FAQs

FAQ responses are provided for information only, they are not to be relied upon or used as a substitute for professional advice.

Quantity Surveying

  • How do I decide which type of contract is best for my project?

    Contract selection depends on a number of factors, such as:

    • How involved the client wishes to be in the project delivery
    • The risks that the client wishes the contractor to carry
    • If there is sufficient time to develop the complete design before engaging a contractor
    • How much it is desired to involve the contractor in shaping the design in order to improve aspects of buildability or performance
    • Any requirements specified by funders
    • The overall value or complexity of the project
    • The degree to which the project is a one off or the start of a delivery partnership between the funders, client, designer and contractor.
  • How much is enough when it comes to substantiating a claim for additional time or money?

    The burden of proof in contract claims, as with tort, is simply on the balance of probabilities.  This is a lesser standard than would apply in a criminal claim, which would be beyond reasonable doubt.  


    The aim of substantiating or evidencing a claim is to demonstrate that the claimed cause more likely than not had the claimed effect.  Records are key to being able to do this in a compelling manner.  


    Occasionally a reviewing party might ask for more records than is necessary to establish the factual accuracy of a claim.  Reasons for this might include that the initial evidence is regarded as too thin or a poor fit to the event narrative.  It may also be a delaying tactic to defer engaging over the substance of the claim, or it may be that the reviewer has mistakenly believed that the evidence must provide absolute certainty.

  • Can you help with the final account?

    Yes, we can help with final accounts - either remotely or on site.  We can review the contract and project records to identify any remaining adjustments to the contract price that may be required.   It is preferable to start work on the final account well in advance of completing the works.  On long duration projects agreeing a rolling final account can be a good way of bringing misunderstandings to the surface early and obtain greater certainty of forecasted outcomes.

  • Can you help with compiling time or money claims?

    Yes, we can help with compiling time or money claims for matters arising under any of the typical forms of contract, including JCT, NEC and FIDIC.


    We can also help with formulating responses to any claims received, including analysis of underlying merit and development of defences or counter claims.

Dispute Resolution

  • What is Adjudication?

    Adjudication is a dispute resolution process. Around the world adjudication is increasingly used as an alternative to potentially costly and time consuming litigation. Since the late 1990s in England and Wales a statutory right has existed for parties to qualifying construction contracts to refer a dispute arising under their contract to adjudication.


    Statutory adjudication is relatively quick, starting with a 28 day decision timeline – though this may be extended with party consent. The parties make various documentary submissions to the Adjudicator, including the opportunity to respond to the other party’s submissions. The underlying purpose of statutory adjudication is to provide swift resolution to disputes and to keep the money flowing between the parties.


    Any dispute arising under a qualifying construction contract may usually be referred to adjudication. The decision of the Adjudicator is typically binding on the parties until the works are complete, thereafter a party may seek to re-open the dispute in litigation if they are of the opinion that the Adjudicator has made a sufficiently grievous error to warrant the risk and expense of litigation.


    The party referring a dispute to adjudication typically has the luxury of time to prepare their submissions, not so for the responding party who will be subject to a relatively short period of time to prepare their response.


    We can help you at every step of the adjudication process, from strategy to drafting to representation.

  • What is Mediation?

    Mediation has a lot to offer parties in dispute.

    • Unlike adjudication, arbitration or litigation, in mediation the parties remain in control rather than handing control of the dispute to a third party.
    • Mediation is private. 
    • It’s quick – often lasting only a single day, plus preparation time.  
    • Mediation can take place either on-line or in-person.
    • It’s relatively cheap compared to adjudication, arbitration or litigation.  
    • Rates vary according to each Mediator, but a rate in the range of £500 to £1000 per party per day ex VAT plus expenses would be typical.
    • Each party would typically bear its own costs incurred for experts, representatives or solicitors.
    • Any agreement reached by the parties is reduced to writing, with actions and due dates to allow it to be effectively managed. 
    • Mediation helps to preserve commercial relationships which can often be harmed by the more adversarial alternatives.

    We can help you at every step of the mediation process, from understanding the procedure to negotiation planning to role play simulations to representation.

  • Can you help with Negotiation?

    Yes, we can help you with negotiation.  We can give you a 'fresh eyes' perspective on the items to be negotiated and help you to recognise any unrecognised value that could be incorporated into a solution.


    We can also assist by playing 'devil's advocate' to help you develop compelling responses.  Alongside which we can help you to develop a negiotation plan.

  • How do I decide between Adjudication, Mediation or Negotiation?

    Negotiation is typically the starting point, with senior representatives meeting to determine if there is sufficient common ground to reach a settlement.  


    Mediation adds a third party, the Mediator, into the room who will lead the mediation process.  The Mediator won't take sides, but will meet with the parties to discuss the issues and potential solutions.  Mediation typically lasts a day, if agreement is reached it will be reduced to writing by the solicitors accompanying each party so that each party is clear about what has to be done, by when and by whom.  Mediators will typically be either solicitors, engineers or surveyors.


    In adjudication the parties hand over their dispute to a third party, the Adjudicator, to determine.  Each party will make documentary submissions, occasionally the adjudicator may request an in-person hearing, but more typically the process will be documents-only.  Statutory adjudication has a baseline timeframe of 28 days, that can typically be extended if required to the degree permitted by the adjudication rules being used.  Once the Adjudicator has published their decision, it is temporarily binding on the parties to implement it save for occassional circumstances that may be appealled in court.  Once the works are complete, either party may refer the adjudicated dispute to a court for a final decision.  Similar to the Mediator, an Adjudicator will typically come from a legal, engineering or surveying background.


    Compared to negotiation or mediation, adjudication can take a heavy toll on business relationships and is typically the more expensive option, though still less costly than litigation which can get very expensive very quickly if the value of the dispute exceeds £25,000.   That said, adjudication remains the more expedient approach for dealing with payment disputes in which the paying party has failed to adhere to the contractual payment mechanism or has failed to correctly value the work.

  • Can I really adjudicate at any time?

    In principle yes, but in reality it depends.  For example, the contract may contain an express notification period for referring matters to adjudication after a dispute has crystalised, if the contract is for works outside of the scope of statutory adjudication, then failure to submit timely notification may be fatal to launching an adjudication.  Alternatively, a contract may contain a clause that has the effect of making the final certificate binding if not appealed within a specific time period. Otherwise, yes it may be possible to refer a dispute to adjudication, subject to normal rules of limitation, at any time irrespective of termination, repudiation or completion of the contract under which the dispute arose.

Project Controls

  • If my contract doesn't require me to prepare or maintain a program, why should I submit one?

    A well developed, well thought out program sets out how you intend to complete the work in the time available.  Ideally it would be logic linked and show plant and labour allocations, but it's not fatal if that information is not included.


    Once you have established your ideal plan of work, you are in a better position to demonstrate any time lost due to the acts or omissions of other parties, including the employer or their agents.  Acts may include ordering you undertake additional work, or changing the quality or specification of the work so that it takes more time etc...  Omissions may include things like failing to obtain permits or to attend inspections, or allowing the work of other contractors to delay or obstruct your access to work.


    By having submitted your program and by keeping it up to date as things change and by keeping good site and office records you can better protect your position should the work be delayed.

  • How much of an issue are site records when it comes to evidencing entitlement?

    Contemporaneously generated project and site records are vital to evidencing how a project was executed.  After the fact analysis can often appear wishful or opportunistic or hypothetical in comparison to records, chronologies or summaries generated at the time.


    Project records include:

    • emails, text messages, Whats App messages etc...
    • letters
    • drawings or sketches
    • meeting minutes
    • reports or analyses
    • productivity data
    • plant records
    • labour records
    • procurement records or reports
    • programmes or schedules
    • instructions
    • notices
    • telephone transcripts
    • weather reports
    • daily site reports
    • test or inspection reports
    • certificates
  • How important is change control?

    Change control is an important aspect of the commercial operation of the contract.  Scope creep needs to be managed through a clear understanding of what is part of the contract and what is new scope.  With contruction margins wafer thin, scope creep can quickly erode all of the profit in a job.


    Furthermore, notice clauses may be drafted as condition precedent, meaning that failure to notify a change or variation within a specified time period may bar recovery.

Owners & Developers

  • Can you act as our Contract Administrator?

    Yes, we can perform contract administor or employer's agent duties, either remotely or on site.

  • Can we use an NEC contract for building work, or is NEC only for infrastructure works?

    NEC contracts can be used for building projects.  Depending on the scope or complexity, it may be appropriate to use the short form contracts.  NEC contracts have certain project management processes 'baked in', meaning that risks or cost or time impacts should become visible sooner and be managed appropriately. These benefits come at the cost of additional time required to administer the contract correctly as the works progress in comparison to other contracts.  That cost should typically be recouped through the benefits of better risk management and clarity over the cost of the works.  


    We can administer NEC contracts and act as the NEC Project Manager (aka Contract Administrator in JCT language).

  • How advanced does the design need to be before engaging a contractor?

    It depends.  For complex projects or projects with complex temporary works it may be advantageous to involve the contractor at an early stage to assist in optimising the design for ease of constructability or project phasing.  It may also be advantageous to involve the contractor early if whole life cost or performance elements are under consideration, such as sustainability or climate change clauses.  Conversely, for less complex projects it may be desirable to develop the design to 100% before going out to competitive tender.  There is no one solution, it all turns on the individual client's strategic requirements and how those are best satisfied.

  • Which standard form contracts will you work with?

    We can work with any of the standard forms, in particular JCT, NEC or FIDIC.   We have an extensive office library of contracts, commentaries and legal reference texts.

Contractors

  • Why is good contract administration important?

    Reading, understanding and fully performing your role as a party to a contract are important if time, cost and risk are to be managed in the controlled manner envisaged by the contract drafters.   As drafters move increasingly toward using the contract as a tool to promote good management, with clauses relying on strict timeframes for notification or completion of an action - a neglectful party may find itself in an inadvertently negative position for want of operating the contractual mechanism in the required manner.  See Sitol Ltd vs Finegold [2018] EWHC 3969 (TCC) as an example of the need to remain both aware of what the contract requires and vigilant of ongoing events.

  • Is it ever wise to start work on the basis of a letter of intent?

    No.  Letters of intent can be a nightmare.  Once work on site commences all pressure to resolve the outstanding issues preventing the signing of the contract will ebb and the risk to all parties is that an event occurs that is not contemplated within the limits of the letter of intent which leads to a dispute.  Construction business margins are too slim to invite expensive misunderstandings.  See  Ampleforth Abbey Trust v Turner & Townsend Project Management [2012] EWHC 2137 (TCC) for an overview of just some of what can go wrong.

  • My client is unfamiliar with construction, does that import additional risks?

    Typically yes, an uninformed or inexperienced client can import additional project or reputational risks.  For example, they may seek to adopt an unreasonable degree of risk transfer to the contractor, in excess of the risks that the contractor is best placed to manage.  Or, they may not appreciate the relative high cost of a design change once site work is underway, or the criticality of cash flow to a contracting business, or their duties under the law.


    Generally, a contractor should seek to steer an inexperienced client to seek appropriate professional advice and towards an appropriate standard form of contract that fits the contractor's stance on risk and be proactive in its contract administration.

  • The client has included X29 secondary option clause in an NEC4 ECC Tender, what should I look for?

    X29 is NEC's new climate change clause.  The potential requirements of this clause are as broad as the client's green ambitions.  Targets may influence material specification or construction methodology, such as carbon content/emodiment, fossil fuel usage, emissions standards of plant, preservation of habitat etc... Or might extend to whole life aspects such as efficiency of lighting or fixed equipment, or fuel consumption or longer term biodiversity targets.  The contract provides both bonuses for meeting or exceeding targets as well as damages for missing them.


    This latter aspect of damages requires close attention as the overhang of liability into the operational phase, if not satisfied by tests upon completion,  may go outside of the risks your business is prepared to shoulder.  Be alert also for the need to have a very clear and established method of measurement for each target, which may be difficult if the client has selected targets in a fast moving area of awareness.   Be wary of inadvertently providing a warranty that the works will meet specific performance criteria.


    Ensure all requirements are adequately flowed down to your sub tiers in the supply chain.  To the extent you can influence the targets, it may be preferrable to focus on aspects that only apply during construction and can be achieved within a robust estimate of cost.


    Finally, note that the bonus/damage arrangement in this clause is in addition to any other damages imposed in the contract and in addition to any damages cap unless X29 is specifically identified by the contract as falling within the cap.

Subcontractors

  • I've started work on a handshake with just a price and no contract, what risks am I exposed to?

    The absence of a detailed contract isn't necessarily good news for a contractor or subcontractor as a court will likely imply a common law division of risks, duties or obligations.  For example, unless there is a contract to say otherwise - the party undertaking the work is deemed to also have accepted liability for the ground conditions and made due allowance for it in both the price and time required to complete the works.  Such harsh outcomes are not untypical of common law, it is always better to deal with matters plainly in a properly developed contract.

  • Does collaboration mean I have to be prepared to work for free?

    No.  Collaborative contracts often include clauses addressing the valuation of changes, losses, and expenses rightfully owed to a contractor. These aim to financially compensate the contractor for any acts or omissions by the employer or its agents that result in the work becoming more expensive or different from what was originally anticipated when it was priced.


    Collaboration is concerned with information sharing, holistic risk management and collective problem solving to eliminate or manage the unknowns or uncertainties that might add cost or time to the works.  The idea is that all tiers of the supply chain cooperate with each other and pull in the same direction to achieve the completion of the work.

  • What are my options if I'm not getting paid?

    If you have complied with the payment mechanism in the contract and the paying party is failing to pay or otherwise comply with the contract, then you may, if entitled to do so by contract or statute, refer the matter to adjudication.


    In addition, you may be able to pursue statutory interest (BoE base rate + 8% calculated as simple interest) under the Late Payment of Commercial Debts (Interest) Act 1998 if the contract does not already offer a 'substantial remedy'.  


    These kinds of disputes are typically fact sensitive, contact us if you need to discuss something in particular.

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