4) RIC5

Case study

Submit one case study with a maximum of 3000 words. The focus of the case study must be on a
single project or piece(s) of work undertaken in the last 24 months. The project you choose MUST
allow you to demonstrate technical competencies from your chosen pathway, and how you used the
competency skills. It must be written as a professional report including all the components
below. The confidentiality statement must be completed to confirm consent has been
approved. If you cannot get consent you should disguise all facts that might otherwise make
the project identifiable. (You must delete the case study prompt text when complete).

Name of case study: Primary School- Roof Replacement Date the

project or piece(s) of work were carried out: Summer 2018

Confidentiality statement

The following case study contains confidential information included for the purpose of the Assessment

of Professional Competence. Rose Learning Trust, hereinafter termed the client and Rider Levett

Bucknall UK Limited have given their consent to disclose details for the case study on the basis that

the information is not to be used for any other purpose or by any person other than those authorised by

the Royal Institution of Chartered Surveyors (e.g. RICS staff and assessors).

Version 0216 rics.org

Contents:

i. Abbreviations List
1. Introduction
2. My Approach
3. My Achievements
4. Conclusion
Appendix A — Competencies Demonstrated in this Case Study
Appendix B — Project Photographs/Plans
Appendix C — Site Layout Plan

i. Abbreviations List

CIF- Condition Improvement Fund

EoT- Extension of Time
LADs- Liquated and Ascertained Damages
RAMs- Risk and Method Statements
- Rider Levett Bucknall
RLT- Rose Learning Trust
VE- Value Engineered

Total word count: 3000 words (Not including content list,

headings, tables or Appendices)
RICS 2

rics.org
1.0 Introduction
1.1 My Client

My client, Rose Learning Trust (RLT), appointed Rider Levett Bucknall UK Limited () to produce
several Condition Improvement Fund (CIF) Bids. RLT are an Academy Trust with 7 schools within
Doncaster. CIF Bids were produced during November/December 2017. Notification of successful
bids was April 2018.

1.2 The Site

Primary School consists of two single story buildings. The main building comprises solid masonry
walls, with a mix of pitched slate roofs and flat/mono pitched felt roofs. Internally, the school has solid
masonry walls and a ground bearing concrete floor slab. The building was constructed circa 1920.
The second building (circa 2000) was a temporary addition consisting of a timber structure with a
timber suspended floor and a flat felt covered roof.

1.3 Project Background

was appointed as Building Surveyor, Lead Designer, Contract Administrator and Principal
Designer. The CIF Bid that was submitted in December 2017, for the roof replacement with a value
of £173,950.91, was successful. There was also a second successful CIF Bid, with a value of
£438,255.06, for a heating system replacement.

Bids were approved in April 2018, allowing a three-month period to produce the tender package
and appoint the most advantageous return. Works required completion by 30t h August 2018 to
allow the commencement of the new term.

1.3.1 Key Milestone Dates

Milestone Date

Notification of Successful Bid 4th April 2018

Design Period April- May 2018

Tender Period 28th May -15th June 2018

Appointment of Contractor 25th June 2018

Commencement of Works 23rd July 2018

RICS
3 rics.org
1.4 My Role

I acted as Building Surveyor, Contract Administrator and Lead Designer. I was supervised by a
Chartered Building Surveyor throughout. My duties included;

1.4.1 Pre-Contract Duties

Agreement of scope with client

Technical design and specification of new roofing system
Production of preliminaries and tender documentation
- Procurement of the works
Tender adjudication and recommendation
Drafting the appropriate JCT Contract for the scheme

1.4.2 Post- Contract Duties

Administering the terms of the JCT Contract

Monitoring works progress and quality management
Chairing site meetings and reviewing/reporting on progress
Resolving on-going issues/construction queries
Reviewing variations and issuing Contract Instructions
Reviewing valuations and issuing Payment Certificates
Agreeing the Final Account

1.5.1 Project Details- Contract A- Roof Replacement

Item Detail

Contract Administrator

Principal Designer

Principal Contractor

Procurement Traditional single stage Selective Tender

Form of Contract JCT Minor Works Building Contract 2016

Works Duration 6 Weeks

Works Start Date 23rd July 2018

Anticipated Completion Date 31St August 2018

Practical Completion 7th September 2018

Contract Sum £157,400.08

RICS
4 rics.org
1.5.2 Project Details- Contract B- Heating System Replacement

Item Detail

Contract Administrator

Principal Designer

Principal Contractor

Procurement Traditional single stage Selective Tender

Form of Contract JCT Intermediate Works Building Contract with

Contractors Design 2016

Works Duration 8 Weeks

Works Start Date 23rd July 2018

Anticipated Completion Date 14th September 2018

Practical Completion 14th September 2018

Contract Sum £373,597.96

I have included a selection of photographs within Appendix B showing works through various stages
of the construction project.

2.0 My Approach
This section focuses on the key issues I encountered with the projects at Primary School, which
were;
- Procurement of simultaneous works
Change to roofing specification
Works stopped due to Health and Safety incident

2.1 Key Issue 1- Procurement of Simultaneous Works

The school was awarded funding via two successful CIF bids, both contracts were to be undertaken
within the summer holiday. Due to the nature of the heating system replacement works, heavy
involvement was required by the Mechanical and Electrical team. I was responsible for Contract
Administration of this project.

Upon notification of the two successful bids, I arranged a meeting with the school's Business Manager,
my main client contact. I had to decide the most effective and safe way to drive both projects forward.

RICS 5 rics.org
2.1.1 Option 1- Stagger Works Commencement Dates

I reviewed the possibility of staggering the works commencement dates, to prevent two contractors
working within close proximity during busy periods. This also reduced the risk of a busy site
mobilisation period with two contractors setting up their welfare facilities simultaneously.

I highlighted that heating works needed to be undertaken during the 6-week holiday, to maximise
undisturbed access to the school, reducing disruption and increased health and safety risks
associated with working within a live school environment. I dismissed delaying the start of this
project believing this may impact the programme as works towards the end of the programme would
be undertaken during term time, causing disruption to the contractor and the school.

I reviewed the potential of delaying the commencement of roofing works towards the end of the 6-
week holiday. However, I had concerns that the project may be impacted due to inclement weather
during Autumn. This would mean on-going works while the school was occupied, resulting in several
areas which would be inaccessible to the school. This included an external area known as the
'Quad' which formed a vital part of the school's curriculum.

I therefore dismissed the option of staggering the works commencement dates.

2.1.2 Option 2- Procure Works as One Contract and Run Simultaneously

I reviewed the implications of tendering both elements of work as one package, allowing one
contractor to act as Principal Contractor and manage both works packages by subcontracting to the
relevant parties.

The advantages of this option were;

Central point of contact for all works

One Principal Contractor who took overall responsibility for the works and the site
Administered under one contract meaning duties were not duplicated for both items of work
One site welfare area with shared accommodation and skips

This option had two key disadvantages.

The roofing solution specified required installation from an Approved Contractor, while the heating
system replacement required a specialist Mechanical contractor. I dismissed the option of either of
these two contractors acting as Principal Contractor believing there would be an increased health and
safety and programme risk of a contractor managing an area of work that they are unfamiliar with.

I assessed the option of inviting larger contractors to tender who would be able to subcontract both
items of work and manage the project, I believed that this would raise the costs of both projects due
to profits and overheads added to each of the subcontractors making the project unfeasible.

I therefore dismissed procuring the work as one contract.

RICS 6 rics.org
2.1.3 Solution- Procure Works as Two Separate Contracts and Run Simultaneously

I reviewed the option of undertaking both packages of works simultaneously, but under two separate
contracts. Although the site was one geographic location, I confirmed it would be acceptable to have
two Principal Contractors on site, there would be two construction sites, an internal and an external
site.

The advantage of this option was that works would be tendered as two separate packages. I
believed this would provide the best value for money, as additional management overheads would
not be applied.

I chose to procure works as two separate contracts, running simultaneously, with specialist
contractors acting as Principal Contractor for their package of works only.

This option has disadvantages associated, such as;

Two contractors working within close proximity

Double up of site welfare/accommodation
Potentially poor communication between the two parties on site
Busy site mobilisation period

To reduce risks of two contractors working within close proximity, I included a plan identifying
appropriate locations for site set up and segregation within the tender documentation. This ensured
that tendering parties were aware of this during the tender stage (refer to Appendix C for site layout
drawing). I subsequently reminded successful parties at the Pre-Commencement meeting.

To minimise the busy site mobilisation period, I arranged for both contractors to mobilise their
section of welfare facilities on different days, reducing the associated Health and Safety risks.

During the project, I held regular meetings with both Site Mangers ensuring frequent communication.
I also requested both parties attended progress meetings for both works so they had a full
understanding of works being completed. The same Principal Designer and Independent Client
Advisor were used on both schemes.

2.2 Key Issue 2- Change to Roofing Specification

The existing flat/mono pitch roof was installed circa 1990. The construction comprised of a plywood
deck with insulation (approximate thickness of 80mm) to the entire roof, with a 2-layer bituminous felt
membrane covering. The existing covering was of a poor and deteriorating condition with numerous
areas of patch repairs, debonding felt and poor details to service penetrations and wall upstands.

The successful CIF bid allowed for a maximum project value of £157,455.38. Three contractors
provided a tender return, varying from £243,245.00 to £271,121.00. This made the scheme unviable.
I reviewed tender returns with my client who requested works were undertaken using a different

RICS 7 rics.org
roofing system. They expressed concern about carrying our partial re-roofing, therefore my
solution had include the entire roof.

As a result, I was required to undertake a Value Engineering (VE) exercise to ascertain the most
appropriate method to ensure all works were undertaken.

2.2.1 Option 1- Patch Repair

I advised my client that this option required the least expenditure and provide the shortest programme
period, as no areas of the roof covering required replacement, just patch repairs to isolated areas.

My main concern with this option was that other areas of the roof surface may potentially deteriorate
further, and leaks may form. The roof had no current leaks, meaning identifying areas to repair where
future leaks may be present would be difficult. This option would offer uncertainty to my client that
leak issues would be eradicated, there would be no warranty to the existing roof covering, which was
a key requirement of my client. Therefore, I dismissed this option.

2.2.2 Option 2- Overlay Existing Surface with Alternative Material

I explored options of overlaying the existing roof with various coverings. I identified several different
coverings which could be used. An overlay system offered an effective option as this could be laid
onto the existing roof covering, providing a warranty and extending the roofs lifecycle.

The proposed solutions identified were;

- Single Ply
- Liquid Applied Plastic
- Single Layer Felt

All systems provided a warrantied solution extending the roofs life cycle and could be overlaid to
the existing roof covering reducing cost, time and additional waste associated with removing the
existing covering.

The below table summarises the key advantages and disadvantages of each system;

Roof Covering Advantage Disadvantage

Quick installation Requires hot works to fuse

joints together

Low costs to purchase materials Joints are vulnerable to leaks

Single Ply and install

Product can be recycled at Would become slip hazard when

the end of its lifecycle wet, and if not regularly cleaned.

RICS
8 rics.org
 Can be applied cold reducing the Can be susceptible to poor
need for hots works workmanship, such as poor details,
varying thickness or pinholes.

No seams or joints are required Existing debonding felt may affect the
Liquid Applied Plastic eliminating leaks in this area adherence of the new system and may
lift in areas.

Can be easily applied to Strong odours can be associated

incorporate complicated details with Liquid Applied systems.

Cost effective system Joints and upstands can debond

causing weak spots to the roof

Can be used on both flat and Requires hot works to fuse joints
Single Layer Felt pitched roofs together

Provides a more suitable surface to Covering can be damaged easily,

walk on in the event of access to especially in high foot fall areas.
the roof

I identified several potential issues with the proposed roof covering options as detailed above.

Furthermore, to ensure works were completed within the summer holiday period, I had concerns
around identifying and specifying a suitable roofing system allowing a competitive tender process.
Due to limited time, a preferred contractor needed to be identified based on current tender returns,
this would result in limited cost certainty as the works undertaken would not be comparable with the
original specification.

I therefore decided to dismiss the option of using one of the above to overlay the roof 2.2.3

Solution- Overlay to Existing Roof with Original Materials

Three contractors returned a price. All three contractors were over the budget of £157,455.38. Tender prices
returned were;

Contractor Tender Return Value Variance from Budget %

Available Budget £157,455.38

Elhance Ltd £243,245.00 54.5%

Malden Roofing Contractors Ltd £265,000.00 68.0%

BBR Roofing £271,121.00 72.0%

RICS
9 rics.org
Upon dismissal of previous options, I undertook a VE exercise to help reduce the value of the works.
I identified Elhance as the most advantageous return.

I reviewed the priced return from Elhance identifying a saving of £82,612.00 if the existing insulation
and roof covering was left in-situ and the new system applied over this. To ensure this option was
viable, I confirmed with the manufacturer, that the warranty could still be provided to the system. I
consulted with the structural engineer to confirm the roof could maintain further additional loads.

The revised sum for the works was £159,633.00, still over the available budget. To undertake further
VE, I requested a revised cost for the cap sheet which was to be used to the detail sections only. I
had specified the use of Garland's Stress Ply Signature; the alternative cap sheet was Garland's
Stress Ply Flex Plus. In changing the product specified, the warranty on the roof would be reduced
from 30 years to 25. The saving would be £6,817.39. This brought the total sum of the works to
£152,815.61. With a 3% contingency the value of the works would be £157,400.08. Under the
available budget.

I advised my client of the suggested changes confirming that they understood the warranty for the
roof would be reduced as a result of changes to specification.

To ensure I mitigated the risk of further costs during the works, I arranged a site visit with the
contractor ensuring they had correctly interpreted the changes and the agreed scope of works.

My client was happy with my proposals confirming that they would look to appoint Elhance.

2.3 Key Issue 3- Works Stopped Due to Site Incident

During the project, a large bag of debris/off-cuts was thrown from the roof adjacent to the entrance
to the internal site, narrowly missing an operative. Following notification of the near miss, I held a
discussion with the client and the Client Advisor. My advice was to stop works temporarily until the
issue was resolved, my client agreed.

I instructed for works to be stopped immediately and arranged a meeting to review the incident. I
determined that two operatives were not working in line with the Risk and Method Statements
(RAMS), I requested that the operatives were removed from site and have no further involvement
with the project.

I requested that the contractor undertake their own investigations and that RAMS were amended,
when satisfied that these were suitable, I issued an instruction to re-commence works.

The incident occurred on Friday 17th August. I issued an instruction to re-commence works on
Wednesday 22nd August, the contractor was unable to recommence works until Monday 27t h August.

RICS 10 rics.org
2.3.1 Option 1- Accelerate Programme

I held discussions with the contractor around the possibilities of adding additional resource onto the
job and/or working weekends to accelerate works to meet the project deadline. I had initial concerns
about adding additional resource due to the Health and Safety implications of new workers on a site
they were unfamiliar with, and the potential of overcrowding to areas.

The contractor confirmed they were unable to commit additional resource therefore I dismissed this
option.

2.3.2 Option 2- Issue an Extension of Time Allowing Loss and Expense

I considered accepting the delay on the project and issuing an Extension of Time (EoT) for a period
of 1 week allowing the contractor to claim for loss and expense.

I dismissed this option as the contractor was at fault, my responsibility as the CA requires me to act
in an impartial and fair manner, I did not believe that the client should pay for additional time related
preliminary costs as the contractor did not follow their RAMS.

2.3.3 Option 3- Issue an Extension of Time Not Allowing Loss and Expense

I considered accepting the delay on the project and issuing an EoT for a period of 1 week not
allowing the contractor to claim for loss and expense.

I dismissed this option as the contractor was at fault, there were no genuine grounds for an EoT.

2.3.4 Option 4- Not Issue Extension of Time and Apply Liquidated and Ascertained Damages

I considered not issuing an EoT and if works were not complete by the agreed date, issue a
Certificate of Non-Completion and apply liquidated and ascertained damages (LADs).

I believed it was the correct decision not to issue an EoT, however I felt that the school had not
incurred any genuine loss due to the nature of the required works left to undertake. Therefore, I
dismissed this option.

2.3.5 Solution- Not issue Extension of Time and Not Apply Liquidated and Ascertained
Damages

I deemed the matter a culpable delay as the delay was entirely the contractor's fault. Furthermore,
the RAMS were the requirement of the contractor to follow. I discussed prioritisation of areas with
the contractor to minimise disruption to the client and acceleration of the programme.

The contractor failed to meet the agreed completion date. I Issued a Certificate of Non-Completion. I
reviewed the LADs with the Business Manager of the school explaining that these could only be

RICS 11 rics.org
claimed if the school had a genuine claim of loss. As key areas had been prioritised following the
incident there was no requirement to change the school's timetable. My client was happy not to
claim LADs.

3.0 My Achievements
This section I will provide a summary against each key issue demonstrating how I offered reasoned
and professional advice to my client.

3.1.1- Key Issue 1

My client was unaware of the implications of having two different contractors working at the school.
After evaluating the options, I discussed this with my client to analyse their requirements, I used
my communication skills to discuss the issue and the potential effects of each option. My client
was unaware of potential Health and Safety implications of contractors working within a live school
environment, my key aim was to mitigate this risk. A key factor for my decision was client care, I
ensured the chosen option had the least impact on the school's curriculum.

Upon commencement of works, I held a communication meeting, introducing parties and

establishing site rules and segregation. The meeting encouraged team working and acted as a
conflict avoidance technique.

3.1.2- Key Issue 2

Due to high tender returns, I was required to act in a proactive and effective way ensuring works
could be undertaken within the summer holidays.

I understood my client's requirements and used my building pathology and construction

technology understanding to offer alternative solutions. I inspected the roof and identified
alternative means to carry out the works. I considered Health and Safety and the sustainability
effects of each, providing options such as single ply, which could be recycled at the end of its life.

I chose to proceed with a VE solution as this had been fully designed and specified by myself,
allowing cost certainty to be achieved.

3.1.3- Key Issue 3

Due to the incident, I gained a greater understanding of associated Health and Safety implications
of working within construction and how accidents can occur. I gained an understanding of the
importance of RAMs and the legal and regulatory requirements that must be complied with in
order to provide a safe working environment.

RICS 12 rics.org
Following the incident, I gained experience in conflict avoidance and dispute resolution
procedures. I have learnt the importance of acting in a proactive manner ensuring issues were
dealt with in a clear and concise manner.

Due to the delay in the project, I gained a greater understanding in the contractual mechanisms
within the JCT Minor Works and how my decision not to issue an EoT would affect the contractor. I
used my Contract Administration knowledge to make a reasoned and impartial decision.

4.0 Conclusion
Overall, I believe that the projects were a successful. Works were completed to a high standard and
within budget, meeting my client's requirements. Although the agreed completion date was not
achieved, I demonstrated my competence as a Contract Administrator and communicated with the
client and the contractor to manage their expectations ensuring that the alterations to the
programme reflected fairness and impartiality, in doing so, I gained the trust of the client acting with
integrity and transparency.

Following the commencement of the school year, I ensured that regular communication was
maintained, and constant updates were issued to the school ensuring the Health and Safety of
occupants was not compromised.

I have learnt how versatile a Building Surveyor must be in order to undertake their day to day role. I
was involved with this project from the initial inspection to handover and the issue of Final
Certificate, requiring knowledge and understanding in my all core competencies.

On reflection, I believe I have gained invaluable experience as a Building Surveyor and Contract
Administrator. Working on this project has advanced my professional understanding and improved
my professional competence, further developing me as a Building Surveyor.

Total word count for your case study (Maximum 3000 words) - 3000 Words
RICS 13 rics.org
Appendix A - Competencies Demonstrated in this Case Study

Competencies Detail of how this competency has been achieved.

Mandatory Competencies

Conduct, rules, ethics and By acting within a transparent and impartial way, I gained the trust
professional practise of my client. This allowed a working relationship to be built and my
client to trust the advice I offered them. I provided a high level of
service throughout the project which has resulted in additional
work for . As issues arose onsite, I took responsibility and
ensured that these were dealt with in a proactive way.

Client care My client was from a non-technical background, I ensured that

my recommendations were clear and understandable. I
provided additional information to help them understand how
each different solution may affect the outcome of works.

Communication and I communicated with other contractors and consultants throughout

negotiation the project. I negotiated the value engineered solution with the
contractor to identify a suitable product that would achieve my
client's requirements.

Conflict avoidance, Due to the incident that occurred, I was required to act proactively
management and dispute and ensure a potential dispute did not arise. I used basic dispute
resolution procedures resolution techniques and ensured all correspondence was
documented.

Health and Safety I was required to review and comment on the incident which
occurred. I informed the contractor that Risk and Method
Statements had not been followed and requested that these
were amended due to the incident.

Sustainability Upon the change of specification to the roof covering, I reviewed

different solutions to allow a more environmentally friendly product
to be used. Due to the change in the specification, I ensured that
the additional insulation was still to be applied.

Team working I worked alongside the contractors, the client, sub consultants
and other members of staff to ensure all aspects of the project
were dealt with by a suitable individual.

Core Competencies

Building pathology I used my building pathology understanding to identify the

current issues surrounding the roof and potential methods of
carrying out the works, I understood the limitations with surface
applications due to existing defects to the roof covering.

RICS
14 rics.org
 Construction technology and I used my understanding on how a flat roof system is built up and
environmental services reviewed different products and roof coverings identifying
systems that would be suitable for the existing roof covering. I
considered the environmental approach and gave consideration to
recyclable materials.

Contract administration I selected the appropriate contract for the schemes and
administered these throughout the project to Practical Completion.
I gained experience in the key contractual mechanisms.

Design and specification My understanding was furthered while undertaking a value

engineered approach, I gained a better understanding of how
different materials specified would affect the overall system.

Inspection I was involved in carrying out inspections as work progressed

onsite. I undertook a snagging visit before Practical Completion
was issued. I also undertook an inspection before the release of
retention monies.

Legal and regulatory Due to the site incident I gained exposure in how to deal with a
compliance near miss, ensuring that the correct protocol was followed, I
gained a better understanding of Risk and Method Statements
and why these are put in place. I reviewed Part L of the
Approved Documents to ensure works undertaken met the
statutory requirements.

Optional Competencies

Measurement of land and I was required to provide quantities within my tender

property documentation in both m2 and Lm. I used traditional measurement
techniques, as well as online. I verified existing plans before issue.

Works progress and quality I was responsible for undertaking weekly inspections to monitor
management the progress of the works. I advised my client of ongoing
progress and potential delays. I undertook my own independent
inspections and produced site reports for this, I also shadowed
the manufacturer as they undertook inspections at key points
during the roof installation.

RICS
15 rics.org
Appendix B - Project Photographs/Plans

Photo 1: Areas in red show the felt roof which was replaced during the project. Green areas
are pitched roofs which were not replaced during the works.

Photo 2: Location of the contractors site welfare facilities

RICS 16 rics.org
6352783

Photo 3: Front elevation of Woodfield Primary School

Photo 4: View of the quad area used for school curriculum

17
rics.org
6352783

Photo 5: View of existing roof covering

Photo 6: View of existing roof covering

RIC5
18 rics.org
 1
1

h
T
-

Photo

Photo 7: View of
works progress
Photo 8: View of
completed works

RIC5
19
rics.org
6352783

Photo 9: View of completed works

Photo 10: View of completed works

RIC5
20 rics.org
Appendix C - Site Layout Plan

RICS 21 rics.org
 Oen. Hobe
· Pie Pads let if enrol 11 =potion. Pi relevant
epectleetiors eip Orate. Sued.
· ThemesasledcheckmdvatselmartendWe
Omerstorsei0checkWeisintronark=was
· Fs Osaap.es cr omeelons contact Rift
Lest Mani.
· D:1 ...Is &p.p. 010merslors
· Alnarkerd=Woe1/ininBossismWManent
seticale Macy letteletion witi to mops WP et
rekriereCcelesofRtrAceordBIMStagatie.
0Feder..amerceLK LWOW.

Contractor access

Proposed contractor parking area

__Proposed contractor site compound

__Mechanical contractor parking area

__Mechanical contractor site compound

__Proposed roof access

Internal site entrance

PEMBROKE A NUE

O
Al .• Draw: eacand
ISO UM AS MAIO Sr'Car
Pla Yg unds Park
DIM IVIC
SportsField —
L
0015057007-001