Building the Concept

1. Building the Concept Architectural Realization

2. Getting Work as an Architect • Competitions • Design Competitions • “Ideas” Competitions • Limited Entry Competitions • Constrained Competitions • Private Clients / Return Clients • Social Events / Networking • Published work / Portfolio • Advertising / Website • Return Clients • Referrals • Request for Proposal – RFP’s

3. Request For Proposal • Consultants • Members of design team which address particular facets of the Project • As the Project Architect it is your responsibility to co-ordinate their activity and communication • Consultants Include: • The Proposal document includes: • Design Team / Consultants • Firm / Team History • Completed Relevant Projects • Organization Charts • Schemes for Addressing major constraints of project

4. Architectural Clients by type Architectural Record Feb. 2004 – McGraw Hill Publications

5. Contracts • Stipulated Price Contract • The Stipulated Price Contract is the traditional construction model • Also referred to as Competitive Building Contract, or Design/Tender/Bid Contract • Canadian Construction Documents Committee (CCDC) form #2 • This Contract involves a Client hiring an Architect and a General Contractor, with a total Hard Cost Budget in Place • The project proceeds with a full set of working drawings which go to tender • Sub-Trades bid on various components of the project which are submitted by the G.C. • Bids return, and the G.C. is selected (no requirement to select lowest bidder) • Construction begins and Architect assumes role as mediator between Contractor and Client • Disadvantages to the Stipulated Price Contract • Because the process requires thorough documentation, this method can be slow and inadaptable to design changes.

6. Stipulated Price Model • Client individually hires Architect and General Contractor • Architect is in direct consultation with the client • Client is responsible for payment of both the Architect and the General Contractor • Architect hires consultants

7. Contracts • Cost Plus Contract • A Cost Plus Contract is typically used when the scope of services for the project is not clearly defined, or the project requires a short construction period. • Also referred to as Design/Build Contract • Canadian Construction Documents Committee (CCDC) form #3 • This Contract involves a Client hiring a Builder or General Contractor, who in turn hires an Architect • Builder bills the client on a regular basis for construction materials and labor • The project can be constructed much more quickly as drawings are prepared as needed • Sub-Trades are hired directly by Builder, which speeds up bidding process • Client can isolate party responsible for project directly • Open books in terms of accounting, so all costs are made open (10 + 10) where price of materials is added to by 10% for overhead, and an additional 10% profit margin • Disadvantages to the Cost Plus Contract • Because the builder is in direct contact with the client, the Architect can lose design control • Larger cost over-run possible because scope of work not clearly defined

8. Cost Plus Model • General Contractor/builder hired by client • General Contractor hires Architect and Consultants • General Contractor is responsible for the payment of the parties involved • Communication between Architect and Client can be severed

9. Contracts • Project Management Contract • Typically used in large scale or complex projects the Project Management Contract introduces a third party strictly to manage the construction of a project. Typical scheme used in Public Works government projects • Also referred to as Construction Management Contract • Canadian Construction Association (CCA) form #5 • This Contract involves a Client hiring a representative or Construction Manager to oversee and communicate with the General Contractor • The Architect is hired by the Construction Manager to produce a concise set of construction documents in order to clearly define the scope of construction • This contract can be used without a General Contractor, where the Construction Manager would take the role of the General Contractor as well • Incentives can be provided by the Construction Manager to the GC for early completion or lowered construction costs • Disadvantages to the Project Management Contract • Expensive to administer as there is an additional party to pay • Construction manager has relatively little legal responsibility

10. Project Management Model • Construction manager is hired by the client and acts as a representative who is in charge of coordinating and assigning tasks to the Architect and General Contractor • All communication is done through the construction manager, and the construction manager places emphasis on project efficiency • Architect becomes removed from the client, and the Construction manager can be at conflict

11. Contracts • Development Proposal Contract • This Contract is based on a format where a plot of vacant or unused land will be developed in order to increase the use of value of the property and encourage investors • Also referred to as Build-to-Suit or Turn Key Contract • Canadian Construction Association (CCA) form #14 • Typically a developer will obtain land and implement a design desired by potential tenants or investors, though this could also be done by an Architect This can also be done by an Entrepreneur Architect who doesn’t want to be their own developer or take the risk of a development project • The Architect is hired by the Developer to produce a single or multiple sets of construction documents at the direction of the developer • A client will lease or purchase directly from the developer before or upon project completion • Efficient cost determined construction process with little design related delays • Disadvantages to the Development Proposal Contract • Standard architectural implementation with little incentive towards innovative building materials or construction

12. Development Proposal Model • The developer is hired by the client • The developer is responsible for the hire and payment of parties involved • Though the Architect is in direct contact, the developer often has control over the design • Projects will tend to be biased towards timely completion rather than Architectural merit

13. Billing Type Trends

14. Design Stages • Concept – Schematic Design • Needs of Client Discussed • Programming of Project Finalized • Initial massing for building Proposed • Design Development • Project developed to an initial level enough for client visualization, development publication • Project initially reviewed by consultants • Initial Project Estimation done by Cost Consultants • Deficiencies are reviewed and design is altered • Pragmatic issues are addressed • Project is prepared for Permit

15. Permits • Site Plan Control Approval • Organizations involved • National Capital Commission • City of Ottawa • Heritage Committee • Rideau Valley Conservation Authority • Issues Concerning the Official Plan • Zoning • Variances • Set-Backs/Easements • Other Issues Concerning • Massing of Proposal • Utilities / Service Connections • Landscaping / Parking • Waste Removal An Example of Code/Approval Dispute • An instance arose where the interpretation of the building code came into question. A Registered Code Agent was brought in by the developing party in an effort to properly understand the code, regarding Fire-Hydrants in rural environment. According to the RCA, the hydrant required being placed no nearer than 30m to the proposed structure due to the way fires are fought in rural settings. The City Official refused the RCA’s findings, requiring that the hydrant be within 30m of the building. This created a dilemma, because this hydrant location would become useless in the event of a fire, so an additional hydrant was added at great cost to the developer. This dispute endured for years, without progressive resolution.

16. Permits • Building Permit • Assembled Drawing Package Including • Architectural, Structural, Mechanical, and Electrical drawings • Numerous sets given to City for Review • Must meet Ontario Building Code 1997 Standards • OBC has precedence over National Building Code • Can be superseded by Barrier Free Regulations • Issues of uncertainty will result in a process of clarification and re-submittal • Permits are Costly • $13.50 for every $1000 of construction costs including the cost of all work regulated by the Permit including the cost of all material, labor, equipment, overhead and professional services • $10 M Project = $135,000 Building Permit • Development Costs • Imposed as a fee to aid in municipal infrastructure development, they can be as much as 20% of a proposed construction budget

17. Project Requirements • Tender/Bid/Build Method • Working Drawings • Thorough set of drawings which are oriented towards the actual construction of the project • Wall Sections / Details / Millwork / Spec / Schedules • Call for Tender • Contractors are invited to bid on project based on drawings and outline spec • Clarifications to drawings are issued at this point via Addenda • Bids are submitted and contract is awarded • Shop Drawings • Detail drawings from specific trades [misc. metals, millwork, etc.] • Shop drawings contain minor changes based on shop practices which are to be approved by architect

18. Project Requirements • Reduced Schedule Method • Working Drawings • Developed at the requirement of the Party in Charge • Depending on the context, degree of resolution can be quite low • Still requires co-ordination with consultants • Call for Tender • Generally a minimal amount of architect involvement • Occasionally required for introductory site visit to introduce the project • Required bids are submitted and lowest bid is usually accepted • Shop Drawings • Amount of shop drawings is usually lessened due to initial involvement with trades • Detail design is usually constrained as custom detailing is time consuming

19. Architect’s Role During Construction • Site Visits • Plays the Role of Observer • Responsible for acting as the representative of the client • Observes progress and quality of construction, but does not instruct • Errors and omissions are noted for discussion • Payment Certificates • Validates the quality of construction done to date its authenticity to the construction documents • Notes the extent of the construction completed, progress noted is legally binding • In Project Management Contracts, this is usually the responsibility of the Project Manager • Substantial Completion • Also referred to as 95% completion, this developed stage of construction is generally authorized by the project Architect and is the start of product warranty period, the release of holdbacks as well having many insurance clause implications • Allows for occupancy certificate which is required by the City

20. Architect’s Role During Construction • Mediator • At different phases of the project the Architect will be confronted with conflicts which will require careful mediation and ethical decisions • In the design stage – the Architect will have to evaluate the viability of the client’s proposal. In the same respect, the Architect is expected to design within the client’s requirements • In tender stage - the Architect must remain loyal to design decisions and not allow the project to be altered dramatically by the general contractor • In the construction stage – the Architect will usually face a situation where there is a dispute between the contractor and the client. The Architect has a legal, ethical obligation to side with the ‘correct’ party, not necessarily the client.

21. Architect’s Role During Construction • Change Orders • Occurs when a change is required on site due to unforeseen issues • Mechanical System interferes with Architectural element • Product Spec is no longer available • Price of material changes after tender • Design change by Client • System of Approvals • Before a Change Order [CO] is issued it must be approved • The General Contractor will ask for clarification Request For Information [RFI] • The RFI will be answered by the appropriate consultant via Contemplated Change Notice, or [ASK, ASI, MSK, ESK, SSK] • Once the cost implications are examined by the client, a CO will be issued • CO’s are expensive, and should be avoided. RESOLVED WORKING DRAWINGS ARE CRITICALLY IMPORTANT

22. Contract Documents • As-Built Drawings • Contractor Mark-ups Set • Contractor’s drawing set which noted all changes made to the original Tender Set issued • Changes are noted in pen with relevant CCN, ASI, etc. • Responsibility of the General Contractor to keep these Mark-ups up to date • AS-BUILTS • Complete drawing set which incorporates all changes issued during the project • Complied using Contractor mark-ups, and cross referenced with Architect’s copy of all Clarification documents [CCN, ASK, ASI, etc.] • Any conflicts in documentation are resolved with the appropriate parties • Drawings are sent to consultants for updating – each discipline is handled separately, but the Architect is responsible for the co-ordination of these documents • Outline spec is updated, and As-Built is submitted to Client • As-Builts are generally a project requirement of the Architect regardless of contract type

23. Concluding • Completed Project • Referral • At the completion of a project it is expected that you attend the opening of the project • Obtain a letter of reference from your client for use in next proposal • Liability • The Architect never escapes liability. An Architect is a professional and as such is held to a higher standard of accountability than a contractor. • Because you could potentially be sued at anytime it is important to incorporate your practice to keep litigation directed at you professionally and protect your personal liability • The Architect must be very diligent about the drawings that come from his office