Multi-Contracts
When embarking on a Multi-Contract Approach to Projects; the client does not deal only through one main contractor (who then sub-contracts the other parties); but rather enters into direct contracts with all the contractors who carry out the work.
This results in a flat project organogram (as opposed to a multi-layered organogram) which has the following benefits:
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Improved communication between consultants and contractors
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Lower capital cost on the project by avoiding mark-ups on contractors
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Lower P&G costs (no main contractor)
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Lower risk (if a main contractor performs poorly, the whole project suffers; whereas one contractor in a Multi-Contract project can be replaced with far less disruption to the overall project)
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A Multi-Contract project provides far more flexibility, and faster mobilisation at the start of construction is possible
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In the event of a time delay, such as strikes, weather, client changes; the effect on time and costs are far easier to determine on a Multi-Contract project
- OHSA is dealt with in terms of legislation – no downside
- The client takes out the CAR insurance policy (normally at better rates); which provides umbrella cover and avoids any split responsibilities on insurance cover
Interface between the Landlord and Tenant
Depending on your requirements we could carry out the following:
- Arrange for regular project meetings between the landlord and tenants so that parties can be kept fully informed of the status of the project.
- Prepare a monthly project status report will be issued – this report will provide a status report on all aspects of the project.
Scope Definition and Management
We would carry out the following:
- Assess our client’s requirements to ensure we have a complete understanding of the scope of works
- Audit the existing premises of our client’s to assess existing problems and constraints of the existing premises
- Define and document the full scope of work for the project. This project scope would identify all items necessary to be executed as part of this project.
- For the success of the project it is imperative that as much detail be inserted into the Project Program as early as possible. In this way a coherent management tool is developed which can then be used to ensure that the key areas of time, financial control, resources, design, quality, procurement, construction, utility supplies can be properly managed.
- Attend and chair all meetings within the client’s organisation to provide the necessary project inputs to ensure your consultation process is fully implemented
Close Out Management
On all projects it is essential that the project is closed out as quickly and efficiently as possible and to this end we would provide a Project Close Out Manual which includes the following:
- Project description
- Schedule of all parties involved in the project including their respective responsibilities, contact names and telephone numbers Schedule of all Warranties
- Drawing register plus a CD of all as built drawings
- All close out certificates (Occupancy, ASIB, Engineer’s, Electrical) Operating and maintenance manuals
- Maintenance responsibilities of the landlord and the tenant Recommendations on maintenance for the facility
- Close out Budget setting out all final costs, signed final accounts
