CON101A Communication in the
Construction Industry
Open Polytechnic
K U R A T I N I
T U W H E R A
2 1 0 7 8
Module: Course Introduction
Unit: Welcome to CON101 Communication in the
Construction Industry
( E s t time: 1 minutes)
Welcome to CON 101 Communication in the Construction Industry. If this is your first
time taking a course within the construction programme, or if you need to refresh your
memory, watch this video: it explains the different ways you can navigate through
these courses.
Video available on IQualify only
Planning your work using the course study plan
Aside from the programme study plan, each course has a study plan available on the
course Contents tab on IQualify. Read the study plan before you get started on this
course to get an initial idea of how you should manage your time to work through the
courseGenerally, a course will have between five to eight modules and three assignments.
Assignment due dates are set to give you the time needed to cover the relevant
course materials prior to completing the assignments. Make sure to work through the
factsheets and complete the job sheets to prepare for your assignments.
In specific circumstances you may be eligible to get a two-week extension for your first
two assignments. Please note that spending more time preparing for an assessment
will give you less time for the next one. Extensions cannot go beyond the trimester
timeframe of 16 weeks which means that students with approved extensions usually
have a very limited time for the last assignment.
We recommend that you display your study plan in a prominent place to remind
yourself of your tasks and assignment due dates.
Group introductions
Take this opportunity to introduce yourself to the group. Start by introducing yourself
and stating what you goal or motivations are for enrolling in this programme.
You might also like to share information about yourself such as:
• which city you live in
• what your favourite type of activity is
• what your favourite meal is.
Share your response in the General Talk channel. Read the other posts and aim to
respond to at least two other introductions.
Once you're ready to begin, click through to the next page, where we'll get started with
Module 1
Module: 1. Overview of construction
projects
Unit: Overview
( E s t time: 1 minutes)
The fact sheets for this module provide a general introduction to the types of
construction projects there are and also introduce you to the stages in a construction
project.
After completing this module you will be able to:
• identify and understand the different types of construction projects
• interpret and discuss different stages involved in construction projects
• identify the key obligations and entitlements of the design team members.
Unit: Fact sheets: Introduction
(Est. time: 3 minutes)
Tips for using the fact sheets and job sheets
- The fact sheets cover ail the knowledge and skills you are expected to master for
this module. You can work through the fact sheets one by one or you can pick
and choose those that cover the areas you are less familiar with.
• Each fact sheet provides a check for whether you are work-ready: can you apply
the information in the fact sheet to the sort of situation you will face in
the workplace?
• The fact sheets are step-by-step guides to answering a key question related to
the job sheet for the module.
• Each fact sheet has optional activities to test your understanding.
• Fact sheet images can be enlarged in a new window; all spreadsheets can be
enlarged,
T
• Each module ends with a job sheet.
• The job sheets allow you to test whether you've reached the required level of
mastery for this module.
• The job sheet isn't part of your assessment, but it is an opportunity to get
feedback from fellow students and tutors on the work you need to do to prepare
for your assignment.
Fact sheet 1.1: What are the different types of
construction projects?
This fact sheet looks at the different types of construction projects and provides
examples of each.
Fact sheet 1.2: Overview of the stages in the
construction project life cycle
This fact sheet looks at the overall life cycle of a construction project, from the initial
ideas provided by a client through to the completion of a building and its ongoing use.
Broadly speaking, there are three stages that all construction projects go through:
design, tender, and construction.
Fact sheet 1.3: Delivery approaches for
construction projects
This fact sheet concentrates on the options a client has in determining how much
involvement they will have in a project- The client can be 'hands off and employ
professionals to complete the project, or they can become an integral part of the
overall process.
Fact sheet 1.4: Stage 1: Design
This fact sheet takes a closer look at what happens with the first stage of the
process: the design stage. It explores who the members of the construction team are
at this point, and the types of documentation and communication used during this
stage.
Fact sheet 1.5: Stage 2: Tender
This fact sheet takes a closer look at what happens during the tender stage of a
construction project. It discusses which members of the construction team are
involved, what they do, and what types of documentation are produced during this
stage.
Fact sheet 1.6: Stage 3: Construction
This fact sheet explores the final stage of the construction process. It covers the
period from commencement of the construction, when the main contractor takes
possession of the site, and ends when the work is completed and the site is handed
over to the client.
Topic: Fact sheet 1.1: What are the different
types of construction projects?
Unit: Fact sheet 1.1: What are the different types of
construction projects?
{Est. time: 3 minutes)
© iStock
In the construction industry, you will have opportunities to gain experience in a range
of different construction projects. Many of these projects will fall into the broad
categories of residential or commercial construction. You may choose to focus on
other construction sectors, such as institutional, specialised or civil. This fact sheet
explains the different types of construction projects and provides examples of each.
Unit: Residential construction projects
(Est. time: 3 minutes)
A residence, in construction industry terms, is a building in which people live. The term
usually refers to houses {detached, semi-detached and terraced), flats, apartment
blocks and townhouses, but can be expanded to include nursing homes, elderly
persons' homes, and dormitories.
In New Zealand, we predominantly build detached houses, which are mainly built by
small-scale building companies consisting of a main contractor with fewer than five
employees. These companies tend to rely on using a mix of labour-only contractors
for carpentry, concrete, roofing, wall board, and bricklaying, plus subcontractors such
as electricians, plumbers, and gas fitters.
There are a number of franchised residential building companies. Group housing
companies offer packages for new houses based on standard plans. Others specialise
in mass-produced prefabricated homes. Some of these companies also offer a
complete house and land building package.
o
Gallery: 3 Images
© i Stock
Unit: Commercial construction projects
(Est. time: 3 minutes)
Commercial construction is the building of a structure to be used for commercial or
industrial use. Examples include warehouses, shops, offices, restaurants, factories
and workshops. In urban situations, commercial buildings often have a combination of
uses, such as retaif on the ground floor and offices above.
Commercial construction involves medium- to larger-scale companies with specialist
skills that use large and expensive equipment, a large workforce and greater
capital compared with the small-scale residential buifder.
Examples of commercial construction companies in New Zealand are Fletcher
Construction and Hawkins,
In New Zealand, commercial contractors cover all aspects of the construction process,
from design to cost analysis, project management and the construction itself. These
companies employ many permanent staff, and will also employ a number of
subcontractors who have specialist fields of expertise. These companies have a high
demand for specialist subcontractors in earthquake strengthening throughout New
Zealand, such as pile driving and structural steel fabricators.
Gallery: 3 images
© I Stock
Unit: Institutional construction projects
(Est. time: 2 minutes)
Institutional buildings include schools, colleges and universities, hospitals and clinics,
civic buildings, museums, art galleries, sports stadiums and cultural centres.
These buildings attract large construction companies, as they will have a number of
specialist areas, such as hospital X-ray units that must be lead lined. The projects are
often run by a client-side project manager rather than a contractor, as the risk Is high
and there are considerable financial penalties if the project is not delivered on time
and within the contract price. It's important these buildings are built within a budget
and time frame, so they are often negotiated contracts.
New Zealand-based construction companies who take on institutional construction
projects Include Nay! or Love, Fletcher Construe I ion and Hawkins,
Gallery: 2 images
© i Slock
© i Stock
Unit: Specialised construction projects
(Est. time: 1 minutes)
Speciaffsed construction projects involve considerable financial backing, and usually
several large contractors working in a joint venture under the direction of a project
manager.
Specialised construction projects tend to be ono-off projects, such as oil refineries,
and they require many specialist contractors. For New Zealand projects, these
contractors are typically brought in from overseas and use New Zealand labour.
is an exampie of a specialised construction project in New
Zealand. The original refinery was designed to produce 65,000 barrels per day. The
American company
was the engineering and construction contractor,
beginning work in 1962 and completing it in mid-1964 at a cost of $20 miliion.
Gallery: 3 images
© iSTock
© iSiock
Unit: Civil construction projects
(Est. time: 3 minutes)
Civil construction projects do not involve habitable buildings that the public use, but
tend to be mega-structures such as dams, highways, and bridges. Civil projects are
usually completed by large corporate construction firms as they require significant
capital, assets and personnel to complete.
New Zealand contractors that take on civil construction projects include Fufton Hogan,
Hawkins, Fletcher Construction and the Downer group.
O
Gallery: 2 images
© iStock
G (Stock
Unit: Further resources
(Est. time: 8 minutes)
Watch this video on what it's like to work in
the Job, 2015) (8:16) .
in New Zealand (Just
1
1. Just the Job. (2015 February 15). A career in residential building. Retrieved
from .Utps;//www,youUi be, com/watch?
v=f5XtNxwGEWM&list=UUciitdEslzBgAGyYS4vCO-g5.index=101
P
Video
YouTube Video: hUps://www.youtube.com/watch?
v=f5XtNxwGEWM&list^UUciiidEslzBgAGyYS4vC0-g&index=28
Unit: Test your knowledge 1.1
(Est. time: 5 minutes)
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Topic: Fact sheet 1.2: Overview of the stages
in the construction project life cycle
Unit: Fact sheet 1.2: Overview of the stages in the
construction project life cycle
(Est. time: 1 minutes)
The life cycle of a project refers to the stages it goes through from start to finish.
Broadly speaking, there are three stages that all construction projects go through:
design, tender and construction.
©iSlock
A note about project stages and the project
delivery method
The responsibilities of members of the construction team during each stage of the
project will vary depending on the project delivery method selected by the client- You
can read more about this in the fact sheet on project delivery approaches.
In this fact sheet, we will focus on what happens during the life cycle of a construction
project in the traditional delivery method, where the client is directly involved in each
stage of the project.
Unit: What are the three stages of a construction
project?
( E s t time: 4 minutes)
Stage 1: The design stage
Stage 2; The tender (or bidding) stage
Stage 3: The construction stage
We'll look at each of these stages briefly here, and then look at more detail in a fact
sheet for each,
© The Open Polytechnic of Now Zealand
Stage 1: The design stage
In this first stage, the owner or client will use the services of a designer or architect to
lake their proposal and develop it into a building. The designer will not necessarily
work alone. Depending upon the size and complexity of the project, a design team
may be put together, including one or more specialist engineer (for example,
structural engineers or Tire engineers), specialist consultants (such as quantity
surveyors and planners) and a project manager.
The design team works with the client to identify the client's requirements and form a
brief. The team produces documentation including construction drawings, technical
specifications and estimated costs.
Once the final design has been determined and the project has reached the
construction drawing (usually called the working drawing) stage, applications will be
made to the local authority for building consent.
Stage 2: The tender stage
A tender is an offer to undertake a job or supply goods for a price.
Once all design documentation is complete, several contractors (ideally, a minimum of
three) are invited to tender for the work, usually by one of four methods.
1. Using open tender: advertising to the general public via a publication.
2. Using selective tendering, that is, asking a known person to make an offer
3. Seeking a negotiated contract: this is where a contractor is asked to carry out
work for an agreed amount. Most contractors believe that this type of tendering is
the norm.
4 . Advertising for an expression of interest (EOI): contractors who want to apply for
the construction project work submit a proposal that outlines their experience and
expertise with similar projects. From the contractors who express interest, strong
candidates are invited to an interview. The interview panel includes the client and
the design team who will be looking to see if the contractor has the capability to
complete the project on time and within budget.
When the design is put out for tender, the various contractors (called tenderers} who
have been asked to tender on the project are given the tender documents. If the work
includes specialist areas outside the contractor's normal work areas, these
contractors will in turn place tenders out to specialist contractors, or subcontractors.
Specialist subcontractor areas might include structural stee) work, electrical systems,
and air conditioning.
All main contractors should be provided with the same information and tender
documents. During the tender process, when contractors raise questions related to
these documents, the design team issues written responses in the form of notices to
tenderers. These notices to tenderers, containing any clarification or corrections
related to the tender documents, are provided to all tenderers, so that everyone
receives the same information.
Documentation provided to the tenderers Includes drawings (site, floor, layout plans,
sections, elevations and detail drawings); specifications (details of the type of work
and the materials that need be used) and sometimes a schedule of quantities (a
quantified list of all materials required for the project), especially on institutional
projects. Using these documents as well as any related information, the tenderers
prepare a tender outlining how much they would charge the client to do the work
specified in the documentation. The tender has to be submitted by a set date and
time. There can be no late submissions, as this will disadvantage those who submitted
on time.
Once alJ tenders are received, the leading design team members review the submitted
tender prices. The team Is usually the architect/designer, quantity surveyor and
engineer on commercial projects, and typically the client and the designer on a
residential project. If the team has questions about any aspect of a tenderer's pricing,
the design team will ask the tenderer to clarify it. The design team also checks at this
time that the contractors have the experience, expertise and financial security to
complete the project.
When the design team is satisfied that all criteria have been met, they rank the bids in
order of suitability and present them to the client. The team also lets the client know
about any factors which may affect the final choice of contractor, such as past
performance and quality of other work. The client is not obliged to accept the lowest
price, but this is the usual practice. It is often stated as part of the tender conditions
that the lowest or any tender may not be accepted.
If none of the tender submissions meet the client's requirements, the client can retender the project with additional material or select different contractors.
Once the client and designer team have decided which contractor they want to work
with, the tender documents submitted by that contractor become legally binding. They
become the contract documents for tho construction phase of the project.
Stage 3: The construction stage
With the contract in place, the actual construction phase can begin, providing all
necessary building consents have been obtained by the client.
As construction work progresses there will quite often be changes to the original
design and documentation. These changes are called variations, and they can be
initiated by the contractor, the client, or a member of the design team. Variations can
add considerable cost to the contract and need to be in writing.
Whenever a variation occurs, revised drawings or written clarification of what has
changed from the original documentation have to be issued. These changes have to
be re-costed by the quantity surveyor, since they may result in additional costs or
savings on the original tender price.
At the end of Ihe contract, the designer gives the client a set of 'as built" drawings and
documentation to cover the operation of the services and appliances that serve the
building.
Unit: Test your knowledge 1.2
(Est. time: 7 minutes)
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Topic: Fact sheet 1.3: Delivery approaches
for construction projects
Unit: Fact sheet 1.3: Delivery approaches for
construction projects
( E s t time: 1 minutes)
The client can manage all the stages of the construction project or hire someone to
manage it for, or a mix of these. This fact sheet explains the difference between the
following approaches to completing a construction project.
What are the main methods of construction project
delivery?
1, traditional, also known as design/bid/build
2 . design and build, also known as turnkey
3. management, also known as contract manager at risk
4. integrated project delivery.
Unit: Who takes responsibility for each stage of the
project?
( E s t time: 1 minutes)
Figure 1.1 shows the differences between these project delivery methods in terms of
who takes responsibility for each stage of the construction project.
F i g . 1,1 P r o j e c t d e l i v e r y m e t h o d s
© The Open Polytechnic of New Zealand
Unit: What is the traditional (or design/bid/build)
delivery method?
( E s t time: 2 minutes)
In the traditional approach, the client chooses an architect or design team and asks
them to prepare plans and specifications to a given budget. When the plans are
complete, the client releases them for bidding to general contractors. The contractors
need to bid against each other for the work. The client selects a contractor and
establishes a contract with this person or company to build the project.
For a traditional project to be successful, the client needs to have the right skills to
manage the tendering and contract negotiations and processes, to establish timelines,
and to make decisions through the construction stage. Sometimes, especially In
large or more complex construction projects, the client retains the services of Ihe
architect or designer (or someone else suitably qualified) as the client representative
to monitor the construction process.
This approach can take many months to design; this can place pressure on the
contractor to carry out the work in a very tight time frame, which may affect quality.
The traditional approach typically works best when:
•
•
•
•
the client has specific or complex design and construction requirements
the client has project management and development experience
site conditions are known
there is sufficient time allowed for the design, tender, and construction phases.
Advantages for the client
The traditional method of delivery has some advantages for the client.
• The client has full control over the design and specifications.
• The design team is directly employed by the client, and is therefore working in
the client's interests.
• The tender process introduces competition and accountability, which usually
results in lower prices,
• The cost Is established at the beginning of the building process.
• Any contract variations are relatively easy to deal with.
• This delivery method is tried and tested, and well-known throughout the industry.
Disadvantages for the client
There are also disadvantages to the traditional approach.
• The client doesn't get the benefit of the contractor's expertise during the design
phase,
• It is time-consuming for the client.
• The client is fully responsible for cost and time overruns.
• Full contract documentation is required and any attempts to shortcut the process
using limited tender documents could result in increased costs and time delays.
• The contractor is only brought in after the design and working drawings are
finalised, so there is little opportunity for the contractor to present better design
options,
• This delivery method puts pressure on general contractors to provide the
cheapest quotes possible, which can lead them to seek out the cheapest
subcontractors. The element of risk for the contractor and for the client is high if a
subcontractor does not provide good quality work.
• By using the cheapest quote, the client could face a contractor who will seek
every cost variation they can.
Unit: What is the design and build (or turnkey)
approach?
(Est. time: 1 minutes)
In this construction process, the client contracts with a single main contractor who
lakes responsibility for the design and the construction phases, for an agreed
lump sum price. It is sometimes called a turnkey approach because (in theory) the
client doesn't have to do anything except choose a design, sign the contract, pay the
money, and then pick up the key to the building at the end of the construction stage.
This approach typically works best when:
- the client has highly specific or complex design requirements
t speed of construction is important
> the client has clear specifications that can be provided to the design and build
contractor
• the client understands the risks of giving up design control with respect to what
Ihe end product may turn out like.
Advantages for the client
There are advantages for the client in this approach, including:
•
•
•
•
The cost of the project is fixed up front.
There's no responsibility for cost and time overruns.
There's no involvement in the details of the design and construction process.
Speed: it's often quicker than other approaches.
Disadvantages for the client
One of the advantages could also be a disadvantage for the client: the client has little
control over the design of the building.
Unit: What is the management approach?
(Est. time: 2 minutes)
The management approach is similar to the traditional approach, but here the client
pays a construction manager a fixed fee to organise tenders for each stage of the
project. By doing this, the client delegates the risk and the responsibility for everything
within the scope of the agreed contract. However, the client is still responsible for cost
overruns caused by unforeseen conditions or changes after the guaranteed maximum
price is agreed on.
The client may empioy a contract administrator (construction/ project manager) to
prepare the drawings, specifications and a plan of the overall costs. The client may
also caii on consultants during the project to provide independent advice where there
is a potential conflict of interest between the construction manager and the client.
Advantages for the client
Here are the advantages:
• This approach can be quicker than the traditional approach because the
construction manager coordinates both the design and construction phases, and
construction can begin before the design process Is complete.
• It can produce better outcomes, through having the designer and contractor
working together during the design stage.
• The project can benefit from the construction manager's expertise, networks and
experience in hiring suitable subcontractors.
* The project can benefit from the construction manager's advice on the buildability
of the design and other choices related to the construction process.
Disadvantages for the client
Here are some disadvantages:
* The total cost of the project is not established until all the subcontractors are
selected,
* The approach relies upon the construction manager's ability and willingness to
secure quality, well-priced bids for the work.
• Inexperienced clients may rely solely on the construction manager's advice,
though the construction manager's priorities may be different from the client's
after the guaranteed maximum price for the project has been agreed upon. The
construction manager, in Ihe management approach, is not the client's
representative, and some clients may not understand this.
Unit: What is the integrated project delivery
approach?
(Est. time: 2 minutes)
The three key strands of the construction team are the client, the architects and
engineers, and the construction manager or general contractor. In the integrated
approach, the three strands are brought together at the beginning of the construction
life cycle to work together through all stages of the project. This is why the approach is
also known as 'collaborative' or 'partnering project delivery.
1
Shared risk/reward contracts are established to encourage all parties to work together
for the good of the project. Integrated approaches work well with business information
modelling (BIM). BIM can be used to support the team's progress, since it enables
them to create a virtual digital model of the project and simulate different aspects of
the building life cycle.
Advantages for the client
There are some advantages for the client.
• This approach can produce a better result with greater efficiency and less waste
throughout the building life cycle.
• There is a shorter delivery time.
• The key objective is for the team to work on mutual objectives in delivering the
project on time and within budget to a set quality of work.
• Combining integrated project delivery and BIM, the team can predict and achieve
higher quality outcomes.
Disadvantages for the client
There are also some disadvantages for the client.
• Contracts can be more difficult to establish for an integrated delivery approach.
• This approach requires a high level of trust.
• Unless the team has capability for the sharing of information across the
partnership, it can be frustrating due to the different documentation formats and
information security concerns.
Unit: Further resources
(Est. time: 9 minutes)
See fact sheets showing how the construction team is structured for each of these
delivery methods a t t«_.tJ Concrete t*onsirucrion. Look at the five areas of contract
delivery.
1
Watch the video Overview of Project Delivery Methods (Kislay Kumar, 2012) (8:11)
to see a visual explanation of these four delivery methods.
1. Kisfay Kumar. (2012, August 31). Overview of project delivery methods [Video
file]. Retrieved from: https://www.youtube.com/wa(ch?v=mgl_ajdiolA
Video
You Tube Video: iaip^//www.youtube com/watch?v=mgl_ajdio^
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NOTE: Both of these resources use American terminology. See the table below for the
New Zealand translations.
In the United States the word/phrase they use is:
In New Zealand we call it:
Owner
Client
Design/Bid/Build
Traditional
Construction Manager at Risk (CM@R)
Management
Integrated Project Delivery (FPD)
Integrated, collaborative or partnering
Unit: Test your knowledge 1.3
(Est. time: 7 minutes)
Activity Title : Activity
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Topic: Fact sheet 1.4: Stage 1: Design
Unit: Fact sheet 1.4: Stage 1: Design
( E s t time: 1 minutes)
This fact sheet takes a closer look at what happens during the design stage of a
construction project. Which members of the construction team are involved, and what
are they working on? What types of documentation are produced during this stage?
© iStack
What is the goal of this stage?
During ihe first phase of the construction process, the goal is to take the client's brief
and interpret the requirements of the brief into preliminary drawings including the
design plan, section and elevations.
Unit: Who is involved during the design stage?
(Est. time: 1 minutes)
The design team can be as small as a single designer, or it can involve one or more
designers, engineers, quantity surveyors and landscape designers- There may also be
other specialists involved, depending on the size of the project.
Unit: What happens during the design stage?
(Est, time: 1 minutes)
Within the design stage, a number of processes take place. The client's needs are
identified and translated into a design and then this design is checked to make sure it
is feasible within the constraints of available time, budget, physical spaces, and other
resources.
The development of a finished design starts with a design brief, which becomes a
developed design, and finally a detailed design. The design stage typically includes
the following stages.
Unit: Step 1: The design brief
(Est, time: 3 minutes)
The client's requirements
The client is the individual, group, organisation or company who has a need for a
particular type of building development and has the means to finance the building
project.
Most clients begin the design process with some idea of what outcomes they expect
for their building project. Many only have a limited idea of the processes and
resources that are needed to turn their Idea into reality.
Alternatively, the client may come to the designer knowing the type of building that is
required and what it will be used for, but without having thought through the details of
the building's interior and exterior space requirements and relationships.
The designer's focus
One of the first goals of the design stage Is to develop a brief based on the client's
requirements. The design team establishes the client's requirements through
discussion, research and consultation.
The aim is to prepare a brief which satisfies the client's needs and meets the
requirements for good design, buildability and sustain ability.
What is the outcome?
The completed design brief should present a solution that meets the client's
requirements in terms of:
• the function of the building and its interior spaces
• the structure of the building within the restraints of the site and regulatory and
legal considerations
• cost, based on what size or quality the client can afford
• aesthetics (how the building looks).
Unit: Step 2: Preliminary design
(Est. time: 4 minutes)
What is the focus of the preliminary design stage?
Preliminary or concept designs are initial design proposals based on the client's brief.
A number of design concepts are proposed, all of which meet the briof In slightly
different ways. This process is a type of brainstorming.
The designers will test ideas considering such items as:
- spatial flow; for example, activities and how they relate to each other within the
spaces of the building
• circulation; for example, how people will move around the building.
A number of initial proposals may prove to be unsuitable for the final proposed brief.
This could be due to budget constraints, site constraints, or time constraints.
What do the consultants do in the design phase?
In a design team that includes specialist consultants, each person provides input and
feedback on the initial ideas based on their area of expertise. For example, a services
engineer will consider systems, and how the system can be incorporated in the
building and accessed for such things as waste disposal.
All members of the design team have to consider the building life cycle, maintenance
and sustainability. The building will typically have a life expectancy of up to 50 years.
What does the quantity surveyor do?
The quantity surveyor (QS) is a cost accountant for the construction project. It is their
role to ensure costs are managed and the contract is fulfilled from a financial point.
During the preliminary design discussions, the quantity surveyor considers the impact
of the changes upon the original budgets costs and estimates. The quantity surveyor's
role at this stage is to outline the preliminary cost of the proposed design. In addition,
the QS looks forward to future costs of the proposed designs in terms of the
running costs once the contract is complete.
What does the client, or client's representative
(designer as consultant) do?
In a traditional project delivery model the client and/or consultant may investigate
possible options for contractors with the expertise to construct particular designs.
Cost information from the quantity surveyor can be used to provide initial estimates of
how long the whole process might take. These estimates allow the client or consultant
to begin to outline the construction programme. The programme would be basic, but it
would include strategies on how the project would proceed and how long it may take.
What does the designer do?
The designer has several meetings with the client and also the contractor if they have
been determined. As the designer sees the design progressing, they make changes
that in turn can affect costing and programming of the overall construction
programme. At this stage, the designer may be using a 3D modelling package to show
the client how the building will work and provide virtual walkthroughs of the proposed
design solutions.
What is the outcome?
The preliminary or concept design phase comes to an end when all parties, including
the client are satisfied that they have a solution to the brief.
Unit: Step 3: Developed design
(Est. time: 3 minutes)
What is the focus during this stage?
Once the design team agrees on the preliminary design the concept is developed to
add the required functionality of spatial flow, structural soundness and services, all
within the required budget.
What does the designer focus on?
The designer works on the spatial coordination of the design. This means figuring out
the details of how the spaces in and around the design will be set up, to ensure that
the finished building functions as it needs to in terms of how people and activities will
interact in the building space. Once the spatial coordination is complete, this aspect of
the design is unlikely to be altered, since it can be extremely costly to change the
spatial design of the building later in the construction process.
What do the specialists focus on?
Towards the end of this stage, the building services and structural engineering
consultants bring their project strategies together to support the design. These are
checked and incorporated into the design by the designer, so that they achieve a
completed final design'
What does the quantity surveyor focus on?
At the developed design stage, the cost information, including cost estimates and life
cycle costs, is completed and aligned with the project budget, which needs to fit with
the client's budget. The quantity surveyor also identifies construction costs, as well as
costs for certain items required during the construction process (for example, pumps
for keeping a site dry when working in a high water table area) and items required
post-completion (for example, costs involved in fitting out the space).
Throughout the design process, the quantity surveyor is constantly monitoring
proposed design elements to ensure they will fit within the given budget.
What is the outcome?
Much of the work incorporated into the developed design focuses on structural,
functional and design aspects that may be outside of the client's frame of reference.
However the developed design needs to be presented at a level that the client can
approve and sign off on, so that the design stage can move into its final phase.
Unit: Step 4: Detailed design
(Est, time: 2 minutes)
What is the focus during this stage?
During this stage, the design team further refines the design to provide technical
definition to the project. Any specialist work required is developed and agreed upon so
that suitable subcontractors can be identified.
The information provided as part of the detailed design will include detailed working
drawings, drawn at such a scale that it is possible to show how the building will be
constructed, and details of junctions, for example, the Moor in relation to the external
wall or the internal wall to a suspended ceiling. These drawings need to be accurate
and fufly dimensioned. They may include a number of different ways of looking at the
same junction (details). These drawings provide specific information and instructions
for the contractors who will provide tenders based on them.
The members of the design team may work independently of each other at this stage.
It is up to the lead designer, or the person leading the overall project (the client or the
client's representative) to review, check and coordinate all information to ensure the
whole design works.
What is the outcome?
At the end of this stage all aspects of the design will be completed, apart from issues
which arise during the site work. The detailed design contains the documentation and
drawings that are put out to tender
Unit: Further resources
( E s t time: 13 minutes)
The Ministry of Education provides clear guidelines that school boards are expected to
follow when they want to start a construction project. On their website you can read
their guidelines for Managing the design phase of a building project to get an overview
of what is involved in the design phase of an institutional project in New Zealand.
This series of short videos from the Edgewater Design Group explains the four steps
of the design process from the point of view of a designer, and includes lots of visuals
of the types of drawings that are produced at each stage. You can watch an overview
video about the four phases at Design phases of Architecture (edgewaterdesigngrp,
2012) (1:52) ,
1
1. edgewaterdesigngrp, (2012, March 29). Design phase of architecture with
Edgewater Design Group [Video file]. Retrieved
from htl ps Jlwww, yo utu be. co m/wat c h ?v=LEte eWz_ H P N g
Video
YouTube Video: h tips;//www.youtube. com/watch? v=LBzeWz_HPNg
Step 1: The design brief. The Edgewater Design Group calls this the i ire-design phase
(edgewaterdesigngrp, 2012) (1:57) .
2
1. edgewaterdesigngrp, (2012, March 21). Pre-design phase of architecture with
Edgewater Design Group [Video file], retrieved
from https ://ww w, y o u tu be. co m/wa tch ? v=6 Yt5i 6 s610 0
Video
YouTube Video: https://www.youtube.com/watch?v=6Yt5i6s6IO0
Step 2: Preliminary design. The Edgewater Design Group refers to this as the
schematic design phase (edgewaterdesigngrp, 2012) ( 2 : 1 3 ) .
?l
1, edgewaterdesigngrp. (2012, March 20). Schematic design phase of architecture
with Edgewater Design Group [Video filej. Retrieved
f rom https://www. you tu be. com/watch ?v= M QZ J yH n4xD g
Video
YouTube Video: https://www.youtube.com/watch?v=MQZJyHn4xDg
Step 3; Developed design. The Edgewater Design Group calls this the lesigr
develops
(edgewaterdesigngrp, 2012) ( 1 : 5 3 ) •
4
1. edgewaterdesigngrp. (2012, March 28). Design development phase of
architecture with Edgewater Design Group [Video File]. Retrieved
from: https://www.youtube.com/watch?v-UMOnQ7rDwQA
Video
YouTube Video: htips://www.youtube.com/watch?v=UMOnQ7rDwQA
Step 4: Detailed design. The Edgewater Design Groups calls this the construction
documents phase (edgewaterdesigngrp, 2012) (2:01) ,
5
1. edgewaterdesigngrp. (2012, March 29), Construction documents phase of
architecture with Edgewater Design Group [Video file]. Retrieved
from h ttps: //www, you tu b e. co m/wa ten ? v=pte H q n- X9S E
Video
YouTube Video: ittps://www.youtube.com/watch?v=pteHqn-X9SE
,
In Animated View Ol Construction Phases (JRMC, 2010) (1:46) you can see how
virtual modelling can enable designers to provide clients with a 3D image of how the
building will progress through the full process of construction.
1. JRMC. (2010, January 20), Animated view of construction phases [Video file].
Retrieved from: https://www.youtube,com/watch?v=KlbEErTyVek
Video
YouTube Video: https:Wwww.youtube
Unit: Test your knowledge 1.4
(Est. time: 8 minutes)
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Topic: Fact sheet 1,5: Stage 2: Tender
Unit: Fact sheet 1.5: Stage 2: Tender
(Est. time: 1 minutes)
© iStock
Once the final design has been agreed to and signed off by the client, Stage 2 begins.
This fact sheet takes a closer look at what happens during the tender stage of a
construction project. Which members of the construction team are involved, and what
do they do? What types of documentation are produced during this stage? What
legislation and regulations have to be followed during the tender phase?
What does 'tender refer to in a construction
context?
1
A tender is a proposal or offer. When a construction project is put out to tender, it
means that people are being invited to make an offer (generally a financial
consideration) to carry out work on a proposed project. Each tenderer will need to
explain how they are best qualified to construct the building and to say how much they
will charge the client to do this work.
Unit; What happens during the tender stage?
( E s t time: 2 minutes)
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© The Open Polytechnic of New Zealand
Unit: What needs to be done to set up the tender
process?
(Est. time: 1 minutes)
Preparations for the tender process focus on;
* compiling the documentation that needs to be given to tenderers
• making decisions about how the tender process will be conducted and what type
of contract will be used
ensuring that the building consent is approved in time for construction to start
when the tender process finishes.
Unit: What decisions need to be made?
[Est. time: 1 minutes)
Before contractors are Invited to tender, the design team needs to plan and make
decisions about the following:
• first, the tender programme Itself; that is, how long to allow prospective
contractors to look at the work, and what the time frames and deadlines will be
for tender submission, interviews and the decision about who to award the
construction contract to.
• tender procedures: there are requirements that ensure the tender process is fair.
Within the bounds of these requirements, the design team needs to agree on
tender procedures and document their decisions. For example, all tenders will be
opened together in the presence of the client, lead designer and quantity
surveyor,
• whether the tender will be opened to any contractors to submit an EOI or whether
only 'approved contractors will be invited directly to tender.
• which 'approved contractors' will be invited to tender
• what type of contract wffl be used
• the conditions to be set out in the contract.
1
If a traditional procurement route is being followed, these decisions are made in a
meeting set up by the quantity surveyor, the client's representative (who may be the
lead designer or architect), or an appointed project manager.
Unit: What is the quantity surveyor's role in the
tender process?
(Est. time: 1 minutes)
The quantity surveyor is a cost accountant for the construction project, and it is their
role to ensure that the costs are managed and the contract Is fulfilled from a financial
standpoint They take on the role of checking the provided tenders are of a value that
is within budget and conform to the contract. Then they make a recommendation to
the client as to which tender is most suitable from a contractual and cost value
perspective.
Sometimes the quantity surveyor is required to provide a schedule/bill of quantities,
which is a list of materials and the quantity required, based on information provided by
the design team. The price column in the bill of quantities is typically left blank so that
the tenderers can make their own estimates of how much each item will cost.
The quantity surveyor can, if requested, prepare a fully built-up schedule of quantities,
rates and costs, which can be compared with the costs on the tenders that are
submitted, as well as used for costing variations.
Unit: Why does building consent need to be
obtained in Stage 2 ?
(Est. time: 2 minutes)
What is a building consent?
The building consent is a formal approval to undertake building work in accordance
with the plans and specifications that are submitted to the building consent authority.
This is usually the local authority (although some private building certifiers can issue
building consents if they are registered with the Department of Building and Housing).
The building consent recognises that plans and specifications and subsequent
building work all comply with the Building Act 2004 and the New Zealand Building
Code. To ensure this, the building consent identifies specific stages in the building
process when the local authority needs to be called in to carry out a site inspection.
After successful completion of all site inspections, the building consent authority
issues a code of compliance certificate (CCC) for the building, which slates that all
construction work complies with the relevant legislation. When the building has a code
of compliance certificate it can be occupied.
Why is the building consent necessary?
The building consent is an essentia! element of the construction process; withoul it,
the actual construction (Stage 3) cannot begin. However, the information needed to
apply for a building consent is only available at the end of the design phase (Stage 1),
so the application for building consent needs to happen at the same time as the
tender process (Stage 2).
Who is responsible for getting a building consent?
The client/owner is responsible for obtaining the building consent and for arranging
site inspections at the relevant stages, although this is usually done by the main
contractor on the client's behalf.
Unit: What documents are included in the invitation
to tender?
(Est. time: 3 minutes)
The invitation to tender is the package of documents provided to the approved
contractors who are asked to bid for the construction contract. Traditionally the
invitation to tender includes;
*
*
•
*
*
•
*
*
*
*
*
a cover letter
invitation to tender
form of tender
terms and conditions of contact
schedule/bill of quantities {if called for)
design drawings
specifications
quality requirements
tender evaluation criteria
tender return label
pre-construction information.
Here's more information about these elements.
Invitation to tender: This Is an open or closed request to suitably qualified people to
express their interest in providing an offer to carry out an operation, in this case to
build a building.
Cover letter: A formal letter inviting the tenderers (contractors) to provide an offer to
carry out the work as set out in the attached documents. It will also advise where the
project, the persons responsible to receive the tender, when the tender is to be
returned, stating a date and time.
Tender return label: This states the contract, the time and date the tender must be
returned.
Form of tender; This is a document prepared by the client stating the type of tender
and how it will be dealt with in respect of the terms and conditions of contact. It sets
out the legal obligations of all parlies involved when the contract is signed. It must be
read in conjunction with all the tender documents listed.
Schedule of quantities: When provided, this lists all the items which have been
measured by the client's QS and is used as the basis of submitting the tender where
all the prices are entered into the blank column. This document ensures that all
tenders are pricing the same quantities from the construction drawings. This priced
schedule of quantities constitutes a part of the offer.
The design drawings are the plans, sections, elevations, and detailed working
drawings.
Specifications; The specifications (or specs) set out the policies, procedures,
performance standards and outcomes expected. They describe the materials to be
used and the standard of workmanship to be delivered. The specs are to be read in
conjunction with the drawings.
Quality requirements: This allows the tenderers to individualise their submission, as
they can provide information to support their submission; for example, their previous
experience.
Tender evaluation criteria: This describes how the tender will be looked at once their
submission is made, and how the team will determine who is rewarded the contract.
Pre-construction information may include such items as:
•
•
*
•
*
site restrictions, environmental hazards and resource management information
client's responsibilities
existing health and safety issues
description of the project
the intended programme.
Unit: What opportunities do contractors have to
ask questions about the tender documentation?
(Est. time: 1 minutes)
When contractors receive the invitation to tender, they are alf given the opportunity to
visit the site and to ask questions about the tender documents. Sometimes this is
done in a pretender meeting in which all contractors are brought to the site and an
open question forum is held.
If, as a result of the questions asked by tenderers, the design team needs to alter or
revise any information, they do so by issuing a notice to tenderers (Nil), which
answers or clarifies questions about the tender documentation. These addenda must
be sent to all tenderers to ensure that the tender process is transparent and fair for
all parties.
Unit: What happens on the tender submission
deadline?
(Est. time: 1 minutes)
All tenders must be received by the date and time stipulated in the contract. Any late
submissions may be declined.
All returned tenders are opened together and a recording is made of the time and who
opened them. Details of tenders returned after the deadline are noted, and note is
made of any tender submissions that are not received from invited contractors.
Unit: How are tenders assessed?
(Est. time: 3 minutes)
The tender assessment is the process during which the suitability of each tender is
considered, in relation to the requirements of the construction project.
The quantity surveyor or project manager usually coordinates the tender assessment
process.
The designers will assess the contractor's proposals in relation to the possible impact
on the design.
The tender assessment sheet
All tenders must be individually evaluated in a consistent way. The quantity surveyor
or project manager needs to be able to prove they used a fair process to arrive at the
final decision about which tenderer to award the construction contract. To do this, they
use a tender evaluation sheet, which ranks each tender according to a list of criteria.
The tender evaluation sheet and a recommendation are provided to the client, who
uses them to make a final decision about which contractor to award the contract to.
Usually the cheapest quote is chosen, but this is not a guarantee of the best quality
building or the smoothest construction process.
Identifying a preferred contractor
When a preferred contractor is identified, this contractor is asked additional
information. The purpose of these questions is for the quantity surveyor or project
manager to ensure that the preferred contractor has the finances available and the
ability to progress the project. The approved contractor may be asked for references
from previous clients, and for company details and financial records.
Appointing a main contractor
After the client's decision, the quantity surveyor or project manager approaches the
preferred contractor on the client's behalf to ask if they want to accept the construction
work. If the contractor agrees to take the work then the quantity surveyor or project
manager advises the successful tenderer that they have been appointed as the main
contractor*
The contract documents are issued, one copy to the client and one to the contractor,
and duly signed. There are legal matters that are involved in the offer and acceptance
by the parties, which will be discussed in a later course.
Informing unsuccessful tenderers
The quantity surveyor or project manager then informs the other tendering contractors
that they have been unsuccessful, usually in writing. This letter should include
information which explains to each unsuccessful contractor why they were not
appointed to the contract. This information assists the unsuccessful contractors in
determining why they were unsuccessful, and provides important information to the
contractors about how other contractors are pricing their tenders.
An anonymous way of providing this information to contractors is to list the contractors
in alphabetical order, and the prices submitted in ascending order, without indicating
which contractor quoted which price. Quite often a range of the tender values is
provided.
Unit: Further resources
(Est. time: 3 minutes)
The Ministry of Education provides clear guidelines that school boards are expected to
follow when they want to start a construction project- Read their guidelines for
the procu
qooos ano services*
This section has described the tender process as it applies to medium and larger
construction projects. Watch thrs eHowEducation video that explains how a smallscale builder might prepare a tender, or bid, for a residential construction project. See
if you can identify where the presenter is referring to the working drawings, the
specifications, and the bill of quantities - since he doesn't use these terms.
Have a look at the video The Construction Business: How to write a construction
(eHowEducation, 2010) (2:13) .
1
I. eHowEducation. {2010, March 2 4 ) . The construction business: How to write a
construction bid [Video file]. Retrieved from:https
v-oKxKi9UtloM
Video
YouTube Video: https://www.youtube.com/watch7v-oKxKi9UtloM
Clendon's Law of Tendering explains the legal aspects of tender.
Unit: Test your knowledge 1.5
(Est. time: 7 minutes)
Activity Title : Activity
Online Activity: Please view online
Activity Title : Activity
Online Activity: Please view online
Activity Title : Activity
Online Activity: Please view online
Activity Title : Activity
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Topic: Fact sheet 1 -6: Stage 3: Construction
Unit: Fact sheet 1.6: Stage 3: Construction
(Est. time: 3 minutes)
Stage 3 is the final stage of a construction project. This is when the structure is built.
The construction phase starts when the main contractor takes possession of the site
and ends when the work is completed and the site is handed over to the client.
•so i stock
What is the goal of the construction stage?
The goal of this stage is to have the structure built to plans and specifications, on time
and within the budget. The ultimate goal is an incident-free project with a satisfied
client at the end of it. This isn't always easy when you're handling a complex project
with a large team, who all need to be aware of building as well as wealth and safety
regulations.
Unit: Roles during the construction stage
(Est. time: 1 minutes)
During the construction stage, the main contractor takes over responsibility for the
construction process, and the client usually takes a step backwards to watch and wait
as the building is constructed.
Project manager
Sometimes, the client appoints a project manager to represent the client's interests on
the construction site.
A project manager's duties may include:
»
•
•
•
•
reviewing the contractor's method statements
inspecting the quality of workmanship
monitoring the work carried out, in relation to the construction program
ensuring all specifications are complied with
ensuring health and safety requirements are implemented.
Unit: Step 1: Mobilisation
{ E s t time: 3 minutes)
Mobilisation is the point at which the construction team is brought together to prepare
for construction. This cannot take place until the contract is signed, as the signed
contract is required to give the contractor legal access to the site.
The mobilisation meeting
The mobilisation meeting (also called a pre-start meeting) is usually held a couple of
weeks before work on site begins. All relevant parties are requested to attend. This
includes the client, designer, quantity surveyor and project manager, as well as the
main contractor.
The main purpose for this meeting is to establish working relationships and review the
requirements of the construction process as a whole. At this meeting, communication
protocols and procedures are established and the roles, responsibilities and duties of
all team members are clarified. Any questions that have arisen are addressed.
An essential pari of the mobilisation meeting is to make sure everyone involved in the
project is clear that any work outside of the scope of the construction contract must be
agreed to before it begins. The cost of extra works must be agreed to as well.
What preparations need to be made before work
begins on site?
The main contractor takes possession of the site, and becomes legally responsible for
what happens there from that point onward.
Between the end of the tender process, when the main contractor signs the
construction contract, and the first day of work on the construction site, the main
contractor has a long 'to do' list that needs to be completed. This includes:
• the development and approval of a health and safety plan, identifying hazards on
the construction site as well as any design risks and how they will be mitigated
• organising bonds, licences and insurance
• establishing a detailed program of works
• agreement on the master programme
• converting cost estimates to a project sum, and a system set up to track actual
costs
• a site survey, including agreeing to schedules of conditions for adjacent building,
geo-technical survey and reports establishing where existing services are tocated
• the set up of a site office including staff facilities, area storage of materials and
machinery
• procurement of materials and machinery
• sourcing and awarding contracts to subcontractors, including any subcontractors
nominated by the client
• establishing a contact register for subcontractors
• agreement on the method statement, which sets out how something will be done,
including the time frames, machinery and personnel required
• a site waste management plan (removal of waste from site)
• establishing inspection and site quality assurance procedures
• making arrangements for services (power, electricity, and so on) and supplies to
the site for the duration of the construction period
• tho set-out of the footprint of the proposed development.
Unit: Step 2: On-site construction phase
(Est. time: 3 minutes)
With all the planning and preparation completed, work begins on the site. In a perfect
world, the construction process would happen exactly as planned. However, even the
best planned construction projects require lots of small (and sometimes large)
adjustments to be made to the plan as work gets underway. The weather, supply
issues, unforeseen design or construction issues, price fluctuations and traffic, as well
as factors such as human error, miscommunication, accidents, or the client changing
his or her mind, can all affect the project's progress.
All construction projects have processes in place to ensure that any necessary
adjustments happen as seamlessly as possible. Regular inspections and meetings are
held on site throughout the construction process.
On-site inspections
The contractor completes a daily inspection of the work in progress, recording what
has been completed and checking it against the programme of works to ensure the
project is running on time.
The project team, including the design team, the contractor, and the client or clients
representative, conducts weekly inspections of the site, usually prior to the main site
meeting.
The on-site subcontractor and the main contractor will also have regular inspections.
A building control inspector will inspect the work at predetermined stages as set out in
the conditions of the building consent. Jt is the responsibility of the client to inform the
building consent authority that a particular stage of work has been reached and an
inspection is required - although the client can delegate this responsibility to the
contractor as a condition of the contract. Once the building control inspector has
confirmed the work is to the requirements of the Building Code and the consented
plans and specifications, tho contractor can move to the next stage.
If a specialist consultant has designed specific aspects of the building, that consultant
is responsible for inspecting those aspects of the work. For example, the engineer's
work will be inspected by that engineer. When Ihe engineer is satisfied that the work
carried out meets their requirements, the work is signed off using a form called a PS4,
On-site meetings
Site meetings are usually organised on a weekly basis, and attended by the design
team and client or client's representative, as well as the main contractor. However, this
depends on the size of the project. On large commercial projects, the main contractor
may arrange smaller meetings on a weekly basis with the subcontractors, while the
main site meeting with the design team and client may occur fortnightly.
The decision about when site meetings will be held and who will attend is decided at
the initial mobilisation meeting that occurs at the beginning of Stage 3, unless it has
already been established as part of the contract.
Site meetings are formal meetings, with minutes that record any adjustments or
changes to the project. These minutes become legal records. The agenda for a typical
site meeting would include:
• a progress report from the contractor
• any issues related to the availability of materials and labour
• a report from the quantity surveyor on variations and budget costs to date, as
well as a future forecast
• a report from the contractor of any delays (for example, due to weather or
supplier issues) which may result in a request for an extension of time
• feedback from the client with any concerns or congratulations for the team.
When subcontractor meetings are held, their purpose is to coordinate the work being
completed by subcontractors. These meetings will cover:
- requests for further information from other trades or the design team
* notification of any upcoming project changes along with discussion to ensure the
changes are incorporated efficiently into the construction programme
• checks on quality control and health and safety.
Unit: Step 3: The pre-finish or snagging stage
(Est, time: 1 minutes)
As the project progresses, the site inspections lead to the snagging stage (pre-finish
stage).
This takes place a couple of weeks prior to the end of the contract, when a meeting is
held with the client, contractor and all the design team who have been involved in the
process.
The purpose of the meeting is to identify outstanding wont, or extra work that for
whatever reason has not been signed off during regular inspections. Also at this
stage, any visible problems will be discussed. Tor additional work required to be
completed, a price needs to be negotiated.
The project team will look for unfinished surfaces, untidy verges, rubbish not cleared,
and work not completed to specification or good practice. This is the process known
as snagging, and a list of these items is called the snagging list.
On site, the quantity surveyor or designer and the main contractor agree on the
snagging list and time frames by which all items on the list have been completed. The
quantity surveyor is involved in this process if it is likely to have significant financial
implications. Once the list is agreed and issued, no further invoices from the
contractor are processed until all items on the snagging list have been addressed and
signed off.
Unit: Step 4: Practical completion stage
( E s t time: 1 minutes)
Once the contractor has completed all outstanding work, a final site visit is held. At
this visit all work is checked. Everyone needs to agree it has been completed to a
satisfactory standard and it is signed off. A practical completion certificate is then
issued and released.
A retentfon fee, usually about 3-5% of the contract sum (the exact percentage is
specified in the contract), Is held by the client for a given period of time, known as the
'defects liability period'.
Unit: Step 5: Building handover stage
(Est. time: 2 minutes)
The client is given the keys and takes possession of the building. The contractor gives
the client the following documentation:
•
•
•
•
as-built drawings
all manuals for all machinery such as lifts
operation and maintenance manuals or instructions
producer statements from specialists such as the engineers, lift manufacturers,
fire system installer and so on (these documents are also passed to the
consenting authority where required)
• the code of compliance certificate, as well as any other compliance related
documentation, such as compliance certificates for the fire systems.
At the building handover stage, the insurance of the building is relinquished from the
contractor to the client, and the client can now move in. If the contractor is unable to
obtain a code of compliance certificate (CCC) due to outstanding work recognised by
the building inspectors, then the client is given a certificate of public use (CPU). This
allows the building to be used with certain limitations.
Unit: Step 6: Final completion stage (defects
liability period)
( E s t time: 1 minutes)
The defects period starts from the period of practical completion sign-off. It can be
anything from 3 to 12 months, but is usually set at 6 months, depending on the size of
the project.
At the end of the defects period, the client conducts another inspection of the site with
the contractor, the final certificate is released and the retention money given to the
contractor.
rf any problems with the building become apparent during the defects period, the
retention fee is withheld from the contractor until the issues have been addressed.
Unit: Further resources
( E s t time: 5 minutes)
The Ministry of Education provides cEear guidelines that school boards are expected to
follow when they want to start a construction project. Read their guidelines for
managing the construction phase of a building project and closing a building project.
Unit: Test your knowledge 1-6
(Est. time: 7 minutes)
Activity Title : Activity
Online Activity: Please
Activity Title: Activity
Online Activity: Please
Activity Title: Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity; Please
Activity Title: Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
view online
view online
view online
view online
view online
view online
view online
Unit: Job sheet: writing a report
(Est. time: 1 minutes)
The best way to learn the art of report writing is to practice. This job sheet will take a
step by step approach to writing a report. Your boss has asked you to write a report to
advise her as to whether it would be better to use dressed timber or LVL rafters for a
double pitched roof with a clear span of 12 metres. There is no ceiling so the roof
farming will be visible. This is project V/Job No. 307/2018. You only have 24 hours in
which to prepare your report as the decision needs to be made quickly.
This job sheets sets out the possible steps you might take in writing your report and
the feedback discusses why each step is important and what each step should entaiL
Step 0 - W h o will use the report?
Feedback
Consider who the report is for and how that report may be used. For example many
reports are emailed to recipients which then print them off and share around other
professionals In order to exchange information. At a site meeting the report given to
everyone at the meeting and the information discussed collectively. Alternatively, and
in this example you are providing a report for an individual, but you are not sure if they
will then discuss this with other
Step 1 - How much do I have to write?
Feedback
This is a very important as you cannot give a structure to your report without knowing
how long it has to be. You must ask the person briefing you how long they expect the
report to be. This will influence the depth of the investigation on which your report will
be based.
From experience the report' approximate length is determine by the information which
need to be addressed, during the research.
For this report we are assuming (approximately) an A4 sheet, as we also what them to
look at the presentation of the report e.g. front cover, contents page e t c . . ) not more
than one side of a sheet of A4 paper with normal font size and line spacing. As a
guide if the report is only typing this will be around 500 words. However, there is no
need to write more than Is required and we may have fewer words depending on how
the report is set out
1
Step 2 - What is the report about?
Feedback
This seems a silly question since what the report is about is in the task as set out
above. However, this is where it is easy to come unstuck as you have to work out
what are the key things the report has to discuss and whether or not it needs to come
to a conclusion or recommendation.
In this example the report has to talk about the same aspects of the two alternatives
for spanning the space so these aspects need to be decided before the structure of
the report is settled. This might include:
•
*
•
*
•
Size required
Cost
Appearance and finish
Time required on site (product availability)
Speed of assembly
These headings can form 'subheadings' within the main body of the report or in this
case are part of the tabulation (see below)
It is also good to note where the information came from or how you set about doing
the research to find the information you wish to include. In this instance the research
will have to be web based as your only have 24 hours to write the report. It will be
essential is to include the web site references in your report.
Step 3 - How will I structure my report?
Feedback
The next step is to work out a structure for the report. I mapped out the following for
this exercise.
1, Introduction - what the report is about and why it is being written.
2, Where the information in the report came from
3, Tabulation of the merits of the two materials (dressed timber and LVL) for the
task in hand when mapped against the aspects I wish to consider. I need to
explain in the report why the information is In table form.
4, Concluding remarks and recommendations.
5. Most (at least half) of my A4 sheet will be taken up by the table, which is the core
information in the report-
Step 4 - In what order will I write my sub-sections I have identified above?
Feedback
In this step you decide the order in which the report is written. Again this seems
obvious since you start at the beginning and work through, but why should you? Given
this report is research based it seems best to start with the research part and the
results you find. This is sub-section 3 which is really the heart of the report. With this
written the parts 1 and 2 are easy to write and then you can read through the whole
and write part 4.
Step 5 - Write your report!
Since this is an exercise I have started the core table for you and provided some web
references as a start. The essential purpose of this exercise is not completing the
table but writing the report. If you do not complete the table you still need to come to
some conclusion in the report and this will have to be based on your own experience
of the products.
Aspect
Size
Dressed timber
290x70 at
0.9m
LVL
References
References
https:// www. b ra nz ,co. nz/cm
s_show_download.php?
200x45
id=e4d4f6c2df8e24d228728 at
c398c3a43b0Q6dbf 51 b
0.9m
(Table 15)
hltp ://www. ch h wood
pfoducts.com.au/flip
books/hyspan/files/a
ssels/basichtml/page-1-hlml
(table 9)
Cost
Appearance
and finish
Product
availability
Speed of
assembly
Step 6 - A report needs to be professionally presented as it is likely to be
shared among Individuals and discussed openly with two or more persons.
• Front Cover = Title of the report, name of the Author of the report
• Contents page (pages to be numbered and sections numbered)
*
*
*
*
Executive summary
Introduction
Method
Results
* Conclusion and recommendations
Feedback
Here is a sample of a A4 report writing.
Topic: Module 1: Job sheet
Unit: Module 1: Job sheet
(Est. time: 25 minutes)
The purpose of this job sheet is to give you a chance to see if you have sufficient
knowledge about this topic or if you need to read more about it. Responding to the job
brief will help you work towards your assignment.
Your brief
Your college has succeeded in raising $650,000 for a new gymnasium. The intention
is for the hall to offer gymnasium activities including basketball, netball, football and
indoor cricket nets. The funds raised to date are only part of an overall finance
program, as the school intends to allow access to the building to after-school sports
clubs and also to the public during the holidays.
The newly formed subcommittee, of which you are chairperson, has been asked to
present to the Board of Trustees and parents, explaining what the construction
process will involve, from concept to completion. They want to know what and who is
involved in a typical construction project, who does what, and what the respective
legal obligations will be for the Board, as clients, and the contractors they employ.
They are looking for value for money and want to know the options that are available
to them.
Prepare a brief presentation, possibly using headings with points that you would
present to the Board regarding their concerns. Make it no more than 5 minutes long,
and remember to use simple everyday language. Include pictures and diagrams if that
will help you.
Create a 1-page summary handout to be given to the Board at the meeting. This will
refer to your key points.
Your task
Your children's school has raised sufficient funds to build a new gymnasium. You are
on the Board of Trustees and a member of a subcommittee responsible for choosing a
suitable design and construction
company. Have a go at the following four questions,
Activity Title: Activity
Online Activity: Please view online
Topic: Module 1: Job sheet discussion
Unit: Module 1: Job sheet discussion
(Est. time: 10 minutes)
Available online only, Please visit page online
Unit: Module 1: References
(Est. time: 1 minutes)
edgewaterdesigngrp. (2012, March 20). Schematic design phase of architecture with
Edgewater Design Group [Video file]. Retrieved from https://www.youtube.com/watch?
v=MQZJyHn4xDg
edgewaterdesigngrp. (2012, March 21). Pre-design phase of architecture with
Edgewater Design Group [Video file]. Retrieved from https://www.youtube.com/watch?
v=6Yt5i6s6IO0
edgewaterdesigngrp. (2012, March 28). Design development phase of architecture
with Edgewater Design Group [Video File], Retrieved
from https://www.youtube.com/watch?v=UMOnQ7rDwQA
edgewaterdesigngrp. (2012, March 29). Construction documents phase of architecture
with Edgewater Design Group [Video file]. Retrieved
from http s: //www. youtu be. co m/watch ?v=pte Hq n -X9 S E
edgewaterdesigngrp. (2012, March 29). Design phase of architecture with Edgewater
Design Group [Video file]. Retrieved from https;//www.youtube.com/watch?
v=LBzeWz_HPNg
eHowEducation, (2010, March 24). The construction business: How to write a
construction bid [Video file]. Retrieved from: https://www.youtube.com/watch?
v=oKxKi9UtloM
JRMC. (2010, January 20). Animated view of construction phases [Video file].
Retrieved from: https;//www.youtu be.com/watch?v=KlbEErTyVek
Just the Job. (2015, February 15). A career in residential building [Video file].
Retrieved from https://www.youtube.com/watch?
v=f5XtNxwGEWMS list^UUciitdEslzBgAGyYS4vCO-g&index=101
l
Kislay Kumar. (2012, August 31). Overview of project delivery methods [Video file].
Retrieved from: https://www.youtube.com/watch?v=mgl_ajdiolA
Module: 2. The construction team
Unit: Overview
(Est. time: 1 minutes)
In any construction project, there are a number of team members, each with a clearly
defined role. The fact sheets for this module look at the different roles and
responsibilities within the team.
© isiock
After completing this module you will be able to:
• identify key members of the design and construction teams
• understand the responsibilities that each design and construction team member
has and how people will need to interact
• identify the key roles that each design and construction team member has and
how they interact.
Unit: Fact sheets: Introduction
(Est. time: 1 minutes)
Tips for using the fact sheets
• The fact sheets cover all the knowledge and skills you are expected to master for
this module. You can test whether you've reached the required level of
mastery by completing the job sheet for this modufe.
• The job sheet isn't part of your assessment, but it provides an opportunity for you
to get feedback from fellow students and tutors on the work you need to do to
prepare for your assignment. It also provides a check on whether you are 'workready' - can you apply the information in these fact sheets to the sorts of
situations you will face out in the real world?
• Each fact sheet is designed as a simple, step-by-step guide to answering a key
question related to the job sheet for this module.
• Each fact sheet also contains a short task or quiz mat you can use to test that
you have understood the fact sheet material, as well as links to additional
information or resources.
• You can work through the fact sheets one by one, or you can pick and choose
the ones that cover the areas you are less familiar with. The job sheet will test
you on the information covered in the fact sheets and highlight any areas you
need to spend more time on.
• When you are confident that you can complete the job to the standard specified
in the job sheet, you will be ready to move on to the next module.
Fact sheet 2.1: Overview of the construction team
This fact sheet provides you with an overview of the construction team members, and
their roies and how they Interact with each other.
Fact sheet 2.2: The client's role
This fact sheet looks fn greater detail the roles and responsibilities of the client. It
explores the different types of clients, and what qualities make for a successful
outcome in the construction process.
Fact sheet 2.3: The role of the designer
This fact sheet sets out the role of the designer or design team in interpreting the
client's vision into a completed building. It explores the responsibilities that the team
have under a legally binding contract to deliver such a project.
Fact sheet 2.4: The role of the main contractor
This fact sheet sets out the main contractor's responsibilities to deliver the physical
building within a set time frame, dependent on the project procurement method or
delivery type. It explores projects, from small-scale projects completed by individual
sole traders, to large commercial projects delivered by large commercial construction
firms.
Fact sheet 2.5: The role of sub-contractors
This fact sheet focuses on the roie the sub-contractor plays within the construction
process. A sub-contractor is someone who is hired to do a part of someone else's
contract
Fact sheet 2.6: The role of the client's
representative
This fact sheet looks at the role and responsibilities of the client's representative, who
is a person appointed by the client to co-ordinate the construction project on the
client's behalf.
Fact sheet 2.7: The role of specialist consultants
This fact sheet explores the roles of the specialist consultants that you may encounter
in a construction project. Specialist consultants bring in-depth knowledge of specialist
areas to the construction project team. The areas of specialisation required will vary
depending on the type of project.
Fact sheet 2.8: The role of the site manager
This fact sheet looks at the role of a site manager, who will monitor the day-to-day
progress of the project. The site manager, on behalf of the main contractor, will be the
client's 'eyes on the site'.
Topic: Fact sheet 2.1: Overview of the
construction team
Unit: Fact sheet 2.1: Overview of the construction
team
(Est. time: 3 minutes)
© I Slock
Construction projects are based on teamwork. Within every construction team there
are some key roles that need to be filled: a client, designer and main contractor can
be found on almost every team, although on small-scale projects a single person may
perform more than one role. In this fact sheet, we'll provide an overview of these and
other key roles, including sub-contractors, consultants, specialist consultants and
management roles.
What are the main roles in a construction
team?
The flowchart below highlights the main roles in the construction team, and how they
relate to each other during a construction project. You can see how the client is the
starting point for the project, and that all communication on the project flows through
the client or the cfient's representative.
---it-:- tm
'A-I--,-
© The Open Polytechnic of New Zealand
Unit: How does the scale of the construction
project affect the structure of the construction
team?
(Est. time: 2 minutes)
Construction projects vary in size and complexity, and as a result have different
professionals involved. However, the basic structure stays the same. There is always
a client, or client representative, as the central point of contact for the team. There is
always the main contractor, who is responsible for the construction stage of the
project, there is a designer, and there may or may not be specialist consultants who
provide input as needed.
For a small-scale residential project, for example, if a client wants to increase the size
of the kitchen in their home, the team might only consist of a designer and a single
contractor, a builder. However, even in a project of this size, the builder is likely to
employ sub-contractors such as a plumber and an electrician. The project may also
require inspection by a specialist consultant, for example, a building officer, on behalf
of the local authority. The roles for a small-scale building project are shown in the
diagram below.
Specialist
consultants
Client
Main
contractor
u
Subcontractors
The Open Polytechnic of New Zealand
On a larger project, for example, the construction of a school, the team is likely to
include a client's representative, one or more designers, a wider range of specialist
consultants (engineers, a quantity surveyor, landscape designers, and so on) as well
as the main contractor and sub-contractors, and a site manager.
Unit: What does each role include?
( E s t time: 4 minutes)
This fact sheet provides a brief overview of each role on the team. Other fact sheets in
this module will go into more detail about each of these roles.
Client
Every construction project has a client, even if a builder is building his or her own
house. The client, or owner, is the person (or company) that decides that a building is
required. The client:
t has the finances and decides how much thoy are prepared to pay
• decides what they want to build
- decides when it needs to be finished by.
Client's representative
The client's representative Is the person who is responsible for ensuring that the
project is completed to the client's requirements. On smaller projects, or if the client
has experience with construction or project management and the time to be involved
in the details of the project, the client may choose not to appoint a representative, and
do the work themselves.
However, it is more typical, even on residential projects, for the client to appoint either
the designer, the main contractor or a project manager to coordinate the project and
provide a central point of communication for the client and the rest of the team.
Designer
The designer designs the building. The designer may be an architect, an architectural
technologist or a draughtsperson following clear specifications from the client, or an
entire team. The key role of the designer at the very beginning of the project is to find
out what the client wants to build and develop this idea into a design brief.
Specialist consultants
In this course we're using the category of specialist consultants as a very broad group
including the quantity surveyor and engineers, as well as consultants who act on
behalf of the local authority, such as the building control officers. When
communication breaks down on a construction project, an arbitrator might be brought
in to resolve the dispute. The arbitrator would also be considered a specialist
consultant.
Specialist consultants provide specialist knowledge to support the construction
project. On smaller projects, the specialist consultants may have a very limited role.
On larger projects, one or more specialist consultants may be full-time members of the
project team.
Examples of specialist consultants include:
•
•
•
•
•
project managers
structural engineers - concerned with the structural soundness of the building
fire engineers - concerned with fire protection construction
civil engineers - concerned with the roading on the site
services engineers - concerned with environmental control, heating, water and
air conditioning
• quantity surveyors - concerned with cost control
- building control officer - concerned that the project complies with the relevant
legislation.
Main contractor
The main contractor is appointed to complete the project as set out in the
documentation, to the prescribed quality, and in the time allowed and for the agreed
price.
The main contractor is also responsible for the health and safety of all those on the
site, and the suslainability of the project including minimal waste and life cycle.
The main contractor coordinates the construction team. Some contractors have Inhouse design facilities and can offer design and build packages.
Subcontractors
Subcontractors provide additional expertise and resources to support the construction
process. Although the client may specify that they want specific subcontractors to do
part of the work, the subcontractors are typically appointed by, and report to, the main
contractor. The subcontractors typically have contracts with the main contractor rather
than directly with the client; this is why they are known as subcontractors.
Site manager
The site manager is in charge of all on-site construction operations. The site manager
reports to the main contractor and takes care of the day-to-day management of the
construction site.
Unit: Further resources
(Est. time: 7 minutes)
This video clip describes the key roles in the construction process from the
perspective of a Singaporean construction company. See if you can work out which of
these roles fits into the team structure described in this fact sheet, and where each
one belongs. The six professionals in the construction value chain (BCAslngapore,
2011) (6:27) .
1
1. BCAsingapore. (2011, September 12). The six professionals in the construction
value chain [Video file]. Retrieved from: https://www,youtube
v-chl5_z-gkWg
Video
YouTube Video: https://www,youtube.com/watch?v=chl5_z-gkWg
Unit: Test your knowledge 2.1
( E s t time: 6 minutes)
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
view online
view online
view online
view online
view online
Topic: Fact sheet 2.2: The client's role
Unit: Fact sheet 2.2: The client's role
( E s t time: 2 minutes)
©iSlock
Every project begins with a client, or prospective building owner, who:
* defines the building requirements
* agrees to the design
* provides finance for the building construction.
This fact sheet looks at the client's role in more detail.
Who is the client?
The client may be an individual, a company, or a number of stakeholders. The client's
role is pivotal to the project. They are the ones who provide the finances for the
project. In addition, the client has the aspirations and vision to drive the project.
The ideal client;
* provides strong leadership
* demonstrates good organisation skills
articulates their vision
can establish good relationships between all parties
defines the aims and objectives of the project.
Unit: What are the client's main inputs to the
project?
(Est. time; 1 minutes)
At a minimum, the client provides the project vision, determines the budget, chooses
the designer, signs off on the project brief, and pays for the project. The client may
also decide on the project procurement process (delivery method), which will
determine which project responsibilities the client retains, and which are delegated to
other roles throughout the project process.
Using a traditional procurement process, the client has greater control but higher
financial risks. With a design and build delivery method, the client agrees on a lump
sum cost up front, but hands over most of the project decisions to the main contractor.
These delivery methods were discussed in more detail in Module 1,
Unit: What are the client's responsibilities?
(Est. time: 2 minutes)
The key responsibilities of the client are to initiate the project, to provide the vision for
the project brief, to sign off key stages of the project and to pay for the project.
The following list outlines what the client is accountable for even if they delegate the
responsibility to a representative:
• maintaining strategic knowledge of the project throughout the construction
process and making prompt and informed decisions when necessary; this
strategic knowledge is based on the client's requirements, and should be
captured in the design brief
• ensuring that finances are in place when appropriate payments are required
• making decisions during the construction process when adjustments, variations
or amendments are suggested
* applying for a Code of Compliance Certificate; this confirms to the owner and any
subsequent owners that the building has been built to the relevant legislation,
such as the New Zealand Building Code
• applying for building consent
* ensuring health and safety responsibilities are fulfilled
* as the project proceeds, the client is responsible for paying authorised variations,
increased costs, and progress and final payments.
However, the client may choose a procurement/delivery method that includes wider
responsibilities, along with the associated risks. As a general rule, the client can save
money on the construction contract by assuming more of the risks associated with the
construction process. If the client chooses to appoint a representative, such as a
project manager or a designer who has been tasked with managing the project on the
client's behalf, all communication to and from the client is channelled through the
client's representative.
Unit: Test your knowledge 2.2
( E s t time: 5 minutes)
Activity Title: Activity
Online Activity: Please view online
Activity Title : Activity
Online Activity: Please view online
Activity Title: Activity
Online Activity: Please view online
Topic: Fact sheet 2.3: The role of the
designer
Unit: Fact sheet 2.3: The role of the designer
( E s t time: 1 minutes)
© rsiock
The designer (urns the client's vision into a completed design that can provide
direction for the construction process. The role of designer can be fulfilled by a single
individual, an architectural firm, or it can involve an extended team including engineers
and other specialist consultants. This fact sheet looks in more detail at the nature and
responsibilities of the designer within the construction team.
What does the designer do?
The designer is responsible for designing the project. With the help of specialist
advisers, the designer prepares preliminary alternative designs and gets approximate
cost estimates from the quantity surveyor. The designer then discusses proposals and
costs with the client and gets instructions to proceed with the scheme selected.
Unit: Who is the designer?
( E s t time: 3 minutes)
If the designer is a single individual, this person can either be a registered architect or
an architectural designer. An architectural designer must also be a
Practitioner (LBP) in order to design residential work.
On more complex projects that involve a larger design team, the designer is the
person who is responsible for coordinating all the documentation received from the
other members of the design team. This person is then known as the principal
designer
The principal designer typically has a team of architectural draughts people who are
responsible for preparing the architectural working drawings.
Unit: What are the designer's responsibilities?
(Est. time: 2 minutes)
The designer is responsible for developing the client's brief Into drawings and
documentation that becomes the instructions for how the project is to be built. This
documentation is used during the tender process to determine the costs of the project.
The documentation the designer is responsible for includes:
• plans - these are the 'bird's eye view' drawings, showing the building as though
someone has cut a horizontal slice through the building and lifted off the roof
* sections - these are the 'cross-section view' drawings, as though someone has
cut a vertical slice through the building
* elevations - these drawings show the shapes and finishes of the building
• working drawings - this is a full set of drawn instructions identifying what is to be
built, the method of construction, and the materials that will be used
• specifications - these provide written details to support the working drawings;
they explain exactly how the materials need to be used and what standard of
workmanship is required
• schedule of quantities - this is a complete list of the materials required for the
building: type, quantity, size and location.
If the project is a traditional contract, the designer is often appointed as the client's
representative to monitor and manage the whole project However, under a design
and build contract where the contractor has been approached by a client to design
and build a project, this role will default to the main contractor.
Unit: Further resources
(Est. time: 7 minutes)
This video, A day in the life of an architect (Business of Architecture, 2014) (6:32)
combines crowd-sourced video footage of architects at work all around the world.
Can you recognise any of the activities shown, based on the list of responsibilities you
just read?
^. Business of Architecture, (2014 April 15). A day in the life of an architect {Video
file]. Retrieved from: https:/Avww.youtube.com/watch?v=2PdKMWBMsO
T
Video
YouTube Video: https://www.youtube.com/watch7v-ZPdKMWEIMs0
To see examples of the different documents that designers are required to produce,
do an internet image search of the following terms: 'architectural plans', 'architectural
sections' and 'architectural elevations'.
Unit: Test your knowledge 2.3
(Est. time: 4 minutes)
Activity Title : Activity
Online Activity: Please view online
Activity Title : Activity
Online Activity: Please view online
Activity Title : Activity
Online Activity: Please view online
Activity Title : Activity
Online Activity: Please view online
Topic: Fact sheet 2-4: The role of the main
contractor
Unit: Fact sheet 2.4: The role of the main contractor
( E s t time: 2 minutes)
The main contractor takes responsibility for the work of getting the building built within
the scope of the contract that is signed with the client. The main contractor's
involvement in each of the three stages of the project will depend on the project
procurement method or delivery type. On a small-scale project, the main contractor
may be a builder operating as a sole trader. On larger projects, the contract may be
awarded to a large company, who will appoint a construction manager to take
responsibility for the construction phase of the project.
How is a main contractor appointed?
In a traditional procurement process, a number of contractors are invited to submit
tenders for a particular construction job. All of the tenders are assessed by the client
or the client's representative, working with the designer. The contractor whose tender
is selected by the client is offered the opportunity to become the main contractor on
the job.
After the lender price has been checked against the documentation and full
agreement on all points has been reached, the successful contractor and the ciient
both sign the building contract. From this point onward, the main contractor is
responsible for carrying out the construction of the building.
In some other types of project delivery models, the main contractor may be involved
earlier in the project, taking responsibility for the design stage as well.
Unit: What are the responsibilities of the main
contractor?
(Est. time: 1 minutes)
Once the main contractor has signed a construction contract, they are responsible for
carrying out whatever was specified in the contract. Usually this includes:
• confirming or contracting subcontractors and suppliers
• drawing up the construction programme and getting it approved by all parties
• carrying out the construction to the requirements of the contract and the design;
during the construction of the project, the contractor controls labour, obtains
materials, organises plant, and coordinates the subcontractors work
• making sure that the building programme dates are met
• complying with the contract conditions
• submitting details of progress payments, variations, and increased costs for
approval
• providing all the information needed to complete the final account once the
building is finished
• returning to the site during the defects liability period to fix any issues identified in
the dofec:s liabilities report.
1
Unit: How do you become a contractor?
(Est. time: 5 minutes)
Traditionally contractors have begun their career with a trades qualification and then
set up a sole trading business. After gaining experience with smaller construction
projects, they have expanded their business to lake on more employees and larger
construction projects.
In today's market there are a number of larger contractors specialising in commercial
construclion contracts. Examples in New Zealand include:
•
•
•
•
Arrow International
Fletcher Building
Hawkins
Nay I or Love.
When a client signs a contract with a large contractor such as one of these
companies, the employee who represents the company as the main contractor at
project meetings will usually be someone who has completed a construction
management qualification. This person may also be registered with a professional
body such as the Royal Society of Chartered Surveyors or the New Zealand Institute
of Quantity Surveyors.
This diploma qualification will provide a pathway into professional construction
management roles. You can then develop further by gaining experience on projects of
the size and complexity that you are most interested in.
Unit: Further resources
(Est. time: 15 minutes)
Video
YouTube Video: https://www youtube.com/watch?v=fDzxiXHJJbO
r
In this video clip, Canadian-based residential building contractors Manny Neves and
Anderson Hinds talk about what they do. Being a General Contractor (Hardcore
Renos, 2013) (2:57) '
1. Hardcore Renos. (2013, September 13). Being a general contractor [Video file].
Retrieved from:
//www.youtube.com/watch?v=fDzxiXHJJbO
See what the CareerNZ site has to say about the role of a building contractor. This
description focuses on small-scale contractors.
The Building and Construction Industry Training Organisation (BCITO) has a snapshot
repori of women in the built environment industry in New Zealand.
In this American video dip, construction managers working for larger contracting
companies describe what their role Involves. Construction
Mar.
(ThinkTVPBS 2012) (5:43)
2
T
1. ThinkTVPBS. (2012, November 16). Construction management [Video file].
Retrieved from: https://www.youtube ;om/watch?v=jNgsSdRqshO
Video
YouTube Video; nttps://www.youtube.com/watch?v=jNgsSdRqshO
Watch this video clip in which a construction contractor describes the advantages, for
a client, of involving the main contractor in the design stage of the project: Why
involve a construction manager in the design phase of your project (Brad
Stevenson, 2013) (2:38)
1. Brad Stevenson, (2013, March 28). Why involve a construction manager in the
design phase of your project [Video file]. Retrieved
from: iittps://www.youtube.com/watch?v-1rLSp09_LNc
Video
YouTube Video: https://www.youtube.com/watch?v=1rLSp09_LNc
Watch this video In which a large construction contractor and some of their clients
describe the value that a main contractor adds to the construction project. Why
choose Unitech Construction Management Ltd (Brad Stevenson, 2013) (3:08) .
1. Brad Stevenson. {2013, March 28). Why choose Unitech Construction
Management Ltd [Video file]. Retrieved from: https;//www,youtube.com/watch?
v=vX_sZrxH88s
Video
YouTube Video: hUps://www.youtube.com/watch?v-vX_s2rxH88s
Unit: Test your knowledge 2.4
( E s t time: 3 minutes)
Activity Title : Activity
Online Activity: Please view online
Activity Title: Activity
Online Activity: Please view online
Activity Title: Activity
Online Activity: Please view online
Topic: Fact sheet 2.5: The role of
subcontractors
Unit: Fact sheet 2.5: The role of subcontractors
(Est, time: 1 minutes)
© iSlock
The main contractor is responsible for the entire project, but is very unlikely to have all
the skills required to complete the project, especially if it is a complicated building or
structure. Subcontractors are specialists appointed and employed by the main
contractor to complete parts of the contract on their behalf This fact sheet looks in
more detail at the role of the subcontractor, or subbie' as they are known in New
Zealand.
H
What is a subcontractor?
A subcontractor is someone who is hired to do a part of someone else's contract. In a
building project, the client usually signs a contract with the main contractor. The main
contractor is responsible for delivering everything specified in the contract. However,
there will be tasks required by the contract that the main contractor does not have the
expertise, skills or workforce to do. To do these tasks, the contractor seeks
experienced tradespeople to carry out the work. These people are subcontractors.
Unit: Who hires subcontractors for a construction
project?
(Est. time: 4 minutes)
Subcontractors are hired either by the main contractor or by the client (or client's
representative).
Building Performance gives some useful instruction regarding hiring subcontractors for
building projects,
If the main contractor is a large construction company, it will have standard
procedures and contracts that are used for hiring subcontractors. You can see
examples of these on the Alexander Construction website.
Unit: What do subcontractors do?
(Est. time: 1 minutes)
Subcontractors are specialists appointed and employed by the main contractor to
complete parts of the contract on their behalf; for example, the structural steel work,
piling, or plumbing.
Because of their specialist work, many subcontractors have design knowledge of their
particular area, and subsequently can take on design responsibilities to make sure
that the details of their part of the project successfully integrate with the other parts of
the project design.
Subcontractors usually provide all labour and materials needed to complete their part
of the project, but they can also be employed on a labour-only basis.
Subcontractors always report directly to the main contractor.
The main contractor is responsible for the satisfactory completion of the work
undertaken by subcontractors and must ensure that the subcontractors follow the
conditions of the main contract.
Unit: What is a nominated subcontractor?
(Est. time: 1 minutes)
Sometimes the client wants to use a specific subcontractor to carry out some aspect
of the construction. These subcontractors are nominated by the client and the work
they will carry out is specified in the construction contract. Once the main contractor
has signed the construction contract, it becomes the main contractor's responsibility to
contract the nominated subcontractors for the specified work.
In a similar way, the client can nominate specific suppliers to provide certain resources
or materials. The main contractor is then obliged to obtain these materials from the
nominated supplier.
Nominated subcontractors become responsible to the main contractor for the
satisfactory completion of their work in accordance with the conditions of the main
contract- The contractor is totally responsible for an accepted nominated
subcontractor, just as they are for an ordinary subcontractor.
Unit: Further resources
( E s t time: 10 minutes)
The video
for Subcontractors Working With General Contractors (Wagonheim
Law, 2013) (7:18) is a brief seminar presenting five things that main contractors
wanted their subcontractors to know.
1, Wagonheim. (2013, July 5). 5 tips for subcontractors working with general
contractors [Video filej. Retrieved from: https
list=PLOpZruPQodOgaXB1EylyPfWECUtuA8C2k&v=xKUB890UEgU
Video
YouTube Video: https://www.youtube.com/watch?
v=xKUB890UEgU&list=PLOpZruPaodOgaXB1EylyPfWECUtuA8C2k&index=15
Employees and contractors have different rights and respon
in the built
environment sector. It is important that you know the differences, and similarities, in
rights ;ind responsibilities.
Unit: Test your knowledge 2.5
(Est. time: 6 minutes)
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title; Activity
Online Activity: Please
Activity Title: Activity
Online Activity: Please
view online
view online
view online
view online
view online
Topic: Fact sheet 2.6: The role of the client's
representative
Unit: Fact sheet 2.6: The role of the client's
representative
( E s t time: 1 minutes)
©isiock
This fact sheet looks at the role and responsibilities of the client's representative, who
is a person appointed by the client to coordinate the construction project on the
client's behalf. Not all projects have a client's representative. When there is a client's
representative, this person is often the designer or a project manager
Who is the clients representative?
The client's representative is the person appointed by the client to provide a single
point of contact for the construction team. This role can be filled by the designer or a
project manager, or the client may choose to deal directly with the main contractor. If
there is a client's representative, this person is responsible for coordinating the
construction project, managing all the details on the client's behaif and ensuring that
the client is informed whenever the client's input is needed.
Unit: What are the responsibilities of the client's
representative?
(Est, time: 1 minutes)
The two Key responsibilities of the client's representative are:
• to ensure that the client's interests are upheld throughout the project
• to provide a single point of communication for the construction project.
Unit: What does the client's representative do?
(Est. time: 2 minutes)
The client's representative:
• collates the tender documentation and invites contractors to tender for the project
• facilitates the tender assessment process and makes a recommendation to the
client as to which is the most suitable contractor
• advises the successful contractor that the tender has been accepted and makes
arrangements for the client and the contractor to sign the contract
• ensures that the work is completed strictly In accordance with the drawings and
the specifications
• issues Instructions to the contractor to vary the work to be done, if changes are
required; the client's representative cannot, however, vary or dispense with any
of the conditions of contract without the approval of the parties to it
• keeps the client informed of progress on the job and acquaints them with the
updated costs of the work as variations and wage and price rises take effect
• issues progress payment certificates for the client to pay at intervals set out in
the contract
• issues a certificate of practical completion to the contractor when the practical
completion stage is reached
• inspects the project during the defects liability stage and informs the contractor of
those defects that need rectifying. Once all these defects have been made good
and the defects liability period is finished, the ctient's representative certifies the
final payment; this releases all money due to the contractor.
Unit: When do construction projects use project
managers?
(Est. time: 5 minutes)
Larger construction companies typically use professional construction project
managers because of the size and complexity of their projects. These construction
managers use project management processes and software to monitor and organise
tasks and resources across the construction project life cycle.
The client's representative does not have to be a project manager, but the client may
choose to appoint a project manager to this role because of this person's training and
skills. The project manager will take responsibility for successful initiation, planning,
design, execution, monitoring, controlling and closure of a project. The project
manager's key focus Is on managing the risks involved in any construction project, so
that these risks are mitigated in a way that keeps the project on track to meeting the
client's requirements.
The following companies offer project management services to the New Zealand
construction industry:
• Greenstone
• Coffey.
Unit: Further resources
(Est. time: 10 minutes)
This animated video describes how the role of project manager is central to the
coordination of large commercial construction projects. What is construction
management? (UON FEBE, 2012) (3:37) .
1
1. UON FEBE. (2012, December 16). What is construction management? [Video
file]. Retrieved from: https://www.youtube.com/watch7v-Pc40yA0eyZo
o
Video
YouTube Video: https://www.youtube. com/watch?v=Pc40yA0eyZo&feature=youtu.be
Watch this video describing A Day in the Life: Construction Project
Management (BuildWI, 2009) (6:05) '
1. BuildWI. (2009, July 20). A day in the life: Construction project management.
Retrieved from: https;//www.youtube.com/watch?v=5vStHoQJSvc
Video
YouTube Video: http://www-youtube,corn/watch?v=5vStHoQJSvc
Unit: Test your knowledge 2.6
( E s t time: 6 minutes)
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title: Activity
Online Activity: Please
Activity Title: Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
view online
view online
view online
view online
view online
Topic: Fact sheet 2.7: The role of specialist
consultants
Unit: Fact sheet 2.7: The role of specialist
consultants
(Est. time: 2 minutes)
Specialist consultants bring in-depth knowledge of specialist areas to the construction
project team. The areas of specialisation required will vary depending on the type of
project. This fact sheet iooks at the specialist consultants you are most likely to
encounter on a construction project.
How do specialist consultants fit into the
project team hierarchy?
Although specialist consultants are the experts on the aspect of the project that falls
within their field of expertise, they are still required to report to the client's
representative and to exercise their supervisory authority through the client's
representative.
However, in some cases the client will employ a specialist consultant to provide an
opinion on some aspect of the project from an external perspective. In this situation,
the consultant is individually appointed by the client and reports directly to the client.
In other cases, the client may appoint one of the specialist consultants as his or her
representative. In this case, all members of the construction team would report to the
specialist consultant.
Unit: At what stage of the construction project do
specialist consultants get involved?
(Est. time: 3 minutes)
At what stage the consultants get involved depends on what their specialist area is.
For example, a quantity surveyor is usually involved during all stages, whereas a
building consent officer is involved at the second stage, checking drawings against the
code, and a building inspector conducts inspections during the third stage as the
construction is taking place. If an application fails, this has a knock-on effect to the
design.
Some specialist consultants are employed to ensure that buildings are structurally
sound and adequately serviced. These specialists include the structural, mechanical
or electrical engineers, who design the structural heating, ventilation, electrical, lift,
acoustic and fire prevention aspects of a building. These specialist consultants may
be brought in during the design stage to provide input to the design, or they may only
come in during the construction stage to supervise or inspect the work done that
relates to their area.
When should specialist consultants be brought in to consult on the project
brief?
• when there is any doubt about the suitability/stability of the ground and subsoil
for the building type
• when the provision of services are of a complex nature
• when budgeting, estimating and cost planning are of a complex nature
• when legal issues are concerned
• when complex resource consent issues have been raised
• when the type of building does not comply with the requirements of NZS
3604:2011 Timber-framed building.
Unit: What are some specialist consultant roles?
( E s t time: 45 minutes)
Other specialist roles from across the built environment sector may include:
•
•
•
•
land surveying
cadastral and subdivisions
engineering, building location and mines
geodetic and geology.
Watch this video to see what different types work of surveyors do: Surveying - A Life
Without Limits (allfewithoutlimits, 2009) (9:19) .
1
1. alifewithoutlimits. (2009, April 26). Surveying: A life without limits [video file].
Retrieved from: ittps://www.youtube.com/watch?v =l-QufqAeFyM
:
Video
YouTube Video: https://www.youtube.com/watch?v=l-QufqAeFyM
Quantity surveyor (cost consultant)
An essential part of any building process involves cost control Large and complex
projects generally employ a quantity surveyor to prepare a schedule of quantities from
the information provided in the drawings and specifications produced by the design
team. The schedule of quantities itemises all materials required for the construction
process, by type, form, quantity, and standard of workmanship.
During the project, work must be measured and valued by the quantity surveyor and
details submitted to the financial administrator (usually the principal designer), for
payment from the client to the contractor. The quantity surveyor also:
> advises on legal requirements of the project, such as the form of contract
between client and contractor
• advises on the use of contingency or provisional sums
- deals with variations on the job
• provides details to allow the settlement of the final account on completion of the
project.
In New Zealand we have the New Zealand Institute of Quantity Surveyors and a
branch of the Royal Institute of Chartered Surveyors. Have a look at these two sites:
• NZIOS
- RIGS.
For more on the role of the quantity surveyor, watch the video The quantity
surveyor {BCAsingapore, 2013) (8:46) .
2
1. BCAsingapore. (2013, May 12). The quantity surveyor handbook [Video file].
Retrieved from: https://www.youtube.com/watch?v=JeJSLt8oeCo
Video
YouTube Video: https://www.youtube.com/watch?v=JeJSLt8oeCo
Building control officer
Building control officers monitor and manage the building consent process on behalf
of the building consent authority (BCA), usually the local council. The building consent
ensures that construction work is durable, safe, and does not endanger the health of
the building user or a neighbouring property.
This process has five stages,
• Vetting: the application is checked to ensure the application is fully completed
and all supporting evidence is included.
• Planning assessment: the application is vetted to ensure it meets the
requirements of the district plan.
• Technical processing: the application is vetted to ensure it meets the
requirements of the Building Act 2004 and Building Code.
• Granting: when the BCA is satisfied that the building meets all legislative
requirements, it will grant the building consent. Construction can now take place.
• Issuing: the building consent documentation is prepared, and as this is a legal
document, the client is required to make sure that all work is undertaken in
accordance with the plans and specifications.
Under the Building Act 2004, a building consent authority must receive applications for
building consents, and either grant or decline them within a prescribed time period.
Not all work requires a building consent, as some work may be completed under
the Building Act 2004 Schedule.
Structural engineer
Structural engineers deal with structural work such as:
• reinforced concrete
• complex steel and timber work
• foundations.
They am responsible for calculating structural parts of the building. When projects
consist mainly of structural work, the structural engineers may have the role of
principal designers.
Watch this video on a day in the life of a structural engineer: Structural
Engineet (CBIA, 2008} (2:33) .
3
1. CBIA. (2008, December 19). Structural engineer [Video file]. Retrieved
from: htt ps://www.you tube.com/watch?v—cKBiaBeBaOE
Video
YouTube Video: https://www.youtube.com/watch?v^cKBIaBeBaOE
Fire engineer
Fire engineers deal with the fire protection construction of the building, incfuding both
active and passive fire protection.
Active fire protection means the measures used to give warning of a fire, or to limit the
growth of a developing fire by controlling combustion or suppressing the fire. For
example:
• fire detectors, activated by smoke or heat, that provide an audible alarm
- automatic fire sprinklers, which are the most effective active protection system
designed for general use; water spray nozzles are triggered by heat, dousing the
flames, and an alarm system is also triggered
* fire extinguishers and fire hose reels, which can be used to manually douse the
fire.
Passive fire protection is built into the building, and consists of measures that protect
the structures, particularly escape routes, from the effects of fire and contain the
spread of fire for as long as possible if it develops.
Passive fire protection must be incorporated into the design of the building. The
approved documents provide design parameters and minimum standards that can be
used both as a design tool for building designers and a control mechanism for the
local authority.
You can read more about the rofe of a fire engineer at Fire Protection Engineering.
Watch this video on what fire engineers do: Fire-Prevention and Protection Engineers
Job Description (GadBaller, 2007) (1:36) .
4
1. GadBaller. (2007, June 19). Fire-prevention and protection engineers job
description [Video file]. Retrieved from: https://www.youtube.com/watch?
v-zxiFhhWUhll
Video
YouTube Video: https://www.youtube.com/watch?v=zxiFhhWUhtI
Civil engineer
Civil engineers are generally involved with the construction of roads, bridges and
tunnels.
In architectural work, their role includes site services, such as:
•
•
•
•
•
excavations
levels
retaining walls
drainage
surface finishes.
Watch and read more about a day in the life of a civil engineer.
In this episode of Just the Job, a New Zealand student finds out what civil engineers
do as he looks at the infrastructure rebuild in Christchurch: Just the job - Civil
engineering (Just the Job 2014) (8:12) .
5
T
1. Just the Job. (2014, June 15). A career in civil engineering [Video file]. Retrieved
from: h ttps ://www. you tube, com/watch? I ist=UUci itdEsizBg AGyYS4vC0g&v^SbFrMSuPLkl
Video
YouTube Video: htlps://www.youtube.com/watch?
v=SbFrMSuPLkl&list=UUciitdEslzBgAGyYS4vC0-g
Services engineer
Services engineers will have an area of specialisation within any of a wide range of
disciplines that deal with the environmental control of the building, including:
• lighting
- heating
- air conditioning
>
•
•
t
•
t
•
sound modulation
electrical installations
plumbing and waste disposal systems
mechanical services such as lifts and escalators
communications
security
landscape architecture
interior design.
Any, or all, of these disciplines may be involved in the design and preparation of
working drawings for the building project. All groups have different backgrounds of
knowledge, and are frequently separated geographically. Good communication
between all of the people involved is vital to the smooth running of the building project.
Watch this video to learn more about the specialist disciplines of heating, ventilation
and air conditioning: A C
(Just the
Job, 2014) (8:13) .
6
1, Just the Job. (2014 May 6). A career in heating ventilation, and air
conditioning (JTJS92014) [Video file]. Retrieved
from: htt ps ://www. yo utu be, co m/watch ?! is t= U U c i i td E s I z B gAGyYS4v CO-g &v=ctrPwmXpPO
T
r
Video
YouTube Video: htlps://www,youtube.com/watch?v=ctrPwmXpP0Slist=UUciitdEslzBgAGyYS4vC0-g&index=14
Unit: Test your knowledge 2.7
( E s t time: 6 minutes)
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
Activity Title : Activity
Online Activity: Please
view online
view online
view online
view online
view online
Topic: Fact sheet 2.8: The roie of the site
manager
Unit: Fact sheet 2.8: The role of the site manager
(Est. time: 15 minutes)
© I Stock
The site manager works on a construction site to monitor the day-to-day progress of
the project. The site manager is responsible for managing day-to-day site operations
on behalf of the main contractor, and the clerk of works supervises the building
construction as the client's 'eyes on the site'.
The role and responsibilities of the site
manager
This role is appointed by the main contractor to administer the on-site functions on a
daily basis, to oversee the contract and to exercise on-site control. The site
manager takes part in preparing the job programme, choosing suitable labour and
plant, and organising and controlling the methods of construction.
To obtain programmed objectives, the site manager must:
• organise the flow of labour, materials and plant to the job
* maintain a daily diary
• keep records of people working, weather conditions, materials delivered, and any
other information the employers may want
* coordinate subcontract work on the site
• submit reports at regular intervals on all aspects of the work.
In terms of the construction team hierarchy, the site manager gives all orders and
instructions on the construction site.
In this clip from the New Zealand television series Just the Job, Fletcher's
Construction manager Gus Smith takes student Talanoa on site to see what happens
on a commercial construction site. A Career in Commercial Construction (Just the
Job, 2012) (8:47) .
1
1. Just the Job. (2012, September 12). A career in commercial construction [Video
file]. Retrieved from: htt ps://www. you tube.com/wa ten ?v=phD Fee VSy9g
Video
YouTube Video: https://www.you tube.com/watch?v=phDFeeVSy9g
Watch this video to find out more about what a site manager does. A Day in the Life:
Construction Superintendent (BuiidWI, 2011) ( 4 : 4 2 ) .
2
1. BuildWI. (2011, July 19). A day in the life: Construction superintendent [Video
file]. Retrieved from: https://www.youtube.com/watch?v=KY_UOXuankk
Video
YouTube Video: hrtps://www.youtube.com/watch?v=KY_UOXuankk
Unit: Test your knowledge 2.8
(Est. time: 2 minutes)
Activity Title : Activity
Online Activity: Please view online
Activity T i t l e : Activity
Online Activity: Please view online
Topic: Module 2: Job sheet
Unit: Module 2: Job sheet
(Est. time: 25 minutes)
The job sheets will help you check your knowledge about a topic.
Your brief
Your college has $650,000 for a new gymnasium and they are concerned that they
want best value for their money. They are understandably nervous about the decisions
they will have to make to achieve their goal of building a new gym.
The Board of Trustees and parents would like you to explain to them their role
responsibilities, as well as how they will be sure that all costs can be kept under
control.
Your task
Sum up the client role of the Board as a series of bullet points that you wouid discuss
at the next meeting. Explain the responsibilities that the college will have. Be honest
with them, so include possible scenarios that could go wrong. Explain how the cost
could be monitored and if there are any possibilities of ensuring that costs are kept
under control.
In your previous presentation to the Board, you explained the options available to the
college for building the new gymnasium and introduced the group to the design
process. Following this, they have come back with further questions - particularly in
relation to their responsibilities as a 'good' client, and what they would expect from
others in the construction process.
Your first presentation, in fact, created more questions than answers. This is not
unusual at the start of any construction process.
Activity Title : Activity
Online Activity: Please view online
Topic: Module 2: Job sheet discussion
Unit: Module 2: Job sheet discussion
(Est. time: 10 minutes)
Available online only, Please visit page online
Unit: Module 2: References
(Est. time: 1 minutes)
alifewithoutlimits. (2009, April 26). Surveying: A life without limits [Video file).
Retrieved from https://www.youtube.com/watch?v=J-QufqAeFyM
SCAsingapore. (2011, September 12). The six professionals in the construction value
chain [Video file]. Retrieved from: https://www.youtube com/watch?v-chl5_
BCAsingapore. (2013, May 12). The quantity surveyor handbook [Video file].
Retrieved from https://www.you tube.com/watch?v=JeJSLt8oeCo
Brad Stevenson. (2013, March 28). Why choose Unitech Construction Management
Ltd [Video file]. Retrieved from https://www.youtube.com/watch9v-vX_sZrxH88s
Brad Stevenson. (2013, March 28). Why involve a construction manager in the design
phase of your project [Video file]. Retrieved from: https://www.youtube.com/watch?
v=1rLSp09_LNc
BuildWI. (2009, July 20). A day in the life: Construction project management.
Retrieved from https://www.youtube.com/watch?v=5vStHoQJSvc
BuildWI. (2011, July 19). A day in the life: Construction superintendent [Video file].
Retrieved from https://www.you tube.com/watch?v=KYJJQXuankk
Business of Architecture. (2014, April 15). A day in the life of an architect [Video file].
Retrieved from hrtps://www.youtube.com/watch?v=ZPdKMWEIMsO
CBIA. (2008, December 19). Structural engineer [Video file]. Retrieved
from https://www.youtube.com/watch?v=cKB!aBeBaOE
GadBaller. (2007, June 19). Fire prevention and protection engineers job
description [Video file]. Retrieved from https://www.youtube.com/watch?
v-zxiFhhWUhll
Hardcore Renos. (2013, September 13). Being a general contractor Hardcore Renos
episode #25 [Video file]. Retrieved from https://www.youtube.com/watch?
v=fDzxiXHJJbO
Just the Job. (2012, September 12). A career in commercial construction [Video file].
Retrieved from https://www.yout ube.com/watch? v^phDFeeVSyOg
Just the Job. (2014, May 6). A career in heating, ventilation, and air
conditioning [Video file]. Retrieved from https://www.youtube.com/watch?
Nst=UUciitdEslzBgAGyYS4vCO-g&v-ct-rPwmXpP0
Just the Job. (2012, September 12). A career in commercial construction [Video file].
Retrieved from https://www.youtube.com/watch?v=phDFeeVSy9g
ThinkTVPBS. (2012, November 16). Construction management [Video file]. Retrieved
from https ://w ww. you tube, com/watch ? v=j NgsS d Rqsh 0
UON FEBE. (2012, December 16). What is construction management? [Video file].
Retrieved from https://www.youtube.com/watch?v=Pc40yAOeyZoV
Wagonheim Law. (2013, July 5). 5 tips for subcontractors working with general
contractors [Video file]. Retrieved from https://www.youtube.com/watch?
list=PLOpZruPQodOgaXB1EylyPfWECUtuA8C2k_v=xKUB890UEgU
Module: 3. Meeting protocols and
procedures
Unit: Overview
(Est. time: 1 minutes)
Given the different roles discussed in Module 2, you can see that communication
between team members is essential as the project progresses. Because you are
working through a formal contract that involves time, money and obligations, the
communication also needs to be formalised.
After completing this module, you will be able to:
•
•
•
identify and understand how to chair a formal meeting
identity forms of communication within a construction project
plan for effective communication
understand the responsibilities of the protocols surrounding a formal meeting.
Unit: Fact sheets: Introduction
( E s t time: 3 minutes)
Fact sheet 3.1: Communication protocols
This fact sheet sets out the protocols, or rules for behaviour when undertaking a
meeting. It explores each team member's obligations, and those of the other parties,
and the interaction of these duties.
T
Fact sheet 3.2: Communication procedures
Good communication on a construction project requires established protocols, and
this fact sheet explores the recording of correspondence, site instructions, contract
instructions, and any variations or alterations that may take place to the original
contract.
Fact sheet 3.3: Forms of communication on a
construction project
This fact sheet considers the main forms of communication during a construction
project.
Fact sheet 3.4: What are the protocols for formal
meetings?
This fact sheet explains some key terms, protocols and procedures that are used in
formal meetings.
Fact sheet 3.5: How do you take minutes for a
meeting?
This fact sheet explores how vital meetings are to the success of a construction
projecl. They are the means by which decisions are made and recorded.
Fact sheet 3.6: Meeting planning and follow-up
This fact sheet provides an overview of the tasks involved in preparing for and
following up on meetings.
Fact sheet 3.7: Tips for chairing meetings
This fact sheet focuses on the role and responsibilities that a chairperson has
in ensuring a well-run meeting with successful outcomes.
Topic: Fact sheet 3.1: Communication
protocols
Unit: Fact sheet 3.1: Communication protocols
(Est. time: 2 minutes)
Fact sheet 3.1: Communication protocols
© [Stock
To successfully complete any building project, the people engaged on it must work as
a team.
To do this, each member must clearly understand their own obligations, those of the
other parties, and the interaction of these duties.
One of your first tasks when you join a construction team is to work out where you fit
into the project hierarchy, what your responsibilities are, who will keep you
informed and how, and who you are responsible to.
What are the protocols?
Protocols are rules for behaviour. They may be spoken or unspoken, and they may be
formal or more casual. On a construction project, for example, it would be a breach of
protocol for a consultant to order a heap of new materials. The consultant needs to go
through the correct channels to do this.
The chain of command is a type of protocol. It refers to who is in charge of the
construction team and who reports to who. The chain of command usually begins with
the client, and then follows a hierarchy to ensure that everyone on the team knows
who they need to report to, and who reports to them.
Unit: Why are communication protocols important?
(Est. time: 1 minutes)
Construction projects can be complex, with many people involved, large sums of
money, heavy equipment and materials and different schedules to coordinate. It is
essential that everyone in the team knows what they are responsible for and who they
need to liaise with. It is also essential that changes or variations to the original
construction plan or schedule are recorded and shared with the team in a consistent
way.
Some protocols, such as the typical chain of command (which roles report to which
other roles), are not written down for all projects. However, you are still expected to
know and follow them. Other protocols, such as who is legally responsible for what,
are usually written into the project contract documentation.
As a construction professional you need to understand and follow the protocols for
each project you are on.
Unit: What is the typical chain of command for a
construction project team?
(Est. time: 2 minutes)
c u m
I
representative
Main confraroi
Sile manager
Specialist
Sub-conlraclors
© The Open Polytechnic of New Zealand
Fig. 3.1 Chain of command
When the client appoints a representative to manage the project on their behalf, this
representative is the single point of contact for ail communications.
All communications from the client are directed through this one channel, the client's
representative, to the main contractor. It would not be cost effective for every person
on the team to deal directly with the client. The chain of command and other protocols
work much the same in a construction project as they do in a business, where
everyone is responsible to the chief executive but there are different levels of
management and responsibility.
In a typical construction project, the main contractor has a legal contract with the
client, and the subcontractors have their contract with the main contractor, For this
reason, the subcontractors report to the main contractor, not to the client. This means
that all communications with subcontractors go through the main contractor, not the
design team.
A design team member cannot change an aspect of the design and go straight to a
subcontractor to get them to put it into action, unless that change has been
documented and approved through all the correct channels.
Unit: Test your knowledge 3.1
(Est. time: 6 minutes)
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Topic: Fact sheet 3-2: Communication
procedures
Unit: Fact sheet 3.2: Communication procedures
(Est. time: 1 minutes)
© iStock
A successful outcome of the building contract can only be achieved by implementing
effective communication procedures. Regular recorded communications are the most
successful way of ensuring all parties are involved in the construction process.
What makes a construction project successful?
A successful project can be measured through:
* the project being completed on lime
* completion within the budget
• the client's requirements being met
* transparency and clear communication between all stakeholders.
Unit: What communication procedures do you need
on a construction project?
(Est. time: 3 minutes)
Good communication on a construction project requires established routines for:
• recording incoming correspondence
• regular site meetings with the design team, contractor and subcontractors
• issuing of site instructions or contract instructions as matters arise
> issuing of variation orders or variation price requests as soon as practicable.
Although it is protocol for all construction project communications to go through
the client's representative, direct contact between team members may be necessary
in order to save time. A record needs to be kept of these communications. Usually this
is done by having meetings in which minutes are recorded.
In addition, construction project contract conditions require administration processes
to record communications between parties on a regular basis, usually monthly,
regarding variations and progress paymentsMost reasonably sized construction projects will have two types of meetings:
consultants and site operatives. Smaller projects will combine these two meetings into
one, with the relevant operatives attending when they are called and only being
present for their part of the meeting.
Unit: What are the main forms of communication
on a construction project?
(Est. time: 1 minutes)
The main forms of communication on a construction project are;
1. regular meetings: site meetings and professional consultants group meetings
2, communications with subcontractors
3. communications about contract document discrepancies
4. variations to the construction contract
5. project completion communications.
Unit: Test your knowledge 3.2
(Est. time: 3 minutes)
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Topic: Fact sheet 3.3: Forms of
communication on a construction project
Unit: Fact sheet 3.3: Forms of communication on a
construction project
(Est. time: 5 minutes)
The construction contract is at the centre of all project communications. The main
forms of communication during a construction project are:
• regular meetings (site meetings and professional consultants group meetings)
• communications between main contractor and quantity surveyor
• communications with subcontractors
• communications about contract document discrepancies
• communications to record variations
• project completion communications,
These communications need to match what was agreed in the initial project contract,
and any changes need to be documented and agreed before any action is taken.
Meetings
Reasonably sized construction projects generally have two types of meetings;
• site meetings, also known as site operatives meetings, chaired by the main
contractor, especially when on-site coordination of on-site operations are
required
• professional consultants group meetings, which are usually chaired by the
client's representative and revolve around design and financial aspects of the
project.
Site meetings
Site operatives meetings are focused on the day-to-day running of the project with
the main contractor and subcontractors, plus representatives of the design team,
particularly those involved in quality of work. The quantity surveyor is also involved, as
this meeting includes a focus on the administration processes, especially variations,
with which the quantity surveyor is involved.
This meeting has two functions:
First, it deals with the overall planning, organising and control of the subcontractors
and all site operatives by the main contractor, involving parties of the design team
when additional information is required.
Second, it gathers data for a summarised presentation to the professional consultants
group meeting, to resolve Issues and feed information down from this higher-level
meeting.
Site meetings are formal minuted meetings. These meetings give continued
coordination to the project while allowing the consultant to maintain overall control.
Site meetings also provide immediate answers to any queries the main contractor has.
The site meeting agenda focuses on communications during the construction phase,
for example, variations, subcontractor discussions, and programming.
The minutes must be recorded and distributed to allow the main contractor to maintain
an even flow of work. The team members need to foresee what items in the next
stage will require extra details and clarification.
Lack of decision-making and inadequate detail in answers to queries from the design
consultants at site meetings can upset the coordination and lead to frustration that
might be carried throughout the project.
Professional consultants group meeting
The professional consultants group (PCG) or client consultant contractor (CCC) group
meeting reviews the big picture of the contract as it affects the client, consultants and
the main contractorCommunications between the main contractor and quantity surveyor typically take
place during PCG group meetings, and usually concern progress payments, variations
and cost fluctuations.
The communications need to be kept up to date while the details and reasons for
changes are fresh in everyone's minds. Any disagreements are costly if they inhibit
the main contractor's flow of work because they have been left unresolved.
These documented communications are part of the contract administration process in
accordance with the conditions of contract and go through the design group
consultant.
Unit: Communications with subcontractors
(Est. time: 2 minutes)
The main contractor has full control of the construction side of the project.
While the appointment of subcontractors has to be approved by the client and design
team, there should be no direct contact between them and the subcontractor. All
communications about the subcontractors' work should be directed through
the main contractor, who has a legal contract with the subcontractor.
The main contractor is responsible for subcontractors' work and actions, and
maintaining control of the works. In some cases, the design team may be needed onsite when urgent design problems involving subcontractors arise.
The subcontractor may often approach the design team for a directive or site
instruction to clarify a problem. In this situation, the subcontractor and design team
have an obligation to notify the main contractor that they have had informal talks with
the designer, following up with the issue of an official variation or instruction. It is the
responsibility of the designer and subcontractor to advise the client and the main
contractor of the variation and to ensure that it Is issued.
If the client and main contractor are unaware of what has taken place on-site, and
variation procedures have not been followed thoroughly there is a possibility that any
due payments may not be accepted and costs may not be collected.
Unit: Contract document discrepancies
(Est. time: 2 minutes)
Mistakes in the drawings and specifications and inadequate details that are
discovered on-site must be clarified and corrected Quickly and efficiently to avoid
tension and frustration during the project.
The construction contract is so important to the construction process that most
contractors have procedures in place to ensure that all incoming communications are
registered and are immediately checked. The checker could be an estimator
or solicitor who searches for any omissions, confusions, or conflicts with previous
communications. Discrepancies are noted and communicated to the person who sent
the incoming material.
The aim is to ensure that the discrepancies are corrected, but at the same time to
ensure that the final account covers the cost of straightening out the discrepancies.
The cost of rectifying errors found is noted for claiming against the client, as
the main contractor is not legally bound to resolve errors caused by others without
recompense.
Corrections to these mistakes are treated as variations in accordance with the
conditions of contract.
Unit: Variations
(Est. time: 2 minutes)
Variations to the contract documentation during the construction period regularly
cause disputes.
The main contractor may want variations to be valued in a way which maximises the
return to the main contractor. However, if a schedule of quantities has been used, this
provides a common basis on which to negotiate any variations. No matter how
complex the communication system may be, variations will inevitably occur.
A precise arrangement for dealing with these is set out in the conditions of contract.
Variations can also be minimised if the contract documentation is clear and
adequately detailed so the full extent of the work is known at the outset.
Variations often occur as the result of a query on site by the main contractor or
subcontractor.
Unit: Project completion
(Est. time: 2 minutes)
The communications arising from the inspection by the client's representative on
completion are contractual. They relate to the realisation of the contract and identify
shortfalls or incomplete work in the final presentation of the building. When these
items are accepted as remedied, the final completion certificate can be issued.
The difficulties that can arise at the completion stage of a contract are often largely
due to inadequate communication throughout the whole building process.
Items unresolved should be treated according to the contract conditions relating to
disputes, usually through the appointment of an arbitrator.
This form of adversarial problem-solving occurs when the client and main contractor
have not agreed soon enough that there is an error and there needs to be an agreed
cost adjustment.
Unit: Test your knowledge 3.3
(Est. time: 5 minutes)
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Topic: Fact sheet 3.4: What are the protocols
for formal meetings?
Unit: Fact sheet 3.4: What are the protocols for
formal meetings?
( E s t time: 1 minutes)
Formal meetings are conducted according to protocols that can be confusing or
intimidating if you don't understand them. Many of these protocols, known as Robert's
Rules, date back to the 1800s, but they are still in use today. This fact sheet explains
some key terms, protocols and procedures that are used in formal meetings.
On YouTube you can browse a multitude of meeting training clips.
I
0 I Stock
Unit: Agenda
( E s t time: 5 minutes)
The agenda is a plan that lists the activities for a meeting and the order in which they
will happen, Usuafly the agenda is provided in advance to everyone participating in
the meeting so they can see what is going to be discussed and make sure they are
prepared.
The following documents are examples of agendas for construction meetings:
* pre-construction meeting agenda
• site meeting agenda.
Unit: Quorum
(Est. time: 1 minutes)
A quorum is the minimum number of meeting attendees required in order to make
binding decisions. If a quorum is not present, the meeting may be abandoned or
postponed. The number of people required at a meeting to form a quorum is usually
determined by a rule set by the establishment that requires the meeting. This would
be provided for in the contract.
Unit: Motions
(Est. time; 3 minutes)
What is a motion?
A motion is a formal proposal put before the meeting by one of its members.
Simply put, a motion is someone's suggestion that the people meeting should agree to
do something. For example, if the construction team has been discussing whether or
not some additional materials are required, and all the relevant aspects of the issue
have been discussed, someone at the meeting might put forward a motion that
additional materials be purchased. The person proposing the motion would say
something like, 1 move that we purchase additional materials'.
What are the protocols for motions?
• A motion may either be submitted in writing before the meeting, to appear on the
agenda, or be raised during the course of the meeting.
• Motions arc always put through the chairperson.
• In a large meeting, speakers should stand and speak to the chair. Speakers
should not be interrupted, provided they keep to the point.
* Motions should be clear and positive, and deal with one subject only.
• A motion should propose a positive course of action, rather than a negative
action. For example, "I move that we do XYZ' rather than 'I move that we don't do
XYZ'.
* There must always be at least two people at the meeting who support the motion
—the person proposing the motion, and one more person who seconds the
motion. It rs a good idea to make sure you have some support before you
propose a motion. If no one is immediately prepared to support your motion by
saying, 'I second the motion', your motion will be dismissed by the chairperson.
* if you change your mind about a motion that you have proposed, you can
withdraw it by asking the chair's permission to withdraw the motion. If the
meeting agrees, a note is made in the minutes that the motion has been
withdrawn.
How do you propose a motion?
1. Speak to the chairperson and say, 'I move that..,[state what you want the people
meeting to agree to do]'.
2. The chairperson should ask if there is someone to second your motion.
3. Another member seconds the motion by saying, 'I second the motion' or
'Seconded'.
4. The mover explains what he or she wants the meeting to agree to,
5. Speakers from the floor are given the opportunity to speak for or against the
motion.
G. The mover is given the opportunity to reply to people who speak for or against
the motion.
7. When the issue has been discussed, the chair will ask everyone present to vote
for or against the motion, usually with a show of hands.
8. The votes are counted. If there is a majority in favour of the motion, the motion is
carried. This means it is accepted. An accepted motion is called a resolution.
When is a motion rejected?
The chair should reject a motion that:
• is not within the scope of the meeting
• is illegal
• goes over old ground
• is inconsistent wilh what the meeting has already decided
• contradicts the rules of the organisation
• is voted for by less than half of the members present.
Unit: Amendments
(Est. time: 2 minutes)
What are amendments?
These are additions or alterations to motions.
What are the protocols for amendments?
• An amendment must not contradict the intention of the original motion.
• An amendment must be seconded.
• The original motion is put aside by the chair while the amendment is discussed.
- The amendment is voted on before and separately from the motion.
• If the vote is carried, the amended motion replaces the original motion and is
itself voted upon.
How do you propose an amendment?
1. You say, "I would like to propose an amendment to XYZ motion".
2. Someone needs to second your amendment by saying, 'I second that
amendment".
3. If the chair accepts your amendment, it is discussed and voted on.
4. If the vote is positive, the original motion is amended according to your
amendment and voted on.
5. If the vote is negative, the original motion is voted on without your amendment.
Unit: Procedural motions
(Est. time: 2 minutes)
What is a procedural motion?
This is a motion which focuses on the order in which the meeting is being conducted.
What are some examples of procedural motions?
- That the meeting adjourn; this is a suggestion that the meeting takes a break for
some period of time: 'I move that we adjourn for lunch".
• That the question be now put; this is formal meeting language, 'the question'
refers to the motion that is being considered. Saying 'I move that the question be
now put' is a polite way of suggesting that there has been enough discussion of
amendments and it is time to take a vote on the motion.
• That the question Lie upon the tabie; this is a suggestion that the meeting holds
off putting the motion to the vote, and come back to it at a future time.
How do you propose a procedural motion?
Procedural motions are moved, seconded, and voted upon the same way as other
motions,
Unit: Points of order
(Est. time: 1 minutes)
In a formal organisation there are usually standing orders that document the rules for
how meetings must be run.
If someone in a formal meeting thinks the meeting is not being followed according to
the standing orders, or, less formally, if someone thinks the chairperson hasn't noticed
or addressed some breach of meeting protocol, the person can stand up, Interrupting
the speaker, and say 'point of order'.
Whoever is speaking must stop while the chair decides whether the objection is valid
or not.
Unit: Voting
(Est. time: 1 minutes)
Members at a meeting normally vote on a motion by saying 'aye' or 'no'. The chair
says, 'All those in favour, say aye' and 'All those against, say no\ The chair judges the
response and declares the motion either carried or lost.
If the result of the vote is not a clear majority, anybody may call for a show of hands.
Members vote again by raising a hand and a count is made.
Matters that require secrecy can be decided by a ballot. In this case, votes are written
on paper, and scrutineers are appointed to count the votes.
Any members who vote against a motion have the right to have their dissent recorded.
Unit: Further resources
(Est. time: 8 minutes)
Watch this video on motions, amendments, and how to make changes to
amendments (Susan Leahy, 2010) (7:13) ,
1
1. Susan Leahy. (2010, October 18). Robert's Rules of Order: Mastering the three
most important motions [Video file]. Retrieved
from: h Up s: //www. you tu be, co m/wa tch ?v=e Yw K X _ P8 Y kU
Video
YouTube Video: hUps;//www.youtube.rxim/watGh?v=eYwKX_P8YkU
Susan Leahy's YouTube channel and video blog on Robert's Rules contain lots of
other useful video tips on chairing meetings and following formal meeting protocols.
Unit: Test your knowledge 3.4
(Est. time: 4 minutes)
Activity Title : Activity
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Topic: Fact sheet 3.5: How do you take
minutes for a meeting?
Unit: Fact sheet 3.5: How do you take minutes for a
meeting?
(Est. time: 3 minutes)
© iStock
Meetings are vital to the success of a construction project. They are the means by
which decisions are made and recorded. These decisions may require additional
monoy or changes to the construction schedule. Even small changes can cause a
chain reaction of adjustments that need to be made throughout the construction
process. For these reasons, the minutes of construction meetings are essential project
documents.
This fact sheet provides the basic principles of how to take minutes, with some links to
additional points for taking minutes in a con struct ion-related meeting.
The basics of minute taking
This step-by-step wikiHow online guide takes you through the process of how to
prepare for, document, and transcribe minutes of a meeting, as well as examples of
different formats lor meeting minutes: How to take minutes.
Unit: Minute taking for construction meetings
( E s t time: 5 minutes)
Construction meetings are likely to involve decisions in which specific dates, figures or
dimensions are confirmed. As the minute taker, you are responsible for making sure
that these details are recorded accurately If you are not the minute taker, you need to
check the minutes carefully to make sure the record is accurate.
Minutes are a legal document and need to be correct. You should keep your rough
copy as support for your published minutes.
Read an experienced construction manager's views on how to take effective minutes
for a construction meeting at Construction Meeting Minutes.
For advice on the same topic from a lawyer's perspective, see Keeping Effective
Construction Meeting Minutes.
Unit: Further resources
( E s t time: 15 minutes)
For a peek behind the scenes at some real-life construction meetings, watch these
videos:
° Extract from a planning meeting (Mangla Shi Bhuti, 2011) (1:21) ' .
1. Mangla Shri Bhuti. (2011, April 29). Construction planning meeting #1 [Video file]
Retrieved from: https://www .youturje.com/watcn'v—r\iozv4wnUoU
Video
YouTube Video: https://www.youtube.com/watch7v-Ki3zv4wnUS0
• An on-site pre-construction meeting (John-Paul C, 2012) ( 6 : 1 8 ) .
2
1. John-Paul C. (2012, July 25). Pre-construction meeting: Fidalgo Shores - C
[Video file]. Retrieved from: https://www.youtube,com/watch?v=iGcPzstDF3c
Video
YouTube Video: https://www.your.ube.com/watch?v=iGcPzstDF3c
• Extracts from a meeting between main contractors working on different
construction projects (BuildingLeadership, 2009) ( 1 : 4 5 ) .
3
1 BuildingLeadership. (2009, February 19). Marin contractor Lawrence
Construction team meeting [Video file]. Retrieved
from: https://www.youtube.com/watch?v=jpQGhoyla 14
Video
YouTube Video: https:/Avww.youtube.com/watch?v=jpQGhoyla14
• A candid camera peek into a progress meeting, from the minute taker's
perspective (TheDominlonGroup, 2010) (2:56) .
4
1. TheDominionGroup. (2010, August 26). Dominion Construction meeting:
Baltimore real estate education [Video file]. Retrieved
from: h tt p s://www. youtu be, co m/wa tch ?v=H br- Rg DJ X qo
Video
YouTube Video: https://www.youtube,com/watch?v=Hbr-RgDJXqo
Some templates and examples of construction meeting documentation;
•
•
•
•
progress meeting template
project meeting minutes template
project sign-off sheet template
minutes of a site meeting for an institutional construction project.
Unit: Test your knowledge 3.5
(Est. time: 3 minutes)
Activity Title : Activity
Online Activity: Please view online
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Online Activity: Please view online
Topic: Fact sheet 3.6: Meeting planning and
follow-up
Unit: Fact sheet 3.6: Meeting planning and followup
(Est. time: 10 minutes)
© iSiock
This fact sheet provides an overview of the tasks involved in preparing for and
following up on a meeting.
Meeting planning
If you are responsible for a meeting, your work begins well in advance of the meeting.
You will need to make decisions about:
• the purpose of the meeting; its aims and required outcomes
• who needs to attend
• when and where to hold the meeting.
You will also need to prepare an agenda and any documents that meeting attendees
need to have, coordinate invitations and responses, and make sure that a suitable
meeting venue is booked and set up with everything that is needed for the meeting.
Prepare the outcomes
Know the purpose and the outcomes that you want from the meeting. This does not
mean that you make the decisions in advance and then try to manoeuvre the meeting
to rubber stamp them. It just means that you know what issues need to be decided,
what information members need to leave the meeting with, and so on.
You should consider, in advance, all the topics you intend to discuss and why the
group needs to discuss them (for information, to make a decision, and so on).
Prepare the attendance list
Invite the right people to the meeting - and do whatever you can to ensure that they
turn up. in most situations, there will be a number of people who must be notified,
such as committee members. Depending on the purpose of the meeting, you may
wish to invite other key people. These may include guest speakers, peopie with key
information, individuals with authority to act, or those with political or hierarchical
Influence or power. Any of these people may be able to help implement decisions or
remove obstacles (or create obstacles if they are excluded).
Some of these people may be eager to attend your meeting. Others may need
persuading; consider what's in it for them if they attend. Sometimes you need to
create some sort of pay-off for busy people. This may be an opportunity to influence
something, learn new skills or information, meet new contacts, gain status or gain
public acknowledgement.
Do not invite people who do not need to be at the meeting. This wastes their time and
can waste everybody else's if they choose to become disruptive. If they only need to
be there for one item, then plan the time when that item will be discussed, and only
have them in the meeting for that part of the discussion. You should also circulate the
minutes to those who can't be there but who would be interested in what was talked
about.
Give adequate notice
Having arranged for the right people to attend, make sure that they come prepared.
First, give adequate notice of the meeting. Tell them where to attend, when to attend
and how long the meeting is expected to last (so that thoy can schedule their other
appointments). Tell them who else is likeiy to be there.
Let them know about any conventions associated with the meeting. This may include
the dress code, protocol (such as on a marae or in a court) and the role you expect of
them in the meeting (lead the discussion on topic X, give a report on situation Y, and
so on).
If this is a regular meeting, you may only need to provide this background to new
members or to visitors. But people will contribute best if they know what to expect and
if they are helped to feel comfortable.
Preparing an agenda
Another aspect of knowing what to expect is having an agenda for the meeting. The
agenda identifies what topics are going to be discussed and informs participants of the
preparation that they need to do. You will need to prepare a written agenda and send
it out well in advance of the meeting to allow people to prepare. If there are
background papers to read, these are sent with the agenda. These could include any
information that would enhance understanding, and be helpful in decision-making and
problem-solving by providing options and criteria for decisions and solutions. The
more relevant information that is provided before the meeting, the better the decisionmaking process.
Many groups ask members to communicate to the chairperson the items lhat they
want to be placed on the agenda for discussion at the meeting. Some organisations
have rules about how far in advance agenda items need to be notified to get onto the
agenda. This minimises the appearance of surprise items under general business on
the day.
The agenda needs to be more than just a shopping list of discussion topics.
Check that your agenda includes:
•
•
•
•
•
objectives or reason for the meeting
venue
date
time
list of participants, if possible.
This wikiHow site provides a step-by-step guide to writing agendas for different types
of meetings, with examples: How to write an agenda for a meeting.
Well-prepared agendas should include an estimate of how long each item is likely to
be discussed as well as who will be leading the discussion on each topic.
Here are some examples of agenda topics for different types of construction meetings:
* an initial construction site meeting
* a pre-con struct I on meeting
* progress meetings.
Unit: Meeting follow-up
( E s t time: 5 minutes)
The key actions that need to be taken after the meeting are:
• distributing copies of the meeting minutes
• following up on the actions decided on at the meeting.
After the meeting, the chairperson makes sure that an action list for implementing
decisions is communicated to all those people who need to know about a decision,
either because it affects them or because they need to do something. Since those
people may not have been party to the discussion that led to the decision, the chair
may also need to explain or sell the reasoning for the decision, or arrange for others to
do this.
A meeting may have a string of actions that people are delegated to carry out. The
chairperson needs to ensure that people do these things. In some cases, it might be
appropriate to follow up at the next meeting (a meeting should always cover action
points and make sure that these are on track). Sometimes, however, leaving it until
the next meeting may be too late; in these cases, a "how are you getting on with X?'
call may be useful a short time after the meeting at which the action point was first
delegated.
The foilowing resources offer helpful tips and templates for following up on meetings:
• Meeting Basics/Follow-up - this WikiBooks guide describes the follow-up
process.
• Email templates - for sending reminders to people about action points they
committed to during a meeting.
Unit: Test your knowledge 3.6
(Est. time: 3 minutes)
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Topic: Fact sheet 3.7: Tips for chairing
meetings
Unit: Fact sheet 3.7: Tips for chairing meetings
(Est time: 2 minutes)
Being asked to chair a meeting brings with it some special responsibilities and
requires strong communication skills. This fact sheet explains what is required of the
chairperson and provides some tips for how to carry out this role effectively.
© iSlock
Chairing a meeting
The leader of a meeting is often called the chairperson or chair. Your role as chair is
managing the business of the meeting, keeping everybody on track and making sure
the agenda is followed. Meetings should focus on objectives that follow the published
agenda. Often you will appoint a timekeeper and minutes taker. In some meetings this
is essential, since you have enough to do keeping the discussion and the participants
under control without aEso having to worry about taking the minutes of the meeting.
A key role of the leader is to ensure that the process of the meeting is followed;
"process" here refers to the rules and procedures used to make decisions and to
control the flow of discussion.
This may include setting ground rules that cover how decisions are made and how
members behave. You should also make sure that the language you use fits the
situation, subject matter and team requirements. It would not, for example, be
appropriate to use technical jargon with people weren't technical experts.
Unit: Setting ground rules
(Est. time: 2 minutes)
For meetings to run effectively, they should have a set of ground rules. Ground
rules are guidelines for the way your team works together. They are created by
consensus and are made visible to the team.
Work on developing ground rules at the first format meeting that cover:
•
•
t
»
•
how meetings will be run
member behaviour
rules
how issues are clarified within the team
solid boundaries.
Some guidelines for setting ground rules include;
•
•
•
•
•
encourage everyone to be involved
record ail ideas
clarify ideas at the end of the session
decide what ground rules you can live with
show respect for the ideas of other participants.
In a typical set of ground rules for a formal meeting:
•
•
•
•
•
•
•
all contribute
there are no put-downs
everyone sticks to the agenda
people arrive on time
loyalty and confidentiality is maintained
set procedures are followed for speaking and making decisions
other people's opinions are respected.
Unit: Using meeting conventions
( E s t time: 5 minutes)
Some meetings, such as council meetings, have set procedures that must be
followed. Other groups such as charity committees may make their own rules, but
having made them, the group needs to make sure that these rules are adhered to.
You, as chair, must be familiar with these procedures. A good place to start is to
review the fact sheet on formal meeting protocols. Make sure you know about moving,
seconding and amending motions and the voting procedures adopted by the meeting.
Remember, a meeting is a legal item, and its minutes may be required to be
presented in court to support evidence of a discussion or motion agreed upon.
Here are some other common conventions and rules for formal meetings.
Speaking rights
Attendance at meetings is usually by invitation only. If visitors are allowed, they are
often allowed as observers only, that is, they cannot speak unfess they have your
permission.
Approving the minutes
Normally, one of the first items of business of a regular formal meeting is to approve
the minutes of the last meeting. The minutes are the written record of main discussion
topics and all decisions made. Usually, these are written by the secretary of the
meeting (who is not necessarily a secretary by profession), and circulated to all
meeting members before the next meeting (commonly with the agenda for the
upcoming meeting).
Approval of the minutes Is usually straightforward and carried out by vote. Make sure
they are a true representation of the meeting. If you were not at the last meeting, you
cannot vote or move or second anything from the meeting you have not attended
unless it is a proxy vote. It is an important convention because it records that
everybody accepts that the minutes represent a true and fair record of what was
discussed and agreed. This can be important if a meeting member later decides that
they do not like a course of action that had been agreed.
Making decisions
There are various conventions for making decisions. Most start with a motion being
put to the meeting, through the chairperson. Sometimes, considerable debate goes
into the phrasing of motions to make sure they accurately reflect and clarify the
suggestion. Whether decisions are made by formal motion or not, there are two ways
in which decisions can be made.
- Consensus: there is discussion until everybody is agreed or has decided they
can't agree. This is what happens with juries.
• Voting: when all meeting participants have a vote and the majority win. As
chairman, you maintain neutrality and do not vote unless the votes are tied, then
you have the casting vote to decide. The casting vote usually favours the status
quo.
Whatever the decision-making method, once the decision is made, members are
expected to support and defend the decision outside the meeting. This is the notion of
collective responsibility: they can argue their case at the meeting, but should support
the agreed line afterwards, because they were part of the process that made the
decision. In practice, this rule is sometimes broken by individuals; when this happens
it erodes the authority of the meeting. A strong chairperson will confront any member
who steps out of line in this way.
Agreed decisions must be clearly worded, accurate, include a time frame for action
and be within the delegated mandate of the meeting. The wording of a formal motion
should be recorded verbatim (in exact words) in the minutes. Many meetings are
recorded and then transcribed for accuracy.
Other conventions
Some meetings have particular conventions or traditions. Meetings held with Maori
clients or within a Maori organisation may start with a karakla (prayer) to begin
proceedings. Formal Maori gatherings may require a powhlri (formal welcome) if held
on a marae, or a mihi whakatau (less formal welcome, not on a marae) if there are
visitors to be greeted. There may be an agreed order in which participants speak and
there may be accepted ways in which they speak. There may be times when a song
or another activity is requiredIt is possible that there are other unwritten conventions that members should know
about for their own meetings. Someone turning up to a meeting wearing jeans when
everybody else is in business suits Is likely to feel uncomfortable, and vice versa.
Let people know beforehand what is expected, Whatever the conventions, they are
always there for a reason- Sometimes this is to maintain control or a sense of order
through the meeting. Sometimes it is to ensure the authority of the chairperson to
maintain control. Many of the cultural or traditional elements serve another purpose
also.
So, although it is worthwhile questioning the use of some formalities, you should first
determine their value to that particular meeting group.
Finally, remember that people contribute best if they feel comfortable with the process.
You (or someone delegated by you) should explain to new members of a group any
conventions that they are not familiar with.
Unit: Encouraging participation
(Est. time: 20 minutes)
As you already know, part of your role as chairperson is to manage the conventions of
the meeting and to ensure that the agenda is followed. You also need to facilitate the
discussion to ensure that good decisions are made. Your leadership style should
encourage participation for alf team members. Have a look at this information
on leadership styles.
The best decisions are often the result of vigorous debate and disagreement. An
autocratic chairperson who suppresses disagreement to maintain order may also be
discouraging good ideas from coming forward. If you adopt a laissez-faire style,
discussion occurs, but It is often unfocused and monopolised by a few.
Adopt a democratic style. Encourage debate and disagreement, provided it is
expressed in constructive ways and that people do not get entrenched in stand-off
positions.
Here are some ways you can provide opportunities for everyone to contribute.
Keep a sense of purpose
Debates can very easily get off track, and time can be wasted in a discussion that gets
well away from the topic. Keep in mind the agenda item and what decision needs to
be made. People can then be pulled back on track if they deviate from the topic. You
also need to monitor the time and even remind the group if they are spending too long
discussing a minor point.
You may say something Jike; "Are we getting side-tracked here?' or 'How does this
relate to the subject under discussion?' or 'This seems a minor point. Can we get back
to it after we have dealt with the major decisions?'
If it looks like the meeting won't fit into the allocated time, reprioritise the topics and
discussion time according to importance, urgency, complexity and tho agenda.
Be a good listener
Do very little talking, instead, encourage others to talk and to share their ideas.
You can demonstrate good listening skills by doing the following:
• Actively listen; pay attention to the speaker, show you are interested in what they
are saying.
• Ask questions of the group, or occasionally of individuals. These questions
should be infrequent and should just be used to steer the group to key areas of
discussion that are related to the topic.
• Summarise points of discussion and areas of agreement. You can often build
bridges between participants by making a brief summary of key points,
especially those points on which there is agreement. Sometimes, people get so
caught up in the detail or in the few areas where they disagree that they cannot
see the big picture.
Draw out quieter people
You can do this by asking their opinion on a certain matter or just by encouraging
them to continue when they do talk. This shows their contribution is valued. A good
chairperson also senses why people are quiet and responds accordingly.
A newcomer may need some information before they can contribute. You may take
the time to explain any jargon in the meeting (or encourage others to do so) or you
may arrange for the person to be coached outside the meeting.
If someone genuinely has nothing to contribute on a topic, then their silence is very
appropriate - you don't want people talking for the sake of it. You may still want to
check, by asking if there is anything they would like to add.
Give positive verbal feedback such as: Thanks for that, I found that very useful",
and Thanks, that's put what we are talking about into perspective.
1
Control overactive members
Sometimes the reason why quiet people do not speak is because other people in the
meeting speak too much. You should allow people to make their point (encouraging
brevity), then ask them to hold back so that others can also state their opinions.
Decisions should never be made by volumel
You could say: 'Barry, I think you have put your point to the meeting very clearly. I'm
going to ask you to give others the same opportunity without interruption. Then we can
discuss all the options.'
Manage and resolve conflict well
Disagreement is inevitable in an open discussion. It is also healthy. But if the
disagreement descends into a personal attack, it ceases to be helpful and can get
quite destructive. Try to keep participants focused on the issues rather than on who
raised those issues. With the issues clearly on the table, the group can turn its
attention to problem-solving. If the issues are identified too strongly with individuals,
emotions tend to get involved, and people get into win-lose mindsets.
Here are some possible strategies for managing conflict;
'We have a disagreement here, and we are going to get nowhere if we let it get
personal- Our purpose is customer service. Lefs look at the two options for spending
in turn and see how they will help us improve service/
'You can't both have your way. But the longer you talk, the more likely you are to get
fixed in your viewpoints. Can we resolve this by finding a compromise?'
There is no value in getting into mudslinging. Let's look at both of the options and list
the pros and cons of each. I want ideas from the rest of you too.'
In this video on How to be an effective chair (Susan Leahy, 2010) (7:53)
how to manage difficult situations,
describes
1. Susan Leahy. (2010, October 19). Robert's Rules of Order: How to be an
effective chair [Video file]. Retrieved from: https://www.you
v=uvLDIPIxaRg
Video
YouTube Video: https://www.youtube.com/watch?v=uvLDIPlxaRg
Be a cheerleader
You need to encourage and motivate members and to acknowledge when progress
has been made. A group is energised, particularly after a difficult debate, when they
hear something like: 'I think we can be confident that we have made the best decision
we can. We have now covered the first three agenda items and we are 5 minutes
ahead of schedule. Let's keep up the good work!'.
Unit: Test your knowledge 3.7
(Est. time: 4 minutes)
Activity Title : Activity
Online Activity: Please
Activity Title: Activity
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Activity Title : Activity
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Topic: Module 3: Job sheet
Unit: Module 3: Job sheet
(Est. time: 25 minutes)
Your brief
The Parent Teaching Association meeting has been called for the first Monday of next
month. You are to chair this meeting and, as such, must organise all the parties
involved. To your knowledge, there are definitely three groups who wish to talk al the
meeting, including giving their own visual presentation. Another group is still not sure if
they will attend.
You will need to:
• organise the time, venue, and agenda
• organise who will take minutes of the meeting
• arrange for voting to take place on the proposals.
After the meeting, the relevant documentation, action lists, and so on must be sent out
to all parties.
You only have a couple of days to put together all the information you need, so you
are going to set up a to do' list which will include overall heading and subsections for
how you want this meeting to be run.
Your task
At the last Parent Teaching Association meeting, the committee was divided over the
design brief for the gymnasium. You have been asked to arrange a special meeting at
which different members will present their proposals, a discussion will be held, and
the matter will be put to a vote for a decision.
Activity Title: Activity
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Topic: Module 3: Job sheet discussion
Unit: Module 3: Job sheet discussion
(Est. time: 10 minutes)
Available online only, Please visit page online
Unit: Module 3: References
(Est. time: 1 minutes)
BuildingLeadership. (2009, February 19). Marin contractor Lawrence Construction
team meeting [Video file]. Retrieved from https://www.youtube.com/watch?
v=jpQGhoyla14
John-Paul C, (2012, July 25). P re-const ruction meeting: Fidalgo Shores - C [Video
file]. Retrieved from https://www.youtube.com/watch?v=iGcPzstDF3c
Mangla Shri Bhuti. (2011, April 29). Construction planning meeting #1 [Video file].
Retrieved from Ups;//www.youtube.com/watch?v=Ki3zv4wnUS0
Susan Leahy. (2010, October 18). Robert's Rules of Order: Mastering the three most
important motions [Video file]. Retrieved from https://www. youtuue.com/watcn *
=eYwKXJ>8YkU
v
Susan Leahy. (2010, October 19). Robert's Rules of Order: How to be an effective
chair [Video file]. Retrieved from https://www.youtube,com/watch?v=uvLDIP!xaRg
TheDominionGroup. (2010, August 26), Dominion Construction meeting: Baltimore
real estate education [Video file]. Retrieved from https://www.youtube.com/watch?
v=Hbr-RgDJXqo
Module: 4. Construction drawings
Unit: Overview
(Est. time: 1 minutes)
In Module 1, we looked at what happens in the design stage of a construction project.
This fact sheet takes a closer look at the types of drawings that are developed during
this stags: what they are called, what they look like, and what they are used for.
© I Stock
•
After completing this module, you will be able to:
• identify different types of construction drawings (including concept, preliminary
and developed)
• understand and interpret construction drawings (such as plans, elevations,
sections and construction details)
• understand what a building specification and schedule of quantities are and their
importance in the construction process
• interpret a construction drawing (including scale, abbreviations and symbols).
Unit: Fact sheets: Introduction
(Est. time: 3 minutes)
Fact sheet 4.1: Overview of construction drawings
This fact sheet introduces you to the types of drawings and documentation used within
the construction process. It shows you their importance as a communication tool
between the design team and all the people who use them.
Fact sheet 4.2: A quick guide to reading
construction drawings
This fact sheet provides a very brief introduction to some of the key elements of
construction drawings: what these elements are, what they are used for, and how to
recognise them if you are given a set of working drawings.
Fact sheet 4.3: What are specifications?
This fact sheet explains the importance of the specifications, which convey information
and details that are not necessarily shown on the construction drawings. The
specs describe the materials to be used and the standard of work required.
)
Topic: Fact sheet 4.1: Overview of
construction drawings
Unit: Fact sheet 4.1: Overview of construction
drawings
( E s t time: 2 minutes)
The drawings produced for a construction project hold the core information about the
building itself.
They bring together all the key details of how the building needs to be constructed.
The designer uses drawings, in 2D and 3D, to show the client how a proposed design
will look when it is finished. The quantity surveyor uses these same drawings as a
basis for developing costings, and the main contractor commits to building according
to the details provided in the drawings.
What is the purpose of construction
drawings?
A building project generally begins with a vacant section and an idea that someone
(generally the owner of the site) has for constructing a building on the site. In Module
1, we looked at how, during the design stage of the project, this idea is developed into
a set of detailed working drawings. The process is much the same regardless of
whether the building is to be a:
• house (small building)
• commercial or industrial building, such as a warehouse, mall, retirement home,
sports centre, and so on (medium building)
• high rise, such as a large office block, hospital building, and so on (iarge
building).
Imagine that you're in charge of a construction project. Now picture yourself trying to
explain to a construction team how they need to construct the building and what the
layout will look like. Try doing this with a verbal oi written explanation. Now*
imagine explaining the same information with a sketch.
Drawings are used because they provide the most effective way of describing the
requirements of a construction project.
Construction drawings are specialised drawings that follow established formats and
rules, so that they can be interpreted by the different members of the construction
team.
Unit: What are the main types of construction
drawings?
(Est. time: 10 minutes)
What are the main types of construction
drawings?
When the client first approaches a designer with the initial thoughts for the brief, the
designer will start by producing concept drawings, also known as bubble diagrams. As
the design process develops, these concept drawings are modified and refined into
preliminary drawings, developed drawings, and then the working drawings that
provide the detailed instructions for how the building needs to be built.
Step 1: Bubble diagrams
Initial plans based on client requirements can be represented as bubble diagrams
The rules of connection are made based on how the client wants to live (or work). The
bubbles represent spaces, and are connected by lines. The designer works with the
client to refine the bubble diagram until it represents the overall arrangement of
spaces, activities and circulation that the client wants to see in the final design.
Go to Sketch A to see a concept drawing for the design of a family home.
Step 2: Preliminary drawings
Once the basic spatial arrangement is agreed on, the designer refines the bubble
diagram into a preliminary drawing. The circles become squares representing the area
of each activity; for example, the bedroom is now shown larger than the bathroom. If
the client is still not sure about the basic concept, the preliminary drawings may help
clarify options.
See Sketch B ,
Step 3: Developed drawings
The developed drawings expand on the design captured in the preliminary drawingsAdditional perspectives and details are added to the preliminary design. Developed
drawings include plans, sections, elevations and schedules to provide a complete
description of all aspects of the building project. The developed drawings also include
specialist information such as structural, mechanical, electrical, and plumbing details.
All drawings are set to a scale.
Step 4: Working drawings
Working drawings are the full set of drawn instructions from which the building is
constructed. They describe what Is to be built, what materials are to be used and
where they are located.
See this example of a preliminary floor plan.
The information in a set of working drawings includes:
*
*
*
*
the location of the building on the site
the spatial layout of the building; that is, the floor plan
the building views, such as foundation and roof plans, sections and elevations
assembly details showing how the building is put together and the location of
elements in relation to one another
* materials and fixings
• components that are manufactured off-site
* schedules of finishes, hardware, fixtures and fittings.
CON 101 Working drawings wilh an example set of wonting drawings (Potter's hut) .
Unit: How are drawings classified?
(Est. time; 3 minutes)
To be easy to read and use, drawings need to be presented in an ordered and logical
sequence. The most commonly used system for the classification of drawings is by
information type.
One means of classifying drawings by information type is by the LACS system of
drawing classification. Drawings nrr. organised according to the information they
contain, under the following headings:
•
•
•
-
Location drawings
Assembly drawings
Component drawings
Schedules.
This system has several advantages.
• It is based on the pattern of the users' search for information. It begins with
general building information (location drawings), then moves to specific and more
detailed information assembly/component drawings).
• It allows for considerable flexibility, as all drawings can be accommodated within
one of the four classifications, with no restriction as to the size of the set*
• It allows for easy retrieval of drawn information.
• It provides a checklist to identify information needs.
• It avoids unnecessary repetition of information.
> It allows for easy insertion of additional drawings within each classification.
Unit: Location drawings
(Est. time; 5 minutes)
Plans
Plans all include the view as if looking down from above, sometimes referred to as a
helicopter view or a bird's eye view. Many plan views are cut-away views, or horizontal
sections or slices. Plans of a building may include:
t
•
•
•
•
•
•
•
•
site plans
foundation plan
floor plans
plumbing and drainage
roof plan
reflected ceiling plan
part plans (drawn at a larger scale)
services plan
electrical plan.
Plans will also include:
• a site plan that shows the site layout and the location of the building on the site
• a services plan (which is often combined with the site plan) showing the location
of services (such as water, drainage and other services) on the site
• a locality plan, which is a small scale map, showing the location of the site in
relation to surrounding streets or landmarks.
Sections
While plans can be considered as the horizontal slices through a building, sections are
the vertical slices through the building. Plan views show the horizontal spatial layout of
the building. The section view shows the building construction as well as the vertical
spatial layout.
Elevations
An elevation is an orthographic or 2D view of one face of a building. External
elevations show the exterior shapes and finishes of the building. Typically, four
elevations of a building are required to show the exterior features. Elevations of
internal walls and fittings may also be drawn to show interior shapes and finishes.
Assembly drawings
Assembly details are large-scale drawings showing:
•
•
•
•
the relationship between different parts of the building
how different materials fit with one another
what happens at junctions or changes of direction of the building
critical dimensions that are not possible to show on plans or sections.
Component drawings
These are the non-standard items that are to be prefabricated off-site, such as
windows, doors, stairs and joinery items, generally for kitchens and bathrooms.
Windows and doors must be scheduled, that Is, each type identified and drawn with
dimensions and quantities. Stairs and cabinetry must be drawn and dimensioned, and
drawings must show finishes and any specific features or details.
Schedules
Schedules are used to describe such components as doors and windows, appliances,
materials, fixtures, hardware and finishes. They provide information such as type,
quantity, size and location.
Unit: Test your knowledge 4.1
(Est. time: 5 minutes)
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Online Activity: Please
Activity T i t l e : Activity
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Topic: Fact sheet 4.2: A quick guide to
reading construction drawings
Unit: Fact sheet 4.2: A quick guide to reading
construction drawings
(Est. time: 1 minutes)
Construction drawings contain extremely detailed information. Further along in this
programme you will learn more about how to interpret this information. This fact sheet
provides a very brief introduction to some of the key elements of construction
drawings: what these elements are. what they are used for and how to recognise
them if you are given a set of working drawings.
T
© iStock
Where do the rules for construction drawings come
from?
New Zealand Standards AS/NZS 1100.301:1985 and AS/NZS 1100.301 Supplement
1:1986 set out the standard conventions for architectural, structural, and mechanical
drawings. The standards provide a shared basis for developing and interpreting
technical drawings; however, there are a number of variations adopted by the industry.
Unit: Drawing paper sizes and scale
( E s t time: 3 minutes)
Paper size
A construction drawing will always be much smaller than the finished building.
Because of this, one of the first pieces of information you need to get clear is the
relationship between the drawing dimensions and the finished building dimensions.
You get this information by finding out the paper size being used, and the scale of the
drawing.
Drawing sheets for architectural drawings are sized using the 'A' series, as shown in
Table 3.1. This series of sizings ensures that you can take any of the A format sheets
and reduce or enlarge it to fit on any larger or smaller A format sheet.
Code
mm
AO
841 * 1189
A1
594*841
A2
420 * 594
A3
297 x 420
M
210x297
You can read more about this on the Protocol Files.
Unit: Scale
(Est. time: 2 minutes)
A construction drawing shows the accurate sizes of the finished building, reduced
(scaled) by a certain amount.
When a designer works on a computer aided design (CAD) system, the designs are
always drawn life-size, which is a scale 1:1. In other words, if the designer is drawing
a wall thai is 35 cm thick, then the computer drawing will be 35 cm thick. However, if
these drawings were printed they would be gigantic, so for printing purposes a scale is
used to reduce the drawings so they fit on a paper, without altering the building's
proportions.
The most commonly used scales for architectural drawings are shown in Table 3.2.
Scale
Types of drawings
1:1
Used for showing precise details
1:5
1:10
For drawings showing detailed construction and how the buildings go together
1:20
1:50
1:100
Plans, elevations, sections
1:200
1:500
Site and location plans
1:1000
Unit: Scale rulers
( E s t time: 3 minutes)
Scale rulers are used to measure off a drawing if a dimension line has not been
provided. This is only done in extreme cases. Seating can cause errors, especially
when built-up dimensions are missing or the photocopying of the plans has reduced or
increased them to a drawing that is not to scale (NTS).
In New Zealand we use a metric scale rule. Watch this video on Metric Scale (Steven
Bailes, 2012) ' .
1. Steven BaiJes. {2012, August 10). Metric scale [Video file]. Retrieved
from: https: //www.yo utube .co m/watch ?v -w6 oQQ 13o E
Video
YouTube Video: https://www.youtube.com/watch?v=w6
oQQ13oE&feature-youtu.be
Unit: Annotation
(Est. time: 3 minutes)
Part of drawing convention is the annotation, which is the communication of drawing
symbols.
This annotation table shows some of the more common symbols used in the Industry.
Unit: Dimensions
( E s t time: 1 minutes)
Dimensions use a combination of iines and numbers to:
• locate materials and components accurately
• give their sizes.
The dimension line must run parallel to the length being dimensioned. It should be the
thinnest of all drawn lines, but the termination of the dimension line must be clear and
distinct. This is achieved with extension lines, which are continuous thin lines used to
indicate the extent of the dimension.
The intersection of the dimension line and extension line should be defined. This may
be either by:
• a 45° line (architectural tick)
• a small freehand circle or dot
• an arrowhead with a bolder definition.
I
Unit: Computer-aided design/drawing/draughting
and BIM
(Est. time: 5 minutes)
The majority of drawings completed for any project are completed using
CAD. Computer-aided drawing started out as a simple 2D package that enabled
designers to draw plans, sections and elevations similar to drawing on a drawing
board. This has now developed to include 3D drawings.
The CAD programs most commonly used in Now Zealand are:
• Auto CAD
* ArchiCAD
• Vectorworks.
Unit: Test your knowledge 4-2
(Est. time: 6 minutes)
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Topic: Fact sheet 4.3: What are
specifications?
Unit: Fact sheet 4.3: What are specifications?
(Est. time: 2 minutes)
Specifications convey information and details not necessarily shown on the
construction drawings- They support these documents by fully describing materials to
be used and the standard of work required in a contract.
© I Slock
What does a specification contain?
Specifications need to cover:
•
•
•
•
•
•
a general description of the project
the types of documentation to be used
establishment
temporary works and services
project management
construction details.
The specification also covers specific work sections, in which there will be further
subtitles. Specific work sections include:
• general
• site
•
•
•
•
»
•
structure
enclosure
interior
finish
services
external.
Unit: What do specifications look like?
(Est. time: 2 minutes)
A specification can be written from scratch, but this is extremely time-consuming. In
the construction industry today, specifications are more commonly based on templates
purchased from companies that specialise in providing these.
In New Zealand, two main providers of specification templates are Masterspec and
Smartspec.
Take some time to look though their websites, and to do an internet image search for
'building specifications'. You will quickly build up a picture of the structure and format
of specifications.
Unit: Test your knowledge 4.3
( E s t time; 3 minutes)
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Topic: Module 4: Job sheet
Unit: Module 4: Job sheet
(Est. time: 5 minutes)
Your brief
The construction project is now in its 9th week of a 34-week programme. To date,
there have been no problems, and everything appears to be running on time and
within budget. However, you receive a phone call early on Monday morning from the
contractor regarding information on the plans. He is concerned that information sent in
by the engineer conflicts with the designer's plans and specifications. The result, if he
is reading the drawings correctly, is that a coiumn will be focated in the middle of a
double-swing emergency fire-exit door. As the fire emergency routes have already
been pre-determined and designed by the fire engineer, they cannot be changed.
You have to make some decisions quickly.
As you may not be confident of all the construction documentation and in reading
drawings, you need to seek some clarification from your design office. Using an A4
sheet, quickly note down as a description or sketch what the following would look
like;
• plan
• elevation
• section
• detail (assembly) construction drawings.
Then have a go at completing these tasks.
• What Is a'scale'?
• Sketch a door with a double swing, window and steel column.
• Why is the specification important, what would it look like, and what would you
find in it?
Your task
The gymnasium has now started on the site, with the foundations laid and the steel
work about to go on the site. A query has arisen from the contractor regarding
information on the plans, information sent in by the engineer, and the specification. It
appears that a column is to be located in the middle of a double-door opening, which
is also on a major fire-exit route.
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Topic: Module 4: Job sheet discussion
Unit: Module 4: Job sheet discussion
(Est. time: 1 0 minutes)
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Unit: Module 4: References
(Est. time: 1 minutes)
Steven Bailee. (2012, August 10). Metric scale [Video file]. Retrieved
from https;//www. youtu be. com/watch? v = w 6 _ o Q Q 13o E
Module: 5, Building consent process and
schedule of quantities
Unit: Overview
(Est. time: 1 minutes)
This module looks at some additional documents that support the design and
construction process: specif icati on s schedule of quantities, building consent forms
and the capability statement.
H
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After completing this module, you will be able to:
• identify and understand the basics of the schedule of quantities
• interpret and understand the basics of the building consent process
• understand the use and importance of the capability statement.
Unit: Fact sheets: Introduction
(Est. time: 3 minutes)
Fact sheet 5.1: What is a schedule of quantities?
This fact sheet look at when a schedule of quantities is required on a construction
project, how it is used, and what it contains.
Fact sheet 5.2: Building consent process
This fact sheet examines a key process In the construction of a building; one which
allows the construction to start on site and ensures the building is built to the legal
requirements of the Building Act 2004.
Fact sheet 5.3: Capability statement
A capability statement is best defined as a corporate CV or resume- It is designed to
promote a company's Individual brand and profile.
Topic: Fact sheet 5.1: What is a schedule of
quantities?
Unit: Fact sheet 5.1: What is a schedule of
quantities?
(Est, time: 2 minutes)
A schedule of quantities lists all the items Involved in constructing a building. It sets
out the quantity of each item of work, under recognised trades, in recognised units.
The schedule of quantities is provided to help tenderers and to ensure that all tenders
are based on the same quantities and are, therefore, truly competitive. It can aiso
serve as the basis for assessing variations and progress claims for work completed.
When is a schedule of quantities used?
In general, schedules of quantities are supplied only for large and complex projects,
though this is often because of budget limitations. Interpretation of the wording of
sections In this document has a significant effect on the build-up of unit rates.
The schedule of quantities must be measured in accordance with the New Zealand
Standard N2S 4202 Standard method of measurement for building works.
Unit: How is a schedule of quantities structured?
(Est time: 2 minutes)
Preamble
Preambles are clauses generally at the start of each trade in the schedule of
quantities- They are used to:
• provide general information
• avoid repetition within descriptions
• note specific matters that affect the overall pricing of that trade.
Preliminary and general (P&G)
P&G describes the works, setting out general conditions and requirements for their
project. These are conditions under which aspects of the project can be subcontracted
out and the processes for approvals, testing, and completion.
T
Elements
After the preamble and P&G section, the schedule of quantities lists the trades in
sequence, as set out in NZS 4202.
This is called the trade by trade system. It is favoured in New Zealand and consists of
"taking off each trade separately.
Unit: Test your knowledge 5.1
(Est. time: 5 minutes)
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Topic: Fact sheet 5.2: Building consent
process
Unit: Fact sheet 5.2: Building consent process
( E s t time: 3 minutes)
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The building consent process is a key tool for meeting the goals of the Building Act
2004, The consent process has two primary aspects:
• the granting of consent before building work can commence; this is the formal
approval to go ahead and do building work
• the inspection process that takes place when work is completed; this is the
formal acknowledgement that the work meets the consent given (and therefore
the performance criteria in the Building Code).
Building consent authorities (BCAs)
The term 'building consent authority* was introduced in the Building Act 2004.
BCAs are responsible for processing consent applications and inspecting building
work once it is complete. All councils are BCAs, A current register of BCAs is available
on the Ministry of Business, Innovation and Employment website
lister.
Functions of B C A s
Building consent authorities protect the public Interest by ensuring that building work
complies with the code, They do this by:
• checking applications for consent for building work to make sure that the work
will comply with the Building Code
- inspecting building work to check that it complies with the consent and with the
Code
• certifying that work complies with the consent and with the Code.
BCAs (hat are territorial authorities have additional functions. They can issue:
• project information memoranda (PIMs)
• certificates of acceptance.
Unit: The building consent process
(Est. time: 2 minutes)
Consent Is required tor all building work, unless it is exempt by the Building Act 2004.
Section 40 of the Act gives us the basic rule about consent.
Section 40: Buildings not to be constructed, altered, demolished, or removed
without consent
• A person must not carry out any building work except in accordance with a
building consent.
• A person commits an offence if the person fails to comply with this section,
• A person who commits an offence under this section is liable to a
fine not exceeding $200,000 and, in the case of a continuing offence, to a
further fine not exceeding $10,000 for every day or part of a day duhng which
the offence has continued.
The starting point for the building consent process is that all building work requires
consent. However, certain work is exempt from the requirement of consent.
To work out whether consent is required, we ask two questions.
1. Is the work building work? To answer this question, we look at section 7 of
the Building Act 2004, If the answer to this question is yes, then we move onto
the next question.
2 . Is the work exempt? If the answer to this question is no then consent is required.
If the answer to this question is yes, then consent is not required.
T
Unit: Exempt work
(Est. time: 10 minutes)
Exempt work is building work which can be done without a building consent. Exempt
work is listed in Schedule 1 of the Building Act 2004. Typically, this is minor work that
does not present risk to people or property. However, you cannot assume that minor
work will not need a consent. It is always necessary to check the schedule or check
with the consenting authority to see whether a consent is needed for the type of work
to be done.
Types of work may be added to or removed from the exempt Jist from time to time, so
it is always Important to check the list before commencing work: Building work that
All building work must comply with the Building Code, Work which is exempt can be
done without consent but must still comply with the Building Code.
Work which is exempt from consent under the Act may still need consent under some
other statute, such as the Resource Management Act 1991. Consent under the
Resource Management Act 1991 is discussed in Module 7.
Unit: Application: Applying for consent
( E s t time: 8 minutes)
The application for consent is made to the local building consent authority. BCAs have
different requirements for their applications, so it is important to speak to your BCA to
find out what their requirements are. For big projects, you should start discussions
early in the design stage.
Applications for consent must show that the work will compfy with the Building Code
and how the work will meet the performance criteria of the Code.
The consent application process is explained in detail on MBJE's Building
Performance site: Under standing the building consent process*
Many renovations, changes to existing buildings and complex builds require different
ways of ensuring compliance, which are called alternative solutions.
An alternative solution is a building design, of all or part of a building, that
demonstrates compliance with the Building Code. It can include a material,
component or construction method that differs completely or partially from those
described in the compliance documents. It can be a minor variation from a compliance
document, or a radically different design and construction approach.
Processing applications for building consent
Section 48 of the Building Act 2004 deals with the processing of building consent
applications by BCAs, as follows:
(1) After receiving an application for a building consent that complies with section 45,
a building consent authority must, within the time limit specified in subsection (1A), —
(a) grant the application; or
(b) refuse the application.
(1A)The time limit is —
(a) if the application includes plans and specifications in relation to which a national
multiple-use (similar building plans used) approval has been issued, within 10 working
days after receipt by the building consent authority of the application; and
(b) In all other cases, within 20 working days after receipt by the building consent
authority of the application.
(2) A building consent authority may, within the period specified in subsection (1A),
require further reasonable information in respect of the application, and, if it does so,
the period is suspended until it receives that information.
The BCA must either grant or refuse the application. It cannot keep quiet and do
nothing. For most consents, the BCA has 20 working days to process the application.
If more information is required, the BCA must ask for this within the prescribed time.
Site inspections
Once building work is complete, an inspection must be undertaken to ensure that the
work agrees with what was consented. If the inspector is satisfied that the work
agrees with the approved consent plans (and therefore the Building Code), they will
issue a code compliance certificate (CCC).
If the building work does not agree with the approved plans, the inspector will issue a
notice to fix. This notice specifies what must be done in order to achieve compliance,
and by when it must be done.
Code of compliance
The code compliance certificate is a formal confirmation that the work complies with
the consent and with the code.
Unit: Certificate of acceptance
(Est. time: 3 minutes)
A certificate of acceptance is a tool which may be used in a situation where work has
been done without consent, but the owner still wants some formal evidence that the
work complies with the Code. In such situations, the owner may apply to its local
territorial authority for a certificate of acceptance.
Example
James buys a house. He discovers that the previous owners did work on the
house without getting the required consent. James is concerned that this could
affect the resale value of the house.
In this situation, James can apply to his territorial authority for a certificate of
acceptance. The territorial authority will come and inspect the work and, to the
extent that it can, will verify that the work meets the Code.
Clearly, the inspectors may not be able to give a full verification of code
compliance, because work may have been covered up.
Another situation where a certificate of acceptance may be given is if work was done
urgently and there wasn't time to apply for consent before the work was done.
The certificate of acceptance should not be seen as a replacement for consent. It
remains a crime to do building work without consent.
Unit: Test your knowledge 5.2
(Est. time: 5 minutes)
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Topic: Fact sheet 5.3: Capability statement
Unit: Fact sheet 5.3: Capability statement
(Est. time: 5 minutes)
Why should a client choose you as their designer, quantity surveyor or construction
manager for their project? Any number of people will provide a competitive price, but
do they have the experience, systems, equipment, processes and suitably qualified
staff (that is, the capability) to complete the project successfully?
Your capability statement will help them decide.
What is a capability statement?
A capability statement is a resume designed to promote your individual brand, tt is a
snapshot of your business profile that enables a prospective client to see at a
glance what you do.
When is a capability statement used?
Capability statements are commonly associated with government contracts, but can
also be used to promote your business to:
* current clients with a view to additional sales
> potential clients
• future clients, by including it as part of your website and marketing material.
Your business may have more than one capability statement, depending on the nature
and variety of work you do. If you work in specialised areas such as health or
education projects, you may have a capability statement specific to that type of work,
and a generic statement for other clients.
When registering your interest in tendering for work, you are required to submit a
capability statement.
What should my capability statement look like?
Think about your brand. What is your point of difference? Why should the client
choose you and not someone eise?
A capability statement is your corporate image and must be professionally presented.
It should:
•
•
•
•
•
be short, sharp and to the point
be well written and proofread
be logically laid out and sequenced
include quality relevant photographs of past and current projects
include quality photographs of key staff
have minimal use of acronyms.
What do I include in a capability statement?
Your capability statement will include the following;
• an Introduction to your business, including a brief history and general references
to past projects
• a list of your services
• examples of current and past projects that showcase your work in terms of
variety and complexity
• professional memberships and accreditations
• organisational features, including health and safety aspects and quality
assurance practices
• your resources, including plant, equipment, technology, and brief biographies of
key staff.
Example
PF Olsen Ltd Rotorua
Unit: Test your knowledge 5,3
( E s t time: 3 minutes)
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Topic: Module 5: Job sheet
Unit: Module 5: Job sheet
(Est. time: 25 minutes)
Your brief
Your client has inherited a dilapidated 1940s beach bach. He wants to renovate and
extend the bach into a modern four-bedroom home. The client has already been to the
council to discuss what is required, but has now got confused and wants you to
explain why he needs building consent, and why he can't just do the work. A mate has
told him he will need a schedule of quantities, and now he just sees more money to
pay out before he has even started the job.
Preliminary house reports have found that considerable work will be required for the
underpinning of the existing foundations as well as incorporating special design
foundations for any extensions.
All work will require a licensed building practitioner or a suitably qualified professional
to design the alterations and additions. The work involves the removal of two loadbearing walls, which afso form the bracing to the house, a new kitchen, two new
bathrooms, two additional bedrooms, an extension to the Nving room and a new deck
that is less than 300 mm off the ground level.
Your task
Access your local territorial authority and download their forms and check sheet to see
what you would be required to submit for a residential application.
Prepare a brief presentation for your client outlining the requirements and the process
of the building consent. Note that under Schedule 1, some work may be exempt from
the building consent; you need to identify if this would apply here. Make the
presentation no more than 5 minutes, and remember to use simple everyday
language. Include pictures and diagrams if that will help you - remember, they need to
be useful.
To address the issue of the schedule of quantities, prepare a brief statement of what
this is and how the scheduie will help your client in the long term.
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Topic: Module 5: Job sheet discussion
Unit: Module 5: Job sheet discussion
( E s t time: 10 minutes)
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Module: 6, Te Tiriti o Waitangi/the Treaty of
Waitangi and other key legislation that
affects the construction process
Unit: Overview
( E s t time: 1 minutes)
All building work impacts on people and on the environment. To ensure that the
impacts are positive and not negative, laws protect people and set standards, In
this module, we'll look at some of the key legislation in the construction industry.
After completing this module, you will be able to:
^
* identify and understand the implications of te Tiriti o Waitangi/the Treaty of
Waitangi for construction projects
• understand the implications of the key Acts on construction projects.
Unit: Fact sheets: Introduction
( E s t time: 3 minutes)
Fact sheet 6.1: The New Zealand Building Code
This fact sheet looks at the Building Code, which outlines the performance criteria and
functional requirements that all New Zealand buildings must adhere to.
Fact sheet 6.2: The Building Act 2004
This fact sheet describes what the Building Act 2004 is, and how it is relevant to the
New Zealand construction industry and to you as a construction professional.
Fact sheet 6.3: The Weathertight Homes Resolution
Services Act 2006
This fact sheet describes what the Act is, and how it is relevant to the New Zealand
construction industry and to you as a construction professional,
Fact sheet 6.4: Te Tiriti o Waitangi
This fact sheet looks at the significance of te Tiriti o Waitangi/the Treaty of
Waitangi, what the treaty is and how it is relevant to the construction industry.
Fact sheet 6.5: The Resource Management Act
1991
The Resource Management Act 1991 aims to control the effects of activities such as
construction on the environment. This fact sheet describes what the Resource
Management Act 1991 is and how it is relevant to the New Zealand construction
industry.
Topic: Fact sheet 6.1: The New Zealand
Building Code
Unit: Fact sheet 6.1: The New Zealand Building
Code
(Est. time: 4 minutes)
© iStock
The Building Code outlines the performance criteria and functional requirements that
all New Zealand buildings must meet. This fact sheet describes what the Building
Code is and how it is relevant to the New Zealand construction industry and to you as
a construction professional. This fact sheet also contains links to additional
information about the Building Code.
Background
The Building Code is a key tool for meeting the requirements of the Building Act 2004.
The Building Act 2004 gives us the legal framework; the Building Code gives the
technical performance criteria that all buildings must meet.
The Act provides, in section 17, that all buitding work must meet the performance
standards in the Building Code. Sections 16 and 17 of the Building Act 2004 read as
follows:
Section 16 Building Code: purpose
The Building Code prescribes functional requirements for buildings and the
performance criteria with which buildings must comply in their intended use.
Section 17 All building work must comply with Building Code
All building work must comply with the Building Code to the extent required by
this Act, whether or not a building consent is required in respect of that building
work.
Unit: Purpose
( E s t time: 1 minutes)
Purpose
The Code fleshes out the legal requirements of the Act by providing technical
performance measures. The Code gives us the minimum standards that all buildings
must meel to ensure they are safe and heallhy for users, now and into the future.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 10 minutes)
How the Building Code is arranged
The Code has 35 technical clauses. Each of these is divided into:
• an objective - this is a social goal that completed building work must achieve
• a functional requirement - this is the requirement that the building work must fulfil
to satisfy the social objective
• performance criteria - these are the qualitative or quantitative criteria that the
building work must comply withSome things covered by the technical clauses include:
•
•
•
•
the stability of buildings
the durability of materials
fire safety requirements
managing internal and external moisture
access
managing water supply and foui water disposal.
Performance-based Building Code
New Zealand's Building Code is performance based rather than prescriptive. This
means that it does not prescribe exactly how builders have to go about doing their
work. Rather, it tells us what performance standards building work is expected to
achieve. Rather than saying 'you must do this, then that, then the following', it says
'your building must perform in the following way".
It is compulsory to comply with the Code,
All building work must meet the performance standards in the Code.
The Code does not prescribe precisely how work must be done. It gives
performance standards that all building work must meet.
Example
Miranda hires Jennifer to clean her house.
• If Miranda tells Jennifer, 'I want the floors to be clean', she is giving a
performance criterion.
• If Miranda says, "First you vacuum. Then you mix a cup of Handy Andy with a
bucket of water, then you mop the floor, then you dry it with a towel', she is
giving prescriptive instructionSn
The performance-based approach has a number of advantages. Here are two:
> It encourages innovation. Because the Code does not prescribe how building
work must be done, professionals are encouraged to come up with their own
innovative ways of doing things (so long as they still meet the performance
criteria in the Code).
* New materials or technological advances can be applied without changing the
Code (as long as they meet the performance criteria in the Code).
Compliance documents
As discussed, the Code does not prescribe exactiy how building work must be done.
Rather, it provides performance criteria that all building work must meet. Some
designers and builders may want more guidance and certainty to ensure that their
work meets the standards of the Code, This guidance is provided through the
compliance documentsCompliance documents are produced by the Department of Building and Housing.
They give prescriptive, step-by-step solutions for meeting the requirements of the
Building Code and testing whether work meets these requirements. Compliance
documents do not have the status of statutes, and it is not compulsory to comply with
them. Builders and designers are free to depart from the relevant compliance
document, as long as their work still meets the criteria in the Code. If building work
does foliow a compliance document, this will be taken as proof that the work meets
ihe performance criteria in the Code. When a designer or builder takes a route that is
not provided for in the compliance document but which does meet the performance
standards in the Code, we say that they have used an alternative solution.
Section 22(2) of the Building Act 2004 provides that a person who complies with a
compliance document must, for the purposes of the Act, be treated as having
complied with the provisions of the Building Code to which that acceptable solution or
verification method relates.
For each of the 38 technical clauses in the Code, there is a compliance document.
These give a step-by-step prescription on how the performance standards in the Code
can be met.
There are three types of compliance documents:
- Acceptable solutions: these give step-by-step, practical instructions on how the
performance standards in the Code can be met.
* Verification methods: these give tests that verify whether building work complies
with the Code.
* Alternative solutions: an alternative solution is all or part of a building design that
demonstrates compliance with the Building Code, but differs completely or
partially from the acceptabfe solutions or verification methods.
Have a look at Building Code Compliance, particularly clause E2.
In summary:
* It is mandatory to comply with the performance standards in the Code.
* It is not mandatory to comply with the prescriptive steps in the compliance
documents.
* If work does comply with the prescriptive steps in the relevant compliance
document, this will be taken as proof that the work meets the performance
standards in the Code.
* When work does not follow the prescriptive steps in the compliance documents
but does comply with the Code, it's known as an alternative solution.
Standards
Standards New Zealand defines standards as:
'documents that define materials, methods, processes, practices, or outcomes.
They can then be used to set requirements, provide better practice, and
deliver guidance. The benefits of standards are wide ranging and include
improved safety, quality, convenience, efficiency, prosperity, and support trade
and export opportunities'.
Standards provide consistency and best practice for an industry. They are not binding
In law, but they may be incorporated into a law or other instrument. The compliance
documents produced by the Department of Building and Housing commonly cite
standards produced by Standards New Zealand. Once a standard has been cited, it
will be part of the compliance document and will lake on the same status as the
compliance document.
One standard commonly used in New Zealand building work is NZS 3604 Timberframed buildings. The standard provides methods and details for the design and
construction of timber-framed buildings up to three storeys in height. This is one of the
standards that is cited in the compliance documents as an acceptable solution.
Therefore, work that complies with NZS 3604 will be taken as meeting the
performance standards in the Code.
The foreword to the 2011 edition of NZS 3604 states:
NZS 3604 is used by a wide range of people in the building industry such as
builders, architects, engineers, designers and students. However, due to the
requirement for building consent documentation to show how the performancebased requirements of the New Zealand Building Code (NZBC) will be met,
users of the document will predominantly be fulfilling the role of a
designer... NZS 3604 is a core resource for building consent authorities
determining compliance with NZBC and gives guidance to builders and others
involved in the construction of light timber-framed buildings.. .The Building
Act requires all new building work to comply with the performance
requirements of the NZBC. It is intended that NZS 3604:2011 will be
referenced as an Acceptable Solution . . .
Unit: Test your knowledge 6.1
(Est. time: 17 minutes)
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Topic: Fact sheet 6.2: The Building Act 2004
Unit: Fact sheet 6.2: The Building Act 2004
( E s t time: 2 minutes)
© iStock
The Building Act 2004 defines the legal obligations that must be met when a buiiding
is constructed to ensure the building is safe, healthy and accessible.
Background
Following the leaky building scandal, which came to the fore in the beginning of the
1990s, the New Zealand Government undertook a major review of building law. This
resulted in a new Building Act in 2004. Since that time, there have been some
amendments to the Act, and in 2009 the Department of Building and Housing (now
part of MBIE) launched a review of the Building Act 2004, which was completed in
2010, This review made a number of recommendations, which have been integrated
through amendments to the Act and the regulations.
Unit: Purpose
(Est. time: 1 minutes)
Section 3 of the Building Act 2004 states that the Act aims to ensure that:
(a) to provide for the regulation of building work, the establishment of a licensing
regime for building
practitioners, and the setting of performance standards
for buildings to ensure that—
• people who use buildings can do so safely without endangering their health
• buildings have attributes that contribute appropriately to the health,
physical Independence and well-being of people who use them
> people who use a building can escape if it is on fire
» buildings are designed, constructed and able to be used in ways that
promote sustainable development.
(b) to promote the accountability of owners, designers, builders, and building
consent authorities who have responsibilities for ensuring that building work
complies with the building code.
Unit: Structure of the Act
(Est. time: 2 minutes)
The Building Act 2004 has five parts.
Part 1: This part gives the purpose and principles of the Act. it also provides an
overview of the Act, commencement dates for various provisions and definitions.
These sections are an important starting point for reading and interpreting the Act.
Part 2: (and Schedules 1 and 2): This covers matters relating to the Building Code
and building work (for example, building consents).
Part 3: This gives the functions, duties and powers of territorial authorities, regional
authorities, and building consent authorities.
Part 4 and 4A: (and Schedule 3); These parts deal with the licensing of building
practitioners and consumer rights and remedies in relation to residential building work.
Part 5: (and Schedule 4): This Includes various miscellaneous matters including
offences and criminal proceedings, implied terms of contracts, regulation making
powers, amendments to other enactments and the repeal of the Building Act 1991,
and the transitional provisions of the Building Act 1991 to the Building Act 2004.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 30 minutes)
The Act regulates building work. The nature of building is defined in section 8.
Section 8: Building: what it means and includes
(1) In this Act, unless the context otherwise requires, building—
(a) means a temporary or permanent, movable or immovable structure
(including a structure intended for occupation by people, animals, machinery, or
chattels); and
(b) includes—
(i) a mechanical, electrical, or other system; and
(il) a fence as defined in
and
ction 2 of the Fencing of Swimming Pools Act 1987;
(iii) a vehicle or motor vehicle (Including a vehicle or motor vehicle as defined in
of the Land Transport Act 1998) that is immovable and is occupied
by people on a permanent or long-term basis; and
(iv) a mast pole or a telecommunication aerial that is on, or forms part of, a
building and that is more than 7 m in height above the point of its attachment or
base support (except a dish aehal that is less than 2 m wide); and
(c) includes any 2 or more buildings that, on completion of building work, are
intended to be managed as one building with a common use and a common set
of ownership arrangements; and
(d) includes the non-moving parts of a cable car attached to or servicing a
building; and
(e) after 30 March 2008, includes the moving parts of a cable car attached to or
servicing a building.
Role-players under the Building Act 2004
A number of different institutions have functions under the Act.
1. The
try of Business, Innovation and Employment: The MBIE is responsible
for administering the Building Act 2004. Building Performance is a part of MBIE
and deals with 'reviewing and updating building policy, laws and regulation'. It
produces compliance documents, guidance documents and other publications. In
2012 the Department of Building and Housing became part of MBIE.
2. Building Consent Authorities; These are councils and territorial authorities that
are primarily responsible for the consent process. As noted in Module 5.2 private
organisations can also be accredited to act as BCAs.
3. Licensed Buitding Practitioners Board: This board has particular functions under
the Licensed Building Practitioners Scheme.
T
How does the Building Act 2004 achieve its
purpose?
The Act provides for a number of institutions, instruments and tools for:
H
• a consent and inspection process
• establishing a licensing regime for building practitioners
• establishing a certification process for products made by manufacturers or
suppliers to be used in the building industry
• providing certain rights for consumers including warranties
• defining offences for those who break the Act.
Unit: Further resources
( E s t time: 3 minutes)
Information about the Building Act 2004 is available on the website of the Ministry of
Business, Innovation and Employment.
You can buy a copy of the Building Act 2004. You can also read an overview of the
Act, or download the full text of the Building Act 2004.
Unit: Test your knowledge 6.2
(Est. time: 25 minutes)
Activity Title ; Activity
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Topic: Fact sheet 6.3: The Weathertight
Homes Resolution Services Act 2006
Unit: Fact sheet 6.3: The Weathertight Homes
Resolution Services Act 2006
(Est. time: 2 minutes)
©IStock
The Weathertight Homes Resolution Services (WHRS) Act 2006 was developed in
response to Ihe leaky homes crisis. This fact sheet describes whal Ihe
Weathertight Homes Resolution Services Act 2006 is and how it is relevant to the New
Zealand construction industry and to you as a construction professional.
Background
From around the mid-1990s, it became clear that some New Zealand homes had
been built in a manner not suited to our weather conditions and not complying with the
Building Code. In particular, buifdlngs were leaking due to improper construction
methods, materials, or installation of materials. The problem was so widespread that it
necessitated new legislation, new institutions and, in some cases, financial assistance
from government. The first Wealherlrght Homes Resolution Services Act was passed
in 2002. Concerns were raised about the practical application of the Act, and in 2006 a
new Act was passed to address these concerns.
Unit: Administration of the Act
(Est. time: 6 minutes)
Two government agencies are responsible for administering the WHRS Act.
Building Performance, which is a part of Ministry of Business, Innovation and
Employment, is responsible for public consultation and weathertight
services, receiving claim applications and providing assessments of homes. It also
produces information and guidance documents on the Act and provides negotiation,
mediation and adjudication services.
The Weathertight Homes Tribunal falls under the Ministry of Justice. It is an
independent tribunal that provides adjudication for claims.
Unit: Purpose of the Act
(Est. time: 2 minutes)
The purpose of the WHRS Act is to provide speedy, flexible and cost-effective
procedures for resolving leaky home disputes as an alternative to the courts.
Section 3 of the Act sets out its purpose.
Section 3 Purpose of this Act
The purpose of this Act is (a) to provide owners of dwelling houses that are ieaky buildings with access to
speedy, flexible, and cost-effective procedures for the assessment and
resolution of claims relating to those buildings; and
(b) to provide for certain matters relating to the provision of a package of
financial assistance measures to facilitate the repair of those buildings.
From this purpose statement, it is clear that the Act has two main goals.
• The first goal is to assess and resolve claims by owners of leaky homes. The Act
aims to resolve these claims in a speedy, flexible, cost-effective manner.
• The second goal is to deal with financial assistance, so that owners of leaky
homes can repair them.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 5 minutes)
Claims
The Weathertight Homes Resolution Services Act allows owners of leaky homes to
make claims for compensation so that they can fix their homes. The Act lays down a
number of requirements that must be satisfied before a cfaim can be brought- For a
homeowner, the claim must meet the eligibility criteria set out in section 14 of the Act.
The criteria are that the claimant owns the dwelling to which the claim relates, and:
• It was built (or alterations giving rise to the claim were made to it) before
1 January 2012 and within the period of 10 years immediateiy before the day on
which the claim is brought.
• It is not part of a multi-unit complex.
• Water has penetrated it because of some aspect of its design, construction, or
alteration, or of materials used in its construction or alteration,
• The penetration of water has caused damage to it.
There are special requirements for multi-unit complexes (properties on a unit title,
cross-lease title or company share licence).
If these requirements are satisfied, the owner may lodge a claim with the Ministry of
Business, Innovation and Employment (MBIE),
The next step Is an assessment of the home. The MBIE will appoint an independent
assessor to undertake this work.
Assessment
Once a claim is made, MBIE will decide whether it meets the requirements shown
above. If it does, an independent expert assessor will investigate the house and
provide a report to MBIE. Two types of report may be produced, either an eligibility
assessment report or a full assessment report. MBIE's claims advisor will indicate
which report would best suit the claimant
Irrespective of which report is chosen, the assessor will be looking to see whether
water has entered the house because of some aspect of the design or construction of
the house, or an alteration to the house, or because of the materials used when
constructing or altering the house. The assessor will also check whether these leaks
caused damage.
In addition, the full report also contains information about the cause of water entering,
the extent of any damage, the work needed to make the house watertight, and the
estimated cost of the work.
Decision by the Ministry of Business, Innovation
and Employment
Once the assessor has made their report, MBIE decides based on the
information from the report whether the claim Is eligible to proceed to the next step.
This could include resolution services and financial assistance.
If the matter is not eligible, and the homeowner is unhappy with this, the homeowner
may make a submission to MBIE's chief executive before a final decision is made. If
they are still unhappy with the decision, they can apply to the Weathertight Homes
Tribunal to have the eligibility of their claim reconsidered.
Proceeding with an eligible claim
If a claim is eligible, there are two routes availabie to the homeowner. The homeowner
can choose to start or continue repairs, or go to resolution.
Resolution is a process provided by the Act that aims to settle the claim. Two forms of
resolution are available. The value of the claim (as determined in the assessor's
report) determines which one will be used.
For claims valued at $20,000 or less, there is a lower-value claims process. These
claims are resolved through mediation and negotiation, which is provided by MBIE. If
the negotiation and mediation process does not work, the matter can go to
adjudication by the Weathertight Homes Tribunal.
For claims valued at more than $20,000, the standard claims process is used. Under
this process, the Weathertight Homes Tribunal adjudicates the matter.
Unit: Further resources
(Est. time: 5 minutes)
The Ministry of Business, Innovation and Employment includes information on
weathertight services for owners of leaky homes.
The Justice Department website explains how to make an application to the
Weathertight Homes Tribunal.
Unit: Test your knowledge 6.3
(Est. time: 20 minutes)
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information on weathertight services.
Look through the assessments which are available to owners who have potential
weathertight issues on their property, and then answer the following questions.
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Topic: Fact sheet 6.4: Te Tiriti o Waitangi/the
Treaty of Waitangi
Unit: Fact sheet 6.4: Te Tiriti o Waitangi/the Treaty
of Waitangi
{Est. time: 6 minutes)
©Crown
This fact sheet looks at the significance of te Tiriti o Waitangi/the Treaty of Waitangi:
what this trealy is, and how it is relevant to the built environment sector today.
Background
The treaty was signed on 6th February 1840 by representatives of the British Crown
and a number of Maori chiefs at Waitangi in the Bay of Islands. The treaty provided a
basis for a partnership between Maori and the Crown.
The nature of this partnership, the status of the treaty, differences in meaning between
the Maori and English translations, and the interpretation of its
have resulted
in a history of litigation related to te Tiriti,
Unit: Legal status
(Est. time: 10 minutes)
Currently, rights enshrined in the treaty are not legally enforceable simply because
they are in the treaty. They must, in addition, be included in the legislation. For a long
time, New Zealand courts held that the treaty was not enforceable as it had not been
incorporated into statute.
However, many recent statutes do include reference to the treaty and require Crown
agencies to act in a manner which is consistent with te Tiriti.
An example of this is section 9 of the State-Owned Enterprises Act 1986, which
provides that;
Nothing in this Act shall permit the Crown to act in a manner that is
inconsistent with the principles of the Treaty of Waitangi.
This provision has resulted in a growing body of case law, including the landmark
decision of New Zealand Maori Council v Attorney General [1987]. In this case, the
court:
• invoked an idea of a partnership between Maori and the Crown
• said that this partnership placed obligations on both parties to act reasonably and
in good faith in ail their dealings with each other
• said that the Crown has a positive duty to lake active steps to protect Maori use
of their land and other possessions.
The Treaty of Waitangi Act 1975 established the Waitangi Tribunal. This tribunal is
responsible for holding enquiries into and making recommendations to the Crown on
claims submitted by Maori against the Crown.
The Resource Management Act 1991 also makes specific reference to te Tiriti.
Section 8 of this Act provides that:
In achieving the purpose of this Act, all persons exercising functions and
powers under it, in relation to managing the use, development and protection
of natural and physical resources, shall take into account the principles of the
Treaty of Waitangi (Te Tiriti o Waitangi).
Another Act that references the Treaty of Waitangi and is specifically relevant to the
construction industry is the
, Part 1,
section 7. This Act promotes the historical and cultural heritage of New Zealand' (Part
1, section 3). As part of its role under this Act, the New Zealand Historic Places Trust
maintains a register of most historic sites.
The Waitangi Tribunal
The tribunal examines claims dating back to the 1840 signing of the treaty.
In 1987, the Court of Appeal was required to consider Ihe principles and relevance of
the Treaty of Waitangi. A special full court of five judges unanimously confirmed the
partnership established by the treaty and the duty of both Maori and the Crown to act
'reasonably and in good faith' towards each other.
What is a Maori grievance or claim?
Any M5ori can make a claim to the Waitangi Tribunal if they feel the government has,
at any time since 1840, allowed someihing to happen which goes against the
promises in the Treaty of Waitangi,
What happens when a claim is received?
Each claim that the tribunal receives must fulfil the requirements laid out in section 6
of the Treaty of Waitangi Act 1975. Claimants are required to be Maori, may claim
either as an individual or as a group of individuals, must state how they have been or
are likely to be prejudicially affected by any Crown action or petition pasl (since 6
February 1840), present or future, and must refer to the Treaty of Waitangi and its
principles in their claim.
The tribunal discusses the claim and makes a report to the government
Recommendations are not binding upon the Crown, except when they are made
regarding state owned enterprise (SOE) or former SOE land, Crown forest lands, and
some railways and education lands.
Sometimes the tribunal will recommend that, instead of the claim being heard by the
Waitangi Tribunal, the claimants should settle the problem directly with the
government. Members of the government will hold meetings and negotiate with the
ciaimants to try and solve the problem.
At other times, the tribunal will decide the government and the claimants should meet
and talk with a mediator present who will try and help them sort out their differences
without taking sides.
Unit: Relevance to the New Zealand construction
industry
{Est. time: 1 minutes)
Construction industry practitioners need to be aware of the rights of all parties to the
Treaty of Waitangi and the need to respect those rights. A key area of significance
relates to construction that affects land or natural resources that are owned or
occupied by Maori, or subject to a claim before the Waitangi Tribunal. Less obvious
perhaps are the sites of spiritual significance to Maori. Sites and places of spiritual
significance are known as wahi tapu.
Projects that meet one or more of these criteria will require consultation with local iwi
and may involve supervision or approval of the Maori Land Court. Maori land also sits
outside the system of registration of title under the Land Transfer Act 1952, and legal
input is likely to be required.
An additional consideration relates to the intended use of structures. In a spirit of
partnership, building design should consider cultural aspects of how space is used. A
simple example of this would be to ensure that bathrooms and toilets are spatially
separated from food preparation areas.
Unit: Further resources
(Est. time: 11 minutes)
The Housing New Zealand Corporation website contains resources on design issues
for Maori and Pasifika, Including Ki te Hau Kalnga: New Perspectives on Maori
Housing Solutions.
For information about cultural considerations in planning for public spaces, see Nga
hua papakainga: Habitation design principles from (he MAI Review, 2009, 2, Article 2,
by S, Rolleston and S. Awatere.
You can also have a look at ten Years of the Resource Management Act for Maori,
Unit: Test your knowledge 6.4
(Est. time: 25 minutes)
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Topic: Fact sheet 6.5: The Resource
Management Act 1991
Unit: Fact sheet 6.5: The Resource Management
Act 1991
{Est. time: 4 minutes)
© iSIock
The Resource Management Act 1991 aims to control the effects of activities (such as
construction) on the environment This fact sheet describes what the Resource
Management Act 1991 is, and how it is relevant to the New Zealand construction
industry and to you as a construction professional.
What is the purpose of the Resource Management
Act 1991?
Tha Resource Management Act 1991 (RMA) provides legislation for the sustainable
management of natural and physical resources. It is performance-based legislation,
aiming to control the environmental effects of activities rather than the activities
themselves. More than 70 Acts were repealed with the introduction of this legislation.
Section 5 of the Resource Management Act 1991 sets out its purpose :
Section 5: Purpose
(1) The purpose of this Act is to promote the sustainable management of natural
and physical resources.
(2) In this Act, sustainable management means managing the use,
development, and protection of natural and physical resources in a way, or at a
rate, which enables people and communities to provide for their social,
economic, and cultural well-being and for their health and safety while—
• sustaining the potential of natural and physical resources (excluding
minerals) to meet the reasonabiy foreseeable needs of future generations; and
• safeguarding the life-supporting capacity of air, water, soil, and ecosystems;
and
• avoiding, remedying, or mitigating any adverse effects of activities on the
environment
This purpose statement tells us a number of important things, including that;
• The Act applies to natural and physical resources,
• It recognises that people need to use and develop natural and physical
resources.
• It also recognises that they need to be used in a sustainable way that safeguard
these resources.
Unit: What is the importance of the Resource
Management Act 1991?
( E s t time: 3 minutes)
Section 6 of the RMA highlights the importance of the RMA and its institutions.
In achieving the purpose of this Act, all persons exercising functions and powers
under it, in relation to managing the use, development, and protection of natural
and physical resources, shall recognise and provide for the following matters of
national importance:
(a) the preservation of the natural character of Ihe coastal environment
(including Ihe coastal marine area), wetlands, and lakes and rivers and their
margins, and the protection of them from inappropriate subdivision, use, and
development:
(b) the protection of outstanding natural features and landscapes from
inappropriate subdivision, use, and development:
(c) the protection of areas of significant indigenous vegetation and significant
habitats of indigenous fauna:
(d) the maintenance and enhancement of public access to and along the coastal
marine area, lakes, and rivers:
(e) the relationship of Maori and their culture and traditions with their ancestral
lands, water, sites, wahi tapu. and other taonga:
(f) the protection of historic heritage from inappropriate subdivision, use, and
development;
(g) the protection of protected customary rights.
(h) the management of significant risks from natural hazards.
Unit: Implementation of the Resource Management
Act 1991
( E s t time: 15 minutes)
There are a number of institutions who have responsibilities for implementing and
enforcing the requirements of the Act:
• District and regional councils
• The Environmental Protection Authority (EPA): the EPA deals with nationally
significant proposals. These proposals might involve certain resource consent
applications or requests for a district plan to be changed, among other matters.
The EPA processes the applications, while the actual decisions are made by a
board of inquiry or the Environment Court.
• The Ministry for the Environment and the Department of Cc ervation: the
Ministry gives advice to the government on environmental issues and helps the
Minister for the Environment keep an eye on the way councils do their jobs under
the RMA. The Department of Conservation and the Minister of Conservation
have a particular role under the RMA to keep an eye on the way the coastal
environment is managed.
• The Parliamentary Commissioner for the Environment overviews the way the
environment is managed in New Zealand. The Commissioner investigates
emerging environmental issues and may also examine concerns raised by the
public. The Commissioner usually makes recommendations to the appropriate
agency on how to improve its performance in future.
• The nvironment Couri: created in 1996, this court's focus is on environmental
issues, with appeals from decisions under the Resource Management Act
1991 being its core work.
Unit: How is the RMA enforced?
(Est. time: 1 minutes)
Infringement of an Act carries penalties which are described in the statement of the
Act. They may be imposed by the authority empowered to administer the Act and are
enforced by inspectors who are appointed under the terms of the Act.
If someone wants to appeal a decision made by a consenting authority under the Act,
they can take the issue to the Environment Court.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 22 minutes)
The Resource Management Act 1991 is implemented through a notification and
consent process. This process provides a check on all activities that could potentially
impact on New Zealand's resource management- Since construction activities often
impact directly on land and water resources, these activities are directly affected by
the provisions of the Act.
Resource consents
Not all activities that could impact on the environment require resource consent.
Whether or not consent is required for a particular activity is determined by the district
plan and regional plan developed by the relevant district or regional council.
Activities that do not require consent can be undertaken without any permission under
the RMA. However, if the activity is building work, consent under the Building Act
2004 may still be required.
Depending on the activity being undertaken and the type of consent, consent will
either be granted by the district council or the regional council. When they are
performing this function, we speak of them as being consent authorities.
The four activities which require a resource consent are:
•
•
•
•
controlled
restricted discretionary
discretionary
non-com plying.
The five types of resource consent are:
•
•
•
•
•
land use
subdivision
water permit
discharge permit
coastal permit
If resource consent is required, an application is lodged with the council. The
information required and the process varies depending on the nature and complexity
of the proposed works and the type of consent applied for.
Consultation on consents
Once a consent application is received, the next step is to determine whether public
consultation is required. The council will, in its plan, have determined which activities
require public consultation before consent will be granted. There are three types of
consent process:
• Non-notified applications: these are for activities which will have only a minor
effect on the environment. Public consultation is not required,
- Pubficly notified applications: these are for activities expected to have more than
a minor effect. Members of the public are given an opportunity to make
submissions on a proposal and a public hearing will often be held,
• Limited notified applications: these are for activities that impact on a small group
of people- People who may be affected by the activity are notified.
Following this process, a council will decide whether to grant consent for an activity.
Anyone who is unhappy with the decision of council may appeal the decision to the
Environment Court.
Councils
Councils are key players in implementing the Resource Management Act. New
Zealand has three different types of council:
• Regional councils: The regional councils' primary function is to manage the
environment, including water in the region. They plan for regionally significant
land usage, the alfocation of water in the region and other regionally significant
resource matters.
• District and city councils: District and city councils are sometimes referred to
as territorial authorities- These councils are responsible for Ihe day-to-day
running of the community - seeing to matters such as rubbish collection, noise
levels, land development and so on. The RMA requires these councils to manage
how the land is used and developed in the area. They are also responsible for
planning for the management of resources in the council.
• Unitary authorities: New Zealand has six of these: Auckland, Gisborne, Nelson,
Tasman, Marlborough and Chatham Islands. They fulfil functions of both
district/city and regional councils.
Councils and the RMA
The RMA places obligations on regional and district councils as follows:
Regional councils: Section 30 of the Act deals with the functions of regional councils.
Some responsibilities included in section 30 are responsibility for:
•
>
•
•
•
•
soil conservation
water quality and quantity {freshwater and seawater)
air, water and land pollution
biodiversity conservation
marine and freshwater ecosystems
natural hazards (avoidance and mitigation}
hazardous substances
• contaminated land (identification and monitoring)
• activities in the coastal marine area (in conjunction with the Minister of
Conservation)
• introduction of plants into water bodies
• allocation of natural resources
• strategic integration of infrastructure with land use.
Regional councils are obliged to draw up regional policy statements and regional
coastal plans. In addition, regional councils may also draw up other regional plans.
These policy statements and plans are important tools when it comes to sustainable
development. We'll turn now to look at these regional policy statements and regional
plans.
Regional policy statements
These are used by regional councils to set a framework for resource management in
the region. Section 59 of the RMA tells us that regional policy statements must
provide:
...an overview of the resource management issues of the region and policies
and methods to achieve integrated management of the natural and physical
resources of the whole region.
In addition, section 62 tells us that:
(1) A regional policy statement must s t a t e la) the significant resource management issues for the region; and
(b) the resource management issues of significance to iwi authorities in the region;
and
(c) the objectives sought to be achieved by the statement; and
(d) the policies for those issues and objectives and an explanation of those policies;
and
(e) the methods (excluding rules) used, or to be used, to implement the policies; and
(f) the principal reasons for adopting the objectives, policies, and methods of
implementation set out in the statement; and
(g) the environmental results anticipated from implementation of those policies and
methods; and
(h) the processes to be used to deal with issues that cross local authority boundaries,
and issues between territorial authorities or between regions; and
(i) the local authority responsible In the whole or any part of the region for specifying
the objectives, policies, and methods for the control of the use of land—
(i) to avoid or mitigate natural hazards or any group of hazards; and
(ii) [Repealed]
i i ) to maintain indigenous biological diversity; and
:
(j) the procedures used to monitor the efficiency and effectiveness of the policies or
methods contained in the statement; and
(k) any other information required for the purpose of the regional council's functions,
powers, and duties under this Act.
The local authority is responsible for specifying objectives, policies and methods for
land use control in respect of natural hazards, hazardous substances, and indigenous
biological diversity.
Procedures for monitoring
A regional policy statement does not contain rules controlling the use of natural
resources. These rules are [eft to the regional and district plans.
Regional and district plans must 'give effect to' the regional policy statement for their
region.
Consent authorities must also have regard to any relevant regional policy statement
when considering an application for a resource consent. A regional policy
statement can have a significant impact on resource management decision making
within the region.
Regional plans
These are developed to assist regional councils in carrying out their functions under
the RMA. Every regional council is required to develop a regional coastal plan.
Regional councils may also choose to develop other regional plans. Regional plans
can cover any aspect of the functions of the regional councii (as provided for in
section 30 of the Act). Each regional ptan will typically focus on a particular aspect of
tho environment, such as a rivor or the coast. They can, therefore, cover such matters
as:
•
•
•
t
•
•
soil conservation
water quality and quantity
aquatic ecosystems
biodiversity
natural hazards
hazardous substances
discharge of contaminants
allocation of natural resources.
Regional coastal plans specifically address activities in the coastal marine area.
Section 67 provides that:
(1) A regional plan must state—
(a) the objectives for the region; and
(b) the policies to implement the objectives; and
(c) the rules (if any) to implement the policies.
(2) A regional plan may state—
(a) the issues that the plan seeks to address; and
(b) the methods, other than rules, for implementing the policies for the region; and
(c) the principal reasons for adopting the policies and methods; and
(d) the environmental results expected from the policies and methods; and
(e) the procedures for monitoring the efficiency and effectiveness of the policies and
methods; and
(f) the processes for dealing with issues—
(i) that cross local authority boundaries; or
(ii) that arise between territorial authorities; or
(IN) that arise between regions; and
(g) the information to be included with an application for a resource consent; and
(h) any other information required for the purpose of the regional council's functions,
powers, and duties under this Act.
Unit: District plans
( E s t . time: 3 minutes)
There are 67 territorial authorities in New Zealand. While parliament is elected to deal
with issues relevant to New Zealand and its people as a nation, local government
(including territorial authorities) enables democratic decision-making by and for local
communities.
These councils are responsible for the daily running of the district as well as land use
and development. District councils are required to prepare plans, in the same way as
regional councils.
District council plans
Under section 73 of the RMA, each council is obliged to provide and maintain an
operative district plan. This plan is the main tool that councils have over the
development of their district. The plans relate to the main functions of the council
under the RMA and include such matters as:
• effects of land use
• impacts of land use on natural hazards and the management of hazardous
substances
• noise
• activities on the surfaces of rivers and lakes
• impacts of land use on indigenous biological diversity.
What is contained in district plans?
Districl plans focus on the use of land within the district. Each district plan must
include:
• the objectives for the district
- policies to implement the objectives
• rules, if any, to be used to implement the policies.
A district plan may also include:
•
•
•
•
•
•
the significant resource management issues of the district
methods, other than rules, for implementing the policies
principle reasons for adopting Ihe policies and methods
environmental results anticipated
procedures for monitoring
the information to be submitted with an application for a resource consent.
Documents, such as standards and technical material, can be incorporated into district
plans by referring to them in the pfan.
Consent authorities must have regard to any relevant district plan when considering
an application for resource consent.
Unit: When is the RMA used?
( E s t . time: 1 m i n u t e s )
Every building must comply with the RMA and therefore be approved under the district
plan prior to construction.
To determine whether the proposed work complies with the district plan, we should
first look at the planning maps it contains. There are often two maps, one containing
zoning information, and a second showing environmental overlays. A zone groups
buildings that are intended for similar use together; for example, residential,
commercial, industrial and rural. Environmental overlays show environmental features
overlaid on top of the zones; for example, special character areas, airport approaches,
protected trees, heritage buildings, areas prone to flooding, and so on.
The district plan includes policies and rules for each zone and overlay. It also
classifies what we can do in these areas into activities. If you wish to build a house in
a rcsidontial zone, it will probably bo a permitted activity. All the rules for that activity
must be complied with.
Unit: Further resources
( E s t . t i m e : 10 m i n u t e s )
The booklet A beginner's guide to resource and building consent processes outlines
how the Resource Management Act 1991 and the Building Act 2004 work together
For an example of how the RMA is put into operation, look at the Hamilton City
Operative District Plan.
The Resource Management Act 1991 is large and complex. For information on the Act
and consent process, see;
• resource management publications
• Resource Management Act 1991.
Unit: Test your knowledge 6.5
(Est. time: 23 minutes)
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Topic: Module 6: Job sheet
Unit: Module 6: Job sheet
(Est. time: 25 minutes)
The purpose of this job brief is to give you a chance to see for yourself if you have
enough knowledge about this topic, or if you need to read more about it. Responding
to the job brief will help you
work towards your assignment.
Your brief
The house is a mono-clad house, built in a Mediterranean style with no roof
overhangs, so the water from the roofs runs straight off. There is a large flat roof
which covers a central courtyard In the building. This appears to have no slope to it
and has only one rainwater down pipe at the highest point of the flat roof The
windows and doors are recessed into the external walls and don't appear to have any
flashings or drainage channels. When you walk into the property you smell
dampness. The owners have now commissioned a full building report by a suitably
qualified professional. The initial findings are pointing to a number of weathertight
problems, including the fall on the internaf roof falling the wrong way, so that some of
the internal walls are becoming drainage channels for all the rain.
Your task
Your client recently purchased a residential building in the centre of Wellington. The
house was built in 2006. The new owners did all the right things before they
purchased the property. However, they did not get a full surveyor's report, instead
they got a builder friend to look over it. They now have grave concerns and think they
have a leaky building.
Activity Title : Activity
Online Activity: Please view online
Topic: Module 6: Job sheet discussion
Unit: Module 6: Job sheet discussion
(Est, time: 10 minutes)
Available online only, Please visit oage online
Module: 7. Significant legislation that
needs to be considered during the
construction process
Unit: Overview
(Est. time: 1 minutes)
This module covers further legislation designed to protect:
• workers
• customers
• standards of work.
After completing this module, you will be able to:
• understand the implications of the key construction legislation and how it may
affect the construction process
• understand the responsibilities required under legislation to allow for safe
working environments
• identify the responsibilities that members of the construction team have under
certain types of legislation.
Unit: Fact sheets: Introduction
(Est. time: 5 minutes)
Fact sheet 7.1: The Health and Safety at Work Act
2015
This f a d sheet sets out the requirements that employers and others within the
construction Industry must follow to actively set up safe working environments. This
fact sheet describes what the Health and Safety at Work Act 2015 is, and how it is
relevant to the New Zealand construction Industry and to you as a construction
professional.
Fact sheet 7.2: Health and Safety at Work Act
2015 regulations
This fact sheet introduces you to what you will find in the regulations and describes
how these regulations are relevant to the New Zealand buitt environment sector.
Fact sheet 7.3: The Construction Contracts Act
2002
This fact sheet describes what the Construction Contracts Act 2002 is and how it is
relevant to the New Zealand construction industry and to you as a construction
professional.
T
Fact sheet 7.4: The Consumer Guarantees Act 1993
This fact sheet explores the Consumer Guarantees Act 1993, which protects
consumers by providing them with guarantees that apply to goods and services that
they purchase.
Fact sheet 7.5: The Companies Act 1993
This fact sheet looks at the significance of the Companies Act 1993 to the construction
industry-
Fact sheet 7.6: The Electricity Act 1992
This fact sheet looks at the purpose of the Electricity Act 1992 and how it is relevant to
the construction industry.
Fact sheet 7.7: The Gas Act 1992
This fact sheet looks at the purpose of the Gas Act 1992 and how It is relevant to the
construction industry.
Fact sheet 7.8: The Plumbers, Gasfitters and
Drainlayers Act 2006
This fact sheet looks at the purpose of the Plumbers, Gasfittors and Drainlayers Act
2006 and how it is relevant to the construction industry.
Topic: Fact sheets 7.1: The Health and
Safety at Work Act 2015
Unit: Fact sheet 7.1: The Health and Safety at Work
Act 2015
(Est. time: 7 minutes)
© iStock
The Health and Safety at Work Act 2015 (HSWA) requires employers and others to
actively set up safe working environments. This fact sheet describes what the HSWA
2015 is and how it is relevant to the New Zealand built environment sector and to you
as a construction professional.
Background
The Health and Safety Reform BIN was introduced Into Parliament in October 2014,
and proposed a reform of New Zealand's workplace health and safety system. The Bill
sought to replace the Health and Safety in Employment Act 1992 and the Machinery
Act 1950.
HSWA is supported by sets of health and safety at work regulations. The Act is
administered and enforced by WorkSafe New Zealand, This Act is important for all
workplaces, and has importance to building sites, which can be particularly
dangerous.
MBIE have a wealth of information on the HWSA 2015 available on their main site.
Unit: Purpose
(Est. time: 1 minutes)
The main purpose of the Act is provide for a balanced framework to secure the health
and safety of workers and workplaces.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 4 minutes)
The emphasis of the Act is on the systematic management of health and safety at
work. It requires employers and others to have systems in place for promoting a safe
working environment (rather than relying on ad hoc measures).
The Act promotes good faith cooperation in workplaces, with input from both
employers and employees, to achieve best practice.
Section 3 of the Act gives the main purpose of the Act and the means of achieving it.
3
Purpose
(1) The main purpose of this Act is to provide for a balanced framework to
secure the health and safety of workers and workplaces by—
(a)
protecting workers and other persons against harm to their health, safety,
and welfare by eliminating or minimising risks arising from work or from
prescribed high-risk plant; and
(b)
providing for fair and effective workplace representation, consultation, cooperation, and resolution of issues in relation to work health and safety; and
(c)
encouraging unions and employer organisations to take a constructive
role in promoting improvements in work health and safety practices, and
assisting PCBUs and workers to achieve a healthier and safer working
environment; and
(d)
promoting the provision of advice, information, education, and training in
relation to work health and safety; and
(e)
securing compliance with this Act through effective and appropriate
compliance and enforcement measures; and
(f)
ensuring appropriate scrutiny and review of actions taken by persons
performing functions or exercising powers under this Act; and
(g) providing a framework for continuous improvement and progressively
higher standards of work health and safety.
(h)
prohibiting persons from being indemnified or from indemnifying others
against the cost of fines and infringement fees for failing to compiy with the Act
(2) In furthering subsection (1)(a), regard must be had to the principle that
workers and other persons should be given the highest level of protection
against harm to their health, safety, and welfare from hazards and risks arising
from work or from specified types of plant as is reasonably practicable.
Unit: Some important principles from the Health
and Safety at Work Act 2015
(Est time: 3 minutes)
The Act applies to all workplaces, including those we don't necessarily think of as
being dangerous.
The Act imposes duties on a variety of people, not just employers. Employees, too,
have duties; in particular, the duty to cooperate with the employer in implementing
systems for workplace health and safety.
The Act also protects peopfe who are in the vicinity of places of work. For example,
people who enter a building site are protected by the Act, even though it's not their
place of work.
The Act also applies to self-employed people, people who work from home and
people who work for the State.
In some cases, the Act makes more than one person responsible. In some cases,
more than one person will be liable for a single breach of the Act.
There may be overlaps between the Health and Safety at Work Act and other Acts
such as the Building Act 2004. In such cases both Acts will apply, and the
requirements of both will need to be fulfilled.
What happened to 'employee' and 'employer'?
Recognising the changes in New Zealand's workplaces, the Act adjusts the language
used for a number of interpretations. Two of these are 'employee' and employer .
1
• Unless the context otherwise requires, a person conducting a business or
undertaking or PCBU means a person conducting a business or undertaking.
This replaces the old Act term 'employer .
• A worker means an individual who carries out work in any capacity for a PCBU,
This replaces the old Act term 'employee'.
1
The terms employee and employer are not used in the Health and Safety at Work Act
2015,
Key interpretations of the Act
Many key interpretations have changed in the HSWA 2015, It Is good practice to
familiarise yourself with the language and interpretations used In the Act.
What is a P C B U ?
A PCBU is a:
•
•
>
-
person
corporation
partners in a partnership, or
unincorporated association
who conducts a business or undertaking (for profit or not-for-profit).
A PCBU can be one person, or it can be multiple people, such as a partnership.
What is not a P C B U ?
A PCBU is not a:
- person working sofely as a worker
• person working solely as an officer of a PCBU, or
• an elected member of local authority.
Unit: The idea of 'reasonable care'
( E s t time: 4 minutes)
Many of the duties in the Act are qualified by the words 'reasonable'. For example,
section 45 says;
45
Duties of workers
While at work, a worker must (a) take reasonable care for his or her own health and safety; and
(b) take reasonable care that his or her acts or omissions do not adversely
affect the health and safety of other persons; and
(c) comply, as far as the worker is reasonably able, with any reasonable
instruction that is given by the PCBU to allow the PCBU to comply with this Act
or regulations; and
(d) co-operate with any reasonable policy or procedure of the PCBU relating to
health or safety at the workplace that has been notified to workers.
This section places an obligation on the worker to ensure their own safety at work; but
it is not an unqualified, unrestricted obligation. The worker does not have to do every
possible thing that can be done to ensure their own safety. Rather, the worker only
has to do what is reasonable in the circumstances.
To work out what is reasonable, we consider;
• the nature and severity of any injury or harm that may occur
• the degree of risk or probability of injury or harm occurring
• how much is known about the hazard, and the ways of eliminating, isolating or
minimising the hazard
• the availability and cost of safeguards.
Note: Not all obligations are qualified by the practicable steps qualification. Some
obligations are absolute and must be fulfilled irrespective of how difficult or expensive
it is to comply. For an example, take a look at section 30 of the Act (which is
discussed under the heading Management of risks).
Unit: General duties of a person conducting a
business
(Est. time: 4 minutes)
Section 37 of the Act covers the general duties of a person conducting a business or
undertaking, or PCBU. The section provides that PCBUs must take reasonable care to
ensure the safety of workers while at work.
(1) A PCBU who manages or controls a workplace must ensure, so far as is
reasonably practicable, that the workplace, the means of entering and exiting
the workplace, and anything arising from the workplace are without risks to the
health and safety of any person,
(2)
Despite subsection (1), a PCBU who manages or controls a workplace
does not owe a duty under that subsection to any person who is at the
workplace for an unlawful purpose.
(3)
For the purposes of subsection (1), if the PCBU is conducting a farming
business or undertaking, the duty owed by the PCBU under that subsection -
(a)
applies only in relation to the farm buildings and any structure or part of
the farm immediately surrounding the farm buildings that are necessary for the
operation of the business or undertaking:
(b)
does not apply in relation to —
(i)
the main dwelling house on the farm (if any); or
(ii)
any other part of the farm, unless work is being carried out in that
part a I the time.
(4)
In this section, a PCBU who manages or controls a workplace -
(a)
means a PCBU to the extent that the business or undertaking involves the
management or control (in whole or in part) of the workplace; but
(b)
does not include -
(i)
the occupier of a residence, unless the residence is occupied for the
purposes of, or as part of, the conduct of a business or undertaking; or
(ii)
a prescribed person.
It should be clear in your mind that 'reasonably practicable' means that PCBUs need
only do what is reasonable to fulfill these general duties.
Keeping in mind that the duties for PCBUs are far-reaching, noncompliance with the
Act has substantial costs in many ways; for example, lost time and income due to
accidents, as well as fines and compensation that can be imposed. You should read
section 2 of the act if you have not already done so.
Unit: Management of risks
(Est. time: 10 minutes)
In addition to these general duties, there are a number of special duties that apply to
risks. A risk is something that can cause harm to others. The Act deals with risks in
Part 2, subpart 1. Read over sections 30-35, provided below.
Section 30
(1)
Management of risks
A duty imposed on a person by or under this Act requires the person -
(a)
to eliminate risks to health and safety, so far as is reasonably
practicable; and
(b)
if it is not reasonably practicable to eliminate risks to health and
safety, to minimise those risks so far as is reasonably practicable.
(2) A person must comply with subsection (1) to the extent to which the person
has, or would reasonably be expected to have, the ability to influence and
control the matter to which the risks relate.
Section 31 states that a person cannot transfer their duty to another person. As an
example: a PCBU cannot delegate or contract out their duties imposed by or under
the Act.
S e c t i o n 31
D u t i e s not t r a n s f e r a b l e
A duty imposed on a person by or under this Act may not be transferred to
another person.
Sections 32 and 33 slate that a person may fill a number of roles, with associated
duties, and that a number of persons may fill the same role. A large workplace may
have several Health and Safety Representatives, who all have duties imposed by or
under the Act.
S e c t i o n 32
P e r s o n m a y h a v e m o r e t h a n 1 duty
A person may have more than 1 duty Imposed on the person by or under this
Act if the person belongs to more than 1 class of duty holder.
S e c t i o n 33
More t h a n 1 p e r s o n m a y h a v e the s a m e d u t y
(1) More than 1 person may have the same duty imposed by or under this Act
at the same time.
(2) Each duty holder must comply with that duty to the standard required by or
under this Act even if another duty holder has the same duty.
(3) If more than 1 person has a duty for the same matter, each person (a)
retains responsibility for that person's duty in relation to the matter;
and
(b)
must discharge that person's duty to the extent to which the person
has the ability to influence and control the matter or would have had that ability
but for an agreement or arrangement purporting to limit or remove that ability.
Sections 34 and 35 relate to how PCBUs interact with each other and how compliance
with other enactments affects, or may affect, the health and safety of any person.
Section
34 PCBU m u s t c o n s u l t o t h e r PCBUs w i t h s a m e d u t y
(1) If more than 1 PCBU has a duty in relation to the same matter imposed by
or under this Act, each PCBU with the duty must, so far as is reasonably
practicable, consult, co-operate with, and co-ordinate activities with all other
PCBUs who have a duty in relation to the same matter.
(2) A person who contravenes subsection (1) commits an offence and is liable
on conviction, (a)
(b)
for an individual, to a fine not exceeding $20,000:
for any other person, to a fine not exceeding $100,000.
Section 35 Compliance with other enactments
In determining whether a duty imposed on a person by or under this Act is being
or has been complied with, a person or a court may have regard to the
requirements imposed under any other enactment (whether or not those
requirements have a purpose of ensuring health and safety) lhat apply in the
circumstances and that affect, or may affect, the health and safety of any
person.
From your reading of these sections, it should be clear to you that PCBUs are
required to:
* eliminate risks to health and safety, so far as is reasonably practicable
• if It is not reasonably practicable to eliminate risks to health and safety, to
minimise those risks so far as is reasonably practicable,
A duty imposed on a person by or under this Act may not be transferred to another
person and a person may have more than one duty.
This burden is not only on PCBUs; it is aiso the worker's duty to notify any risks or
potential risks.
Unit: Management of risk in the built environment
( E s t . time: 1 minutes)
The buift environment has common serious risks found on construction sites.
This WorkSafe New Zealand video helps to explain the concept of managing
(WorkSafe New Zealand, 2016) (3:43) as well as how some of the concepts
from the HSWA 2015 — such as overlapping duties, worker engagement and
cipation and upstra
i duties - can be applied to help create healthier and safer
work environments.
1, WorkSafe New Zealand. (2016, April 21}. Tool 3: Managing risk in construction
(floorplan) [Video file]. Retrieved from: https://www.youtube,com/watch?
v=n3jwo2jipvY
Video
YouTube Video: https://www.youtube,com/embed/n3jwo2jipvY?rel=0
Consider the part you play in managing risk onsite and in your workplace.
Unit: Notifiable injury or illness
(Est. time: 6 minutes)
In an emergency, call the emergency services, by dialing 111.
The Act deals with injury, illness, notifiable incidents and notifiable events in sections
23, 24 and 2'>. Read over section 23, provided below, to get an understanding of
how injury and illness are interpreted in the Act.
As with the changes to the language used from "hazards' to 'risks', there are a number
of changes from 'harm' and 'injury' and 'illness' as defined in the old Act, to 'injury' and
'illness' as defined in the current Act.
Section 23
Meaning of notifiable injury or illness
(1) In this Act, unless the context otherwise requires, a notifiable Injury or
illness, in relation to a person, means (a)
any of the following Injuries or illnesses that require the person to
have immediate treatment (other than first aid):
(i)
the amputation of any part of his or her body:
(ii;
a serious head injury:
(III) a serious eye injury:
(iv)
a serious burn:
(vi) the separation of his or her skin from an underlying tissue (such as
degloving or scalping):
(vi)
a spinal injury:
(vii) ihe loss of a bodily function;
(viii) serious lacerations:
(b) an injury or illness that requires, or would usually require, the person
to be admitted to a hospital for immediate treatment:
(c) an injury or illness that requires, or would usually require, the person
to have medical treatment within 48 hours of exposure to a substance:
(d) any serious infection (including occupational zoonoses) to which the
carrying out of work is a significant contributing factor, including any infection
that is attributable to carrying out work (i)
with micro-organisms; or
(ii)
that involves providing treatment or care to a person; or
(iii) that involves contact with human blood or bodily substances; or
(iv) that involves handling or contact with animals, animal hides, animal
skins, animal wool or hair, animal carcasses, or animal waste products; or
(v) that involves handling or contact with fish or marine mammals:
(e) any other injury or illness declared by regulations to be a notifiable
injury or illness for the purposes of this section.
(2) Despite subsection (1), notifiable injury or illness does not include any
injury or illness declared by reguiations not to be a notifiable injury or illness for
the purposes of this Act.
(3) In this section, animal has the same meaning as in section 2(1) of the Animal Welfare Act 1999
fish has the same meaning as in section 2(1) of the Fisheries Act 1996
marine mammal has the same meaning as in section 2(1) of the Marine
Mammals Protection Act 1978.
Reporting an injury or illness
If an injury or illness occurs in the workplace, the PCBU must notify Woi
saland as soon as practicable and in writing within the prescribed time frame, using
the required form.
Read over sections 24, 25 and 56 to gain an understanding of your reporting duties
under the Act.
Unit: When to notify WorkSafe New Zealand or an
authority
(Est. time: 3 minutes)
A PCBU must notify WorkSafe as soon as possible if any of the following 'notifable
events' occur;
* the death of a person
* a notifiable injury or illness
* notifiable incident.
Under the Health and Safety at Work Act 2015, some types of work require you to
notify WorkSafe.
These include situations where a worker could fall 5 metres or more, some excavation
work, work involving asbestos or working underground.
For a full list of notifiable work and more information on notifiable events, see the
WorkSafe website.
Activity Title : Notifiable Event tool
Online Activity: Please view online
Do not disturb the scene.
You must not interfere with an accident scene until you have been authorised by a
health and safety inspector.
Exceptions include certain situations such as when people or property are at risk.
If you require scene clearance or other immediate assistance from a health and safety
inspector, contact WorkSafe.
In an emergency, call the emergency services, by dialing 111.
Unit: Notifiable work and high risk plant
(Est time: 5 minutes)
The buitt environment sector is complex, dynamic and diverse. It is essential that high
standards of health, safety and welfare are maintained during all stages of a
construction projectThis should be a priority, and dedicated resources must be made available to ensure
consistent high standards of safety.
Explore health, safety and welfare procedures used to minimise and control risks
onsite prior to engaging in work. Before undertaking any type of work, you must
have knowledge of and an understanding of the legal framework relating to the duties
of workers, PCBUs, officers, site visitors and the general public.
Some work is considered to be particularly hazardous and must be notified to
WorkSafe NZ, using the prescribed form (a copy of this form is provided below).
Notifiable work is covered in the Health and Safety at Work Regulations 1995,
P L E A S E NOTE:
On Monday 4 April 2016, the new Health and Safety at Work Act 2015 (HSWA)
came into effect.
HSWA repeals the Health and Safety in Employment Act 1992 and Health and
Safety in Employment Regulations 1995, with immediate effect.
All references to the 1992 Act and 1995 Regulations on this website and within
your learning material will be progressively removed, as it is removed from Ihe
WorkSafeNZ srte.
For your convenience:
Current Health and Safety at Work Act 2015 (HSWA 2015)
Currant Health and Safety at Work (General Risk and Workplace
Management) Regulations 2016
Current Health and Safety at Work (Asbestos) Regulations 2016
WorkSafe New Zealand provides an
form, which can be accessed from their
Notifications and Forms page. These forms list the types of work which fall into the
category of being "notifiable*.
The complex and diverse nature of the built environment sector in New Zealand
requires special consideration for workers when operating or using high-risk plant.
Section 12 of the Act outlines the application to prescribed high-risk plant.
Section 12
Application to prescribed high-risk plant
(1)ThisAct applies t o -
(a) the operation or use of prescribed high-risk plant even if the plant is not
situated, operated, or used at a workplace or used in carrying out work:
(b) every operator of high-risk plant even if the operator would not otherwise
be a PCBU as defined in section 17.
(2) For the purposes of subsection (1), a reference in this Act (a) to carrying out work includes a reference to the operation and use of
prescribed high-risk plant; and
(b) to a workplace includes a reference to any prescribed high-risk plant and
the place at or in which the plant is situated, operated, or used; and
(c) to work health and safety (however expressed) includes a reference to
public health and safety.
(3) This section applies subject to any prescribed exclusions or modifications.
Not all parts of the built environment sector will operate or use high-risk plant.
Unit: How the Act is enforced
( E s t time: 1 minutes)
The Act is enforced through inspectors and health and safety medical practitioners
employed by a regulator These inspectors fulfill certain training requirements; they
are then issued with a certificate of authority that allows them to enter workplaces,
conduct inspections and fulfill other duties under the Act. Section 163 of the Act gives
the main functions of health and safety inspectors. These are;
• to give information and education to workers, PCBUs and other people in order
to improve safety at workplaces and the safety of people at work
• to work out whether or not the Act is being complied with and is likely to be
complied with in future
• to take all reasonable steps to ensure the Act is being complied with
• to fulfill other functions which are given in the Health and Safety in Employment
Act or other legislation.
Unit: Offences and penalties
(Est. time: 4 minutes)
As a worker, PCBU or other, you may have duties imposed on you by or under the Act
that require that you assist an inspector.
Section 176 details the duty to assist and related penalties, which you can read below.
Section 176 Duty to assist inspectors
(1) Any person on whom a duty is imposed by relevant health and safety
legislation must give all reasonable assistance to enable an inspector to enter,
inspect, examine, inquire, or exercise any other power under relevant health
and safety legislation.
(2) A person who contravenes subsection (1) commits an offence and is liable
on conviction, (a) for an individual, to a fine not exceeding $10,000:
(b) for any other person, to a fine not exceeding $50,000.
This is just one example of penallies, in the form of fines, which can be imposed for
failure to fulfill a duty or duties as imposed by or under the Act.
Regulators will not normally launch directly into criminal charges. An enforcement
policy that allows for graded enforcement (starting with the least intrusive penalty and
working towards the most) has been developed.
There are a range of offences and penalties under HSWA 2015 and regulations.
Imprisonment is
reserved for the most serious offences.
Offence
' Individual who
:
is not
P C B U o r O f f i c e r (e.g.
. n o i k v r or other
at a
penon
workplace
1
Suction
47
(reckless ronrinct
in
t h a i PAjxjaflu
prison
o r $:HX>,000
fifH.
hnih
O f f i c e r n f a P C B U o r BJ i
individual who
P C B U (e.g.
is a
self-
• A n y o n e e l s e (e.g,
PCBU
t i n p l o vL'd)
1
p i v p vr-nn
in
prison
or $000,000
iititiry.
S3
million
fine
fine,
o r l>olh
of
serious
t l l n M * OT d e a t h )
Section
48
( f a i l u r e tu c o m p l y w i t h
duly
risk
individual
or
flue
$50,000
$100,000
fine
$ 1 , 5 inilliiin
fine
Sariiun
to
injury,
aerinua illnpaa or
death]
41
| f a i l u r e lo
duly)
$300,000
a
I W
expends a n
a
$150,000 H m
reiinply
with
a
line
a n
o r g a n i s a t i o n t h a t is
an
i i i d i v ill m i l H i a r i s k
MrioUl
Fiv« v r n r a in
or
rrnpftt'i of d u l y
A
a
$500,000
fine
a
Penalties depend on the offence and what type of duty holder the offender is:
• an individual who is not a PCBU (for example, a worker or other person at the
workplace)
• an individual who Is a PCBU (for example, self-employed) or an officer of a
PCBU or
• any other person, such as an organisation that is a PCBU (for example, a
company, government department or non-profit organisation).
In addition to court-imposed penalties, infringement notices can be issued by a
regulator for specified offences against HSWA 2015 or regulations. The person
receiving the infringement notice is required to pay an infringement fee or may disput
against the notice, which means that the matter turns into a criminal proceeding
against that person heard in the District Court.
Unit: WorkSafe's enforcement policy
( E s t time: 5 minutes)
The WorkSafe New Zealand enforcement policy and enforcement tools are used to:
encourage healthy and safe behaviour in the workplace in order to: ensure
sustained compliance; prevent harm, and provide effective health and
safety management. WorkSafe's enforcement regime acts in the public's
interest and gives practical effect to the legislation that underpins its actions.
The enforcement regime;
•
•
•
•
•
secures action in order to control workplace risks and protect people
incentivises duty holders to comply
creates a level playing field across workplaces
holds to account those that do not meet their health and safety obligations
secures justice for victims.
The full policy can be viewed on the WorkSafe site.
1. WorkSafe New Zealand. (n,d.). Enforcement policy. Retrieved from
h ttps ://works afe. g ovt. nz/ laws - a nd -re g u lat io n s/o peratio n al -p ol i cyf ram e wo rk/re g u I atory-fu net i on -po I i ci es/e nforce me nt-po I icy/
Unit: Regulations, codes of practice, guidelines,
and so on
(Est. time: 4 minutes)
The HSWA 2015 gives us the skeleton of the law in this area. This skeleton is then
fleshed out with regulations, codes of practice, standards, guidelines and other
documents.
The following diagram shows how these various documents fit together.
Approved codes of
practice
Standards, WorkSafe NZ
guidelines, industry
publications, manuals
y-7ki]
Ofjcn P&lytechnic of New Zealand
These documents all work together in the following way:
• You must always comply with the Act and the regulations. A breach of the Act or
the regulations will expose you to a penalty.
• You don't have to comply with the codes of practice, but If you don't comply with
a code, you will have to prove to the court that whatever you did was as effective
as the practices in the code.
- You don't have to comply with standards, guidelines, industry publications and
manufacturers' information, but if you do comply with these, the courts will
accept this as evidence that you have used best practice,
t You also have to comply with the Building Act 2004, the Resource Management
Act 1991 and other legislation. These may carry their own obligations and
standards.
Unit: Online legislation
(Est, time: 7 minutes)
Free access to the Health and Safety at Work Act, regulations passed under the Act
and other legislation mentioned in this module Is available on the New Zealand
Legislation website,
Topic: Fact sheets 7.2: The Health and
Safety at Work Regulations 2016
Unit: Fact sheet 7.2: The Health and Safety at Work
Regulations 2016
(Est. time: G minutes)
i
© IStock
The Health and Safety at Work (General Risk and Workplace Management)
Regulations 2016 (GRWM 2016) provide the practical details {standards, procedures
and explanations) of how to meet the requirements of the Health and Safely at Work
Act 2016. This fact sheet introduces you to what you will find in the GRWM 2016 and
describes how these regulations are relevant to the New Zealand construction
industry and to you as a construction professional. This fact sheet also contains links
to additional information about the HSWA 2015.
Background
The Health and Safety at Work (General Risk and Workplace Management)
Regulations 2016 were made under the Health and Safety at Work Act and support
the Act, Persons conducting a business or undertaking (PCBUs) have duties to
ensure, so far as is reasonably practicable, that the workplace is without risks to the
health and safety of any personThese regulations outline additional duties on PCBUs related to managing risks,
monitoring in the workplace, and specific duties related to young persons in the
workplace and obtaining a police vet for workers at limited childcare centres.
The regulations:
• set down minimum standards for the management of risks (where no other
control measures are effective) that must be complied with
• set down the administration matters provided for in the Act; for example,
appointment of inspectors
* further expand on information set down in the Act.
The regulations require a PCBU or anyone who controls a place of work to notify
WorkSafe New Zealand of the type of work that is intended, and what dangers may be
incurred, before the work is started.
Unit: Purpose
(Est, time: 1 minutes)
The main purpose of the regulations is to support the impJementation of the Act to
prevent injury and illness to all people at work, as well as people in the vicinity of the
workplace.
The regulations cover:
.
•
•
•
•
•
PBCUs
workers
volunteers for a PCBU and self-employed person on a regular basis
people on work experience
workers loaned by one PCBU to another
workers on aircraft and ships who are employed under New Zealand law.
Unit: Regulations by category
(Est. time: 5 minutes)
The regulations are grouped in four main categories.
General workplace regulations
These cover:
•
•
•
•
•
•
facilities required for the safety and health of employees
precautions to be taken with particular hazards
notification of hazardous construction and forestry work
certificates of competence for certain kinds of work
young people in places of work
agricultural workers' accommodation.
Regulations relating to hazardous machinery
These regulations cover the safe installation, operation and maintenance of
machinery. MBIE's Engineering Safety Unit is responsible for the administration of
these regulations, Including processes for design verification, and inspection by
approved bodies.
To support the regulations and assist users, approved codes of practice have been
developed on the design, manufacture, suppty, safe operation, maintenance and
inspection of each of;
•
•
>
•
cranes
pressure equipment (excluding boilers)
boilers
passenger ropeways.
Regulations relating to the extractives sector
These cover the petroleum and gas industries and underground mining.
Regulations controlling hazardous procedures
These regulations apply to such matters as spray coating and abrasive blasting. They
apply in addition to anything in the Hazardous Substances and New Organisms Act
1996.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 7 minutes)
Health and safety is about looking after people. A safe worksite means we all go home
at the end of the day.
Far too many people in construction get killed and injured at work.
Exposure to dusts (64%) and asbestos (23%) and other airborne substances,
including silica, caused an estimated 185 deaths and 731 hospitalisations in
2010. There were 68 fatal accidents between 2008 and 2014 in the
construction s e c t o r - a n average of almost 10 a year.
P
These are more than just statistics - they represent real people with friends and
family Workplace deaths and injuries take a terribfe toll on our community and
economy.
Every part of the built environment sector has some form of risk associated with the
work. Make it a high priority to manage risk and ensure all reasonably practicable
actions are taken by everyone on a construction site to eliminate or isolate risk.
1, Site Safe. (n,d.}. Worksafe construction safety survery. Retrieved
from: https://www.sitesafe.org.nz/globalassets/guides-and-resources/nz-healtha nd-sa fety- reform/worksafe -co nstru cti on- safety-su rvey-h a ndout, pdf
Unit: Construction Sector Action Plan
( E s t time: 4 minutes)
In 2010, the Department of Labour, together with ACC and the Construction Safety
Council, launched the Construction Sector Action Plan for the years 2010-2013.
It remains in force.
This plan aims at reducing the injury and death toll in the construction sector, with a
particular focus on reducing trips, falls from height and slips. You can access the plan
on the WorkSafe New Zealand website.
Unit: Site Safe New Zealand
(Est. time: 4 minutes)
More useful information is available on the Site Safe New Zealand website.
Site Safe New Zealand is an independent, not-for-profit organisation dedicated to
promoting a culture of health, and safety and reducing deaths and injuries in the New
Zealand construction industry.
Topic: Fact sheets 7.3: The Construction
Contracts Act 2002
Unit: Fact sheet 7.3: The Construction Contracts
Act 2002
(Est time: 7 minutes)
© i Slock
The Construction Contracts Act 2002 protects people who are contracted to do
construction work. This fact sheet describes what the Construction Contracts Act 2002
is and how it is relevant to the New Zealand construction rndustry and to you as a
construction professional.
Background
While the Building Act 2004 focuses on the protection of members of the public, the
Construction Contracts Act 2002 (CCA) focuses on ensuring that people are paid for
the work they do in a construction project.
The CCA defines construction work differently to how building work is defined in the
Building Act 2004. Section 9 of the CCA tells us that the Act applies to every
"construction contract" in New Zealand. Section 6 defines 'construction work* as
follows.
6
Meaning of construction work
(1) In this Ac!, unless the context otherwise requires, construction
work means any of the following work:
(a) the construction, erection, installation, carrying out, alteration, repair,
restoration, renewal, maintenance, extension, demolition, removal, or
dismantling of any building, erection, edifice, or structure forming, or to form,
part of land (whether permanent or not and whether constructed wholly or partly
on, above, or below ground level):
(b) the construction, erection, installation, carrying out, alteration, repair,
restoration, renewal, maintenance, extension, demolition, removal, or
dismantling of any works forming, or to form, part of land; including (i) any road, motorway, aircraft runway, wharf, docks, harbour works, railway,
cableway, or tramway;
(il) any canal, inland waterway, pipeline, reservoir, aqueduct, water main, well,
or sewer:
(III) any electricity, water, gas, or telephone reticulation:
(iv) any telecommunication apparatus or industrial plant;
(v)
any installation for the purposes of land drainage or coast protection:
(c) the installation in any building or structure of fittings forming, or to form,
part of land; including heating, lighting, air conditioning, ventilation, power
supply, drainage, sanitation, water supply or fire protection, security, and
communications systems:
(d) the alteration, repair, maintenance, extension, demolition, or dismantling of
the systems mentioned in paragraph (c):
(e) the external or internal cleaning of buildings and structures, so far as il is
carried out in the course of their construction, erection, alteration, repair,
restoration, or extension;
(f)
any operation that forms an integral part of, or is preparatory to or is for
rendering complete, work of the kind referred to in paragraphs (a) to (d);
including (i)
site clearance, earthmoving, excavation, tunnelling, and boring; and
(il)
laying foundations; and
(iii) erecting, maintaining, or dismantling scaffolding or cranes; and
(iv) prefabricating customised components of any building or structure,
whether carried out on the construction site or elsewhere; and
(g)
site restoration, landscaping, and the provision of roadways and other
access works:
(h) the painting or decorating of the internal or external surfaces of any building
or structure.
(1A) Construction work includes—
(2) Despite subsection (1), construction work does not include any of the
following
work:
(a)
drilling for or extracting oil or natural gas:
(b)
extracting {whether by underground or surface working) minerals,
including tunnelling or boring, or constructing underground works, for that
purpose.
Unit: Purpose
(Est. time: 1 minutes)
The purpose of the Act is given in section 3, which states that the Act aims to:
• facilitate regular and timely payments between the parties to a construction
contract
• provide for the speedy resolution of disputes arising out of construction contracts
• provide remedies for the recovery of payments under construction contracts.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 10 minutes)
Cashflow Is the lifeblood of the contractor.
•
•
•
This quote is as meaningful today as it was in 1970 when it was first uttered by
Lord Denning. The construction industry is characterised by relationship chains such
as client-contractor-subcontractor-supplier-manufacturer. A late payment in one of
the links of the chain can lead to insolvency or other hardship further along the chain.
The CCA aims to prevent this hardship by ensuring that payments are made promptly.
Mechanisms used to achieve this include:
• the abolition of conditional payment clauses (such as pay-when-paid clauses)
• the introduction of procedures for ensuring prompt payment.
Conditional payments
Conditional payment clauses are clauses that make payment to a person conditional
on some event In the context of construction contracts, these clauses commonly state
that the subcontractor will not be paid until the main contractor is paid by the client
These clauses hold up the flow of cash and can result in serious hardship to
subcontractors, suppliers and others further along in the contractual chain. Therefore,
any contract that has the statement or any reference that 'you will be paid when we
are paid' is not allowed under law, and has been abolished by section 13 of the A c t
13
Conditional payment provisions ineffective
(1) A conditional payment provision of a construction contract has no legal
effect and accordingly (a) is not enforceable in any civil proceedings; and [this means that you
cannot use this as a defence for not paying].
(b) may not be used as a basis for withholding progress payments that are
due and payable under the contract.
(2)
In this section,-
amount owed, in relation to a construction contract, means either the whole or
part of any amount of money owing for construction work that has already
been carried out under the contract
conditional payment provision of a construction contract means a
provision of the contract (a) that makes the obligation of one party (party A) to pay an amount owed
to another party (party B) conditional on party A receiving payment from a
further party (party C); or
(b) that makes the due date for payment of an amount owed by party A to
party B contingent on the date on which party A receives payment from party
C; or
(c) that is commonly referred to in the construction industry as a ''pay when
paid" or "pay if paid" clause of & construction contract; or
(d)
that is of a prescribed kind (if any).
Procedures for ensuring prompt payment
The CCA creates a progress payment regime in order to ensure prompt payment. As
a starting point, it is important to remember that the parties to a construction contract
are entitled to agree on:
•
•
•
•
the
the
the
the
number of progress payments to be made
frequency of payments (for example, weekly, monthly or every two months)
amount of each payment
date when each payment will become due.
If the parties to the contract do not agree about these things, under the old law (before
the CCA) the contractor was not entitled to progress payments. The CCA has
changed this, by introducing 'default provisions':
• The default provisions apply unless the parties have agreed otherwise.
• The default provisions apply to commercial construction contracts only.
• The default provisions are contained in sections 16-18 of the CCA; these
include:
o A contractor is entitled to monthly payment.
o The amount the contractor is entitled to claim is calculated by referring to
the contract price, the rates or prices set out in the contract or the
reasonable value of the work done.
o A payment claim must either be disputed or paid by the customer within
20 working days.
Note; Under many standard construction contracts, the contractor will not need to rely
on the default provisions in the CCA, as the contract will have provided for regular
progress payments and will state how these payments are to be calculated.
Payment claims
The sections regulating payment claims are default provisions. They, therefore, appiy
only if the contract does not already provide for them or if the contract is a noncommercial contract.
A payment claim is a formal demand for payment Under section 20 of the Act, a
person who is entitled to payment under a construction contract may issue a payment
claim on the party owing the payment. In order to qualify for protection under the CCA,
the payment claim must:
t be in writing
• contain sufficient details to identify the construction contract to which the
progress payment relates
• identify the construction work and the relevant period to which the progress
payment relates
• indicate a claimed amount and the due date for payment
• indicate the manner in which the payee calculated the claimed amount
• state that it is made under the CCA.
Payment schedules
Note: The sections regulating payment schedules are default provisions. They,
therefore, apply only if the contract provides for them or if the contract is a commercial
contract.
Once the contractor has presented the payment claim to the client (or the
subcontractor has presented his payment claim to the contractor), the client has a
choice. The client has 20 working days to:
• make payment in terms of trie claim, or
• do nothing, or
• argue that they owe less by responding with a valid payment schedule
{discussed below).
Note: If the client chooses the second route, and does nothing, it will be taken that
they have accepted the full amount claimed, and the fulf amount claimed will be due.
It the client chooses the third route, they must issue a payment schedule.
The payment schedule is a document issued by the client (or contractor if a
subcontractor is seeking payment) in which the client shows how much they think they
owe the contractor. A payment schedule must show:
•
•
•
•
how much the client believes is owing
how this amount was calculated
why the payment schedule shows a lesser amount than the contractor claimed
why money is being withheld.
Figure 7.1 shows the options and the flow-on effect when a contractor submits a
payment claim.
Contractor submit* payment claim
O l M t deputet
amount claimed
Client pay* full
j mount claimed
r
Client doe I nothing
r
1
Amount in
Chen! i » u «
pjyrnent schedule
W t o m e i due
I
I
1
Contractor
accept* ttiiv
Contractor
d e p u t e * this.
Client pays
Client does
{
1
I
< •K I T
F i g . 7.1 T r a c k i n g a c o n t r a c t o r p a y m e n t c l a i m
© Tha Open Polytechnic of New Zealand
As discussed above, payment becomes due if:
Client does
Court
Ad)udkailun
• the client does not dispute the payment claim with a payment schedule
• a payment schedule is issued (in which case payment of the lesser amount is
due).
If payment is not made, the creditor can:
• recover the debt in court
• serve notice of the intention to suspend work
• go to adjudication if there Is a dispute as to the amount owing.
Note: Since these are default provisions, the contractor (creditor) is not entitled to
suspend work unless the contract provides for it or it is a commercial contract. It is
dangerous to assume that you can suspend work just because you haven't been paid.
Unit: Further resources
( E s t time: 4 minutes)
You can access the CCA on the New Zealand Legislation website.
The Consumer website has further useful information (enter Construction Contracts
Act in the search field).
The
website is also useful.
Topic: Fact sheets 7.4: The Consumer
Guarantees Act 1993
Unit: Fact sheet 7.4: The Consumer Guarantees Act
1993
( E s t time: 1 minutes)
© iStock
The Consumer Guarantees Act 1993 protects consumers by providing them with
guarantees that apply to goods and services that they purchase. This fact sheet
describes what the Consumer Guarantees Act is, and how it is relevant to the New
Zealand construction industry and to you as a construction professional
Background
As the name suggests, the Act introduces certain guarantees into consumer
contracts to protect consumers.
Unit: Purpose
( E s t time: 1 minutes)
Consumers have lights when we buy goods and services. Sometimes, people can
contract out of the guarantees in the Act. For example, services must be provided
within a reasonable time, but the parties to a contract can agree that work will be done
in a month's time, or a year's time, or any other period, even If this is not a reasonable
period.
ion 1A of the Act outlines its purpose.
Unit: Relevance to the New Zealand construction
industry
(Est, time: 6 minutes)
When a purchaser buys goods, the guarantees in the contract are:
•
•
•
•
the goods will be of acceptable quality
they will be fit for purpose
the purchaser will get ownership of the goods
the goods will match any description of them given by the seller in
advertisements or sales brochures or orally
- the goods will match any sample model
• the goods are sold for a reasonable price (if the parties have agreed on a price or
pricing formula this guarantee does not apply).
When services are supplied, the guarantees in the contract are:
t that reasonable care will be taken In performing the service
• the service will be performed in a reasonable time (if the parties have agreed a
time for performance this guarantee does not apply)
• the services will befit for purpose
• that a reasonable price will be charged for the services (if the parties have
agreed on a price this guarantee does not apply).
You will have noticed that the guarantees use the words 'reasonable' and 'acceptable*.
'Reasonable quality' will depend on the circumstances of each case. A reasonable
quality is one we expect of a good or service of that particular type and price.
Acceptable quality means that goods or services:
•
•
•
•
do what they are made to do
are acceptable in appearance and finish
are free from minor defects
are safe and durable.
If goods or services do not meet the guarantees in the Act, the consumer can insist
that things be made right.
• If the defect is minor, the seller can choose to fix it rather than replace the goods.
If this choice is made, the seller must fix the defect within a reasonable time. If
the seller does not fix the goods within a reasonable time, the purchaser may
choose to get it fixed and claim the cost of fixing from the seller.
* If the defect is substantial, the purchaser can insist on getting a replacement or
cancelling the contract. The purchaser can also claim damages.
Unit: Online legislation
( E s t time: 5 minutes)
You can gain free online access to the Act on Ihe New Zealand Legislation website.
The MBIE website also has useful information relating to your rights under the
Consumer Guarantees Act,
Topic: Fact sheets 7.5: The Companies Act
1993
Unit: Fact sheets 7,5: The Companies Act 1993
(Est. time: 1 minutes)
i Slock
This fact sheet looks at the significance of the Companies Act 1993 and how it Is
relevant to the construction industry today.
Background
The Companies Act 1993 is the law under which a company is formed, or
incorporated. It specifies what requirements a company needs to fulfil to be
recognised legally and to operate legally in New Zealand.
Unit: Purpose
(Est. time: 1 minutes)
The Companies Act 1993 was passed in the wake of the share market crash of 1987,
which was seen by many as a result of the misuse or abuse, by company directors, of
their duties to shareholders and creditors. The main purpose of the Companies Act
1993 was to clearly outline the responsibilities and duties of company directors.
Unit: Content
( E s t time: 3 minutes)
All New Zealand companies are required to be registered under the Companies Act
1993. This Act holds the directors of registered companies liabfe for their actions,
specifies the rights and remedies of shareholders, and requires companies to ensure
that they are financially solvent
Among other things, the Companies Act 1993 covers:
• standard provisions for companies that do not have a constitution, as well as
provisions for companies that do choose to adopt a constitution
• insurance provisions
• directors' certificates, in which directors must certify they meet the requirements
of the Act
• shareholders'rights and remedies
• solvency requirements.
L)
Unit: Relevance to the New Zealand construction
industry
( E s t time: 5 minutes)
The Companies Act 1993 covers both small and large businesses, including individual
tradespeople who are operating limited liability companies. Because of the complex
interrelationships of these companies in any construction project, the entire project
can come unstuck if one or more companies is financially stable and ceases trading
during the project
Two sections of the Companies Act 1993 are particularly relevant to the construction
industry in terms of ensuring that a company does not continue to operate while it is
not financially solvent (that is, its assets are worth less than its liabilities, and it cannot
pay its bills).
Section 135 (reckless trading) states that:
A director of a company must not—
• agree to the business of the company being carried on in a manner likely to
create a substantial risk of serious loss to the company's creditors; or
• cause or allow the business of the company to be carried on in a manner
likely to create a substantial risk of serious loss to the company's creditors.
Section 136 (duty in relation to obligations) states that;
* A director of a company must not agree to the company incurring an
obligation unless the director believes at that time on reasonable grounds that
the company will be able to perform the obligation when it is required to do so.
If your company is forced into liquidation, it is a good bet the liquidator will want to
know if the business had been trading while insolvent. If so, they are very likely to take
a close look at the directors, with a view to recovering any debts the company owes
from the directors personally.
Unit: Online legislation
(Est. time: 5 minutes)
You can gain free online access to the Act on the New Zealand Legislation website.
The New Zealand Companies Office holds the register of all New Zealand companies,
directors and shareholders.
Topic: Fact sheets 7,6: The Electricity Act
1992
Unit: Fact sheet 7.6: The Electricity Act 1992
(Est. time: 1 minutes)
© iStock
This fact sheet looks at the purpose of the Electricity Act 1992 and how it is relevant to
the construction industry today.
The purposes of the Electricity Act 1992 are to:
provide for the regulation, supply and use of electricity in New Zealand
protect the health and safety of members of the public in connection with the
supply and use of electricity in New Zealand
promote the prevention of damage to property concerning electricity
provide for the regulation of fittings and electrical appliances that may
be exported
provide for the regulation of electrical workers in New Zealand.
Unit: Relevance to the New Zealand construction
industry
(Est time: 3 minutes)
The Act requires that any work done of a nature outside of Regulation 57 of the
Electricity (Safety) Regulations 2010 must involve a registered electrician. These
regulations cite several New Zealand electrical codes of practice, which are listed in
Schedule 2.
All registered electrical workers must hold a practising licence to carry out prescribed
electrical work, as set out in section 98 of the Act.
The Act empowers the Electrical Workers Registration Board (EWRB) to make rules
relating to electrical regulation; for example, teaching guidelines and examinations.
The work that an unregistered electrician can do is described In sectior
Electricity (Safety) Regulations 2010.
of Ihe
Unit: Further resources
(Est. time: 5 minutes)
You can view or download a copy of the Act from the Jew 2
Legislation website.
Further useful information is available on the
website.
Topic: Fact sheets 7.7: The Gas Act 1992
Unit: Fact sheets 7.7: The Gas Act 1992
(Est. time: 1 minutes)
© i Stock
This fact sheet looks at the purpose of the Gas Act 1992 and how it is relevant to the
construction industry today.
The purposes of the Gas Act 1992 are to:
• provide for the regulation, supply, and use of gas in New Zeaiand
• provide for the regulation of the gas industry in New Zealand
• protect the health and safety of members of the public in connection with the
supply and use of gas in New Zealand
• promote the prevention of damage to property in connection with the supply and
use of gas in New Zealand.
Unit: Relevance to the New Zealand construction
industry
( E s t time: 1 minutes)
The significance to the construction industry is the licensing of tradespeople.
Unit: Further resources
( E s t time: 4 minutes)
You can view or download a copy of the Act from the New Zealand
Legislation website.
Topic: Fact sheets 7.8: The Plumbers,
Gaslifters and Drainlayers Act 2006
Unit: Fact sheets 7.8: The Plumbers, Gaslifters and
Drainlayers Act 2006
(Est. time: 1 minutes)
This fact sheet looks at the purpose of the Plumbers, Gasfitters and Drainlayers Act
2006 and how it is relevant to the construction industry today.
The purposes of the Act are:
• to protect the health and safety of members of the public
• to ensure the competency of persons engaged in the provision of sanitary
plumbing, gas-fitting and drain-laying services
• to regulate those persons.
The Act also covers exemptions such as employer licences. The Plumbers, Gasfitters,
sBc;
is responsible for plumbers, drain-layers and gas-fitters under
the Act.
Unit: Relevance to the New Zealand construction
industry
(Est. time: 1 minutes)
The significance to the construction industry is the licensing of tradespeople.
Unit: Further resources
(Est. time: 1 minutes)
You can view or download a copy of the Act from the New Zealand
Legislation website.
Topic: Module 7: Job sheet
Unit: Module 7: Job sheet
(Est. time: 25 minutes)
Your brief
The Board is about to sign the contract with Hamilton Contractors Ltd for the design
and build of the new school gymnasium.
Unfortunately, the work wiil have to start in the middle of the school term, so both the
contractor and the trustees are nervous about having students and staff all onsite at
the same time, especially as the students will have to pass by the construction site to
get to class.
Your task
What are the implications of this workplace scenario?
Write a paper for the Board to consider, noting the issues raised in the brief. Provide
background on the Health and Safety at Work Act 2015, its purpose and its relevance
to the present situation. You need to note the hazard management practices that wiil
ensure the safety of the staff and students. You also need to note the work the Board
needs to do with the contractor to ensure a safe environment to work in.
Activity T i t l e : Activity
Online Activity: Please view online
Topic: Module 7: Job sheet discussion
Unit: Module 7: Job sheet discussion
(Est. time: 10 minutes)
Available online only, Please visit page online
Unit: Module 7: References
(Est. time: 1 minutes)
Site Safe, (n.d.)- WorkSafe construction safety survery. Retrieved from
h ttps ;//www. s itesafe. org. nz/g lo bal a s sets/g u i des-a nd- resou rces/nz-h e a Ith-a n d -safetyreform/worksafe-con struct! o n-safety-s u rvey-han do ut. pdf
WorkSafe New Zealand. (2016, April 21). Tool 3: Managing risk in construction
(ftoorplan) [Video file]. Retrieved from https://www.youtube.com/watch9v-n3jwo2jipvY
WorkSafe New Zealand, (n.d.). Enforcement policy. Retrieved from
http s ://worksafe. g o v t nz/l aws-an d-regul alio n s/ope rati on a l-pol i cy-fra me work/reg u latoryfu n ction-pol icies/enforce ment-pol i cy/
Module: Conclusion
Unit: Congratulations, you've completed the
course
(Est. time: 1 minutes)
Ka pai koe, kua tata koe ki te mutunga!
If you have made it this far you are almost done. Once your assessment is completed,
you will have finished the course. Ka pai!
We hope you have enjoyed the learning experience and that the course will be useful
and rewarding for you in the future. We wish you the very best for your career and
with any future studies.
We recommend you follow this course with CON102 Construction Law and
Administration. This course will provide you with insight into how a construction project
is administered from start to finish, along with the key laws and standards that
regulate the construction industry in New Zealand.
We welcome feedback on our courses, so please let us know what you found most
useful, along with any areas that we could improve on. You can post comments to the
Feedback forum below, email your Course Leader, or post to the Open Polytechnic
Facebook and Twitter sites. We look forward to hearing from you!