reserves to pay bills, expand the business and make capital improvements. Interest costs could be reduced through managed borrowing and interest income could be increased by transferring funds into higher-interest accounts. The cash flow forecast enables the company to foster better relationship with the bank and other lenders.

Some of the most important factors to be considered when making the cash flow prediction are demographic data from the market area, the company’s sales history or the history of similar businesses operated by competitors and the relative state of the economy.

FINANCIAL CONTROL TOOLS | 26

Business Plan

3.

The act of planning a business plan will help the company to research and study the business model in a systematic and critical way. Although it may be time-consuming at first to set up a business plan, but it is proven to have long-term benefits and avoids costly mistakes later.

•

Song Architects’s business plan includes : 1.

A business description and mission statement

• Reason for the creation of the company • A basic description of how it intends to meet its primary objective • Company’s mission statement that includes the company goals and objectives “ Song Architects aims to provide outstanding solutions and service to the architecture and construction industry in and beyond UK. Our ultimate goal is to be a healthy, successful company that delivers excellence in fostering a sustainable built environment that will meet the needs of everybody. Besides aiming to achieve annual sales targets and customer’s satisfaction, Song Architects strives to make a positive impact on the natural environment by creating zerocarbon architecture. ” • Description of the company’s business and business philosophy – the key elements in the business • A brief history and then explain what it does • Identify the marketplace niche the company would fill and assert why the business will succeed • The reason of the location of the company and how it will benefit the local community 2.

Management and people profiles

• •

Legal form of ownership Organisational structure and management team Reasons why we are competent and can deliver results Identify targeted clients and market – their characteristics, demographics Professional and advisory support

• • •

A financial portrait and strategy

Financial aspects and potential of our business • Projections of basic data such as a projected balance sheet, a profit and loss account and an analysis of cash flow • Not to fill the business plan with overly optimistic financial projections that could

ultimately create a negative impression

of the company • Marketing strategy that includes

promotion, pricing, leasing structures of

our products or services, proposed

location and distribution channels • Sales forecast • Operational plan that includes

production methods, location and the

legal environment of manufacturing

process 4.

Sales and marketing objectives

• Market research – primary and secondary

research (Primary research – gathering

own data; Secondary research – using

published information) • Description of the intended market – the

size, the percent share of the market, the

current demand and demand in target market • Speculation of the growth potential and

opportunity for the company’s business • Identification of potential challenges to

face when entering the market – High

capital/production/marketing/shipping

costs, brand recognition, training skills,

tariff barriers and quotas • How the company will overcome these challenges • Research on competitors and compare

the company’s potential with the

compe tition. An example of a

competitive analysis is shown on the next page 5.

An executive summary

• Potential lenders will initially only read an

executive summary • Highlights of each section of the business plan • A clear synopsis of who we are, what we

do and where we’re heading.

FINANCIAL CONTROL TOOLS | 27

A S

P M

E L

Competitive Analysis as a sales and marketing strategy Monthly management monitoring

Time sheets

An effective monitoring and evaluation plan is required to determine the company’s progress in meeting its objectives and delivering its service.

Time sheets are a vital element to a successful business. We monitor the time the employees invest on doing a project completely and their daily working hours. By doing so, we keep track of the performance of the employees and the effective task allocation.

The plan also addresses issues related to content, program scope, defined coverage areas or target clients/markets should be re-examined.

Monitoring also helps in formulation of new monthly plans of action by detailing what has or has not been accomplished by previous ones.

Monitoring and evaluation is a way of systematically measuring and tracking the company’s activities and results. The data derived from monitoring and evaluation is critically important for the ongoing improvement and eventual optimization of the company’s goals and projects. It bolsters transparency and demonstrates good governance of the company, two qualities important to clients.

By combining employee work hours with project hours, we could expect which project to yield bigger results. The timesheets can be used for client billing purpose also.

By seeing the number of hours invested in previous projects we can estimate the working hours and pricing of upcoming project. And similarly by monitoring the performance of the employees from timesheet we can regulate the number of employees in the office

At Song Architects, we regularly monitor and evaluate the management of records within the organisation to ensure the effectiveness and efficiency of recordkeeping systems and processes.

A monthly report is produced to provide a clear picture and analysis of the company’s performance FINANCIAL CONTROL TOOLS | 28

Key legal factors of employment Song Architects employs people on a permanent basis, from all around the world.

The business ensures that the employee has the right to work in the practice and country in accordance to the Asylum and Immigration Act (1974). It is our responsibility to check whether our employees have permission to work in the U.K and to determine the identification of each worker (i.e passports, national insurance number).

Once hired the employee becomes entitled to holiday pay, a salary, business insurance and other benefits.

As well as these factors they are set their job role, work hours (if applicable), disciplinary procedures. These are set out in their own individual contract and these factors are agreed prior to the signing of the contract and during the hiring process.

Once the contract is signed the employee becomes protected by employment law and rights.

Every employee in Song Architects has rights at work which depend on - Statutory rights – legal rights based on laws passed by Parliament - Contract of employment Statutory Rights

Company contract of employment

1. the right to a written statement of terms of

employment within two months of starting work 2. the right to an itemised pay slip 3. the right to be paid at least the national

minimum wage 4. the right not to have illegal deductions made

from pay 5.

The right to paid holiday. Full-time employees

are entitled to at least 28 days a year. Part-

time employees are entitled to a pro rata amount 6. the right to time off for trade union duties and activities 7. the right to paid time off to look for work if

being made redundant 8. the right to time off for study or training for 16-

17 year olds 9. the right to paid time off for ante natal care 10. the right to paid maternity/paternity leave 11. the right to ask for flexible working to care for

children or adult dependents 12. the right to paid adoption leave 13. the right to take unpaid parental leave for

both men and women 14. the right under Health and Safety law to work

a maximum 48-hour working week 15. the right under Health and Safety law to

weekly and daily rest breaks 16. the right not to be discriminated against 17. the right to carry on working until you are at

least 65 18. the right to notice of dismissal 19. the right to claim compensation if unfairly dismissed 20. the right to claim redundancy pay if made redundant 21. the right not to suffer detriment or dismissal for

‘blowing the whistle’ on a matter of public

concern (malpractice) at the workplace 22. the right of a part-time worker to the same

contractual rights (pro-rata) as a comparable

full-time worker 23. the right of a fixed-term employee to the same

contractual rights as a comparable

permanent employee.

An agreement made between the employer and the employee.

Terms include : - Name of employer - Job title.

- Date the employment started and

whether any previous employment is

regarded as continuous with it.

- National minimum wage and the

payment of wages - Hours of work - Entitlement to holidays, holiday pay,

sickpay, and whether or not a pension

scheme exists.

- The length of notice to terminate the

employment contract which is required to

be given by each side - If one’s employment is not intended to

be continuous the period for which it is

expected to continue, if it is for a fixed

term the date on which it is to end.

- Duties of trust and confidence and duty

of fidelity - The place or places of work and whether

one’s required to work outside the

United Kingdom - Whether any collective agreements

directly affect one’s terms and conditions

of work.

- Flexible working - The rights of workers In addition, the contract of employment will also include ‘custom and practice’ agreements

LEGAL FACTORS WITH EMPLOYMENT | 29

Key Issues to Address about employment

3.

Song Architects is responsible for each employee and also has to comply with the Employment Act 2002.

All pregnant employees are entitled to paid time off for antenatal care. In addition, pregnant employees are entitled to 52 weeks’ maternity leave. This consists of 26 weeks’ Ordinary Maternity Leave and 26 weeks’ Additional Maternity Leave. The Employment Act 2002 provides a right for the partner of the mother or adopter’ leave to take up to two weeks paternity leave

Some key legal issues that the company has to address are: 1.

Discrimination / Equal opportunities

A practice of any size may not discriminate against partners with regard to the provision of benefits, facilities or services or by expelling them or subjecting them to detriment under the Sex Discrimination Act 1975 as amended by the Sex Discrimination Act 1986.

Practices may not discriminate in such matters on racial grounds under the Race Relations Act 1976 as amended by the Race Relations (Amendment) Act 2000. Discrimination against partners with disabilities for any reason related to their disabilities is not permitted under the Disability Discrimination Act 1995 as amended by the Disability Discrimination Act 2005.

2.

Health, safety, disability and sickness law

Health and Safety at Work Act 1974 imposes duties on all employers to ensure the health, safety and welfare of their employees. This includes the provision of safe plant and systems of work, and making arrangements for the safe handling, storage and transport of all articles used at work.

Information, instruction, training and supervision should be provided so as to ensure employees’ health and safety.

Under the Fire Precautions Act 1971 employers must ensure that fire precautions and means of escape are provided and maintained.

Employers are obliged to provide first-aid facilities and compensate for employees’ injuries at work.

4.

Rights arising on pregnancy

Working hours

The employee should only be contracted to agreed hours, not exceeding 48 hours as stated by the Working Time Regulations (1998).

5.

Unfair dismissal

Employees can take legal action against their employers if they feel they have been unfairly dismissed. If they feel forced to leave their job due to management behaviour they are also entitled to lodge a claim. This is more common with longer contracts and can be avoided through the use of regularly reconsidered temporary contracts.

6.

Contract termination

Employment contracts can be terminated in the following ways, each of which carries risk: - dismissal by the employer (with or without notice) - expiry and non-renewal of a fixed-term contract.

- constructive dismissal (where the employee resigns as a result of a fundamental frustration, where the contract becomes impossible to perform).

- breach of contract by the employer (rare and is usually due to sickness or imprisonment).

LEGAL FACTORS WITH EMPLOYEES | 30

Employees at Song Architects receive a remuneration based on qualification and experience Part 1 graduate/Draughtsmen level : £16,000 - £18,000 Part 2 graduate : £20,000 - £24,000 Part 3 graduate / architects : £27,000 - £32,000 Senior level/partner level : £38,000 - £45,000 Salaries may rise with experience and when chartered status is achieved

LEGAL FACTORS WITH EMPLOYEES | 31

Project cost control mechanism Song Architects practices a systematic cost control system for every project to gain the maximum profit within the designated time and budget and to produce excellent quality of work. It is a process that we practise throughout the construction period to ensure that the cost of the building is kept within the agreed cost limits.

According to Nunnally (1998), cost control of a project involves the measuring and collecting the cost record of a project and the work progress. It also involves the comparison of actual progress with the planning.

Complying with the RIBA plan of work, the cost control could be divided into four major stages: the control of cost during preparation, design, construction and post-completion stages. The control of costs is mainly managed by the contractors once the construction of project has started.

Cost Control Mechanisms in relation to RIBA stages of Work Preparation 0 – Strategic Definition 1 – Preparation and Brief

Construction 5 – Construction 6 – Handover and close out

Cost Control Techniques: Earned value analysis Invoice quarterly income record and expenditure record Predict 12 months ahead of work to evaluate the progress Unit Costing (Building prices per functional unit / per Square Metre) Building Cost Models Example of Early Stage Report on Costs Dangers of Client Misunderstanding – Cost / Time overruns Time/ Quality/ Cost Triangle

Cost control Techniques: Project cost-value reconciliation of Contract Sum with Latest Cost Plan Regular Monthly Cost Reports Regular Monthly Valuation of Construction Work Cost Options Costing Construction Details

Design 2 – Concept Design 3 – Developed Design 4 – Technical Design

Use of completed Building 7 – In Use Cost Control Techniques: Conclusion of administration of Building Contract Agreement of Final Account

Cost control Techniques: Preparation of Quantified Cost Plan Cost Options Updating of Quantified Cost Plan Further Cost Options Pre Selection of Firms Invited to Tender Tender Documentation – depends on type of contract procurement adopted (eg : Traditional With and Without Quantities; Approximate Quantities, Negotiation, Design and Build, Construction Management, Prime Cost, Serial Tendering, PFI) Reporting on Tenders – Interviews Placing of Construction Contract(s)

Figure by Olawale, Y., and Sun M. (2010)

PROJECT COST CONTROL MECHANISM | 32

THEME THREE Professional in a changing context [I.T] Introduction to BIM

Utilising BIM in Song Architects

Advantages and Disadvantages of BIM Future of BIM

Benefit of BIM on company’s projects

RIBA 2013 Plan of Work

BIM Overlay to RIBA 2013 Plan of Work

THEME 3 | 33

Song Architects 1 Gipsy Lane Headington Oxford OX3 7PT Tel - +447741936220 SongA@songarchitects.co.uk

Mr. Dreamon Money Bags Trust Fund Sunnyside Hill Grass Green Headinclouds Oxford OX1 007

5 February 2014 Dear Mr Dreamon Information regarding the changing I.T context of Song Architects I am pleased to present a thorough documentation of Song Architects’ insight into BIM and its implementation in our design projects. The following document explains the relevance of BIM to architects and the built environment in general and its future on the culture and politics of architecture.

As BIM is an integral part of the project management and work plan of Song Architects, we highlight the RIBA plan of work and the significance of BIM in the plan of work (2013).

Should further explanation be required or any doubts be clarified, please do not hesitate to contact me.

Best regards Yours Sincerely,

PF Song Song Architects Managing Director

THEME 3 | 34

WHAT is

BIM

BIM – Building Information Modelling is a new approach to describe and display the information required for the design, construction and operation of constructed facilities.

BIM defines and simulates the building, its delivery, and operation using integrated tools and softwares such as Revit and Vectorworks. By integrating information of the building and its lifecycle with the process, it ties together various threads of information used in construction into a single operating environment thus reducing the need for physical documentation of paperwork.

BIM supports a distributed team so that people, tools, and tasks can effectively share this information throughout the building lifecycle, thus eliminating data redundancy, data re-entry, data loss, miscommunication, and translation errors.

BIM models and manages graphics as well as information that allows the automatic generation of drawings and reports, design analysis, schedule simulation and facilities management. With greater transparency and collaboration between suppliers, BIM increases the efficiency of information transfer and reduce waste (procurement, process and material) through all levels of the supply chain.

It enables intelligent decisions about construction methodology, safer working arrangements, greater energy efficiency leading to carbon reductions and a critical focus on the whole life performance of facilities (or assets). It has great benefits for the economy that will accrue from better buildings and infrastructure delivered by the construction industry.

Process of Building Information Modeling Infographic

INTRODUCTION TO BIM | 35

In a live audio webinar chaired by Sarah Richardson, the editor of Building magazine on 27th February 2014, the speakers who spoke were Chris Mitchell (director of AWW), Andrew Marsh (Partner at DAC Beachcroft) and Andy Penny (Underwriting Manager at Zurich).

Chris Mitchell (left) : “BIM is not only for large buildings, it is for all types of buildings of various scales. BIM helps to identify elements and schedule and engages with the early stages of a design process. It plays a major role in the materialisation and processing of the design project. He believes the way forward is to invest in this technology. This digital system of information keeping avoids messy jumble of information in physical formats.�

The model above illustrates the progression, with respect to maturity level.

Companies are responsible to set up a series of protocols in order for every drawing to be created systematically with consistency. It is crucial for drawings to be legible, accurate and understandable. If the clients do not have their own protocol, the company can suggest its own set of protocols. There are some clients who request for the use of BIM.

INTRODUCTION TO BIM | 36

Levels in BIM The UK Government has mandated that all public building projects will have to be using BIM design processes at level 2, fully collaborative 3D BIM with Library Management, or higher by 2016. According to the NBS National BIM Survey 2013, 47% of companies in UK have already reached BIM ‘Maturity Level 2’ Levels in BIM :

0 1 2 3

Unmanaged CAD probably 2D, with paper (or electronic paper) as the most likely data exchange mechanism.

Managed CAD in 2 or 3D format using BS 1192:2007 with a collaboration tool providing a common data environment, possibly some standard data structures and formats. Commercial data managed by standalone finance and cost management packages with no integration.

Managed 3D environment held in separate discipline “BIM” tools with attached data. Commercial data managed by an ERP. Integration on the basis of proprietary interfaces or bespoke middleware could be regarded as “pBIM” (proprietary). The approach may utilise 4D Programme data and 5D cost elements.

Fully open process and data integration enabled by IFC / IFD. Managed by a collaborative model server. Could be regarded as iBIM or integrated BIM potentially employing concurrent engineering processes.

INTRODUCTION TO BIM | 37

Utilising BIM in Song Architects Song Architects, as a small medium enterprise started utilising BIM in our projects in August 2009.

Co-Director, L Joy is our design team’s Technical Director and BIM Manager whose responsibilities include : • Managing processes and procedures for information exchange on projects • Initiating and implementing the Project Information Plan and Asset Information Plan • Assisting in the preparation of Project Outputs e.g. data drops • Implementation of the BIM Protocol, including updating the Model Production and Delivery Table All employees at Song Architects have knowledge and experience in BIM and we work together to consolidate our projects in BIM. For BIM to establish better cohesion and collaboration in our projects, we first agreed on a BIM leader –L Joy, we decided to what extent BIM will be incorporated in our work and the ingredients of BIM that we will use.

And finally, we write and sign up to a BIM agreement.

The results that our company have achieved by using BIM are positive and despite have a very early stage of maturity and integration of the technology.

The investment in BIM is both a challenge and opportunity, but implementing BIM has been worth its investments. Our clients differ in size and typology. We have professional clients with mostly bigger projects and private clients with smaller projects.

We inform our clients about incorporating BIM in our design methods, the time consuming early phases and the overall reduction of time used. To convince the client to fully cooperate is a challenge, but a solid foundation leads to understanding of the client. After having experienced the use of BIM, clients are positive and willing to aim at BIM use in following projects.

We encourage and support our employees to use BIM in an early stage and involving them in the process shows good results. Cooperation with other parties with experience in the field of BIM can be a real catalyst for the implementation.

The choice which software and hardware to apply is part of the implementation process and should be well considered. We chose to incorporate Autodesk Revit as our BIM software because of our experience with the Autodesk software developer, its compatibility with the Windows operating system used and our aim for open standards.

UTILISING BIM IN SONG ARCHITECTS | 38

Advantages of BIM to Song Architects BIM is a fantastic opportunity for a small company like us to fully harness our potential commercial benefits and stage our capabilities in design project management and construction.

All the team members in Song Architects show enthusiasm and dedication to engage with the technology and it has become increasingly embedded in the company’s activities, (planning, cost management, facilities management, reporting etc.).

As a process evolution to our design methodology, BIM ensures best value at every stage of the project life-cycle. BIM is a catalyst to the design management of Song Architects and provides opportunities to refine the company’s internal systems.

BIM models are easy to understand and show depth and elevation in a clear, visual way. With BIM, it is flexible to make design changes. A change to the BIM model automatically updates all of the individual drawings that are affected by the change. This eliminates the need to make manual changes and extra costs, and saves time.

The BIM workflow has generated repeat business as it is able to drive efficiencies from project to project. We have built a strong profile of regular clients who are confident of our portfolio and work ethics, requesting for more projects to be done in BIM.

BIM has encouraged a stronger and more focused collaboration among project team members in the office and the builders/ contractors/planners on the project goals leading to better outcomes. BIM models give the architects and contractors an opportunity to discuss and settle uncertainties in issues such as installation of material at an early stage before construction work begins.

For BIM to fully benefit the client and the entire supply chain, we hope to improve on the quality of communication between various professionals involved in the construction process of a building project. With BIM, there is a real opportunity for SMEs such as Song Architects to lead in the construction industry rather than follow, and to set a good example for other upcoming companies.

The use of BIM transforms the relationship between the contractor and designer, and potentially lowers the legal risk for us as designers.

In traditional projects without BIM, the contractor has no significant involvement in the design process and they rely on the drawings provided by the designer. Without the use of BIM, we would face risks of contractors suing the company for professional negligence if there are errors and omissions in the design drawings.

Because BIM allows contractors to be actively involved in the design process, it becomes more difficult for a contractor to claim that it relied upon errors and omissions in a drawing.

ADVANTAGES OF BIM | 39

Disadvantages of BIM to Song Architects The setbacks of BIM to our company are that it requires significant training of the software programs that comes with costs such as purchasing, licensing and training. We had to pay a substantial fee to upgrade our computer system to accommodate the BIM software.

Moreover, the production of collaborative model and drawings require a huge amount of work from contractors, designers and other people who are involved to discuss and agree with a collaborative model.

Although BIM models are flexible for changes/updates, BIM can disrupt the procurement and construction process when ordering items that require a long lead time. For example, ordering a material based on the dimensions of the design may take a long time to arrive. If the dimensions are changed by contractors on a continual basis, there may be insufficient time to order the material.

From top to bottom 1. Computers have to be upgraded and renewed 2. Training sessions 3. BIM softwares are purchased and the the license has to be renewed

According to Peter Caplehorn (left), a technical director in Scott Brownrigg Ltd, the breakdown of BIM costs in the medium-sized company are as follow : Computers : £2500 Software : £5000 per license Training : £1000per person Intermediate training : £3000-£4000 per person Total : +/- £10000 Caplehorn, in his lecture on 7th February 2014 mentioned that BIM Level 3 requires more efficient computers, softwares, connectivity, security and skills to support the BIM data.

DISADVANTAGES OF BIM | 40

The Future of BIM Culture of architecture and construction

Politics of Architecture

As a social technology that creates new spaces for interaction with clear advantage, BIM has stimulated behavioural change which is as important as political or technological change.

The Construction Industry Council (CIC) has been working together with the UK Government in developing industry focused programmes to champion the Government’s mandate that public sector centrally procured construction projects will be delivered using BIM by 2016.

BIM has simply quickened communications and design team interactions. It sets a nexus of trust around which developers, users, corporations and governments can organize open-source co-operation.

Architects, engineers, contractors and suppliers have deeply embedded working practices and long standing delineations of professional responsibility and liability.

The working environment of BIM has established an attitude to willingness to adapt and acquire new skill sets. It creates opportunities for interaction and collaborations with clear advantage. There is a strong interchange of understanding of the respective work processes, skill sets and knowledge among project team strategists, designers, constructors, operators and users.

The future see a creation of a team approach, support of new ideas, a no-blame atmosphere, distributed decision making, changing leadership focus over time and newer forms of contract and insurance. Information to be quality controlled.

Technology becomes more inconspicuous, less compartmentalized.

The effort of developing BIM will greatly enhance the global image of UK designers, contractors and product manufactures that will lead to higher work prospect, growth opportunities and increased employment.

Based on the HM Government report on BIM, the UK Government has set up 12 action plans to make the BIM programme a success (Shown next page) Environmental issues, overseas development, emergency practice and regeneration of brown field sites can be used as drivers for BIM to achieve value in whole life cycle costing.

The government could ‘nationalize’ work on interoperability by channeling funds through the British Standards Institute (BRE) or professional institutions.

This would relieve the industry from the financial burden of having to self-fund what is otherwise a significant overhead. Architecture and construction should receive sufficient amount of research funds to meet the targets of BIM.

Practising BIM within a start-up company is a huge decision and investment. It creates a positive view of potential clients and builds trust and confidence in clients. BIM enables small start-up companies like Song Architects to compete with big companies and be an exemplar to other companies who do not practice BIM.

FUTURE OF BIM | 41

12-step Action Plan set up by the government as a strategy to execute BIM

Source :HM Government, Industrial strategy: government and industry in partnership, BIM report 2013

FUTURE OF BIM | 42

How would my project benefit from BIM The construction projects carried out by Song Architects will involve a mutually supportive and collaborative working environment between different groups of professionals in the construction industry. With BIM, we can improve the quality of information and networking of each project. BIM helps to benefit our projects in various ways : A 3D BIM model can produce 2D plans, sections and elevations and technical details, eliminating the need for 2D CAD drawing and allowing architects to produce more accurate information for the same fee, at greater speed.

BIM not only allows modeling of multifaceted information but it can also simulate and test the structures virtually to reduce risk Instead of having to open different folders and flicking from image to image to work back and forth from section to plan to model etc. you can look at all of them at once and directly impact onto the design as it automatically adapts the model.

BIM allows all the professionals to work on the same virtual model meaning that any changes to the structure, materiality or design can be automatically updated for every drawing for every team. A change made in a drawing or model will automatically be applied to all the other drawings affected by the change. This reduces manual rework, improves productivity and keeps the budget in line.

BIM has the potential to identify problems early in the design process when team members discuss and work on models that are shared among them.

The sharing of models and automatic updates on the models ensure that information is complete and accurate.

BIM opens doors of opportunities for Song Architects in the construction environment. As we more clients requesting BIM on jobs, we could get more projects with our skills set and experience. This enables us to lead the market and improve client relationship.

BENEFIT OF BIM ON SONG ARCHITECTS’ PROJECTS | 43

RIBA Work Plan of Work Job Description The RIBA Plan of Work 2013 is an 8-step systematic process of briefing, designing, constructing, maintaining, operating and using building projects. The sequence or content of Work Stages may vary according to the procurement method, the project programme and the clients risk profile.

The RIBA Plan of Work helps the construction industry to deliver capital and operational efficiencies, carbon reductions and better briefing and outcomes, it generates more efficient design processes, it is suitable for all size and type of project and all procurement methods, and it comes with a simple and adaptable online tool

2007 (old)

2013 (new)

DESIGN

PREPARATION

0 A B

APPRAISAL

1

STRATEGIC DEFINITION

PREPARATION & BRIEF

DESIGN BRIEF

Core objectives ¬ Identify client’s Business Case and Strategic Brief and other core project requirements.

¬ Develop Project Objectives including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints ¬ Develop Initial Project Brief ¬ Undertake Feasibility Studies ¬ Review of Site Information.

C

CONCEPT

2

CONCEPT DESIGN

¬ 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.

D

DESIGN DEVELOPMENT

3

DEVELOPED DESIGN

¬ 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.

E

TECHNICAL DESIGN

4

TECHNICAL DESIGN

¬ Prepare Technical Design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist subcontractor design and specifications, in accordance with Design Programme

CONSTRUCTION

PRE-CONSTRUCTION

F1 PRODUCT INFORMATION

F F2

G

TENDER DOCUMENTATION

H

TENDER ACTION

J

MOBILISATION

K

CONSTRUCTION TO PRACTICAL COMPLETION

USE

L1

L

L2 L3

POST PRACTICAL COMPLETION

5

CONSTRUCTION

6

HANDOVER & CLOSE OUT

7

IN USE

RIBA PLAN OF WORK | 44

¬ Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise.

¬ Handover of building and conclusion of Building Contract.

¬ Undertake In Use services in accordance with Schedule of Services.

BIM overlay to the RIBA Plan of Work The core BIM activities linked to each stage of the Outline Plan of Work are indicative in their nature.

A number of initiatives are underway by government and BSI (British Standards Institute) in order to further clarify the content of information or Data Drops and roles/responsibilities on a BIM project. The core BIM activities are based on a level 2 maturity BIM project. Many of these activities will be applicable to a level 3 maturity project.

BIM overlay to the RIBA Plan of Work

The core BIM activities linked to each stage of the Outline Plan of Work are indicative in their nature.

A number of initiatives are underway by government and BSI (British Standards Institute) in order to further clarify the content of (old) 2013 (new) BIM BIM activities information or Data Drops2007 and roles/responsibilities on a BIM project.

The core BIM activities are based on a levelCore 2 maturity project. Many of these activities will be applicable to a level 3 maturity project.

0 PREPARATION PREPARATION

APPRAISAL

B

DESIGN BRIEF

A

APPRAISAL

C B

CONCEPT DESIGN BRIEF

DESIGN

C D

DESIGN

2007 (old)

A

D E

USE

CONSTRUCTION USE CONSTRUCTION PRE-CONSTRUCTION PRE-CONSTRUCTION

E

STRATEGIC DEFINITION

2013 (new)

0 1

STRATEGIC DEFINITION PREPARATION & BRIEF

1 2

PREPARATION & BRIEF CONCEPT DESIGN

CONCEPT DESIGN DEVELOPMENT

2 3

CONCEPT DESIGN DEVELOPED DESIGN

DESIGN DEVELOPMENT TECHNICAL DESIGN

3

DEVELOPED DESIGN

4

TECHNICAL DESIGN

4

TECHNICAL DESIGN

F1 TECHNICAL DESIGN PRODUCT INFORMATION

F F2 F1

F G

PRODUCT

INFORMATION TENDER DOCUMENTATION F2

H G J

TENDER ACTION

H K

TENDER ACTION CONSTRUCTION TO PRACTICAL COMPLETION

J K L

TENDER DOCUMENTATION MOBILISATION CONSTRUCTION

MOBILISATION L1 CONSTRUCTION TO POST PRACTICAL L2 PRACTICAL COMPLETION COMPLETION L3 L1

L

5

L2 L3

POST PRACTICAL COMPLETION

6 5 7 6 7

HANDOVER & CLOSE OUT CONSTRUCTION

Core BIM activities

¬ Advise client on purpose of BIM including benefits and implications. Agree level and extent of BIM including 4D (time), 5D (cost) and 6D (FM) following software assessment. Advise client on Integrated Team scope of service in totality and for each designer including requirements for specialists and appointment of a BIM Model Manager. ¬ Define long-term responsibilities, including ownership of model. ¬ Define BIM Inputs and Outputs and scope of post-occupancy evaluation scopeon ofpurpose and commission BIM surveys and and investigation reports. ¬ Identify Advise client of BIM including benefits implications.

Agree Data drop 1 of BIM including 4D (time), 5D (cost) and 6D (FM) following level and extent software assessment. Advise client on Integrated Team scope of service in ¬ BIM pre-start meeting totality and for each designer including requirements for specialists and ¬ Initial model sharing with Design Team for strategic analysis & options appraisal appointment of a BIM Model Manager. ¬ BIM data used for environmental performance and area analysis ¬ Define long-term responsibilities, including ownership of model. ¬ Identify key model elements (e.g. prefabricated component) and create ¬ Define BIM Inputs and Outputs and scope of post-occupancy evaluation concept level parametric objects for all major elements. ¬ Identify scope of and commission BIM surveys and investigation reports. ¬ Enable design team access to BIM data. ¬ Data drop 1 ¬ Agree extent of performance specified work drop 2 meeting ¬ Data BIM pre-start ¬ Initial model sharing with Design Team for strategic analysis & options appraisal ¬ Data sharing and integration for design co-ordination and detailed analysis ¬ BIM data used for environmental performance and area analysis including data links between models. ¬ Identify key model elements (e.g. prefabricated component) and create ¬ Integration/development of generic/bespoke design components. concept level parametric objects for all major elements. ¬ BIM data used for environmental performance and area analysis. ¬ Enable design team access to BIM data. ¬ Data sharing for design co-ordination, technical analysis and addition of ¬ Agree extent of performance specified work specification data. ¬ Data drop 2 ¬ Export data for Planning Application. and/or 5Dand assessment ¬ 4D Data sharing integration for design co-ordination and detailed analysis Data drop 3 links between models. including data ¬ Integration/development of generic/bespoke design components. ¬ BIM data used for environmental performance and area analysis. ¬ Data sharing for design co-ordination, technical analysis and addition of specification data. ¬ Export data for Planning Application. ¬ 4D and/or 5D assessment ¬ Export data for Building Control Analysis. ¬ Data drop 3 ¬ Data sharing for conclusion of design co-ordination and detailed analysis with subcontractors. ¬ Detailed modelling, integration and analysis. ¬ Create production level parametric objects for all major elements (where appropriate and information exists this may be based on tier 2 supplier’s information). ¬ Embed specification to model. review sign offControl of model. ¬ Final Export data and for Building Analysis. access BIM modeloftodesign contractor(s). ¬ Enable Data sharing fortoconclusion co-ordination and detailed analysis with Integration of subcontractor performance specified work model information into subcontractors.

BIM model data. ¬ Detailed modelling, integration and analysis. constructionlevel sequencing (4D)objects with contractor ¬ Review Create production parametric for all major elements (where Data drop and 4 appropriate information exists this may be based on tier 2 supplier’s information). ¬ Embed specification to model. ¬ Final review and sign off of model. ¬ Enable access to BIM model to contractor(s). ¬ Integration of subcontractor performance specified work model information into BIM model data. ¬ Review construction sequencing (4D) with contractor ¬ Data drop 4 ¬ Agree timing and scope of ‘Soft Landings’. ¬ Co-ordinate and release of ‘End of Construction’ BIM record model data. ¬ Use of 4D/5D BIM data for contract administration purposes ¬ Data drop 5

¬ Agree timing and scope of ‘Soft Landings’. ¬ Co-ordinate and release of ‘End of Construction’ BIM record model data. ¬ FM UseBIM of 4D/5D data for contract administration purposes modelBIM data issued as asset changes are made. 5 ¬ Data Study drop of parametric object information contained within BIM model data ¬ Data drop 6

IN USE HANDOVER & CLOSE OUT

¬ FM BIM model data issued as asset changes are made. ¬ Study of parametric object information contained within BIM model data ¬ Data drop 6

IN USE

BIM OVERLAY ON RIBA PLAN OF WORK | 45

Based on the BIM Webinar on 27th February 2014, the following Poll Questions were answered by the listeners of the webinar. The chart below shows the responses corresponding to the questions

1 2

Is BIM set to transform the construction industry?

3

Should construction firms be thinking about future-proofing their businesses now?

4

Is a move to BIM daunting, especially for smaller firms?

Is BIM set to revolutionise how construction firms operate?

4 4 3 3 NO Series2

2 2

YES Series1

1 1 0

20

40

60

80

100

Chris’s advice for small firms using BIM is : “If we are doing it just because the government asks us to do it, we wouldn’t be doing it well.”

We have to analyse what benefits it can bring to the business and suit in the working ethos of the company.

If we invest faith and hard work in this technology, we can make the best use of BIM.

PERCEPTION OF BIM | 46

PERCEPTION OF BIM | 47

THEME FOUR Self-Management and appraisal of working practices

Company’s Philosophy and Motto

Integrity, Competence, Professional Relationships Record keeping

Organization strategy to complete final studio project

THEME 4 | 48

Mr. Dreamon Money Bags Trust Fund Sunnyside Hill Grass Green Headinclouds Oxford OX1 007

Song Architects 1 Gipsy Lane Headington Oxford OX3 7PT Tel - 07741936220 SongA@songarchitects.co.uk

26 February 2014 Dear Mr Dreamon Self-management and appraisal of working practices I value your interest in our company and wish to present you with a record of our company’s management and appraisal.

Although we may be a new company, we, at Song Architects always strive to uphold our company philosophy and design virtues. The following information provides an insight into the records, legal obligations, methods of running the business and project management that we undertake here at Song Architects. To reassure you of how organised our company is, I have enclosed full details of our recent Design Project in Oxford which informs a systematic detailed record-keeping.

We hope this report provides sufficient information and reassurance of the success of our company. Should any further information be require please do not hesitate to contact me.

Yours Sincerely,

PF Song Song Architects Managing Director

THEME 4 | 49

Company philosophy As a young practice, Song Architects strive to establish a team of designers who are well-rounded, disciplined and practise good values, in line with our motto

“Simple In Virtue, Steadfast In Duty”

We, as a team, work towards building sustainable architecture and comply with the RIBA Employment Policy. On top of that, as a well-established company, our design generation process is constantly driven by the three key principles of the Royal Institute of British Architects

“Honesty and Integrity, Competence, and Relationships”

Upholding the Motto & Principles of Song Architects These are brief guidance on how employees of Song Architects uphold the motto of the firm including the three key principles established by RIBA. 1.

Simple in virtue

1.1 Our relationships with clients and the community are built on the values of compassion and respect.

1.2 As a team, we honour and commemorate the achievements of everybody to develop the potential and inspire every employee.

2.

Steadfast in Duty

2.1 All employees are motivated to have faith in the firm and each other and comply with firm rules as well as building regulations.

2.2 We instil a positive attitude in every body to face challenges with work, time and deadlines 2.3 The office promotes a co-working environment, to encourage a cross-pollination of knowledge and skills among employees so that the firm progresses as one productive, creative brain 2.4 Our works are underpinned by a fair, impartial, and unprejudiced attitude against people and the environment 3.

Honesty and Integrity

3.1 We practise an independent, responsible and virtuous professional etiquette at all times.

3.2 Like the Royal Institute, employees are prohibited to be negatively influenced either by their own, or others’, self-interest.

3.3 We respect the confidentiality and the privacy of our relationships and projects with clients.

3.4 We do not offer or take bribes in the profession of architecture.

4.

Competence

4.1 It is our main principle to apply professional skill, knowledge and care in all our work.

4.2 Song Architects approach potential projects from clients rationally and appraise the capabilities of the workforce in achieving any proposed work. We always work on the client’s requirements and we propose to our clients the timeline and work plan of our company in achieving our target. We accept work that could comply with our expertise and means in a realistic sense.

4.3 We keep our clients updated of the progress of a project and of the key decisions we made on their behalf. For every project, we thoroughly inform our clients the implications of any terms of appointment, our scope of work and our fees. The projects are all supported with carefully documented records.

4.4 We do our best to meet the client’s arranged time, cost and quality requirements for the project.

5.

Relationships

5.1 We work in a mutually-supportive co-working environment which recognises social diversity and equality.

5.2 Our work concerns the environmental, users, local community and authorities.

5.3 We engage in competitions for projects or awards with a fair and honest approach. Any competition processes are made reasonable, transparent and impartial to the company

COMPANY PHILOSOPHY AND MOTTO | 50

Types of record keeping Time sheet At Song Architects, we believe that an efficient time management and working method are the key elements that drive the productivity of every employee to perform their best.

The office is open from 0830 to 1900 on weekdays and certain Saturdays. The basic working hours are from 0900 to 1800, Mondays to Fridays for all employees of Song Architects. Only in circumstances where some projects are challenged by tight time schedule or sudden client’s demands, employees working on those projects will be required to work overtime or on Saturdays.

To successfully work on more than one deadline or project, the working times of each employee must be recorded adequately. The hours worked on each project and each task of these projects must be recorded so that Song Architects can reference and review each stage of design on a regular basis. Based on this record, future plans can be made to maximise efficiency within the business.

Keeping time and records of work is also protects Song Architects and its employees against legal issues.

Time records are evidences of what the practice has been doing and when.

A reliable time record enables the firm to monitor the progress and time spent on the projects, and also the balance of money spent for the working hours on each project. It also gauges the efficiency of each employee working under an allocated amount of time. It is an important reference when paying part-time employees or interns who are not on a monthly salary basis and company expenses as they record hours and costs.

The daily incoming and outgoing times of the employees are digitally recorded by a time punching machine and the work progress timesheets are filled out using a word processor on the computer. Employees of Song Architects’ are entitled to submit the two timesheets on the final working day of every month to the Head of Resource Department or the company Secretary. The time sheets are assessed and if any changes need to be made, conversations between the employee and Resource Department are held.

This is a daily record of incoming and outgoing times of Marks Spencer at Song Architects. On 27 January 2014, Marks arrived at the office and got his time card marked by a time punching machine at 0845, left for his lunch break at 1200, returned at 1305 and left the office for home at 1805.

Below is a weekly record of work progress of Marks Spencer at Song Architects. This work progress time sheet shows the hours that Marks Spencer spent working on various projects on a daily basis.

RECORD KEEPING | 51

At Song Architects, we also keep other records for future reference, increased efficiency and legal protection if needed. The records of every business transaction within the company are documented in an organized physical and digital system so they can be referred back to.

Record keeping is an effective legal mitigation of risks and uncertainties. Recorded evidence of the company’s activities protects it from controversial charges from clients, authorities and users.

The Day Book A day book is like a personal diary which every person keeps to record details of every activity related to the company. It is a good reference especially when faced with uncertainty with clients or contractors. For example, we defend a certain action instructed by the contractor with evidence from the day book.

Site Analysis & Photographs It is an inventory completed as a preparatory step to site planning, a form of urban planning which involves research, analysis, and synthesis. Site analysis and site photographs are important elements in site planning and design Emails/letters/phone calls to and from clients Since most of our correspondences with our clients and the contractors/engineers are through digital and online means, it is crucial for us to keep an evidence of our conversations for legal purposes. All our incoming and outgoing calls are recorded with a business telephone recording system. All business calls are usually made with the company telephones on a fixed landline, rather than on the mobile. Employees’ mobile phones are installed with an application that allows automatic recording of mobile calls. We regularly filter and group emails according to projects and clients to allow ease of searching for information later Drawings / Sketches / Diagrams We value every process work in our projects from the earliest sketch to the final renderings. All conceptual drawings, clear and concise detailed diagrams about site analysis, sketch models, sketchbooks, massing diagrams, etc. and documented as original hard copies in the company’s physical archive of ideas. This archive is open to everybody for reference and inspiration for future projects.

Minutes of Meeting For every internal and external meeting that we chair, a member of our team would prepare the minutes and agenda of the meeting. All these documents that we participate in are stored in physical and digital copies in an archive. We also prepare an attendance sheet for attendees of the meeting to sign and prove their attendance. This allows for future reference for various purposes such as legal issues and cost calculation.

RECORD KEEPING | 52

Hours worked by employees, Salaries, Pension HM Lim, the Administrative Manager of the company is responsible for handling the employees’ timesheets, contracts and payment of salary. Employees are paid on the last working day of every month. Employees are responsible to submit their weekly timesheets promptly to the Admin Manager. We reward employees with attractive bonuses at the end of every year as an appreciation for their hard work and a motivation for them to perform better. Employees who retire at the age of 65 will get their pension scheme.

Risk Management report Risk Management is the process of identifying, analyzing and responding to risk factors throughout the life of a project. With this recorded information Song Architects can maintain updated risk management schemes and control possible future events. A risk management identifies possible risks, reduce/allocate risks, provides a rational basis for better decision making and proper planning.

To ensure the risk management report contains accurate information a weekly internal meeting is held to review the terms of risk at the stages of construction.

International and national contracts Song Architects is a UK based firm and employs workers globally. We also expand our services beyond UK and we have a wide portfolio of international projects, ranging from Canada to Malaysia.

Thus, our records of contractual agreement forms with clients, contractors and local authorities of various countries are organized in a clear manner, sorted according to countries, date and type of projects.

SALARY SLIP

Tender Documentation A tender is an invitation made by the client to contractors to bid for the project. It is part of the procurement process where tender documents are sent out to potential tenderers.

Generally, tendering refers to the construction works and the documents may be prepared for a range of contracts such as; equipment supply, the main construction contract, demolition, enabling works etc.

Tenders documents include : • A letter of invitation to tender.

• The form of tender.

• Preliminaries: including pre-construction

information and site waste management plan.

• The form of contract, contract conditions

and amendments.

• A tender pricing document (or contract

sum analysis on design and build projects).

• A drawing schedule.

• Design drawings.

• Specifications.

The general contractors bidding on the project obtain copies of the tender documents, and then pass them to multiple subcontractors for bids on sub-components of the project Once bids are received, the architect typically reviews the bids and discusses with the client about the suitability of various bidders and their proposals. The project is typically awarded to the general contractor with the lowest bid.

RECORD KEEPING | 53

TENDER LETTER

Backup In the case of theft, damage, loss or break in to the office all this mixed media of risk managment is scanned in and digitialised as a standard format and stored into an off site storage. The standard format allows members of the team to locate with ease. As well as this NH|Architects store secondary backup in cloud computing services. Although within cloud the ease of access is reduced, it is not used as the first port of call but just as a secondary backup in case the offsite backup is damaged.

Profesional Indemnity Insurance The Professional Indemnity Insurance provides cover for the legal costs and expenses of any related claims made against the company, as well as compensation payable to the client to rectify the mistake if they suffer financial loss as a result of the architects’ advice. The insurance covers a wide range of issues, including : • Professional negligence • Loss of documents or data • Unintentional breach of copyright and/or

confidentiality • Defamation and libel • Loss of goods or money Records Retention Policy Song Architects have its records retention policy drafted and reviewed by a legal counsel and then distributed to all employees. Documents retained include contracts, approvals, drawings, specifications, calculations, reports, design criteria and standards, records of phone calls, advisory letters, product research, submittal logs, site visit reports, correspondence with contractors, owners or agencies, change orders and close-out documentation. Our policy also covers desk calendars and daily planners.

We keep hard-copy and digital file storage. In the event of a claim being made against the firm, or the firm wishing to make a claim, relevant documents will be readily accessible.

There is a possibility for Song Architects to face potential lawsuits even after the completion of a building; therefore we keep physical copies for up to 10 years and digital copies for 20 years as the cut off point for which the records are no longer valid is 20 years. The RIBA recommends that key project documents are retained for 17-20 years

RECORD KEEPING | 54

Certificate of Professional Indemnity

Organization strategy to complete final studio project

The six Ps of innovation I practise in my design projects

ORGANIZATION STRATEGY FOR FINAL STUDIO PROJECT | 55

0 – Strategic Definition 1 – Preparation and Brief In these early stages of the design project, we set up the project team and the members Then, we have regular meetings with the client to identify the site, the client’s case and the strategic brief As a strategy to establish the project brief and programme, the design team would review feedbacks and the results from previous projects. We analyze and study the pointers for improvement and ways to expand our skills.

In this stage also, we develop the project objectives, including quality objectives and project outcomes, sustainability aspirations, other parameters or constraints such as the existing site conditions and cultural fabric of the urban population.

After creating the Initial Project Brief, we undertake Feasibility Studies and Site Analysis which includes physical analysis of the existing buildings and infrastructure on site, the cultural context and environmental analysis (sun, wind, rainfall, humidity, flood, ground conditions) and also other aspects such as politics, economics and demographics. In most of our projects,we conduct surveys and interviews with residents or users of the site to get an overview of the existing use of the site.

All these studies would help us prepare a project execution plan including technology and communication strategies. This plan is a guide for us to proceed with the project.

We develop observational and analytical study of the site through sketches and diagrams in daybook or sketchbook. We practise detailed note taking duing meetings with clients to ensure that we clearly address their brief and requirements. We produce a rigorous set of mind-mapping, diagrams, workflow charts and drawings in brainstorming sessions as a process in reinforcing our design concept and brief.

Meeting with client to discuss about the brief and requirements and site

Demographics Site Analysis Reports

Project team members conducting site survey and analysis

Historical Urban Graining

(Mapping of population density with Rhino/Grasshopper)

Environmental Site Analysis Report (Sunpath Diagram)

Urban Site Analysis of existing routes and network ORGANIZATION STRATEGY FOR FINAL STUDIO PROJECT | 56

Environmental Site Analysis Reports (Wind and Humidity Diagram)

2 – Concept Design 3 – Developed Design After establishing our project brief, the design team prepare concept design, including outline proposals for structural design, building services systems, outline specifications We review and update project execution plan and consider construction strategy Then, we develop the conceptual design through models, sketches and drawings We have regular meeting with our client to keep our brief up-to-date with the client’s needs and to reassure the client of the project development.

All meetings, documents and contracts (if any) are filed and stored in physical and digital format.

Sketches are scanned in and minutes in meetings documented for reference in the future.

Using the research gathered in the previous stage the site can begin to be tailored to the clients needs. The design brief is implemented and additional relevant data prepared.

Outlines of structural and environmental strategies and systems,ecology, early cost analysis and energy plans are created.

ORGANIZATION STRATEGY FOR FINAL STUDIO PROJECT | 57

4 – Technical Design 5 – Construction In this stage, we prepare technical design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist design and specifications, in accordance with Design Programme Once the initial designs are developed to an adequate level which includes environmental strategies, technical details and drawings are then produced. Components and other design elements are co-ordinated based on project design programme.

Construction drawings and details, and 3D construction models are submitted and reviewed by the client and contractors. Details are audited for design airtightness, insulation, energy use and the principles of the post handover and occupancy are agreed.

We record and keep digital and physical hardcopies/backups of all drawings and documents produced for the design. All meetings and phone calls with contractors and client are recorded. Retaining the information allows us to be protected legally if there’s a construction malfunction.

The site is handed over to the contractors and a detailed analysis of the site by specialist is carried out to make sure that the site is suitable and ready for the construction work to begin.

We obtain finalised approval from client on all aspects of the design from materials to estimated cost and time and construction. Before construction work begins, we submit an application for planning permission for the design to be built The construction stage involves offsite manufacturing in accordance with construction programme and resolution of design queries from site as they arise We conduct consistent Administration of Building Contract, regular site inspections and review of construction progress. As the construction work progress, it is constantly reviewed in meetings where goals are set and monitored to allow for timekeeping within the project.

Final detailed drawings are reviewed by the client and contractor before submitting it to construction

Details of the construction such as materials, interior and exterior layout, finishes, services, and time and construction are finalised.

We always correspond with the contractors to We have regular site visits to check on avoid confusions and to make sure the construction work the progress and timekeeping of the works runs smoothly ORGANIZATION STRATEGY FOR FINAL STUDIO PROJECT | 58

6 – Handover and Close Out 7 – In Use These stages mark the conclusion of Building project and the Building Contract.

Once the construction process has completed, the building is prepared/conditioned for inhabitation.

We regularly monitor the building throughout its use as we may still be liable to upkeeping the further maintenance or alterations. The building is observed in use and fine tuned if possible. The carbon/ energy in use is declared and certification obtained.

We conduct surveys with the users of the building. Feedback is received for the use and final outcome of the building. This is important as it helps us identify and understand the needs of the actual people using the building, the setbacks of the building and opportunities to make improvements in our future projects.

After receiving reviews, the building is officially handed over to the client and its users.

We have an extensive record keeping which consists of visual evidence of the completed project. We have thorough records, copies and backups of finalised contract between architects, clients and contractors, and records of site handover to construction contractor. We also keep records of the schedule updates on all aspects of construction and all jobs taking place on site, These records are very detailed and specific (date, time, type of job, person responsible for certain jobs)

Records of drawings and contracts are well kept in physical and digital formats for future reference and legal protection

We observe how the occupants engage with the building and study the performance of the building in meeting the client’s brief and architect’s concept

ORGANIZATION STRATEGY FOR FINAL STUDIO PROJECT | 59

We conduct surveys and interviews with the occupants of the building to get their feedback and reviews

THEME FIVE Legal, Statutory, Contractual and Procedural aspects of Contemporary practice

Introduction Project Brief Schedule of Services

Fee & Expenses

Liability & Insurance Disputes Planning application Building Regulations Submission Tender Process Selection of Contractors

Selection of Building Contracts

Health & Safety Regulations

Appointment of other consultants

THEME 5 | 60

Oxford Brookes University Headington Campus Gipsy Lane Oxford OX3 0BP

Song Architects 1 Gipsy Lane Headington Oxford OX3 7PT Tel - 07741936220 SongA@songarchitects.co.uk

10th March 2014 Dear Mr. Smith, Oxford Brookes University Courtyard Development Scheme

Song Architects would like to express our gratitude for the role as architect for the Oxford Brookes University exhibition gallery project.

The following letter, as well as the documents attached, intends to inform you about the design project brief, sketch proposal of the gallery, the schedule and type of services we provide. This letter also highlights our fee proposal in relation to the RIBA stages of work, expenses, liability and insurance.

We will provide a professional standard of service, but if any matters of dissatisfaction with our service arise, please inform us and we will solve the dispute through discussion. In the unlikely case that the dispute is not resolved yet, both parties can go through court action.

The following documents outline issues such as planning application and building regulations submission to the Oxford City Council, and the key issues to be considered at these two important stages. We also provide an insight to the tender processes, contractor selection, types of building contract to use, health and safety regulations and the appointment of other consultants.

Once again, I thank you for this opportunity to work with the university. Should there be any queries regarding the project, or the following documents, please do not hesitate to consult me Best regards

PF Song Song Architects Managing Director

THEME 5 | 61

Introduction Song Architects is delighted to assist Oxford Brookes University in its effort to regenerate the courtyard space between Abercrombie, Buckley and Clerici Library for the final year art, design and architecture exhibition.

Following the opening of John Henry Brookes building in March 2014, the need to regenerate the courtyard of the campus has been highlighted. As an appropriate response to address the client’s need to accommodate its final year design exhibition in the courtyard, various possibilities were proposed to provide the site a program to celebrate the school’s best designers.

The existing courtyard in between the Abercrombie, Buckley and Clerici buildings have existed since the opening of the university in 1992. The courtyard contains approximately 884.80 square metres, over 1/3 of which is occupied by air conditioning units. The space is generally not open to the university students and staff, and could be accessed only through the 1st floor of the Abercrombie building and Buckley building.

The building program anticipates that 350 square metres will be utilised.

The end of year architecture exhibition in 2013, previously held in the new Abercrombie atrium Glass Tank drew more than 300 people on the opening day. On average, it drew around 200 people every day after the opening. The 2014 architecture exhibition is predicted to attract more than 300 people every day as the number of students and staff increase yearly. The Abercrombie Glass Tank also hosts art and design exhibitions throughout the year and attracts a substantial number of visitors.

The exhibition space proposed in the courtyard will be an extended gallery from the Glass Tank and will accommodate the demand to host more exhibitions, not only for the end-of-year exhibition. It will be designed to be accessible to the public with friendly disabled access routes and an attractive scheme to instigate more human engagement with the courtyard.

The core objectives of the exhibition space are: To provide a celebratory space that displays the high quality of design work produced within the university, for the final year exhibition, and for future exhibitions To provide a new identity to the current courtyard space, revolving around a creative student community.

To provide a public space for students, staff and other uses to meet and interact To provide a strategic location for design faculty and staff to promote interdisciplinary collaboration To provide a vibrant, inspiring environment that attracts high quality faculty and students

Past exhibitions were held on the 3rd/4th floors of Abercrombie building and the Glass Tank on the ground floor. The space in the Glass Tank was reportedly to be too small to accommodate all the BA Architecture students’ work and the exhibits were extended outside the allocated space. The proposed exhibition gallery in the courtyard will provide a solution to the lack of space and alternative space for exhibitions.

INTRODUCTION TO PROJECT | 62

Project Brief After evaluation of the site and development of massing options and meetings with Oxford Brookes University and consultation with users of the site, Song Architects proposes the following recommendations for the development of the courtyard.

The project scheme proposes an exhibition gallery and outdoor seating area. The project creates opportunity spaces for display of outdoor art/architecture installation and indoor gallery to house indoor art/architecture work.

Because the site is highly shaded from the Sun by the tall surrounding buildings, the indoor gallery would be designed with a glass roof to maximise input of natural daylight into the space and reduce the need for electricity to power the space during the day.

To optimise the conditions for the exhibition space to function efficiently, the design incorporates thermal strategies through internal heating and insulation.

The current 4 metre high bridge building between the Abercrombie and Buckley buildings will be refurbished to create better access to the exhibition space. More access points including disabled access will be inserted on the ground floors of the two buildings leading directly to the exhibition gallery. The external access point on Buckley facing Headington Road will be reopened and widened to allow access of the public from the main road to the courtyard.

The air-conditioning units will be relocated to a more enclosed place to allow for the development of the site. The three silver birches will be maintained and incorporated into the design program as a natural exhibit or iconic landmark.

The natural green space in the courtyard would be a transformed into a friendly gathering and seating area to display outdoor art/architecture installations and to encourage human interaction. The design proposes an appropriation strategy to insert flexible/fixed benches in the courtyard and pavements.

As the exhibition gallery will be constantly used for permanent and temporary exhibitions throughout the year, not just for the year-end exhibition, the maintenance aspect of the gallery is an important issue to consider.

Being a space that stages a rich diversity of talents and backgrounds, it instils an inspiring leaning and sharing atmosphere among the students and staff, embracing the motto of Oxford Brookes University – Excellence in Diversity. The contemporary architecture of the exhibition space reflects the university’s image as the best modern university in England

Pictures of the courtyard

PROJECT BRIEF | 63

Site Analysis

Total area = 884.80 square metres Area covered by air-conditioning units = 102.50 square metres Proposed area of exhibition space = 350 square metres

ACCESS POINTS OF THE COURTYARD

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B

C

D

E

F

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A

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There are 7 access points connecting the courtyard, Abercrombie, Buckley & Clerici. Only 3 (A, B & C) are commonly used by the studens and staff. The courtyard is blocked off from the outside by access point F. The access points and routes are not designed with disabled access.

EXISTING VEGETATION

Legend

EXISTING USE OF THE COURTYARD

Courtyard

1

2

4

5

3

Courtyard space occupied by air conditioning units Access points of the courtyard Clerici Buckley Abercrombie Abercrombie extension

The site is dominantly covered in unkempt grass, dead leaves and branches. The three silver birches are the prominent features of the green space. The design team sees the incorporation of these trees into the design as a strong visual and experiential connection of the exhibition space with the existing landscape. The trees will remain and be incorporated into the project as a memorial icon or natural exhibit.

This design concept mirrors the views of 70% of the 400 respondents of the GlassTank consultation who would like Brookes to embrace contemporary architecture, with a strong emphasis on green spaces.

The site is currently occupied by : 1. Architecture installation work 2. Benches on the bridge connecting Abercrombie and Buckley 3. Benches outside Buckley 4. Sheltered walkway 5. Air conditioning units The courtyard is underused and not openly accessible to the public.

PROJECT THEMEBRIEF 5 | 15 | 64

SUN PATH ANALYSIS

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Because the courtyard is surrounded by the four inner facades of the Abercrombie, Buckley and Clerici, the site is generally shaded from the Sun and is not very warm.

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The three birch trees also cast their own shadows on the site. Thus, generally, the site is overshadowed by the tall facades and is a concentration point for shadows.

The design of the exhibition space will utilise the interesting shadows casted by the buildings and trees, and also to incorporate the shading and coolness provided by the tall buildings.

Sunpath diagram

CIRCULATION - WIND

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ing

d ea

The courtyard site is surrounded on all four sides by Abercrombie (+/-18 m), Buckley (+/- 12 m), Clerici (+/- 10 m) and the bridge connecting Abercrombie & Buckley (+/- 4 m) The dominant prevailing wind direction is the south west where most wind is permitted to pass through the low bridge connecting the Ab. and Buckley. Thus, the courtyard receives a lot of wind due to annual prevailing winds and the low obstruction to the wind.

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Due to this, the exhibition space would have to be strategically orientated to adapt to the strong winds coming from the south west.

Wind diagram Season : Annual Period of data : Jan 1995 - Dec 204

PROJECT THEMEBRIEF 5 | 15 | 65

Sketch Proposal of Exhibition Gallery

External View Courtyard occupied with outdoor art installations and public seating facilities People engaging with art outside the gallery and enjoy the green space People in the gallery can enjoy the scenery of the landscape through the balcony

Internal View of Gallery People enjoying exhibits installed on the walls The central staircase is the main access route connecting the courtyard and the gallery The glass window just above the staircase allows view of the trees from inside PROJECT PROPOSAL | 66

SCHEDULE OF SERVICES

PREPARING THE DESIGN WORK STAGE 0

Strategic Definition

WORK STAGE 1

Preparation and Brief

WORK STAGE 2

Concept Design

Work Stages 0 - 7 describe all the services that will be provided by Song Architects.

The Services included may not always proceed in the order or sequence shown.

Each stage will be authorised by the Client before proceeding.

Additional services not listed in below will only be undertaken by prior agreement in writing.

The appointment, service or fees of any other consultant, supplier, contractor or subcontractor shall be discussed with the client prior to actions.

The Architect shall be the Lead Consultant unless otherwise agreed in writing.

0.1 Ascertain Client Brief and requirements 0.2 Obtain Site information from Client 0.3 Visit Site and carry out preliminary appraisal 0.5 Develop Strategic brief 0.6 Agree Preliminary timetable 0.7 Begin assembling design team 0.8 Review feedback from previous projects 0.9 Establish project prgramme 1.1 Prepare initial design proposal 1.2 Develop project objectives and outcomes 1.3 Undertake Feasibility Studies 1.4 Review of Site information 1.5 Identify Project and Construction Budgets 1.6 Prepare Handover Strategy & Risk Assessments 1.7 Decide on Schedule of Services, Design Responsibility Matrix and Information Exchanges 1.8 Prepare project execution plan

2.1 Prepare concept deisgn 2.2 Provide indicative guidance on cost and timetable 2.3 Confirm alterations to brief 2.4 Issue Final Project Brief 2.5 Consider Construction Strategy, including offsite fabrication, and develop Health and Safety Strategy.

WORK STAGE 3

Developed Design

3.1 Prepare Developed Design 3.2 Update Cost Information

PRE-CONSTRUCTION WORK STAGE 4

CONSTRUCTION WORK STAGE 5

Construction

5.1 Administer the Contract 5.2 Attend Progress Meetings on site 5.3 Resolution of design queries from site 5.4 Inspect and review the progress of the works in terms of the building contract 5.5 Issue instructions to the contractor for variations to the contract when approved by the client 5.6 Update Construction and Health and Safety Strategies 5.7 Review and update Sustainability Strategy 5.5 Advise client of when works are practically complete for handover

Technical Design

4.1 Prepare detailed technical design that includes all architectural, structural and building services information, specialist subcontractor design and specifications 4.2 Review and update Project Execution Plan

POST-CONSTRUCTION

4.3 Prepare and submit Planning Application 4.4 Prepare and submit Building Regulations 4.5 Advise on procurement methods 4.6 Report on timetable, agree revisions 4.7 Co-ordinate work of other consultants

4.8 Advise on and agree form of Building Contract, including Contract Administrator 4.9 Prepare drawings, schedules and specifications suffcient for tender 4.10 Co-ordinate information from other consultants, specialist designers and contractors 4.11 Prepare Description of Work

Tender Administration

4.12 Assemble tender documentation including Bills of Quantity or Schedules of Rates 4.13 Issue tenders to contractors for pricing 4.14 Review bids 4.15 Advise client on appointment of contractor 4.16 Agree frequency and scope of site inspections

Handover and Close Out

WORK STAGE 7

In Use

6.1 Advise Contractor of any defects 6.2 Administer the contract to final account 6.3 Carry out activities listed in Handover Strategy including Feedback for use 6.4 Update Project Information

Planning Consent Application

Construction Documentation

WORK STAGE 6

7.1 Conclude activities listed in Handover Strategy 7.2 Update Project Information until the end of the building’s life

ADDITIONAL SERVICES 8.0 9.0 10.0 11.0 12.0 13.0 14.0

SCHEDULE OF SERVICES | 67

Survey and inspections Specialist work Project management Cost advice Special reports and negotations Dispute resolution Other services to be agreed and detailed in writing

Fee Proposal Listed below are the fee proposed by Song Architects in compliance with the stages of work based on the RIBA Outline Plan of Work 2013.

STAGE Stage 0 Stage 1

Strategic Definition Preparation and Brief

Key Tasks Survey of existing buildings & site Measure existing buildings and prepare an accurate site plan and section Establish Initial project brief Refine the client’s requirements in accordance to valid planning, regulation & financial constraints.

Stage 2 Stage 3

Concept Design Developed Design

Key Tasks Design drawings Check Council regulations Prepare design drawings in accordance with the brief.

Confirm need for appointment of other consultants.

Ask a Quantity Surveyor to prepare an initial cost estimate to check the feasibility of project.

Appoint other consultants, if applicable Outline proposals for structural & building services, sketch scheme, visualising the design, Specifications and preliminary cost plan, review of procurement route.

Stage 4 Technical Design (Pre-construction) Key Tasks Preparations of technical design and specifications and information for statutory standards and construction safety Prepare and submit drawings to Local Authority for approval.

Issue production information for preparation of tender pricing document & pre-tender estimate Deal with any special consents required from client Assist with appraisal of tenders and any negotiations with authorized tenderers.

Identification and evaluation of potential contractors and/or specialists for the project.

Appointing the contractor and issuing of information to the contractor

Stage 5

Construction

Site inspections and building contract administration Inspection of the work up to and including final completion.

Stage 6 Stage 7

Handover and Close Out In Use

FEES % Hourly rate applies Director - £100/Hr Architect - £60/Hr Assistant Part 2 - £45/Hr Assistant Part 1 - £25/Hr

TIME NEEDED

WHEN TO PAY

2 days on site.

5 days drawing

On issue of survey drawings

10 days for design

Monthly equal fee payments over the duration of the project based on the projected total fee divided by the number of months till Practical Completion

Expect cost of around R “X” (Ex VAT) NOT PART OF PERCENTAGE FEE

25% of the gazetted fee e.g. if actual costs are R2 million, the fee will be 25% x R40500 plus 7.25% of R2 million = R 46 375.00

Quantity surveyor requires 8 days to prepare the cost estimate

Fees are adjusted as actual costs become clearer.

The rate can be negotiable with the client

30% of the gazetted fee Additional hourly costs may apply if additional services are required.

The Local Authority requires a separate application fee when we submit the planning application and Building regulations.

20 days to prepare As for stage 2 and submit the planning application designs.

(Approved within 8 weeks if we comply with all regulations)

25% of the gazetted fee (fee for previous stages updated to reflect actual costs)

Depends on the scale of building work.

Suggest allow 5 months based on the requirements.

As for stage 2

20% of the gazetted fee

5 days

On final completion of the project

Resolution of final account of contract FEE PROPOSAL | 68

Expenses The expenses involved in the project will be invoiced separately to the client with a proof of spending (receipts/bills). The expenses include : • • • • • •

Transportation – to site and client’s office Printing costs Application fee for planning/building application Additional advice and consultations regarding health and safety reports and engineering guidance Equipment hire Project management

Payment of Fees and Expenses Any sums due and remaining unpaid at the expiry of 28 days after the date of issue of an account from the Architect bear simple interest until the date that payment is received at the daily rate equivalent to 5% over the current dealing rate of the Bank of England Rate current at the date that a payment becomes overdue.

For the avoidance of doubt the Architect’s entitlement to interest at the specified rate also applies in respect of any amounts that are awarded to the Architect in adjudication, arbitration or legal proceedings

Appointment of other consultants Other consultants may need to be appointed to provide their expertise and experience in making the project a success. We proposed to have : a.

Land Surveyor b.

Arboriculture Consultant c.

Quantity Surveyor d.

Health and Safety Consultant/Coordinator We could recommend people with whom we have worked successfully and consult the client on the appointment of the consultants. The fees of these consultants are separate from ours, thus they will consult their fees with the client.

Professional Indemnity Insurance Song Architects maintains professional indemnity insurance, with an indemnity limit of X million, in respect of each and every claim or series of claims arising out of the same originating cause provided such insurance continues to be offered on commercially reasonable terms to architects of a similar size and financial standing to the Architect at the time when the insurance is taken out or renewed.

The insurance is: • limited to the amounts stated in the Agreement in the aggregate in any year of insurance • subject only to such other limitations, exceptions and exclusions as are commonly included in such policies • maintained until at least the expiry of the period stated in the Agreement from the date of the last Service performed under the Agreement or (if earlier) practical completion of construction of the Project.

The Architect, when reasonably requested by the Client, produces for inspection a broker’s letter or certificate confirming that the professional indemnity insurance required under the Agreement has been obtained and/or is being maintained. If we are appointed for partial services only, we cannot be held liable for any problems on site.

Dispute Resolution Should any dispute arise, Song Architects will try to resolve the disputes with the client by negotiation or mediation. If the dispute fails to be resolved, we will refer to an adjudicator, or to a nominating body. There is also an option to solve the problem through arbitration (in England and Wales Arbitration Act 1996) EXPENSES, APPOINTMENT OF OTHER CONSULTANTS, PI INSURANCE, DISPUTE RESOLUTION | 69

Planning Permission Once Song Architects receive the signed and approved formal appointment, there will be an application for full planning permission. The approved planning permission will allow for construction of the exhibition gallery to commence.

The main conditions that Song Architects will adhere to optimise execution of the project: time scales (building work has to commence within five years after permission is granted), the consistency of the construction with the submitted drawings and approval of the local council on decisions.

Song Architects will organise pre-application discussions and consultations closer to the submission process to enforce the validity of our application. At every stage of the design process consultations and meetings have been held with the local public and other interested or concerned parties All major decisions are made only after consultation and approval of all parties involved. During which, we will work closely with the local authority – the Oxford City Council which sets out the long-term strategy for the development of the area covered.

In order to result in efficient and quick planning approval Song Architects have considered the following aspects into the design: Visual impact of the exhibition gallery The design is lower than the surrounding buildings, and therefore has no visual effects from the residential areas and roads Improvement to noise level and wind intensity in courtyard The building work will be a small addition to the site which involves the relocation of the air-conditioning units into a more enclosed and soundproof space. The exhibition gallery will also limit strong winds from reaching the green space that will be transformed into a public seating and outdoor installation area Timescale The project is planned to be completed within 8 months. Due to this being a fast-track project the effect it has on the surrounding public will be low.

Impact on existing landscape The design utilises the free space in the courtyard and the existing bridge connecting Abercrombie and Buckley, therefore it will introduce more efficient use of the existing space and upgrade the surrounding buildings. The landscaping of the green space in the courtyard will rejuvenate and not harm the existing plants Planning permission can be applied for online using the Planning Portal Website or paper form submission.

The mandatory requirements when submitting a planning application are: The standard application form Location plan – which shows the site area and its surrounding context.

Site Plan/block plan– which shows the proposed development in detail An ownership certificate A, B, C or D stating the ownership of the property Agricultural holdings certificate – this is required whether or not the site includes an agricultural holding. All agricultural tenants must be notified prior to the submission of the application Design and access statement that outlines the design principles and concepts that have been applied to the proposed development and how issues relating to access to the development have been dealt with.

Correct application fee.

PLANNING PERMISSION | 70

Top Architects Appointment Letter Bottom Planning Permission Application Forms

PLANNING PERMISSION | 71

Building Regulations Once the planning permission is approved Song Architects will submit a full building regulations application to the local authority. The submission of a full plan requires detailed drawings (including specified notes on how the building is to be built and the materials to be used and details) to be submitted together with the relevant fee for the work being undertaken. The plans are checked and an approval notice is issued before work commences. This process can take up to 8 weeks dependant on the project.

We ensure our work complies with the Building Regulations to ensure building work satisfies minimum constructional standards, energy conservation requirements and is accessible to all. We have ensured that the advice and guidelines set in regulation parts A to P are integrated in the design for the exhibition space.

The building regulations cover all aspects of construction. We submit our application based on the 14-part ‘Approved Documents’ which contain practical ways and explanations of how to comply with the functional requirements of the Building Regulations.

These ‘Approved Documents’ and their relevance to the project are shown on the next page

BUILDING REGULATIONS | 72

A

STRUCTURAL STABILITY

B

FIRE PRECAUTIONS

This exhibition gallery has to be structurally stable, robust and long-lasting as it will be heavily populated, especially during the year-end exhibition

The building includes services that runs on electricity that could be a fire hazard. More accessible fire escape routes will be implemented.

C

THE PREVENTION OF DAMPNESS

The floor structure of the building is wood and can easily rot due to prolong exposure to dampness from the ground Subsoil drainage may be required and the structure will have good weather and water proofing to protect the exhibits

D

TOXIC SUBSTANCES

Control mechanisms to assess the risks and hazards from the chemicals used in the construction materials

E

SOUND RESISTANCE OF WALLS AND FLOORS BETWEEN DWELLINGS

The exhibtion gallery will require low sound levels for the users to fully enjoy the art exhibits. The air conditioning units will be relocated and the existing trees and additional plants will be planted on to reduce the sound impact in courtyard

F

VENTILATION OF HABITABLE ROOMS AND UNHEATED VOIDS

G

HYGIENE

The exhibition gallery will be connected to the existing toilets in the Abercrombie and Buckley buildings

H

DRAINAGE AND WASTE DISPOSAL

Adequate drainage systems must be provided and pollution prevention and sewage infrastructure.

J

HEATING APPLIANCES

The exhibition gallery uses small electrical appliances, mainly lighting. There will be a few heating devices in the gallery to maintain an optimum internal temperature for the exhibits

K

STAIRWAYS

L

CONSERVATION OF FUEL AND POWER

Windows allow natural ventilation and daylighting. When there are no occupants in the space, the artificial lights will be dimmed and are controlled by a motion sensor. Only a few of the heating appliances will be kept at a constant optimum temperature to protect the exhibits

M

ACCESS TO BUILDINGS AND FACILITIES FOR DISABLED PEOPLE

The site will be made more accessible to people with the implementation of more access points and ramps for disabled users

N

THE SAFE POSITIONING OF GLAZING IN WINDOWS AND DOORS

The design complies with the minimum safety requirements related to the use, operation and cleaning of windows as the buildings have windows in every building.

P

ELECTRICAL SAFETY

There are electrical lighting and heating appliances in the gallery that require a degree of electrical safety. There is also outdoor lights in the garden

The design would utilise the natural wind in the site to maximise ventilation and air quality

The two-storey gallery will meet minimum standards for stairwells, ramps and ladders.

BUILDING REGULATIONS | 73

Tender Process Song Architects consider several options when going to tender, based on the scale and nature of the project as well as the client’s.

The three primary options are for tender are: Open Tender It is open invitation to any qualified tenderer .The participant has to ensure that they fulfil the minimum pre-qualification criteria specified in the tender document to qualify. If they do not meet the pre-qualification criteria, their bid will be rejected & they will lose the document fees they have paid. Open tender is normally advertised in newspaper. The Lowest Bidder or L1 generally wins the contract.

Advantages: • Large selection of bids that offer various benefits • New potential suppliers can be identified • Favoured by public service and government agencies Disadvantages • Large investment of time and information for contractors to bid puts some potential bidders off

applying • High workload for client and architect to evaluate large number of bids • Knowing their chances of gaining the contract are small, contractors may not study the contract in

detail to work out their minimum price, but simply quote a price that will be certain to bring them

a profit if they win the contract. If the client chooses the lowest tender he runs the risk the tenderer

has not studied the contract sufficiently or lacks technical or financial resources to undertake the

work successfully.

Negotiated tender It is obtained by the client inviting a contractor of his choice to submit prices for a project. Usually this is for specialized work or when particular equipment is needed as an extension of existing works, or for further work following a previous contract. It is based on one-to-one discussion with contractors to negotiated the terms of contract Advantages • Good amount of control on the architects behalf as they are able to negotiate before assigning a contractor • Mistakes in pricing can be reduced, so that both the engineer advising the employer and the

contractor are confident that the job should be completed to budget if no unforeseen troubles arise.

Disadvantages • Rare because the standing rules of public authorities do not normally permit them Selective tender The client advertises the project and invites contractors to apply to be placed on a selected list of contractors who will be invited to bid for the project. Contractors applying are given a list of information they should supply about themselves in order to ‘pre-qualify’.

Advantages • The design team have a greater input and control on selection of contractors • The client can select the contractors who have adequate experience, are financially sound, and

have the resources and skills to do the work • The client know the capacity of the contractor accepting lowest tender • We save time in a diver tiding & publishing as in open tender • All the contractors may be in the same status so they get more profit & the work is also in good

quality.

Disadvantages • unrealistically bids which project low prices in an attempt to win the work and are eventually over

run on cost • It can be a tough decision to select the best contractor since all of them are pre-qualified • This type of contract the client some time well know the contractor this leads to give some kind of

help by the client more core needed in selective con tractors.

TENDER PROCESS | 74

Song Architects advise the use of a selective tender for the exhibition gallery.

Although Song Architects is a new young firm, we have established many good connections with contractors in our previous projects. We believe our strong relationships with contractors will form a cohesive team through selective tendering. We have identified our own selection of contractors with good track record and will consult with the client. The client has the option to select the most suitable contractor from our recommended list or choose the contractor himself.

A selective tender is ideal for the project due to potential low price and high quality of work. The competitive environment among the best contractors invited to bid will increase the chances of getting the best deal.

The time taken through the interviews of a selective tender is relatively low as we have narrowed down our choices.

Selection of contractors Song Architects has identified a selection of excellent contractors which we have previously worked with and we will discuss our choices with the client. We will then send out tender documents to the contractors to bid for. Once the bids have been received they will be reviewed. Interviews and discussions will be held with the bidders to clarify the project brief and requirements.

We always look for these qualities in the contractors: - A strong positive determination to produce high quality work within the allocated time - Consistent good record of work - High experience and knowledge about construction - Good relationships with providers / subcontractors We often select a contractor based on their quality of work, cost, delivery time and management.

When the contractor has been selected, we will proceed to set up necessary contractual agreements.

Tendering Process

SELECTION OF CONTRACTORS | 75

Selection of building contracts The client has chosen to procure the project through the traditional/conventional method. The features of the method are: 1.

The design process is separate from the construction 2.

The tenderer/contractor is appointed by competitive tender 3.

Full documents are needed for the tendering process (drawings, work schedules, bills of quantities) 4.

The client has control over the design through the architects. Generally the contractors are not

responsible for the design 5.

There is reasonable certainty on the cost of the project because the contract figure is usually known

at the outset of the construction process. The contract has provision for cost to be adjusted later, if required.

6.

Speculative risks are balanced between the parties. A lump sum contract is more in favour of the

client whereas a measurement contract is less so. A traditional lump sum is a low risk procurement

option in terms of design, quality and cost for a client.

The types of contracts available under the traditional/conventional method are - - -

Lump Sum Contracts Measurement Contracts Cost reimbursement Contracts Song Architects advise the use Intermediate Building Contract (IC) - a form of Lump Sum Contract as the most appropriate contract to put the design forward. With lump sum contracts, the contract sum is determined before construction work is started.

The Intermediate Building Contract (IC) is appropriate for the project because: The exhibition gallery is a relatively small-scale project and are of simple content involving the normal, basic construction methods of the industry, without the need for complex specialist work on building service installations The works are designed by the architects on behalf of the client, fairly detailed contract provisions are necessary and the client is to provide the Contractor with a detailed specification of work schedules/Bills of Quantities to define the quantity and quality of the work

Current version: IC 2011 Previous versions: IC 2005 (Rev 2 2009), IFC 1998

Song Architects are assigned to administer the conditions The contractor is not involved in the design stages of the project – thus allowing a wide opportunity for the architectural conceptual design making The project been substantially designed before the tenderer is supplied with detailed documents The contractor is responsible for all the domestic sub-contractors

SELECTION OF BUILDING CONTRACTS | 76

Appointment of other consultants Song Architects will advise the appointment of the following consultants to assist the design, planning and construction processes.

Land Surveyor Provides detailed information on the topographical nature of the site

Arboriculture Consultant Surveys the existing trees and natural landscape on site as the design incorporates the existing trees

Quantity Surveyor Provides refined accurate finances for the client

Health and Safety Consultant/Coordinator Ensures the safety of all parties involved in every step of the building process

Health and Safety It is the architects and clients responsibility to provide information about health and safety for legal protection of all parties. We always comply with the 13-part UK Building Regulations when practising health and safety rules. We design a risk assessment and management plan from the early stage of design. It is important for us as architects to consider the type of machinery that will be used on site, and the space allocated to place them and the risks involved in using them. A health and safety coordinator is also consulted to review the health and safety plans of the project.

We inform the Health and Safety Executive (HSE) of the proposed construction work to comply with the Construction (Design and Management) Regulations 2007 (CDM). The CDM assists in effective risk planning and management and reducing paperwork and improving the clarity of the Regulations so that all duty holders are aware of their roles and responsibilities.

Some safety measures that we practise in our projects are Informing and training all parties of their responsibilities, risks and precautions, site rules and emergency procedures Ensure all heavy materials/machinery are managed only by highly-competent workers Conduct regular health and safety tests for then workers and the construction machinery Ensure the site is adequately prepared and arranged, and equipped with safety measures such as first aid services Conduct regular site visits to monitor the progress of the development and the health/safety issues Ensure all workers on site have the Construction Skills Certification Scheme Card Employ low risk construction methods Prevent site access to unauthorised persons Arrange welfare facilities for the workforce Site safety sign

HEALTH AND SAFETY | 77

Oxford Brookes University

Song Architects Headington Campus

1 Gipsy Lane Gipsy Lane

Headington Oxford Oxford OX3 0BP

OX3 7PT

Tel : 07741936220

SongA@SongArchitects.co.uk 20th March 2014 Dear Mr. Smith, Closing Remark of the Exhibition Gallery Project Following the final presentation of our project proposal for the exhibition gallery, I would like to say a final thank you for giving us this amazing opportunity to work with you.

We hope that the information provided is holistic to guide you through the process of design, bid and build in the months to come. We look forward to the design process once the relevant contracts have been approved.

Should there be any queries about the project at all, I am always at your service.

Best regards

PF Song Song Architects Managing Director

THEME 5 | 78

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Theme 4 Cooper J. (2013) Time Management & Working Practices [Lecture to BA Architecture Year 3 Sem 1, Oxford Brookes University]. 26 November http://www.multiproject.org/multiproject_guides/multiproject_guides/multiproject_guides/no_5.html http://www.pathsforall.org.uk/pfa/lowland-paths-guide/p¬¬reparing-the-tender-document.html http://www.bia.ca/articles/rm-risk-management.htm http://www.markeluk.com/useful-information/what-is-professional-indemnity-insurance.aspx http://www.poolepl.com/img/~www.poolepl.com/8367sept03.pdf http://books.google.co.uk/books?id=ISzC_3inw7cC&pg=PA452&lpg=PA452&dq=Records+Retention+Policy+architecture&source=bl&ots=abKX0QWlzH&sig=nsGLk5PUmznWr6E0j0JzFh4o1Qc&hl=en&sa=X&ei=X80bU8aiGYTPhAeTyIDgDQ&ved=0CEgQ6AEwAw#v=onepage&q=Records%20Retention%20Policy%20 architecture&f=false http://www.designingbuildings.co.uk/wiki/Tender_documentation_for_construction_projects Theme 5 Welham C. (2014) Planning Law and Procedures [Lecture to BA Architecture Year 3 Sem 2 Oxford Brookes University]. 28 January Welham C. (2014) Building Regulation and CDM [Lecture to BA Architecture Year 3 Sem 2 Oxford Brookes University]. 4 February Brookhouse S. (2014) Architects Appoinment [Lecture to BA Architecture Year 3 Sem 2 Oxford Brookes University]. 11 February Brown A. (2014) Preparing to go on site [Lecture to BA Architecture Year 3 Sem 2 Oxford Brookes University].

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BIBLIOGRAPHY | 80