Peabody MTC Flashcards
Why did you need ‘regular weekly catch up meetings’?
Costs increasing through variations at a regular pace;
client informed to make decisions on future actions;
strategic management
What sort of issues did you raise?
Items included in the ‘snapshot’ cost report:
Increase in costs from previous catchup; comparison with budget;
remaining contingency;
large item costs since last catchup; anticipated cost impacts since last catchup; standard works and quoted works.
What sort of ‘input’ did the client give you concerning the ‘issues’?
Any additional funding they may have to cover costs and future costs;
proceed with variations or not;
prioritisation of works if necessary (works can be deferred later)
adjustments to AFA accordingly to stay in client budget (not Task Order budget)
What do you mean by ‘timely manner’?
Able to take action before things get out of control;
plan ahead;
prioritize works and not proceed with certain variations prior to going over budget.
What were the client’s ‘goals’ for this project?
Complete works within budget, considering fixed rates and quality standards.
Prioritize minimal cost for non-standard items.
Ensure quality upgrades for long-lasting results.
Minimize resident disruption despite no specific deadlines.
Aim for properties to remain standard for at least five years.
In what way does this demonstrate client care?
Maintain cost control by updating anticipated final accounts regularly.
Provide reliable, accurate, and clear information to enable informed decision-making.
Ensure professionalism, competence, and punctuality in service delivery.
Foster trust and reliability through consistent communication.
Seek client feedback for continuous improvement and adherence to key performance indicators (KPIs).
How did you ‘negotiate’ the final account?
Verify accuracy of cost information for variations.
Ensure all cost substantiation items are accounted for.
Check contractor’s final payment submission for completeness.
Compile list of corrections or missing substantiation.
Forward lists to contractor for verification.
Provide final account figure with and without substantiation.
What did you need to negotiate over?
Non-negotiable requirements outlined as ‘red lines’.
Exceptions made for mitigating circumstances.
Example: Sash window weights refurbished instead of replaced, rate reduction agreed.
Example: Cement filleting against client’s instructions, compromise reached for partial payment.
How did you ‘record’ cost information?
Dynamic “live” anticipated final account document.
Records all cost changes.
Separate files for authorization and cost substantiation documentation.
What items couldn’t be ‘substantiated for cost’?
Why was this - what information did you require?
Example: Sash window weights refurbished instead of replaced, rate reduction agreed.
Example: Cement filleting against client’s instructions, compromise reached for partial payment.
How were ‘works approved of’ for this project?
What was the process?
Ultimately, CVI Sheets signed by Clerk of Works or Client Project Manager.
Works listed with simple descriptive sentences and quantities.
Work items matched with Schedule of Rates items.
-CoW and Contractor carry out Validation Surveys to fully identify work requirements
-Worked listed with simple descriptive sentences and quantities (together with photo document)
-Omissions and additions identified and listed in a CVI Sheet
-By the Contractor QS, CVI Sheet then reconciled with SoR document, adding applicable rates and the total costs
-Costed CVI Sheet then forwarded to me for review and agreement
-On agreement, I forwarded on to Client who would review based on the costs and sign off the CVI sheet.
Why was health and safety ‘prominently’ on the Agenda?
CDM requirements;
health and safety of all those associated with the site (fines, imprisonment?) ;
works can be suspended;
What ‘health and safety matters’ relate to working on site?
Eliminate the risk of accidents occuring; planning and programming of works; allowing sufficient time;
carrying out risk assessments,
method statements and education of workers;
training inductions and CSCS qualifications; ensuring safe working sites and access and egress points
Examples of risk?
falls, trips, falling objects, collision with vehicles, asbestos exposure, machinery
What ‘health and safety matters’ were discussed at the progress meetings?
Accidents and RIDDOR reportable incidents
Near misses
Toolbox Talk & Attendance Register
Staff Changes & Inductions
Site Conditions & Site Tidiness
Scaffold Inspections & Remedial Actions
Changes of Sub-Contractors on site
RAMS reviewed by Principal Contractor
Contractors’ own H&S Inspection Reports
Asbestos
H&S File
Site audits
Method Statements and Risk Assessments
Accident reporting
Competency of Workforce
Monitoring and inspections
Site Layout and Tidiness
Can you define ‘incidents’?
Event which if occurred could or did cause an injury
Examples of ‘unsafe working practices’?
lack of ppe,
edge protection from height;
collisions;
exposure to dangerous substances
Tool box talk?
Informal safety meetings: Discuss health and safety topics on construction sites, raising awareness among workers.
Toolbox Talks examples:
PPE -
UV & skin cancer awareness -
Safe Storage of materials
H&S audit?
A systematic evaluation of a construction site’s health and safety practices and compliance with regulations to identify areas for improvements and ensure a safe working environement (either by HSE, Client’s Auditors; appointed by Contractor; Principal Designer).
H&S audit example?
Site Supervisor carries out audit and all audits will be retained on site and stored electronically. monthly basis.
H&S Notices?
Written notifications: Displayed on construction sites.
Communicate: Health and safety information.
Includes: Hazards, precautions, emergency contact details.
Audience: Workers and visitors.
Do all construction projects require an F10?
last longer than 30 working days and have more than 20 workers working at the same time at any point on the project or exceed 500 person days.
What is the ‘Construction Phase Health and Safety Plan’ and what does it contain?
Compliance with PCI document ensured.
Approval required from PD before works start.
Project description provided.
Management process outlined, including inductions and welfare facilities.
Risk control arrangements detailed, eg covering height and site segregation.
What do you mean by ‘appropriately compiled’?
Compiled in accordance with the PCI document and approved by the PD
Who is it delivered to?
Delivered to the Client.
How did the Client ‘identify’ the properties for new works?
The client identified properties requiring works ‘To carry out external and internal communal decorations to a mixture of street properties and blocks, generally in East London
The contractor was instructed to carry out surveys of these properties and compile works required together with costs as per the contract requirements.
What was involved in ‘negotiating’ the ‘scope of work’ and ‘contract sum’?
Assessed contractor’s task order items framework scope.
Verified non-SoR items justified and cost-effective.
Adjusted rates/costs to match SoR.
Conducted spot checks for quantity accuracy.
Ensured correct application of OHP rate.
What is a ‘Call-Off Contractor’?
Contractor selected from MTC Framework Agreement.
Agreement on specific works and SoR rates.
Defined types of work to be performed.
Established OHP rates.
Value for money demonstrated through 3-quote comparisons.
Framework renewed every 3 years.
What is a ‘Task Order’?
Designated name for a package of works.
Identified in the Framework Agreement.
Forms the scope of a contract under the Framework.
How were these Task Orders ‘scheduled out’?
Total costs summarized on a Summary Sheet.
Individual tabs for each property.
Lists SoR works, associated costs, and quantities.
Includes CVI items whether based on SoR items or non-SoR (quotes)
What is ‘the Agreement’?
Contract for the Task Order based on the following:
In accordance with and subject to the Terms of a Partnering Contract dated 1 May 2013 (the Partnering Contract) made between the Client and the Service Provider named below and others in relation to the attached programme (the Term Task Order Programme)
Was the ‘Schedule of Rates’ based on anything?
Based on the NHF v7
