BCD 2019

PROFESSIONAL SERVICES 1 13 C AT H E D R A L C O MM U N I C AT I O N S T H E B U I L D I N G C O N S E R VAT I O N D I R E C T O R Y 2 0 1 9 skills and judgement. If prepared with care and due regard to the appropriateness of content, performance specifications can be effective when work is carried out by experienced conservation specialists. Historic fabric is often full of surprises which only surface as work proceeds, and even the best specifications cannot accommodate all possible outcomes. Considerable reliance on the skills of the contractors and conservators is inevitable, not only to identify problems as they arise but also to work with the rest of the conservation team in resolving the issues. However, while some projects may suit performance specifications, interpretation by unskilled and unqualified contractors can quickly lead to inappropriate and harmful working practices being adopted on conservation projects. The timely selection and appointment of appropriately skilled conservation advisers is vital, not only for the preparation of suitable specifications, but also for identifying the most appropriate form of specification and procurement mechanism. PROCUREMENT ROUTES There are various tendering and quotation mechanisms that can be used to procure the services of conservation advisers. Some of the more common procurement routes are introduced here, but variations of these and other mechanisms may warrant further consideration depending on the type of project, project and site constraints, funding and programme considerations and availability of skilled input. The most frequently used procurement routes for securing the services of a contractor are design and build (D&B) and traditional. D&B is where a main contractor is appointed to design and build a project, providing the client a single point of responsibility. Traditional contracts are where a project is fully designed by a client appointed consultant team and a contractor is then appointed to implement the designs. Design and build The suitability of D&B for built heritage projects is questionable and potentially troublesome, and is usually considered inappropriate. However, this procurement mechanism is sometimes used where works to heritage assets form just a small part of much larger projects such as urban regeneration schemes. Problems are likely to arise because the D&B tender process usually starts before a design or set of proposals has been completed, so tender information is less detailed and the potential for ambiguity is greater than when traditional procurement mechanisms are used. Furthermore, quality can be compromised by contractor-driven commercial pressures and by the appointment of inappropriately skilled and experienced contracting teams. Traditional When dealing with heritage assets (where understanding is key and the unexpected common), traditional procurement mechanisms are generally more suitable as they are more likely to ensure that a suitable and appropriate professional team is appointed. They allow for greater control over designs and they provide greater certainty and clarity over what works are required and how much it is likely to cost. This approach also allows a degree of flexibility during the post contract stage should variations need to be instructed. Two-stage tendering There are several forms of two-stage tendering in use, but for heritage assets the first stage would usually focus on the development of the technical proposals by the designers and prospective contractors together. Only once this is completed are bidders invited to enter a second stage when financial bids are considered alongside the technical proposals. The advantages of this approach are that the expertise of the bidders can be used in defining the methodology before a price is agreed, and both sides develop a clearer idea of the scope of the works, leaving less room for misunderstandings later. It is also likely to lead to more collaborative and integrated project teams with better working relationships. Negotiated tendering A further procurement route suited to more specialist conservation work is negotiated tendering. Certain works are so specialist that there may be a limited number of providers and so competitive tendering is not easy to facilitate. Clients may already have developed confidence in a provider. Negotiated tendering provides an opportunity for that provider to be appointed directly, potentially allowing earlier involvement and reducing the costs of tendering. QUALITY ASSURANCE When working with built heritage, the experience and appropriateness of those providing services is of paramount importance. So how can we assure that only the most skilled and experienced service providers are selected and appointed to work on these buildings? The following guidance is pertinent to the identification and selection of professional consultants as much as it is to contractors. A process of pre-qualification to identify the eligibility, proficiency and competence of those providing services, including specialists, can assist in the selection and accuracy of those invited to tender for work. Pre-qualification will typically consider relevant previous experience that a company and or individual has. It will try to assess the experience of any sub-contractors and sub-consultants that may form part of a wider offering. Establishing the lessons learnt from previous projects sometimes provides illuminating information about a provider. References can be taken up at this stage and preferably visits organised to inspect live or recently completed projects, to assist in determining competence and suitability. Site visits provide an opportunity to understand how particular challenges have been overcome, how motivated those delivering projects are, and the quality of management. Independently sourced recommendations can make an important contribution to the qualification process. At tender stage, establishing and agreeing a balanced and appropriately weighted assessment matrix is essential to ensure that competent and skilled service providers are selected. An assessment matrix should agree a higher quality rating than price, ideally divided 70:30 or as a minimum 60:40. It is of course accepted that cost and price is and will always be an important consideration. To make sure that cost and price always forms part of any assessment, it is suggested that a 70:30 ratio places the ideal level of emphasis upon quality while still recognising the essentiality of cost. Consultants (such as surveyors, architects, engineers, cost managers and project managers), can be appointed by competitive tender but direct appointment based on recommendation is more common. Other appointment routes are by open and selective competitions, existing relationships and framework agreements. For professionals, in addition to training, experience and membership of professional bodies, arguably the most reliable indicator of suitability is accreditation from one of the recognised institutions or bodies. Interviewing a service provider is an important and beneficial step and should always be part of the tendering process. It provides an opportunity to seek clarification and further validation of a provider’s suitability and an opportunity to assess personalities and ease of interaction – key qualities that are so important to a successful project. RICHARD STOCKING BA (Hons) DipBldgCons MRICS IHBC is a chartered building surveyor, regional director and head of conservation and heritage at SNC-Lavalin’s Faithful+Gould business. He is a member of the IHBC and at the time of writing this article a tutor at the West Dean College building conservation master class in the conservation of historic concrete. A lime render being applied to a masonry wall: getting the right specialists’ input at each stage of the conservation process is essential.