Discussion points

1. Is design about ‘sparks’ of ideas or patient methodology? Why should building designers challenge the notion that ‘the customer knows best’? Why do different designers think of different solutions?

2. Will increasing labour shortages and use of prefabrication lead to standardization of new buildings? Will standardization eliminate the need for ‘one-off’ building design? Will factory production lead to ‘perfect’ buildings which never wear out?

3. What criteria could or should be used for judging the quality of the built environment? Who is entitled to judge the quality of a completed building? How should building designers and developers respond to public opinion?

4. What is the value of innovation in terms of user benefit? What are the main barriers to innovation in the construction industry? Does design guidance stifle good design and limit expectations?

Pre-contract and post-contract stages

The building designer’s involvement varies with each type of development depending on defined levels of responsibility required by the client. At the picture illustrates the main differences between the design and build and the traditional procurement processes. The traditional stages in the creation of a new building can be defined as pre-contract prior to commencement of work on site, describing the building in theoretical terms and post-contract once construction has commenced.

An outline of the design and construction process

As I described in the previous posts, the procurement of new buildings takes place in a variety of alternative ways, including:

•    Speculatively
By a developer on an entrepreneurial basis for unknown clients or occupants who have no specific involvement in the design or construction processes.

•    Design and build
By a developer who provides all necessary design and construction expertise to a specific client based on negotiation or competitive tender.

•    Project management
By a manager who does not have any direct, personal involvement in the building works, but co-ordinates the design and construction teams on behalf of a specific client.

•    Consultant management
By a contractor for a specific client based on information provided by consultants, who may also supervise construction.

•    Private finance initiative
By a contractor or a consortium of contractors who finance the development for a specific client who subsequently rents or leases back the building when it is completed. This method may also include a facilities management contract to maintain the building in use for an agreed period of time.

•    Partnering
By several separate companies, or client and developer together, combining their expertise and financial resources in a joint venture.

The development teams - Contractors

A contractor is a person who undertakes or contracts to provide the materials, equipment (plant) and labors required to construct the new building. The contractors personnel may include:

•    Managers
Directors, contract or project managers, site agents or general foremen and trade foremen.

•    Finance and administration
Estimators, programme planners, buyers and valuation surveyors.

•    Site engineers
For setting out and dimensional co-ordination.

•    Operatives
Trades people (bricklayers, carpenters, joiners, plumbers, etc.), laborers.

•    Subcontractors

Subcontractors are independent companies employed for the duration of their work on the specific project for specialist trades such as roofing, steel frames and cladding.

The development teams - Authorities

The authorities advise on design and construction, and have statutory duties to exert control with respect to their individual responsibility. The authorities involved in building development include:

•    Local Authorities
County, District, Borough, City and Parish Councils who have interests in Planning, Building
Control, rating and licenses, grants, domestic drainage, environmental health, waste disposal, street cleaning, highways and transport, highways drainage, street lighting and street naming.