On the Responsibilities of Architects and Engineers and Their Clients in Federal Facilities Development (1994) / Chapter Skim
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3. THE PATTERNS OF A&E RESPONSIBILITIES
3. THE PATTERNS OF A&E RESPONSIBILITIES
Pages 27-38
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From page 27... ...
For example, when the project is renovation or remodeling or is carried out under "fast track" procedures (i.e., construction begins before design is complete to reduce total project duration) , the work, timing, and appropriate controls may differ substantially from the conventional design-bid-build process described in Chapter 2.
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From page 28... ...
The American Society of Civil Engineers cleaner! quality as "meeting the stated requirements of the principal participants (owner, design professional, constructor)
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From page 29... ...
within the context of each specific 2For example, more than $250,000 was spent for government inquiry following the 1988 collapse of a grocery store roof, which injured 21 people in Canada. While four structural engineers were suspended by their professional association, the "convoluted relationships and lines of responsibility among owner, project manager, prime consultant, architect, structural engineer, and even tenant" were cited as cause for concern.
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From page 30... ...
This procuring agency may actually be a separate executive clepartment (e.g., the General Services Administration acting on behalf of the Department of Transportation) or simply another office or division of the same department (e.g., the Office of Foreign Buildings Operations developing an embassy facility for use by the State Department's diplomatic staff)
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From page 31... ...
Constructors must generally be licensed to operate in a particular jurisdiction, although the regulations usually refer more to business strength than to technical qualifications or experience. Facility managers, who operate facilities in service and thereby have substantial influence over user satisfaction, may be licensee} by their local jurisdiction in much the same manner as real estate brokers.
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From page 32... ...
success highlight the basic deficiencies in discussion to date. The committee found that there has been virtually no broadlly applicable quantitative analysis to provide objective bases sFor further discussion of this function, refer NRC, 1991.
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From page 33... ...
Another problem cited by A&E professionals and agency personnel is contractors who are adept at submitting qualifying low bids to win a contract and then filing claims for "extras." Such contractors file these claims for any work deviating in the slightest from the specifications and drawings, and this increases the final construction cost substantially over the bid amount. Some contractors develop a reputation for these practices.
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From page 34... ...
the levels that agency officials are prepared to provide, although formal presentations of the qualifications of the firm and its key staff provide useful evidence. The process depends to a large extent on teamwork, and the difficulties of coordinating any two or more organizations may be exacerbated by procurement restrictions (e.g., forbidding discussions with constructors prior to contract bid selection, lateness in selection of A&E firms)
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From page 35... ...
Much federal policies include "buy American" restrictions, open competition, and preferential treatment to small or disadvantaged firms. Thor example, changing materials used for floors or roofs to less costly and less durable options will reduce construction costs but increase maintenance and repair costs over the course of a building's decades-long service life.
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From page 36... ...
One reason is that agencies procure a range of special studies, reviews, and other services from A&Es and other building professionals, outside the scope of basic design. According to agency personnel, total spencling on A&E ~lesignrelated services (inclucling programming, site investigations, criteria development, research, and other activities)
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From page 37... ...
Because of this, government agencies have a smaller group of A&E firms from which to choose. Principals of smaller A&E firms assert that government procurement procedures make entry into the , government design market unafforcIable for their firms.
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From page 38... ...
When there is to be competitive biclding, the firm may avoid or be prohibited from contact with prospective constructors, to assure that competition is open and unbiased. A&E professionals sometimes claim this separation limits the clesigner's ability to ensure that facilities can be efficiently constructed according to ~esi~n.~3 - ~ ~ Some federal agencies are experimenting with ways to maintain fair competition while permitting closer contact between A&E firms ant!
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