Case Study/Presentation

Question 1

Were there any challenges of the building built on a disused car park?
How was this dealt with?

Answer 1

There was an increased risk of contaminated ground due to oil and petrol spills. A provisional sum was included by the contractor to cover contaminated soils.

Question 2

Which cost plans did you produce through the project?

Answer 2

Stage 3 Cost Plan
Pre-tender estimate

RIBA stage 2 order of cost estimate was done by someone else

Question 3

Why was an order of cost estimate produced at stage 2 rather than a cost plan?

Answer 3

That was a typo in the document. I didn’t undertake the stage 2 cost plan but I have checked and it was a cost plan.

Order of cost estimates are generally RIBA stages 0 and 1.

Cost plans are stage 2 and 3.

Question 4

Explain the process to coordinate the tender?

Answer 4

Expression of Interests were received from a framework but client decided they wanted to include selected tenderers.

I produced a tender long list with input from colleagues, client and design team.

I made enquiries to the long list tenderers to find out who would be interested in tendering before selecting a short list.

I then compile the tender documents before issuing them out to the tenderers.

During the tender there were queries so we held weekly meetings to answer and respond to these queries.

Once tender returns were received, I carried out the tender review and issued a tender report to make my recommendation to the client.

Question 5

Explain the process for reviewing and reporting on tender returns?

Answer 5

Tender Report:
- Arithmetical check
- Reviewed the tenders and added allowances for any missing costs
- Reviewed preliminaries
- Reviewed OHP
- Reviewed provisional sums
- Produced a quantitive score which was combined with the EA’s qualitive score to provide the recommendation

Question 6

Explain the process for undertaking valuation assessments?

Answer 6

At the IVD, the contractor would provide the valuation application.

I would then carry out a site visit and make my assessment of the works completed and the materials on site.

I would issue my assessment to the contractor for comment, before issuing to the EA on the due date for them to issue their Payment Notice no later than 5 days after the due date.

Question 7

What did you include in your cost reports?

Answer 7

fixed costs (contract sum), variable costs (prov sums/quants), variations (instructions, anticipated instructions, Loss and Expense, risk/contingency), professional fees, client direct costs

Question 8

Explain the process for assessing provisional sums and changes?

Answer 8

Review the details of the change or provisional sum

Assess both add and omit costs

Issue assessment to contractor for comment

Issue agreed add and omit costs to the EA for instruction.

Question 9

Can you tell us about the design brief.

Answer 9

The project brief include the requirement for:
- a new hall that could be divided in two when required
- a café and kitchen
- smaller function rooms
- a car park
- demolition of the existing community hall

Question 10

Was there a concept design produced by the Client?

Answer 10

The concept design included floor plans, elevations, sections, showing room layouts and core positions.
It also included a preliminary pallet of materials and finishes.

Question 11

In the UK, Building Regulations requires developers to consider sustainability and there is a requirement for environmental solutions. What if any environmental sustainable measures were considered in the design for Elleray Hall.

Answer 11

The project was aiming for BREEAM excellent

There was also rainwater harvesting and solar panels

Question 12

You were asked to give Stage 2 cost advice to build a Community Hall. What range of value per m2 would you anticipate?

Answer 12

Spons 2025 pitches community centre at £2,150 to £2,725/m2. With location factor this rises to £3,250.

Question 13

Your Project was £8,103. Why the difference?

Answer 13

There were a few things that contributed to the higher cost,
The area had a location factor of around 120, higher than the 100 base rate.
They dug out the whole site because planning put a height limitation on the building, this also required retaining walls
Party wall matters including retaining walls to all the surrounding gardens
BREEAM Excellent aspirations
The demolition being on a separate site would increase some costs
- D&B increases cost too

Question 14

Was the Stage 2 Cost Plan within budget? Did you provide a costed explanation of the cost increases between the cost plans?

Answer 14

I didn’t undertake the stage 2 cost plan as it was before I was on the project. It was lower but I cannot recall the figure.
There was a reconciliation page that showed cost plan progression.

Question 15

What was the client’s stage 3 budget?

Answer 15

At Stage 3, the budget was
Construction - £3.9m
Prof Fees - £920k
Client Direct - £85k
Risk @ 9% - £350k
Total - £5.25m

Question 16

What was the PTE total and how did this compare with the eventual contract sum?

Answer 16

PTE was around £4.15 million. The selected tenderers return was actually a bit lower than that but they had excluded a few things and they had to be added to the tender figure. They were still the lowest tenderer.

For example, they had excluded costs to take the design from stage 3 to stage 4, design risk and costs related to BREEAM works.

Question 17

What is the client’s construction budget?

Answer 17

Contract Budget
Construction - £4.2m
Prof Fees - £920k
Client Direct - £85k
Contingency - £200k
Total - £5.4m

Question 18

Can you tell me about design novation, the advantages and disadvantages?

Answer 18

Design novation is where the design team’s contract with the client is transferred over to the contractor.

Pros:
Design intent and knowledge is preserved
Quicker than appointing a new team
No dispute over design faults as contractor takes on full design.

Cons:
Design team may feel pressure to align with contractors priorities
Client may need to appoint another design team to review contractor design, and they won’t know the project as well.

Question 19

You say you produced a Stage 3 Cost Plan. How did you go about pricing the project.

Answer 19

Review the drawings and specifications
Populated the cost plan with the required items
measured the items
added rates to the items

Question 20

In your Stage 2 and 3 cost plan, you included a contingency of 14%. On reflection, do you think the Stage 2 contingency was enough? You offered to reduce the contingency to 9% when the Stage 3 Cost Plan came in over budget. At Stage 3 the design was more developed, why didn’t you reduce the contingency anyway?

Answer 20

The stage 2 contingency fell within a level that we would expect at that stage of the project.

The client had previously indicated they wanted to keep the contingency unamended from the stage 2 cost plan, to ensure they didn’t under fund the project.

Question 21

One of your Options was to reduce the contingency. You had 14% and you would reduce it to 9%. How did you reduce it by 5%?

Answer 21

We updated the risk register to review the remaining risks. Some risks reduced in probability and some reduced in likely financial risk. Reducing the Expected Monetary Value, which was used to calculate the contingency.

Question 22

Can you describe for me the process of managing risks.

Answer 22

Risk workshops to set up and manage a risk register

Question 23

How were the contingency %ages arrived at?

Answer 23

A costed risk register was produced early in the project which was used to determine risk levels and contingencies.

Question 24

You settled on a Contract Value of £4.213m. How did this compare to your Stage 3 Cost Plan?

What were the reasons for the difference?

Answer 24

The stage 3 cost plan was approximately £3.9m so a bit lower than the eventual contract sum.

Costs increased due to:
* Lowering site level
* Party walls
* Planning conditions
* BREEAM Excellent aspiration

Question 25

It is important that a QS includes assumptions, exclusions and caveats in any cost plan. Can you give me some examples from your cost plans?

Answer 25

Assumptions included anything not included in the design, procurement, programme length. Exclusions include party wall costs, rights of light costs, fluctuations provision, contaminated ground, asbestos, section 106.

Question 26

What costs did you factor in to your assessments of the value engineering items?

Answer 26

Material, inc delivery labour OHP Prelims

Question 27

Define what you meant by the term value?

Answer 27

the importance, worth, or usefulness of something.

Question 28

At the end of the project, did you use all of your contingency?

Answer 28

The project has not yet finished, due to the requirement of additional planning conditions it looks like it will be tight but the client has informed us they have managed to get some more funding to cover this.

Question 29

Did you use any of the value engineering methods that you learned on this project on any other schemes?

Answer 29

For some cost plans, I have added a list of a few VE suggestions and calculations using the knowledge that I have gained from this project.

Question 30

How did you produce the VE register?

Answer 30

I asked members of the design team to make suggestions for potential VE items. I collated these on the register, including description, potential cost saving, status, action. This VE register was used to track each item.

Question 31

What would have been the saving to omit both the folding partition and glazed partition.

Answer 31

£25k-£30k

Question 32

How did you calculate the £15,000 saving for removing the glazed partition?

Answer 32

I extracted the costs for the glazed partition from the Stage 3 cost plan, I then used the stud partition rate that my company had received as part of another tender and was already being used in the cost plan to calculate an equivalent cost for stud partition. £15k was the difference between the two.

Question 33

Why was the glazed partition £15k saving so big?

Answer 33

The design indicated glazing that had minimal framing, making it more expensive.

Question 34

Was the glazed partition £15k saving realised?

Answer 34

The glazed partition was never priced by the contractor, but the contractor's cost of the stud partition was comparable with my VE costing.

Question 35

Was there an option to reduce the specification of the rooflights instead of reducing the quantity?

Answer 35

That was suggested but the client did not want to reduce the scope of the rooflights as this would reduce thermal performance when they were aiming for BREEAM Excellent.

Question 36

Why were there originally 18 rooflights if half could be removed and still provide enough light?

Answer 36

The original design brief was to create spaces with a lot of natural light. Therefore the quantity of rooflights was more than minimum requirement.

Question 37

what would be the pros and cons to reduce the roof light quantity?

Answer 37

Pros * Cost saving * Simplified roof construction * Improved thermal performance * Less maintenance/cleaning Cons * Less natural light * Less ventilation options

Question 38

You also said that the pre formed brick surrounds achieved £50,000 saving, I'm presuming that was based on your cost plan, when the contractors provided their price was that fully realised?

Answer 38

The preformed brickwork was never priced or factored in to the programme by the contractor so it is difficult to compare, but the contractor's cost of the insitu brickwork was comparable with my VE costing.

Question 39

What was the programme implication on the actual works from choosing the insitu brickwork?

Answer 39

I don't believe the insitu brickwork was on the critical path so I don't think it had an affect on the programme length after all.

Question 40

How much time did you assume for the programme prolongation as a result of the insitu brickwork?

Answer 40

I allowed for an extra week only because works can continue around windows that are completed whilst other windows are then built up.

Question 41

What was the contingency percentage and why did you feel that was appropriate?

Answer 41

The contingency was reduced from 14% down to 9%. 14% was set during Stage 2 Order of Cost Estimate and the design had developed since then, reducing the risk of design development leading to cost increases.

Question 42

Was it just one part of contingency or was that separated out into different parts?

Answer 42

It consisted of Design development at 3% Construction risk 3% Employer Change risk 2% Employer other risk 1%

Question 43

Why did you not reduce the contingency when producing the Stage 3 cost plan, as opposed to doing it afterwards?

Answer 43

The client had originally indicated that they wanted to maintain the contingency as previously included in the Stage 2 Order of Cost estimate. This was to protect themselves from the chance of under funding the project.

Question 44

Did the client make any post-contract changes following their indication that they wouldn't? | How were these dealt with?

Answer 44

There were some changes made following requests from the end user. These were managed through change control procedures where the client was provided with all the information including costs and it was their decision as to whether they progressed with the change or not.

Question 45

Did the tender come back within the clients budget as planned? If not then why not?

Answer 45

The lowest tender was marginally lower than the pre-tender estimate but adjustments had to be made to it for missing costs and it came in marginally higher than the PTE in the end.

Question 46

You've got pre formed brick surrounds, what were the pros and cons of using those?

Answer 46

We didn't use them, but the advantages would have been quicker build on site, better quality control. Cons - Longer prep off site, heavy to move around site, more expensive

Question 47

Tell me some of the technical qualities of the dividing partition.

Answer 47

The dividing partition had a 30m fire rating and sound rating of 40dB (Loud speech can be heard faintly but not distinguished)

Question 48

What structure was required to fit the dividing partition?

Answer 48

Steel beam spanned across hall, supporting the stud partition above and movable partition below.

Question 49

If you had a trainee QS who came to start work with you and he's going to do projects virtually the same as this, what tips and advice would you give him? From what you've learnt?

Answer 49

Make sure to review and understand the client's priorities and brief for the project. Make sure that you know all the timings within the contract and stick to them.

Question 50

So what are some of the challenges of working for a public funded organisation such as Richmond compared to a private client?

Answer 50

There are multiple stakeholders involved, such as Richmond, the local residents, the end users so getting decisions made is more time consuming. Even within the public authority, there are multiple people dealing with it and one person may have to go to another for sign off of a decision.

Question 51

What are the contingency risk levels required at each RIBA Stage?

Answer 51

Stage 1 (Preparation and Brief) 15–20% Stage 2 (Concept Design) 10–15% Stage 3 (Spatial Coordination / Developed Design) 7.5–10% Stage 4 (Technical Design) 5–7.5%

Question 52

How have you been able to apply the knowledge gained from the budget alignment to other projects?

Answer 52

When undertaking other costs plans and estimates, I have used my increased knowledge of VE processes to make VE suggestions and adjust contingency percentages to reflect the RIBA stage.

Question 53

Was the possibility of using a different (specialist demolitions) contractor, under a separate tender process and contract for the demolitions, considered?

Answer 53

No it wasn't considered. * But that would have required additional costs for the separate tender process, * As well as additional professional fees for administering a different contract. * Also timings would have been difficult if the construction wasn't complete in time for the users to move across.

Question 54

How much do you think the Client paid for the transfer of risk to the contractor under the D&B route?

Answer 54

Overall the cost increase including professional fees and insurances might be 5%-15%. The risk premium itself might be around 2-5%.

Question 55

Was the cost to the client of a retained design advisory team taken into account?

Answer 55

Yes the client would need to employ a design team to review the contractors design. Maybe around 0.5% to 2%

Question 56

The project is still on site. In hindsight, do you think your advice on the procurement route was correct?

Answer 56

Yes, design and build allowed for more cost certainty and a quicker start on site. Single stage provide increased tender competition for a more competitive price Sections allowed continued access to the existing hall whilst the new hall was being built.

Question 57

You advise that procurement was single stage design and build. Can you please describe for us the tender selection process. How many tenders were received and how did you evaluate cost and quality?

Answer 57

Tender documents were sent out to the selected tenderers. Once returns were received, I produced a tender report to evaluation the tender returns and recommend a tenderer to the client. The client then chooses whether to accept the recommendation or not. 5 tenders were received. Quality was judged by the PM and client, including interviews with them. Cost was judged by the adjusted tender sums.

Question 58

List the key differences between D&B and traditional?

Answer 58

JCT Design & Build: Contractor designs and builds based on the client's broad requirements. Contractor carries more design and construction risk. It's faster and gives more cost certainty but less design control for the client. JCT Traditional: Client’s team fully designs the project first, then a contractor is hired just to build it. Client keeps design control but carries more risk of design changes and cost shifts.

Question 59

If you had gone with traditional procurement, which contract would you have used?

Answer 59

I would do more research in to the matter, but due to the complexity and the value of the project, I would think JCT Standard contract would be appropriate.

Question 60

What measures were used to deal with opposition from the local residents?

Answer 60

Regular consultation meetings were set up between the contractor, employer and residents to answer and appease their questions and concerns. The contractor also agreed to social value items. Including 50% appointment of sub-contractor's and suppliers from the local area. Also employing local labourers, preferably from the long term unemployed, young people (18 - 24 years), local people with disabilities and ex-offenders’ categories as a priority.

Question 61

For traditional, the client would need to employ a design team to complete the design instead of the contractor. Would this offset the increased D&B tender costs?

Answer 61

The design team would be required in either contract. The design risk would be included in the contractors tender return for D&B which would make it higher but traditional may end up with changes which are the client's cost risk and could offset the money that would have been saved going traditional.

Question 62

Describe the design fee structure for traditional contracts?

Answer 62

The employer would employ a design team to complete the design prior to construction, as well as keeping them on during the construction period for changes etc.

Question 63

Describe the design fee structure for D&B contracts?

Answer 63

The employer would employ a design team to complete the design prior to construction, as well as keeping them on during the construction period to check the contractors design. The contractor would employ their own design team to complete the design.

Question 64

How does D&B reduce cost and programme risk for the client?

Answer 64

Any missing information from the Employer's Requirements is the responsibility for the contractor to design and construct without any additional time or cost.

Question 65

Two stage tendering is often used for D&B, why did you advise single stage instead?

Answer 65

The design was suitably advanced that that enabled tenderers to provide suitable and comparable tender sums because their design work was not extensive. Provided tender competition to reduce tender returns.

Question 66

Are single stage tenders ever not under competition?

Answer 66

No because there is a Negotiated tender - Single stage with a single contractor. Advantage is speed. No competitive element, which makes it hard to prove value for money in current market.

Question 67

What is typically provided by a tender at the first stage of a two stage tender?

Answer 67

Preliminaries costs OH&P company credentials Initial project proposals programme

Question 68

Why are second stage tenders not competitively tendered more often?

Answer 68

Retendering a second stage would lead to additional retendering time and cost and the process to integrate a new contractor. The first stage tenderer has also got to know the project, and is likely to provide a robust price. Others may not do that.

Question 69

Why did you say the second stage tender could be competitively tendered?

Answer 69

If the preferred tenderer was employed on a PCSA to further progress the design but then their construction costs were excessively high, the construction works could be retendered. This would be a last resort and would diminish some of the benefits of a two stage tender. It would be important that the first stage tenderer was paid for their work completed and paid up in accordance with the first stage tender conditions.

Question 70

What was the process for setting up contract sections?

Answer 70

Once the contract sections works were decided Ask designers to provide drawings that clearly separate the work sections. Agree the contract section particulars with the relevant party (client or contractor depending on the item)

Question 71

Why are contract sections a better option than partial possession?

Answer 71

Contract section details are set and agreed in the contract partial possession is a contractual provision but the details are not agreed so areas, works items, values, retention all need to be agreed during the contract period which can be difficult.

Question 72

What are the contract particulars that need to be decided for each contract section?

Answer 72

Section sums Completion dates Possession dates Deferment of possession maximum Liquidated Damages Rectification periods

Question 73

How did D&B allow the project to commence sooner?

Answer 73

It meant that the contractor could start work on site before their design had been fully completed works later in the project.

Question 74

Has the quality of the build been compromised due to the choice of D&B?

Answer 74

The Employer's Requirements were relatively detailed for a D&B project so this has helped to maintain some of the quality of the build.

Question 75

Why does a single stage D&B tender require a more detailed design?

Answer 75

To ensure contractor's have less to design, reducing their uncertainty on the tender without a second stage. To ensure tenders are easier to compare

Question 76

Why does a single stage tender provides more programme certainty?

Answer 76

The second stage can take longer than expected All tenderers required to tender under a particular contract period or indicate the period at that stage, rather than at second stage.

Question 77

How did the client’s key drivers influence the contract selection?

Answer 77

They wanted a quick start on site because of the local opposition and cost certainty due to local council funding, leading to D&B selection

Question 78

What professional skills did you develop on the Elleray Hall project?

Answer 78

* Communication * Client care (making sure advice is accessible to them)

Question 79

What personal skills do you develop on the Elleray Hall project?

Answer 79

people skills and how best to communicate with others

Question 80

What technical skills do you develop on the Elleray Hall project?

Answer 80

I improved my knowledge of procurement and tendering

Question 81

Name some competencies that you demonstrated during these key issues?

Answer 81

1 - Risk management 1 - Quantification and costing 2 - Procurement and tendering, 2 - Communication

Question 82

Which of the RICS rules of conduct did you abide by during these issues?

Answer 82

Throughout these issues, I demonstrated a high level of professional competence by providing a good quality and diligent service, being honest and acting with integrity.

Question 83

Name an example of project team members working collaboratively?

Answer 83

We worked collaboratively during the VE process, compiling a list of potential VE items and reviewing their appropriateness for the scheme.

Question 84

You proposed an in-situ brickwork alternative to pre-formed brick surrounds. How did you quantify and present the cost saving, and how did you account for any potential impact on programme or quality?

Answer 84

I produced a summary page that showed the omissions costs and then the additions below. The omission costs were taken from the stage 3 cost plan. I then measured the additions and added rates to those quants. I did not know the exact programme affect but included an extra allowance for conditional costs for prelims, due to the additional time for constructing the insitu brickwork.

Question 85

You presented multiple options (VE, reduce contingency, increase funding, abort project). How did you structure your advice to help the client make an informed decision?

Answer 85

Initial reviews were undertaken on all the options separately to get an understanding of the potential reductions for each. Once the options had been narrowed down, a summary was provided that listed all the options together like a shopping list for the employer.

Question 86

What factors justified the reduction in contingency from 14% to 9% at Stage 3, and how would you defend this decision if challenged by the client or design team?

Answer 86

A risk register was in place which was reviewed once the design had been developed further. The main risk reduction was design development as the design had progressed further. Other risk reductions included: - increased cost certainty due to increased design detail - more site surveys had been undertaken, increasing site knowledge (ground investigations, services mapping) - Increased programme clarity - Progress with planning requirements

Question 87

During the value engineering workshops, how did you assess and ensure that the proposed changes still met the client’s key objectives?

Answer 87

Clarify the client's objectives at the start of the process, ensure they are forefront of each conversation. Assess each proposal against the client's objectives and Discuss proposals with the client

Question 88

You mentioned that a design and build contract could reduce the client’s risk. What are the key cost-related implications of using design and build compared to a traditional procurement route?

Answer 88

The contract cost is likely to be higher due to the contractors risk premium. However, design development risk is taken by the contractor so this will not lead to cost increases for the client.

Question 89

1. What rules of conduct did you comply with during this project?

Answer 89

I was honest with valuations. I ensured that anyone that assisted me on the project had the necessary expertise to do so. I provided a good service through QA processes I respected others by making sure to give everyone an opportunity to speak in meetings I considered the requirements of the local residents/public when advising design and build to get the project on site and completed quicker.

Question 90

4. How did the choice of procurement and tendering manage the client's risk levels?

Answer 90

The choice of a design and build contract reduced the client's risk of additional cost and time relating to design development. Whilst the selection of single stage meant a more developed design was required which reduced the amount that the contractor could adapt the design requirements, reducing the quality risk.

Question 91

On slide 2, what are those pipes sticking out of the ground?

Answer 91

This is black conduit that is required for the electrical wiring. They were sticking up in the location of the electrical plant room.

Question 92

Slide 5 - What kind/grade of concrete foundation was used on the project?

Answer 92

It was C35 that was used. (Compressive strength of 35 Newtons after 28 days)

Question 93

Slide 5 - How were the retaining walls constructed?

Answer 93

Mini piling rig creates holes, Steel columns sunk into holes and concrete poured in around them. Panels dropped between the webs of the steels They were dug out and installed a panel at a time to avoid potential collapse.

Question 94

Slide 5 - What level of reinforcement was used?

Answer 94

Slab 75kg/m3 Strip 45kg/m3 pad 30kg/m3

Question 95

Slide 5 - What type of foundation was used?

Answer 95

Strip foundations and pads with a concrete slab

Question 96

Slide 5 - How deep was the foundation? How thick was the slab?

Answer 96

The strip and pad foundations were both 450mm deep. Slab was 175mm thick

Question 97

Slide 5 - How did you price the reinforcement?

Answer 97

I didn’t price the reinforcement. But if I did, I would apply the weight per m3 to the overall quantity. I would then apply this to a rate, taken from previous projects within my company.

Question 98

Slide 7 - What are the pros and cons of using blockwork walls on a project like this?

Answer 98

Pros Good fire safety good thermal properties good sound insulation Cons Don't look good heavy, potentially requiring increased foundations and structure

Question 99

Slide 7 - What is the rest of the wall build up to those block walls?

Answer 99

The internal walls would just have dot and dab plasterboard each side with a finish. External block walls were also dot and dab on inside but insulation filled cavity and then brick finish to the outside.

Question 100

Slide 7 - What frame is this?

Answer 100

It is the steel frame to the south wing

Question 101

Slide 7 - What protection was used on the frame?

Answer 101

Intumescent paint is seen in the pictures but they also used fireline board in some places. Intumescent paint can be used from 30 up to 120 minute but not sure which this was.

Question 102

Slide 7 - How is this photo relevant to procurement decisions?

Answer 102

The photo is not specifically related to procurement decisions but I personally find presentations that are varied more engaging and photos can also provide context to make slides more memorable.

Question 103

Slide 12 - What are the timber members called that are shown in the middle slide called?

Answer 103

Rafter is the angled timber, purlin is the horizontal timber

Question 104

Slide 12 - What are the layers of that roof build up?

Answer 104

Structural support deck (ply) vapour control layer rigid insulation/rafters breather membrane battens structural support deck separation layer Zinc

Question 105

Slide 12 - What is the maintenance requirement for zinc roof covering?

Answer 105

Very little to no maintenance required if installed correctly. Since the patina constantly renews itself, there is rarely need for aesthetic repairs. Occasional inspections maybe.

Question 106

Slide 12 - What is the lifespan of a zinc roof?

Answer 106

80-100 years on a roof

Question 107

Slide 12 - What insulation was used for the roof?

Answer 107

Rigid insulation board

Question 108

Slide 12 - Why was a zinc roof covering chosen?

Answer 108

Long life span Looks good low maintenance 100% recyclable

Question 109

Slide 12 - What are the pros and cons of a zinc roof?

Answer 109

Pros: long lifespan 80-100 years Oxidisation process creates protective layer looks good low maintenance 100% recyclable Cons: Not cheap Protective layer process can vary in length and final colour

Question 110

Slide 12 - Why is there timber structure when steel frame was used on the project?

Answer 110

The roof structure was made of timber, this is because it is easier to build on site. If it was made of steel then any changes required would need to go back to the steel manufacturers, delaying the project. Timber is also cheaper

Question 111

Slide 14 - What are the health and safety requirements of scaffolding?

Answer 111

It is the scaffold users/hirers responsibility to ensure that all scaffolding has been inspected as follows: -following installation/before first use -at an interval of no more than every 7 days thereafter -following any circumstances liable to jeopardise the safety of the installation e.g. high winds. Guardrails, toe boards, and mid-rails must be used. Scaffolding must be capable of supporting its own weight and at least four times the maximum intended load.

Question 112

Slide 14 - What are the relevant scaffolding regulations?

Answer 112

Work at Height Regulations 2005 is the main regulations Requires employers to: Properly plan and supervise all work at height. Use appropriate equipment. Ensure that those working at height are competent.

Question 113

Slide 14 - How would you value scaffolding on a valuation?

Answer 113

In the prelims I would expect there to be a cost for erection, running costs and dismantle costs.

Question 114

Did you design the value engineering options?

Answer 114

We should price other peoples design options, not design options myself.

Question 115

What is an eco alternative to concrete?

Answer 115

Low carbon concrete: - Switch the fuel source - Replace some cement content with mineral compounds. - Install Carbon Capture and Storage technologies on-site Barriers to industry wide use: - Alternative fuels have high costs - Cement replacements are finite and some are by products of coal and steel industries which slowing down globally - Carbon capture and storage is expensive

Question 116

What are the project dates?

Answer 116

Project Start - February 2023 Construction Start - April 2024 Completion - July 2025

Question 117

Why were contract sections right for this project?

Answer 117

It allowed the council to retain possession of the existing hall, which meant they could continue to receive revenue for hiring it out.

Question 118

Did you advise of alternative specifications/design?

Answer 118

Not me personally, I would suggest potential areas where savings could be made and the design team produce options for me to cost.