The AIA Project Delivery Knowledge Community (PD) promotes the architect’s leadership role in all project delivery methods by assembling and distributing knowledge and best practices for a variety of project delivery methods, e.g. design-build (DB), integrated project deliveries (IPD), and public-private partnerships (P3).
A developer/owner wants to directly contract with his preferred structural engineer of record directly outside the normal AIA Basic Services form of agreements for a new $60M multi-family project. This is because the Dev/Owner is using a specific structural load bearing cold formed galvanized steel structural insulated panel system (SIPS).
Our firm has been in business for 23 years and have not seen that before.
Any thoughts on liability, etc.?
Larry H. Adams, Jr. AIA
955 North Pennsylvania Avenue
Winter Park, FL 32789 USA
w 407 . 740 . 8405
It can be hard to determine civil engineering fees, and they can run from nothing (remodel with no site work) to a lot (new site, difficult site issues, etc.). For owners who use a percentage of construction cost or $/sf metric for determining starting points for fees (and for architects who do the same), either skews the computation.
Separately determining the civil scope and fee, and then adding that as a designated service, still under the architect's total contract, helps with those issues.Here in Washington, the State Guidelines for fee calculations exclude site-related services (civil, landscape) from their percentage calculations. Those calculations are commonly used for school projects, so a trend for architects is to divert all the site-related work of design and documentation to civil engineers and landscape architects. Architect can then add those to their fee, thus reserving a few more funds for architect's portion of the work.
From Joel Reitzer, Architect
of R4 Development (Architecture & P.M. firm)
This issue arises quite often, and this has been the case since the 90's in Texas. With licenses in Texas, North Carolina, and now in Florida, I have found this diminished role everywhere I have worked. It seems that developers have segmented design teams and have encourage forced courtships upon firms for their own convenience, claiming volume discounts.
It is true that our fees have been reduced as a consequence, along with our influence over the final product. In addition, we are not expected to provide overall project coordination at the point of fee negotiation, but have found that our coordination role is essential for project success. Thus, we have provided project leadership, as a service to the ultimate projects' success, as we found that clients and their selected specialty consultants failed to recognize facets and complexity of various projects. Stepping-in when needed or required to complete our part of the project and its whole, our coordination services have saved many projects' schedules and their successful delivery.
The problem is not necessarily one of communication with these types of clients in pre-project talks, but one of belief, on their part, that their knowledge of processes is sufficient for them to carry the ball. Impacts upon our performance were found as follows: