APC Case Study Justifications Flashcards
What works exactly were carried out between April 2023 and January 2024?
April 2023 is when the works began on site and the contract was in place. January 2024 was when the project ended (by insolvency of the contractor!)
The contract was Terminated in Jan 2024?
Yes, the contractor was declared insolvent and an administrator was brought in.
What was the process for Termination?
On the declaration (by the party acting as the Liquidator) the contractor was insolvent and taken into administration the contract mechanism for Termination were automatically brought into effect, the sites were taken into possession of the client, and ….etc
If so, why do you say ‘the works were carried out’ up until Jan 2024?
The discussion of the case study and the issues related to the project - the project was terminated in January and the works were carried out up until this date.
In what manner did Ridge and the Client give their consent?
I approached my line manager and a senior person within the client organisation and requested that I wished to use some information about the project for the purposes of my Case Study presentation as part of my submission to the RICS APC Chartership application. I stated that the purpose of the Case Study was to write up about 2 nr Key Issues (problems that needed to be overcome from a quantity surveying perspective) and that I would share no personal information of any of the participants or make criticisms of the people involved. The issues I discuss would relate to how I gave advice and the actions recommended for the benefit of the project and client and demonstrate my knowledge and professionalism. The RICS would also be obliged to keep the submission confidential and used only for the purposes of the assessment. Both gave their consent for the submission. There was no formal written authorisation.
Were there any conditions on granting permission?
No personal information, no criticisms of persons, no criticism of organisations, no sensitive or confidential information.
You have a tree in your photo - what tree is this/did it require protection?
I don’t know what type of tree it is and it was not relevant to the works required - which were internal works, and did not interfere with access requirements. However, if it was part of the ‘enclosure’ of the works, then:
A Tree Preservation Order (TPO) is a legal mechanism in UK planning law that protects specific trees or woodlands, preventing their unauthorized removal, uprooting, lopping, or destruction. TPOs are issued by local planning authorities to conserve trees of significant amenity value or ecological importance. Anyone wishing to undertake work on a tree covered by a TPO must apply for consent from the local authority
What was the completion date?
Works were not completed as a result of the contractor going into insolvency. [ref earlier flashcards regarding this]
Tender assessment was based on quality and quantity - what was the percentage split?
Why this ratio of split?
60 Cost: 40 Quality
I did not prepare the tender documentation, however, I am aware that this client decides in consultation what the split should be. The client gave high priority to these works being done efficiently, adding social value, and managing residents well - this was the reason for the high quality ratio.
JCT Intermediate 2016 with CDP was used - why this contract?
Less than a year, less than £1M, not very complicated, schedule of works already produced, client wanted control of design and issue variations, a refurbishment project, wanted cost certainty before start.
What ‘upgrade works’ were required?
Howdens Greenwich Gloss kitchen
Upgrades (CPD) (M&E works):
- Cold Water - Design, supply and install all modifications to cold water systems to facilitate new kitchen, WCs and laundry
- Domestic Hot Water - Design, supply and install all modifications to hot water systems to facilitate new kitchen and WCs
- Heating - Design, supply and install new heated towel rails in the WCs and radiators in the kitche- n.
- Ventilation - Design, supply and install suitable mechanical supply and extract ventilation in the kitchen and WCs.
- Small Power - Design, supply and install new small power in the kitchen.
- Lighting - Lighting shall be provided in the form of LED fittings, it is envisaged that these will be suitable for the environment and either located in the suspended ceiling or surface mounted along with a number of down-lighters and pendant fittings where appropriate.
- Smoke Detection and Fire Alarm - The fire alarm system shall be mains powered with battery back-up to comply with BS 5839 level 1. The majority of the installation shall use smoke detection with heat detection in the kitchen
- Disabled Alarm - The Contractor shall provide a disabled toilet alarm system to cover rooms as noted within the Design Criteria
schedule.
How did the Client ‘show value for money’ to the Cabinet?
I understood that the client needed to show the cabinet that the project underwent the correct procurement procedures, the tendering process was fair, that competitive costs for the works were obtained, and that the appropriate levels of quality and works execution procedures could be achieved.
What is the Cabinet Procurement Committee?
Procurement cabinet meetings within the London Borough of Haringey are gatherings where key decision-makers discuss and strategize the procurement process for goods, services, or works required by the authority. These meetings likely involve senior officials, councillors, and experts responsible for managing procurement activities.
What ‘times of the year’ does it sit?
The frequency of procurement cabinet meetings can vary depending on factors such as the volume of procurement activities, the urgency of procurement needs, and the administrative schedule of the authority. Typically, these meetings might occur on a regular basis, such as monthly or quarterly, to ensure effective oversight and decision-making in the procurement process
[There is also usually a requirement to book a slot to be seen by the committee in advance and these bookings may already be taken]
What protection measures were in place?
physical barriers such as hoardings, fences, or temporary walls to restrict access. Signage and safety barriers are also used to clearly demarcate hazardous areas. Access points are controlled, and personnel may be stationed to manage entry. Additionally, regular communication with building users regarding site safety protocols and potential hazards is essential.
Why was ‘cost’ the main driver, then time, and then quality, exactly?
Firstly, as a publicly funded project, cost efficiency is essential to ensure optimal use of taxpayers’ money and to meet budget constraints set by the council.
Secondly, programme duration is critical to minimize disruptions to residents’ lives and to ensure that essential services are maintained throughout the refurbishment process.
Finally, while quality is important for ensuring the longevity and functionality of the facility, compromises in quality may be acceptable if they do not compromise safety or essential services, allowing the project to be completed within budget and on schedule.
Prioritizing these factors allows the council to achieve its objectives of delivering necessary upgrades to the facility while efficiently managing resources and minimizing inconvenience to residents.
What was discussed at the ‘pre-start meeting’?
Introduction and attendance
Health and safety briefing
Review of project scope, schedule, and milestones
Site rules and access arrangements
Construction methods and sequencing
Coordination of subcontractors and suppliers
Quality control and inspection procedures
Communication protocols and reporting mechanisms
Environmental considerations and waste management
Any specific project risks or issues to address before starting work.
Who/what is Ridge’s Project Manager?
Person within the company who is the main point of contact with the client and has responsibility of keeping the team on track to meeting the scope of work and services agreed with the client.
Why was the meeting called so late?
I understood that the Project Manager was liaising with the client during the intervening period where the Client wished to defer starting to best meet their own programming requirements; the issue of contractor remaining availability and holding of firm costs was not discussed between them; the contractor was also the contractor for other projects for the client and had a long relationship with them, I anticipate that the Client and Contractor may have been operating on the basis of ‘word of mouth’ as they were in regular contact with each other and were under the impression that one of them would have raised something if they needed to pull out/increase costs.
Why did the contractor ‘announce’ they needed an uplift during the meeting and not earlier?
Ref earlier flashcard
What consisted of the ‘additional £100k’ in uplift?
this related to a general uplift in preliminary costs, materials and labour, circa 15% (for list of work items ref answer above).
Did you check this uplift and how did you check?
I made a line by line comparison between the agreed adjusted original tender sum and the new build up costs identifying which items had increased in costs and by how much. Most (not all?) firm costs increased, the overall percentage increase was also during a period of high inflation generally and these increases were broadly in line with that.
Key issue 1 - Were there any other options you considered?
I mentioned approaching the original contractors ie: the alternative tenderers scored lower in the combined qualitative and quantitative scoring process. Construction costs within budget could be achieved as the originally recommended contractor was not the lowest cost option, however, there may be difficulty in achieving this due to the market volatility and high inflation during the intervening period.
How did you ‘initially propose’?
What was the response?
I told the client on the phone I would look into their cost increase breakdown and if there was anything awry, otherwise, we would either need to increase the budget or reduce contract costs.
The client did not want the delay going to cabinet with the next sitting 6 weeks away and the budget might be declined. I therefore told her I would look into how I might bring costs down advising her there are going to be cost, time, and quality implications whatever we do.
Why would there be ‘significant delay’ - when was the next Cabinet sitting?
Ref earlier flashcard. Infrequent meetings, monthly at greatest frequency however also need to be booked in advance which may already be taken.
How did you ‘liaise with the design team’?
My approach was communication by phone/email initially raising the issue (possibility for value engineering and need for discussion), then arranging a Teams meeting to go through the pricing document and the Employer’s Requirements documentation to determine where savings might be made. I presented the pricing document so that the BS understood where the cost increases were (general increase across all items) and for any thoughts on where savings might be made.
What ‘discussion’ did you have and how did you ‘identify’ only limited savings?
The refurbishment of existing areas, together with having to maintain the Client’s Design Guide meant that there was limited scope in VE’ing the proposal, however, the proposal and Schedule of Works were based on condition surveys and recommendations for works areas that were classified 1-5 in terms of need for repair/renewing - these could be re-looked at and certain works omitted or alternative less costly works proposed eg clean instead of repair/redecorate/renew.
What would ‘further investigation of the existing conditions on site’ entail?
Building Surveyor returning to site to review the scope of works and whether condition of any of these areas could be reclassified as not needing as much works eg cleaning/repair instead of redecorating/replacement.
What sort of ‘less costly repair/maintenance possibilities’ might there have been?
Cleaning/repair instead of redecorating/replacement.
What exactly were the ‘client’s and resident’s expectations’?
The original scope of works, but underlying this was the need to update the communal areas of each of the Hubs. The residents were expecting new finishes to each of the rooms; new furniture; fully function M&E; new window dressing, etc.
Why is omitting furniture ‘minimally disruptive’?
allows the client flexibility in furniture selection, procurement, and installation, which can be managed independently of the construction timeline. This approach avoids potential delays or conflicts arising from coordinating furniture installation with building completion
What were the PSUMs and Contingency allowances for this project?
£80K PSUM for asbestos removal works; £77,522.28 for contingency.
How was £80k PSUM for asbestos removal calculated/what was it based on?
an Asbestos Management Survey Report identifying areas of likely asbestos; when comparing this with the scope of works, the extent of possible asbestos in these areas was quantified and costs estimated for full removal (removal of asbestos and reinstatement of new ceilings - where required) - these then formed the PSUM allowance for asbestos removal.
How was it that you came to ‘identify’ that ‘ceilings and floors’ would contribute significantly to removal costs?
Primary areas of possible asbestos in relation to these works was in ceiling and floors which did form a substantial area of the works (ceiling lighting and floor finish replacement). Given the area I estimated the PSUM was a reasonable allowance (say £40/m2 = £80,000 = 2,000m2 (floors and ceiling) = 1,000m2 area. Take off £20k = 750m2.
For ‘light fittings’ - what was originally specified, how was this to be fixed to the ceiling?
Tender Doc MEP Performance and Workmanship Specification: (Lighting shall be provided in the form of LED fittings, it is envisaged that these will mostly be 600x600 type suitable for the environment and located in the suspended ceiling or ceiling mounted along with a number of down-lighters and pendant fittings where appropriate.
Ceiling
- coating to plasterboard ceiling/textured coating; Chrysotile
- coating to concrete ceiling/textured coating; £5,400/120m2; Chrysotile
What were the ‘non-invasive light fittings’ and how were they fixed to the ceiling?
Same specification of light fittings however mounted on the surface.
For the ‘floor finishes’ - what was originally specified/method of fixing, and what was this new floor finish and what was the method of installation by ‘overlaying of substrates’?
Floor finish - vinyl flooring.
Instead of removing the substrate (tiles and bitumen adhesive) or adhesive to floors below lino, these substrates would remain in place and new vinyl flooring placed on top.
Floor
- tiles and bitumen adhesive to floor below carpet and modern lino/composite; 4,560/12m2; chrysotile
-adhesive to floors below modern lino and latex/bituminous product; chrysotile
How did the ‘client instruct the contractor to proceed’?
A Letter of Intent was issued by their legal department to the contract confirming their award of contract, the contract sum and for them to proceed with facilitating and enabling works, procurement, and asbestos survey
How did the contractor ‘set-up site’?
It set up site at two Hub locations first. Establish secure site compound and access control point; install site accommodation and welfare facilities.
What variations were there?
Additions and omissions of areas, required or unrequired, such as works to flooring, handrails, door replacements, lighting, blinds, wall and ceiling decoration works, WC refurbishment and provision, ventilation, entire room refurbishments added or omitted.
Why were they continually increasing - who was raising these variations and how?
Validation surveys undertaken jointly by the client and contract administrator.
Why validation surveys?
The original surveys were meant to be ‘high level’ broad scope surveys of recommended works. The validation surveys were to pick up the finer details.
How did you ‘present the AFA’?
Pricing Doc with additional tabs for variations, anticipated variations, claims, etc. I showed them the summary table of AFA highlighting where the increase was occuring and then showing them the anticipated variations tab with the list of items with costs/budgt costs.
