1. Facilities development – a practical introduction to procurement & letters of intent Andrea Gardner Monday 25 March 2013

2. Workshop aims and objectives To discuss common issues and themes arising on construction projects for sports and welfare facilities To identify and explore problem areas and risks To minimise delay, disruption and cost to your project

3. Preliminary considerations and funding options Assess whether to extend / refurbish existing buildings or construct new facilities Explore all potential funding options. These may include: self funding (charitable donations, fund raising initiatives and membership contributions) institutional funding (e.g. bank finance) Local Authority funding (potentially tapping into S.106 obligations)

4. Preliminary considerations and funding options (cont) joint venture (potentially with another organisation or club) grant funding (e.g. Sport England, Football Foundation or National Lottery); and charity bank funding

5. Site acquisition Check that you own all parts of the site you intend to build on Check that you own or have adequate rights over land that you intend to use e.g. access roads and utilities Carefully investigate title to check whether there is anything in the title that could stop or interfere with your building

6. The wider picture – third party consents You will need to balance the competing interests of funders, tenants purchasers and other end-users Funders are likely to have their own particular security requirements including: collateral warranties charges over land / property; and personal guarantees or debentures

7. Appointing an architect An architect's role is integral to any successful development and often extends beyond plans and drawings Care should be taken to appoint the right architect using proper terms and conditions Do not simply accept your architect’s terms!

8. Appointing an architect (cont) It is crucial that any professional appointment includes the following: a clear description of the consultant's services and how they will be paid clear standards of skill and care a requirement to maintain appropriate professional indemnity insurance restrictions on the specification of inappropriate or 'deleterious' materials

9. Appointing an architect (cont) a copyright licence enabling you to freely use the architect's drawings, plans and specifications; and an obligation to give collateral warranties to interested third parties (e.g. purchasers, tenants and funders)

10. Deciding on a procurement strategy Traditional procurement vs. Design and Build Traditional procurement advantages: TimeMoneyRisk Greater certainty in the construction period once design is complete. Greater certainty as traditional contracts are generally 'let' on fixed price terms.

11. Deciding on a procurement strategy (cont) Traditional procurement vs. Design and Build Traditional procurement disadvantages: TimeMoneyRisk Longer overall time frame. Detailed design needs completing before construction can start. Can cost more as additional design fees are paid to the team of consultants. Can place greater risk onto the client as design and construction responsibility is divided between the design team and the contractor. Emphasises the importance of having accurate technical drawings and plans.

12. Deciding on a procurement strategy (cont) Design and Build advantages: TimeMoneyRisk May be quicker because the client need only develop outline designs. There is a potential VAT benefit to Charities who procure using a design and build route (VAT rates can be reduced using Relevant Charitable Purpose Relief). Can create a single point of responsibility for design and construction works.

13. Deciding on a procurement strategy (cont) Design and Build disadvantages: TimeMoneyRisk Contractors may inflate their price to take account of the additional design risk. Quality may suffer as the contractor's profit rests on meeting the requirements of the contract at the lowest possible cost. Clients may feel that they lose control of the design process once design consultants are 'novated' to the contractor (see below).

14. Other consultants It’s not just about the architect! You may also need to appoint: project manager / employer’s agent CDM co-ordinator structural and mechanical engineer; and specialist consultants e.g. landscape architect, acoustic consultants and geo-technical consultants

15. Planning considerations You will need to apply for and obtain planning permission You should take account of the judicial review period before starting work on site Planning permission is often conditional. If so, it is important that you discharge all planning conditions

16. Appointing a contractor Once you have developed your design and achieved planning you will need to appoint a contractor In doing so you should consider: your internal procurement rules and constitution; and European procurement law

17. Appointing a contractor (cont) You should be aware of wide ranging procurement rules such as the Public Contract Regulations 2006 (Regulations) (amended by the Public Contracts (Amendment) Regulations 2009) The Regulations impose additional requirements on "Contracting Authorities" looking to procure goods and services above certain values

18. Appointing a contractor (cont) “Contracting Authorities” include: Government bodies Local Authorities Police and Fire Authorities; and A wide range of community bodies, interest groups and associations who are funded, supervised, controlled or appointed by a "Contracting Authority”

19. Appointing a contractor (cont) Current financial thresholds (net of VAT and subject to review / change on 1 January 2014) ServicesWorks Government bodies, Local Authorities, Police and Fire Authorities £113,057£4,348,350 Other 'Contracting Authorities'£173,934£4,348,350

20. Appointing a contractor (cont) What if the Regulations apply? If the Regulations apply it will affect the way you can procure building works. You will have to: advertise the contract in the Official Journal of the European Union (an "OJEU" notice) follow one of a range of prescribed tender procedures set out in the Regulations; and avoid awarding the contract until the expiry of a 'standstill period’

21. Appointing a contractor (cont) What if I don’t comply? The consequences of non-compliance are harsh and could jeopardise your entire project. Remedies include: an order to pay financial compensation to unsuccessful contractors an order to re-start the tender process from scratch; and the imposition of penalties and fines

22. Appointing a contractor (cont) Any formal legal challenge brings with it a 'moratorium' period. This means that you will have to stop work until the challenge is resolved This is a very complicated and rapidly changing area of law and you should always seek specialist legal advice

23. Choosing the right contractor Carry out financial checks into the standing and reputation of your preferred contractors Request additional forms of security e.g. parent company guarantees and bonds Ensure that your contractor maintains ‘all risks’, public liability, employer's liability and professional indemnity insurance Put a robust building contract in place as soon as possible

24. Building contracts – key terms Choosing the right building contract can be complicated but certain key terms should always be included: a requirement to use appropriate levels of skill and care in constructing and (if relevant) designing the works obligations to comply with all relevant laws and standards a clear completion date and procedures for agreeing or 'certifying' completion

25. Building contracts – key terms (cont) provisions dealing with failure to meet the completion date e.g. payment of liquidated damages an obligation to return to site after completion to rectify any defects clear payment obligations and insurance requirements a requirement to provide collateral warranties to third parties; and a dispute resolution clause (be aware of adjudication!)

26. Letters of intent – the pitfalls Despite the importance of a full building contract parties often enter into informal arrangements or “Letters of intent” (LoI) LoI are often used to allow materials to be ordered and works to commence before a full building contract is in place BUT LoI should not be used unthinkingly or as a substitute for a proper contract

27. Letters of intent – the pitfalls (cont) You should not be persuaded to use to an LoI unless: the scope and price of the works are agreed or there is a clear mechanism for agreement the main contract terms are (or are very close to being) agreed where the programme, start and completion dates are agreed; and there are good reasons for commencing work before the contract is in place

28. LoI – drafting tips Things to include: a clear description of the works being carried out and a financial limit on your liability a statement that you will not be obliged to enter into a formal contract; and a clause confirming that the main contract will retrospectively apply to all works under the LoI

29. LoI – drafting tips (cont) Things to avoid: using a LoI as a substitute for a main contract failing to enter into a main contract before the expiry of the LoI; and exceeding the financial limits or duration of the LoI Ampleforth Abbey Trust v Turner & Townsend Project Management

30. Summary Development projects are complicated can overwhelm inexperienced employers They require careful planning and monitoring and do not just fall into place Problems and disputes do happen but they can be avoided by seeking early professional advice and guidance

31. Any Questions?

33. Workshop locations