By Sophie LinnĂŠa Rose February 2014 Department of Architecture Oxford Brookes University Dip Arch Management Practice and Law P30028
CONTENTS Theme 1 1.0 Initial Correspondence. 2.0 Introduction to Design Project. 3.0 Business Plan and Project Management.
Theme 2 4.0 Second Correspondence. 5.0 Duties and Responsibilities. Theme 3 6.0 Professionalism in a changing context.
Theme I.
01. Initial Correspondence.
HA Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 007
Sophie Rose Esq. 37 Grandpont Place Oxford Oxfordshire OX1 4NH 21st Feb 2013
Dear Sophie, We have been very impressed by your commitment and hard work during your time with us that the company would like to offer you a share in a new London office. We have been particularly impressed with your last design studio project which we all agree should be realized and built. To this end we have approached one of our developer clients who are very keen to invest and move things forward. However they want more protection in terms of liability as well as well as your strategy and thoughts on the implementation of BIM as part of the office set up. We need you to prepare a report for discussion purposes at this stage ready to be presented at the next directors meeting. It should contain the following information:1. Your recommendations for a new business model and how it satisfies their requirements for more shelter from all aspects of liability. 2. An outline business plan that focuses on the mechanisms for controlling business finances. (There is no need to supply arithmetic; the directors will supply actual figures for the headings you provide). 3. An outline staffing resource plan for your project which reflects any changes from a traditional work stage approach due to implementation of BIM and its intended use. 4. Any Key considerations that we should be concerned about regarding business and management during the first two to five years. Just a word of advice, past reports that are clear, with limited technical jargon including professional drawings/diagrams and labelled well with strong references to your last studio project will be well received. Please do not hesitate to contact us should you have any queries and we look forward to receiving your report at your earliest convenience. Yours Sincerely,
Mr. Dream on
Sophie Rose Esq. 37 Grandpont Place Oxford OX1 4NH tel: 020 012 34567 email: s.rose@rosearch.co.uk web: rosearchitects.co.uk
HA Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 007
23rd February 2013
Dear Mr Dream on,
Thank you for your letter offering the opportunity of funding by your investor to launch a new design studio and please accept this letter as confirmation of acceptance of your kind offer. The funding offered to us by your developer client will be used to create a prison development located in Wakefield which will form part of a much needed extension to the current HM Prison. Enclosed is a report that I have assembled which responds to your enquiries relating to the business and project management, the duties and responsibilities of the architect in practice, architecture in a practical context and relationships, contracts, laws and regulations. In order to contextualize the proposal, the report begins with an introduction to the project and its concepts. I hope you and your developer clients find this document insightful and beneficial in forming the practice. I look forward to hearing from you in the near future.
Yours Sincerely,
Sophie Rose
2.0 Business Plan and Project Management.
Our Vision 1.0 Executive Summary 2.0 Background 3.0 Organisation 4.0 Operations 5.0 Growth 6.0 Finances
OUR VISION
Rose Architects and Partners aspires is to be recognised throughout the UK as a leading provider of public projects, specialising in the constructions of institutions of detention which aim to secure and rehabilitate offenders. Currently a quarter of the 140 prisons in England and Wales are Victorian or older while a further 25% were built in the 1960’s Rose Architects and Partners LLP team and 1970’s. Based on a years work with prisoners and prison officers, Rose Architects believes it is our duty to is a design-focused practice create a secure environment for offenders to learn and equip specialising in high quality, innovative themselves with important life skills to directly tackle the current problems of re-offending. and environmentally responsible
architecture. Emphasis on achieving clients objectives through a structured approach to briefing and design development, employing
We aspire to:
• Deliver an excellent standard of service.
• Expand our skills and knowledge to serve our clients.
• Be trustworthy advisers working with integrity to accomplish success for our clients.
• Continually build up our business through repeat works and referrals.
• Be recognised as an ‘employer of choice’ in the public sector industry.
1.0 Executive Summary
1.1 Proposed Partnership Information
1.1.1 Proposed Partnership Name: Rose Architects and Partners LLP. 1.1.2 Proposed Partnership Structure: Limited Liability Partnership. 1.1.3 Proposed Partners Sophie Linnéa Rose Harold van Schevensteen 1.2 Financial Arrangements
1.2.1 Investment Required. Sophie Linnea Rose contribution - £20,000. Harold van Schevensteen contribution - £20,000. Walkon Limited (investors) loan - £60,000. Walkon Limited Company Directors: Natasha Franken and Joshua Aldridge. Total setup investment £100,000 Buy in figure to be determined by Rose Architects and Partners Ltd. and Walkon Limited. 1.2.2 Estimated Terminal Value (5 years) Figure to be determined by Rose Architects and Partners Ltd. and Walkon Limited.
2.0 Background The establishment of Rose Architects and Partners as an architectural practice through a shared philosophy will be illustrated in the following document and will describe the vision of future Prison Service environments which we will extend to everyone in connection with the practice. The document provides a plan for the delivery of the project in Wakefield and how this will provide a learning outcome for future projects which involves the construction of modern, specialised institutions of detention.
People aged 60 and over are now the fastest growing age group in the prison estate. The number and proportion of men aged over 60 sentenced to prison by the courts has increased significantly. Between 1995 and 2000 the number of elderly males given custodial sentences increased by 55%.
The Senior Prison Project in Wakefield is a project that responds to the huge requirement for segregation in institutions in the UK. The prison population in the United Kingdom is exploding, with over 80,000 people in prison today, which is twice the numbers of a decade ago. Her Majesty’s Prison in Wakefield is among the largest category A in Europe with its average prison roll at approximately 740 including nearly 100 Category A and 10 High Risk Category A prisoners. This has led to a developing consciousness among prison staff and prisoners of the difficulties faced by older people and a greater understanding that the current system is often inadequate, and prisons ill-equipped, to meet their needs. In response to the Justice Committee report into older people in prison, the Prison Reform Trust called for a national scheme across justice and health to tackle the rapidly growing numbers of older people behind bars. We will be working along side government bodies through out the project and due to the specialised nature of the build we will be working closely with Juliet Lyon, director of the Prison Reform Trust.
ated April 2010
Prisons Map Prisons Map London Key
Holloway
London
Wormwood Scrubs
Pentonville
Lincoln
Feltham
Belmarsh
Acklington
Holloway
Castington
Wormwood Scrubs
Isis
Brixton
Latchmere House
Wandsworth Pentonville
Frankland
Feltham
Low Newton
Belmarsh
Holme House
Durham
Acklington
Isis
Frankland
Wetherby
Lancaster Castle Kirkham
Low Newton
Belmarsh
High Security prison
Wolds
Contracted prison (C)
YORKSHIRE & HUMBERSIDE
NORTH WEST
Juvenile (J) Prisons
Prisons
Askham Grange Female (F) (F) Doncaster (C)
Altcourse (C) Buckley Hall
Hull
Garth
Lindholme (IRC)
Hindley (YOI/J)
Ranby Thorn Cross
Sudbury Nottingham
Drake Hall
Lancaster Farms London
Haverigg
Swinfen Hall
Shrewsbury
Lancaster Castle Kirkham
Hindley
Liverpool
Low Newton Holme House
Durham
Altcourse
Kirklevington
Stocken
Norwich
Wayland Peterborough
Leicester
Gartree
WALES
Littlehey
Yvonne WhitemoorThomas
Blundeston
Prison establishment Hewell
Belmarsh
Leeds
Askham Grange High Security prison
Long Lartin
Foreign Nationals Prison (FNP)
Sheppey Cluster
Parc
Immigration Removal Centre (IRC)
Risley
Ranby
Bristol
Deerbolt
Thorn Cross
Sudbury
Caroline Marsh
Nottingham
Prisons
Drake Hall
Downview
Maidstone Canterbury
NORTH WEST Lincoln
Guys Marsh
Rochester
High Down
Erlestoke Shepton Mallet YORKSHIRE & HUMBERSIDE Foston Hall
Steve Wagstaffe
Werrington
Northallerton
Coldingley
Ashfield
Lancaster Farms
Haverigg
Ashwell
DannyGlen McAllister Parva Birmingham
Bure
Everthorpe Wellingborough Prisons Belmarsh Edmunds Hill Onley Frankland Bedford Cardiff (YOI) Hollesley Bay Rye Hill Hull Full Sutton SwanseaHighpoint (YOI) Contracted prison (C) Wolds Buckley Hall Brixton Long Lartin Parc (C) Warren Hill Woodhill Wakefield Bullingdon Manchester Grendon/ Usk/Prescoed (YOI) Gloucester Lindholme Wandsworth Forest Bank Juvenile (J) New Hall Aylesbury Wakefield Springhill Chelmsford Doncaster Usk/Prescoed Swansea Female (F) Whitemoor The Mount Huntercombe Leyhill Bullwood Hall Institution (YOI)MoorlandWoodhill Cookham Wood Eastwood Park Manchester Youth Offender Styal Bronzefield Cardiff Reading WealstunLincoln
Isis
Latchmere KennetHouse Frankland
North Sea Camp Morton Hall
Whatton
HIGH SECURITY Wolds
Brinsford
Featherstone
Belmarsh
Wymott
Garth
Castington
Full Sutton
Key
Pentonville
Preston
Feltham Acklington
Wetherby
Holloway
Wormwood Scrubs
Lowdham Grange
Dovegate
Stafford
Kingston
Prisons
Send Winchester
North Sea Camp
East Sutton Park
EAST MIDLANDS BeverleyBlantyre Shears House
Dover
Prisons Lewes
Stoke Heath
Ford Exeter Ashwell Askham GrangeDorchester (F) Altcourse (C) Haslar Foston Hall (F) Bure Doncaster Buckley Hall Lowdham (C) Isle of Wight Morton Hall Whatton Everthorpe Stafford Wealstun Kirkham Preston Cluster (C) The Verne Gartree Everthorpe Forest Bank Dartmoor Grange Portland Askham Grange Wymott Ashwell Glen Parva Hull Garth Swinfen Hall Garth Stocken Hull Leeds Norwich Wayland Channings Wood Shrewsbury Buckley Hall Leicester Leeds Haverigg Hindley Wakefield Lincoln Lindholme (IRC) Hindley (YOI/J) Lindholme Forest Bank New Hall Kennet Doncaster Leicester (YOI) Lowdham Grange (C) Moorland Kennet Peterborough Liverpool Brinsford Moorland Morton Hall (F) New Hall (F/J/YOI) Gartree Kirkham Manchester Styal Blundeston Littlehey Altcourse North Sea Camp Lancaster CastleWhitemoor Glen Parva (YOI) Birmingham Northallerton Featherstone // More Risley Ranby // last updated April 2010 prisons and probation information can be found on the intranet under Organisation > NOMS Map London Nottingham Wealstun Lancaster Farms (YOI/J) Thorn Cross Sudbury Onley (YOI) Wetherby (J) Liverpool Wellingborough Lincoln Foston Hall Key Holloway Hewell Edmunds Hill Ranby HIGH SECURITY Wolds (C) Preston Werrington Nottingham Danny McAllister North Sea Camp Onley Wormwood Scrubs Drake Hall Pentonville Rye Hill (C) Risley Bedford Stoke Heath Prison establishment Lincoln Stocken Belmarsh Styal (F/YOI) Bure Feltham Lowdham Morton Hall Hollesley Bay Dovegate Whatton Stafford Belmarsh Rye Hill Sudbury Frankland Thorn Cross (YOI/J) Long Lartin Grange High Security prison Belmarsh Highpoint Acklington Ashwell Swinfen Hall Stocken Full Sutton Norwich Wellingborough Wymott Wayland Shrewsbury Isis Castington Contracted prison (C) Wolds Brixton Whatton Long Lartin Peterborough Warren Hill Leicester Manchester Woodhill Brinsford Bullingdon Latchmere Wandsworth Juvenile (J) Grendon/ Blundeston House Gartree Littlehey Wakefield Glen Parva Birmingham Gloucester Featherstone Whitemoor Frankland Female (F) Springhill Whitemoor Aylesbury Chelmsford Wellingborough Woodhill Youth Offender Institution (YOI) Usk/Prescoed Low Newton Hewell Edmunds Hill Holme House Swansea Onley Durham The Mount Foreign Nationals Prison (FNP) Bedford Kirklevington Huntercombe Leyhill Immigration Removal Centre (IRC) Hollesley Bay Bullwood Hall
Wetherby
Lancaster Castle
Full Sutton
Wolds
Dovegate
Prisons Map
Rye Hill
Long Lartin
Bullingdon
Gloucester
Highpoint
Grendon/ Springhill
Usk/Prescoed
Swansea
Leyhill
Coldingley
Bristol Ashfield Erlestoke Shepton Mallet
Winchester Guys Marsh Kingston Haslar Exeter
Dorchester
Dartmoor
Portland Channings Wood
Isle of Wight Cluster
The Verne
Dartmoor
Bullwood Hall
Ashfield
Prisons Coldingley
Wetherby
Full Sutton
Wolds
Birmingham Everthorpe Erlestoke Askham Grange Rochester Brinsford (YOI/J) Wymott High Garth Maidstone Shepton Mallet Hull Leeds Drake Hall (F/YOI) Downview Down Buckley Hall Hindley Canterbury Wakefield Winchester DovegateLindholme (C) Forest Bank New Hall Kennet Send Doncaster East Sutton Park Featherstone Dover Liverpool Guys Marsh Moorland Hewell Manchester Styal Kingston Blantyre House Altcourse Shrewsbury Risley Ranby Stafford Lewes Thorn Cross Sudbury Foston Hall Stoke HeathLincoln (YOI/J) Haslar Ford Dorchester Werrington Nottingham Hall (YOI) Swinfen North Sea Camp Drake Hall Stoke Heath Werrington (J) Isle of Wight Lowdham Morton Hall Dovegate Whatton Stafford Grange Cluster Ashwell TheHall Verne Swinfen Stocken Wayland Shrewsbury Portland Kirkham
Parc
Exeter
Lancaster Castle Cookham Wood
Preston
Sheppey Cluster
Wealstun
Brinsford
Channings Wood
Peterborough
Leicester Birmingham
Featherstone
Gartree
Glen Parva
Bullingdon
Fig 2. UK Prison Facilities Locations. // last updated April 2010
Swansea
Cardiff
Coldingley Ashfield
Chelmsford
The Mount Bullwood Hall Cookham Wood Sheppey Cluster
Parc
Rochester
High Down
Downview
Maidstone Canterbury
Erlestoke
Send
Shepton Mallet Winchester
East Sutton Park Blantyre House
Guys Marsh Kingston
Lewes Exeter
Dartmoor
Haslar
Dorchester
Portland
The Verne
Isle of Wight Cluster
Channings Wood
// last updated April 2010
// More prisons and probation information can be found on the intranet under Organisation > NOMS Map
Prisons
Askham Grange (F) LONDON Digby Griffith Doncaster
(C) Prisons Everthorpe Brixton Hull Feltham (YOI/J) Leeds (F) Holloway WEST MIDLANDS Isis Lindholme (IRC) Gill Mortlock House Latchemere Moorland (YOI) Pentonville Prisons Wandsworth New Hall (F/J/YOI) Wormwood BirminghamScrubs Northallerton (YOI) Brinsford (YOI/J) Drake Hall (F/YOI) Wealstun Dovegate (C) Featherstone Wetherby (J) NORTH EAST Hewell Phil Copple(C) Wolds Shrewsbury Prisons Stafford Stoke Heath (YOI/J) Acklington Swinfen Hall (YOI) Castington (YOI/J) Werrington (J) Deerbolt (YOI) Durham Holme House Kirklevington Low Newton (F/YOI)
WALES SOUTH EAST
RogerYvonne Hill Thomas Prisons
Prisons
Cardiff (YOI) Swansea (YOI) Aylesbury (YOI) Parc House (C) Blantyre Usk/Prescoed (YOI)
WEST MIDLANDS
Bronzefield (C) Bullingdon Gill Mortlock Canterbury (FNP) Coldingley Cookham Wood (J) Dover (IRC) Downview Birmingham EAST MIDLANDS East Sutton Park (F) Beverley Shears Ford Brinsford (YOI/J) Prisons Grendon / Springhill Drake Hall (F/YOI) Haslar (IRC) Ashwell Foston High Down Hall (F) Dovegate (C) Gartree (J) Huntercombe Parva Featherstone Isle ofGlen Wight Cluster Leicester - Albany Hewell Lincoln - Camp Hill Grange (C) Lowdham Shrewsbury - Parkhurst Morton Hall (F) Kingston North Sea Camp Stafford Nottingham Lewes OnleyHeath (YOI) Stoke (YOI/J) Maidstone Ranby Reading (YOI) Rye Hill (C)Hall (YOI) Swinfen Rochester (YOI) Stocken Send Werrington (J) Sudbury Sheppey Cluster Wellingborough Whatton - Elmley (YOI) - Standford Hill - Swaleside Winchester
Prisons
Hollesley Bay Warren Hill
Woodhill Aylesbury
Bronzefield
Reading
Bristol
Caroline Marsh Trevor Williams
Blundeston
Highpoint
Grendon/ Springhill
Huntercombe Leyhill // More prisons and probation information can be found on the intranet under Organisation > NOMS Map Eastwood Park
NORTH WEST EASTSheppey OF ENGLAND Cluster
Whitemoor
Usk/Prescoed
Ford
Dover
WEST MIDLANDS
SOUTH WEST
Gill Mortlock
Colin Allars
Prisons
Prisons
Prisons
Ashfield (C) Bristol Channings Wood Dartmoor Dorchester (YOI) Eastwood Park (F/YOI/J) Erlestoke Exeter (YOI) Gloucester (YOI) Guys Marsh (YOI) Leyhill Portland (YOI) Shepton Mallet The Verne
Bedford Blundeston Bullwood Hall (FNP) Bure Chelmsford (YOI) Edmunds Hill Highpoint Hollesley Bay Littlehey Peterborough (C) The Mount Norwich (YOI) Warren Hill Wayland
Birmingham Brinsford (YOI/J) Drake Hall (F/YOI) Dovegate (C) Featherstone Hewell Shrewsbury Stafford Stoke Heath (YOI/J) Swinfen Hall (YOI) Werrington (J)
Danny
Belmarsh Frankland Full Sutton Long Lartin EAST MIDLANDS Beverley Shears Manchester WakefieldPrisons Ashwell Whitemoor Foston Hall (F) Woodhill Gartree
New Hall (F/J/YOI) Kirkham Northallerton (YOI) Lancaster Castle Wealstun Lancaster Farms (YOI/J) Wetherby (J) YORKSHIRE & HUMBERSIDELiverpool Wolds (C) Preston Steve Wagstaffe Caroline Risley Styal (F/YOI) Thorn Cross (YOI/J) Wymott
Bedford
Rye Hill
Long Lartin
Steve Wagstaffe
Edmunds Hill
Onley
Gloucester
YORKSHIRE & HUMBERSIDE
Rochester Prisons Prisons High Maidstone Prisons Down Prisons Downview Askham Grange (F) Altcourse (C) Hall Canterbury Ashfield (C) Doncaster (C) Bedford Buckley Everthorpe Forest Bank (C) Bristol Blundeston Send HullSutton Park Garth East Channings Wood Bullwood Hall (FNP) Leeds Haverigg Dover Dartmoor Bure Lindholme (IRC) Hindley (YOI/J) Blantyre House Dorchester (YOI) Chelmsford (YOI) Moorland (YOI) Kennet Eastwood ParkNew (F/YOI/J) EdmundsKirkham Hill Hall (F/J/YOI) Northallerton (YOI) Erlestoke HighpointLancaster Castle Lewes Farms (YOI/J) Exeter (YOI) Wealstun Hollesley Lancaster Bay Wetherby (J) Gloucester (YOI) Littlehey Liverpool Ford Wolds (C) Preston Guys Marsh (YOI) Peterborough Risley(C) Leyhill The Mount Styal (F/YOI) Bure Portland (YOI) Norwich (YOI) Thorn Cross (YOI/J) Norwich Mallet Wymott Shepton Warren Hill The Verne Wayland
Littlehey
Wellingborough
Hewell
// More prisons and probation information can be found on the intranet under Organisation > NOMS Map
SOUTH WEST Colin Allars
Gill Mortlock
Chelmsford Northallerton
Bristol
Cookham Wood
Bronzefield
Reading WEST MIDLANDS
Lancaster Farms
Haverigg The Mount
Bronzefield
Reading
Deerbolt
Warren Hill
Parc Aylesbury
Huntercombe
Eastwood Park
Cardiff
Eastwood Park
Cardiff Woodhill
HIGH SECURITY
Glen Parva Leicester Lincoln Lowdham Grange (C) Morton Hall (F) North Sea Camp Nottingham Onley (YOI) Ranby Marsh Rye Hill (C) Stocken Sudbury Wellingborough Whatton
NORTH WEST
Lincoln
Foston Hall Werrington Stoke Heath
Northallerton
Cardiff (YOI) Swansea (YOI) Parc (C) McAllister Usk/Prescoed (YOI)
Immigration (IRC) Moorland (YOI) Removal Centre Kennet
Moorland
Risley
Prisons
Foreign Nationals Prison (FNP) Leeds Haverigg
Lindholme
Doncaster
Manchester
Styal
Altcourse
New Hall
Caroline Marsh
Everthorpe Youth Offender InstitutionForest (YOI)Bank (C)
Hull Wakefield
Forest Bank
Liverpool
Deerbolt
Everthorpe
Leeds
Buckley Hall
Kirklevington
Kennet
Prisons Map
Wolds
Askham Grange
Wymott
Hindley
Full Sutton
Wealstun
Preston
Garth House Holme
Durham
Wandsworth
Latchmere House
Digby Griffith
Key
Steve Wagstaffe Haverigg
LONDON
Yvonne Thomas
Belmarsh Frankland High Security prison Belmarsh Full Sutton Contracted prison (C) Wolds Long Lartin Manchester Juvenile (J) Wakefield Female (F) Whitemoor Prison establishment Lincoln Woodhill Youth Offender Institution (YOI) Immigration Removal Centre (IRC)
Brixton Northallerton
Lancaster Farms
WALES
Danny McAllister
Foreign Nationals Prison (FNP)
Kirklevington
Deerbolt
Castington
HIGH SECURITY Prison establishment
EAST OF ENGLAND Trevor Williams
Prisons
Altcourse (C) Buckley Hall Forest Bank (C) Garth Haverigg EAST OF ENGLAND SOUTH WEST Hindley (YOI/J) Colin Allars Trevor Williams Kennet Prisons Prisons Kirkham Bedford Ashfield (C) Lancaster Blundeston Castle Bristol Channings Wood Bullwood Hall (FNP) Lancaster Bure Farms (YOI/J) Dartmoor Dorchester (YOI) Liverpool Chelmsford (YOI) Eastwood Park (F/YOI/J) Edmunds Hill Preston Highpoint Erlestoke Exeter (YOI) Hollesley Bay Risley Gloucester (YOI) Littlehey Styal (F/YOI) Guys Marsh (YOI) Peterborough (C) Leyhill The (YOI/J) Mount Thorn Cross Portland (YOI) Norwich (YOI) Wymott Warren Hill Shepton Mallet The Verne
Wayland
Prisons
Brixton Feltham (YOI/J) Holloway (F) Isis Yvonne Thom Latchemere House Pentonville Wandsworth Wormwood Scrubs
WALES
Prisons
Cardiff (YOI) Swansea (YO Parc NORTH EAST (C) Phil Copple Usk/Prescoe Prisons Acklington Castington (YOI/J) Deerbolt (YOI) Durham Holme House Kirklevington Low Newton (F/YOI)
EAST MIDLA
SOUTH EAST
Roger Beverley Hill
Shea
Prisons
Prisons
Aylesbury (YOI) Blantyre House Ashwell Bronzefield (C) Foston Hall ( Bullingdon Canterbury (FNP) Gartree Coldingley Cookham Wood (J) Glen Parva Dover (IRC) Leicester Downview East Sutton Park (F) Lincoln Ford Lowdham Grendon / Springhill Gr Haslar (IRC) Morton Hall High Down Huntercombe North(J)Sea Ca Isle of Wight Cluster Nottingham - Albany - Camp Hill (YOI) Onley - Parkhurst Ranby Kingston LewesRye Hill (C) Maidstone Stocken Reading (YOI) Rochester (YOI) Sudbury Send Sheppey Cluster Wellingboro - Elmley (YOI) Whatton - Standford Hill - Swaleside Winchester
LONDON Digby Griffith
Prisons Brixton Feltham (YOI/J) Holloway (F) Isis Latchemere House Pentonville Wandsworth Wormwood Scrubs
NORTH EAST Phil Copple
Prisons Acklington Castington (YOI/J) Deerbolt (YOI) Durham Holme House Kirklevington Low Newton (F/YOI)
SOUTH EAST Roger Hill Prisons Aylesbury (YOI) Blantyre House Bronzefield (C) Bullingdon Canterbury (FNP) Coldingley Cookham Wood (J) Dover (IRC) Downview East Sutton Park (F) Ford Grendon / Springhill Haslar (IRC) High Down Huntercombe (J) Isle of Wight Cluster - Albany - Camp Hill - Parkhurst Kingston Lewes Maidstone Reading (YOI) Rochester (YOI) Send Sheppey Cluster - Elmley (YOI) - Standford Hill - Swaleside Winchester
SOUTH WEST
EAST OF ENG
Colin Allars
Trevor William
Prisons
Prisons
Ashfield (C) Bristol Channings Wood Dartmoor Dorchester (YOI) Eastwood Park (F/YOI/J) Erlestoke Exeter (YOI) Gloucester (YOI) Guys Marsh (YOI) Leyhill Portland (YOI) Shepton Mallet The Verne
Bedford Blundeston Bullwood Ha Bure Chelmsford ( Edmunds Hil Highpoint Hollesley Bay Littlehey Peterboroug The Mount Norwich (YO Warren Hill Wayland
2.1 The Market
We are a professional practice which aims to create innovative strategies that improve and update existing detention facilities which are currently costing the government ££££ 1.3.1 Market Opportunity The design opportunity for this practice will be a new additional prison facility in Wakefield which specialises in the care and rehabilitation of senior offenders. This will involve an extension to the existing Her Majesty’s Prison in Wakefield which is the largest category A prison in Europe but is currently unfit to accommodate the growing number of offenders aged over 60 years. Our project aim is to provide a sustainable working facility that is designed with its user in mind in order to provide an environment that is secure yet sympathetic to individual needs of the inmates and staff. The project will encompass ecological strategies designed to establish a lower carbon footprint than those of the older institutions and therefore save tax-payers money. 1.3.2 Meeting the Market Opportunity We embark on this first project based on a years experience of working with prisoners and prison officers. Rose Architects therefore is well prepared and organised to run such a project which aims to provide a model for a new future architectural approach to the development of the Prison Service’s with the fundamental aims to provide prisoner and staff security and simultaneously create a more sympathetic, recreational and educational space which hopefully will contribute to a reduction of elderly prisoners re-offending.
3.0 Organisation 3.1 Proposed Company Name.
Rose Architects and Partners Limited. Working mainly with public sector clients, Rose Architects and Partners will be a limited liability partnership with a unique insight and experience in the construction of environmentally and socially sustainable institutions of detention in the United Kingdom, especially upgrading existing assets which are proving inadequate to meet the requirements of modern establishments of detention. The types of projects undertaken by the practice will demand collaboration from central government, the prison service and local authority social services. The collaboration of these entities under our professional guidance will stand for a more inclusive and embracing partnership and will certainly move towards satisfying the political demand for a modernisation in the prison service. 3.2 Proposed Company Structure.
Limited Liability Partnership. It is essential to select the appropriate status for the practice, as this will determine a series of other issues including tax, future succession of the practice and many other factors. A limited liability partnership is an effective and rewarding direction for opening a practice and brings the benefits of limited liability whilst maintaining a traditional partnership. For the image of the professional practice, we strongly feel that the practice would benefit from the non-speculative nature and the client security from a limited partnership as opposed to a limited company. This partnership must have an aura of security and reliability because in addition to large corporate and government clients, we aim to serve the public directly in a specialised technical area and we believe that such a professional body should avoid the high-risk format of a limited company. However, for tax efficiency and flexibility we would include a private limited company as a fifth partner which would allow us to avoid automatically distributing all the profits amongst the partners and can retain any undistributed profits within the limited company which can be used for future investments. The advantages of this new cross structure of limited liability partnership is that personal liability for the partners is limited unless one of the partners is made bankrupt and of course this is an unusual occurrence in the architectural commercial world because of the assumed responsibilty level of professionals. We are aware that this means additional legislative requirements, including having to notify Companies House of the business address and the names of the partners and submitting accounts which will be placed on the public record each year. This therefore means that accounts may have to be audited if the practice exceeds the statutory audit threshold. The partners of this practice pride themselves in clear, unhindered honesty in the way the practice is conducted and a project is undertaken. In forming a professional partnership, the partners are registered as individually self employed which means that the practice will receive more favourable tax rates than that of an employee. Working under a professional partnership will allow the participants to function and cooperate together efficiently because of their joint professional training.
3.3 Proposed Partners.
Sophie LinnĂŠa Rose Harold van Schevensteen 3.4 Proposed Registered Office.
28 Portland Rd Oxford, Oxfordshire OX2 7EY 3.5 Proposed Legal Advisors.
Blake Lapthorn Seacourt Tower West Way Oxford OX2 0FB Richard Wade T: 01865 254244 3.6 Proposed Financial Advisors and Accountants
The Oxford Advisory Partnership Ltd 2-4 High Street Kidlington Oxford OX5 2DH Kerry Fell T: 01865 354362
4.0 Operations 4.1 Staffing and IT Resources.
As the practice will be in its initial start up stages the staffing numbers for this early period must be carefully considered with the principle that we have one relatively large-scale job currently secured. The design team will comprise of the two existing partners who are professional architects who will be assisted by one architectural technician and one architectural assistant. There are good economical benefits to hiring an architect who is not yet fully qualified and often these candidates, which have come straight out of education, have a wide range of IT skills and further to this we consider it a professionals responsibility to provide valued experience and guidance for the future architectural talent. However as this initial project is a fairly large operation which encompasses government bodies and local authorities, the practice needs to project a high level of professionalism and therefore positions for architectural assistants will be limited. Along with the design team it is essential to have an efficient administration system, which for the initial project which will comprise of a single person, however this will effectively increase as more projects come in. A front desk receptionist will be required to take calls, manage meetings and welcome clients - this is important to the professional image of the practice. The continual monitoring of staffing levels against the projects in the pipeline will determine the future need for staffing positions and we expect the proposed staff to only be an initial starting point for the practice and once repeat clients are established the team will adjust accordingly. With the practice heavy involvement in work for the public sector; particularly in projects for systems of detention, there must be considerable emphasis on providing a robust and efficient IT network. Therefore the practice will attain licenses for the fundamental design programmes such as Computer Aided Design and 3D programming, using Sketch Up and Photoshop. However, our involvement in public sector projects means that as of 2016, as part of a government initiative, collaborative 3D Building Information Modelling must be used on all public projects and as a practice we must follow this legislation accordingly. This means that future staff in the design team must be skilled in using this program and this will be a major consideration in the future employment of architects and architect technicians when the practice expands(BIM will not be considered in the initial startup costs). Ultimately this will mean that there will be a new system of electronic information exchange to external organisations and it would be expected that the practice in time forms a separate BIM team which is co-ordinated by a team leader to manage communication between organisations. 4.2 Offices.
The start up office will be located Oxford as the partners are currently well established here in terms of contacts. Oxford as a location is geographically very central in the UK which is important as we expect the majority of our clients will involve local authorities which will be located all over parts of the UK. It is important to note that institutions of detention and similar building typologies are often not located in the centre of cities, with the capital containing only 9 facilities. Thus it is not a requirement to be located in the capital city and this is convenient as commercial office space in Oxford proves to be economically viable in comparison to London. Estimated rent cost of ÂŁ2,000pcm.
4.3 Equipment.
Purchasing office furniture and equipment will provide for a good investment as the company aims to expand. 4.4.1 Furniture Good quality, modern and durable furniture will be purchased to ensure a good quality working environment and suit the needs of the practice which includes a front reception and waiting area for clients. desk x 5 chairs x 5 assorted furniture for entrance. Estimated cost ÂŁ5,000 4.4.2 Computing High quality computing equipment will be imperative to the practice to ensure high quality work is produced and backed up efficiently and for this reason a large investment and reasonable amount of research will go into deciding on such equipment as such equipment will be the chief support tool of the practice. Each person working at the office will have access to a high quality and powerful computer, with exception to the reception desk which will have a standard PC. desktop computer with software licensing x 5 Estimated cost ÂŁ8,000 4.4.3 Software. Design. Each design work station will be equipped with full CAD, running Architectural Desktop and AutoCAD with graphics works produced on photoshop and 3D design capability using Google Sketch Up and 3DSMax. As a Matter of course, future projects will be aided by BIM Software.
4.4.3 Software. Design. Each design work station will be equipped with full CAD, running Architectural Desktop and AutoCAD with graphics works produced on photoshop and 3D design capability using Google Sketch Up and 3DSMax. As a Matter of course, future projects will be aided by BIM Software. Management. Employment of an Extranet system provides a secure site for project management on-line. An Intranet system which hosts IT Policies and Partnership details, Best Practice Handbooks and our Quality Assurance system. Maconomy is an efficient and simple software management system which deals with job costing, Job life span and accounts management. It is important to input these system software’s to ensure a fluid and professional working practice. 4.4.4 Printing. The practice will invest in a standard printer scanner for every day use and a plotter for printing vector graphics and large scale drawings. It is important for the practice to have direct access to a plotter through the design stages and also for presentations of works to clients. Estimated cost £5,500 4.4.5 Telephony Services. Good quality telephonic systems with intercom and fax will be essential for communications and growth of the practice. Estimated cost £1,500
Total equipment cost £20,000
5.0 Growth The main direction and area of interest by the practice will, over the long term, be determined through the specialised knowledge of the design team which is key to successful growth and therefore it is important to communicate this direction clearly to clients through sensible decision making on projects undertaken and successful projects will aid in marketing the practice. 5.1 Repeat Work and Referrals
By building and maintaining a close professional rapport with existing clients and showing clear commitment to delivering to our clients appropriate solutions we will encourage referral marketing as a method of promoting the practice and as we will be working closely with local authorities this form of marketing will work hugely to our advantage to continue winning work for local governmental bodies. 5.2 Specialised Portfolio Management
Due to the specialised knowledge and experience that the team at Rose Architects and Partners will have on systems of institutions by dealing with the distinctive typology of prison, it will be beneficial to the practice for the design teams to expand on this expertise and therefore being selective about what projects are undertaken by the architects can have many advantages in creating a unique practice with unique capabilities. 5.2.1 Institutional Detention These projects require specific knowledge of understanding the prison system management which includes detention and correction policies specific to certain categories of prisons, inmate housing, security systems and classification issues to name just a few. 5.2.1 Designing for Disability The expertise acquired from the initial Senior Prison development in Wakefield, opens up a whole new area of possibilities for designing for disability in public institutions in general which could become a speciality of the practice. 5.3 Competitions
When the practice has expanded in terms of staff the we will budget in terms of time and resources to enter in selected competitions that deal with public sector architecture as a promotional tool to advertise the ethos and vision that Rose Architects and Partners have for future public projects.
6.0 Finances 6.1 Investment Required.
6.1.1 Estimated start up funding: £100,000 6.1.2 Funding Sources: Investment by partners: Sophie Linnéa Rose............£20,000 Harold van Schevensteen....£20,000 Walkon Ltd. (Investor).......£60,000 Directors: Natasha Franken and Joshua Aldridge. 6.2 Cash Expenditure Forecasts Salaries:
(per Calendar month).
Associate Architects x2.....................£3,500. Architect Technician x1.....................£2,500. Architects Assistant x1......................£1,700. Front Desk x1.....................£1,400.
Total Gross Salaries..........................£12,600. NI contributions ..........................£2,400. Overall Total £15,000.
With reference to profits allocation it is proposed to pay the partners the salaries indicated above which will be a portion of the profits and the remainder will be put into a reserve. Office rent: Quality offices (2 rooms).................£2,000. General Expenses Telephone, electricity, security,general office expenses..........................£1,000. Commercial rates .............................£1,000.
Insurance:
Architects Professional Liability Insurance...........................................................£750
Site Visits:
Travel/Site Visits expenses...............£250
Total estimated monthly expenditure of the practice.............£20,000
Residual funding of £80,000 after office setup costs will allow the practice to operate for 4 months. All the above outgoings are TAX deductible except for the salaries of the partners.
6.3 Estimated Fee Flow.
They will be based on a total estimated construction cost of £3,000,000 for the project, for which our fee basis will be 8% of the gross.
Total fee: £240,000
First Fee - Initial discussions with client to determine requirements, general design and construction method with specifications and obtaining final client approval. - Estimated time 1 month.
Concept design stage fee: 30% of Gross £72,000 + VAT
Second Fee - Submitting plan application for approval and negotiations with local authorities as required. - Estimated time 2 months.
Design development stage fee: 25% of Gross £60,000 + VAT
Third Fee - Working drawings, specifications, issuing tenders and reporting on tenders to client. - Estimated time 2 months.
Technical design fee: 20% of Gross £48,000 + VAT
Fourth Fee - Produce contracts, site monitoring, supervising contractors costs and any extras. - Estimated time 8 months.
Construction stage fee: 25% of Gross £60,000 + VAT.
Fifth Fee - Time charges + expenses + VAT.
Handover and finish fee: indeterminable.
Anticipated flow of fees into partnership over 13 month period is Gross £245,000
6.4 Controlling Finances.
As indicated previously, the expected expenditure of the practice will be covered for 4 months by the initial funding which gives an adequate financial cushion to the partnership’s operations. Expenditure is a major controlling factor in finances for a professional practice and this must be carefully monitored and estimated when assessing a potential project. There are initial steps that must be taken before accepting a project to be undertaken by the practice, this includes determining the resources necessary for creating a budget for the project and this will be understood through time sheets where each person working on a project inputs the number of hours spent on each project - this is facilitated through the software Maconomy and producing quarterly fee management reports. This exercise is essential in monitoring the workload of the staff and ensuring the correct distribution of staff responsibility and this will contribute to harmony in the workplace and the efficient running of the practice. 6.4.1 Investors Loan. Seven year loan with simple interest of 6% and negotiated provision of interest only payment during the first year and capital and interest payments over the remaining 6 years of the loan. The offer of interest only in the first year is a pragmatic decision made by the investors in view of the many failures with business start ups in the first year and this will help Rose Architects and Partners in their first year of trading and thereby help secure their loan.
Theme II.
HA Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 007
Sophie Rose Esq. 28 Portland Rd Oxford, OX2 7EY 21st August 2013
Dear Sophie, We have noticed that since we set up the practice six months ago you have been working on your project without a contract in place or any fee income. The directors are concerned as they fear that this may not be in accordance with the codes but they are not up to date with any changes in the codes that have taken place recently? Please can you clarify the situation and possible ways to overcome any future problems? We would like you to move onto a formal relationship with the client urgently. Please write a letter to the client outlining the terms of appointment using one of the standard RIBA forms of appointment as a guide for the appointment. In this particular case we would prefer if you write a letter contract using your own words but make sure you cover the key headings as expected from a chartered practice. Make sure you:1. Give a clear and comprehensive description of your role and level of responsibility, 2. Include everything in the fee quote. 3. Make provision for other services that the client might ask for outside the normal services. 4. Leave yourself an option to charge for other services the client might request during the course of the project and which were not included in the original agreement.
We feel that RIBA standard form of appointment is good but is likely to put the client off. We suggest you read the key head lights of the document then draft a brief interpretation using appropriate headings making sure you cover the practice from unnecessary risk. We then require you to write a brief memo to your fellow directors outlining how the fee pattern might change using the BIM system rather than the traditional office approach. We suggest that comparing and contrasting the new RIBA work stages as it relates to BIM against RIBA work stages using CAD process may help you clarify this for us. Lastly we would appreciate if you could identify and list in a memo some of our responsibilities and duties to the client as set out under a traditional contract from work stage A through to work stage L. Please take note that the office is seriously looking at BIM implementation so must consider BIM work stages process also and compare. Please do not hesitate to contact us should you have any queries and we look forward to receiving your report at your earliest convenience. Yours Sincerely
Natasha Franken (Director) Walkon Ltd.
Sophie Rose Esq. 28 Portland Rd Oxford, OX2 7EY tel: 020 012 34567 email: s.rose@rosearch.co.uk web: rosearchitects.co.uk
HA Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 007
24th August 2013
Dear Mr Dream on,
Being a professional member of the RIBA and ARB body, it is of greatest importance that projects be carried out following the Codes of Professional Conduct otherwise legal action can be taken against the practice. I want to assure you that my team and I have been fully aware of our legal obligations in the service we have provided in the last project for the Senior Prison in Wakefield. The rage of services offered to our clients will be summarized I will firstly demonstrate how it follows the contractual arrangements advocated by the Royal Institute of British Architects (RIBA) for the project in Wakefield and secondly I will highlight the main issued regarding the proposal. ARB states very clearly the procedures: 4.4 You are expected to ensure that before you undertake any professional work you have entered into a written agreement with the client which adequately covers: • the contracting parties; • the scope of the work: • the fee or method of calculating it; • who will be responsible for what; • any constraints or limitations on the responsibilities of the parties; • the provisions for suspension or termination of the agreement; • a statement that you have adequate and appropriate insurance cover as specified by the Board; your complaints-handling procedure (see Standard 10), including details of any special arrangements for resolving disputes (e.g. arbitration). In keeping with this code we have recorded in writing any agreements with the clients regarding the work in Wakefield and can authenticate that the client and the practice have a written agreement which I have attached a copy of our filed documents to this letter. I expect this document will clarify any concerns you expressed with regards to free and income of this design project.
Enclosed you will find a copy of: - A Letter of Appointment signed Local Authority in Wakefield. This contains all the principle terms within the structure of a letter which describes any project specific information. - Certificate of professional Insurance. - Description of our Quality Management Services and Systems.
If you have any questions or comments regarding the enclosed documents please do not hesitate to contact me.
Yours Sincerely,
Sophie Rose MAcrh (Dip) Architect and Partner. Rose Architects and Partners LLP.
Sophie Rose Esq. 28 Portland Rd Oxford, OX2 7EY tel: 020 012 34567 email: s.rose@rosearch.co.uk web: rosearchitects.co.uk
Wakefield Council Wakefield One PO Box 700 Wakefield WF1 2EB
28th February 2013
Dear Sirs,
RE: Senior Prison Project in Wakefield. Project site: Calder Vale Rd, Wakefield, West Yorkshire WF1 5PH It was a pleasure to meet with you and the rest of the team who will be working on the Senior Prison Project at your offices last week. I once again would like to thank you for your vote of confidence and the invite for us to act as architects based on your letter on the 21st of February 2013. It was agreed that the building works would commence on the Monday the 3rd of September 2013 and will be completed within 8 month of the start date. The cost for the completed project should amount to ÂŁ3,000,000, a sum of which does not include Value Added Tax (VAT). Our Service to You.
Our service will consist of. - The management of the project. - Initial site visit (these will continue during build). - Produce a design brief. - Assembling project team. - Project programme. - Technical design. - Administration of public contracts. - Detailed planning permission. Attached is a RIBA Certified Plan of Work to clarify the stages. Once detailed planning permission has been granted then we will re-evaluate and negotiate a new contract for the delivery of the building with the successful tender. Our Obligations and Responsibility.
We will use our professional skills and knowledge to guide the projects and keep you continually informed and will not make any fundamental changes to the services we provide without consulting the members of the Local Authority of Wakefield who are directly involved in the Senior Prison Project.
It is the Partners intention that all Rose provisions and all reasonably practicable Therefore due to the large scale of this that an experienced CDM coordinator is
Architects and Partners LLP work is carried out in accordance with the relevant statutory measures will be taken to avoid risk to its employees or others that may be effected. project, it will be notifiable to the Health and Safety Executives therefore we will ensure appointed according to the regulation requirements.
It is the responsibility of Rose Architects and Partners to ensure that the Senior Prison Projects complies with The Building Act 1984 and the Building Regulations 2000 which are designed to assure standards of health and safety for people in and around buildings, energy conservation and the welfare and convenience of disabled people. We are willing to advise the local authority of Wakefield names of consultants that provide services such as quantity surveyor, structural engineers, mechanical engineers, building surveyors and legal support services. However, the final decision will be taken by the local authority team in Wakefield. The architect is the point of communication between the contractor and the client in matters regarding the contract including changes, acceptance of the work and payments to the contractor therefore it is advantageous if this is organised in a timely manner so that a strong collaboration is established between the working specialists and clients. Obligations and Authority of the Client.
By collaborating with architects in a project, it is expected for the client to correctly and concisely describe the project requirement by providing the architect with accurate information. Primarily it is assumed that in initiating a design project, that the client is able to meet the architects fees. The client shall give such decisions and authorisations as necessary for the performance of the architecture services and at such times as to allow the architects to fulfil the project requirements. Our practice is not liable for the consequences of instructions which are not issued in this manner. The client is responsible for the final appointment of any consultants involved in the project and that work executed by these subcontractors is therefore not warranted by the architects. A client will determine when any applications for approval for any area of the project will be made and will only agree to make such appeals having received express written direction to do so on our advice. If additional work beyond the basic brief is required due to changes by the client or unforeseen circumstances, the costs of this must be met by the client on a time basis according to the architects terms of contract. Project Appointment.
Payment for the Services shall be calculated, charged and made as set out in the Schedule of Services, Schedule of Fees and Terms of Payment. For a full service based upon the RIBA Schedule of works (attached), a project of this scale and type would come amount to a fee percentage of 8% + disbursements + VAT of the total contract sum. Service charge by the hour for an Associate Architects is ÂŁ52 + disbursements + VAT. Service charge by the hour for the practice is ÂŁ90 +disbursements + VAT On the issue of the final certification of the building contract the fees and/or expenses shall be re-calculated on the actual Total Construction Cost. To clarify, the percentage basis of 8% shall be applied to the total final construction cost. This excludes VAT, when the gross final cost has been agreed. Short term costs will be invoiced using interim cost plans.
Fig3RIBA plan of work 2013 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.
Technical Design
4
Undertake third party consultations as required and conclude Research and Development aspects. Review and update Project Execution Plan, including Change Control Procedures.
Undertake third party consultations as required and any Research and Development aspects. Review and update Project Execution Plan.
Required.
Required.
Not required.
Completed Technical Design of the project.
Developed Design, including the coordinated architectural, structural and building services design and updated Cost Information.
Concept Design including outline structural and building services design, associated Project Strategies, preliminary Cost Information and Final Project Brief.
Initial Project Brief.
Required.
Sustainability Checkpoint — 4
Sustainability Checkpoint — 3
Review Construction Strategy, including sequencing, and update Health and Safety Strategy.
Review and update Project Execution Plan.
Prepare and submit Building Regulations submission and any other third party submissions requiring consent.
Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.
Sustainability Checkpoint — 2
Consider Construction Strategy, including offsite Review and update fabrication, and develop Health Construction and Health and and Safety Strategy. Safety Strategies.
Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.
Prepare Sustainability Strategy, Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments.
Handover and Close Out
6
Administration of Building Contract, including regular site inspections and review of progress.
Not required.
‘As-constructed’ Information.
Sustainability Checkpoint — 5
Update Construction and Health and Safety Strategies.
Review and update Sustainability Strategy and implement Handover Strategy, including agreement of information required for commissioning, training, handover, asset management, future monitoring and maintenance and ongoing compilation of ‘Asconstructed’ Information.
Required.
Updated ‘As-constructed’ Information.
Sustainability Checkpoint — 6
Updating of Project Information as required.
Carry out activities listed in Handover Strategy including Feedback for use during the future life of the building or on future projects.
Conclude administration of Building Contract.
As required.
© RIBA
‘As-constructed’ Information updated in response to ongoing client Feedback and maintenance or operational developments.
Sustainability Checkpoint — 7
Updating of Project Information, as required, in response to ongoing client Feedback until the end of the building’s life.
Conclude activities listed in Handover Strategy including Post-occupancy Evaluation, review of Project Performance, Project Outcomes and Research and Development aspects.
Undertake In Use services in accordance with Schedule of Services.
In Use
7
www.ribaplanofwork.com
Offsite manufacturing and Handover of building and onsite Construction in conclusion of Building accordance with Construction Contract. Programme and resolution of Design Queries from site as they arise.
Construction
5
The procurement route may dictate the Project Programme and may result in certain stages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work 2013 will clarify the stage overlaps. The Project Programme will set out the specific stage dates and detailed programme durations.
Planning applications are typically made using the Stage 3 output. A bespoke RIBA Plan of Work 2013 will identify when the planning application is to be made.
Review Project Programme.
*Variable task bar – in creating a bespoke project or practice specific RIBA Plan of Work 2013 via www.ribaplanofwork.com a specific bar is selected from a number of options.
UK Government Information Exchanges
Not required.
Strategic Brief.
Information Exchanges
(at stage completion)
Sustainability Checkpoint — 1
Sustainability Checkpoint — 0
Agree Schedule of Services, Design Responsibility Matrix and Information Exchanges and prepare Project Execution Plan including Technology and Communication Strategies and consideration of Common Standards to be used.
Sustainability Checkpoints
Prepare Handover Strategy and Risk Assessments.
Review Feedback from previous projects.
Suggested Key Support Tasks
*Variable task bar
(Town) Planning
*Variable task bar
Pre-application discussions.
Establish Project Programme. Review Project Programme.
Programme
Pre-application discussions.
Prepare Project Roles Table and Contractual Tree and continue assembling the project team.
Initial considerations for assembling the project team.
Procurement
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.
Developed Design
3
The procurement strategy does not fundamentally alter the progression of the design or the level of detail prepared at a given stage. However, Information Exchanges will vary depending on the selected procurement route and Building Contract. A bespoke RIBA Plan of Work 2013 will set out the specific tendering and procurement activities that will occur at each stage in relation to the chosen procurement route.
Develop Project Objectives, including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information.
Identify client’s Business Case and Strategic Brief and other core project requirements.
Core Objectives
*Variable task bar
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.
Preparation and Brief
Strategic Definition
Tasks
Concept Design
1
2
The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects into a number of key stages. The content of stages may vary or overlap to suit specific project requirements. The RIBA Plan of Work 2013 should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.
0
Stages
Schedule of Services.
The following basis shall be used for the calculation of percentage fee’s based on the project construction cost until that cost has been fully determined. Referring to an initial total build cost of £3,000,000 plus VAT our fee would total £240,000 plus disbursements plus VAT following the service stages set out by the RIBA Work stages. Enclosed is an approximation of proposed work stages that will be undertaken during the project duration. These following summaries are outlined with the approximate fee stage prerequisite on the basis of 8% of £3,000,000 plus VAT which is the total construction cos, and they are as follows: Preparation and Brief (RIBA work stage A-B) FEE STAGE – Time Charges plus disbursements plus VAT. Identify the general outline of requirements and strategy, highlighting possible constraints of the project to determine the brief in sufficient detail. Concept Design (RIBA work stage C – D) FEE STAGE – 30% Approx. Lump Sum £XXX plus disbursements plus VAT. Design the general arrangement of the building through drawings (elevations, plans etc) which describe the appearance, constructional method, costs and outline specifications in order to obtain summary proposals with the final approval of the client which will be signed off. Developed Design (RIBA work stage E) FEE STAGE – 25% Approx. Lump Sum £XXX plus disbursements plus VAT. Prepare Building Regulations full plans application and submit to Local Authority or Approved Inspector. Negotiation may be needed until full approval achieved. Technical Design (RIBA work stages F G H & J) FEE STAGE – 20% Approx. Lump Sum £XXX plus disbursements plus VAT. Continue to finalise and prepare working drawings and specifications and schedules in conjunction with a specified and agreed upon Quantity Surveyor. Issue tender and assist in a report on tenders to client. Construction (RIBA work stage K) FEE STAGE – 25% Approx. Lump Sum £XXX plus disbursements plus VAT. Draw up a Joint Contracts Tribunal. Site visits to monitor construction works and certify estimates by other working on the project. Once the construction cost is agreed with a contractor the original estimate of £XXX will be adjusted accordingly resulting in a revised fee schedule. Handover and Close Out (RIBA wok stage L) FEE STAGE – Time Charges plus disbursements plus VAT. Post practical completion services To hand over the building to the client for occupation, resolve any defects, settle the final account, ensuring that all works were completed in accordance with the contract. Copyright and Use of Information.
Copyright in all documents, drawings and digital files prepared by the architects team during the project life cycle shall remain in the property of Rose Architects and Partners. Subject to the payment of fees and or/any other amounts which are due to us we will allow the use of the images, drawings and documents related to the project, however these must not be copied.
Assignment and Subcontracting
We agree to collaborate and consult with any other parties appointed by the client upon receiving written instruction. However we reserve the right to use subcontractors to deliver the specified services included in the agreement and any occurrence of this will require for the client to be notified within 7 days of agreement between the architect and subcontractor. Liability and Insurance
The liability of any work carried out under the terms mentioned will continue for a period of 6 years from the completion of the contract. Our Personal Indemnity insurance will be for no less than the amount required by the ARB and contains cover for legal defence cost. The practice confirms that any agreed level of insurance would be acquired and renewed annually, provided that it was available at commercially acceptable rates. Our current Professional Indemnity Insurance to the value of ÂŁ10,000,000. It is due for renewal in 8th of August 2015. Suspension and Termination
Both the client and the architect are able to consent to interrupt or terminate the contract with 7 days written notice with due reason specific to the project. Termination of the contract would only take place under exceptional circumstances and with reference to both mediation dispute resolution and with reference to legal advice. Dispute Resolution
If you believe that the practice has fallen short of expected high standards of professionalism at any point during the project stages, this can be initially addressed through a written letter to one of the professional partners in the practice. After this initial step we will aim to resolve the issue with direct discussions with the client. If the outcome is unsatisfactory then we reserve the right to refer any complaint to mediation, by using the services of a neutral and independent arbitrary.
I confirm that I have read and understood the terms set out in this letter and attachments, and agree that Rose Architect and Partners LLP are to proceed with the services as described (draft).
James Lavelle Signed: ________________________ Initials________ Date:______________
On behalf of the clients; Her Majesty’s Prison Services.
Memorandum Because of the types of projects that Rose Architects and Partners will be become involved in, we expect the use of BIM to form part of a vital investment in the practice and therefore will aim to provide the following roles and procedures to achieve this. BIM Director’s responsibility is to oversee the BIM processes and secure that the BIM processes are done and followed appropriately. The BIM Manager will hold the responsibility for managing and coordinating the participants in the design, and ensuring that design work is co-ordinated continually, on a day to day basis which includes the management of human resources. The BIM Technologist is responsible for managing the software, hardware and communications so that these aspects are all compatible and therefore insures harmonious workflow. Bim startegy implementations will involve: - BIM Specialist - BIM Liaison - BIM Trainers - BIM Assistant Using BIM, the trained staff will be involved much more in the initial stages of the project and this will increase the hourly rate but this will result in fewer hours required overall in the project to do the same job. This is an indication of the added efficiency resulting from the use of BIM. As a consequence of this, generally speaking we expect to be able to reduce the fee levels and this will result in us being competitive in government contracts. The value of BIM within the practice means that the visual imaging facilitated by the program means that additional fees can be generated thus we suggest to charge a monthly fee for access to the database for all who desire it.
Carroll Insurance Group Limited Authorised and Regulated by the Financial Services Authority. No.310328
Insured Name: ROSE ARCHITECTS AND PARTNERS LLP. Address: 28 PORTLAND RD OXFORD OXFORDSHIRE OX2 7EV
Policy Number: 9484020 Insurer: CARROLL INSURANCE GROUP LIMITED Period of insurance: 08th AUGUST 2013 - CONTINUOUS COVER. Limited of Indemnity:
£10,000,000
Signed on behalf of Carroll Insurance Group Limited.
Ian Green
e-mail: To pi@carrollinsurance.co.uk fax: To ‘ The PI Team’ on; 0207 283 7775 post: The PI Team, Carroll Insurance Group, 2 White Lion Court, Cornhill, London, EC3V 3NP
Theme III.
HA Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 007
Sophie Rose Esq. 28 Portland Rd Oxford, OX2 7EY 21st August 2013
Dear Sophie, I.T. has had an impact on all aspects of the way architects work and collaborate with the wider project team. Building Information Modeling (BIM) is currently a high profile term. ‘Spin’ surrounds the subject, but there looks like a genuine trend to contribute to a change in the way we as architects work with other professionals, our clients, construction supply chains and the broader user community. Discuss possible cultural, financial and legal changes that may happen as a result of adopting BIM methodologies and suggest a way that BIM may brought into the practice set up on a very restricted budget and key problems we may face as a small BIM practice. - Next go to the RIBA 2013 plan of works web site http://www.ribaplanofwork.com/ and produce a bespoke plan of works for your studio project then explain how it works with BIM processes. - Some of the board members are very worried about increases to the estimated build cost. Please confirm what type of project cost control mechanism from inception through to completion can be employed to ensure the project cost do not escalate out of all proportion. - Can you also answer what will be needed to implement level 3 BIM? Thank you for your help and cooperation. Please do not hesitate to contact us should you have any queries and we look forward to
receiving your report at your earliest convenience.
Yours Sincerely
Mr Dreamon RIBA (Director) HA Architects
Implementing BIM. New principles and procedures are currently being developed, established and published through the UK Government Construction Strategy and this has provided the impetus for BIM initiatives. Because of the types of projects that Rose Architects and Partners will be become involved in, we expect the use of BIM and as a consequence of this, generally speaking we expect to be able to reduce the fee levels and this will result in us being competitive in government contracts. Leadership design with BIM to produce a successful team requires it define roles and responsibilities clearly so that efficient collaboration can be achieved in the working environment. Small practices that normally interact with one structural engineer and one quantity surveyor can employ a design responsibility matrix and use it for subsequent projects in collaboration with the engineer and these technicians and this will give clarity and avoid inaccuracies to the contractor and client. BIM level III is excellent for collaborative working within an establishment also allows file sharing from other designers for the purposes of design, costing and scheduling. An advantage of level III is allowing the operative to move between 2D and 3D and also is extremely efficient in environmental modelling which is helpful in the early part of project design. The application of BIM will be particularly useful for Rose Architects and Partners in all stages of design development because of the specialised nature of the projected government projects which have recurrent similarities in space layout. The defining of the ergonomics of the Prison cell spaces will be readily conceived by level III BIM and this format and 3D model can be repeated and easily altered in future projects. Although we expect to obtain substancial initial increases in efficiency by using BIM, the long term benefits of this investment should be the ultimate target for the practice and therefore expenditure on training will in the long term pay substantial dividends and it is common knowledge that smaller practices can take advantage of BIM more rapidly. The operators of this system can expect to demand a higher salary and in addition the system will create more profit for practices and allow them to avoid legal problems. Opportunities for comprehensively controlling the supply chain in any project is possible with the application of BIM culture. The lead designer and consultant must be prudent about the use and destiny of the BIM documents to make sure the information is not misused.
Cost overruns will be eliminated by the use of Design Responsibility Matrix in collaboration with the design team, the contractors and the client during the design phase and before on site construction.
The problems that may arise from the use of BIM in a small practice are that some of the employees trained in BIM will command substantially larger salaries and at the same time other employees way not be trained to use the system. Also many contractors and small private clients will not have access to the BIM system and consequently Rose Architects and Partners will not be able to take advantage of the efficiency of the BIM system when dealing with them. The economical method of introducing BIM to a small practice is to have one station operative. Using BIM, the trained staff will be involved much more in the initial stages of the project and this will increase the hourly rate but this will result in fewer hours required overall in the project to do the same job. This is an indication of the added efficiency resulting from the use of BIM.
Fig 4. BIM Implementation Strategies and its impact on project design process.
BIM Overlay. RIBA Plan of work 2013.
BIM overlay
1 Preparation and Brief - Develop Project Objectives, including
- Develop BIM and Information Exchanges - Advise client on purpose of BIM - Advise client on Integrated Team scope of 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 (Soft Landings) -Identify scope of and commission BIM surveys and investigation reports.
Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief.
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.
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.
-Preparation of Software Strategy, BIM Execution Plan -Initial model sharing with Design Team -BIM data used for environmental performance and site analysis - Identify model elements; create concept level parametric objects
-Data sharing and integration for design coordination -Integration/development of design components -BIM data used for environmental performance and area analysis - Export data for Planning Application -4D and/or 5D assessment
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.
- Export data for Building Control Analysis - Data sharing for design co-ordination analysis with subcontractors - Detailed modelling - Production of parametric objects for all major elements - Final review and sign off of model. - Provide access to BIM model to contractor(s) - Specified work model information for subcontractors - Review construction sequencing (4D) with contractor
5 Construction Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise.
6 Handover and Close Out Handover of building and conclusion of Building Contract.
7 In Use. Undertake In Use services in accordance with Schedule of Services.
- Set timing and scope of ‘Soft Landings’ - Release of ‘End of Construction’ BIM model - Use of 4D/5D BIM data for contract administration
- Updating of Project Information, as required for Asset Management and Facilities Management - FM BIM mo
Images and bibliography. Images. Fig 1. Prison Map UK. Ministry of Justice. Sourced: http://www.justice.gov.uk/downloads/contacts/hmps/ prison-finder/prisons-map.pdf
Royal Institute of British Architects (2010). Standard Conditions for Appointment of an Architect. 2010 Edition. London: Royal Institute of British Architects.
Fig 2. RIBA Plan of work. Sourced: http://www.ribaplanofwork.com/Download.aspx
Phillips, Roland (2009). A Guide to Letter Contracts for Very Small Projects, Surveys and
Fig 4. BIM Implementation Strategies and its impact on project design process.
Reports. London: RIBA Publishing.
Bibliography. S. Carmichael. (2002) Small Practices; A Guide to Successful Client Relationships. RIBA Enterprises, London. S. Foxell. (2006) Good Practice Guide: Starting a Practice. RIBA Publishing, London. J. Demkin, (2008) The Architect’s Handbook of Professional Practice, 14th Ed., Wiley & Sons. B. Pinder-Ayres & Sepherd Epstein & Hunter (2008). Good Practice Guide: Painless Financial Management. RIBA Publishing Littlefield, D. (2004) The Architects Guide to Running a Practice. Oxford. Elsevier. S. Race, (2012) BIM Demystified An architect’s guide to Building Information Modelling/Management (BIM). RIBA Publishing, London. L. Kirby, (2007) “BIM Transition in a Small Firm,” Best Practices AIA, pp. 1-3, January. D. Sinclair, (2012) BIM Overlay to the RIBA Outline Plan of Work. RIBA Pulishing, London. A Speaight. (2010) Architects Legal Handbook 9th Edition. Architectural Press, Oxford. R, Phillips. (2012) Good Practice Guide: Fee Management 2nd Edition. RIBA Publishing, London. Clamp, Hugh, Cox, Stanley and Lupton, Sarah (2007). Which Contract? Choosing the Appropriate Building Contract. 4th Edition. London: RIBA Publishing
Online Documents.
Standards of Conduct and Practice published by Architects Registration Board. (2009). Architects Job Book 8th Edition published by RIBA Publishing, London (2008). Technical Article. BIM Explained Published by The NBS (2013). RIBA Business Benchmarking 2012/13 Executive summary published by RIBA (2012-2013)