NZRAB

CASE STUDY
Marcus Richardson
June 2021
 This is a submission to the New Zealand Registered Architects Board for considerations to
become a Registered Architect

23.06.21

Acknowledgment to the companies and people who contributed to the successful projects
that are being used for my case study
Gel Architects ltd: Graeme Wrack, Isthmus Group:, Andrew Mirams, Scott McKerrow,

A B C D E F
PROJECT 1 Kumeu Centre Township: Stage 01
PROJECT 2
Concord Place Residential Multi Unit
PROJECT 3
Northcote Social Housing
 CONTENTS

CONTENTS ..................................................................................................................................................... 1
PROJECT INTRODUCTIONS ............................................................................................................................. 2
LOT 01 KUMEU CENTRE TOWNSHIP ............................................................................................................... 3
CONCORD PLACE ........................................................................................................................................... 5
NORTHCOTE SOCIAL HOUSING ....................................................................................................................... 8
P1 A1 - PROJECT INITIATION AND PRE DESIGN .................................................................................................. 12
P1 B1 - CONCEPT AND PRELIMINARY DESIGN (B1) ............................................................................................ 16
P2 B2 - DEVELOPED DESIGN(B2) .................................................................................................................. 21
P2 C - DETAIL DESIGN........................................................................................................................................ 26
P3 D - PROCUREMENT ...................................................................................................................................... 32
P3 E - CONTRACT ADMINISTRATION ................................................................................................................. 38
P3 F - PRACTICE CONDUCT AND OFFICE MANGEMENT ...................................................................................... 43

APPENDIX…………………………………………………………………………………………………………………………………………………..46
APPENDIX A…………………………………………………………………………………………………………………………………………………47
APPENDIX B1……………………………………………………………………………………………………………………………………………….60
APPENDIX B2……………………………………………………………………………………………………………………………………………… 91
APPENDIX C C……………………………………………………………………………………………………………………………………………106
APPENDIX D………………………………………………………………………………………………………………………………………………..134
APPENDIX E………………………………………………………………………………………………………………………………………………..196
APPENDIX F F…………………………………………………………………………………………………………………………………………… 6 2166

1
PROJECT INTRODUCTIONS

2
LOT 01 KUMEU CENTRE TOWNSHIP
Kumeū
Auckland
Experience Areas A&B1
Gel Architects

Client Matvin Group

Building 01 & 02 Floor Area 1,199m2

Estimated Value <$3,000,000,00

Contract for Services AAS

Urban Design Transurban

Architects Gel Architects

Landscape Shafer Design

Traffic Engineer Team Traffic

Planning Barkers Associates

Master Planning Civil Engineer MSC

Subdivision Developer Branton Developments

Gel Team Structure Principal Architect

Project Leader

3
Project Description
Kumeu is located 4.5km at the end of Auckland’s North-western SH16 motorway, 16km
from the popular beach Muriwai and is 26km from Auckland City Centre. In 2017 Auckland
Council released The Kumeu-Huapai Centre Plan a framework to guide how the town
centre area can be developed for the next 30 years. The Centre Plan planning included
new zoning for a Business – Town Centre, situated adjacent the existing cluster of shops
on SH16. Lots 1 & 2 for this town centre subdivision were put on the market in October
2018 and Lot 01 was purchased by Matvin Group.

The consultants for the land development were Cato Bolam who provided the civil
engineering drawings and 3D modelled survey. The large town centre lots would be
delivered as flat serviced sites on freehold titles. Kumeu Centre civil works; roads, road
signage and markings, footpaths, street lighting, street furniture and rubbish bins were
completed at the time of starting the project.

Kumeu Central is a response to the Auckland’s 30-year growth strategy and offers retail,
commercial, mixed use zoning as well as up to 300 residential units all located within
walking distance to the new town centre. The town centre is one of four areas of high
growth in the area, including Riverhead, Huapai and Muriwai, and as a result very high
traffic congestion is a common problem, with limited bus options and no train even though
there is a useable main railway network line adjacent the development on SH16.

Scope of Services
Gel Architects was engaged from pre-design to preliminary design which included the
delivery of the Resource Consent and following this Gel Architects would offer their
services for full documentation for building consent. The level of service was lead
consultant and the production of Resource Consent drawings. At the conclusion of the
project this extended to preliminary layouts for an office fitout for one of the anchor tenants.

Involvement
I was the project lead for this project under the Director of Gel Architects.
My responsibilities included everyday communicating (including the client) handling of all
of the project’s design, production of drawings and interfacing and co-ordination of the
multiple consultant’s design options and requirements into the project.

Experience Area
The Kumeu Centre Township covers experience area A-B, excluding developed design
based on the Guide to the minimum standards for initial registration

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CONCORD PLACE
Glen Innes
Auckland
Experience Areas B2 & C
Gel Architects Ltd
Role – Intermediate/Senior Graduate

Client Japan Homes

Building 01 & 02 Floor Area 585m2

Estimated Value >$1,000,000.00

Contract for Services AAS

Architects Gel Architects

Landscape Architects Stellar Projects

Structural Engineer THL Design Group

Geotech Moss Engineering

Civil Engineer MSC

Gel Team Structure Principal Architect

Project Lead
Assisting Senior Technician

Fire Engineer Origin Fire

5
 Project Description
Concord Place is an Eastern Auckland central suburb close to the Tāmaki River Estuary.
Tāmaki Regeneration is an Auckland Council initiative for the area’s new growth and
development programme.

The large housing, public transport infrastructure and re-planning to the area has created
interest with private developers as demonstrated by this project. The site is 803m2 the
existing house was removed and replaced with 5 units, each with a footprint of 61.88m2.
The site is at the end of a cul-de-sac and close to Point England Walkway and cycle path, a
pool and leisure centre, and Point England Primary and Kindergarten.

The buildings were primarily designed by another architect in London and formed the
design brief at the preliminary stage. As a side note: the petite size and the roof line shapes
of the proposed buildings are a good example of medium density in some of London’s
fringe boroughs, and the scheme therefore is an appropriate response of scale and
suitable typology for this zone and site.

The repeated form, materials, dimensions, interior cabinetry and stairs allowed for
standardisation and efficiencies for all parts of the project.

Scope of Services
The client is a design and build development and construction company. Gel Architects
was engaged from concept design to deliver the approved scheme for Resource Consent
and following this Gel Architects offered its services for full documentation for Building
Consent. In both approved fees Gel Architects was the lead consultant.

Involvement
I was the project lead and lead consultant for the delivery of the building consent package,
with support from senior technician/cad manager.
My responsibilities included everyday communications (including with the client) handling
all of design changes and approvals, production of drawings and co-ordination of the
consultants drawings into the into the project.

Experience Area
Concord place covers experience area B2, developed design and D, based on the guide to
the minimum standards for initial registration

BACK
NORTHCOTE HOUSING NEW ZEALAND
Northcote
Auckland
Experience Areas D&E
Isthmus Group Ltd
Role – Intermediate Graduate

Client HLC (2017)

Combined Sites 11,867m2

Estimated Value $12,000,000.00

Contract for Delivery NZS3910:2013 / HNZ Variation

Project Managers RCG

Architects Isthmus Group

Landscape Architects Isthmus Group

Geotech Soil & Rock

Planning Campbell Brown Planning

Structural Engineer ACH

Quantity Surveyor BQH

Building Services Ecubed

Principal Architect
Isthmus Team Structure Project Lead
Architectural Graduate
Landscape Architect

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Project Description
Northcote is a city fringe suburb on the North Shore, located 13km from Auckland Central
and 3.5km from Takapuna Central and is currently a low-density suburb with a library,
Town Centre, public space, sports field and local Primary and Intermediate schools.
Northcote is on an arterial route to Glenfield and has very good access to multiple bus
routes.
As part of the Government’s strategic plan of increased density, a Northcote Framework
Plan was released in 2016 that identified the scope and proposed density and town centre
renewal. The Homes Land Company (HLC), which was previously the Housing New
Zealand development subsidiary, was responsible for delivering the master plan, an
important development for Auckland. In 2019 the Crown Entity Kāinga Ora was formed
merging the KiwiBuild Unit, HNZ and HLC..

Stage 1 involved the replacement of 300 homes with 1200 units, 400 of those to be social
housing and the remainder a mixture of open market homes.

The project was across three sites, Tonar Steet, Potter Avenue and Cadness Street.

20 HNZ homes were removed and to be replaced with 43 new two-storey homes of
varying typologies from detached to duplex homes with 2, 3 and 4 bedrooms.

The ethos for the design of the homes was based on standardised components and
materials and modular footprints and floor plans, roof forms, window sizes, stairs and
cabinet joinery. Cross laminated timber mid floor panels supplied by Xlam were used for
the midfloor with the intention to use this fairly new panel technology for the wall
construction in the future stages.

Brief
The brief was to design an everyday home for everyday people. All houses were to be two-
storey to accommodate a diverse range of residents with a mixture of house sizes and two
typologies, standalone and duplex with inbuilt single garaging, private outdoor spaces.
The house lots were freehold titles.The homes were to be energy efficient, warm, dry and
healthy, and designed for the way that we live today.

Scope of Services
This was a full-service project from pre-design to contract observation that involved both
Isthmus architecture and landscape architect’s teams working together on the design and
production of Resource Consent and Building Consent drawings, including tender
documentation and observation of the contract works. Additionally, the project also
involved renders for communicating to the community and marketing and promotion.

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 Involvement
The pre-design, Resource Consent and developed design was completed prior to my
involvement. I started during the detailed design stage with four other people forming the
detail design team. I was primarily responsible for lot 1 – 9 of the project site Potter Ave,
handling the day-to-day communication with the geo tech and structural engineer,
responsibility for team meetings and updates, and coordination with Professional Building
Consultants Ltd (PBC) for processing the building consent on behalf of Auckland Council
(Northern Area). This included applying for works over approval to Watercare, an Auckland
Council controlled organisation that upgrades and services waste-water and water supply
to the Auckland Region. I joined the project after the initial briefing and first preliminary
sketched floor plan and reference images were presented.

Experience Area
The Northcote project covers experience areas B – E based on the Guide to the minimum
standards for initial registration.

BACK
PROJECT ONE
LOT 01 KUMEU CENTRAL TOWNSHIP

EXPERIENCE AREAS A&B1(Preliminary Design)

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 A

A1 - PROJECT INITIATION AND PRE DESIGN

A1 The brief for the project as well as budget and time constraints have been established
and assessed.
A2 Ethical practices are followed.
A3 The extent of the architect’s services and the basis of the architect’s charges have been
established.
A4 The role and basis of employment of any other specialist consultants required has been
established.
A5 Topographical and climatic conditions and any existing services have been identified.
Existing constructions have been investigated, including options for reuse.
A6 Legal status and Resource Management issues relating to the site have been identified.

A1 The Brief
Graeme Wrack, Director of Gel Architects was in continual discussion with the client,
Matvin Group, as there were a number of different projects Gel Architects was
commissioned to do for Matvin Group. A series of emails followed and further confirmation
of the project with the purchasing of the site. The client has a strong desire for, and very
good knowledge of, concrete pre-cast panels and steel portal as materiality and structural
systems. Graeme was aware of this, which translated into a familiarity between client and
architect from the start of the project.

Appendix 1 (Refer to client email)

A comprehensive briefing document was not established due to the close working
relationship between Matvin Group and Graeme, and the quick nature of the project.
Generally, a project that involves other stakeholders would lead to a briefing meeting,
which would identify the scope of the project and raise any risks (including planning
constraints), and confirm any due diligence already undertaken. It is also common to have
a planner at a briefing meeting when it is already established that a Resource Consent is
required as was the case with this project. It would have been beneficial for earlier
engagement with the planner in this case, as the project is on a development of
significance and because of the complexity of the precinct controls and rules for the new
town centre that would apply constraints on the proposed buildings.

Budget
The initial GFA, number of levels and standard detailing of the new buildings was supplied
by the client, which provided an understanding of the quality of buildings the client was
wanting. This was further reinforced by the initial floor plan and reference images Gel
provided.

11
The client is a well-established design and build commercial developer and has a good
understanding of the costs associated with two-storey buildings using and steel and
concrete structural systems.

Understanding the cost of a project is critical from a client relationship point of view and
crucial to the success of the project.

Time Constraints
The client is well aware of the design and consenting processes and set a tight time frame
of eight weeks for the Resource Consent application to be lodged. Milestones were not
initially established as the project was moving rapidly and there was overlapping between
pre-design and preliminary design to fast track the project.

Appendix 2 (Refer to client email)

An email confirmed that Gel Architects had the capacity and could meet the deadline
agreed on.

Appendix 3 (Refer to programme)

A2 Ethical Practice
The previously established working relationship provides a level of credibility and
understanding for the client as to the quality of work and the deliverable capacity of Gel
Architects, therefore suitability of the engagement becomes less of a consideration unless
a previous project has required significant compromise. Even with a returning client it is
important to check resourcing serviceability and employ new resources as required.

Appendix 4 (Refer to email)

A3 Architects Services
The Agreement for Architects Services (AAS)is a contract between the client and the
architect that defines the fees, scope of services, possible types of consultants required
and the conditions of the contact, which can only be used by a registered architect. The
AAS is written to protect the architect and client equally.

A written fee proposal can be used and also establishes a contract with the client and
defines fees, services and scope.

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A4 Separate Consultants
Matvin Group have a preferred stable of consultants they use who were also familiar to Gel
Architects having worked on other Matvin Group projects therefore the suggestions
proposed to the client were based on this.

An Urban Design consultant was also suggested to support the Resource Consent
Assement for Environmental Effects due to the public nature of the site and the head
tenants programme requiring a drive through. A traffic engineer was also added to the
project team because of the drive through and parking allocations and a civil engineer to
provide stormwater solutions to meet the conditions of the subdivision Resource Consent.

Appendix 5 (Initial email to consultant)

A fire engineer was not engaged, this was probably due to the client and Gel Architects
experience with this type of building dimensions, purpose group and number of stories,
also the tight time frames and availability of a fire engineer at short notice. Not having a fire
engineer provides risk and delays to the project especially at the developed design phase
as fire is not assessed for Resource Consent.

Major changes to the buildings form could trigger an amendment to the Resource
Consent, however if the changes are judged by the planner and ultimately the council
within scope of the planning objectives it would go on record as a change without an
amendment.

All of the consultants were engaged as separate consultants as this creates less
administrative, coordination and financial risk compared to engaging as a sub-consultant.

A5 Site Investigation
The subdivision below ground infrastructure, roading, planting, street paths, lights and
rubbish bins were completed. A certificate of title was not yet issued from Land
Information New Zealand for the development. We were provided the civil engineering
information from the subdivision consultants.

I was not assigned a site visit instead interpreted site photos and GIS maps. However it
was with luck that I went to site on my own accord prior to a work function that was
located in that area. I walked the two main areas zoned as town centre, evaluated the
connection of the two areas, the roads and the site and took a number of photos including
the context, neighbouring sites and SH16.

Appendix 6 (Refer to site photos)

13
A6 Planning Issues
A certificate of title had not been issued at the time of Gel Architects engagement but a
sale and purchase agreement was in place, and when it came time for the Resource
Consent application, the sales and purchase agreement was used as proof of land
ownership. A settlement timeframe for buying from a subdivision development is generally
based on the issuing of the certificate of title from Land Information New Zealand.
A certificate of title is an important document at the start of a project that confirms
ownership and legal status of the land, as mentioned previously. It also lists interests (such
as covenants, mortgages, easements, leases and building line restrictions), legal
instruments or deeds, and easements that could have an effect on the project.

At the beginning of the project the Resource Consent for the Kumeū Central subdivision
had not been included in the briefing.

The new Huapai and Kumeū Business – Town Centre automatically required a Resource
Consent because of the conditions related to the development subdivision. The planning
objectives and rules related to zone and site were complex and required a thorough
understanding to establish the specific objective of the town centre precinct and what
influence and constraint it would have on the buildings location on the site, such as
amounts of glazing, massing, heights and floor area.

The summary of all of the controls was collated once the Resource Consent document
was purchased.

Appendix 7 (Planning rules for the precincts)

Appendix 7.1 (COT)

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 B1

Concept and Preliminary Design

(Refer to project two for developed design sections B5 – B10)

B1 Generate a design concept that can be realised as a building in response to the design
brief, user requirements, the physical location and the wider urban or rural context.
B2 The design concept and its development demonstrates the exercise of critical choice,
aesthetic judgement, and creative imagination and demonstrates a clear and coherent design
approach. The design concept and its development demonstrates an understanding of
architectural history and building traditions and an understanding of relevant social, cultural
and environmental issues including issues of sustainability.
B3 The design concept and its development demonstrates compliance with the law, relevant
codes, regulations and industry standards for development, design, construction and services.
B4 The development of the design concept demonstrates knowledge of the ethical basis, laws
and statutes that regulate the practice of architecture.

B1 Responding to the Brief

I joined Gel Architects around the same time as the project started and before the initial
design meeting took place. I was not requested to join this meeting even though I was
assigned this project. At the meeting the proposed floor plans and building references of a
similar typology and scale were presented to the client. The proposal responded very
strongly to the anchor tenant’s requirements of a fast food programme with a drive through
but did not address appropriately enough of the precinct rules and objectives.

Because the project was a high priority project due to the tight programme, and as such
there was no bulk & location, nor was there a comprehensive briefing from the planners as
to the precinct requirements, meant the initial design response was off the mark, even
though the client and the anchor tenant were satisfied with the first sketched plans and
elevations.

B2 The Design Concept

The initial design driver, materiality and spatial thinking were presented by the Director of
Gel Architects and later summarised in a email. Kumeu has a rich horticulture and wine
history therefore wine and orchard building forms, gable roofs were proposed.

The Material suggestions were rusticated to support the wine and orchard concept, being
off the boards concrete, Espan some timber and Corten.

Appendix 8 (Refer to email correspondence)

The gable roof and materiality were generally accepted by the client and is another
example of understanding the client because of the working relationship, therefore
shortening up the phase and moving the project forward.

15
I was briefed on the project at a stage that included the initial drawings presented to the
client, which required changes and then would be issued for comment to the anchor
tenant.

The concept drivers were researched, including the district’s history and early settlement.
Following this, sketched space plan options, site analysis and form (including sketched
perspectives) were completed. Mana whenua was not considered as part of the design
process but was involved in the Kumeū regeneration workshops with Auckland Council.

Appendix 9 (Refer to floor plan sketches)

Upon understanding the precinct rules and objectives in more detail it became apparent
that the scheme was not compliant mainly due to the proposed building setback from the
boundary, to make allowance for the vehicle drive-through. The precinct objective for a
minimum setback was to ensure public activation along the street and a sense of
enclosure to support the one way, cobble stoned slow street. The precinct plan defined a
list of rules for primary streets that related to the development’s master plan and urban
design.

I further developed another option that removed the drive-through from the primary street,
Putaki Drive.

Appendix 10 (Refer alternative drive through sketch)

Appendix 110 (Refer to perspective sketches)

This option was emailed to the client and not considered further as there were four less
drive-through queuing spaces. I found this to be a disappointing response and one that
could have been better negotiated. The option was appropriate for the new township, and
better aligned with the precinct objectives and rules.

B3 Compliance
The initial design scheme with the setback was distributed to all consultants, and at this
stage it was drawn up in ArchiCAD. In the first client and consultant meeting, the Urban
Designer raised their concerns related to the setback and tabled an alternative option for
the drive-through, similar to the scheme that was rejected by the anchor tenant. Gel
Architects’ alternative scheme was then tabled in support of the urban designer’s proposal.
The planner also backed the alternative scheme as more compliant and easier to secure
approval. It was highlighted that confirmation from Auckland Council was required to
identify which streets were the primary streets, as this was driving the whole design. The
interpretation of precinct rules was not difficult and between the planners, ourselves and
the urban designer, we were confident that the site was located on two primary streets,but
16
clarification was optimal given the level of influence and constraints it put on the project.
There was no fire engineer engaged for this project as mentioned previously.

The traffic engineer also reviewed the alternative plan and approved it in principle, but
needed to check turning circles.

The pedestrian and vehicle interfacing would require more assessment and design
reviews to ensure safety of pedestrians as the alternative scheme proposed a small shared
space. This was developed with the urban designer, and cleanly demarcated areas, using
raised and lowered lane heights and changing surfaces.

Appendix 13 (Refer email correspondence)

Appendix 12.(Refer to sketch pedestrian movement & elevations sketches)

It was later confirmed through Auckland Council via the planners that the site’s two
adjacent roads were both primary streets.

It was also confirmed after the subdivision Resource Consent had been reviewed, that the
conditions of the subdivision Resource Consent required stormwater discharge specific
run off devices to be used that allowed appropriate filtration of vehicle oils. A civil engineer
was engaged after three weeks into the project. Their scope of work was minor and did
not impact on the programme.

The initial meeting allowed the project to gather momentum very quickly and allowed all
the consultants to reacquaint themselves with the project and understand its scope, as
well as the timeframe for lodging Resource Consent. This meeting included discussion of
areas of immediate concern, next steps and confirmation of lines of communication. The
development of the concept was allowed to move forward with especially close co-
ordination with the planner and urban designer and, regular mark up’s from the Director.

Appendix 14 (Refer to elevation sketch)

Appendix 15 (Refer to elevation sketch options : drive-through face)
Appendix 16 (Refer to site plan)

The materiality proposed at the start of the project was carried through and not
substituted, the off the boards concrete became an important material and articulation for
the project. The pre-cast concrete was later developed to form a shroud at roof level to
remove the building services from street level, which was also planned with the floor plan
layout to include the deep fry exhaust fan. The location of these prominent elements setup
the articulation of the facades, developed through sketches and 3D models.

Appendix 17 (Refer to early development perspectives)

17
The precinct plan required specific landscaping especially along SH16, and the client
wanted a large lollipop sign along the SH16 boundary and another smaller one, at another
entry/exit point. The traffic engineer advised on the maximum sign size and location.
Coordination between the landscaper, urban design and architects was particularly
important for determining the planting locations and sizes.

The client was often kept informed on the project and design progress, which meant upon
final review from the planner there were no major changes between the consultants’ and
the architect’s documentation.

During processing of the Resource Consent the Council requested more information, a s92,
as is permitted in the RMA, which we replied to via the planner.

Section 92:
- Proposed concrete precast panel creates a dominant effect
- Signage plan

Appendix 18 (Refer to email request)

Appendix 19 (Refer to sketch PC Panel treatment for approval/review)
Appendix 20 (Refer to approved RC drawings)

B4 Ethical Practice
The Kumeū project included a repeat fast food anchor tenant which meant there was very
good familiarity with the fast-food branding requirements, and there importance placed on
securing a tenancy into the development for the developer. The initial drive-through option
reflected this and the proposed plan leaned in favour of the fast-food chain requirements
and did not address the Auckland Unitary Plan Hupai, Kumeu Precinct Rules or place
appropriate critical review on the effect the proposal would have on one of the primary
streets of the township.

The Resource Management Act 1991 was set up to promote the sustainable management
of natural and physical resources, introduced after un-consulted large Government
infrastructure projects in the 1980’s that had significant detrimental effects on communities
and the natural environment. The Building Act 2004 and territorial authority regulations are
additional legislation that are applicable to the project.

18
PROJECT TWO
CONCORD PLACE RESIDENTIAL MULTI UNITS

EXPERIENCE AREAS B2 (Developed Design) & C

19
 B2

Developed Design
(Refer to project two for Concept Design section B1 – B4

B5 An appropriate cost control and reporting process is established and followed.

B6 A documentation process has been established, confirming timings, participants and
procedures.
B7 The developed design demonstrates the implications of physical, technical, cost and
regulatory constraints and demonstrates the process of collaboration and integrates sources
of specialist information and expertise.
B8 The developed design investigates and analyses detailed requirements for organisation of
spaces, areas and circulation within and around a building.
B9 The developed design considers options for and decides on the structural system,
construction elements, materials and building components and building service systems.
B10 The progressive development of the design is clearly communicated at each of its stages
and the agreement of client to proceed to the detailed design stage is obtained.

B5 COST CONTROL
Gel Architects standard practice for design and build in to compile a specification
summary that includes cladding, finishes, window joinery & glazing, door sizes, insulation
values, intertenancy wall system, heating and hot water. This was presented to the client
prior to the first meeting.

Japan Homes are a design and build company with very good schedule of quantities
systems and internal quantity surveyor. The approved resource drawings provided suitable
information for a cost estimate. This information was not made available to Gel Architects.
There was no suggestion of budget issues at the initial meeting with the clients. We also
highlighted that a portal bracing frame is generally required for these types of building
proportions, narrow width filled with glazing.
At the end of the meeting, it was agreed that we would provide a list of fibre-cement
boards and metal cladding products that compared the systems for installation
requirements, warranty and price based on square meters. The director made
recommendation to the client to use Espan for the metal cladding and James Hardie
Compressed Sheet.
Unfortunately, I do not have a copy of this document.

We continued to facilitate the cladding options and further investigated alternative fibre
cement cladding options.

After meeting with the various cladding suppliers and receiving information or samples a
decision was made to inform the client of alternatives.

Appendix 21 (Refer to email, alternative cladding option)

20
The recommendation was to use a rainscreen system with a higher density, more robust
fibre cement board for improved durability, protection against the possibility of damage
and improved weathertightness, as a rigid air barrier is required for this cladding system.
The client approved the change even though it was a small increase in cost, mainly
because of the features listed above, and because the cladding was located on minor
amounts of the project.
Unfortunately, I do not have a copy of the approval email.

B6 DOCUMENT PROCESS
The fee for developed design and detail design was approved by the client and a 12 week
programme was negotiated, which was a reasonable time frame. However due to other
project commitments the project started two weeks later then what was scheduled.
The programme was distributed to the other consultants and the client.

Appendix 22 (Refer to programme)

There was an internal meeting to understand the ArchiCAD file structure; master files and
individual linked houses, and where in the ArchiCAD files information should be placed,
e.g. dimensions and notations.

Appendix 23 (Refer to diary notes)

The client had a repository of consultants they preferred to use for land development
projects. We called the structural engineer to introduce ourselves and to set up a
programme and expectations around delivery. In the email to the structural engineer, we
attached a structural markup which we had carried out internally. This was a
recommended task suggested by the senior technician.

Appendix 24 (Refer to floor plan sketch)

Appendix 25 (Refer to project register)

B7 DEVELOPED DESIGN
The conditions of the Resource Consent related to the new public sewer drains requiring
engineering plan approvals, access to catchpits and that private driveways be drained and
for Lot 2 sewer connection to be reviewed (including checking the condition of the sewer
network pipe). The client had carried out the CCTV and the conditions were emailed to the
civil consultant.
The areas of concern at the start of the developed design phase included ascertaining an
accurate location of the manholes chamber which was covered with topsoil. The manhole
lid was visible and was located within 2m of the proposed Lot 2 house footprint. Bridging
design by the structural engineer was required. Bridging is the transferring of foundations
loads by making deeper in this case, to allow the vertical loads placed on the soil from the

21
foundations to be transferred to an alternative area of the soil that is going to have less
effect and therefore load influence on the infrastructure.

Appendix 26 (Refer to Watercare drawing)

I requested the client to uncover the top of the manhole and check the location of the lid
on the chamber. Generally manhole lids are off-set and not centred on the chamber to
allow access to the stair.

Appendix 26.1 (Refer to photo)

The other area that required consultant advice was the proximity of the exterior walls on
Lot 1 & Lot 2 to the legal boundary facing the internal accessway and whether or not the
exterior walls were required to be fire rated. The fire engineer’s markup showed the walls
facing the internal access required fire rating. After discussing the markup with the fire
engineer an option was recommended to apply for a waiver of the Building Code. The
engineer had previously been successful in carrying out a waiver in a similar and
comparable situation. The client agreed to the waiver. Lot 1 and Lot 2 dwellings were 3.2m
apart and the safety of occupants was also considered and judged against the
requirements of AS1/C1 spread of flame, which requires a 2m separation between
households.

Appendix 27 (Refer to AC form)

The Geotech report from the Resource Consent noted that at time of the development
stage of the site the consultant company is to be contacted to review the report and
confirm if further tests were required. After discussion with the Geotech it was decided that
a new report was not required as the existing house was not located on the site that
restricted access to placement of bore holes. After reviewing the report and
recommendations, a geo textile fabric was added under the foundations and the product
was approved by the Geotech.
The structural engineer was informed and received a copy of the report.

B8 DEVELOPED DESIGN (Spatial Organisation)

The project arranges the five dwellings very effectively in respect to maximising the
properties’ potential and return on investment. The units are split in the front allowing
access between them, and a three unit terraced house located at the back. Compacting
five units into a modest-sized site resulted in sizeable height infringements in relation to the
boundary.
Effective use of space was very important therefore one parking space per unit was
provided, with no garaging or carport.

22
The client requested gas and therefore two outdoor gas bottles were added to the outdoor
service area, resulting in re-positioning of some of the bin enclosures to improve the
useability of the outdoor areas as well as access and entry.

Appendix 28 (Refer to RC plan)

Appendix 29 (Refer to BC plan)

After a review of the interior, we decided to present coved roof trusses to the client, which
was accepted. Additional glazing, improved window alignment and symmetry was also
approved, improving the spatial qualities and light to the bedrooms.

B9 CONSTUCTION SYSTEMS
The proportions of the units dictated the structural system as mentioned previously. The
cantilevered first floor and window head at ceiling height, an important design element to
follow though, required the layout of the midfloor joists to be considered and altered.

Coved roof trusses and internal gutters to the terraced units required very good co-
ordination with the structural engineer and truss designer for connection points to the
trusses on the intertenancy walls, and to check for clashes with the internal gutters. The
internal gutter and trusses were 3D modelled in detail early on to a BIM standard for
accuracy, to identify clashes and to problem solve detail issues. Also considered were the
HiRB infringements and maintaining the reduced levels of the roof noted in the approved
Resource Consent set. It is common practice for Auckland Council to request a surveyor to
check the heights and provide a certificate of compliance.

Appendix 30 (Refer to detail sketch)

Appendix 31 (Refer to BC detail)

Presented alternative rainscreen cladding with proprietary jointing and fixing components
as well as summary of metal cladding as previously noted.

Terraced units present additional requirements and therefore require additional solutions
in respect to plumbing and services, for example there are less external walls to run pipes
along, especially first from the first floor. Internal plumbing pipes were integrated into the
framing and slab. Hot water closets were located under the stairs, a conveniently
centralised location.

B10 CLIENT COMMUNICATION

The client requested that a weekly summary of progress be emailed to them. This
additional administration was not allowed for in the fee and should have been raised by
the client at the beginning. There is additional time to carry out this request over the period
of the contract to the point where it would have an affect on the hours assigned to the fee

23
and making the company their optimal profit margin. An email template was established
which listed progress and future work. A weekly progress summary is a very useful record
of the project and what has been communicated to the client. Although potentially a useful
tool for architects in respect to establishing an agreed record of work carried out, it is
important the record is written clearly and accurately to avoid disputes over ambiguity or
misinterpretation.

Appendix 32 (Refer to weekly client update)

The scope of the fee was for developed design and detail design, with no delineation
between the two given the natural overlaps involved.
Changes from the Resource Consent drawings or specification sheet were communicated
with the client and approval requested through emails.

SAFETY IN DESIGN
NZIA Safe Design document (2015) has been taken from Safe Design Australia and text
modified to include New Zealand legislation clauses. This document translates The Health
and Safety Work Ace 2015 (HSWA) Section 39 and notes:
Designer must ensure so far as is reasonably practicable that the structure is designed to
be without risk to the health and safety of persons who
•use the structure for the purpose for which it is designed,
•who manufacture or construct any component of the structure
or
•are involved in the maintenance or disposal of that structure

The Act (HSWA sect39 (4)) requires information to be provided to anyone who is issued
with a copy of the design.

Project 3 of this case study did undertake a risk register and I will use this for this section.
The project leader conducted a Safety in Design workshop with the consultants and
formulated a risk register. I was not involved with the project at the time of workshop but I
was briefed.

From the architectural plans risks were recognised and elimination of risk was suggested.
This was carried into a risk register for discussion and clarity.

Appendix 33 (Risk register)

24
 C

DETAIL DESIGN
C1 Appropriate building materials and systems have been evaluated and selected and
technical issues resolved.
C2 Architectural drawings are prepared with regard to the location, extent of building
elements, components, finishes, fittings and systems, and communicated to the various
participants.
C3 Specifications and schedules are prepared, and cross referenced and coordinated.
C4 Consultants have been briefed; their work is co-ordinated with others & their
documentation has been reviewed.
C5 Quality, cost and time parameters are reviewed as the documentation is developed.
C6 Requirements for regulatory consents are understood and consents are gained. Design
changes which evolve during the documentation process are communicated to the client for
approval.
C7 Ethical practices are followed.

C1 BUILDING MATERIALS
The two claddings were evaluated thoroughly at the developed design phase which
included warranty and installation/labour required.
The metal cladding durability was checked with the manufacture and website. The
proximity of the site to Pt England Reserve located on edge of the Tamaki Estuary.
Based on this the metal cladding was specified with Coloursteel Endura as the estuary
was greater than 500meters away.

Appendix 34 (Refer to product literature)

The change to a high-density fibre cement board, commonly used in commercial and
industrial typologies, was in part bought about by the requirement to have longer lasting
durable materials. Swiss pearl a coloured through product was also considered but
become cost prohibitive. Fibre cement sheets do have limitations and come with high
embodied energy and this project would have also suited brick veneer aesthetically and
contextually, however the very tight nature of the site meant brick veneer wall thickness
takes up valuable GFA. In the end an up-spec fibre cement rain screen was an
improvement.

C2 ARCHITECTURAL DRAWINGS
The internal team and their roles had been established and a drawing list based off a
similar project. Continual consultant and truss designer co-ordination allowed the
drawings to move forward with confidence. The weekly client report provided a good line
of communication for approval and reduced any delays in the documentation.
The drawings setup was generally fundamental for a standard two storey residential multi
units and was based on one building consent lodgement; lot 1 & 2

25
(detached) and Lot 3 (attached) submitted all together. This reduced the number of
drawings required, lodgement time and associated administration.
Site plan - All five lots on the sheet.
Floor plans & framing - Lots 1&2 on one sheet.
- All of Lot 3 on one sheet
Section and plans - All of the Lots shown on a single sheet.
Details - All houses.
Foundation, bracing and midfloor framing plan by engineer consultant.

The details were compiled using manufacturers’ documents and information gathered
from communications with suppliers, the Building Code in particular E2 for profiled metal.

The client requested that three separate lodgements be submitted to Council at the very
end of the documentation to ensure there was no hold up when applying for CCC, given
that having all five units ready at the same time would be very difficult in respect to finding
labour and tradespeople for a medium-sized design and build company.

The drawing sheets were adjusted to visually identify the relevant site lots, and blank out
the other sites. Gel Architects requested an hourly rate fee variation with a cap which was
accepted by the client.

Appendix 35 (Refer to house 1 plans)

Appendix 36 (Refer to house 2 elevations)
Appendix 37 (Refer to house 3 section&details)

C3 SPECIFICATIONS
Gel Architects has a very good keynoting template using ArchiCAD and I was made aware
of this from the senior technician/CAD manager. The keynotes numbering system follows
Masterspec.

Appendix 38 (Refer to keynote)

Gel Architects is licensed to Masterspec and has a variety of templates based on typology.
The senior technician completed the specification writing. I have completed a number of
specifications using both Masterspec and Smartspec.

Appendix 39 (Refer to specification contents)

The products technical specifications and BRANZ or CodeMark were combined as an

Appendix to the Masterspec document.
While at another architectural firm, Isthmus, Masterspec were invited to carry out a CPD
event that explained the workflows and fundamentals of specification writing, which I
attended.
26
C4 CONSULTANT COORDINATION
This client is a design and build contractor and has consultants they have built up working
relationships with, and that were appointed at the start of the developed design phase.
All of the consultants were provided with a programme and contacted at the start of
developed design and again during markup reviews. The senior technician would also
provide a second opinion during internal meetings.

The engineer was engaged to carry out foundations, wall and roof bracing, beams and
posts and specific engineer design connections.

Appendix 40 (Refer to THL drawing)

A work over approval was required and the application was carried out by the client.
Coordination was required between the civil and structural consultants and the architect to
package together the drawings required by Watercare.

Appendix 41 (Refer to Watercare approval letter)

Appendix 42 (Refer to civil engineer drawing)
Appendix 43 (Refer to section drawing)

C5 QUALITY AND COST CONTROL

The project support members (mainly the senior technician) checked in with the project
throughout the documentation phase which allowed automatic checking for detailing
accuracy. Gel Architects’ quality assurance includes appointing external personnel to
check all drawings prior to issuing, which is factored into the work programme. The
consistency of house typology meant there was a lot of repeated information.

The last-minute decision by the client to lodge three separate consents required additional
checking and a checklist to ensure each consent set included the correct information. This
was carried out by the senior technician.

27
C6 BUILDING CONSENT
The three building consents were lodged by the client with Auckland Council using the
online service and processed by Professional Building Consultants, a privately owned
company accredited through IANZ to process building consents. Additional time was
required to package the various documents into Dropbox folders which was not originally
estimated for. Over the course of a whole project these extra requests that are too small to
seek variations for and are extra administration duties, all add up and cut into the profit
margin of a business.
This should have been established at the start of the project.

The drawings and documents included:

AC checklist
Letter of Authority
Certificate of design works
Architecture Drawings
Consultant Drawings
Specifications
Certificate of title (proof of land ownership)

A separate application to Watercare was made by the client for works over approval. As
previously mentioned, sanitary sewer assets are serviced by Watercare and are a separate
entity from Auckland Council. Auckland Council services stormwater assets and works
over approval can be submitted with a consent application.
Building consent cannot be approved until the works over application is approved.

PBC request for information (RFI)

Appendix 44 (Refer to PBC letter)

Appendix 45 (Refer to response letter)

Because of the involvement of the client at RFI and the client being the first point of
contact, the client was able to quickly assess any substantial cost implications across all of
the consultants.

C7 ETHICAL PRATICE
At the time of finalising the cladding we were open about providing a more durable and
reliable product to the one the client had original chosen. This was done by providing
technical information and cost implications, and having frank discussions with the supplier.
The options provided were presented in way that it did not show any favouritism or bias
towards a preferred manufacturer. Another discussion with the client was had in respect to
increasing the insulation values to improve the thermal comfort and quality of living.

28
As discussed previously the final decision to remove two fire walls on Lots 1 & 2 was based
on safety requirements and means of escape of the occupants and not purely on reducing
construction costs.

29
PROJECT THREE
NOTHCOTE SOCIAL HOUSING

EXPERIENCE AREAS D - E

30
 D

D - PROCUREMENT
D1 To establish an appropriate procurement method and complete contractual arrangements
with all participants.
D2 Knowledge and familiarity of different types of contracts and contract conditions has been
Demonstrated.
D3 Experience and knowledge of the role of the Architect in preparing documentation has
been demonstrated.
D4 Appropriate procedures through the tendering and contract negotiation processes have
been followed particularly with respect to ethical principles.

D1 PROCUREMENT METHOD
My involvement in procurement has been limited as an architectural graduate, but I have
had experience while I worked for interior architecture companies on office fitouts.
For this experience area I will use a project in which I carried out the detail design and site
observation and defects and observed the procurement process rather than participated in
it.

HLC & HNZ set up the method of procurement at the start of 2016. To give some context,
the detail design for building consent for 43 homes started in late August 2016 and weas
submitted in late November of the same year.
A fast track (PN 3.113) was intended to form a working relationship with contractors and
consultants to prepare, construct and complete the first homes by July 2017. The reason
for the fast track was due to time frames set because of political pressure which meant
overlapping of design stages and a high level of priority placed on the project for all
involved.

Early contractor involvement (ECI) was used as the fast-track procurement method.

Steps Involved.
1. Contractor selection based on previous working relationship and capacity.
2. Contractors submit preliminary & general (P&G) and margin.
3. Programme with overlapping stages.
4. Schedule of rates for common building elements.

The Northcote Project awarded a contract to two contractors early in the stages for the
construction of the homes. The early involvement commenced from the developed design
phase. The design and build contactors both provided civil services and the sub-trades for
this stage were tendered on an ‘open book’ basis. The homes construction contract was a
traditional lump sum amount.

The advantages of an EOI are removing the linear process and creating overlaps within the
stages, early occupation of the site and the developer bringing all participants together.

31
Disadvantages include an increased risk of design and contractor error due to compacted
timeframes, resulting in increased budget risks as well increased pressure and a
compromise to the well-being of the project team over a long period of time.
A fast track is generally a two-stage tender, with the first stage based on (as mentioned)
P&G and margins etc, and the second stage then based on consultant documents to
provide increased accuracy and assurance to the budget. The level of detail in the
documentation then becomes the measure at risk, which can be incomplete due to time
constraints. The principal will have conditions that are to be met and if not allows the
contract not to be awarded. (Government Procurement)

Procurement options include:

• Alliance: public, private partnership (PPP).

• Traditional Consultant & Contractor.
• Design & Build.

D2 KNOWLEDGE OF CONTRACT
The two contractors’ civil teams were awarded early work contracts and the homes were
to be delivered using the construction contract 3910:2013 with special conditions,
Schedule 2 and were to be a lump sum contract.

Standard Special Conditions:

• Pricing mechanism
• Possession of the site
• Health and Safety requirements
• Comprehensive Programme
• Valuation of variations
• Bond if required
• Programme requirements
• Provisions for payments and retentions
• Insurances (PN 9.410)
• Asbuilts, Warranties and Guarantees
• Tender submission

Appendix 46 (Refer to specific conditions, schedule 2)

The Construction Contracts Act 2002 (Amended 2015) applies to every construction
contract carried out New Zealand. The purpose of the Act is:
• protection of retention money withheld under construction contracts;
• a fair, balanced and appropriate payment regime -Sub contractor /Head Contractors;
• access to fast and cost-effective dispute resolution; and
• cost-effective and timely enforcement of rights and obligations.

32
Other Construction Contracts
• NZIA SCC & NZIA SCC SF:
Contract is administered by a registered architect. To note this may be revised to
allow administration by non-registered architect.
• NZS3916: Contractor Designs & Constructs.
• NZSZ3915: Principal administers the contract – Architect not involved.
• NZS3910: Principal - Contractor, designer separate. Used by Councils better protection.

Other construction pricing types

• Time and Material Contracts:
Beneficial when the scope of works is difficult to define, such as alterations and
additions. Materials are not pre-quantified and there is no lump sum, instead paid for by
the client as is needed by the contractor. Hourly labour rates are negotiated.
Requires very good monitoring and reporting.

• Cost-Plus contracts (Cost reimbursement contracts):

Another suitable payment method for alterations and additions.
Majority of risk is placed on the owner. The contractor is paid for all costs (include travel,
site setup, insurances etc) during the project and any unforeseen expenses are paid for
by the principal/owner. However, a risk to the contractor is paying more than expected
for materials meaning the contractor is spread thin.

• Measure and Pay Contracts:

The contractor provides the principal with a price estimate for each unit of work, rather
than an estimate for the project as a whole. The total work required to complete the
project is divided into separate units.
Uncertainty for client, no defined final sum.

• Guaranteed Maximum Price (GMP):

Commonly used in design and build. There is a cap on the contract price. The owner
won’t exceed the contract price. Any material or labour costs above that price should be
covered by the contractor. GMP can be included with Cost Plus Contracts and provides
the project a guaranteed maximum price.

D3 TENDER DOCUMENTS
Isthmus issued drawings and documents to the contractors which had just been lodged
for Building Consent processing, and were not approved. The price was over budget
resulting in value engineering and changes to the building consents. The documents were
re-tendered. The revised price also included significant changes to the structural design
which was highlighted at the RFI stage. The structural engineer had not designed the
foundations to the soil parameters identified in the Geotech report (expansive clays). The

33
changes required a redraw of the foundations and post footings at RFI stage. The changes
were then included in the contractors revised tender price.

Appendix 47 (Drawing register)

Documents included:
Structural Drawings
Specifications & appendix
Schedules; Electrical, colour schemes, cabinetry and window joinery
Truss layouts, landscape plans

Approved BC architecture drawings (Used for the re-tender) Dropbox was used to store
and track the project’s tender documents which was made accessible to the client, which
was useful for understanding the scope of work. Isthmus drawings transmittal recorded the
Dropbox address.

Appendix 48 (Architecture set Iissued for the re-tender)

D4 TENDERING PROCEDURES
I was not personally involved in any part of the following.

A quantity surveyor provided pricing at two points of the design documentation,

preliminary design and developed design. Early involvement of contractors from the
developed design phase allowed the client a level of confidence and to understand the
costs involved and the likely programme of work.

The contractors had initially declared P&G’s and margins before design documentation
and signed into an ECI contract. The first set of documents issued to the contractors were
the submitted BC packages. The prices were presented to the clients.

Appendix 49 (Tender documentation file structure)

The evaluation of the tenders did not require the traditional level of assessment; price, tags,
provisional sums, margins and P&G costs, because of the ECI. It was used as a price check
for the clients. The contractor tenders were set up for each typology.

Appendix 50 (Clarification)

34
TENDER PRICES
I was not personally involved in any part of the following except for the revised Building
Consent drawings.

Even with ECI and a high level of familiarity with the project the final prices from the
contractors were higher mainly due to an incredible 20% increase in labour rates over a 6-
month period.

A workshop was carried out between the client, architects and the individual contractor.
Prior to this Isthmus worked with the client and reviewed the specifications and any cost
savings.
The contractors value engineering looked to strip out the important characteristics that had
been laboured over at the design phases and approved by the client and HNZ, putting a
very well-articulated, master planned collection of homes in jeopardy.
Isthmus 3D modelled up the recommended changes for visual comparison as well as
highlighting again the purpose of the features such as covered decks for extended living
spaces and street security, and the higher pitched roofs providing more variability to the
street which otherwise has traditional low-pitched roofs.

Appendix 51 (Refer to elevation comparison)

The value engineering included removing the Nuwall cladding, substituted for James
Hardies products, a considerable saving, Xlam stairs, and removing some of the decks and
some internal finishes.

This resulted in amendments to the building consent drawings, some of which were still in
processing and others already approved. A re-tender was required once all the drawings
were updated to reflect the approved value engineering.

HLC required an HNZ Committee to approve the final submitted costs. Each house was
given a contract.

Traditional tendering procedure (PN_9.301)

1. Invitation to tender.
2. Issue of tender documentation with tender instructions.
3. Notice to tenderers.
4. Tenders in; name and address of the tenderer, tender schedules and conditions,
insurances, programme, day work rates, trade summary (if requested).

5. Tender evaluation, can request schedule of rates in contract.

35
6. Acceptance of tender, to be in writing, state the contract price, any special conditions,
the contract period, date of site procession, any additional documentation, who will be
administering the contract. Inform unsuccessful tenders.
7. Possession of site is given within 10 working days of tender acceptance. Can be altered
in special condition.

36
 E

CONTRACT ADMINISTRATION
E1 Administrative processes are established and maintained for a standard construction
contract.
E2 Construction progress is systematically monitored and compliance with the contract
provisions and budget ensured.
E3 Progress claims, variations and extensions of time are evaluated and certified.
E4 Problems and uncertainties are resolved, and advice provided.
E5 A mechanism is established for regular progress reporting to the client on variations to the
program, budget and quality.
E6- Defects are identified and rectification by the contractor is monitored.
E7 Compliance with contract documents and requirements of regulatory authorities is verified
at completion of the contract. Handover advice and as-built records are provided. Project
maintenance and operation manuals as required by the contract are assembled.
E8 Ethical practices are followed.

E1 ADMINISTRATIVE PROCESS
The project mangers were the engineer to the contract being the client’s representative.
3910:2013 was the contract being administered. There duties included running PCG
meetings, issuing contract instruction, evaluating variations, recording contractors RFI and
when they had been closed out, reporting back to the client, monthly meetings with client,
contractor and architect and extension of time.
Isthmus were engaged for observation services which included attending fortnightly PCG
meetings, reviewing materials and workmanship, providing consultancy advice and
undertaking defect inspections prior to practical completion

E2 CONSTRUCTION PROGRESS
The project was over three sites, Tonar Street, contractor Universal homes, and Cadness
Street and Potter Avenue, contractor Classic Homes, the site was in handy distance from
one another.
The fortnightly construction meetings were conducted on each of the contractor sites one
after the other to allow our attendance for the full meeting.

The project manager would carry out the meeting, going through the previous minutes
agenda, with the contractor/foreman and consultants responding as required. A large part
of the agenda points involved the foreman; health and safety incidents, works on site over
last two weeks and next fortnight, RFI’s, CI’s, variation requests, programme and weather
delays. A fortnight is a frequency and allows enough work to be reported on while also
identifying any issues without to mutch ramifications.
We would address matters relating the architecture and if appropriate would respond in
the meeting with a solution, make a personal note and formally respond with a CAN once
a RFI had come through. The meetings allowed everyone to understand the other parties
issues, programme and also provided a forum for sharing knowledge and therefore your
own civil and construction understanding of the land development process.

37
After each meeting (site porticom) we would inspect the homes that were being
constructed, record progress with photos and personal notes and drawings.

Appendix 52 (Refer to minutes & photos)

E3 CLAIMS AND VARIATIONS

The contract was administered by the project managers and therefore it is there role to
process and certify progress claims (contractors scheduled payment) and variation
order (increase to the scope from tender documents).
Isthmus provided assistance for the PM and QS clarifying VO as some were less obvious
and required reviewing tender documents, drawings and specifications.

Appendix 53 (Refer VO clarification)

Payment claim Certification Process (PN 9.508)

• Contractor issues payment claim.

• Engineer of the contract issues a provisional payment schedule.
• Principal reviews.
• Principal approves or makes amendments or deductions. Deductions include any
retentions and engineer notified.
• If there is an amendment the original payment claim is replaced. The contractor
can dispute the amount through the adjudication process.
• Engineer certifies the payment schedule.
• Principal pays the contractor.

Appendix 54 (Payment claim and valuation)

Retentions (PN 9.512)

Construction contract retentions is a collection of money retained each progress payment
and paid into a separate account. The purpose of this collection is to ensure the building
works are carried out and practical completion is reached, at which time a percentage of
the retention will be paid to the contractor upon the completion of any defects. The
percentage values are defined in the special conditions of contract 3910: clause 12.3, the
standard is 40% and SCC is 50%.

The Construction Amendment Act 2015 requires money retained by builders and
subcontractors should be held on a trust and brings in penalties where this money is not
managed properly.

38
Liquidated Damages (PN 9.511)
Liquidated damages are penalties placed on the contractor for late completion, usually
because of loss of revenue to the principal. The amount to be calculated is written into the
contract.

Appendix 55 (Refer to liquidated damages)

If there is an extension of time the damages are calculated based on the new completion
date and the last certified claim associated with the extended time.

Extension of Time (EOT) (PN 9.604)

Situations that are outside the control of the contractor which result in extending the
overall build programme and critical path. The areas that generally arise are weather over
and above what has been planned for, variations which cause delays, materials delivery
and defaults by the principal.
An extension of time then opens up the opportunity for liquidated damages to be reviewed
and other compensations to be claimed. If the client is the cause of the delay then the
contractor may claim costs against the principal.

EOT claims were made on this project due to unforeseen circumstances, such as XLAM
floor panels supply, asbestos at the civil phase and building consent amendments which
affected civil works.

Appendix 56 (Refer to EOT claim)

E4 ADVICE TO THE CONTRACTOR

Lines of communication between contractor and architect when wanting clarification or
additional information was done by the way of a Notice to Engineer (NTE) or Request for
Information (RFI) through email, with the PM cc’d. We responded with a Consultant Advice
Note (CAN) and identified if the response resulted in a potential variation.

Appendix 57 (Refer to CAN)

If the CAN is to be actioned by the contractor (e.g. construction of some type) then the PM
would issue a Contract Instruction (CI).

Appendix 58 (Refer to CI)

The contract covered 43 homes and for clarity and quick referencing a register was set up
to give each NTE a number and then the associated CAN. This allowed for tracking of
outstanding items requiring action to be prioritised and closed out quickly.

Appendix 59 (Refer to NTE register)

39
Xlam shop drawings were provided as requested by the tender specification. We would
then review and make notes on the drawing sheets and date with Isthmus. The drawings
were stamped with REVIEW and emailed back to Xlam. The drawings were for review only
and not approved.

Appendix 60 (Refer to Shop Drawings)

This appendix was not carried out by me however I completed several reviews of shop drawings.

E5 REPORTING TO THE CLIENT

Client PCG meetings were programmed in monthly and included the client, PM, architect,
contractor and QS. The PM would chair and take meeting minutes for the report and each
party would provide updates in relation to their responsibilities. The agenda ran through
milestones, key issues and risks, health and safety, information required, approvals
required, and variations and payments were discussed. A day before the meeting reports
were issued to all parties to allow time to respond.
I attended several of the monthly meetings towards the end of the project.

Appendix 61 (Refer to PCG meeting minutes)

E6 DEFECTS
For the length of the construction phase the houses were checked for defects and then
any issues communicated to the PM (engineer) and the contractor to repair. The fortnightly
PCG minutes would note the defect which allowed it to be tracked.

The site meeting enabled the contractor and architect to walk the site and problem solve
any defects that had been identified by any of the parties. I was not the first point of contact
until a little later in the project. I was also running one of the sites which meant I fielded
phone calls from the contractor’s foreman.

I was involved with a number of final inspections organised by the contractor by notifying
the PM who then confirmed a time with Isthmus.

A defects register was used to record defects for each house and used to track and close
out each item before issuing practical completion.

Appendix 62 (Defects register)

This appendix was not carried out by me however I completed final inspection and practical completion
recommendations

E7 CONTRACTUAL COMPLIANCE
Each approved building consent lists inspections by Council or in this case PBC. All of the
inspections are filed in a booklet issued with the approved online documents. One set of all

40
stamped drawings are to be onsite at all times. At the completion of the house the PS3s
and PS4s are required before the code of compliance can be issued.
Practical Completion
Except for minor defects, practical completion is completed when the contract works or
part of the contract works is completed. The contractor informs the engineer that contract
works are ready for practical completion. The engineer then conducts an inspection of the
contracted works as soon as is practical. When the engineer is satisfied with the work the
engineer shall issue the Practical Completion Certificate.

Isthmus was requested by the PM to carry out the final inspection and ensure the defects
lists were closed out and the work was satisfactory. As a side note, at the time of number of
the inspections there was considerable pressure on the contractor due to continuous
delays, which translated to a last-minute push to complete homes and for the final
inspection to be approved.

Appendix 63 (Refer submission for practical completion)

This was not carried out by me however I completed several house defects inspections

The principal is to be provided by the contractor with written warranties, as built drawings,
producer statements and maintenance manuals where required by the special conditions.

Finalising Contract Works (PN 9.603)

The defects liability period starts upon the issuing of the practical completion certificate
and is generally a period of 3 months unless varied in the construction contract. Any defect
advised within the 3 months must be repaired within 5 working days and upon the end of
the notification period the engineer can issue the Final Completion Certificate and then
issue the final payment claim.

E8 ETHICS
The requirements of the contracts which include payment and terms of delivery are to be
fairly and impartially assessed for both parties when providing advice for the contract
works.

HLC engaged Isthmus to work with the PM, (engineer who was administering the contract)
in an observation role to ensure the contract works were carried out to the standards of the
architecture drawings and the Building Code.

Induction to the Health and Safety requirements was carried out by each of the contractors
and obligations were followed. Signing in to site was mandatory and any new Isthmus
personnel were also inducted. A health and safety representative from HLC also conducted
a health and safety induction.

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 F

F - PRACTICE CONDUCT AND OFFICE MANGEMENT

F1 Knowledge of practice models is exhibited.
F2 Practice management and accounting procedures have been established and
maintained. Work has been organised and performance against time and cost plans have
been monitored.
F3 Client satisfaction has been monitored.
F4 Awareness of sources of professional support has been demonstrated.
F5 Comply with the law and regulations governing the conduct of an architectural practice
particularly understand the legal constraints affecting an architectural practice, as a business
entity and as an employer.
F6 An understanding of the legal responsibilities of an architect, with regard to registration,
practice and construction contracts is demonstrated.
F7 An understanding of professional ethics and ethical practice is demonstrated.

F1 PRACTICE MODELS
Isthmus Group LTD is a limited liability company (PN 1.316). With 17 shareholders, the two
founders and the CEO are the majority shareholders. The eight directors are heads of their
disciplines; architecture, landscape architecture and urban design.

A limited liability company is a common practice model, and the company has full
responsibility for all of its legal and financial obligations. The liability of the shareholders is
limited.

Shareholders are only liable for:

• Money owing on their shares; and
• Banks and creditors.

Appendix 64 (Refer to company’s office)

Alternative practice models:

• Sole Practitioner (PN 1.301)
• Partnership (PN 1.302)
• Joint Ventures (PN 3.105)

F2 PRACTICE MANGEMENT
Isthmus has a five-tiered management structure:
1. BOARD OF DIRECTORS
Issues impact performance of the business.
2. SENIOR MANAGEMENT TEAM
Responsibility for Practice and People.
3. DESIGN DISCIPLINE LEADERS MEETINGS
Opportunities for all parties and resourcing high level (employment)
4. PROJECT MANAGER MEETINGS

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 Project resourcing, financial performance of projects and the project teams.
5 WHANAU GROUPS
Personnel and work issues, professional development and annual leave.

Appendix 65 (Refer to Form leaders meeting)

Monitoring of staff workload is a fundamental requirement and in large organisations is

more difficult to get a snap shot at any given.
Isthmus used a forward workflow schedule in which everybody entered their expected
workload in hours for the next 6 weeks.

Appendix 66 (Refer to staff report)

Individual projects were tracked using Toms Tracker. The software tracks resourcing,
financial performance, and deadlines.

Appendix 67 (Refer to Toms Tracker)

Appendix 68 (Refer to invoice schedule)

Workflow maxx is a cloud-based management tool which allows a project’s financial

performance to be tracked, including staff times, and which generates invoicing that was
used by the inhouse accountants.
Professional Indemnity insurance refers to claims for breaches of professional duty or
negligence resulting in financial loss. The amount of excess should be proportionate to the
size of the business and insurance should cover both the cost of the compensation that
the business is legally liable to pay, and also the costs of defending the claim.
NZIA is part of a cooperative NZACS that can arrange PI insurance and provide risk
management advice for practising architects.

Appendix 699 (Refer to insurance certificate)

F3 CLIENT SATISFACTION
I was not aware of any client satisfaction survey conducted by Isthmus however the
volume of client interaction provides an important time to communicate about
deliverables, manage expectations and form effective working relationships. These
relationships are the lifeblood of architecture practices as word of mouth and returning
clients are crucial for the success of a practice. Post project delivery is an important phase
to enjoy with the client, and also offers the opportunity to understand where the design
practice could improve.

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F4 PROFESSIONAL SUPPORT
The New Zealand Institute of Architecture is an incorporated society, and is the
professional organisation for Architects. The NZIA provides professional advice and offers
personnel support to its members and allows access to practice notes, guidance
documents, practice alerts and information for new architecture practices. The CPD events
are organised and communicated by NZIA as well as notifying members of other CPD
events run by other professional bodies or government.

The New Zealand Registered Architects Board provides the governance for registered
architects and offer several services to their members that includes advisory notes, help
with practice support groups and a place online to ask questions. The NZRAB is
responsible for tracking CPD which you can be managed online

1000 CPD points every 5 years is required by registered architects to maintain professional
development.

Professional support groups (PSG) are self-operated with one assigned chairperson to
take meeting minutes and record the Unit of Competency. The topics covered are broad
and relate to the practice of architecture. PSGs are a closed group and only members can
attend.

The New Zealand Institute of Architects manages a CPD Provider Network, which is a
network of accredited industry and manufacturing organisations, who have been approved
by NZIA to provide CPD events.

Other areas of knowledge and support:

• NZ Architects Co-operative
• Design Institute NZ (DINZ)
• BRANZ / MBIE
• Business Network Initiative (BNI)

The construction industry has access to a number of networks and resources and this also
includes your own colleagues and extends to partners, family and friends.

L5 LEGISLATION
The Registered Architects Act 2005 (sec 67 (1)(C)) and the Registered Architects Rules 2006
set out legal the responsibilities of an architect. The RAR protects the use of the title
‘Registered Architect’, which can only be used by registered architects who meet the
minimum standards.

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A registered architect is required to comply with the Code of Minimum Standards of Ethical
Conduct for Registered Architects, which outlines the responsibilities and parameters of a
registered architect relating to the public, the client and the profession.

Outline of obligations from Registered Architects Rules:

• Honesty and fairness (Relating to public)
• Not misrepresent (Relating to Client)
• Conflicts of Interest (Relating to Client)
• Skill care and diligence (Relating to Client)
• Malicious criticism (Relating to Profession)
• Confidentiality (Relating to other Registered Architects)
• Professional Reputation (Relating to other Registered Architects)

F7 ETHICAL PRACTICE
The practice of architecture covers a large area of regulations and ethics which needs a
high level of scrutiny, diligence and legal understanding that remains impartial and follows
procedures that are fair.

The NZIA and NZRAB are both points of contact for the public for advice and steps for
complaints. The NZRAB allows the public to view architects’ reports and disciplinary notes.
The notes also become a good resource to understand what has been ruled as bad
conduct and identify common areas of discipline.
Of recent times advice from the NZIA has been circulated highlighting the importance of
setting expectations with clients with regards to budget and checking the proposed design
meets a clients budget.

Areas of complaints from NZRAB include:

• Poor communication
• Not formalising changes in the scope
• Clear terms of appointment

Complaints Procedure (PN 1.102U)

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