Built Environment Professional Practice
Organizational Structure
One of the principal issues to be discussed is the structure of the new organization. As such, the structure should be considerate of the different professionals within the group such as the construction managers, architects, and the planning authorities. These professions should be merged without losing the purpose and meaning of each of the stakeholder. Similarly, the new structure should be considerate about the legal implications regarding registering the team (Wadham & Warren, 2013). Therefore, some of the structures that require filling of many registration forms and a long process of actualizing the team organization are not essential in this case. A team organization that will be easy to formulate and an organization that will ensure continuous corporation among the stakeholders is needed in this case. One of the first team organization that comes in mind when weighing the possibilities for an ideal team organization in the presence of several stakeholders is the partnership. However, this would not be an ideal choice for the team organization necessary for the completion of the purpose of this professional practice because the stakeholders are not interested in permanent partnership but the completion of the task given by the client. According to Wadham and Warren (2013), a partnership is not the best choice in this case because of the many administrative complexities and required filling make it not the best option for a new enterprise. A joint venture would be an ideal organization to consider due to the positive implications it has towards the project presented in this case.
A joint venture is a team organization created by two or numerous parties where it is characterized by utilization of shared ownership (Foss & Knudsen, 2013). The included parties share governance, the risks, and the returns. The essence of joint ventures is to pool the resources owned by the different teams incorporated in the team to achieve a particular task. Since each of the team members involved in this work has their occupation, this is the best choice of merging the different skills into coming up with one efficient and productive unit. The primary requirement of a joint venture is the joint venture requirement which possesses the obligations and the rights of the parties involved in the team organization (Jia et al., 2014). Among the objectives of the joint venture is to ensure the initial contributions of the partners, ensure the rights of profits and maintain the daily operations of the organization. According to Foss and Knudsen (2013), one advantage of using joint ventures is that the organization can be maintained through partnership, limited liability, corporations or companies that can run as long as the partners would want.
Figure 1 showing the location of the project.
Figure 2 showing the roofing plan.
Taking into account all the partners suggestion when formulation the new team organization would be one on of the ethical issue to adhere to. This will avoid issues regarding misunderstanding among the team members. Similarly, ensuring that all the party members are satisfied with the decision incorporated in the joint venture document such as the right of sharing and the partners’ rights and obligations (DesJardins & McCall, 2014). An office space will be necessary where the activities involved in the running of the project will be centralized. The office should be located near the suite of the project to ensure easy access to the project for inspection and planning purposes. As mentioned earlier, joint ventures do not require filling of various registration forms as compared to other team organizations therefore, the complexities involved with registration will be avoided.
Strategic Procurement
Before the commencement of the work on the site, it will be necessary to receive approval on the construction work. It is important to understand the inspection time before commencing the activities within site. The building approval will dictate at what stage of construction inspection will be necessary (Makinde, 2014). It is the obligation of the contractor and the owner to ensure that the building work is maintained to the utmost quality needed. Therefore, frequent inspection based on the inspection time set is necessary. Other licenses and permits are necessary to ensure the progress of the building process successful. Electrical and plumbing permits are necessary to be given before commencing the installation of such facilities within the buildings. The electrical permits may vary depending on the type of work. Permanent buildings require obtaining permits before the commencement of the work begins (Makinde, 2014). It is also necessary to obtain permits entailing street use for a special purpose. The building of the main entrance may alter the activities within the main street thus it is necessary to obtain this permit before the commencement of the building activities. Before obtaining the plumbing and electrical permits, it is necessary to have a drawn plan exhibiting the mapping of both the water and electricity main lines.
The primary role of a surveyor is to offer quality assessment and recommend ways of improving the buildings (Chudley & Greeno, 2013). The building surveyor can help in estimating the budget necessary for the building process. Building surveyor work also involves drawing detailed plans and also advising the clients on whether a grant may be available to support the project. It is the role of the building surveyor to oversee that work within site runs as it is planned. Other roles such as overseeing of the building regulations, health and safety and the planning implications are overseen by the building surveyor. Among the factors to look for in a builder include time keeping, quality work deliverance and adhering to the set instructions. The procurement process involves seeking, acquiring and purchasing goods and services from external sources (Kaye Nijaki & Worrel, 2012). The necessary procurement process necessary for this project is through tendering. Based on the size of the project, tenders are the most ideal since they ensure the provision of the different goods and services constantly without alterations since this procurement process is running under set agreement. Kaye Nijaki and Worrel (2012) agree that it also ensures negotiation with different traders to ensure a certain fixed amount that suits the financial budget of the client.
The advantages of tendering as a procurement process is that through advertising in media, the client will get the best offers from reputable developers. Similarly, the client will benefit from the competition among the bidders where the client will choose the most economical offer. Through evaluation of the different terms and conditions of the bidders, it will be easy to evaluate and compare the different specifications and pick the best offer. Use of tenders is highly recommended by Brook (2012) for building purposes. Various pieces of information such as the consequences of delay are mentioned in the document hence making it advantageous over other procurement processes which do not have well-defined implications of the activities mentioned in the agreements. As such, “a tender is advantageous since it is a legally binding document (Brook, 2012, p.79)”. Use of tender contract is advantageous since the entire society can oversee the running of the activities unlike it is portrayed in other contract methods such as bidding.
Letter of Development Proposal
12/05/08
City Of Yarra
Development Planning Department
PO Box 168
Richmond VIC 3121
We wish to make an application for a Planning Permit for 292-294 Church St, Richmond for a residential development &
part demolition. We are proposing to retain the two High Victorian commercial buildings & demolish the existing
apartment block behind them to construct townhouses & a basement carpark.
The following documents (plus a reduced A3 set) are enclosed:
3 copies of: 0606/ EX01a Existing Site Analysis Plan & 9am Shadow Diagrams @ 1:200
0606/ EX01b Existing Site Analysis Plan & 12pm Shadow Diagrams @ 1:200
0606/ EX01c Existing Site Analysis Plan & 3pm Shadow Diagrams @ 1:200
0606/ EX02 Existing Floor Plan @ 1:100
0606/ EX03a Existing Roof Plan & 9am Shadow Diagrams @ 1:100
0606/ EX03b Existing Roof Plan & 12pm Shadow Diagrams @ 1:100
0606/ EX03c Existing Roof Plan & 3pm Shadow Diagrams @ 1:100
0606/ EX04 Existing Elevations
0606/ EX05 Existing Streetscape Photos
0606/ TP01a Proposed Site Analysis Plan & 9am Shadow Diagrams @ 1:200
0606/ TP01b Proposed Site Analysis Plan & 12pm Shadow Diagrams @ 1:200
0606/ TP01c Proposed Site Analysis Plan & 3pm Shadow Diagrams @ 1:200
0606/ TP02 Proposed Basement Plan @ 1:100
0606/ TP03 Proposed Ground Floor Plan @ 1:100
0606/ TP04 Proposed First Floor Plan @ 1:100
0606/ TP05 Proposed Second Floor Plan @ 1:100
0606/ TP06a Proposed Roof Plan & 9am Shadow Diagrams @ 1:100
0606/ TP06b Proposed Roof Plan & 12pm Shadow Diagrams @ 1:100
0606/ TP06c Proposed Roof Plan & 3pm Shadow Diagrams @ 1:100
0606/ TP07 Proposed Elevations @ 1:100
1 copy of : State & Local Planning Policy, Rescode Site Analysis Design Response Assessment
Title & Survey.
Completed application form & cheque for $1086 (application fee)
Existing conditions summary Site area 968 m2
East (Church Street) boundary 11.89 m South boundary 81.4 m
North boundary 81.4 m West (Lane) boundary 11.89 m
Do not hesitate to contact us regarding the proposal for 292-294 Church St, Richmond.
Yours faithfully
Jane McDougall ARBV RAIA
alsoCAN architects
P:9421 3433 F:9421 3422 M:0413 332 874 E:also@alsocan.com.au www.alsocan.com.au
Figure 3 showing the project plan.
Letter to Client
23/01/07
Mary Osman
City Of Yarra
Development Planning Department
P.O. Box 168
RICHMOND VIC 3121
Dear Mary,
We wish to make an application for a Planning Permit for a 4 Townhouse Residential Development
at 52 Burnley St, Richmond. The following documents (plus a reduced A3 set) are enclosed:
- 3 copies of drawings : 0606/ EX01 Existing Site Analysis Plan @ 1:250
- 0606/ EX02 Existing Floor Plan @ 1:100
- 0606/ EX03 Existing Streetscape Photos
- 0606/ EX04 Existing Lanescape Photos
- 0606/ TP01 Proposed Site Analysis Plan @ 1:250
- 0606/ TP02 Proposed Ground Floor Plan @ 1:100
- 0606/ TP03 Proposed First Floor Plan @ 1:100
- 0606/ TP04 Proposed Second Floor Plan @ 1:100
- 0606/ TP05 Proposed Third Floor Plan @ 1:100
- 0606/ TP06a Proposed Roof Plan & 9am Shadow Diagrams @ 1:100
- 0606/ TP06b Proposed Roof Plan & 12pm Shadow Diagrams @ 1:100
- 0606/ TP06c Proposed Roof Plan & 3pm Shadow Diagrams @ 1:100
- 0606/ TP07 Proposed Elevations @ 1:100
- 0606/ TP08 Proposed Elevations @ 1:100
- 0606/ TP09 Proposed Sections @ 1:100
- 0606/ TP10 Proposed Streetscape Photos
- 1 copy of : State & Local Planning Policy, ResCode Site Analysis Design Response Assessment
- Title & Survey.
- Completed application form & cheque for $750 (application fee)
A summary of the proposal is provided below.
- Existing conditions summary Site area 316 m2
- East (Burnley Street) boundary 6.91 m South (Lane) boundary 45.65 m
- North boundary 45.76 m West (Lane) boundary 6.91 m
- 52 Burnley Street is a single storey dwelling on a block with 3 road frontages; Burnley Street to the East & a lane to the
- South and West. There are 3 storey apartment blocks to the North, a 2 storey apartment block & a 2 storey unit
- Development across the lane to the West, & a large factory/warehouse across the lane to the South. Across Burnley
- Street are retail showrooms & Victoria Gardens shopping centre. 52 Burnley Street is within the Victoria Street East
- Precinct Urban Design Framework. We are proposing to demolish the existing single storey dwelling & construct 4
- Townhouses that better reflect the higher scale and built form of the immediate surroundings. Do not hesitate to contact
- Us regarding the proposal for 52 Burnley Street.
Yours faithfully
Jane McDougall ARBV RAIA
alsoCAN architecture
23/01/07
Mary Osman
City Of Yarra
Development Planning Department
P.O. Box 168
RICHMOND VIC 3121
Dear Mary,
We wish to make an application for a Planning Permit for a 4 Townhouse Residential Development
at 52 Burnley St, Richmond. The following documents (plus a reduced A3 set) are enclosed:
- 3 copies of drawings : 0606/ EX01 Existing Site Analysis Plan @ 1:250
- 0606/ EX02 Existing Floor Plan @ 1:100
- 0606/ EX03 Existing Streetscape Photos
- 0606/ EX04 Existing Lanescape Photos
- 0606/ TP01 Proposed Site Analysis Plan @ 1:250
- 0606/ TP02 Proposed Ground Floor Plan @ 1:100
- 0606/ TP03 Proposed First Floor Plan @ 1:100
- 0606/ TP04 Proposed Second Floor Plan @ 1:100
- 0606/ TP05 Proposed Third Floor Plan @ 1:100
- 0606/ TP06a Proposed Roof Plan & 9am Shadow Diagrams @ 1:100
- 0606/ TP06b Proposed Roof Plan & 12pm Shadow Diagrams @ 1:100
- 0606/ TP06c Proposed Roof Plan & 3pm Shadow Diagrams @ 1:100
- 0606/ TP07 Proposed Elevations @ 1:100
- 0606/ TP08 Proposed Elevations @ 1:100
- 0606/ TP09 Proposed Sections @ 1:100
- 0606/ TP10 Proposed Streetscape Photos
- 1 copy of : State & Local Planning Policy, ResCode Site Analysis Design Response Assessment
- Title & Survey.
- Completed application form & cheque for $750 (application fee)
A summary of the proposal is provided below.
- Existing conditions summary Site area 316 m2
- East (Burnley Street) boundary 6.91 m South (Lane) boundary 45.65 m
- North boundary 45.76 m West (Lane) boundary 6.91 m
- 52 Burnley Street is a single storey dwelling on a block with 3 road frontages; Burnley Street to the East & a lane to the
- South and West. There are 3 storey apartment blocks to the North, a 2 storey apartment block & a 2 storey unit
- development across the lane to the West, & a large factory/warehouse across the lane to the South. Across Burnley
- Street are retail showrooms & Victoria Gardens shopping centre. 52 Burnley Street is within the Victoria Street East
- Precinct Urban Design Framework. We are proposing to demolish the existing single storey dwelling & construct 4
- Townhouses that better reflect the higher scale and built form of the immediate surroundings. Do not hesitate to contact
- us regarding the proposal for 52 Burnley Street.
Yours faithfully
Jane McDougall ARBV RAIA
alsoCAN architecture
Figure 4 illustrating the roofing plan.
References
Azhar, S., Khalfan, M., & Maqsood, T. (2015). Building information modeling (BIM): now and beyond. Construction Economics and Building, 12(4), 15-28.
Brook, M. (2012). Estimating and tendering for construction work. New York: Routledge
Chudley, R., & Greeno, R. (2013). Building construction handbook. New York: Routledge.
DesJardins, J. R., & McCall, J. J. (2014). Contemporary issues in business ethics. Boston: Cengage Learning.
Foss, N. J., & Knudsen, C. (2013). Towards a competence theory of the firm (Vol. 2). New York: Routledge.
Jabareen, Y. (2013). Planning the resilient city: Concepts and strategies for coping with climate change and environmental risk. Cities, 31(1), 220-229.
Jia, L., Shaw, J. D., Tsui, A. S., & Park, T. Y. (2014). A social–structural perspective on employee–organization relationships and team creativity. Academy of Management Journal, 57(3), 869-891.
Juergensmeyer, J., & Roberts, T. (2013). Land use planning and development regulation law 3d (Hornbook Series). Eagan: West Academic.
Kaye Nijaki, L., & Worrel, G. (2012). Procurement for sustainable local economic development. International Journal of Public Sector Management, 25(2), 133-153.
Makinde, O. O. (2014). Housing delivery system, need and demand. Environment, development and sustainability, 16(1), 49-69.
Steele, W., & Ruming, K. J. (2012). Flexibility versus certainty: unsettling the land-use planning shibboleth in Australia. Planning Practice and Research, 27(2), 155-176
Wadham, H., & Warren, R. (2013). Inspiring action, building understanding: how cross‐sector partnership engages business in addressing global challenges. Business Ethics: A European Review, 22(1), 47-63.
