Calum Brander Full Document PDF

Calum Brander
Documentary Submission
Professional Practice and Management in
Architecture (RIBA Part III)
2016
Examination Supervisor: Derrie O’Sullivan

University: University of Huddersfield
RIBA PART III DOCUMENTATION
CALUM BRANDER 2016
CONTENTS
1.0 Curriculum Vitae 4
2.0 Self Evaluation 8
3.0 Professional Education Development Record 27
4.0 Case Study 142
2
1.0 RIBA PART III DOCUMENTATION
CURRICULUM VITAE CALUM BRANDER 2016
CALUM BRANDER
Architectural Assistant, MArch.
Address- Following completion of a Masters degree in Architecture, which allowed me to develop my
3 Woodbank interest in urban theory and design, I gained experience at a local firm whist beginning work
5 Wardle Road on my now completed personal project - a listed coach house conversion. During my Part
Sale, Chesire
I placement I worked at OMA’s New York office and in 2011 I was given the opportunity to
M33 3BN
undertake my 2nd international placement. I worked for an architectural practice in Seville
Phone- for 6 months before returning to the UK where I was employed for 18 months at Ian Rodger
07729908075 Architects, a successful practice in my hometown of Aberdeen. Since then I have spent over
a year involved in technical design and project running aspects of large scale projects in the
Email- commercial sector at Fairhursts Design Group in Manchester.
cjbrander@hotmail.co.uk
I am a keen model maker and user of BIM and enjoy design and presentation work. These
DOB- attributes, my organisation and time-management skills, along with a well presented and
29/08/1985
hard working nature, I believe, make me a suitable candidate to succeed in the architectural
profession.
My interest in design, travel and an appreciation for different cultures and world issues has
driven my involvement in a number of projects including work for a charity group in Liverpool
and an opportunity in the summer of 2008 in Nepal where I assisted in the construction of a
school alongside helping to teach. Outside of architecture I enjoy art, film, and photography.
In 2010 I ran the Chicago marathon and I also participate in sports including archery and
football.
PRACTICE EXPERIENCE
Fairhursts Design Group 2015-2016 Manchester, England
Involved in a variety of work largely in the commercial sector but also healthcare, nuclear
and residential. I have developed greatly at this practice, working on larger scale schemes
and gaining experience of later RIBA stages whilst being heavily involved in BIM orientated
projects. I have been given a lot of responsibility interacting with clients, manufacturers, and
contractors during site visits and meetings.
-Confidential Hangar Extension - Work Stages 5-6

Joining this project at novation stage, mid 2015, I continue to oversee and respond to all
architectural related matters, with fortnightly client and design team meetings. I have also issued
technical drawing packages as required on site. Project Value £10M.
-Metroplex and Dunlop Road Business Parks (Manchester) – Work Stages 2-3
I have taken two business parks through planning, one is existing and required substantial facade
changes to revive the flagging development. The second is new build and required lengthy
communication with the local planners regarding access and street frontage.
Ian Rodger Architects 2013-2015 Aberdeen, Scotland

My experience over 18 months working in this five man practice saw me work on over
30 projects for numerous clients in the residential and private sectors. I often worked
independently and was given a lot of responsibility. I have worked on large public projects, oil
industry schemes, churches and a heritage centre as well as over 15 residential projects at
various RIBA work stages.
-Bristow Terminal (Aberdeen) – Work Stages 2-4

Design and 3D Revit modelling including the planning drawing package. Attended numerous site
meetings with a view to creating a brand new public terminal building at Aberdeen Airport whilst
working within strict public building and aviation design standards. Project value £12M.
-Ferryhill Railway Heritage Centre (Aberdeen) – Work Stage 1-3

After initial site survey a presentation was put forward to funders that enabled this listed red brick
building to gain £1M funding from Historic Scotland and the Heritage Lottery. Plans are to turn it
into a museum and visitor attraction with new access from a popular public park.
CURRICULUM VITAE CALUM BRANDER 2016
Personal Project -Coach House Renovation (Aberdeenshire) – Work Stage 0-7

All work from initial survey including design, planning and warrant application on a dilapidated listed
stone building renovation. Regular meetings with contractors and client followed on site before the
two bedroom property received a final certificate in the summer of 2015. Project Value £110,000.
CO2 Engineering 2011 Seville, Spain

At this multidisciplinary practice I worked on two private residential projects with a focus on
sustainable design, one of which involved the development of an interior arrangement and
bespoke furniture design. The second involved design modification following CFD analysis
and an opportunity to design for a different climate. Alongside work in the office I worked on
a lecture series at the Granada School of Architecture. For 6 Weeks I prepared slides and
presented for three hours, with the help of a Part I student, to an audience of 30 professionals.
Ken Mathieson Architectural Design 2010-2011 Aberdeen, Scotland

My Experience at this local firm involved work on small scale project designs whilst gaining
an understanding of UK building regulations and regular project procedures. I undertook site
visits and surveys whilst I assisted in the production of drawing packages. I was also able to
start work on a personal listed building renovation, using the office’s expertise to check over
my design and drawing details.
REX 2006-2007 New York City, USA

I worked on projects won by OMA during a period of transition at the office. Primarily working
at the design development stage of the critically acclaimed Museum Plaza project in Louisville,
Kentucky. I was encouraged to offer design input whilst working at various scales on models
and presentations. I was also able to produce work for the Canary Islands Biennial and travel
as part of an on site team to a permanent exhibit opening in Louisville.
-Louisville Museum Plaza (Kentucky, USA) – Work Stage 3

During my Part I placement in New York I was involved in developing the design of key museum
spaces and apartments of what was to be an iconic mixed use project. Unfortunately after starting
on site the project was officially cancelled in 2011. Project Value $490M.
Non-Architectural Experience
Home Fundraising - Liverpool, England - 2012-2013
As a fundraiser for vital charities I developed my people and presentation skills greatly, proving
myself in a challenging job. Similar to sales but with no product to speak of, I of course found
gaining donations very rewarding.
PGL Caythorpe Court - Lincoln, England - 2007

On returning from New York I received a job offer to head the archery program and teach
other activities for the summer at the Lincoln branch of this established firm.
London Nightclub + Lloyd’s No. One Bar - Dundee, Scotland - 2006

Summer bar work at these two venues allowed me to earn money in order to go to New York
and it had been something I had wanted to try for a period of time.
Camp Friendship - Palmyra, VA, USA - 2004+2005

During the summer months after 1st and 2nd year at university I had what turned out to be a
great experience with huge responsibility, teaching a variety of sports and art.
Education
University of Dundee 2003-2010
09-10 Master’s in Architecture
07-08 BA Arch (Hons)
03-06 BSc Architecture
Alford Academy 1997-2003

Scottish Higher - Art, History, Graphic Communication, Physics and English
CALUM BRANDER 2016
4.0 Case Study 142
7
SELF EVALUATION CALUM BRANDER 2016
Introduction
first steps toward a career in architecture
The main aim of this evaluation is to highlight and review the lessons I have
learned through my architectural educational and professional experience
and demonstrate how each stage of the process to becoming a qualified
architect has informed my continuous development at this key stage of my
career.
My initial awareness and knowledge of architecture stemmed from studying

both Art and Graphic Design at school. Whilst I had been keen to pursue
my interest and enthusiasm for Art, I discovered a more technical form of
expression during Graphic Communication class and began to consider
Architecture as a possible career. I was keen to explore the idea of creating
a functional artistic form and continue to this day to think of Art as a hobby.
In between my final years at school I confirmed my interest in Architecture,

attending an architectural summer school at Aberdeen University. Here I was
introduced to the idea of site constraints and proceeding beyond sketching to
developing a three dimensional model to sit within a specific context; this idea
and process I enjoyed greatly. In the following year I compiled a portfolio of
work to submit to a number of Architecture schools and through this research
became more aware of the distinct bodies of work from Architects such as
Charles Rennie Mackintosh and Frank Lloyd Wright; providing the inspiration
for my first year of study at University.
Left: Charles Rennie Mackintosh - Glasgow School of Art

Right: Frank Lloyd Wright - Robie House
8
Undergraduate Studies
RIBA Part I - University of Dundee
I accepted a place offered at the University of Dundee where the Architecture

department is situated in the highly acclaimed Duncan of Jordanstone College of
Art and Design. Over the next three years I gained a broad base of architectural
knowledge with modules covering architectural history, construction technology,
environmental and structural design.
Design studio projects encouraged the use of local sites with first year design
assignments acting to develop our basic site response, design and presentation
skills. These early design projects included a bridge, an exhibition space and a
tourist information centre. Whilst I was enjoying the design work, I failed the final
project and was told that the reason for my not passing this particular module
was the shape of the roof. I reconsidered this element of the design and on
reflection realised that designing and personal preference will always be a factor
and design iterations are a necessary part of the process. After passing the resit
at the end of the summer I returned for second year and my submission of a
series of residential designs were well received and boosted my confidence. I
was starting to discover how I could refine a design, enjoying the opportunities
afforded by particular site constraints whilst maintaining a creative focal point or
theme to a proposal.
Left: Montrose Research Centre

Centre: Initial Sketch Idea
Right: Future House
9
In the time between my studies I felt it was important to gain a range of different
experiences outside of architecture. I saw that different jobs, such as initially
working at a Summer Camp in Virginia could lead to valuable skills that cannot
be gained at University. This allowed me to see new places and begin a keen
interest in travel. Whilst employed at the ‘Summer Camp’ I found that I thrive
on responsibility and am most confident when I have a role of leadership and
influence.
At the end of my first summer in the USA I had the opportunity to visit New York
for the first time and was intrigued and excited by the scale of the city. I returned
to Virginia at the end of second year to continue teaching and this time following
my stay made sure to spend a number of weeks in Manhattan. I used this time
to visit buildings designed by famous architects, sketch and make notes about
the fabric of the city grid. I loved photographing the scattering of the cities raised
water towers which are particularly eye catching.
Study trips to Ireland and Holland during the first two years at University provided
further inspiration and was an opportunity to see more successful and interesting
examples of urban design. In Rotterdam I was particularly fond of the Kunsthal by
Rem Koolhaas and the design’s response to movement and route. This design
would come to influence my early career path and my key work at university.
Reflecting on my final project in Year 3, a university building located in Montrose

near Aberdeen, it is clear that I was influenced by my experiences in New York
and Rotterdam. Whilst the design was clumsy in its resolution, it contained
two key ideas - the re-use or re-imagining of an existing building or structure
and secondly a clear concept of movement and route throughout a design. I
completed my initial degree studies happier that my thought process and design
beliefs were becoming one with an architectural style which responds to the
demands of the modern urban environment.
Left: Daniel Burnham - Flat Iron Building, NYC

Right: Rem Koolhaus - Kunsthal, Rotterdam
10
Part I Experience
Professional Practice - OMA, New York
After completion of my undergraduate degree I was eager to test myself in

practice. Keen to return to New York I applied for a position at OMA’s New
York office. This was in 2006 prior to the recession and I was very fortunate to
be offered a position. This was a particularly interesting time for the practice
as former partner at OMA, Joshua Prince-Ramus, was at the beginning of
launching a new practice; perhaps dissatisfied with Rem Koolhaas receiving all
accreditation for his project managed award winning Seattle Library project. I
had believed I would be working for OMA but on arrival at the New York office
it turned out I would be there for the beginning of another three letter practice
called REX. REX were continuing work on OMA won projects, namely the on site
Wyly Theatre in Dallas Texas and the Museum Plaza in Louisville, Kentucky. On
my first day on the job I was presented with the project I would be working on via
Blueprint magazine which featured the incomplete design of the Museum Plaza
across its latest front cover.
Tasked with working solely on the Lousiville Museum Plaza during the early
design stages proved to be a very exciting and rewarding experience. I was
amazed by the structure of the design teams and lack of hierarchy, with all
members of the team including myself having the opportunity to offer opinions
and design ideas. At OMA their methodology has always been to collaborate
with all levels of experience and develop designs through physical models. I
was involved in model-making and became very experienced in the use of blue
styrofoam (used to make almost all OMA models), spray paint and even concrete.
I also had the opportunity to be involved in the creation of a fibre glass model
of the Museum Plaza for the inaugural Cannery Islands Architecture Biennale.
Alongside the design team I travelled to Louisville where we unveiled new models
in a permanent shop front exhibition to inform local residents of the project. The
scale of the project and hype about the design in Louisville was phenomenal
but unfortunately despite making it onto site, the project was abandoned as the
financial crisis affected its funding. It remains a great shame if the project is not
resurrected in the future, as whilst being a simple bold design I think we all felt it
was quite an important and original piece of architecture.
In reflection of my Part I experience; it proved to be an invaluable opportunity to

explore design ideas and collaborate with very experienced professionals. Due
to an inexperience and the fast paced approach to production of design material
I did not have the opportunity to gain insight into the practice structure and
development of various work stages. In retrospect it would have been beneficial
to understand and be involved in the planning and regulatory processes for such
a large scheme and to realise the variation in practice and project management
in the USA, under the guidance of NCARB, rather than the RIBA system in the
UK.
11
Top Left: Blueprint Magazine - Louisville Museum Plaza Proposal Top Right: Louisville Shop-Front Exhibition
Bottom Left: Conceptual Models Bottom Right: Apartment Model
12
Graduate Studies
RIBA Part II - University of Dundee
Choosing to continue with my Part II studies at Dundee University, I returned

to architectural education with a great deal of enthusiasm for design. Initially
working on a small competition project, I produced some successful work which
was exhibited at the Dundee Science Centre. Year four was an opportunity to
spend almost an entire year on a single project - the brief was to create an
archive and arts centre for the DeMarco Archive Trust. I was excited to design a
cultural building after my experience at REX but became rather overwhelmed by
the increased demands of technical submissions (at Dundee year 4 is used to
produce design and technical submissions leaving Year 5 for a more theoretical
based thesis and project). I quickly realised that my time in practice had not
offered any opportunity to gain experience of technical design and construction
and felt I was really lacking knowledge in this area. In retrospect I would have
valued some site based experience at undergraduate level and believe this is
important to developing as a well-rounded architecture graduate.
Throughout Part I, work was still produced in its entirety on a drawing board.
As my year in practice was spend largely working on physical models I, along
with many others in my studio, struggled to adapt when it came to presenting
drawings with the aid of CAD technology. The sourcing of technical details and
construction information was also more complex and time-consuming than it is
today and without the relevant experience in practice, I found it difficult during
year 4 to catch up in terms of technical and computer knowledge.
Excuses aside, I, in agreement with my tutors felt that my year 4 project was
lacking in detail. Having spent the majority of my time developing the concept
and design, I had not left myself with enough time to focus on the large technical
submission at the end of the year and following discussion with my tutor was
happy to agree that it would be beneficial for me to take a year out to not only
become more focused on the technical side of architecture but also, to teach
myself AutoCAD. Whilst my presentation style on this new medium was still
basic, I found I was far more suited to this process and after further development
of my technical knowledge and time spent researching and developing my
understanding of construction I was pleased to have been given the opportunity
to improve my submission.
13
Left: Process - The Need for Iconic Statement Right: De Marco Archive Section and Plan
14
For the final year project we were encouraged to develop our theoretical approach
and were required to produce alongside design work a written thesis to discuss
the relevant theory and our approach to design. I found the year a very enjoyable
way to end my time in Dundee. I had by then developed a keen interest in the
urban fabric of the city and the issues surrounding route and connectivity within
a cities framework. I am a practical person and always wanting to offer a solution
I was keen to generate a useful and relevant output to my final year scheme. I
came to the thesis title of ‘Reconnecting the City: Transition as Practice’ and
used the city of Dundee as a case study. Dundee is a somewhat disjointed city
but one that I had now become very fond of, with great natural qualities such as
its inward south facing configuration towards the River Dee.
The council had recently proposed changes to the waterfront; which has been
missing as the heart of the city for a number of years. Over the first few weeks
of the year our Urban Propositions Unit was tasked with putting forward some
proposals to the council. The only creative spark in their grid like plan being
the new V&A museum designed by Kengo Kuma, (ironically won in competition
against REX). It was agreed that changes we proposed would, where possible,
align with the council’s guidelines, so as to be as beneficial to the schemes
advancement as possible. Working as a group, I believe I showed good leadership
skills and keen to contribute to and develop the council’s proposals we produced
a very cohesive body of work to present. We studied the history of the city centre
and offered analysis as to how character and interest could be injected into their
framework. I find work on masterplans to be hugely enjoyable and perhaps more
rewarding due to the scale of effect you can have on both people and place
when compared to a single building.
As a part of further urban research I proposed a study trip to Barcelona, seeing

the potential time in a successful city as being critical research to the thesis.
Barcelona is an important antithesis when compared to the negative connectivity
issues Dundee struggles with. The suggestion of a study trip was well received
and a group of myself and 5 other students spent four days in Barcelona studying
the urban fabric. I choose to expand on our group work in Dundee for my thesis
and the adjoining design project by developing the idea of fragmentation in our
cities; caused by sprawls of new developments and poor infrastructure which
split and fracture the city. I studied historical architectural ideas and the more
contemporary opinions of Richard Rogers, urban leader Jan Gehl and designs
by West 8 (who I had experience with whilst working on the landscape for
Louisville) amongst others. I examined how good connectivity and the addition of
a series of surfaces and node points connected through the city could encourage
movement and improve social and economic conditions, acting to reduce areas
of dilapidation. Using a framework of edge, surface and movement back from
the waterfront I choose a series of routes and key sites for Dundee. Changing
scale for the design project I continued to work on the project to develop a built
form/adaptive overlay. The proposed project I positioned at the waterfront node
on the most heavily segregated of routes, located where the road bridge enters
the city and currently severs a key part of the waterfront (an issue I do not feel the
council has adequately solved in their future plans). I felt I offered a fresh idea as
to how to traverse an obtrusive and fragmental dual carriageway in an interesting
way and presented it with some of my best sketches, drawings and models to
date.
15
Year 5: Reconnecting Our City. Transition as Practice
16
Part II Experience
Ken Mathieson Architectural Design Ltd.
Personal Project - Listed Building Conversion
Following completion of Part 2 I was keen to develop my understanding of

professional practice in office. The recession was having a large impact on
architectural practice in the UK and new positions in practice were limited. Mindful
that I had not gained any technical or site experience in my Part I placement I
was inclined to work unpaid in a small family run local practice. I felt it was
necessary for me to gain some relevant experience and feared that without this
I may be limiting my future options. I am aware that it is a RIBA requirement for
chartered practices to pay students during any internship as sighted in ‘Criteria
12’ from the RIBA Chartered Practice Criteria. I feel that working unpaid can be
harmful to the profession and devalue our work but at the time I could not turn
down the experience.
At Ken Mathieson Architectural Design I was able to gain valuable expertise on a

personal project, the conversion of a grade II listed coach house in Aberdeenshire
- transforming a disused space currently used for storage into a two bedroom
holiday home. Working at the practice allowed me to discuss the processes of
producing the planning and building warrant applications for the project with
assistance from the sole practitioner.
Working on all aspects of a project so early in my career has proven to be

an invaluable experience. It has provided an ideal opportunity to develop my
knowledge and cover certain areas of the RIBA Part 3 criteria that I haven’t had
the opportunity to be involved in during my time in practice. Half way through
construction the main building Contractor went into compulsory liquidation. The
Client, having agreed a monthly fee structure with the Contractor in an informal
agreement, required clarification on how much of the fee, if any, being asked for
by the liquidators they should pay. The client appointed a surveyor to quantify
the work done to date and based their response on this information; thankfully
not losing any money from the construction budget. I should have ensured the
client was aware of the importance of having a standard form of contract in place
before work began on site and I perhaps did not monitor enough of the progress
taking place in a form other than taking site photos. The dispute between Client
and Contractor was resolved through negotiations and the information provided
by the surveyor. This was an opportunity for me to realise the importance of
contractual agreements and how disputes can quickly arise.
Upon re-examination there have been some minor elements of the design that
were not completed as I had planned. A Velux was installed out of line with the
opening below after the positioning of the largest prefab roof truss and the wood
burning stoves flue was not placed in the specified location. I enjoyed being on
site whilst construction was under way, visiting on a frequent basis. This afforded
me the opportunity to learn from the contractors however in retrospect I was
perhaps too quick to accept on-site changes to the design and should have had
more confidence in retaining my original details. Often the builders offered an
alternative method/detail which they had experience of producing and in future
projects I would look to push through the design intent of an original scheme
through further knowledge and contractual boundaries.
17
Coach House: Drawings for planning submission and building warrant
18
Coach House: Completed project photographs
COACH HOUSE PROJECT 2011-15
Considering how early in my development the project came, everything was completed to a very high
standard, in part due to the level of input I was allowed with finishes and product specifications. This was
clarified by the client’s satisfaction when the project was completed in 2015 and the feedback I have
received by others in the community.
19
In late 2011 when the Coach house had received planning approval and still
with no sign ahead of any paid work in the industry I decided to pursue an
opportunity for more varied experience abroad. I applied for a paid internship
with an architectural practice in Seville, Spain. This opportunity was hosted
by an EU funded arts programme which looked to place design professionals
and students in studios across Southern Spain to share knowledge and gain
professional experience with a sustainable focus. The placement was for three
months and required that I research and produce a piece of work to explore
an idea relating to architectural practice and sustainable design in the built
environment. My theoretical idea compared the variation in the Spanish and
UK approach to public urban spaces and their connection with the greater built
environment. My case study looked at unused or under-used spaces within the
city which had the potential to be connected by a series of sculptures; produced
from recycled material to promote recycling, a further interest of mine.
I was employed for three months at CO2 Engineering, a multidisciplinary office,

here I learnt about technical innovations in architecture including CFD analysis
whist working on two private residential schemes with a sustainable focus. To
continue an earlier point about unpaid work I felt rather guilty about the level
of unemployment in Spain and the financial situation was far worse than that
experienced in the UK. During this period of reduced architectural work, my
employer was looking for areas in which to diversify the practice and began
teaching an evening class at the Colegio de Arquitectura in Granada, this class
was taught in English and was for qualified architects who wished to look for work
in the UK and have the knowledge to participate in international competitions.
I prepared the lecture material and presented various modules to a group of
30 professionals each week. This was a very challenging and rewarding part
of the job and I was given a lot of responsibility. I covered a large breadth of
architectural information to a high level of detail and found that my technical
knowledge improved greatly.
The experience I gained in practice in Seville was perhaps not the most
conventional experience but I was glad to have been challenged and to have the
opportunity to work with very creative and enthusiastic individuals. On my return
to the UK I was looking to gain employment in Liverpool, however there were
still very limited opportunities available and whilst looking for architectural work I
began working for a number of charities - an experience I found very rewarding
and one which improved my presentation skills greatly. I found I was able to prove
myself in a challenging environment and of course I found gaining support for vital
charities including MacMillan, Anthony Nolan and the British Heart Foundation
very rewarding. Despite approaching every practice in the North West and coming
close to gaining employment in a couple of practices in Chester and Liverpool
I returned to Aberdeen when it became clear employment was not presenting
itself in the foreseeable future. Understandably I started to doubt if too much time
had passed to ever gain full-time employment in architecture.
20
My route into paid employment was a long one but I was determined and I’m
glad my situation has now improved. I spent 18 months at Ian Rodger Architects
and worked on over 30 projects at this practice, gaining experience on all work
stages on a broad range of sectors. Conscious of the need to come up to speed
quickly in the office I worked hard to teach myself Revit and attended a three day
course to improve my skills in this area. I was enthusiastic to begin working in
BIM and utilising Revit to improve the coherence of information shared between
Architect, sub consultants and Contractor. When joining the practice, Ian Rodger
(Practice Director) had recently had 2 of his employees leave to set up their own
competing practice and was left with a small workforce who were not familiar
with the use of BIM and Revit. The practice had a series of large scale projects
at Aberdeen Airport, with their other large sector being private residential. I was
able to contribute to work on all projects, producing visuals and developing
the design of our proposals at a small residential scale as well as the larger
multimillion pound airport projects. During my time spent working on Bristow’s
new terminal design I was able to gain experience on the office’s most exciting
and important project as I was able to apply my skills to the existing BIM model.
I was pleased to gain experience at this particular practice as I was able to work
on projects independently with my own design projects and clients. Ian Roger
was an excellent office leader and mentor and ensured that I had the opportunity
to gain site experience and deal with clients at all stages of a scheme. I was
able to submit numerous planning applications, work on warrant packages and
oversee some projects through the later RIBA stages on site giving me an almost
complete experience at a small scale office in my time there.
I decided to leave this practice when the Coach House project was completed.
I had graduated with the ambition to work in a growing urban environment, and
now wished to move away from my home town and to finally move in with my
girlfriend after 4 years together. She had already gained a position in a Manchester
practice, after being lucky enough to graduate with the worst of the recession
out of the way, and I too was more successful at my second attempt to gain
employment in this city.
Left: Bristow Terminal - Revit Render

Right: CHC - Stage 5 Site Mobilisation Plan
21
I have always wanted to work in an urban environment since my time in New

York and by living in a city immerse myself in a more cultural experience outside
of practice whilst adding to my career experience to date. I feel I achieved that
by moving to the Fairhursts Design Group, a large practice that has had a
presence in Manchester for over a hundred years. The directors at this practice
had in recent years taken the decision to work predominantly on commercial
and industrial architecture. The practice have also been working hard to create
a distinct identity for the company through investment in marketing and a new
document management system. They have decided that their corporate image
needs to change as the company continues to age and mature and whilst this
has resulted in the retention of existing clients, the practice is keen to attract
large new clients.
Working at Fairhursts provided a further opportunity to work on a variety of

different projects as well as experience of working on presentation material, BIM,
writing of specifications and a chance to work on project running aspects.
I have been involved in all aspects of a project and feel this office has provided a
good base for continuing to professional qualification. Fairhursts has given me a
broader experience of large scale projects and project management and I think in
such a practice I am lucky to have been assigned to a particular area of work and
instead have had the chance to see a project through multiple stages, working
on all aspects of the design, development and communication.
My recent experience at both Ian Roger Architects and Fairhursts Design Group
have been invaluable, offering experience of two contrasting office environments
and approaches to projects. This has been fundamental in terms of both my
knowledge and confidence when deciding to advance to the Part III course this
year.
Left: Dunlop Street Business Park

Right: Project Wren - Roof Detail
22
Future Aspirations
Career in Architecture
In immediate terms I am happy to stay at a medium to large scale office and

enjoy the challenges that early presentation work, through to involvement in latter
stage construction offers me. After I complete part three and achieve professional
qualification I look forward to the challenge of running projects with the continued
support of more experienced architects within the office structure.
In the future, once confident on all aspects of a project, beyond a sound base, I
would like to return to work on more design focused and public sector schemes.
I have always enjoyed taking the opportunity to invest time into design and feel
that greatest satisfaction and success comes from a more crafted and thoughtful
design. I am keen to pursue my interests in regeneration and connectivity,
perhaps looking to work on more master planning projects as this has been a
type of work I have particularly enjoyed in the past. Whilst I have not immediate
intentions of setting up a practice myself and working independently, I would
never rule anything out as I enjoy a challenge and always look to further myself
through participating in more demanding experiences.
23
CALUM BRANDER 2016
4.0 Case Study 142
25
PEDR CALUM BRANDER 2016
Key experience or opinions is highlighted in yellow throughout the PEDR pages
Professional Experience and Development Quarterly Record Sheet

PEDR 2011 Version
Calum Brander
Stage 2 Experience
Sheet Number 1 First Printed 07/02/2014
General Information
Dates: 14/10/2013 - 13/01/2014
Category of Experience: i Experience of architectural practice in the UK, EEA, Channel Islands or Isle
of Man, under the direct supervision of an architect either registered with the
Architects Registration Board or registered within the territory where the
experience is being undertaken
Location: UK
School of Architecture/ University of Dundee
Monitoring Institution:
Professional Studies Garry Adam
Advisor:
PSA's Email: G.Z.ADAM@DUNDEE.AC.UK
PSA's Phone No: 01382385315
Placement Provider: Ian Rodger Architects
Placement Address: 1 Ruthrie Terrace,
Aberdeen.
AB10 7JY
Placement Phone No: 01224313080
Placement Website: www.ir-architects.co.uk
Student's Phone No: 01224313080
Student's Email: calum.brander@ir-architects.co.uk
Brief Description of A small office with five personnel, 2 architects, 2 assistants and a secretary,
Placement Provider: based at the Cults end of Aberdeen. Formed in 2009 after Ian Rodger took
over the running of his previous firm Lyon and McPherson based close to the
same location.
The Practice has a turnover of approx. £240,000. It works on a variety of
projects from individual house designs and community centres to larger
buildings for the aviation industry including new terminals.
Employment Mentor: Ian Rodger
Mentor's Profession: Principal and 20 years experience in practice.
Membership of RIAS
Professional Bodies:
Registration Number: 5270
Mentor's Email: ian.rodger@ir-architects.co.uk
Mentor's Phone No: 01224 313080
27
First Printed on 07/02/2014 Page 1 of 7

Calum Brander's Sheet Number 1
Work Stages
P O Total
2013 Plan of Work
0 Strategic Definition 0 0 0
1 Preparation and Brief 38 0 38
2 Concept Design 53 0 53
3 Developed Design 276 0 276
4 Technical Design 0 0 0
5 Construction 0 0 0
6 Handover and Close Out 0 0 0
7 In Use 0 0 0
Hours spent on all work stages: Participant 367 Observer 0 Total 367
Activities
Office Management
General
Absence 7 Storm brought down trees leaving me unable to get to
work.
Hospital Appointment 1
Total 8
28

Project Details
Project Name: B220 Bristow Helicopter Terminal. Aberdeen
Project Description: Currently at Stage 2 of a large Design for Bristow Group that's brief includes a
statement entrance, 600 seats for waiting passengers as well as refreshment
areas and of course secure routes to air side through security and vice versa
for returning passengers but through customs. This is a brand new building on
the site adjacent to the existing terminal. The budget has risen to 7.5 million
and this reflects the statement the clients want to create with the project. The
design team includes a quantity surveyor, structural engineer and CDM Co-
ordinator alongside our architecture team and the client is looking for the
project to have passed warranty and be ready to start the build in October of
2014 with the project preferably completed 9 months later.
Project Tasks: 2D Drawings and 3D Modelling in AutoCAD and Revit at design appropriate
scales. I also participated in a meeting with my boss and the headquarter
manager to discuss design changes and in a meeting involving the whole
design team at Bristow's headquarters, helping sell the final scheme to
company managers.
Work Stages: 3 Developed Design 106 hours Participant
Project Name: H074 Helmy House, Aberdeen.

Project Description: Starting as a series of design options for Mr and Mrs Helmy for an extension
(or possibly two) to there house in Aberdeen. They are unhappy with an
existing rendered entrance block, added to the front of their granite house at a
previous time which they want adapted or replaced and also want extra space
in the form of a large extension to the east side of the building. The brief
includes a new lounge downstairs and freeing up of bedroom space upstairs
probably by adding at least one new bathroom to our extension. The clients
have yet to respond to our design options.
Project Tasks: In AutoCAD I have produced 2D drawings at 1.100 scale in plan, elevation
and section of three potential options whilst also creating 3D visualisation's to
accompany each of these design options.
Work Stages: 2 Concept Design 5 hours Participant
3 Developed Design 53 hours Participant
Project Name: C146 CHC Development, Aberdeen. UK

Project Description: New Hangar and accommodation attached to an existing Hangar for CHC
Helicopters as well as an extensive Terminal Renovation to the South of the
Hangars. The hangar will offer space for an additional 8 helicopters to be
stored and generous workshop space. On the upper floors of the
accommodation block flight planning, meeting and canteen areas for staff will
be integrated. The Terminal and Hangar have both been recently submitted for
planning together but the hangar is required by the client to be constructed
first so that passengers have somewhere to be temporarily placed whilst a new
terminal is under construction.
Project Tasks: I have updated the 3D visuals done on Revit to represent design changes to
the project. I have also offered design input, in particular to the terminal side
of the project as it develops.
Project Name: B219 New Bond Hangar, Aberdeen. UK.

Project Description: A new Hangar for Bond Aviation Group. The project's brief was simply to
provide cover for as many helicopters as possible with potentially some
29

accommodation included at a later date. We have presented a two phase

approach where a first hangar will provide cover for 6 helicopters and a
second phase, at a time that suits the client, will provide 6 further spaces and
a row of accommodation between both hangars.
Project Tasks: I produced full 2D drawing sets at a scale of 1.200 after design choices based
on technical aspects of the design; size requirements for a helicopter and the
size of a structural bay and of accommodation for staff were made. I also
provided 3D representation of the whole Bond building portfolio, comprising 5
buildings, in Revit. This showed how the new hangar would look on the chosen
site and helped the client decide on a marketing and branding strategy for the
whole complex and company beyond.
Project Name: E026 Element Extension and Renovation, Aberdeen.

Project Description: Element, a materials testing company for the oil and gas sector approached
us to come up with ideas for an extension refurbishment to their existing
complex building. The brief we came up with the client looks to clearly define
and divide their workshop, lab, welding and staff areas within in the building
and new _ extension. A key aim of the design was to offer potential clients a
more visibly pleasing or impressive route to a new meeting space, greatly
improving the existing. We are currently waiting on the client to approve one
of three ideas we presented them with recently and to take the design to a
further stage.
Project Tasks: I participated In a site survey of the existing building and meeting with the
client. I have since been involved heavily in the initial design ideas and I
completed drawings for three design proposals. I also wrote the email to the
clients explaining and selling our ideas from which they are yet to respond.
Work Stages: 1 Preparation and Brief 38 hours Participant
2 Concept Design 31 hours Participant
Project Name: F053 - Fleming New House, Aberdeen.

Project Description: I have just started work on a new house project for Mr and Mrs Fleming which
is at the initial design stage. The site is located in a row of houses situated on
a steep slope with views predominately south west. The project budget for the
build is £475,000 and this should account for most of what the client requires.
The house will be over three storeys with a drive in garage at ground level and
should include 5 bedrooms as well as multiple leisure spaces.
Project Tasks: I have started to work on 2D CAD drawings of the design, after drawing up the
existing site and building which is to be demolished, in plan, section, and
elevation and plan to move on Revit in the future to produce 3d views to help
us with the design and present our options. I also expect to be attending a
meeting next month with the clients to present our options.
30

PEDR 01 - Work Examples
to the attention of the architect before proceeding.
This drawing is the property and copyright of Ian Rodger Architects. The information therein should not
be reproduced in any form without the prior written permission of Ian Rodger Architects.
Do not scale off this drawing: All dimensions to be checked on site, and any discrepancies to be brought
Rev. Description By Date
Project
Location
Client/s
Drawing Title
Job No. Drawing No. Revision 1b Ruthrie Terrace

Aberdeen
AB10 7JY
Top: F053 Fleming Proposed Street Elevation

Scale...at A1 Date Drawn by Tel. 01224 313080
info@ir-architects.co.uk
www.ir-architects.co.uk
Bottom Left: B219 Bond Facilities Plan Bottom Right: E026 Proposal Plan
31
7/2/2014
32
33
34

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 14/01/2014 - 14/04/2014
Location: UK
Advisor:
Aberdeen.
AB10 7JY
Student's Phone No:
Student's Email: Calum.Brander@ir-architects.co.uk
same location.
Membership of RIAS
35

Work Stages
P O Total
2013 Plan of Work
7 In Use 0 0 0
Activities
Office Management
General
Revit Training and Seminar 28
Illness, holiday 35
Total 63
36

Project Details
Project Name: F053 Fleming New House, Aberdeen, UK.
Project Description: I have been working on a new house project for Mr and Mrs Fleming which is
at a developed design stage. The site is located in a row of houses situated on
a steep slope with views predominately south west. The house will be three
storeys with a drive in garage at ground level and should include 5 bedrooms
as well as multiple leisure spaces. The planning officer has voiced some
concerns about the height of the front facade and that along with a tight
budget requirement of £500,000 have meant we've scaled back the design
and presented this alongside a quantity surveyors cost estimate. We are
currently waiting for the client and council's response to these changes.
Project Tasks: I have worked on 2D CAD drawings of the design as well as presenting the
proposal in 3D on Revit. I have attended meetings with the clients to
successfully present and later discuss our options alongside a quantity
surveyor.
Project Name: H074 Helmy House, Aberdeen, UK.

Project Description: A building extension or possibly two to a house in Aberdeen. The clients were
given a series of three options and the preferred one includes a new study
over an improved entrance extension as well as a new lounge extension to the
side of the building with an en-suite/dressing area on the 1st floor. The clients
are currently deciding how much of the design they can afford before we can
progress.
Project Tasks: In AutoCAD I have been adapting the clients preferred option, producing 2D
drawings at 1.100 scale in plan, elevation and section whilst adapting 3D
visualisation's that had previously accompanied each of the original three
design options.
Project Name: B220 Bristow Helicopter Terminal, Aberdeen, UK.

Project Description: Currently at Stage 2 of a large Design for Bristow Group that's brief includes a
statement entrance, 600 seats for waiting passengers as well as refreshment
areas and of course secure routes to air side through security and vice versa
for returning passengers but through customs. This is a brand new building on
the site adjacent to the existing terminal. The budget has risen to 7.5 million
and this reflects the statement the clients want to create with the project. The
project to have passed warrant and be ready to start the build in January of
2015 with the project preferably completed 9 months later.
Project Tasks: 2D Drawings and 3D Modelling in AutoCAD and Revit at design appropriate
scales. I was asked to create a night image of the building lit up to help sell the
project to staff which was well received. We also worked through many design
options when getting the elevations correct for the clients this period. I
participated in meetings with my boss and the design team at Bristow's
headquarters working on the programme moving forward and helping get the
project almost to a stage where in can be submitted for planning in a matter of
weeks.
Work Stages: 3 Developed Design 136.5 hours Participant
There are attachments for the above project.
37
Project Name: B219 New Bond Hangar, Aberdeen, UK.

approach where a first hangar will provide cover for 6 helicopters and sit on
site so that a second phase, at a time that suits the client, will provide 6 further
spaces and a block of accommodation between both hangars, the project has
been entered for planning and the projected cost for the project is £2,000,000.
Project Tasks: I have produced a variety of work on AutoCAD and Revit. The hangar it has
been decided will now have two separate structures if phase two goes ahead,
rather than tying the second hangar into the first and avoiding potential
complications where the two roofs join. I have continued to present images of
their overall master plan with the incorporated hangar, I worked out how many
parking spaces could be incorporated in front of the hangar if it increased to
a maximum size (22 spaces if staggered at 45 degrees increasing to 35 after
phase 2). This period I have also sourced and produced a drawing based on
their operation hotspots (the spot where a helicopter takes off from), making
sure it adheres to all the relating regulations for future works. I have in
addition attended a meeting about the Hangars progression.
3 Developed Design 24.5 hours Participant
Project Name: A161 Agusta Westland Proposal, Aberdeen, UK.

Project Description: Having been approached about potential sites for an office in Aberdeen I have
offered a couple of visualisations of what an office building with their branding
could look like on two different sites near the airport. Unfortunately it looks like
they will move to a ready made office development thus not providing us with
any work.
Project Tasks: I created 3d images on Revit, based on rough size requirements for their
offices and accompanying car park.
Project Name: R072 Replacement Garage, Aberdeen. UK.

Project Description: This small project looks to replace an old dilapidated garage with a new
useable double garage. A store area is also provided alongside the required
drainage and access on site.
Project Tasks: I adapted the CAD drawing and added changes relating to the addition of an
integrated personnel door and some roof lights. I also added notes and
submitted the drawing for planning on the 'e planning' website. I presented a
location plan, drawing of existing, drawing of proposals and a page of existing
photographs when doing this along with the client paid fee of £192.
Project Name: G065 Paul Gee New House, Aberdeen, UK.

Project Description: A new Build home design as an alternative to a larger more sprawling design
which looks likely to get rejected by the council planning committee. This more
compact design deals with overlooking issues and takes the building away
from a nearby protected area of trees whilst still including four bedrooms
upstairs and multiple Lounge spaces downstairs.
Project Tasks: I completed all the drawings for the design using Revit and presented it along
38
with 3D images.
Project Name: B222 Bond New Hangar, Arrivals and Office Building, Aberdeen, UK.
Project Description: On a separate site from Bond's Hangar project that has been submitted for
planning we have explored the potential of 'in-filling' an area between two
existing hangars, one of which currently houses their arrivals. The proposal
would include a more striking arrivals area as well as housing 3 helicopters
adjacently and open up the potential for a large office block or potential
headquarters above both elements. Any parking that is removed could be
multiplied in a new multi-storey car park on a site across the road. A main
benefit of the project would be filling in a key noise pollution area between
airside and the residential properties opposite Bond's row of buildings.
Project Tasks: I initially drew plans and elevations for the building to see if we could fit the
required brief on the restrictive site. Once we realised we could create a
desirable project I imported the CAD file into Revit to create some 3D visuals
in order to sell the idea to the client. Although impressed by the scheme, at a
meeting I attended, there would be considerable costs involved with the project
so they are understandably taking some time to decide whether its worth
pursuing.
Project Name: V002 Venn Extension, Aberdeen, UK.

Project Description: A small side extension to a house including a new kitchen and utility space. Mr
and Mrs Venn would like the project completed by the end of June.
Project Tasks: Recently given the on-site project to see through to completion I've spent two
hours making alterations to the tender package to reflect cost cutting
measures made prior to starting on site. On site the trench foundations
needed for the build had to be dug deeper than previously thought and I went
to get evidence on site that this is what took place and the extended depth that
was needed incase of any client complaints at a later date for the extra charge
from the contractor.
Work Stages: 4 Technical Design 2 hours Participant
5 Construction 1 hours Participant
Project Name: F049 Warehouse Alterations, Aberdeen, UK.

Project Description: A Warehouse shell which has been given an internal fit out including some
offices and staff facilities.
Project Tasks: The completed project needed a record drawing. In the end a dividing partition
wall and roller shutter door were not formed. Consequently there is no need
for a form Q as the engineers had identified external cladding rails as exempt
from the SER certificate.
Work Stages: 6 Handover and Close Out 1 hours Participant
39

A Planning Application CB 14/02/14

Project
Location
Client/s
Drawing Title

Aberdeen
AB10 7JY
Scale ....at A3 Date Drawn by Tel. 01224 313080

Top: B222 Bond New Hangar - Masterplan

Bottom Left: B220 Bristow Helicopter Terminal Bottom Right: G065 Paul Gee New House
40
41
42
43

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 15/04/2014 - 15/07/2014
Location: UK
Advisor:
Aberdeen.
AB10 7JY
Student's Phone No:
same location.
Membership of RIAS
44

Work Stages
P O Total
2013 Plan of Work
2 Concept Design 146.5 0 146.5
3 Developed Design 162.5 0 162.5
5 Construction 2.5 0.5 3
7 In Use 0 0 0
Hours spent on all work stages: Participant 385.5 Observer 0.5 Total 386
Activities
Office Management
General Organisation 1
General
Illness, holiday 70
Total 71
45

Project Details
Project Name: E027 Etchells Extension, Aberdeen, UK.
Project Description: Mr and Mrs Etchells are looking to add to an existing extension they had done
10 years previously; expanding their space off the kitchen and adding a link
through to the dinning room. We have presented a few options dependant on
how open the client would like the space, with differing appearances in the
elevation.
Project Tasks: I took part in the site survey and was responsible for producing the survey
drawing and proposals in AutoCAD.
2 Concept Design 29.5 hours Participant

Project Description: A small side extension to a house including a new kitchen and utility space.
Project Tasks: I have just observed the completion of the third interim certificate for the
project which are scheduled every two weeks. I have been to the site to check
the progress is satisfactory and document this whilst also attending a meeting
with the clients and the contractor.
Work Stages: 5 Construction 2.5 hours Participant
5 Construction 0.5 hours Observer

Project Description: Currently Entering Stage 4 of a large Design for Bristow Group that's brief
included a statement entrance, 600 seats for waiting passengers as well as
refreshment areas and of course secure routes to air side through security
and vice versa for returning passengers but through customs. This has since
been extended to include extra gates for fixed wing aircraft passengers and
office space on the first floor. This is a brand new building on the site adjacent
to the existing terminal. The budget has risen to over 9 million and this reflects
the statement the clients want to create with the project. The design team
includes a quantity surveyor, structural engineer and CDM Co-ordinator
alongside our architecture team and the client is looking for the project to have
passed warrant and be ready to start the build in January of 2015 with the
project preferably completed 9 months later.
Project Tasks: I entered the project for planning permission using the eplanning website. I
was responsible for collecting existing and proposed area and height
information to assist the council with the application thereafter. I have
completed drawings for phases of initial enabling works. This included looking
at areas of site works, a temporary spiral escape stair being installed and a
track for services being installed before the complete demolition of existing
terminal services. I participated in meetings with my boss and the design team
at Bristow's headquarters working on the programme moving forward.
4 Technical Design 54.5 hours Participant
Project Name: B223 Blackhall, Roof Extension, Aberdeen. UK.

Project Description: The owner of this two bedroom house wants to get extra room in a study and
bathroom, partially under the eaves upstairs. What the client wants is not a
floor extension but simply to create a gable wall at the end of his house,
hipped back a metre from the top. In addition both the front and rear existing
dormers will also be extended. To the front façade the client agrees to the re-
46
roofing of the dormer in its entirety (Sarnafil on rigid insulation) but the rear
dormer has been shown with a step in it to save on cost. The Gable wall will be
clad with tiles, similarly the dormers between windows.
Project Tasks: I took part in a site survey and was responsible for drawing up the survey and
proposals on AutoCAD. I also submitted the drawings along with a letter to a
quantity surveyor for costing. We are awaiting the projected cost to pass on to
the client.
Project Name: W088 Willox New Apartments, Aberdeen, UK.

Project Description: Mr and Mrs Willox are looking to introduce two serviced apartments at the foot
of their garden, in place of an existing garage. We submitted our plans for
initial feedback from the council. Unfortunately they are not willing to entertain
the idea of the roof pitch being heightened to allow for a first floor gallery or
bedroom space. We are currently assessing our options.
Project Tasks: I drew up Plans, Elevations and Sections on AutoCAD.
Work Stages: 2 Concept Design 13.5 hours Participant
Project Name: B216 Bond Norwich, UK.

Project Description: Conversion of existing office space within a Bond owned Hangar into new
check-in and departure gates. A new arrivals area will also be created within
the hangar.
Project Tasks: I produced 3D imagery on Revit consisting of external and internal
perspectives of the project.
Project Name: B226 Bond Sumburgh, Shetland, UK.

Project Description: Renovation of an existing Hangar at Sumburgh airport recently acquired by
Bond to transport people from Aberdeen to Shetland before moving them on to
oilrigs on smaller helicopters because of new air safety regulations in the
industry.
Project Tasks: I produced 3D images, in Revit, of how the hangar will look after its been re
clad in Bond's new colours.
Project Name: T058 Thomson Basement Conversion, Aberdeen, UK.

Project Description: The client is unlikely to be approved any extension adjacent to the building so
they have asked us to look at improving the largely unusable basement level
under the property. We will have to excavate half a metre further down from
the existing basement level and look to add a stair down to the basement from
the hall above. The kitchen will be moved downstairs along with, potentially, a
utility space. This will free up space for a new study upstairs.
Project Tasks: I took part in the Site Survey and was responsible for putting that information
to paper producing a series of options on AutoCAD.
Project Name: K037 Kahn Alterations, Aberdeen, UK.

47

Project Description: For this client we have been investigating how we can alter a design for a
proposed extension, which the practice had done for a previous client called
McKerron, by adding a further dormer window. This would take the total on the
South Elevation to four and prove difficult during construction so we proposed
a combined single dormer. This unfortunately was rejected by planners as it is
not in keeping with the street. We have since submitted a drawing showing
three large and one smaller individual dormer.
Project Tasks: I produced drawings of these two options using AutoCAD.

site so that a second phase, at a time that suits the client, will provide 6 further
spaces and a block of accommodation between both hangars, we are
currently working on technical warrant drawings for the hangar.
Project Tasks: I have produced work this period on AutoCAD in preparation for technical
notes being added to the warrant package. I also attended a meeting at Bond
which discussed the hangars progress and also to present our idea (B222) for
a new terminal and office development at the airport.
Work Stages: 4 Technical Design 12.5 hours Participant
Project Name: B222 Bond New Hangar, Arrivals and Office Building, Aberdeen, UK.
Project Description: On a separate site from Bond's Hangar project that has been submitted for
planning we have explored the potential of 'in-filling' an area between two
existing hangars, one of which currently houses their arrivals. The proposal
would include a more striking arrivals area as well as housing 3 helicopters
adjacently and open up the potential for a large office block or potential
headquarters above both elements. A main benefit of the project would be
filling in a key noise pollution area between airside and the residential
properties opposite Bond's row of buildings.
Project Tasks: At a meeting I attended at the start of this period, where the new hangar
(B219) was also discussed, the idea went down well. There would be
considerable costs involved with the project so they are understandably taking
some time to decide whether its the best option for them to pursue.

Helicopters. The hangar will offer space for an additional 8 helicopters to be
be integrated. They are looking to start on site in November once building
warrant is passed.
Project Tasks: I have helped to complete warrant packages for the hangar project this period.
48
B220
BRISTOW HELICOPTERS LTD
TERMINAL DEVELOPMENT
INDICATIVE PROGRAMME - 09 APRIL 2014

STANDARD PROCUREMENT
2014 2015 2016
MONTHS MAR APR MAY JUNE JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE JULY AUG SEP OCT NOV DEC JAN FEB
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
NO. ITEM
DESIGN
Design options & costs review, and Client
01
Instruction
Design finalisation, Planning & Airport
02
enquiries, and site surveys
03 Client Approval & Instruction
04 Planning Application submitted
05 Planning Application decision - 13 weeks *
Detailed Design, with CDMC & Engineer's

06
input - 16 weeks
07 Warrant Application
08 Warrant Approval *
PRE-CONSTRUCTION
Tender documentation, incl. Specification &
09
CDM considerations
10 Client approval & tender issue
11 Tendering period
12 Tender report & review
13 Contractor appointment
Lead-in to Site Start, incl. Construction Phase

14
H&S
DEMOLITION
15 Disconnection & downtakings
CONSTRUCTION Steel design, fabricate & erect
16 Construction Period **
17 Practical Completion
18 Post-Completion Inspections
Professional Fees 20% 35% 55% 65% 75% 80% 85% 90% 95% 100%
* these items are dependent on Local Authority, and are outwith the direct control of the Design Team
** to be confirmed with Contractor
19 Legend
Demolition procurement
Steelwork procurement
Main Contract procurement
Top: B220 Bristow Heicopter Terminal - Programme Changes

Bottom Left: B220 Bristow - Proposed Entrance Visual Bottom Right: K037 Kahn Alterations - Proposed Plan
49
50
51
52

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 16/07/2014 - 16/10/2014
Location: UK
Advisor:
Aberdeen.
AB10 7JY
Student's Phone No:
Brief Description of A small office recently expanded to six personnel, 3 architects, 2 assistants
Placement Provider: and a secretary, based at the Cults end of Aberdeen. Formed in 2009 after
Ian Rodger took over the running of his previous firm Lyon and McPherson
based close to the same location.
buildings for the aviation industry including a new terminal.
Membership of RIAS
53

Work Stages
P O Total
2013 Plan of Work
5 Construction 11.5 0 11.5
7 In Use 3 0 3
Activities
Office Management
General
Illness, holiday 77
Total 77
54

Project Details
Project Description: Currently entering stage 4 of a large design for Bristow Group that's brief
to the existing terminal. The budget has risen to 9 million and this reflects the
statement the clients want to create with the project. The design team includes
a quantity surveyor, structural engineer and CDM Co-ordinator alongside our
architecture team and the client is looking for the project to have passed
warrant and be ready to start the build in January of 2015 with the project
preferably completed 9 months later. Our only invoice to date for the current
design was paid for the first 25% of the £270,000 we'll get in total if we take
the project through to completion. This is based on an overall percentage of
3% of the projected project cost which we pushed down from 4.75% when this
cost rose by almost half from the previous design where we would have had
an eventual income of £201,000. Once we complete the technical design and
gain building warrant for the design we will be entitled to bill the client for the
next 25% of our fee.
Project Tasks: This period I have checked points, and adapted the design accordingly, that
the planning officer appointed to the project had flagged up; including
introducing a turning circle for a refuse lorry, meeting parking quotas and
checking floor/building footprint areas. I have put together an enabling works
plan for the appointed contractors to work from initially on site. (i.e where will
flight control go once works begin, we've worked in a portakabin which can
still connect to the existing fire escape route) and have recently looked at
different options for the largely undecided office/operations first floor. As well
as meeting with a kitchen contractor I also met with the head of a main
contractor who had come up to Aberdeen to hear about three large scale
projects. I talked him through the design and the timescale for completion
expected on the terminal project.
4 Technical Design 18.5 hours Participant
Project Name: C146 CHC Development, Aberdeen, UK

be integrated. They are looking to start the 7 million pound project on site in
November once statutory approval of the building warrant is agreed.
Project Tasks: This period I have put together some pre-construction drawings, firstly a site
access drawing, similar to one I produced for Bristow. This is important at the
airport so everyone is aware well in advance as to where a temporary or
replacement barrier will come into affect and when. These must comply fully
with AIA safeguarding requirements and also not interfere with helicopter
clearance at 'hotspots'. Secondly I turned the drawings into colour coded
room diagrams showing specific floor space for hangar, operations, public,
workshops and refurbishment on all three floors. This has allowed CHC to plan
where their budget is spent accordingly and what areas to invest more in than
others. I met with a kitchen contractor to talk them through this project and
another. I met with the head of a contractor who had come up to Aberdeen to
55
hear about our three large scale projects. I talked him through the design and
the timescale for completion expected on the CHC project.

Project Description: We are currently working with a senior planning consultant in Aberdeen on
how best to get a new build house design accepted on a picturesque plot of
land near the walker dam. After presenting a new layout that again doesn't
encroach in a clear root protection zone, as our previous scheme hadn't, and
also deals with overlooking issues this has unfortunately still been predicted as
unsuitable due to lack of a front to the design needed to fit in with 'road
frontage' guidelines. To counteract this, as suggested by the now rather
impatient client, we have submitted a typical standard house product similar to
ones in the same enclave but the response to this house form was that we
should consider the merits of the site and design a house that is befitting it.
Project Tasks: This period I helped present two options as a basis for moving forward in
AutoCAD. I had to research a typical house type on the estate for one option.
We are about to adapt our design, taking in to account the planners latest
comments, next period.

they have asked us to look at improving the largely unusable basement level
under the property. We will have to excavate half a metre further down from
the existing basement level and look to add a stair down to the basement from
the hall above. The kitchen will be moved downstairs along with, potentially, a
utility space. This will free up space for a new study upstairs. The predicted
cost of the project that was given to me by the quantity surveyor is £75,354
with a price risk of £7,500 added. The Thomson project is probably the project
that has gone most smoothly that I've worked on in the office. Initially we meet
the client and offered them a feasibility study. In this offer we said we'd
provide a survey, subsequent drawing and design options and give them the
option to bring in a QS, listing their additional fee. We would then usually
make sure to state that on completion of the feasibility study we could seek
planning approval for the client; however in this case we were just seeking
confirmation that planning approval was not required and offered to continue
with the warrant package. We stated they were under no obligation to
continue beyond the feasibility stage and that the process would take roughly
two months. We then stated our fee for the study and mentioned that prints,
postage and travel costs were additional and what they would be. I find this
process works well and am glad we do it as standard on all projects. The fact
we have not had to apply for planning has certainly sped up the process and,
along with the client's quick decision making, has enabled us to get to warrant
stage reasonably quickly.
Project Tasks: We met on site with the client to discuss final changes to design and since
then I have worked on putting together a building warrant package. Drainage
has proved difficult, we have tried to facilitate all utilities close to the gable wall
where we will look to pump out any water with a Saniflo system. Getting a
mechanical extract out from the cooker hood in the kitchen will be difficult as
well and we propose using a flat duct periscope brought out between joists
and up the wall cavity before exiting out an air brick with a min of 150mm
above GL. I have studied U-values for the first time and established that to
meet the required value of 2.5, for the walls, 70mm of our chosen insulation
56
product will be required. I have also managed to get a u-value of 1.9 in the
floor. I wrote/sourced all the required notes myself and did a drainage
schematic, electrical layout and five details as part of the package.
4 Technical Design 49 hours Participant

The project will cost approx. £100,000. The last time we billed a fee for the
project was in May when we received 25% of our overall £12,000 fees. This
took us up to the 80% mark as we had reached stage 5 of the build
(construction). Previously we reached 55% during the technical design stage
4 and 35% for developed design work at stage 3. This was after we received
an initial sum of £1,650 for a feasibility study.
Project Tasks: I have submitted the fourth interim certificate for the project, which are
scheduled every two weeks during the build. I have been to the site to check
the progress is satisfactory and document this whilst also attending a meeting
with the clients and the contractor.

through to the dinning room. After presenting a few options we have
confirmed a design with the client based on some concerns they had. The
scheme has an estimated cost of £20,870.
Project Tasks: This period I have adapted the design for the client based on their concerns
over the safety of a cantilevered roof design and the positioning of the skylight
because of potential leakage during heavy rain. Both these points we have
proved to be unwarranted but we have adapted our design for them anyway.
We had been waiting over two months for a predicted cost coming back from
the quantity surveyor, now this is in we can meet with the client again and
discuss how to proceed.
Project Name: S274 Warranty Amendment, Aberdeen, UK.

Project Description: The clients needed to apply for an amendment to their building warrant; giving
us previous design drawings to work from.
Project Tasks: After we surveyed what had been completed on site; some spatial changes
had been made and the electrical and drainage layouts were different. I drew
up these changes on AutoCAD including creating a drainage schematic, and
then completed and submitted the amendment for warrant form myself for the
client. Initially I had drafted a letter to the suitable planning officer describing
our appointment, which I've attached.
Project Name: F054 Fernando Alterations, Aberdeen, UK.

Project Description: The client requested access to a shared garden area out the back of his three
storey flat. Mr Fernando also wished for us to explore how his spaces could
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be linked together better on the first floor where a bedroom, lounge and
kitchen are all accessed from the stair/hallway.
Project Tasks: I produced drawings that present a design which looks to to change some
very segregated spaces that currently sit off the central stair. By knocking
down a non-structural wall we were able to show a design that incorporates a
large open plan lounge and kitchen space at the front of the plan and
introduce a new shower room by moving the bedroom to the back of the
property with a view out over the garden. We can provide the client with
access to the garden by turning the window on the first floor landing into an
escapable exit with thirteen steps down to below.

accommodation included at a later date. We had presented a two phase
site so that a second phase, at a time that suits the client, would provide 6
further spaces and a block of accommodation between both hangars; however
the client has recently decided that accommodation must be included within
the first hangar. We are however only a month from the foundations being laid
on site with construction expected to take a period of 26 weeks. The project is
currently going to cost 2 million.
Project Tasks: This period I met with the head of a contractor who had come up to Aberdeen
to hear about three large scale projects. I talked him through the design and
the timescale for completion expected on the hangar project.
Work Stages: 5 Construction 1 hours Participant
Project Name: Alba Artisans, Aberdeen, UK.

Project Description: Coming to us with a design the clients now need a design team to help give
their scheme for a workshop and exhibition centre a structure and some
constructional accuracy before continuing to hopefully get planning and
building warrant for the design.
Project Tasks: I prepared, from a clients previously produced drawing, a workable
representation in AutoCAD to scale. This was then passed onto the Quantity
Surveyor for costing.
Project Name: Harlaw Academy Access, Aberdeen, UK.

Project Description: Harlaw Academy currently has a parking system that is confusing and often
dangerous for the children with parents not directed one way or the other. The
proposal we have put to the school is one that will see a clear route for
pedestrians that come out of school which should not conflict with parents
coming into park their car at the school. Only two trees would need be
removed for this new route onto Albyn Place.
Project Tasks: On AutoCAD I produced drawings of existing and proposed.
Project Name: Spital Nursery Revivial, Aberdeen, UK.

Project Description: Our clients are looking to make a bid on a listed but abandoned former
nursery building in Aberdeen. Our design would look to strip the existing
condition back to its T-shaped form and make features of its central granite
58
gable wall. A two stage approach would help the client with funding for the
project.
Project Tasks: On Revit I produced plans of each phase of the design along with 3D visuals
of the proposals to present to the client.

Project Description: For this small project we would replace an old dilapidated garage with a new
useable double garage for two clients. A store area is also provided alongside
the required drainage and access to the site. Because of the project size we
went straight to a contractor, rather our usual route of contacting a Quantity
Surveyor, who advised the cost for their construction of the design would be
£30,000.
Project Tasks: I was allowed to take the opportunity to take this project through to applying for
building warrant. Drawings have been produced on AutoCAD which include a
plan, sections, elevations and building details; quite challenging in that the
garage will be built against a boundary wall. A weak concrete infill would be
used between the existing wall and the new blockwork, along with overlapping
code 4 lead flashings and suitable DPC wrappings were all required in these
details. I had to suitably research the products used for the roof and garage
door. I have since forwarded these drawings on to a structural engineer for
their over markings before we can submit for building warrant in a couple of
weeks.
Project Name: B201 Built Bristow Hangar, Aberdeen, UK.

Project Description: The Completed project cost about £100,000 and included new workshop,
office and locker room space all placed on an existing mezzanine. A new
external spiral staircase and internal stair were also included in the package
for access.
Project Tasks: Snagging of this 'In-use' hangar brought up problems like the plastic covers
still being required for screw heads to the side of windows, the fire exit door
not closing and with the seal at the cill of all the windows leaking; probably a
problem with the window suppliers standard detail not being carried out as it
should have been on site.
Work Stages: 7 In Use 1.5 hours Participant
Project Name: B227 Potential New Bristow Hangar, Aberdeen, UK.

Project Description: Initial proposal for a new hangar in Bristow's remaining site at Aberdeen
Airport. We have produced a feasibility study showing that they could fit six,
potentially seven, S92 helicopters on a site that needs to allow space from the
boundary to a CHC site on one side and on the other a space for a re-routed
'queens road' (access on occasions for the queens personal pickup at the
airport).
Project Tasks: I produced a A1 proposal sheet on AutoCAD that shows what a standard
hangar design could maximise from the site.
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Project Name: I017 Islam Property, Aberdeen, UK

Project Description: After showing Mr Islam two options for how he could adapt his corner shop we
submitted a design for planning based on his interest in placing two bedrooms
into the small two storey area. This was dismissed by the council straight
away due to the lack of amenity and pleasant living environment that would be
afforded to any potential occupiers. They have requested that the applicant
look at revising the application to include our far more suitable one bedroom
design. We are currently awaiting his response on the matter.
Project Tasks: I produced drawings and submitted the application for planning on the
eplanning website. Included in the drawings studys were made to how we
could reveal some of the existing buildings qualities that were previously
hidden by the shop facades and signage and how small spaces, for the client,
could be created in line with the applicable regulations on an individual basis.
Project Name: F051 Ferryhill Railway Museum

Project Description: This project entails bringing back to life an old redbrick railway shed for
Ferryhill Railway Heritage Trust and turning it into a railway visitors centre.
Initially the design would be submitted for potential funding as the trust have
very little funds themselves. Access is an issue with the building, tracks and
listed turntable all hidden largely by a new housing estate. The proposal
includes how people could in future gain access through part of Duthie Park.
They propose, taking our fees into account, that the amount of funding they
require from various trusts and funds would be £743,940.
Project Tasks: After completing a site survey of the building I was tasked with putting together
a presentation to be included in the application for potential funding of the
project. I produced a presentation of eleven pages including AutoCAD
drawings of existing and proposed and Revit visualisations. The simple design
we produced looks to return the existing roof and redbrick form to its former
glory and introduce steps up to a modern public 'gallery' to overlook the
carriages or engines on display.
Project Name: T052 Torry St Fittick's Church, Aberdeen, UK.

Project Description: A church internal fit-out out that was completed some time ago, cost £144,000
and is currently in use by the clients.
Project Tasks: I went through the snagging list for the church on site and the issues that
came up include, some new hoppers and downpipes that had been introduced
are now very blocked and whilst we will treat this as lack of external
maintenance in the short term, further action might be required. The main
entrance was causing concern due to a large gap left at the base, this can not
be lowered due to a carpet finish internally but its been recommended that
raising the granite threshold would be one way to solve this issue or
alternatively the introduction of a second glazed door would help with weather
sealing. One of the LED lights in the sanctuary was clearly dimmer than the
rest so a replacement has now been ordered by the contractor.
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This drawing is th
be reproduced in
Do not scale off t

to the attention o
Rev. Description By
Project
Location
Client/s
Drawing Title
Job No. Drawing No. Revision 1b Ruthri

Aber
AB10
Scale ....at A3 Date Drawn by Tel. 0122

info@ir-arch
www.ir-arch
Rev. Descrip
Project
Location
Client/s
Drawing Title
Job No.
Scale ....at A3
Project
Location/Client
Top Left: T058 Thomson Basement - Conversion Floor Detail Top Right: S274 Warrant Amendment
Bottom: F051 Ferryhill Railway Museum - Section and Visual
Drawing Title

Aberdeen
AB10 7JY

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Reflective Experience Summary

Task performance & learning during this period of experience
This period I have had involvement at an early stage (Alba, Harlaw and Spital) with the hope to generate
future work. I have been involved in a large survey and design presentation for Ferryhill Railway Trust as
they look to gain funding in order to progress with the design of a public railway centre. I've been involved
in the early survey and design stages of residential projects (F054, I017 and G069)
and further down the line submitted drawings for costing (E027) as well as being on the verge of submitting
my first warrant applications (T058 and R072). I also had the opportunity to do a warrant amendment this
period (S274); work like this at the later stage of the building process has given me a far greater
knowledge of the complete spectrum of how to get a design built and through to practical completion.
Whilst having access to a current project on site (V002, again giving me access to paperwork during the
later build stages, in this period another interim certificate was required) I was also able to log time as
stage 7 or 'In Use'. At Torry St Fittick's Church (T052) and Bristow's South Hangar (B201) I was able to
take part in checking snagging points and speak to the occupants currently using their buildings, helping
come up with solutions to their issues. Whilst I have sourced and produced a working design for a new
hangar for Bristow (B227) this period work on the stage 4 projects for all three helicopter company's
continues to take up a lot of the office's time, and in particular for me I am learning a lot on Bristow's new
terminal - now at a technical phase with the terminal itself only a few months from starting on site.
Personal development & role performance evaluation
This period I have been confident talking about large designs at an advanced level when I filled in to speak
to a building contractor about our three main projects for Bond Bristow and CHC and the possibility of his
company submitting tender quote's. I am used to this sort of interaction with clients too, again this period
on site for surveys F051 and F054 (as well as for design discussions, T058) but I am now getting more
involved with contractors, on site (V002) or once the building is completed during snagging. Going through
a snagging list for projects in two different sectors I found to be of great benefit and gives me a good idea
of the sort of things to check once a building has been habitable for many months; not just what is on the
clients snagging list. For example at Torry St Fittick's church we discovered they were having a large
amount of issues with the external drainage which if left for a longer period of time might have led to damp
coming through and started to affect the internal quality of the building. I am also working with contacts
outside the office on Bristow's Terminal project; adapting enabling works plans for a contractors start on
site, or when the client notices a new issue (we had to think of a solution with Flight Control not having a
suitable view from the existing terminal during construction, this has led to a portakabin linked to current
fire escape routes being devised). The planning officer also has questions that need answered quickly
whether it be floor areas or proof of a refuse lorry's ability to turn around at our designated waste area. I
have also found the two warrant packages (as well as the warrant amendment for S074 which was
accepted first time) I've been working on recently hugely beneficial to my development meaning I now
know what is required at this stage for smaller scale projects in terms of notes, U Values (which I
calculated myself for T058), drainage layouts (see S074 and T058) and a variety of details which of
course also improves my technical knowledge.
Aims for next period of experience
I have filled out the correct forms already awaiting the sending out of these warrant packages at the start
of the next period (once we receive information from the structural engineers and adapt the drawings
accordingly) and I hope to have more opportunity to submit more warrant/planning packages in the future.
I am hoping the Venn project (V002) in completed next period so I can gain more experience at stage 6 -
'handover and close out'.
Further skills needed and actions to take to achieve aims
Now that I have worked on all stages of a build I think I could do with more time working with more of the
various paperwork you deal with as an architect, at all stages, as well as any tasks that may not have come
my way yet, like producing a door schedule or updating a drawing register.
Additional student comments, support required from placement provider
Although no CPD has been logged this period we have arranged some for the office at the start of the next
period (with a airport specialist contractor) and, despite being a fairly small office, hope to keep arranging
more CPD every few months. My personal project, the coachouse renovation, is progressing well, this
period I've spoken with an electrician and produced an electrical plan for their team whilst all the drainage
and the doors and windows are now in. Working with a digger the contractor has been able to bring the
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66

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 17/10/2014 - 17/01/2015
Location: UK
Advisor:
Aberdeen.
AB10 7JY
Student's Phone No:
Membership of RIAS
67

Work Stages
P O Total
2013 Plan of Work
7 In Use 0.5 0 0.5
Activities
Office Management
CPD 1 Cavotec - inovations in the Airport industry
General
Dentist 1
Illness, holiday 213.5
Total 215.5
68

Project Details
they asked us to look at improving the largely unusable basement level under
the property. They have to excavate half a metre further down from the
existing basement level and add a stair down to the basement from the hall
above. The kitchen will be moved downstairs along with, potentially, a utility
space. This will free up space for a new study upstairs. The predicted cost of
the project that was given to me by the quantity surveyor is £75,354 with a
price risk of £7,500 added. We have recently parted paths with the client as
they clearly did not read our initial letter properly and thought that the fees for
the feasibility study would take them through the whole project; they have
decided to finish the build themselves after gaining building warrant. We, as is
usual, made sure to state that on completion of the feasibility study we could
seek planning approval for the client; however in this case we were just
seeking confirmation that planning approval was not required and offered to
continue with the warrant package. We stated they were under no obligation
to continue beyond the feasibility stage and that the process would take
roughly two months. We then stated our fee for the study and mentioned that
prints, postage and travel costs were additional and what they would be. I find
this framework agreement works well and am glad we do it as standard on all
projects. Our progress up until applying for the warrant package was very
smooth, working alongside the client, so it is a shame that we will not continue
to work with them on their project.
Project Tasks: I amended the building warrant package after receiving updated drawings
from the structural engineer. We usually decide to transfer their work on to
our design drawings to produce a clearer and more easily translated drawing
package.
In the package I submitted I wrote/sourced all the required notes myself and
did a drainage schematic, electrical layout and five details as part of the
package as well as calculating the required U-Values for the project.

Project Description: We were working with a senior planning consultant in Aberdeen on how best
to get a new build house design accepted on a picturesque plot of land near
the walker dam. After presenting a new layout that again doesn't encroach in
a clear root protection zone, as our previous scheme hadn't, and also deals
with overlooking issues this has unfortunately still been predicted as unsuitable
due to lack of a front to the design needed to fit in with 'road frontage'
guidelines. To counteract this, as suggested by the then rather impatient
client, we had submitted a typical standard house product similar to ones in
the same enclave but the response to this house form by the planning
consultant was that we should consider the merits of the site and design a
house that is befitting it. Having produced visuals we felt would sufficiently
show how we have met all the planners concerns unfortunately the client now
wishes to switch to a different architect in order to try to attain planning
permission on the site.
Project Tasks: This period I did visuals on Revit to promote our latest design for the site.

69
Project Description: For this small project we would replace an old dilapidated garage with a new
useable double garage for two clients. A store area is also provided alongside
the required drainage and access to the site. Because of the project size we
went straight to some contractors, rather than our usual route of contacting a
Quantity Surveyor, who advised the cost for their construction of the design
would be £30,000. The client is now deciding which of two quotes to go with.
Project Tasks: I was allowed to take the opportunity to take this project through to applying for
building warrant. Drawings have been produced on AutoCAD which include a
plan, sections, elevations and building details; quite challenging in that the
garage will be built against a boundary wall. A weak concrete infill would be
used between the existing wall and the new blockwork, along with overlapping
code 4 lead flashings and suitable DPC wrappings were all required in these
details. I had to suitably research the products used for the roof and garage
door. I submitted the drawings at the start of this period and expect to hear
from the building standards officer shortly.
Project Name: W088 Willox New Apartments, Aberdeen, UK.

Project Description: Mr and Mrs Willox are looking to introduce two serviced apartments at the foot
of their garden, in place of an existing garage. We have now submitted their
ideal scheme for planning despite council concerns that an unacceptable
development precedent would be created. Our proposals would be disguised
as a double garage so that the density, form and character would fit in and
probably enhance this 'street of garages'. Since we have submitted the
council has responded with a range of objections lodged in 5 letters of
objections. The main concern seems to be the lack of off street parking
included in the project. Also the lack of granite being used is apparently not
appropriate for the conservation area but I don't remember seeing any other
granite garages on this street. The council are apparently unable to support
this application as we stand.
Project Tasks: I adapted Plans, Elevations and Sections on AutoCAD and submitted the
scheme online on the council's eplanning website.
Project Name: Spital Nursery Renovation, Aberdeen, UK.

Project Description: Our clients are looking to make a bid on a listed but abandoned former
nursery building in Aberdeen. Our design would look to strip the existing
condition back to its T-shaped form and make a feature of its central granite
gable wall. A two or three stage approach could help the client with funding for
the project.
Project Tasks: On Revit I initially produced plans of each phase of the design along with 3D
visuals of the proposals. This period I made some changes to the options as
well as creating a first floor plan and elevations for the final phase 3 in Revit.
On Revit this was of course a lot quicker from the initial plans than it would be
in CAD.

70
through to the dinning room. After presenting a few options we have

confirmed a design with the client based on some concerns they had. The
scheme has an estimated cost of £20,870.
Project Tasks: This period I have adapted the design for the client to maximise space for
them in the extension. However we are slightly concerned that, due to the
insistence of the client, the large percentage of glazing in the project will
prompt a negative response from the planners, when we submit next period.

an initial sum of £1,650 for a feasibility study. We have submitted the seventh
interim certificate most recently.
Project Tasks: This period we went to site to check on progress and although external works
were still not finished a list of initial points were taken down, mainly just sealant
and paintwork issues on a successful construction, with a view to a final
snagging check next period. I also updated the register of drawings and
issues.

bathroom, partially under the eaves upstairs. What the client wants is not a
floor extension but simply to create a gable wall at the end of his house,
hipped back a metre from the top. In addition both the front and rear existing
dormers will also be extended. To the front façade the client agrees to the re-
roofing of the dormer in its entirety (Sarnafil on rigid insulation) but the rear
dormer has been shown with a step in it to save on cost. The Gable wall will be
clad with tiles, similarly the dormers between windows. The project cost has
come back as £39,000 from the Quantity Surveyor and we awaiting the clients
response on whether to proceed or not.
Project Tasks: In the past I took part in a site survey and was responsible for drawing up the
survey and proposals on AutoCAD. This period I have updated the register of
drawings and issues as we wait to progress with planning.

Project Description: Currently entering stage 4 of a large design for Bristow Group that's brief
to the existing terminal. The initial designs budget has risen to 9 million and
this reflects the statement the clients want to create with the project. The
project to have passed warrant and be ready to start the build in January of
2015 with the project preferably completed 9 months later. Our only invoice to
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date for the current design was paid for the first 25% of the £270,000 we'll get
in total if we take the project through to completion. This is based on an overall
percentage of 3% of the projected project cost which we pushed down from
4.75% when this cost rose by almost half from the previous design where we
would have had an eventual income of £201,000. Once we complete the
technical design and gain building warrant for the design we will be entitled to
bill the client for the next 25% of our fee. The M&E team brought into the
project have recently noted the requirement for large 850mm ventilation ducts
to be contained in the roof and first floor build-up. They working with the
structural engineer are able to connect the ducts through the floor/roof's
450mm cells in the 660mm cellform beams but we are still required to change
our design to incorporate a larger floor depth of 1050mm.
Project Tasks: This period I also attended a meeting with Hutcheon (M+E installation) and KJ
Tait (Environmental Engineering) and I have since helped adapt the design
accordingly, firstly looking at dropping the floors to come in level with the
existing building first floor next door to the site however this meant, though
possible, the entrance to our terminal would not be effective with what is
expected of a building of this type. We have now not changed our original
levels massively apart from the ground floor being taken slightly lower and the
roof slightly raised with the first floor having four steps between proposed and
existing. Hopefully this will not prove to be a concern with regulations relating
to disability access as 'Ramp Control' is accessed from the existing building
and thus separate from the lift access at the majority of the design. This
period I adapted the DFT plan, working to simplify the necessary security
fences and airside boundary's.
Project Name: B227 Potential New Bristow Hangar, Aberdeen, UK.

Project Description: Initial proposal for a new hangar in Bristow's remaining site at Aberdeen
Airport. I produced a feasibility study showing that they could fit six S92
helicopters on a site that needs to allow space from the boundary to a CHC
site on one side and on the other a space for a re-routed 'queens
road' (access on occasions for the queens personal pickup at the airport).
This scheme fits in well with current conditions at the airport but since a
meeting at Bristow the team has proposed a nine helicopter hangar. This
would offer many challenges in conjunction with Aberdeen airport and ACC
Planning as it projects out beyond other buildings on both sides and rather
than have parking at the front of the building it would have to be provided at
the side of the hangar alongside the re-routed queens gate. This might make
future security arrangements more challenging.
Project Tasks: I attended a meeting at Bristow and updated the A1 proposal sheet I produced
last period, on AutoCAD, showing what a standard 6 helicopter hangar design
could maximise from the site, before I had to take an extended period of time
off work. Hopefully I can pick up whichever design Bristow choose to continue
with in the near future.
Project Name: S274 Warranty Amendment, Aberdeen, UK.

Project Description: The clients needed to apply for an amendment to their building warrant; giving
us previous design drawings to work from. After we surveyed what had been
completed on site; some spatial changes had been made and the electrical
and drainage layouts were different. I drew up these changes on AutoCAD
including creating a drainage schematic, and then completed and submitted
the amendment for warrant form myself for the client.
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Project Tasks: This period I meet with the planning officer on site with a view to him signing
off the completion certificate; however there are still a few outstanding points.
Although Insulation was added to the loft, Bat Straps still need to fitted to the
gable wall. Secondly that the extract fans from the bathrooms need to
terminate to the outside air. The client has had his contractor back to fix these
points and we are currently waiting on the building inspector to arrange
another visit.
Project Name: I017 Islam Property, Aberdeen, UK

Project Description: After initially showing Mr Islam two options for how he could adapt his corner
shop we submitted a design for planning based on his interest in getting two
bedrooms into the small two storey area. This was dismissed by the council
straight away due to the lack of amenity and pleasant living environment that
would be afforded to any potential occupiers. The applicant has now revised
his application to include our far more suitable one bedroom design. We are
currently awaiting the councils response on this revision.
Project Tasks: Revisions to drawings I produced and submitted for planning on the eplanning
website. I've shown a scheme consisting of open plan kitchen and living at the
entrance level and a new staircase going to the basement level where a
bedroom and bathroom would fit alongside some utility space.

be integrated. They had been looking to start on site shortly but have now
accepted that the 13th Feb is an acceptable date to get tender quotes back for
the main contractor. The original schedule has slipped back constantly due to
the clients unorganised management system and their failure to decide
collectively on elements of the design quickly.
Project Tasks: This period I liaised with the CHC project manager and the Head of CHC,
including via a Skype call, and went on to produce renderings the client
wanted so they could test the popularity of two different colour schemes, over
the whole of the CHC site. Firstly I showed a wave like pattern in their
helicopters colours and secondly a plain grey colour finish incorporating the
CHC logo at various points of the hangar. I also presented some options for
the largely undecided reception area of the building however a lack of design
was involved here as company colours etc ran to a specific desk design and
wall imagery.
Project Name: W089 Walker Extension, Aboyne. Aberdeenshire, UK.

Project Description: Our client requires more space in their new build house that they only moved
into a few years ago...a growing problem occurring in this country. They only
have a 4 metre piece of land to the side of the house, and the fact that they
would like to keep some side access to their back garden means our
proposals that fill the space to the side have largely been discounted. We plan
to concentrate on a design out the back of the property but worry about what
their semi-detached neighbours will think as it will probably affect their view
73
and maybe let less light into their kitchen.

Project Tasks: I drew up the existing house from survey notes and existing drawing given to
us from the clients. I then drew up five options on AutoCAD. My preferred
option shows a connection through where currently lies a wardrobe in a
upstairs bedroom and creates a master bedroom in the new extension off the
hall. The bathroom is left where it is whilst the extension has the option of
coming out far enough to include an en-suite. A new family room is created
downstairs off the existing kitchen and the extension is kept to the side furthest
away from their neighbour's property this way. After a meeting with the clients
next period we will hopefully be able to take the project forward and gain
planning approval.
Project Name: A159 Aberdeen Orthodontics, Aberdeen, UK.

Project Description: The council refused the initial position of a LED light strip above the signage
of this practice on a listed building's main façade in the centre of town. We
now propose that the position be raised into a recess in the façade formwork
with no visible bracket.
Project Tasks: Changing the position of a proposed light fitting in Auto CAD above the
signage on this listed building in the centre of Aberdeen.
Project Name: B195 Bond Blackpool, Blackpool, UK.

Project Description: An old terminal alterations project. We were asked to provide the gross
internal floor areas for the terminal & hangar at Blackpool so the client could
compare with other Bond projects.
Project Tasks: Area measurements on AutoCAD.
Project Name: K039 Kahn Coffee Shop

Project Description: A quick feasibility study for Mr Kahn about the possibility of turning a Bridge
Street retail outlet into a coffee shop. We found he could potentially seat 35
people and introduce accessible toilets at the back of the space. We are
awaiting his decision on whether to get a cost estimate or to proceed.
Project Tasks: I drew this page in AutoCAD and it contained an existing and proposed floor
plan.
Project Name: H074 Helmy House, Aberdeen, UK.

Project Description: A building extension or possibly two to a house in Aberdeen. The clients were
given a series of three options and the preferred one includes a new study
over an improved entrance extension as well as a new lounge extension to the
side of the building with an en-suite/dressing area on the 1st floor. The clients
are currently deciding how much of the design they can afford after seeing
the costs (about £150,000 altogether) before they decide how to proceed to
planning. We are also awaiting an outstanding fee for the feasibility stage of
the project, 30% of our potential £15,000 overall fee.
Project Tasks: In AutoCAD I had adapted the clients preferred options, producing 2D
drawings at 1.100 scale in plan, elevation and section whilst adapting 3D
74
visualisation's that had previously accompanied each of the original three

design options. This period I have also updated the register of drawings and
Issues.
75
Top Left: C146 CHC Development - Visuals

Bottom Left: T058 Thomson Basement - Technical Section Bottom Right: G065 Gee - New House Render
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80

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 18/01/2015 - 18/04/2015
Location: UK
Advisor:
Aberdeen.
AB10 7JY
Student's Phone No:
Membership of RIAS
81

Work Stages
P O Total
2013 Plan of Work
2 Concept Design 150.5 0 150.5
7 In Use 0 0 0
Hours spent on all work stages: Participant 389.5 Observer 0 Total 389.5
Activities
Office Management
CPD. Solus Ceramics 0.5 Run through of products to office
General Admin 9.5
General
Traffic 2
Illness, holiday 35
Total 47
82

Project Details
Project Description: A large design for Bristow Group that's brief included a statement entrance
and 600 seats for waiting passengers. This is a brand new building on the site
adjacent to the existing terminal. The budget has recently risen to 9.75 million
and this reflects the statement the clients want to create with the project. Our
only invoice to date for the current design was paid for the first 25% of the
£270,000 we'll get in total if we take the project through to completion. This is
based on an overall percentage of 3% of the projected project cost which we
pushed down from 4.75% when this cost rose by almost half from the previous
design where we would have had an eventual income of £201,000. Once we
complete the technical design and gain building warrant for the design that
we'll submit soon we will be entitled to bill the client for the next 25% of our fee.
Project Tasks: I had put together an enabling works plan for the appointed contractors to
work from initially on site and have recently looked at different options for the
largely undecided office/operations first floor. A new development was a
request by the appointed service engineers to increase the roof and first floor
to accommodate 800mm vent ducts. Working with engineers we calculated
that the vents could work alongside 660mm deep cellform beams under a
150mm metal deck. The large ventilation pipes would use adapters when
passing through the beams. This problem should have been considered by all
at an earlier date as it led to us spending time reconfiguring the levels of the
building and drawing new elevations etc.

Project Description: For this small project we are replacing an old dilapidated garage with a new
useable double garage for two clients.
Because of the project size we went straight to a contractor, rather our usual
route of contacting a Quantity Surveyor, who's revised tender offer was
£31,720.10. Work started on site 16th March and a letter was issued by
ourselves that forms part of an SBCC Minor Works Contract for use in
Scotland. (MW/Scot 2011). Since work has commenced I have helped
monitor the project on site; in particular when the engineer was initially
worried, after earth had been removed and foundations poured, that the
boundary walls had become unsecure and the site needed to be more secure
from the public. Mass concrete was also requested against the exposed soil
beneath the walls and some adjustments were made to increase the size of
blockwork and introduce greater stability in the project.
Project Tasks: Drawings were produced on AutoCAD. I made warrant adjustments after
receiving the structural engineer's over markings this period and have
submitted the project for building warrant. I also attended a site meeting with
the potential contractor and client; before meeting again once the client was
happy to proceed with KW Contractors initial tender offer. The second
meeting was useful for the contractor to finalise their quote adding in costs for
two rainwater soakaways required by the council and a small cost for infilling
an existing maintenance pit they were unaware of. Once that took place we
received the revised cost based on the meeting and my warrant drawings. I
was then able to write and issue a letter that formed part of an SBCC Minor
Works Contract for use in Scotland (MW/Scot 2011) between the clients and
the Contractor. Ian Rodger Architects are not a party to this contract; but
instead are the contract administrators.
83

5 Construction 6.5 hours Participant
Project Name: F054 Fernando Alterations, Aberdeen, UK.

Project Description: The client requested access to a shared garden area out the back of his three
storey flat. Mr Fernando also wished for us to explore how his spaces could
be linked together better on the first floor where a bedroom, lounge and
kitchen are all accessed from the stair/hallway. He has decided after
concerns by neighbours to only go ahead with the internal changes at a cost
of approx £10,000. We will shortly approach contractors with the view to
starting work in a 'matter of weeks' on a Minor works contract.
Project Tasks: I produced drawings that present a design that, by knocking down a wall,
incorporates a large open plan lounge and kitchen space at the front of the
plan and introduce a new shower room by moving the bedroom to the back of
the property. Spreader joists are inserted to spread the load at floor level also
required are a series of new steel and flitch beams supported by concrete
padstones added in pockets made in the wall. This period I built a warrant
package before adjusting it with the structural engineer's overmarkings. With
the SER certificate provided by the Engineer's I was able to submit the design
for building warrant.
Project Name: W089 Walker Extension, Aboyne, Aberdeenshire, UK.

Project Description: Early in this 3 month period I produced drawings for an extension at a 2010
new build house in Aberdeenshire due to the property not being large enough.
A no doubt recurring theme for future architects. A costing of over £60,000
has recently come in from the quantity surveyor with little difference between
a side extension or one out the back of the property. We provided our
feasibility study for £1,150 + VAT whilst also declaring extra costs for prints
and travel. We will be charging 12.5% of construction costs to take the project
through planning, building warrant and contract administration. Including all
fees from an engineer and quantity surveyor the total project cost to the client
would raise to approx. £91,000.
Project Tasks: I produced CAD drawings of the existing building the previous PEDR period
and finalised the design proposals this period on CAD. I produced 5 design
proposals, 3 to side and 2 to rear for the client and the council, requesting
which design is most likely to get approval. The council has since responded
that one extension closest to the easterly neighbours would not be supported
and the extent of what is allowed after that will come down to the
overshadowing and overbearing impact with a sun path diagram required with
the formal application.

84
an initial sum of £1,650 for a feasibility study.

Project Tasks: This period a practical completion certificate was issued to the client
confirming the contract works had been completed and the insurance would
return to the client with a 6 month rectification period beginning. I then issued
a letter enclosing the form for a completion certificate accompanied with the
Electrical certificate to the council. Since then the contractor has met a
councillor on site with a view to granting the completion certificate.
Project Name: I017 Islam Property, Aberdeen, UK.

Project Description: After initially showing Mr Islam two options for how he could adapt his corner
shop we submitted a design for planning based on his interest in getting two
bedrooms into the small two storey area. This was dismissed by the council
straight away due to the lack of amenity and pleasant living environment that
would be afforded to any potential occupiers. We then revised the application
to include our far more suitable one bedroom design and were granted
planning permission.The scheme I submitted for planning consists of open
plan kitchen and living at the entrance level and a new staircase going to the
basement level where a bedroom and bathroom would fit alongside some utility
space.
Project Tasks: We are awaiting an indication from the client if he wishes to proceed to
submit the design for building warrant. Fees have been paid for taking the
project through to a feasibility stage and planning permission has been
passed onto the client.

bathroom, under the eaves upstairs. We did create some proposals to create
a gable wall and the end of his house but due to lack of funds the client now
just wants to extend both dormers to get as much usable space in his two
rooms as possible. The project cost for a gable extension had come back as
£39,000. Since then we have received a revised cost of £9,000 from the
Quantity Surveyor.
Project Tasks: In the past I took part in a site survey and was responsible for drawing up the
survey and proposals on AutoCAD. This period I have updated the drawings
and I have recently submitted the project for planning on the council's
eplanning website.

through to the dinning room. We use a feasibility agreement letter in the office
that takes us to a stage where we are ready to issue a planning submission
rather than start with a small project contract (ASP/2005).
The scheme has an estimated cost of £20,870 and we will look to progress,
once we have received the building warrant, as contract administrators on a
Minor works contract between client and contractor.
Project Tasks: This period I submitted my design drawings for planning which did not prove
an obstacle, as initially suggested by the planning officer. As this was the
case I then progressed the technical design, of which I have just sent to a
85
Structural engineer in order to obtain a SER certificate and progress with the
warrant application. Detailing of timber cladding was new to me as well as
grasping the different options when it comes to detailing a roof; In this case
creating a ventilation space at the batten void and bringing the roof insulation,
between the rafters, and connecting with the insulation in the walls.
Project Name: O016 O'Donovan Extension, Banchory, Aberdeenshire, UK.

Project Description: Design proposals were required by our client, the owner of a cottage in a
picturesque woodland setting, to improve the value of their property. After
spending an hour defining how we would approach our site visit (where
appropriate extensions might sit etc) we collected a lot of relevant information
on site including taking levels of the nearby landscape. The clients primary
concern was replacing a badly insulated garden room extension, whilst we
also suggested potential links that incorporate a new master bedroom.
Project Tasks: On AutoCAD I produced drawings of the existing site and buildings before
turning to Revit to produce detailed visuals of 5 different extension
arrangements and present the whole drawing package on A1 sheets. I
purchased part of a map on 'ProMap' for the first time, to use in the location
plan. We are awaiting the clients reaction to the schemes.
Work Stages: 0 Strategic Definition 1 hours Participant
1 Preparation and Brief 64.5 hours Participant
Project Name: M116 McGee Completion, Aberdeen, UK.

Project Description: Mr McGee was in the situation of having constructed an accommodation
annex in his garden but he had not gained a building warrant. We surveyed
the garage conversion and I was able to complete a 'completion certificate, no
warrant' form for the client.
He also then wanted us to submit a planning application for a simple link
between the house and the converted garage which was itself granted
planning permission in 2011. Despite the small scale of the link it could not be
deemed permitted development as it sits in a conservation zone, thus planning
permission is required.
Project Tasks: I did all relevant drawings on AutoCAD and submitted all the relevant
paperwork to the council whilst informing the client of what work would need
changed before the council officer came to check his property, with a view to
granting a completion certificate. For example his wood burning stove did not
adhere to building regulations and a check was needed that his kitchen space
had the required 1800 x 1400mm manoeuvring space.
Work Stages: 1 Preparation and Brief 1.5 hours Participant

Project Description: The client was unlikely to be approved any extension adjacent to the building
86
so they asked us to look at improving the largely unusable basement level

under the property. They have to excavate half a metre further down from the
existing basement level and add a stair down to the basement from the hall
above. The kitchen will be moved downstairs along with a utility space. This will
free up space for a new shower room upstairs. The predicted cost of the
project that was given to me by the quantity surveyor is £75,354 with a price
risk of £7,500 added. We have recently parted paths with the client as they
clearly did not read our initial letter properly and thought that the fees for the
feasibility study would take them through the whole project; they have decided
to finish the build themselves once they gain building warrant. We, as is usual,
made sure to state that on completion of the feasibility study we could seek
planning approval for the client; however in this project's case we were just
seeking confirmation that planning approval was not required and offered to
continue with the warrant package. We stated they were under no obligation
to continue beyond the feasibility stage and that the process would take
roughly two months. We then stated our fee for the study and mentioned that
prints, postage and travel costs were additional and what they would be. I find
this form of contract works well and am glad we do it as standard on all
projects. Our progress up until applying for the warrant package was very
smooth, working alongside the client, so it is a shame that we will not continue
to work with them on their project.
Project Tasks: I amended the building warrant package after receiving updated drawings
from the structural engineer. We usually decide to transfer their work on to
our design drawings to produce a clearer and more easily translated drawing
package.
In the package I submitted I wrote/sourced all the required notes myself and
did a drainage schematic, electrical layout and five details as part of the
package as well as calculating the required U-Values for the project.
Project Name: F051 Ferryhill Railway Museum

Project Description: This project entails bringing back to life an old redbrick railway shed for
Ferryhill Railway Heritage Trust and turning it into a railway visitors centre.
Initially the design would be submitted for potential funding as the trust have
very little funds themselves. Access is an issue with the building, tracks and
listed turntable all hidden largely by a new housing estate. The proposal
includes how people could in future gain access through part of Duthie Park.
They propose, taking our fees into account, that the amount of funding they
require from various trusts and funds would be £743,940.
Project Tasks: After completing a site survey of the building I was tasked with putting together
a presentation to be included in the application for potential funding of the
project. I produced a presentation of eleven pages including AutoCAD
drawings of existing and proposed and Revit visualisations. This period I
visited the site again to discuss access issues and have since been working
on drawings to represent how the site would be accessed by the public,
vehicular and pedestrian. This will be the first stage of the project once the get
permission from all funding bodies.
Project Name: C142 East Hangar Apron

Project Description: CHC have a hangar located near primarily Bond Helicopter based buildings.
They want to investigate how many hotspots they can fit on the tarmac area
within their site outside the hangar. I am interested to see how we shall get
paid for extra work like this out with CHC's main contract with us.
87
Project Tasks: I have started to draw up existing and proposed drawings on AutoCAD to
show the client a couple of options for one or two hotspots. Some conflict with
Bond's site to the North seems to occur and will have to be discussed
accordingly. If two hotspots protection zones overlap it deems them only
suitable for non-simultaneous operations.
88


Project
Location
Client/s
Drawing Title

Aberdeen
AB10 7JY
Scale...at A1 Date Drawn by Tel. 01224 313080

Top: O016 O’Donovan Extension - Survey Drawing and Rendered Design Option
Bottom: F054 Fernando Alterations Sectional Details and Warrant Plan
’
Project
Location
Client/s
Drawing Title

Aberdeen
AB10 7JY

Project
Location
Client/s
Drawing Title

Aberdeen
AB10 7JY

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93

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 25/05/2015 - 25/08/2015
Location: UK
Advisor:
Placement Provider: Fairhurst Design Group
Placement Address: 55 King Street, (3rd Floor)
Manchester,
U.K.
M2 4LQ
Placement Phone No: 0161 831 7300
Placement Website: http://www.fairhursts.com/
Student's Phone No:
Student's Email: cb@fairhursts.com
Brief Description of Established Large office with around 70 members of full time staff and a
Placement Provider: branch in Southampton. The office has its own Interiors department as well as
permanent IT staff. There are 8 Directors at the practice which was formed in
1896 and turnover is about 5 million.
Employment Mentor: Trevor Cousins
Mentor's Profession: Architect/Associate Director
Membership of RIBA
Registration Number: 060543C
Mentor's Email: tmc@fairhursts.com
Mentor's Phone No: +44 (0)161 831 7300
94

Work Stages
P O Total
2013 Plan of Work
1 Preparation and Brief 9.5 0 9.5
4 Technical Design 14.5 0 14.5
6 Handover and Close Out 5.5 0 5.5
7 In Use 1.5 0 1.5
Activities
Office Management
Initial Training 2 Time spent reading office manual.learning protecols
General
CPD 1 nbs create introduction. nbs writing with BIM.
Total 10.5
95

Project Details
Project Name: S2823 Bury Boys Masterplan, Bury.
Project Description: Arrangement of sports facilities for an established secondary school that
prides itself on its sporting facilities. Renovations to their grounds are to
include the introduction of a new running track and tennis courts. Design
Stage - 3
Project Tasks: I made changes to the current scheme on AutoCAD.
Project Name: S2835 Salford Quays Development, Manchester.

Project Description: A potential large mixed use development at Salford Quays. We were
approached to produce an indicative scheme by a new developer client, who
are wanting to use a variety of architectural practices to bring to life potential
schemes in the North West area. This large site is a failed empty business
park split into 5 building blocks called Media Village, close to Media City.
Design Stage - 2
Project Tasks: During my first week at my new practice I was singly responsible for
producing a scheme that could give the client an idea of how much brief they
could fit on their site. The work I presented to them at the end of the week
included an idea of how much commercial brief they would need to mix in with
a high number of residential plots. I contacted the planning department for the
Salford area and ascertained what type of mixed use scheme was required
for this site and I developed a scheme that contained a mix of flats and
townhouses along with a few marker point commercial units. I produced plans
on CAD showing a basic layout, that included parking provision, as well as
some visuals that I produced on Sketchup; to indicate what the mass of the
scheme might look like on site in relation to the surrounding area.
Project Name: 7281 Metroplex, Manchester.

Project Description: The owner of a business park employed us to look at ways to freshen up his
flagging business. The rather unusual brief for an architect needed us to
involve a graphic designer (to design fresh signage and logos for the
company) as well as a landscape designer. We collated their designs along
with our own ideas as to how to improve the site going into a lot of detail
involving access routes, waste areas and unsightly areas that need to be
covered as well as any changes that might be made to the units themselves.
Design Stage - 3
Project Tasks: Although not working on the project from its inception I was brought in to
produce a booklet presenting our proposals (to sit alongside a booklet on the
existing site conditions) which I compiled on InDesign. I produced visuals on
Photoshop showing how we'd improve the buildings and attended a meeting
which included the Graphic Designer and Client.
Project Name: 7280 Sellafield.

Project Description: On behalf of Westlake's Engineering we have been employed on an hourly
contract basis to help with the architectural side of the renovation of a nuclear
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waste facility located in Cumbria. Scheduled to take about two years this
interesting project has a number of protocols that have to be kept to,
dependant on the risk and radiation classification of rooms. All members of
the design team need to show any changes on Revit and the final aim is to
have a full BIM model.
Design Stage - 3
Project Tasks: I have mainly been tasked with the design of the layout within the services part
of the building. This involved a lot of thought into the number of employees and
their peak shift times when calculating room sizes as well as how staff will
traverse levels of the building relating to risk clasifications. I have done various
modelling tasks on Revit and have attended two design team meetings this
period that included a client presence. I have collated room data sheets and
took minutes at the meetings I attended.
Project Name: 7262 MUFC Carrington Pitch Changes, Manchester.

Project Description: Before the start of the new season MUFC tasked us with presenting some
drawings for new fencing that is to be erected at their Carrington Training
ground. Work is progressing on site to deliver this.
Design Stage - 4
Project Tasks: I produced visuals for United's property manager which showcased how they
could look in relation to the existing pitches on photoshop.
Project Name: S2687 MUTV Studios, Manchester.

Project Description: The production of a new studio for MUTV located within Old Trafford Stadium.
The practice had some outstanding snagging to do at the now in use studio.
Design Stage - 7.
Project Tasks: I participated in the checking of various minor snagging issues at the stadium.
Project Name: 7256 Wellcome Trust BIC, Cambridge.

Project Description: The Biodata Innovation Centre is currently one of the practice's main projects
and was granted planning permission in March.
Design Stage - 4
Project Tasks: I was asked to help on the Revit model, specifically looking at adding a stair in
the plant area at the top of the building. This was my first introduction to
multiple use of BIM file use in the office.
Project Name: 7239 MUFC Carrington Training Centre, Manchester.

Project Description: I have been tasked with looking at design changes to the internal arrangement
and a possible extension of Man United's Carrington training ground. With
limited space they feel by moving out a lot of the academy facilities to another
building on site they can create space to improve their facilities to match other
top football clubs. We have presented various design options to the club but
any designs to be taken forward would likely have to be constructed in the
summer months between seasons. Design Stage - 3
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Project Tasks: I worked on options for the design and spatial arrangement of various areas
specifically - Coaching, Scout, Canteen, Management and Executive Support
and individual offices. I complied all of the options into a document I produced
on Photoshop. I also attended a meeting with United's property manager and a
separate site visit.
Project Name: 7242 MTC Academy Site. Coventry

Project Description: MTC are a client our company has done numerous new build projects for at
their site near Coventry. Now towards the end of the construction stage of this
£20 million pound project the contractor has become more under pressure to
meet their completion deadline.
Design Stage - 5
Project Tasks: I was asked to help on a site visit where we inspected work done and did
some snagging alongside the site manager on a mobile snagging management
piece of software. This helped greatly with combining and visualizing all the
snags at their specific locations on a large scale project. From my site
experience I got a great insight into the way a large scale building comes
together and the types of product specified by ourselves for a client of this
type.
Work Stages: 6 Handover and Close Out 5.5 hours Participant
Project Name: 7296 MUFC Security Lodge, Manchester.

Project Description: MUFC want two security lodge's erected at the beginning of the access road's
leading to their training facilities at Carrington. The building will provide shelter
for the full time member of staff who has to currently stand outside. Man
United are an important client for us who the office have worked with
numerous times in the past. This small project may lack much design input but
keeps our situation favourable with the club.
Design Stage - 2
Project Tasks: I researched the ideal locations using a maps tool and after an additional site
visit produced a drawing of the lodge on AutoCAD setting out important
dimensions alongside some examples of precedents that can steer the client
to make a decision on what it is the exactly want the look of the lodge to be
like.
Project Name: S2848 Neville Johnson, Manchester.

Project Description: Conceptual schematic design for various new extensions at Neville Johnson's
Manchester headquarters and workshop. I attended an initial meeting
alongside my associate director and the manager of the Manchester office
during a site visit. They wish to urgently erect a link between two of their units
at their business park location. As well as a simple workshop extension they
also wanted us to investigate how a new statement entrance might look for
their new showroom location. Design Stage - 2
Project Tasks: I attended the initial meeting on site and was singly responsible for producing
a presentation using AutoCAD for two dimensional plans and Photoshop to
produce two visuals of the proposed new showroom entrance which I
designed to heavily involve the use of one of the high quality timbers they use
in their furniture productions.
98

Project Name: 7276 Project Atria

Project Description: Project Atria is the latest Heart Lung and Research Institute building the
practice are designing at the University of Cambridge. I have been brought on
to help with the use of Revit on this large scale technical project. We have
roughly 3 and half weeks to finalise the plans with stage 3 expected to
conclude at the end of October. We will look to submit for planning in January
2016 and start on site the 2nd quarter of 2017. The construction cost of the
project will be roughly £2500 per sqm.
Design Stage - 3
Project Tasks: Whilst also helping with a more detailed stage of the design, this period I have
mainly put together some concept design imagery, or a massing/benchmark
study that shows at various scales the shape of the building relating to an
adjacent building (a previous project of the practice), solar shading and how
much expansion space can be provided at a lower level the taller you build.
Ranging from 3 to 7 storey options the document we produced helped show
the projects management that building to three storey's, as our progressed
scheme currently is, is the best option moving forward.
3 Developed Design 15.5 hours Participant
Project Name: 7292 MTC Metrology, Coventry.

Project Description: This is an internal alteration project for MTC that is primarily M + E related
with the only architectural input being the addition of a new roller door and a
new lowered ceiling. With this in mind an M+E firm is the primary project
runner. Design Stage - 4
Project Tasks: I attended a meeting on the same day as a site visit to MTC's on site academy
building (7242).
Work Stages: 2 Concept Design 2 hours Observer
Project Name: S2854 Mixed Use Scheme. Liverpool

Project Description: Our client has approached us with an interest in developing his 6m slopped
site on the outskirts of Liverpool City Centre close to the waterfront. We are in
competition with four other practices when submitting a presentation in early
September.
Design Stage - 2
Project Tasks: I have been left this project until I go on holiday, shortly, but I hope to pick it
up again when I return just before we need to present to the client. I started
the design by creating basic apartment arrangements to a standard size
aiming for 60% to be a 2 bed size and with a minimum living area of 25m2 as
per the recently adopted London standard. Working from the planners
recommendation that we build 5-7 storeys I have come up with two ring
shapes at these heights that relate to the suns position and view down to the
waterfront. Two levels of parking (to meet a desired 1.5 spaces per apartment)
will also be required under an access level of the upper street and a mixture of
commercial opportunities will also be present at ground floor levels. After
looking at suitable precedents I created some massing studies on Sketchup
and started layouts in CAD as well as the presentation in Photoshop this
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period.
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5 Storey - Level 0
1 : 500
0 50 0 50 0 50
A1 - Paper Scale Check (mm) A1 - Paper Scale Check (mm) A1 - Paper Scale Check (mm)
Name Area Name Area Name Area

Central Labs 250 m²
Central Labs 250 m² Central Labs 250 m²
Clinical Trials 800 m²
Clinical Trials 800 m² Clinical Trials 800 m²
Directors 40 m²Directors 40 m² Directors 40 m²
Dry Labs 1790 m²
Dry Labs 1790 m² Dry Labs 1790 m²
Education 550 m²
Education 550 m² Education 550 m²
Entrance / Reception 70 m²Entrance / Reception 70 m² Entrance / Reception 70 m²
FM 70 m²FM 70 m² FM 70 m²
Plant 400 m²
Plant 400 m² Plant 400 m²
Riser 400 m²
Riser 400 m² Riser 400 m²
Secondary Labs 595 m²
Secondary Labs 595 m² Secondary Labs 595 m²
Shared Labs 415 m²
Shared Labs 415 m² Shared Labs 415 m²
Staff Facilities 370 m²
Staff Facilities 370 m² Staff Facilities 370 m²
Vertical Circulation 550 m²
Vertical Circulation 550 m² Vertical Circulation 550 m²
Wet Lab 2200 m²
Wet Lab 2200 m² Wet Lab 2200 m²
Scheme Total 8500 m²
Scheme Total 8500 m² Scheme Total 8500 m²
Name Area Name Area Name Area

Expansion Space 4232 m²
Expansion Space 4232 m² Expansion Space 4232 m²
Scheme Total 4232 m²
Scheme Total 4232 m² Scheme Total 4232 m²
Central Labs Central Labs Central Labs

Clinical Trials Clinical Trials Clinical Trials
Directors Directors Directors
Dry Labs Dry Labs Dry Labs
Education Education Education
Entrance / Reception Entrance / Reception Entrance / Reception
Expansion Space Expansion Space Expansion Space
FM FM FM
Plant Plant Plant
Riser Riser Riser
Secondary Labs Secondary Labs Secondary Labs
Shared Labs Shared Labs Shared Labs
Staff Facilities Staff Facilities Staff Facilities
Vertical Circulation Vertical Circulation Vertical Circulation
Wet Lab Wet Lab Wet Lab
torey - Level 0 5 Storey - Level 0 5 Storey - Level51Storey - Level 1 5 Storey - Level

5 Storey
1 - Level53Storey - Level 3 5 Storey - Level 3
00 1 : 500 1 : 500 1 : 500 1 : 500 1 : 500 1 : 500 1 : 500
Revision Revision
Drwn Chk'd Date Drwn Chk'd
Revision
Date Drwn Chk'd Date
Project Status Project Status Project Status
Volumetric AnalysisVolumetric Analysis Volumetric Analysis

This information, whether drawn or as a data file,Thisis copyright
information,
and issued
whether drawn or as a data file, is copyright and
This
issued
information, whether drawn or as a data file, is copyright and issued
strictly for use on the project for which it is provided
strictly for use on the project for which it is provided strictly for use on the project for which it is provided
Project/Client Project/Client Project/Client
University of Cambridge
University of Cambridge University of Cambridge
Project Atria Project Atria Project Atria
Drawing Title Drawing Title Drawing Title
5 Storey 5 Storey 5 Storey

Volumetric Study Volumetric Study Volumetric Study
5 Storey - Level52Storey - Level 2 5 Storey - Level
5 Storey
2 - Level54Storey - Level 4 5 Storey - Level 4
1 : 500 1 : 500 1 : 500 1 : 500 1 : 500 1 : 500
Drawn Date Checked Drawn Scale Date Checked Scale
Drawn Date Checked Scale
CB 30/07/15 IRT CB 1 :30/07/15

500 IRT 1 : CB
500 30/07/15 IRT 1 : 500
Manchester: Manchester: Manchester:

55 King Street 55 King Street 55 King Street
Manchester M2 4LQ Manchester M2 4LQ Manchester M2 4LQ
+44 (0)161 831 7300 +44 (0)161 831 7300 +44 (0)161 831 7300
Southampton: Southampton: Southampton:

Manor Park Manor Park Manor Park
Minstead Minstead Minstead
Southampton SO43 7FY Southampton SO43 7FY Southampton SO43 7FY
+44 (0)23 8081 7900 +44 (0)23 8081 7900 +44 (0)23 8081 7900
www.fairhursts.com www.fairhursts.com www.fairhursts.com
Job No Drawing No Job No Revision Drawing No Revision

Job No Drawing No Revision
7276 02.827276 02.82 7276 02.82
Top: Project Atria - Benchmark Massing Options

Bottom: S2835 Salford Quays PRS Site Plan
101
102
103
104

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 26/08/2015 - 26/11/2015
Location: UK
Advisor:
Placement Provider: Fairhurst Design Group
Manchester,
U.K.
M2 4LQ
Student's Phone No:
Brief Description of Established Large office with around 70 members of full time staff and a
Membership of RIBA
Mentor's Phone No: +44 (0)161 831 7300
105

Work Stages
P O Total
2013 Plan of Work
7 In Use 0 0 0
Activities
Office Management
BIM Meeting 1 Lunch time BIM forum to improve BIM in office
Document Management Training 3.5 Online training for the soon to be 'live' office
document management system
General
Public Holiday 7.5
CPD 1 Safer Sphere CDM Updates - Principal Designer
Revit Training 2 Job Specific training with our in house BIM trainer
Total 37.5
106

Project Details
Project Name: S2854 Mixed Use Scheme. Liverpool, UK.
Project Description: Our client has approached us with an interest in developing his 6m slopped
site on the outskirts of Liverpool City Centre close to the waterfront. We were
in competition with four other practices when submitting a presentation in
early September. Since then the client has recently met with us again to
discuss adding more height to maximise their profit from our design.
Design Stage - 2
Project Tasks: After looking at suitable precedents I created some massing studies on
Sketchup and started layouts in CAD at the end of last period. My design
centred on a figure of eight configuration of apartments over a
contained/open urban park. Early this period I finished off the presentation in
Photoshop and presented to the client in our meeting room here in
Manchester. We have recently discussed how to progress with the project as
we try and get the client to commit to an approach moving forward.
Project Name: 7296 MUFC Security Lodge, Manchester, UK.

Project Description: MUFC want two security lodge's erected at the beginning of the access road's
leading to their training facilities at Carrington. The building will provide shelter
for the full time members of staff who have to currently stand outside. Man
United are an important client for us who the office have worked with
numerous times in the past. This small project may lack much design interest
but keeps our situation favourable with the club.
Design Stage - 2
Project Tasks: I had previously researched the ideal locations using a maps tool and after an
additional site visit produced a drawing of the lodge on AutoCAD setting out
important dimensions alongside some examples of precedents that can steer
the client to make a decision on what it is they exactly want the look of the
lodge to be like. This period I changed the design and layout after client
conversations. An existing farm fence at the far side should now be utilised
and the design for the main entrance lodge should be larger and more
permanent looking, ideally placed in the centre of the road so traffic can pass
on both sides.
Project Name: 7300 Dunlop Street Buisness Park, Liverpool, UK.

Project Description: A property company required us to gain planning permission for a new
Business Park in Speke, Liverpool. A full set of design drawings was required
including a site access drawing with details of the turning circles required for
refuse and delivery vehicles. Street frontage and relation to a nearby
residential area was important and we had a lot of correspondence with the
planners on how best to achieve this whilst keeping the correct level of site
security.
Design Stage - 3
Project Tasks: I produced drawings on AutoCAD and Photoshop whilst emailing councillors
and also generally organising the project before submitting the application for
planning.
107
Calum Brander's
Sections SheetText
of Removed Number
refer to 8a confidential project and client - Production Hangar Phase 2
Project Name: 7261 Extension

BAE Systemsto Production Hangar - Phase
Phase 2, Samlesbury, UK2
Project Description: This BAE Systems site, located between Preston and Blackburn, is where
they construct F-35 fighter jets. They need a second extension to their 430
hangar and we will be working alongside ISG (Main Contractors) T Clarke
(M+E) and TRP (Engineers) to complete the project by the end of 2016. It has
recently started on site so it is good that I am involved from the beginning of
the construction phase whilst there are still a number of details that are
scheduled and are required to be resolved and issued to the client and
contractor as the building progresses.
Design Stage - 5
Project Tasks: I was brought onto this project specifically for Part 3 with the potential to use
the experience as a case study in my submitted criteria next year. I have
produced a number of detail drawing sheets and detailed, specifically, roof
and floor junction details as well as drawings showing wall types and their
locations. I have created a drawing showing ladder and stair tower types as
well as the diagram showing the access points to the roofs. A Ironmongery
schedule referencing our existing NBS spec and Door Schedule I created as
well as some sets of drawings to allow contractors to specifically work on their
individual area of the building. Generally I have also been getting an initial feel
for the project and adding a further level of organisation to the project,
updating existing drawing booklets and addressing potential errors or pitfalls
on the drawings. I have attended meetings at the newly set up office cabins on
site, both client and contractor led.
Project Name: S2592 DTV Airport Masterplan, Durham, UK.

Project Description: A masterplan that looks at how you could maximise the site at the airport with
future expansion. Housing, a Hotel, Offices and of course various hangars
and Terminal expansion have all been included and worked in alongside
existing networks and buildings. The only part currently in development is
phase 1 of a Business park to the south side of the airport.
Design Stage - 3
Project Tasks: I have re-worked a masterplan, ultimately making it more presentable and
usable for future progress, that works with Arup's engineered designs for a
new road through the masterplan.
Project Name: S1633 Reform Synagogue, Manchester, UK.

Project Description: We have been developing a scheme for a new synagogue in Manchester for
a number of years and alongside MAKE architects will finally be looking to
deliver this scheme to the community. We will look to submit drawings for
planning in February next year.
Design Stage - 3
Project Tasks: I have been largely doing medial tasks to help get the project up and running
again from some old CAD files.
Project Name: 7301 IBM Office, Rochdale, UK.

Project Description: An office refurbishment for IBM, at their unit in Rochdale, which has a short
turn around time, looking to be started and finished on site within 8 months.
The project has a budget of £500,000 including our initial fees of £37,900 and
a fee of over £5,000 for the role of principal designer which is yet to be
108
decided.
Design Stage - 4
Project Tasks: I had initially amended design decisions on AutoCAD based on client
feedback on this quick moving project. I have more recently helped get a
tender package out near the end of this PEDR period which included
amending the nbs spec document for the project. This process included
contacting company's to request their product specifications and adding
information to our NBS Building program which I was then able to list as
completed.
Project Name: 7280 Sellafield Waste Management, UK.

Project Description: On behalf of Westlake's Engineering we have been employed on an hourly
contract basis to help with the architectural side of the renovation of a nuclear
waste facility located in Cumbria. Scheduled to take about two years this
project has a number of protocols that have to be kept to, dependant on the
risk and radiation classification of rooms. All members of the design team
need to update any changes on Revit and the final aim is to have a full BIM
model. The over management of the project is causing delays with different
progress charts and timesheets created on a weekly basis one example of
time spent unwisely.
Design Stage - 3
Project Tasks: I had been tasked with the design of the layout within the services part of the
building. This involved a lot of thought into the number of employees and their
peak shift times when calculating room sizes as well as how staff will traverse
levels of the building relating to risk clasifications. I attended design team
meetings which included a client presence. Recently I have been less involved
on the project but still help out with modelling tasks on Revit, I have also set up
a finishes schedule this period, detailing the wall, floor and ceiling finishes in
each room in the project.
Project Name: 7274 Clinical Proteomics UOM, Manchester, UK.

Project Description: A project for the University of Manchester. I helped the interiors department
with some internal elevations on all parts of the project. These spaces include
Reception, Labs, Instrument and Meeting rooms.
Design Stage - 4
Project Tasks: On AutoCAD I adjusted internal room elevations that included furniture and
screens or curved feature walls with graphics.
Project Name: S2835 Salford Quays Development, Manchester, UK.

Project Description: A potential large mixed use development at Salford Quays. We were
approached to produce an indicative scheme by a new developer client, who
want to use a variety of architectural practices to bring to life potential
schemes in the North West area. This large site is a failed empty business
park split into 5 building blocks called Media Village, close to Media City.
Design Stage - 2
Project Tasks: During my first week at my new practice I was singly responsible for
producing a scheme that could give the client an idea of how much brief they
could fit on their site. The work I presented to them at the end of the week
included an idea of how much commercial brief they would need to mix in with
109
a high number of residential plots. I contacted the planning department for the
Salford area and ascertained what type of mixed use scheme was required
for this site and I developed a scheme that contained a mix of flats and
townhouses along with a few marker point commercial units. I produced plans
on CAD showing a basic layout, that included parking provision, as well as
some visuals that I produced on Sketchup; to indicate what the mass of the
scheme might look like on site in relation to the surrounding area. The scheme
was recently looked at again by the developer who contacted us for a
meeting.
Project Name: 7294 Robinsons UPC Canopy, Stockport, UK.

Project Description: I have been given a small project to manage at Robinsons Brewery. They have
two sites that we work with them on, The Brewery Visitors Centre and their
storage/delivery UPC yard where they store all drinks for the three hundred or
so pubs they own in the U.K. All the jobs they are looking to do are quite small
in scale but collectively should produce a significant income. I will shortly
attend a site visit to the UPC site in order to examine the extent of damage to
the existing building due to previous bad design or workmanship. The join
between the building and its extension was poorly conceived and there is
excessive leakage at roof level, so we propose introducing a minimum 150mm
upstand when resealing the connection. The overhanging canopy was also
introduced at the wrong height, with the movement of articulated lorries often
occurring below, and has resulted in heavy denting. The project to trim back
the canopy façade to the level of the steel structure will be one I will oversee.
The introduction of a flex bollard is an option for the client to deter drivers. The
company will also be making changes to their car park and adding a glazed
screen to the fermenting room at the visitors centre.
Design Stage - 3
Project Tasks: I have produced a drawing on AutoCAD demonstrating the changes to be
made at the UPC canopy and will be attending a site meeting shortly to get a
feel for all of the projects at the UPC site.
Project Name: 7219 The Address, Muscat, Oman. UAE.

Project Description: This hotel complex has been under construction for a number of months,
headed by the director within my office team, it is a remaining project from a
short spell with a FDG branch in Dubai. It was also the first office project to
use BIM. 18 months overdue the client is still asking for design changes to the
aesthetics of the building, mainly to save on spiralling costs. The project, now
with a budget of 22million, is expected to be completed in the summer of 2017.
Our own contract with the client is due to be terminated at the end of the year,
although the client wants to extend this until February, if this was the case
another months payment would be due. The client has most recently asked us
to raise the floor slabs at request of the m + e contractors who say they
require more space above the ceilings. Again the client thinks it should be
covered but we believe there is sufficient room for the m + e contractors to
work with and we would require extra pay to rework the sizes of the building. A
hand over meeting is scheduled for January which our director will attend in
Dubai.
Design Stage - 5
Project Tasks: I have been brought on to the project to make some changes to the planned
final drawing submission from our office. I have, on Revit, re-worked the
intricate facades on the elevations and plans at the request of the client who
will take these drawings on site when construction gets back under way
110
imminently. As well as details to the Doors and Façade panels changing,

internally toilet facilities, stairs and escalators have been moved.
111

1
12 11 1079-AR-434
1079-AR-463 9
Sim
1
1079-AR-451
1
1079-AR-435
1079-AR-464
2
1079-AR-435
1079-AR-464


3
1079-AR-435
1079-AR-464

Sim 
2 
1079-AR-452


Sim
3
1079-AR-454


 Sim
Sim  1
1  1079-AR-458
1079-AR-458


F 02.07.15 Openings to GF and FF increased due to MDB

reduction of intermediate column widths
E 26.06.15 Notes, dims and details updated. Issued for MDB
Sim
4 CONSTRUCTION
1 1079-AR-435
1079-AR-464 D 28.05.15 Drawing Status changed to CONSTRUCTION MDB
1079-AR-452 C 01.02.15 Drawings updated following client comments. MDB
Latest Engineering model REV 25 inserted
 B 09.11.14 GF and FF glazing frame, stonework pattern,
balconies, column type and canopies updated
MDB
 A 01.04.14 Additional Stone References added AJS
Rev Date Description by
DO NOT SCALE FROM THIS DRAWINGS.WORK FROM GIVEN DIMENSIONS ONLY.
THIS DRAWINGS IS TO BE READ IN CONJECTION WITH ALL RELEVANT STRUCTURAL

ENGINEERS, SERVICE ENGINEERS AND SPECIALISTS DRAWINGS AND
SPECIFICATIONS.
ANY DISCREPANCIES OR VARIATIONS ARE TO BE REPORTED IMMEDIATELY TO SABA
+CLANCY FOR CLARIFICATION BEFORE THE AFFECTED WORK COMMENCES.
ALL DIMENSION ARE TO BE CHECKED ON SITE ANDANY DICREPANCIES ARE TO BE

REPORTED IMMEDIATELY TO SABA +CLANCY FOR CLARIFICATION BEFORE THE
AFFECTED WORK COMMENCES.
Sim
1 ALL PROPRITARY PRODUCTS ARE TO BE USED IN ACCORDANCE WITH THE
MANUFACTURERS DETAILS AND SPECIFICATION.
1079-AR-470 31 DESIGN COPYRIGHT " SABA +CLANCY OMAN.
1079-AR-470
1079-AR-489
1079-AR-471 5
1079-AR-435
1079-AR-464
client
SERVICES and TRADE REAL

ESTATE
project

 The Waterfront
region Shatti, Qurum
plot
title
Elevation - Bay 11
drawn YJ date 01/10/14
checked Designer scale As indicated
dwg CONSTRUCTION
approved DAL
6 status
1079-AR-435
1079-AR-464
1 3
Sim
Sim
1079-AR-488 3 Saba + Clancy
 1079-AR-488
1079-AR-452 Sim 214 A Diwan Building
3 Shatti Al Qurum
1079-AR-488 PO Box 408
PC 115
 Muscat
 Sultanate Of Oman
telephone 968 2203 6881

fax 968 2203 6881
drawing number revision

 
1079-AR-360 F
Top Left: 7219 The Address, Muscat - Elevation Study Right: 7300 Dunloop Street Business Park - Elevations
Bottom Left: S2854 Mixed Use Scheme, Liverpool
112
113
114
115

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 27/11/2015 - 26/02/2016
Location: UK
School of Architecture/ University of Huddersfield
Professional Studies Derrie O’Sullivan RIBA FHEA
Advisor:
PSA's Email: d.O'Sullivan@hud.ac.uk
Placement Provider: Fairhursts Design Group
Manchester,
U.K.
M2 4LQ
Student's Phone No:
Brief Description of Established large office with around 70 members of full time staff including a
Membership of RIBA
Mentor's Phone No: +44 (0)161 831 7300
116

Work Stages
P O Total
2013 Plan of Work
1 Preparation and Brief 16.5 0 16.5
5 Construction 61.5 2.5 64
7 In Use 0 0 0
Hours spent on all work stages: Participant 390 Observer 2.5 Total 392.5
Activities
Office Management
Training 3 New Document Management System
Part 3 Course Attendance 3.5 Huddersfield Visit
General
Holiday 48.75
Office Holiday 29.75
Illness 7.5
Total 92.5
117

Calum Brander's
Sections SheetText
of Removed Number
refer to 9a confidential project and client - Production Hangar Phase 2
Project Details
Project Name: 7261 Extension to Production
BAE Systems 430 Phase Hangar - Phase 2 UK
2, Samlesbury,
Project Description: This BAE Systems site, located between Preston and Blackburn, is where
they construct F-35 fighter jet tail sections. BAE set in motion a second
extension to their 430 hangar and we will be working alongside Arcadis
(Project Manager) ISG (Main Contractors) T Clarke (M+E) and TRP
(Engineers) to complete the project by the end of 2016. Aegis have been
employed as Principal Designers and issue a clerk of works report on a
weekly basis.
BAE have also employed Carillion Specialist Services to oversee aspects of

the project, of particular interest as they are making sure the design team are
complying to building regulations. Whilst most of the details, scheduled and
required to be issued to the contractor via an online link as the building
progresses, have now been done I am getting excellent site and job running
experience on a large scale project.
PC 5.9. Progress recording and payment.
As a note, we had not been paid on the project for 4 months by ISG. They are
stating the reason is they in turn had not been paid by the BAE but we are
aware that they were given an initial payment of £250,000 to cover start up
costs including for the initial months of sub contracts like ours. Whatever their
real reason for not paying is we decided to temporarily suspend our
attendance at design team meetings for a week but since they have now
sorted out payments for us (and TRP as sub-contractors through us) we have
begun site work again.
We are employed on a a JCT contract and the value of the project is £9.4
million with planned completion expected 23rd December 2016.
Design Stage - 5
Project Tasks: I have produced a number of detail drawing sheets and detailed, specifically,
roof and floor junction details as well as drawings regarding wall types and
their locations. I have created a drawing showing ladder and stair tower
arrangements as well as the diagram showing access points to the roofs. I
created an Ironmongery schedule referencing our existing NBS spec and
Door Schedule as well as some sets of drawings to allow contractors to
specifically work on their individual area of the building.
This period I have continued to work with TRP and ISG to adapt any details
required from necessary changes that arise during construction. Our details
were finalised before TRP's so I am updating some of the minor parts of the
project, such as the secondary staff entrance extension, to tie in with their
desired requirements.
I have been attending meetings at the office cabins on site, both client and
contractor led and I have logged 4 hours participating in the snagging (which I
expect to check again early next period) of the first part of the project; an
internal fit out of a series of rooms and a lift area in the centre of the existing
building.
One change that we need to work towards is correcting drawings to tie in with
a contractors mistake. ISG did not carry through with a survey before starting
on site and found the grid did not line up with the existing building. The façade
of the building is skewed 300mm at one end and they now need to increase
some foundations to tie in with the structural grid of the proposed design. An
118
additional cost that will probably be challenged by the client, as well as the
delay felt on site. We feel we have no fault in this matter as I will discuss
further in my case study.
The contractor, ISG, is also worried about a time delay on site due to bad
weather, with the site sitting on non-permeable ground the trenches have filed
up and taken days to clear. It offers another interesting point to consider when
starting work on a site, one of many issues for a contractor to be aware of to
avoid any potential claims from the client.
6 Handover and Close Out 4 hours Participant
Project Name: 7301 IBM Office, Rochdale, UK.

Project Description: An office refurbishment for IBM, at their unit in Rochdale, which has a short
turn around time, looking to be started and finished on site within 8 months.
The project has a budget of £1.22m including our initial fees of £37,900 and a
fee of about £5,000 for the role of Principal Designer which was eventually
taken on by Fairhursts.
Design Stage - 5
Project Tasks: I had helped get a tender package, notably the NBS spec document, together
last period. This period I was able to go along to site to view progress being
made with a colleague. The steel work was going up (being painted with
intumescent paint and made fire resistant as required) and one slight error
that had been made was the grid was aligned too close to an existing door at
one base point. Until the floor can be later raised as proposed and the
doorway moved up the steel base will be blocking the existing use of the door.
This seemed to surprise the contractors who had to delay its erection until a
later time. The grid could have been designed in conjunction with engineers
and the steel manufacturer to allow for the escape exit to work here.
Work Stages: 5 Construction 2.5 hours Observer
Project Name: 7219 The Address, Muscat, Oman. UAE.

Project Description: This office and retail complex has been under construction for a number of
months, headed by the director within my office team, it is the remaining
project from a short spell with a FDG branch based in Abu Dhabi. It was also
the first office project to use BIM. 18 months into site activity the client is still
asking for design changes to the aesthetics of the building, mainly to save on
costs. The project, now with a budget of 22million, is expected to be completed
in the summer of 2017. Our own contract with the client was completed at the
end of last year as scheduled but the client has kept making requests. We
believe we have handed over a package with which to complete the project
from and we would require extra pay to make any changes or additions. A
hand over meeting in January was attended by our director.
Design Stage - 5
Project Tasks: I had been brought on to the project to make some changes to the planned
final drawing submission from our office. I re-worked, on Revit, the intricate
facades on the elevations and plans at the request of the client who took these
drawings on site when construction got back under way recently.
119

Project Name: 7294 Robinsons UPC Canopy, Stockport, UK.

Project Description: Located at their storage/delivery UPC yard in the U.K. All the jobs we do for
Robinsons are quite small in scale but collectively produce a significant
income if managed efficiently. The joint between the building and its extension
was poorly conceived by another design team and there is excessive leakage
at roof level, so we propose introducing a minimum 150mm upstand when
resealing the connection. The overhanging canopy was also introduced at the
wrong height, with the movement of articulated lorries often occurring below,
and has resulted in heavy denting. The introduction of a flex bollard was an
option for the client to deter drivers. The company will also be making
changes to their car park and adding a glazed screen to the fermenting room
at the visitors centre.
Design Stage - 4
Project Tasks: I have attended a visit to the UPC site in order to examine the extent of
damage to the existing building by poor design (again by the buildings original
design team), leading to large lorries denting the overhanging soffit. To save
on costs the client wishes to simply cut back the steel cladding to the beam
which should avoid future accidents. Whilst there we also reviewed their
leaking roof lights to the store, again struggling through bad initial design,
these will need to be improved in scope with the addition of an independent
timber frame and membrane around each roof light.
I had produced drawings for use on site on AutoCAD demonstrating the

changes to be made for the UPC canopy. It has now been agreed that its not
so important for me to be running this sort of project currently, having worked
on a number of small scale projects in my previous practice, needing to focus
on job running a medium/large scale project for my part three case study. It
was good however to get more experience on site with a different client.
Project Name: 7312 Thales Green Park, Reading, UK.

Project Description: High Specification Office refurbishment of an existing three storey office
building of which I was working with the interior department of the practice.
For Scheme design and Planning stage we have stated a cost of £24,500 to
the client. A second stage Tender Package (RIBA stage 4) will be an
additional £15,500 and finally a technical design and construction stage,
including as built drawings, £26,750. The fees above are exclusive of VAT, but
include all normal expenses.
Design Stage - 3
Project Tasks: I have helped create furniture layouts and present these over the 4 floors of
the fit-out. Working in Revit, I have created or sourced all furniture for the
model and created a series of axonometric's of each floor and subsequent
visual 3D renders for presentation purposes.
pc.4.9 Staff development, motivation, supervision and planning

pc. 4.10 Team working and leadership
A change of personnel internally leading up to a key stage in the project

created a lot of repetition on my part when creating the model and also
uncertainty when generating necessary visuals which I could have been given
far greater notice of when they were required.
Referring to the RIBA PC stages under practice and management I am
required to show my understanding of how important it is to have a team
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structure in place and efficient team leadership on each project. This was not
always apparent when working on this project and deadlines should be
planned out with all members of a design team aware in advance if possible. I
was mindful weeks earlier that a deadline was approaching so I could have
perhaps made more effort to find out if I would be required to produce more
work for this particular deadline. I feel I take the upmost responsibility within a
practice context but will continue to make more of an effort in future to make
others aware when I approach any difficulty with a time issue or team
structure that might not make a deadline achievable. I am finding that key to a
well run project, particularly in a larger office, is setting up good teamwork and
communication at an early stage.
It is also important to have the right procedures in place for any technical
aspects in an office so that delays in work production are kept to a minimum.
There is sometimes a general lack of communication in the office when it
comes to visuals and what is required and by what means. The cloud for
example is a way you can produce multiple visuals in a few minutes and thus
allow you to make necessary changes during the day whereas doing standard
rendering can leave you producing one image over night per computer with
little or no time for changes. An introduction to a cloud like credit system for
presentation renders across the whole office would pay dividends in
efficiency.
Project Name: 7302 MUFC Information Kiosks, Manchester, UK

Project Description: Different from the MUFC security huts project I have also been looking at for
United. These kiosks of similarly small size will be built against the entrance
wall at the E1 and 2 Car Park exit at Old Trafford. They will be of different
sizes with the larger one requiring a 2 x 3.5m viewing platform on the roof for
match days.
Design Stage - 3
Project Tasks: I had been tasked with finding a suitable canopy to compliment the design of
the shelter. Constructing a fixed roof like canopy would not look right so we
are looking at light weight pre-fabricated options. I contacted specialists in this
field and presented options to my studies advisor who manages all the Man
United projects.
Project Name: 7321 Incubator Building Survey, Manchester, UK.

Project Description: An existing Hospital building in Manchester that has been split into various
office configurations by the NHS over the years required a survey taken of
the overall space. Half of the wing shaped building is now privately rented so
care was taken not to disturb the tenants when taking the survey.
Design Stage - 2
Project Tasks: I along with a colleague spent a morning surveying the wing shaped floor plan
and I then spent a day and a half drawing the survey on AutoCAD for the
client, listing the room areas in the current room configuration.
Project Name: 7280 Sellafield Waste Management, UK.

Project Description: On behalf of Westlake's Engineering we have been employed on a time
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reimbursable contract basis with a target contract value. In this case we are to
be paid in full for our time up to 120% of the agreed amount with only 50% of
our hours paid for after we reach this point. However we have been able to
issue claims for work outside our initial scope of works which will increase this
target contract value and ensure our costs are recovered in full. We will help
with the architectural side of the renovation of this nuclear waste facility,
located in Cumbria, which is scheduled to take about two years. This project
has a number of protocols that have to be kept to, dependant on the risk and
radiation classification of rooms. All members of the design team need to
update any changes on Revit and the final aim is to have a full BIM model. The
project was agreed on a NEC3 contract which was chosen for good
collaboration purposes. It brings into effect an early warning system which
has however brought some challenges to the project schedule with many
changes often causing a delay before we receive permission from the client,
due to time management issues at their end.
Design Stage - 4
Project Tasks: Previously I had worked in client and design team meetings, helped design
spaces within the services building, worked on a variety of schedules and data
sheets in addition to general modelling tasks on the BIM model.
This period, as well as producing some room elevations, I have been key to
getting room data sheets out as scheduled. I produced these in Excel and
input some of this information into Revit. I used modelling parameters to
specially create a specific room tag which could be used on a newly
developed finishes sheet.
Project Name: 7500 Project Wren, Hull, U.K.

Project Description: I have come onto Project Wren, alongside my main construction stage work
on BAE. It's a complicated £60 million project for a number of reasons. Firstly
the Lab and offices, for Reckitt Benckiser, is split into 5 parts. A new L
shaped three floor lab building will sit alongside an existing building to be
converted into offices afterwards. A third part will start to be constructed at the
same time; a link building with complex origami zinc clad roof. A security
gatehouse type building and some displaced service buildings will complete
the project.
PC 5 2. The effect of different procurement processes on programme, cost,

risk and quality.
PC 5.3 Collaborations in construction and provisions for team working.
FDG originally bid for the initial design work but were unsuccessful and have
now won the project delivery working with M + W the main contractor. With
start on site expected in May, it is necessary for us to replicate and even re-
design small areas of the stage 4 package. This is important as we will be held
responsible for the design moving forwards, for the same reason we also
require a new architectural BIM model that will link with structural and service
models as well as a replication of all architectural drawings sheets from within
Revit. In the case of the model we need to make sure it is accurate moving
forwards so have created a fresh one ourselves. Getting required information
from the previous companies on the job has proved very challenging and
needs to be addressed by the project manager; with a number of issuing
needing to be re-addressed the programme now looking like it may get
pushed back.
An overall approach of collaboration by the client, similar to the one we
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worked on for the GSK project might have been beneficial to the project. A
team developed the scheme to roughly Stage E, using the Stage C information
to procure a contractor and team on a profits/prelims/overheads basis. The
Contractor then took the Stage E design, developed it and produced a second
stage tender. What made the project different (and one of the reasons it was
successful) was the level of input we had as the client's team once the
contractor took ownership of the project. As part of the monitoring scope
Fairhursts essentially shadowed the contractor’s design team, attending all of
the design team meetings, sub-contractor meetings, design workshops etc.
Reviewed all of the drawings and specifications as they were developed
ensuring it met user requirements, making visits where required and
producing supporting sketches to aid the process. This was particularly key in
areas like façade as Fairhursts were able to steer the design closely to the
requisite design.
The process worked well but did rely on a collaborative approach from both
sides, and shared understanding of the process and a non-adversarial
approach. Clearly the time input from the client team was greater than a
typical monitoring role but it did ensure problems were aired quickly and
solved rather than falling into protracted e mails and blame.
In many ways on Wren if the client adopted this stance a level of consistency
would be provided from all, irrespective of who they are employed by.
Design Stage - 4
Project Tasks: I am one of three people on our team who will work up the BIM model and
package for contractors to take on site. Mainly this period I have been allowed
to develop technical details that weren't working, for example, the façade
mullion placements had a detail back to the columns that simply had a gap
between mullion and column. I have worked up two options here for the client
to choose from relating to the in place structural layout. I have also spent a lot
of time going through the spec, trying to relate it to previous Stage 3 design
statements and figuring out all elements of the elevations and landscaping and
what is missing in the spec.
In going through the spec I discovered they had specified a façade panel that
would not support the expanded mesh metal secondary façade. I have been
key to specifying a panel that will work, including communications with
Eurobond and IMAR who might produce the mesh façade panels.
I also took a meeting with a Latchways representative to configure a roof
access strategy that works. The complex nature of the origami zinc shingle
roof making this process especially challenging.
In a further note, this is one of the first new projects the company has had
since we implemented a new document management system and I was initially
tasked with setting up the project on this system, including all incoming
documentation and creating placeholders for new outgoing documents,
conferring with others in the office as to how best organise a project in the
system.
Project Name: E16-008 Quarry Hill, Leeds, UK.

Project Description: This historic office project, that was 'shelved' when the recession appeared,
might now be resurrected with the client approaching us with some fresh
ideas. Previously in the guise of a mixed use commercial, office and hotel
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development he now requires figures for two new motions, firstly a viable PRS
scheme with some retail at ground floor. A second idea would involve working
with the education sector and delivering up to three different colleges covering
14,000sq.m on this large site. Some space would be left for some properties
above that would relate to the previous scheme's development height which
gained planning permission.
Design Stage - 2
Project Tasks: Basic Revit massing was produced to create some quick visuals of the
scheme. Initially I created masses that related to the previous planning design
and calculated gross areas of new masses relating to relevant College space,
retail, parking and housing blocks.
Project Name: E16-004 - Swan Street, Manchester, UK.

Project Description: The first of two quick turn around PRS (private rented sector) proposals I have
put together for the practice this period. The main task was to present a break
down of what numbers could be achieved on this central site. We decided to
show two options, one that would keep some existing buildings at the site the
client doesn't currently own, wrapping a scheme around them, and the second
we chose to show on a clear site.
Design Stage - 2
Project Tasks: This apartment layout allowed me to utilise some typical minimum standard
apartment layouts I had put together for a previous scheme which can help
save on time output at an early stage. As it is only initial stage numbers they
are looking for I had no issues with using some generic templates. You must
be sure to make it clear to the client of course that it is estimate figures you
are working with. If apartment designs are done to a standard form or mould a
practice can find savings and many practice's that design primarily in this
sector may not alter their designs much to save on output but obviously this
impacts on the quality of the overall design.
Project Name: 7300 Dunlop Street Buisness Park, Liverpool, UK.

Project Description: A property company required us to gain planning permission for a new
Business Park in Speke, Liverpool. A full set of design drawings was required.
Street frontage and relation to a nearby residential area was important and we
had a lot of correspondence with the planning department on how best to
achieve this whilst keeping the correct level of security at the site.
Design Stage - 3
Project Tasks: This period I amended drawings on AutoCAD; responding to councillor's
concerns they had about the placement of footways and pedestrian links. A
few of the bin stores were also deemed to require one too many manoeuvres
in order to reach them and needed moved to more accessible locations.
Project Name: 7276 Project Atria, Cambridge, UK.

Project Description: Project Atria is the latest Heart Lung and Research Institute building the
practice are designing at the University of Cambridge. I have occasionally
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been brought on to help with the use of Revit on this large scale technical
project. We submitted planning in January and start on site in the 2nd quarter
of 2017 on a NEC contract. The construction cost of the 8000sqm project will
be roughly £2500 per sqm (20 million pounds).
Conversations regarding the University’s change to their preferred route of not

novating the design team and the effect on scope have been held. The
University wish to retain the services of the designers to monitor the
contractor activities rather than novate them to the contractor.
pc 5.2. The effect of different procurement processes on programme, cost,

risk and quality.
Based on a two stage approach, a preferred contractor and design team is

selected on a profits/prelims/overheads basis, based on the RIBA Stage 3
documentation. The Contractor, design team and sub-contractors develop the
design (RIBA Stage 4) and provide a second stage tender cost, which
following approvals forms the basis of constructing the project. The client team
monitor the contractor’s teams through the design development and
construction phases.
This is a standard approach to procurement used on many public and private

sector projects. A key factor to how successful the route is, depends on how
far the client’s team take the design, depending on the clients view of cost,
quality and risk. The client’s team should ideally produce enhanced
information after RIBA Stage 3, for example:
- Detailed user requirements – i.e a specific piece of equipment, its size,
location and servicing requirement
- Specific design items – i.e reception desk
- Level of performance / specification
- Coordination
- Longevity of the construction
- Access and maintenance
- Planning Consent
The Contractors team should be allowed to input into:

Build ability and construction – for example how an external wall is constructed
but NOT final finish of the façade and selection of non-key elements etc.
In terms of our scope for Atria, we are taking the design to Developed Design
(RIBA Stage 3), a point suitable for the first stage of contractor appointment.
It's our Directors recommendation that for Project Atria, the Stage 3
documents are used for the first stage, and we develop the design to an
enhanced level to ‘lock in’ the key issues. The details of this can be agreed as
a team, we can then put a fee against this work.
Design Stage - 3 (complete)

Project Tasks: I had produced some massing/benchmark studies that showed at various
scales the shape of the building relating to an adjacent previous scheme and
solar shading. This showed how much expansion space can be provided at
the lower levels the taller you build. Ranging from 3 to 7 storey options the
document we produced helped show the projects management that building to
three storey's, as our scheme currently is, was the best option when moving
forward. This period I created a revision sheet list for the team on Revit which
interacts with the model when any drawing sheet is updated.
125

Left: 7312 Thales Green Park - Interior Renders Top Right: E16-008 Quarry Hill Volume Massing Study
Bottom Right: 7301 IBM Office - Site Visit
126
127
128
129

PEDR 2011 Version
Calum Brander
Stage 2 Experience
General Information
Dates: 27/02/2016 - 27/05/2016
Location: UK
School of Architecture/ University of Huddersfield
Professional Studies Derrie O’Sullivan RIBA FHEA
Advisor:
PSA's Email: d.O'Sullivan@hud.ac.uk
Placement Provider: Fairhursts Design Group
Manchester,
U.K.
M2 4LQ
Student's Phone No:
Brief Description of Established large office with around 70 members of full time staff including a
Membership of RIBA
Mentor's Phone No: +44 (0)161 831 7300
130

Work Stages
P O Total
2013 Plan of Work
7 In Use 0 0 0
Activities
Office Management
General
Annual Holiday 63.75
Public Holiday 22.5
Part III 7.5
Total 101.25
131

Calum Brander's
Sections SheetText
of Removed Number
refer to 10
a confidential project and client - Production Hangar Phase 2
Project Details
Project Name: 7500 Project Wren, Hull, U.K.
Project Description: I now work mainly on Project Wren, alongside my construction stage work on
BAE. It's a complicated £60 million project for a number of reasons. Firstly the
Lab and offices, for Reckitt Benckiser, is split into 5 parts. A new L shaped
three floor lab building will sit alongside an existing building to be converted
into offices afterwards. A third part will start to be constructed at the same
time; a link building with complex origami zinc clad roof. A security gatehouse
type building and some displaced service buildings will complete the project.
Design Stage - 4
Project Tasks: I have continued to work on elevations and landscaping and the incomplete
spec document. I have been key to specifying cladding that will work with the
design, including communications with Eurobond and IMAR who will produce
the mesh façade panels.
I have also been meeting with Latchways to configure a roof access strategy
that works. This period I met with IMAR who flew over from Spain for a
meeting to finalise the design. As one of four other BIM users on the project I
have largely been working on the existing KWN building model and putting
together this side of the drawing package alongside my work on the envelope
of the new building.
This is one of the first new projects the company has had since we
implemented a new document management system and I was initially tasked
with setting up the project on this system.
Project Name: 7261 Extension to Production

BAE Systems 430 PhaseHangar - Phase 2 UK
2, Samlesbury,
Project Description: BAE are extending their 430 hangar and we will be working alongside Arcadis
(Project Manager) ISG (Main Contractors) T Clarke (M+E) and TRP
(Engineers) to complete the project by the end of 2016. Aegis have been
employed as Principal Designer and issue a clerk of works report on a weekly
basis alongside working on their principal designer report.
BAE have also employed Carillion Specialist Services to oversee certain

aspects of the project; making sure the design team are complying to building
regulations. Whilst most of the details, scheduled and required to be issued to
the contractor via an online link as the building progresses, have now been
done I am getting excellent site and job running experience on a large scale
project.
PC 5.5. 5. Forms of contract and sub-contract
Whilst we are now being paid regularly for our work on the project we have
still not received the final design and build contract from ISG. Novated to ISG
from the main client using a JCT type contract the process has been heavily
delayed with much back and forth between the two parties and BAE over the
amount of risk each party is willing to formally take. There are 'side letters'
which confirm in detail the appointment, responsibilities and payment structure
in place but the lack of a formal contract at this stage, whilst not very unusual,
is a considered risk.
The value of the project is £9.4 million with planned completion still scheduled
for the 23rd December 2016.
132
Design Stage - 5
Project Tasks: I have produced a number of detail drawing sheets and junction details as well
as drawings regarding wall types, access arrangements and an Ironmongery
schedule whilst updating the NBS spec and Door Schedule as well as creating
sets of drawings to allow contractors to specifically work on their individual
area of the building.
This period I have continued to work with TRP and ISG to adapt any details
required from necessary changes that arise during construction.
I have been attending meetings at the office cabins on site, both client and
contractor led, sometimes by myself and I have logged more handover time
with the snagging of the second completed part of the project; a shipping area
which includes dock levelers, a scissor lift and a crane.
6 Handover and Close Out 2 hours Participant
Project Name: 7256 Wellcome Trust BIC, Cambridge, U.K.

Project Description: New office building for innovative DNA sequencing related companies in
Cambridge. The scope included a 2 storey building with plant room at
undercroft level. A cafe is located at upper storey and linked to the existing
Ogilvie building. The project is almost complete overrunning slightly from the
planned completion date of 13th May 2016. The project is on an D+B contract
that had a guaranteed maximum price after continuing with the same design
team following the completion of the adjacent SSB building.
Design Stage - 6
Project Tasks: I was asked to help create a set of 'As Built' drawings on the Revit model. I
also worked with the client to create a leasable area drawing series. I
produced schedule tables after organising all rooms into leasable, shared,
circulation or plant categories using drawing parameters in the model.
Project Name: 7516 Rossfield Park North, Ellesmere Port, U.K.

Project Description: The third business park I have worked on for the company. Our Client
required planning drawings within two weeks of getting in contact with us and
we have done well to pull together a design that works on the site in this time.
We calculated the clients fee of £9500 based on the use of an Assistant for
11 days work and an Associate Director for 3 days work. This was issued
initially to the client by email due to the quick turnaround time needed and we
stated our full scope of works included. This did not include submitting the
planning application ourselves. The client had already received outline
planning approval so our scheme was based on this information with a view to
the client gaining Reserved Matters approval.
P.C Stage 3.2
Reserved Matters are aspects of a proposed development that the client

choose not to submit for outline approval. Under section 92 of the town and
Country Planning Act 1990 applications of reserved matters must be made
within a specified time-limit. In this case the standard period of three years
from the date that outline planning permission was granted.
133
Design Stage - 3
Project Tasks: We produced plans and elevations at 1.200 on CAD and Photoshop; a similar
appearance to a previous scheme was requested which I had done for the
same client. We also put together a location plan, site sections and site plan
as per Dunlop Road, with swept path analysis, but not landscaping which was
provided by another firm.
Project Name: 7514 Carrington Masterplanning, Manchester, U.K.

Project Description: Continuing our previous work with Manchester United we were asked to create
an overall masterplan for their training site at Carrington. To be used for
presentation purposes, this work will be on a bespoke form of contract and
paid for at an hourly rate.
Design Stage - 3
Project Tasks: I helped produce a presentation on CAD and Photoshop that showcased all
the changes and ideas the client want to introduce, identifying key
development work to be undertaken over the next 10 years. This included my
previous efforts of new fencing, new internal arrangements and the addition of
security shelters along the two access roads.
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N 244417575 N 244402353 THE RED CO-ORDINATES ARE TO BE
 E 550039552 E 550021539 CHECKED BY DIGITAL SURVEYING ON This information, whether drawn o
N 244431121 strictly for use on the pr
 E 550044234
SITE FOR REFERENCE AND SHOULD
Project/Client
 N 244421437 N 244390420 BE THE SAME.
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E 550005435 IF THEY ARE NOT THE SAME DO NOT
USE CO-ORDINATES
 Reckitt Be
N 244436103
E 550045596   
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NOTE LIGHTS POSITIONED USING DRAWING 1521-E-(00)-104 P1 Proje

N 244439264 SUPPLIED BY RPA LTD.

 E 550038533 N 244422328
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Facade Cu
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Column
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This information, whether drawn or as a data file, is copyright and issued
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strictly for use on the project for which it is provided
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WELLCOME TRUST CB 08/03/16
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E 550028516 N 244444937 N 244443807 BIODATA INNOVATION Manchester:
55 King Street
Manchester M2 4LQ
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CENTRE +44 (0)161 831 7300
Southampton:
Manor Park
N 244440544 Minstead
N 244452265 N 244449507 E 550006553 Southampton SO43 7FY
N 244456717 E 550026575 E 550021335 +44 (0)23 8081 7900
E 550030165 www.fairhursts.com
Drawing Title
Landscape Lighting Job No

Positions
7500 s
Top: 7500 Project Wren - Elevation Study

Drawn Date Checked Scale
1 : 200
CB 14/03/16 BL @A1
Bottom: 7256 Welcome Trust BIC - External Lighting Positions

Manchester:
55 King Street
Manchester M2 4LQ
+44 (0)161 831 7300
Southampton:
Manor Park
Minstead
Southampton SO43 7FY
+44 (0)23 8081 7900
www.fairhursts.com
Job No Drawing No Revision
7256 SK 050
135
136
137
138
CALUM BRANDER 2016
PEDR REVIEW
Part II Key Experience
CALUM BRANDER 2016
4.0 Case Study 142
141
CASE STUDY CALUM BRANDER 2016
CASE STUDY
Extension to Production Hangar
Confidential Project
142
CONTENTS
1.0 CASE STUDY INTRODUCTION 144

1.1 Aims of the Study
1.2 My Role within the Project
1.3 Project Summary
2.0 PROJECT ENVIRONMENT 148

2.1 The Office
2.2 The Client
2.3 The Design Team
2.4 Practice Management
3.0 PRE-TENDER STAGES 153

3.1 Procurement Strategy and Initial Appointment
3.2 Regulatory Issues
-Planning
-Building Regulations
-Other Framework
3.3 Design Development
4.0 Procurement, Contract Choice and Tendering 161

4.1 Procurement
4.2 Contract
4.3 Tendering
5.0 Mobilisation and Construction 165

5.1 Mobilisation
5.1 The Role of the Architect
5.2 Variations and Events
5.3 Completion
6.0 Critical Appraisal 172

6.1 Conclusion
BIBLIOGRAPHY
APPENDIX
143
CASE STUDY INTRODUCTION

1.1 Aims of the Study
Phase 2 Extension to Throughout this study I aim to present an understanding of building procurement
U.K Production Hangar and contract administration throughout all stages of work on a project within my
current U.K Architecture practice. My case study addresses a £9.4m extension to
a production hangar in the North West of England of which my office successfully
brought the original phase one extension to completion in 2010. The study will
analyse, review and detail the project and its successes and failures. Through a
combination of active involvement and personal research I will describe how I
have advanced my understanding of the procurement process and Part III criteria
to a suitable level. I will consider and review each stage of the architectural work
and undertake critical analysis at each stage to address key knowledge, skills
and competence that is required by a successful part three candidate.
For Clarity, indications in yellow will help guide the reader to main sections of
individual analysis.
144
1.2 My Role within the Project
I joined Fairhursts in May 2015 and began working on the project from August
2015. Although not running the project I have been working on the scheme as an
Architectural Assistant, with only the support of our project manager (Associate
Technician Martin Bamber) for most tasks. I had chosen to use this project as it
gave me the opportunity of firsthand sustained experience on a medium/large
scale project over the duration of a build. The scheme, whilst large in size, was
manageable for me to handle aspects of by myself and had a suitable timescale
which tied in with the part three course.
At the time I personally joined the project we were in the process of being
novated over to the main contractor, before the project team prepared to start
the mobilisation stage after initial meetings. Construction started on site on 9th
November 2015 and is scheduled for completion on December 23rd 2016.
I had previously gained a large amount of suitable experience at stages 0-4 at

office’s to date and a sustained experience from Stage 5 onwards was key to my
development. In this project my experience (outlined in my final PEDR’s 8, 9 +10
which ran until May 2016) reads as follows –
- Attended the majority of design team + client meetings at site

- A participant of regular site checks and client inspections
- Liaised with relevant manufacturers inc a series of cladding meetings on
site
- Production and co-ordination of various detailed construction drawings
and packages
- Co-ordination of information with Project Manager who overs project
- Responded to RFI’s (Request for Information) and site queries
- Participant in necessary snagging of completed site work and issuing
inspection notes to design team
- Overseeing the signing off of letters that allowed for completion
certificates to be issued within the requirements of the building contract
145
1.3 Project Summary
Project Name: 430 Building Phase 2 Extension

Type: Production Hangar
Client: Classified
Location: Classified
Brief: Extension of existing production hangar to allow increase in production
Site Area: 6188m2
New Build Area: 4295m2
Local Authority: South Ribble Council
Contract Obtained by: Existing Client
Procurement Route: Design and Build
Tender: Single Stage
Contract Type: JCT 2011 with Amendments
Project Value: £9.4 million
Initial Appointment: 19th September 2014
Novated Appointment: 14th September 2015
Contract Signed: Still at solicitors awaiting signature
Planned Completion Date: 23rd December 2016
Key Personnel
Project Manager: Arcadis - Ralph Pedersen, Simon Begg, Damien Brownlow
(Quantity Surveyor)
Client Contacts: Steve Rostron (Logistics), John Dobson (Technical)
Main Contractor: ISG - Tony Dougan (Project Manager), Steve Barnes (Account
Manager), John Dunn, Alan Whittle, Rob Grundy (Design Team Manager)
Structural Engineer: TRP - Tim Royle
M+E Consultant: Futureserv Ltd - Dave Cleary
M+E Engineer: T Clarke - Martin Paladino, Gary MacRaild
Principal Designer: Aegis - Tim Hudson
BREEAM Coordinator: Aegis - Peter Gillet
Fire Engineering: Hoare Lea
Building Control: Carillion Specialist Services - Steve Ager
Planning Consultants: GVA - Anne Hargreaves
Landscape Architect: Fairhursts Southampton Branch - Cath Phillips
146
Project Timeline
2010 Phase One Complete
2013 Original Scheduled Completion of Phase Two
1 Sep 2014 Fairhursts Appointment

Oct 2014
2 Nov 2014 Brief and Consultant Project Launch
Dec 2014
Jan 2015 Stage 2 Report Submitted
Feb 2015
Mar 2015 Reserved Matters Application Submitted
3 Apr 2015 Client Sign Off Stage 2 Report
May 2015
Jun 2015
Jul 2015
4 Aug 2015 Technical Design for Long Leads Complete
Sep 2015 Contract Awarded to Contractor
Oct 2015
5 Nov 2015 Start on Site
Dec 2015 Completion of Section 1
My Involvement
Jan 2016
Feb 2016 Completion of Section 2
Mar 2016 Completion of Section 3
Apr 2016
May 2016
Jun 2016
Jul 2016
Aug 2016
Sep 2016
Oct 2016 Completion of Main Works (Section 4)
Nov 2016
Dec 2016 Phase Two Practical Completion
6 Jan 2017 Post Practical Completion
Figure 1.0 Project Timeline
147
PROJECT ENVIRONMENT
2.1 The Office
Fairhursts Design Group is a medium sized Limited Company with 50 employees

based in the city centre of Manchester and additional personnel based in
Southampton. The Practice work in a variety of sectors but are becoming largely
focused on commercial projects that tend to bring in a greater percentage of
revenue. Projects range from Business Parks and Commercial Warehouses to
Nuclear projects and Office and Research facilities in the Leisure and Science
Industry. The company benefits from a large amount of repeat business to
provide an underlying cash flow from big name clients like Man United, Sellafield,
IBM and Cambridge University.
Formed in 1905, Fairhursts these days has a strong market perception for
delivery of projects. A stronger modern branding has recently been implemented
to boost the company’s profile and the practice can now produce revenue
from multiple aspects of a design project due to its in-house Interior Design
(Manchester) and Landscape (Southampton) divisions. Offering BIM level 2 also
enables the office to work on any public-sector work and the office has an in-
house BIM coordinator who provides training and support on all projects. In
addition the company has invested in the most up to date software versions of
Revit and AutoCAD. The new line up of 5 Directors and 5 Associate Directors,
after a number of retirements, has led to a tightening up of hierarchy and clearly
spaced teams within the office. This provides clarity, with each project having a
designated director and Architect running each scheme.
148
2.2 The Client
Despite recognising that the Part III submission is confidential in nature I have
decided, after conferring with my project manager, the name of the owner of
the project and site location should remain off this submission due to the nature
of the project. I signed a declaration which references the Official Secrets Act
1911-1989 and this protects the disclosure of information or documents relating
to security, intelligence, defence or international relations. Although I do not
hold any such documents, I further understand that whilst not all material in
my possession falls under the provision of the Act it nonetheless may represent
information which if disclosed could be damaging to the client and may even
endanger myself if I’m found to hold access to the client’s site. The project client
is large in size with prior experience of creating new build production facilities at
their various sites in the UK. They are a client that Fairhursts have bid for further
work with and whose relationship is important to the company moving forward.
Our current contract lies however with ISG who we were novated to from
the client for stage 4 of the build until completion. ISG are an international
construction company who produce revenue of 1.5bn annually with 24 offices
across the globe. After the practice had produced a complete design of the
building for the project client I worked on the project for the second half of this
split contract so will primarily comment on my time working with ISG. When at
a number of meetings I have been mainly working with ISG’s project and design
team managers. It has been a great experience for me to work with such a large
and established firm and see how they run the project on site.
149
2.3 The Design Team
A fortnightly meeting, with a presence from the project client, is chaired by

Ralph Pedersen of Arcadis who was brought in at an early stage to oversee the
whole proposal as project manager. On the project Arcadis are in the contract
administrator, or ‘employers agent’ role, which on a traditional contract the
architect would usually be employed in by the client. ISG were appointed as
the main contractor by the client after a one stage tender process. As a design
and build procurement was chosen the contractor then had greater overall
coordination of the project and many aspects of administration lie with them.
The contractor approached and appointed sub contractors but when agreeing
to their contract they were obliged to novate ourselves and the engineering team
over from the previous stage of the project. The right mix of experience and
suitable fee offers would have been considered by ISG when deciding who else
in the design team to appoint and these positions are listed in full on the project
summary page.
It is in an architecture practice’s interests that other consultants are directly

appointed and paid by the client or main contractor, as the risk will lie with them
should one of the consultants under perform. I have produced diagrams below
(Fig 2.0 + 3.0) that demonstrate our practices position within this project pre and
post tender and also any changes to the design team. Futureserv, for example,
were M&E designers on the project before being kept on as an advisory consultant
by the client. T Clarke joined the project for stage four as the contractor’s M&E
specialist. Whilst we had a more integral role in the project pre-tender, due to
the nature of a ‘design and build’ project, our position as Architect once novated
from the client included far less involvement.
CDM Aegis
QS Arcadiis
EA CLIENT
M+E Futureserv
Arcadis
ARCHITECT Fairhursts
SE TRP
Figure 2.0 Demonstrates the interfaces that need to be managed pre-tender
150
CDM Aegis
M+E Futureserv
QS Arcadis EA CLIENT
Arcadis
Architect Fairhursts
CONTRACTOR
Sub Contractors
ISG
SE TRP
Suppliers
M+E T Clarke
Contractual Link
Functional Link
Consultant Switch with 3rd Party Rights to Client
Figure 3.0 Demonstrates the interfaces that need to be managed post-tender
151
2.4 Practice Managment
As the project progressed internally practice management evolved to suit the

demands of the project. Our office team has always had the same leadership
on the project with the designated director being Richard Sagan, keeping an
advisory role above Martin Bamber, Associate. Martin had run the original phase
of the project so it was sensible to keep him in charge of the day to day running
of the technical side of the scheme throughout. The contractual side of the
project is run by our financial director, Richard Fitton. He became very busy
with the project as long delays occurred on the negotiations of the contract
with ISG. As Richard oversees the contractual dealings on all projects, alongside
other responsibilities, he could have delegated greater duties to Martin or me.
This delegation would have led to us being able to communicate quickly with
the client and contractor on all aspects of the project. At an earlier stage (RIBA
stages 2-3) the office had an assistant working on the design development and
presentation of the stage 2 report. With the office stretching its resources, the the
project was progressed by just Martin and I joined the project at RIBA stage 4;
with technical details scheduled to continue once the project had started on site.
Again only two personnel were, including myself, deemed necessary to work on
the project from novation through to completion.
The decision to require only two personnel on the project was probably correct
post novation due to the nature of a design and build project. The main contractor
established a large on site team, including their own design team managers
to work with consultants and subcontractors. The type of scheme, with a lot
of the design work being similar in detail to the completed first phase project,
also led to this decision. We were happy to keep resources and thus financial
spend to a minimum and this means a larger end profit, which is often the case
when compared to working on a time expensive traditional build contract. With
our designated director and the financial director to oversee relevant managerial
sections of the project I believe just myself and Martin working with the external
design team and dealing with the day to day side of the project has been sufficient
and will continue to be until the completion of the project. I am happy to have
gained such great experience on this project but if I was running the office I
would probably have a different perspective preferring a qualified architect, or
someone with experience over the whole project timeline, to cover for our Project
Manager at meetings when he is away; considering the importance of this client
to the office.
152
PRE-TENDER STAGES
3.1 Initial Appointment and Procurement Strategy
At an earlier time Fairhusts had been given an initial programme that was tabled
in late 2010 (with a completion date of June 2013 scheduled). Work for phase
one was still on site and we had begun work on the Stage C design (Now RIBA
stage 2) of the 2nd phase project. However shortly after plans were then shelved
with the clients business orders in risk of not being signed off due to the global
recession. It was not until 2014 when the scheme was re-ignited.
Working on a large range of sectors and scales of projects, Fairhursts use a

range of procurement routes and contracts on their projects and contract choice
is often determined by our high profile clients and their high level of experience
in project management. For this particular scheme Fairhursts were aware of the
client’s desire to progress with a Design and Build strategy, having already done
so successfully on phase one of the project. We were asked to provide a full fee
proposal to cover the completion of the project on a fixed fee basis; based on
the procurement strategy that we, the lead designer would novate to the Main
Contractor for Stage 4 of the build onwards. Our fee was clearly defined and
assigned to the RIBA 2013 work stages by looking at required resources, the
schedule of works and any variables or risks involved in this type of project. It
was recognised that in formulating a fee proposal the form, spec and maximum
size of the extension were defined by the existing building and the confines of
the site. As part of our proposal the use of hourly rates (figure 4.0) were also
requested in the event of any additional claims. Upon agreement of the fee
proposal and whilst waiting for the formal contract to be arranged we agreed on
a scope of works by signing an interim form of appointment. This allowed us to
start preparing for the project before finalised contract terms would be in place
to sign in November 2014.
A meeting which was titled ‘lessons learnt’, referencing phase one of the overall
development, brought up feedback which was incorporated into our stage 2
report and issued in January 2015. In the stage 2 report it is recognised that while
the design and build method of procurement best delivers the clients primary
objectives it had potential weaknesses when delivering the client’s objective of
quality of design control. It was recommended that this method would not allow
for the incorporation of client design changes post contract. The first priority was
to avoid the need for post contract change by ensuring thorough briefing and
pre-contract design approval. Going forward the view was taken that the main
two objectives of programme and cost certainty outweighed this shortcoming.
These had been stated as the client’s main objectives since 2011. In addition
ahead of design control the client had stated ‘risk transfer’ as more important,
with of course maximum risk being transferred onto the main contractor for
resolving design and construction issues.
153
With the client happy with this method of procurement this is how we had to
proceed in order to gain the contract however the fact that we would be going
down a split procurement route meant that we could be at risk if the terms of
our following novation agreement with the chosen main contractor took time
to be agreed upon. The proposed use of a ‘consultant switch’ novation meant
entirely new terms could be drawn up between the involved parties. Four months
after our fee proposal was submitted and agreed in September 2014 the stage
2 design was complete and the report signed off. At this stage we were free to
develop the brief given to us by the client and start working towards submitting
a planning application the following Spring.
Role Rate
Director £120.00
Associate Director £80.00
Associate £70.00
Architect £60.00
Architectural Technician £50.00
Part II Architectural Assistant £45.00
Figure 4.0 Hourly Rates inclusive of overheads and profit percentage
154
3.2 Regulatory Framework

Planning
In 2007, following the requirement for expansion at the client’s site, outline
permission was granted under applications made to South Ribble and Ribble
Valley councils for the overall site-wide development of approx 100,000m2 of
additional floor space to the existing facility. Outline permission was granted
with a number of conditions by both South Ribble and Ribble Valley, including a
condition that applications for all reserved matters should not be made later than
the expiration of 15 years from the date of the permission (i.e. from May 2007).
The outline permission was still in effect when we came to work on Phase 2 and
despite uncertainty during the financial recession, causing a delay of two years,
the second phase of the project would begin comfortably within the allowed
permission time.
The Reserved Matters Planning Application for the 430 Phase 2 extension was
made by the client, assisted by ourselves and planning consultants GVA in April
2015 with a 13 week approval period. There were no issues raised during the
consultation response period. Phase 2 and any associated external works in its
immediate vicinity only fell into the South Ribble Council area and therefore, it was
understood, that the applications for reserved matters approval and discharge of
prior commencement conditions only needed to be submitted under the relevant
outline permission.
Design parameters, reserved from the original outline permissions in 2007,

included design and appearance, landscaping and siting and details of access
were also agreed at the outline application stage. Existing planning conditions
included ensuring that 10% of energy usage is from on-site renewable sources
and that car parking is to be proportional to the final gross internal area of the
building; allowing one space for every 30m2 of floor space and equalling 245
spaces from a GIA of 7,350m2. Planning obligations under Section 106 of the
Town and Country Planning Act 1990 include an approved traffic route plan and
the addition of a number of developer covenants (Appendix A).
The client has a level and secluded site and owns a surrounding masterplan
area many times greater than the size of the individual building site. The need to
comply to all planning, conservation and heritage regulations was thus eased.
An Architect on another project might need to adapt their design in line with
legislation such as the party wall act 1996, adjoining owner rights or heritage
frameworks. The building area in the client’s site is not accessible, or even visible
to the general public and is therefore of reduced significance with regard to some
aspects of planning approval. With the design appearance of the extension and
the room data decided on quickly due to the type of brief, there was little risk of
delays on this project caused by any potential re-issuing of statutory applications
and sequential concerns of planning being granted.
155

Building Regulations
Building Regulations were first introduced into the UK in 1965 as National

Standards. The most current version used in England was introduced in 2010
and provides guidance for the compliance of regulations and should be referred
to by an appointed inspector registered with the Construction Industry Council
(CIC).
Carillion Specialist Services were the approved inspectors on this project, rather
than the local authority, and were appointed by ISG after novation. Under a
D+B contract compliance with Building Regulations becomes the responsibility
of the contractor and Carillion were contracted to issue a compliance tracker
as the project progressed. We were required to work closely and consult with
Carillion providing information and drawings relating to any outstanding building
compliance issues. An example of an area I worked on would be providing details
of how guarding was to be provided to the perimeter of an extended external
plant deck i.e. 1100mm high and capable of resisting applicable forces (listed in
Part K3 of the building regulations).
All areas of building regulations that an architect should be aware of are

structured into fifteen alphabetised sections. Part L covers the ‘Conservation of
Fuel and Power’ and for this part of the project an air pressure test was required
to measure the air permeability of the building envelope. This could not be tested
of course until the building envelope was sealed near the end of the building
construction. Regulations regarding accessibility are outlined in section M of the
regulations and in addition Inclusive Design offers key aims for all design projects
in the future. This guidline offers information to help the built environment become
usable and appealing to all members of society. The large size and simplicity of
this building meant that matching many of these targets was easily achieved.
Architects are capable of following through applicable regulations and should act
to ‘design out’ any potential risks during the early design development stages. It
should be noted that on a design and build project an Architect’s work should be
considerably thoughtful and detailed at an early stage so that minimal changes or
additions are required on the project post tender. It was good to use a specialist
firm in the inspector role and this has made the approval and the award of the final
certificate a more comfortable process. In a smaller scale, traditionally procured
project, an Architect would be liable for complying with regulations and intially
the client must be made aware that completed works may not be approved by
an Inspector at completion, resulting in remedial works.
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Other Framework
BREEAM
The client would like their buildings to be seen as sustainably successful and
employed Aegis to co-ordinate the achievement of a BREEAM ‘Very Good’ rating.
BREEAM was the world’s first sustainable assessment method for buildings and
delivers for the client when comparing cost output against long-term value by
reducing operational costs significantly. Taking into consideration that the project
is an extension and that large areas of the design could not be largely adapted
we felt we could not aim for Excellent or Outstanding ratings. Our rating required
55% of available achievement credits, which we followed in a table or tracker. We
did not target credits such as - ‘to recognise and encourage measures taken to
accommodate future changes of use of the building over its life span.’ This type of
project on a large industrial site can only be made sustainable to a certain extent.
Responsibility of sustainable targets were taken forward from different sectors of
the design team. An example of a target the practice was responsible for would
be ‘Operational Waste’. We provided drawings to demonstrate ‘the provision of
dedicated storage facilities for a buildings operational related recyclable waste
stream’ which was worth one out of the necessary 57 credits we aimed for.
CDM
Reports were provided at regular stages of the project and a hazard and risk
register is updated regularly by Aegis who were appointed to the role of Principal
Designer. Risk ratings were assessed by weighing up potential danger or
injury against time and cost. Initial ‘High’ risks to safety, before controls were
introduced, included a potential pedestrian vehicular clash with a large number
of HGV deliveries to a tight drop off area. Risk ratings were then re-evaluated
after controls were put in place, in this case, ensuring a traffic management plan
was provided that highlighted risk reduction control methods. Once the works on
site are completed the Principal Designer will be required to provide the Health
and Safety file to the client for use with the building. The format of which has
been specified in the building contract.
I witnessed excellent site security provided by ISG during my time on site and
I was provided all required protective site gear by Fairhursts including helmet,
boots, safety vest, visor and gloves.
Despite the early appointment of the Principal Designer I found they weren’t
actively involved until the main contractor was appointed. The Principal Designer
role had been adapted from the CDM-C coordinator position in April 2015
to integrate greater emphasis on health and safety issues during the design
process; so making the appointment as soon as possible is important. The
principal designer role is supposed to be taken by someone already central to
the project in an effort by the industry to get away from contracting out health
and safety as an add-on. As the role has been adapted to give responsibility of
CDM to a company that has the ability to influence the design perhaps Fairhursts
would have been best placed to be appointed to this role.
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Secured by Design
Secured by Design is a crime prevention initiative operated by the Police
services. Following their guideline documents we liaised with the Architectural
Liaison Office of Lancashire Constabulary in order to gain a Secured by Design
Commercial Development Certificate. The guidelines aim to reduce crime
in the built environment and crime prevention is also proven to be a positive
sustainability issue. To gain the certificate we had to complete an application
form and file plans of the project. As the development was built within a secure
site there was little cause for concern from the office with security problems at
this project.
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3.3 Design Development
In order to achieve future forecast production rates our client confirmed in their
brief a requirement for a 30m extension to the facility, along with modifications
to their Shipping area. The resultant concept design was signed off by the client
in April 2015 as a basis for moving forward with the design. The Architectural
side of the stage 2 report took into consideration required surveys that had
since been carried out and included information on site access and security,
an accommodation schedule, concept design options and outline spec.
Subsequently the design and a number of pre-application meetings with planning
consultants identified areas that required further investigation and development:
Site Considerations
The principles of site access for pedestrian, cyclists and vehicles are unchanged
from the previous design and parking provision remains the same as numbers
were catered for. However further investigation identified a need for study of
goods to receiving and delivery areas. Meetings with the client’s logistics
personnel and a visit to suitable delivery areas were undertaken. The key outcome
was to separate pedestrians, cyclists and cars from delivery vehicles and was a
paramount safety consideration. Separation of traffic streams was incorporated
by repositioning the waste compound.
Roof Canopy
Fundamental to the development of the traffic flows identified was the

consideration of an external canopy to facilitate loading and unloading during
inclement weather. A number of options were considered and a one way route
was adopted for safety and operational reasons. The roof profile is to remain
the same but with a cantilevered element to facilitate vehicle movement into the
now enclosed receiving area. The rear wall was clad as per the main building but
included a louvred zone to allow air displacement and reduce wind tunnel effect
External Airlock
The external airlock affords direct access into the production hall to assist
with the installation and maintenance of equipment, whilst maintaining internal
environmental conditions. It was questionable whether the airlock to the extension
should be a permanent rather than a temporary structure and an exercise was
undertaken to examine this. A cost exercise was carried out to compare the two
options that resulted in adoption of the permanent option.
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Landscaping
The triangular piece of land to the south of the 430 extension will be visible from
a proposed new County Council road to an Enterprise Zone. It was therefore
decided that we should landscape this area in order to make it presentable with
a minimum requirement for maintenance but keeping the existing ecological
balance. Allowance was made for importing topsoil from another client site in
accordance with the site waste management plan.
Description
The proposed aesthetic is essentially based on the existing facility, following the
form and its materials in appearance. The basic form is a low pitch barrel vault,
rising to 14.7 metres at the ridge and 12.25 metres at the eaves. The northern
support zone follows the existing as a lower ‘lean too’ structure. However the
needs of an internal overhead travelling crane within this area, with a specified
hook height, resulted in this roof being stepped up. Primarily the elevations are
flat clad in grey metal faced composite sheets and pick up the finish of the
existing building. The elevations are perforated in a number of locations to
provide access doors and fire escapes, with two large roller shutter doors to
the east. Items already in place, from phase one, helped progress the design
including a rainwater harvesting system and switch rooms only requiring fed from
the existing building.
Once the Stage 3 design was signed off work commenced on compiling planning
and tender information needed for progression on the fast paced programme. A
series of project review meetings involving the pre-tender design team continued
to take place at the client’s location and allowed for additions to the overall scope
of works and refining of the design. We were one of a number of consultants and
specialists who would submit packages, or changes after tender via RFC, to the
client for signing off.
In order to mitigate weaknesses in quality control using a design and build

procurement route the pre-tender design was to be taken to stage 4 to reduce
the scope for interpretation of the design and spec. The Architect and Structural
Engineer were also scheduled to be kept on by the client to maintain continuity
in the design. This is not always the case on Design and Build projects and this
coherence, along with the ability to finalise much of the design before novation
greatly reduced the risk for the project client.
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PROCUREMENT, CONTRACT AND TENDERING

4.1 Procurement
Our design and build procurement route continued as planned on the project
with a ‘consultant switch’ agreement to the chosen main contractor occurring
in September 2015 for stage 4 of the build until completion. Under this type
of novation agreement the terms of our contract would see Fairhursts take on
a dual role with regards the client and contractor. The Architect and employer
still retain liability to each other for the works previously produced however
moving forward if the project client requires architectural advice they must
engage another practice. Our key terms with the contractor were again agreed
on a bespoke interim appointment, as an initial form of contractual document.
Whilst we waited on a delay between the client’s and contractor’s contract being
concluded, before our own agreement could be finalised, this satisfied the ARB
code of conduct (clause 4.4); ‘that a written agreement must be entered into
before any work is carried out’.
Work on site progressed efficiently, partially because the contractor held all
responsibility for these later project stages and did not want to incur substantial
extra costs to their fee by delaying the completion date (adverse weather delays
aside). The case for completing the project on time was paramount to the client
who wanted to start future production quotas as soon as possible. With the
project being government funded tight restrictions on cost and budget were also
necessarily applied which design and build offers.
The design and build route has proven to be time effective with the client gaining
a relatively short programme time-frame between finalising the stage 2 document
and work starting on site. Project stages were able to overlap to a greater extent
for this type of project with planning, tender agreement and technical design
all completed in just 6 months. In addition the novation agreement allowed
greater design control than if an entirely new design team were employed by the
contractor. A negative was the lack of design control and quality to the finished
project. The type of functional industrial brief and the experience of the contractor
team handling the project largely meant this procurement choice seems to have
been the right decision. The architectural quality of details or workmanship was
not as successful as it could have been using a traditional contract route; with the
occasional error occurring arguably from a lack of architectural management and
input on site. Although design changes could not be easily made after the tender
stage, a greater level of architectural organization would have been beneficial but
the size of project and type of brief being developed meant the design and build
route of procurement was most suitable for providing the client greater cost and
programme controls.
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4.2 Contract
We signed an amended JCT Design and Build 2011 Contract, prepared by the
client’s legal team Addleshaw Goddard, which was chosen as a suitable contract
hand in hand with the choice of procurement route. We required a contract that
provided a quick resolution and as our contract (the most standard of the design
and build options available) needed to favour speed and risk management it was
a good choice. One potential option, an NEC contract was not as favourable
for being less familiar to the contractor and importantly it can slow a project,
requiring more time input by favouring a more time consuming collaborative
approach when using the programme as a contractual document.
In the contract clause 3.3.2 a ‘consultant switch’ form of novation to the

contractor is written. In the contract particulars, third party rights were agreed
to allow the client, now no longer part of our contract post-novation, to enforce
benefit and claim losses directly from the Architect. Third Party Rights are a similar,
but more recent statute, than Collateral Warranties and similarly offers greater
construction security to the funder. This measure in our contract only refers to
standard obligations and ‘duty of care’ (which is a standard legal obligation in
tort law) so whilst a considered risk to the practice it is not of extensive concern.
Written into the contract was the necessity that we had to hold a large amount
of Professional Indemnity Insurance, covering £10 million, which will protect the
office and its assets. This gives both parties piece of mind for our continuation
on the project should any problem occur.
One requirement that we had taken out of our terms was to supply a BIM model
as the leading member of our practice felt uneasy using it, having not previously
had experience with the software. There was also a desire to not produce more
work than was necessary considering many hours had been spent creating CAD
work for phase one. However I feel a BIM model would not have taken long to
produce due to the relative simplicity of the scheme and would have benefitted
quick and accurate collaboration between us, the engineer and m+e teams.
There are supplementary legal agreements such as the new JCT public sector
supplement that state the inclusion of BIM protocol as contractual or the CIOB
Complex Projects Contract 2013 which is geared towards a large BIM enabled
project. BIM maturity level 2 will be required by April 2016 on all public sector
asset procurement projects.
The main problem our practice encountered was the time taken for the contract
to be signed. I felt we should have been more concerned by working without
signed terms. As our work began on the construction phase of the project it
perspired that we could not be paid our agreed interim payment, which we
were told occurred because the contract terms were not yet finalised. We were
then paid through another project we worked on for ISG which of course is bad
practice and we should have been paid as per our initial agreement. If terms had
been agreed correctly at the outset this would not have been an issue. As this is
written our contract is still yet to be signed by ISG in September even though we
signed, for our part, what we thought was the completed contract at the start of
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2016. We are told the problem lies with the project client adding a clause which
was not part of the agreed tender package; ISG refused to sign this revised
contract with the client as it is said to put more onerous onto them. The contract
between the two parties seems to have been reviewed between the Project
Manager and Solicitors countless times and until they agree on all terms our own
contract with ISG cannot in turn be finalised and signed.
Details of the contract (in that it is not yet signed, not to mention such a confidential
project) have been hard for me to receive information on. The project’s size and
confidentiality is largely the reason we have had little insight in its contractual
development, however if using a traditional contract our input would have been
a central partner to the process and thus have our own terms directly affecting
the main contract’s stability. If the client had decided on using a traditional form
or novation (referred to as ‘ab initio’) rather than a consultant switch, the initial
project terms should have remained in place and avoided any large delays
at novation. However this would have meant the client being clearer of their
contractual needs at the beginning of the project.
It was a strong commercial decision made by the office to proceed with the risks
involved in working on this project. ISG are a reputable company and an interim
agreement was in place. Even in a case with no signed agreement, if work is
being carried out and an agreed payment has been/is to be made, a court is
likely to find that a contract does exist. Where a contract has been substantially
performed, the courts are strongly inclined to find the agreement of a contract.
A contract was in place between all parties, it is the terms that were not agreed
upon between the employer and contractor but this is still not best practice and
the project start should have been delayed until all parties had agreed on every
clause in their contract. If best practice had been in place then the negotiations
would have arguably moved quicker and more efficiently with commencement
of the project at stake. It is unprofessional for the main parties to not work under
agreed terms so far into a project. The involved parties clearly thought there was
little risk however this has caused our practice and TRP to also not work under
finalised terms.
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4.3 Tendering
When compiling tender documents for the project and issuing in May 2015 we
did so before planning permission was granted. Due to the tight time constraints
of the project we issued tender drawings to the client’s project management
team during the 13 week decision period; having the knowledge of previously
received positive feedback from the planners of our stage 3 design. It was the
practice’s belief that there would be no ‘show stopping’ conditions that would
need to be added to the tender package. This seems to be standard practice, to
shorten the programme, when using a Design and Build Procurement strategy.
Our actual input in the single stage tender process was minimal beyond preparing
part of the package. The initial tender pack included architectural drawings, fire
plans and a specification document that we issued to the client. Often we will
assist with the tender process for clients by issuing a package to an average of five
suitable contractors and this choice is based on their experience, resources and
past work. By appointing a Quantity Surveyor we can often produce a summary
of the submissions suitabilities for awarding the contract. In a traditional Architect
led contract we would work with the client and QS to choose the most suitable
option, negotiating with contractors on cost if necessary.
For this project an ‘Enabling Works’ tender pack was issued before the main
tender issue. A fixed cost was agreed on the enabling package three weeks
later and at the same time a business case was circulated on the pre-tender
estimate. The main tender bids were returned six weeks after being issued and
the business case was approved for enabling works about the same time. The
main business case was updated based on the tender returns and finalised on a
fixed cost before gaining approval in August. A pre-contract design review was
then staged on September 16th which included all members of the post contract
project team for the first time.
When progressing the design of the project the employer and our practice have
been very thorough in the production of information. Aided by the simplicity
and familiarity of the second phase design, we were able to issue a lot of the
required information up-front. This meant we could have proceeded on a two
stage tender and brought in a contractor at an earlier stage which has additional
collaborative benefits. The decision to only use a one stage tender process by
the client can be questioned due to the time taken to agree terms between the
two main parties. The contractual scope should have been finalised quicker and
if a two stage tender had been used disputes and the final account will often tend
to include fewer variations and claims. This can hold a financial disadvantage for
the client. When using a two staged approach this will take away competition
for the preferred party and give the contractor more lee-way when negotiating
a fixed price in the second stage. Another reason why a one stage tender route
was approved might be the risk of novation only occurring once the second
stage is completed and the main contractor has agreed on a fee (P4, Simon
Rawlinson. Procurement: Two-Stage Tendering). Overall a two-stage tendering
arrangement should be well suited to a design and build procurement and the
collaboration aspects this brings.
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CONSTRUCTION
5.1 Mobilisation
In early September the client placed an order with the main contractor for a
start date of the 14th September 2015. When ISG were appointed as the main
contractor for the project they will have secured items initially such as piling,
steelwork and cranes that required early orders (or a long lead time). Enabling
works were prepared for in the first instance and the contractor was required
to have all health and safety checks in place before starting on site on the 9th
November.
A pre-start meeting was arranged in late September so that before beginning on

site all the project and design team could be involved in confirming requirements
for the projects next steps. A complete programme was made available for all
the team to see how all remaining work on the project would be staged. Written
into our contract was the need to produce an information release schedule that
provided the project team with dates for information generated by us in relation
to the project programme.
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5.2 Role of the Architect
Overlapping of work stages, as is common practice on a design and build

project, allowed the design team to focus their schedule on the most immediate
parts of the build on site. Final technical design development continued in parallel
with the mobilisation stage of the project and the later stages of the build weren’t
fully finalised until February 2016. This carried the slight risk that a problem could
present itself and delay part of the build but at this late stage it was small scale
work like manifestations and handrail details on a highly resolved programme.
My personal role in the construction stage of the project, alongside producing

later stage technical details, included putting together drawing packages for
contractors to take on site, updating the specification document and issuing a
temporary facilities design (for an additional fee). Documents, once issued, were
all to be kept to the most recent revision on the contractor’s online ‘Conject’
system. Our team was also expected to attend a series of design team and client
meetings that took place fortnightly on site. Additional manufacturer meetings
required our involvement, including a facade meeting to review all exterior
surface cladding and drainage packages. As part of the design team I helped
Sapoflow and GMS, providers of different Syphonic and Gravity fed drainage
systems, determine which method was required and the exact locations of each.
Alongside MIZ, a Glasgow based firm of cladding specialists, we worked out
extra areas of steel panels that would be required and discussed which part
of the project the contractor would require first on site. I handled management
tasks by responding to queries and more formal RFI’s raised by site and design
team members. As an example I was asked by the project manager to check
occupancy requirements in the production areas to assist the M+E team with
their calculations - after checking with my superior that these were correct I
made sure to respond within the standard seven days.
There is no provision for design changes after tender (except by way of formal
client variations or RFC’s) and with the contractor left to carry out the employer’s
tendered requirements our own role seemed confined to the outer edges of the
project. Contractually, on this design and build project, our practice had no power
to enforce any comments made in meetings and no comments by the employer
or Architect can relieve the contractor of responsibility for the completed build.
We did issue a brief Architect’s report (Appendix B) at design team meetings
but on a Design and Build project we had no powers of enforcement like we
would have as an employer’s agent on a traditional contract. Whilst it is our role
to offer advice as consultant the contractor was very much looking to complete
the works quickly whilst impress the client’s representatives and external project
manager that it would be done suitably on time.
Contractually it was not our concern if trouble occurred during construction

however it should always be an Architect’s responsibility to ensure design intent
runs through a project where possible. Often it is a problem on design and
build projects when a contractor will make changes to the spec of the buidling
for reasons of ease or financial gain however the client made sure to address
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this concern by writing into the main contract that all variations to the tender
specification of the building must be processed by way of formal RFC, through
Arcadis, and signed by the client.
“That there is no place for an architect or contract administrator in the contract

can leave the problem of quality control unresolved.” (P255, Sarah Lupton,
Which Contract)
As is the case using DB11, inspections and quality control could have been left
to the contractor’s team. However being novated from the client allowed us to
make sure drawings were being interpreted correctly and that any suggested
changes or client’s variations would carry no future problems. As a consultant
our access and input is still valued post tender but there were no traditional
inspections made by our practice. On a traditional SBC contract we could act
as independent adjudicator and be obliged to carry out inspections alongside
valuing the quality of the contractor’s work at regular intervals and deciding on
any claims made by the contractor. From within the project team the client agent
and contractors Quantity Surveyor’s worked to keep note of all variations as the
project progressed and this led to less chance of disputes being made at the
end of the project. Using clause 3.1 the client also chose to appoint a Clerk of
works to routinely inspect the site and issue a weekly report, although also in a
nonenforcement role.
“The clerk of works is just an inspector empowered to look and to note and that
is all.” (P.69, David Chappell, Understanding JCT Contracts)
On a design and build scheme one could become rather complacent in the
practice’s contractual position but we must always ensure to have the local
knowledge available to perform any responsibility or communication asked
and uphold the practices standing as a chartered practice. Although a quantity
surveyor and clerk of works assisted the employers appointed agent/project
manager with regards to financial and quality aspects of the project the client
was wise to insist on our novation in a quality control function. Whilst we only
held a consultant position on the project our own quality control and pre-tender
design knowledge was important to steady progress being made on site and
ensuring the employer’s requirements were kept.
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5.3 Variations and Events
Budget increases that are not included in the tender contract require an RFC. This
might be a small change like some markings that needed to be repositioned on
the ground or a vision panel added to a door but these still required a ‘request for
change’ as they are defined as an alteration or modification that is to be referred
to in the contract bill. One of the larger design changes that we were involved
in was the client’s request for the installation of a suspended ceiling to the new
maintenance room. The client decided that the necessary exposed fireproofing
proved unsightly (which we had previously snagged that there would be a slight
risk of fibres igniting electric cables unless fully taped). On a traditional contract
we would have issued an ‘Architect’s Instruction’ on behalf of the client but for
this project RFC’s were completed by the contractor and forwarded to Arcadis,
representing the client who were allowed seven days to authorise the change.
The suspended ceiling addition required a day’s extra work and was given a
budget of £17,000 before a detailed cost of £9,848 was added to that period’s
valuation fee. There was no impact to the programme from this change and
included in the cost for RFC No.20 were any M+E alterations as a consequence,
such as adjustments to the sprinklers and lighting.
I found changes or variations made to the contract sum to be a very open process
between the client team and contractor. The Quantity Surveyor’s from both sides
did a good job to keep a transparent assessment of works done throughout the
build and these were worked into monthly valuation period payments to ISG.
A record of the final pay to date, broken down into applied for and certified
amounts, was always available in ISG’s client progress reports. Even though our
practice was not empowered to issue instructions on behalf of the client I felt the
manner in which adjustments were handled was very successfully done by the
client’s representatives.
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Example 1 - Setting Out
On returning to site in early 2016 we were told that foundations had not been
set out correctly. Following TRP dimensions, from an existing building point as
a marker, the contractor did not suitably check the foundation positions to all
corners of the existing buildings. One side of the a building was skewed by
300mm leading to the structural grid being set out wrongly and with the concrete
foundation piles poured in place.
Under a Design and Build contract it is the contractor’s responsibility to fix all the
relevant setting out dimensions and levels (P54, David Chappell, Understanding
JCT Contracts). The contractor would thus foot any bill but damage was limited
in this respect as it was decided it would be acceptable to adapt the design
of the grid rather than make wholesale changes. TRP and our practice had an
obligation to respond to requests for updated setting out and re-configured
drawing information quickly. On all contracts it should be noted, under the general
law, an Architect would not be responsible for detecting this error however PI
Insurance should always be checked before commencing a project to see that
it covers all setting out eventualities. On drawings I always make sure to include
a note such as ‘all dimensions to be checked on site before proceeding’ or one
of similar terminology.
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Example 2 - Cladding Removal
ISG contacted us to discuss a new detail they believed was required where the
extension’s access roof meets the slightly higher existing building. It turned out
that they had actually taken down a large section of existing cladding that was
scheduled to remain in this location. I had to re-configure our current concrete
up-stand detail to now sit in line with some new cladding, similar to what was
already being proposed at the other side of the roof. The additional cladding
required was expected to come from spare sheets already on site so would not
mean a loss to the contractors overall fee. For our part we could have added
comments to our drawing packages focussing on this point as other large parts
of the cladding were accurately removed from the surrounding area.
Outside the mentioned examples, which did initially help overrun the target
programme, some weather issues did exist. Periods of Inclement weather
included high winds that led to the postponement of Kalzip roll forming to the
roof. This has led to losing three days from the build programme. A large amount
of water also collected in trenches early in the project, said to be due to a high
water table. However it is yet to be determined if this is counted as an event
outside the control of the contractor or if they did not keep the site in suitable
condition. Discounting these delays the end target is still scheduled to be met.
If a contractor is delayed due to any specified events, like extreme weather, the
contract period will be extended thus releasing the contractor from threat of
paying pre-agreed damages for overrunning. An ‘extension of time’ will need
to be requested at the end of the project if these issues have caused an overall
delay. In a JCT DB11 contract extension of time provisions can be found in
clauses 2.23-2.26. They will fall in to two categories, delays caused by the
client, or delays caused by events outside of the control of either the client or
contractor. The contractor has a duty to give notice immediately of any issue he
considers to have caused a delay. I believe the contractor could have been better
prepared and kept trenches covered from rain when not on site to avoid delays
in construction. They have since needed to work more efficiently to make back
time to finish the final construction as agreed.
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5.4 Completion
Martin Bamber and I checked each completed section of the building contract on
site and issued rectification, or snagging, lists to the main contractor (Appendix
C). They are used to remedy any issues whilst the project client was copied in
to keep as many people involved aware of any problems. As each section was
completed we were required to provide as built drawings to the contractor. There
are five sections of the building that need signed off (Appendix D) and as soon as
the final section (landscaping) is completed we can assist in issuing a practical
completion statement for the whole of the works. It is essential that there is a
statement that the total works as agreed have achieved practical completion.
With a standard form of procurement the Architect would have sent a final
statement, at this time, to the employer and the contractor as well as a copy to
any separately appointed principal designer, filing an exact copy.
For all works to be formally signed off and completed the contractor will have to
supply our as built drawings and information for the building health and safety
file as well as any other information that may be specified in accordance with
Clause 2.37 of the contract. Post completion we will assist the contractor, who
is strictly liable to the client for any defects, in correcting potential shortcomings.
The architect remains under a continuing responsibility beyond the initial contract
to see that the design will be successful and this obligation lasts through to the
issue of the final certificate.
To date we have been paid, despite the initial delays relating to contractual
problems, as agreed in interim instalments, and would expect the projects
final account to be cleared on time; with site work progressing well towards
the agreed practical completion date of 23rd December 2016. Within 3 months
of practical completion the contractor must state the adjusted contract sum
and provide details of all adjustments. The rectification period for future defects
agreed on this project between the client and contractor is 6 months. Without
any disputes the final payment shall be made one month after this period ends
with the employer having a further 28 days to settle the account.
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CRITICAL APPRAISAL
6.1 Conclusion
With increased cost certainty and tighter controls to the programme a design
and build route of procurement proved to be the option with the least amount
of risk for our client. This route was the correct choice for the client to proceed
on due to the scale of the project and the fact that only minor design changes
were required post tender to the scheme. The main negative of the chosen
procurement route was arguably the lack of overall quality control lead by an
Architect. However the level of design detail required for this type of brief meant
this was not of greatest concern. Nevertheless the novation of the original design
team on a consultant switch did allow for a higher level of design intent and
quality collaboration than is often the case on a design and build project, and this
can be seen in the final outcome.
Signing an amended JCT Design and Build 2011 contract on a fixed fee basis
proved to be a strong commercial decision for the office when evaluating the
hours we required to put into the project and our profit. If an averagely scaled
lump sum fee is accepted on a efficiently programmed large design and build
project an Architect can often generate a more reliable profit than from work on a
fully involved traditional contract, with importantly less overall liability.
All of the client’s terms should have been fully thought out and agreed at tender
stage and this failure has ultimately been the standout area of bad practice on
this project. Although contractually confirmed to the project when the main
contractor joined the client has looked to add a particular clause after the tender
stage. This has let down the project with the problem magnified by delaying
all following consultant agreements with the contractor, including Fairhurst’s. A
suspicious mood was slightly cast towards the main parties but on such a large
scheme with such established firms involved it was no more than this. There
is a feeling that upon requesting this change at too late a stage they are now
covering themselves by waiting until a point nearer completion where the project
is more fully resolved and then they will simply discard their clause request;
which the contractor feels adds more onerous onto them. If using a traditional
contract an Architect could apply best practice and ascertain any areas of worry
or uncertainty with a client over their terms and liabilities before including finalised
terms in the tender package.
Working on a split contract project is always going to contain a slight risk for
architecture practices at the novation stage. Despite being covered by the relevant
PI insurance and having contractually binding interim forms of appointment in
place Fairhursts have continued to keep their solicitor and insurance companies
updated throughout this process.
There were no major problems during the initial design development, with the
client and Fairhursts working well together to create a simple functional design
that matched their requirements. I felt the Principal Designer role was kept too
close to the prior CDM-C role and the client’s project manager should have been
aware of the scope to appoint Fairhursts as an office central to the design of the
172
project. There was little risk in not obtaining the relevant planning and building
regulations approval on a project extension with prior consent. Particularly after
the appointment of specialist consultants to assist and add their expertise to the
process. A BREEAM ‘Very Good’ rating is also being sought to provide long-term
value to the building. Overall the employers goal of creating a tender package
that could lead to a quick programme and cost effective project was achieved.
Despite our contractual problems with ISG this did not affect my communications
with them from the office or when working with them on site. We had a better
working relationship with the main contractor than the other two key sub-
contractors, TRP and T Clarke, whose time and management skills did not
present themselves as often as ours and of who were consistently late in meeting
deadlines. It is a shame that we did not use BIM on this project as a central
model to collaborate with the structural and M+E contractors on would have
made certain stages of the project run quickly and more efficiently.
Kept on as a sub-consultant we were not required as the contract administrator

so critical decisions, inspections and certifications was usually down to the
client’s representation. Our role for the contractor after novation still required the
creation of detail drawings and rectification checks were made. Benefits included
a lack of risk and liability to our practice, with most emphasis now on the main
contractor. There were some implications to speak of without an architect acting
as contract administrator. With less day to day project management than I was
used to on a traditional contract came the realisation of not being in control of
the design. If a solution, to a problem occurring on site, needed thought through
the construction team would often do this to save on time rather than firstly
try to involve our practice. I felt problems on site could be avoided if there was
a greater presence by an Architect who had worked through the design from
conception and been trained to think through potential design changes. Despite
Fairhursts being kept on as consultants, a traditional procurement route would
have allowed a greater design control to the project. ISG were largely well run
and very experienced using a design and build contract so issues were kept to
a minimum and proved the choice of procurement and contract to be correct for
the client.
On reflection I have learnt that, despite a few unnecessary events on site, a design
and build contract and route of procurement can have a successful outcome for
a specific type of client and project. In future practice I may be able to recomend
the use of such a contract to a client, if all terms are agreed in the first instance.
An industrial type of brief, whilst lacking in design requirements, will often require
a well managed tight budget and a quickly resolved programme that puts most
liability onto the contractor. If I qualify as an Architect I would look to serve the
best interests of my client so it would on occassions be hard to argue against a
design and build resolution.
173
Bibliography
A Client’s Guide to Engaging an Architect - RIBA (April 2002)

Architects Fees – The Fees Bureau (2010)
Architects Code – Standards of Conduct and Practice. ARB. (January 2010)
Code of Professional Conduct. RIBA (2005)
Construction (Design & Management) Regulations (2007)
Construction Contracts Q&A - Second Edition. Spon Press. Chappell, D. (2011)
DB11 Contract Administration Guide. RIBA Publishing, Chappell, D. (2011)
Good Practice Guide : Keeping Out of Trouble. RIBA Publishing. Luder, O. (2006)
Guide to DB11. Design and Build Contract. RIBA Publishing. Lupton, S. (2011)
JCT Contracts 2011 Edition Catalogue. Sweet + Maxwell. Thomson Reuters. (2011)
National Planning Policy Framework (2012)
Part 3 Handbook. Third Edition, RIBA Publishing. Brookhouse, S. (2015)
Procurement: Two-Stage Tendering. Rawlinson, S + Langdon, D (2006)
RIBA Job Book. Ninth Edition. RIBA Publishing. (2013)
The Architects Guide to Running a Job - Sixth Edition. Architectural Press. Green, R. (2001)
The Architect in Practice - 11th Edition. Blackwell Publishing. Chappell, D + Dunn, M. (2016)
Understanding JCT Standard Building Contracts. Ninth Edition. Routledge. Chappel, D. (2012)
Which Contract. Fifth Edition. Clamp, Cox, Lupton and Udom. (2012)
174
APPENDICES
Appendix A
Our ref: 610/05B504803/AH/JB
15th June 2015
FAO. Janice Crook

Development Management Team
South Ribble Borough Council
Civic Centre
West Paddock
Leyland Direct Dial: 0113 280 8008
PR25 1DH anne.hargreaves@gvagrimley.co.uk
Dear Janice,
Planning Obligations pursuant to Section 106 of the Town and Country Planning Act 1990
affecting Land at Samlesbury Airfield, Samlesbury, Preston
In association with outline permission ref. 07/2006/0824/OUT (South Ribble) and ref.
3/2006/0583 (Ribble Valley); an agreement pursuant to Section 106 of the Town and
Country Planning Act 1990 was signed between BAE Systems Pension Fund Trustees Ltd.,
BAE Systems (Operations) Ltd., South Ribble Borough Council and Ribble Valley Borough
Council.
The Section 106 agreement was signed on 14th May 2007, and details a number of
developer covenants in Schedule 2:
1 Traffic Calming Contribution
1.1 Prior to the Commencement of Development to pay the Traffic Calming

Contribution to either South Ribble or Ribble Valley.
2 Construction Traffic
2.1 Prior to the commencement of each Phase of Development, a scheme relating to

the routing of construction traffic associated with that Phase (to comprise of details
of the siting of notices directing the construction traffic along the nominated route)
shall be submitted to the Council in writing for approval (Construction Traffic
Scheme(s)).
2.2 The approved Construction Traffic Scheme(s) shall thereafter be implemented for
the duration of the construction period of that corresponding Phase.
175
Appendix B
7261 BAE SYSTEMS SAMLESBURY
BUILDING 430 EXTENSION PHASE 2
Architects Report
Wednesday 20th April 2016
ARCHITECTS REPORT
1.0 MEETINGS
 6th April Client Informal Meeting

 7th April MIZ Cladding meeting
 7th April Shipping de-snag
2.0 PROGRESS
 Drawings and specifications complete pending any additional information

requested
 Drawings being reviewed where received via Conject and comments returned
in a timely manner
 Shipping Area Section 3b de-snagged
 Amtico floor tile sample passed onto ISG to form 100 x 600mm long skirting
‘tile’ upstand for flooring mock-up to compare against timber skirting option
3.0 DESIGN ISSUES AND INFORMATION REQUIRED
 Siphonic drainage information to complete RFI received by roofing

contractor
…
4.0 WORK PLANNED
 Supply information for BREEAM Mat 06
176
Appendix C
177
Appendix D
178

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Calum Brander

Examination Supervisor: Derrie O’Sullivan

1.0 Curriculum Vitae 4

2.0 Self Evaluation 8

3.0 Professional Education Development Record 27

4.0 Case Study 142

-Confidential Hangar Extension - Work Stages 5-6

Ian Rodger Architects 2013-2015 Aberdeen, Scotland

-Bristow Terminal (Aberdeen) – Work Stages 2-4

-Ferryhill Railway Heritage Centre (Aberdeen) – Work Stage 1-3

Personal Project -Coach House Renovation (Aberdeenshire) – Work Stage 0-7

CO2 Engineering 2011 Seville, Spain

Ken Mathieson Architectural Design 2010-2011 Aberdeen, Scotland

REX 2006-2007 New York City, USA

-Louisville Museum Plaza (Kentucky, USA) – Work Stage 3

PGL Caythorpe Court - Lincoln, England - 2007

London Nightclub + Lloyd’s No. One Bar - Dundee, Scotland - 2006

Camp Friendship - Palmyra, VA, USA - 2004+2005

Alford Academy 1997-2003

1.0 Curriculum Vitae 4

2.0 Self Evaluation 8

3.0 Professional Education Development Record 27

4.0 Case Study 142

My initial awareness and knowledge of architecture stemmed from studying

In between my final years at school I confirmed my interest in Architecture,

Left: Charles Rennie Mackintosh - Glasgow School of Art

I accepted a place offered at the University of Dundee where the Architecture

Left: Montrose Research Centre

Reflecting on my final project in Year 3, a university building located in Montrose

Left: Daniel Burnham - Flat Iron Building, NYC

After completion of my undergraduate degree I was eager to test myself in

In reflection of my Part I experience; it proved to be an invaluable opportunity to

Choosing to continue with my Part II studies at Dundee University, I returned

As a part of further urban research I proposed a study trip to Barcelona, seeing

Year 5: Reconnecting Our City. Transition as Practice

Following completion of Part 2 I was keen to develop my understanding of

At Ken Mathieson Architectural Design I was able to gain valuable expertise on a

Working on all aspects of a project so early in my career has proven to be

Coach House: Drawings for planning submission and building warrant

Coach House: Completed project photographs

COACH HOUSE PROJECT 2011-15

I was employed for three months at CO2 Engineering, a multidisciplinary office,

Left: Bristow Terminal - Revit Render

I have always wanted to work in an urban environment since my time in New

Working at Fairhursts provided a further opportunity to work on a variety of

Left: Dunlop Street Business Park

In immediate terms I am happy to stay at a medium to large scale office and

1.0 Curriculum Vitae 4

2.0 Self Evaluation 8

3.0 Professional Education Development Record 27

4.0 Case Study 142

Key experience or opinions is highlighted in yellow throughout the PEDR pages

Professional Experience and Development Quarterly Record Sheet

First Printed on 07/02/2014 Page 1 of 7

Calum Brander's Sheet Number 1

First Printed on 07/02/2014 Page 2 of 7

Calum Brander's Sheet Number 1

Project Name: H074 Helmy House, Aberdeen.

Project Name: C146 CHC Development, Aberdeen. UK

Project Name: B219 New Bond Hangar, Aberdeen. UK.

First Printed on 07/02/2014 Page 3 of 7

Calum Brander's Sheet Number 1

accommodation included at a later date. We have presented a two phase