Malleability Essay Example | Topics and Well Written Essays - 500 words

Malleability - Essay Example A person cannot remain the same from birth to death - changes are inevitable. These changes not only comprise of physical and growth, but also of the mental capacities. When these mental capabilities expand along with one's horizons, he tends to perceive the world in a much better manner. When one experiences different situations and lives his daily life around people, he learns how to behave in certain situations and what actions to take when one is encountering a particular scene. All these instances shape the thinking, perceptions, judgments, relationships, and even one's simple lifestyle; all this leads to a change in a person's fixed dispositions, traits, attributes and characteristics - a change in personality. This change in personality is only possible when a person is flexible or say, malleable. If one is too rigid and has a fixed path of actions that they follow, life becomes very difficult for them. This reason behind this is that it is impossible to a person to fit into every situation with his particular traits. When a person understands the situation and comprehends what course of action needs to be performed, he might realize that the action is not compatible with his personality; thus, demanding a flex in his traits.

Child Protective Services Essay Example | Topics and Well Written Essays - 750 words

Child Protective Services - Essay Example Arguments from both parties will then help the reader reach a conclusion; of their own. Going through a brief history of the CPS, in 1655 the first criminal case was brought up against child abuse in the courts of what is now the United States of America. In 1825, states made laws to protect the rights of children and granting the authority to several agencies to remove children from the custody of parents and guardians who were proved unfit to perform the parental duties (Thomas, 295). By 1974, 49 U.S States had passed the law; hence â€Å"Child Abuse Prevention and Treatment Act† (CAPTA) was passed by the federal government (Pecora et al, 232). This act established CPS which started functioning by 1974. Thesis CPS is an important part of the present society; it should be made a affirm agency with law enforcement agencies on its call so it is a powerful force against those who embark upon the future of our future generation. A lot of hue and cry has been raised against the CP S and its services but every establishment has its own defects, so does the CPS. As the amount f cases per year registered increases every year, more work has to be put in to secure our future. Basic argument is about the downsizing of the program due to its inefficiency to tackle the modern problems. However, the ball is in the government’s court, to effectively finance the program so no child goes unattended as the worker to case ratio is going out of hand. Support Many people in the social service setups have been calling out for betterment in the current system. Abuse and neglect in children is still prevalent; the system has loopholes through which parents and foster care givers are benefitting, covering their deeds by the noble act of performing their responsibility, key word being ‘act’. Every coin has two faces; both are different, almost opposites. American sentiment toward residential placement for troubled youths is increasingly troubled, passive and e ven aggressive. Even then, many families are too weak to keep their youth unharmed. Foster families are not available for as many as 840,000 children who will require placement by 1995. The most empirically supported criticism of residential placement is its limited positive influence on post placement problems such as delinquency (Pecora et al., 1992). Children are living on roadsides as their parents are to poor or drunk to even know their own self, let alone take care of their offspring. Also, child abuse is an issue which will have disastrous effects on the upcoming generations. CPS comes as the only ray of hope. They take these distressed children under their care and place them with caring, willing families; who have taken the pledge to help the society. In this criminal world, child molesters and drug addicted parents are a big threat to the safety of children. CPS is the right organization to counter these threats. Some extreme steps have to be taken in order to make CPS a r eckoning force like the IRS. Opposition Child Protective Services also has some basic errors. There is huge cry from many quarters of the society that this service should be suspended. If the next generation has to be protected in their homes, this system has to transform radically. The main issue is the anti-family mindset of the CPS. Foster placement should be the last option for the CPS, not the first one. With improper check and balance in the system, the system that was

Wave Theories and Their Applicability Essay Example | Topics and Well Written Essays - 1000 words

Wave Theories and Their Applicability - Essay Example This disturbance carries the energy and travels through the water from one location to another without or temporarily transporting the water on which the wind acts. It is like transfer of power or energy from one thing to another. The wind exerts the force on water to form the wave to carry its energy. Then where the wind energy comes from It's again recursive. It's not the topic of discussion in this coursework. Very high waves with long overhanging crests. The resulting foam is in great patches and is blown in dense white streaks along the direction of the wind. On the whole, the surface of the sea takes a white appearance. The rolling of the sea becomes heavy and shock like. Visibility is affected. Exceptionally high waves (small and medium sized ships might for a long time be lost to view behind the waves). The sea is completely covered with white patches of foam lying along the direction of the wind. Visibility is affected. After many years of experience and deep observations with water waves lead to the development of different wave theories. And Stokes Wave Theory is the one among them. In this theory Stokes uses the common approach of generation of waves due to the wind. The three major parameters involved in the theory and they are the waves, which are subjected to certain boundary conditions, the equations of motion and the fluid (ideal or perfect or frictionless) on which the wind acts to form the wave. ... The sea is completely covered with white patches of foam lying along the direction of the wind. Visibility is affected. 35 20 12 64-71 Hurricane Air filled with foam and spray. Sea completely white with driving spray. Visibility is very seriously affected. 40 22 WAVE THEORIES After many years of experience and deep observations with water waves lead to the development of different wave theories. And Stokes Wave Theory is the one among them. In this theory Stokes uses the common approach of generation of waves due to the wind. The three major parameters involved in the theory and they are the waves, which are subjected to certain boundary conditions, the equations of motion and the fluid (ideal or perfect or frictionless) on which the wind acts to form the wave. Nowadays there are several variations of Stokes Theory developed using the computer implementations and are called the Extension of the Stokes theory to higher orders. For example, Stokes 2nd order, 3rd order and so on. Dean's (1965) stream function theory is the theory, which uses the stream function in place of the velocity potential to develop it. Dean (1974) did a limited comparison of measured horizontal particle velocity in a wave tank with the tenth-order stream function theory and several o ther theories. Again the variations of the stream function theory developed using different numerical methods by Dalrymple 1974, Chaplin 1980, Reinecker and Fenton 1981. Stokes finite amplitude wave theory is a non-linear shallow-water wave theory and is applicable when the depth to wavelength ratio d/L is greater than about 1/8 or kd > 0.78 or Ur < 79. As waves move into shallow water, portions of the wave travel faster because of amplitude dispersion

Living Conditions During the life and times of William Shakespeare's Research Paper

Living Conditions During the life and times of William Shakespeare's era - Research Paper Example An author (playwright) sees reflection of one’s own experiences and surroundings while creating the characters. One cannot sweep it under the carpet and why should one? Authenticity about a character comes out of direct experience plus fertile imagination. This quote of Shakespeare is perfectly applicable to him. In Twelfth Night he writes, â€Å"Be not afraid of greatness: some are born great, some achieve greatness and some have greatness thrust upon them". (Act II, Scene V). William Shakespeare born in 1564 into a middle-class family, whose father was a glove maker in Stratford-upon-Avon, a small market-town, achieved greatness. That greatness is matchless and the world has not produced another playwright of his name and fame! The multifarious characters one sees in his more than 37 plays reflect the tragedy, comedy and history of the era (1564-1616) to which he belonged. Shakespeare had deep understanding of human nature, social, economic and cultural conditions of his time. His characters come from many walks of life and he uses their language in his creative style. He had deep, intuitive knowledge of music, military science, politics, and hunting etc. His characters are as big as kings and generals, and as low as pick-pockets, drunkards and hired killers. He excelled dealing with philosophical topics. His characters spoke straight from the heart, as per their level of progression in the society. Elizabethan England and Shakespeare’s era are synonymous. What was the era like? There are many shades of opinions as for the living conditions prevailing then. Pritchard writes, â€Å"One would portray ‘merry England.’†¦.Another would present a typical third-world developing country, with gross disparities of wealth, with the powerful few plundering the Commonwealth, the numerous poor with low-life expectancy, traditional cultural patterns crumbling under the

Art as a Political Statement Essay Example | Topics and Well Written Essays - 1750 words

Art as a Political Statement - Essay Example But it is a measure of his talent, of his ability to meld form and context, that these works have only served to enhance his reputation over time. In fact, one of his political paintings is generally considered to be his greatest work. The Death of Marat portrays the murder of Jean-Paul Marat, one of the French Revolution’s most incendiary journalists and radical thinkers. Just as Marat himself was a polarizing figure who stirred powerful sentiments, David’s portrait of his murdered corpse was intended to elicit an emotional response from the viewer. The painting’s context is clear: Marat has been martyred by an enemy of the revolution, whose act should serve as a rallying point for those whom Marat sought to inspire. Marat had admitted into his chambers a young Girondist woman named Charlotte Corday, a citizen of the provinces. She plunged a knife deep into Marat’s chest as he sat in his bathtub, killing him in seconds. David’s representation of th e murder exhibits a form that is at once affecting and subtle, as though the artist sought to make a political statement in a way that would be impactful without alienating the viewer’s sensibility. There is a blending of subject and background that focuses attention on the dead man’s body in a unique manner. ... xiv). It is a remarkable achievement. The Death of Marat is undoubtedly a work of political propaganda by an artist deeply moved by a politically motivated assassination. David’s painting was also remarkable for the effect it had on its subject’s legacy. In Revolutionary France, Marat was widely seen as a rabble rouser, an unscrupulous politico and opportunist who had parlayed unprecedented social and political turmoil into a stage for his own renown. In spite of this, David’s subliminal appeal to the viewer, his classically oriented interpretation of the Revolutionary period’s most famous assassination has obscured the negative aspects of Marat’s persona. David’s purpose in The Death of Marat is to bring attention to Marat’s prestige as a leader of transformative social change, a matter for which the artist cares deeply. Marat himself is â€Å"idealized and flawless,† an expression of the â€Å"compassion and outrage† Da vid felt at his murder (Twomey, 2012). It is this expressiveness that makes David one of the greatest synthesizers of form and content within the context of politics. Pablo Picasso - Guernica The great abstract artist Pablo Picasso was decidedly not a propagandist, though he is responsible for what many consider the greatest anti-war painting ever created. Guernica is Picasso’s representation of the slaughter of innocent citizens in the Basque village of Guernica by fascist (German and Italian) armed forces under the command of Spain’s nationalist government, headed by the dictator Francisco Franco. Picasso’s mural, created for the 1937 Paris International Exposition, portrays a chaotic, jumbled scene meant to convey genocidal destruction let loose by the fascists on a profoundly vulnerable populace. It is also

Local Authority Housing in Ireland Essay Example for Free

Local Authority Housing in Ireland Essay Local authority housing plays a vital role in Ireland housing system. Without it many people would find themselves on the streets without a roof over their heads. However it is not a solution to all problems we are experiencing in this country today. In fact while local authority housing solves many problems it can also be the cause of some problems too. In this paper I will look at and evaluate the strengths and the weaknesses of local authority housing in Ireland today. I will also look at prime examples of these strengths and weaknesses, using a number of local authority housing estates throughout the country. Firstly I feel it is imperative to briefly describe the housing system Ireland as a whole, in order to gain a clearer perspective on the status of local authority housing in the country. In Ireland we have a dual housing system. This means we have a mix of both private and social housing and public tenures. State owned and social housing accounts for 19% of the housing market. The government enforced policies to ensure that a percentage of newly constructed houses were to be kept and dedicated to the local authority housing scheme. Local authority housing caters for poor and low income households, who may otherwise not be able to afford housing. It is accessed by means testing and also by special needs qualification. The rent for these houses are determined by the income of the household occupying them. The landlords are generally the local authorities. Some examples of well known local authority housing estates are: Moyross estate in Limerick City, Fatima Mansions in Dublin and Knocknaheeny in Cork. Unfortunately over the years these local authority housing estates have built up a bad reputation, negative images and negative stigmas. A few different factors play a role in this. I will be looking into these factors in more detail, as I speak later, about the weaknesses of local authority housing. An example of this would be the former Ballymun high rise flats which were renowned for appearing on the news linked with stories of crime and violence. In order to combat this problem and create less of a bad image for these problem estates, the government set out a ten year plan to regenerate 7 local authority housing estates throughout Ireland. They aimed to do this by means of policy changes and state funding. These estates are : â€Å"Fatima Mansions and Finglas South in Dublin City, Fettercairn, Tallaght, in South County Dublin; Deanrock estate in Togher, Cork City; Moyross in Limerick City, Muirhevnamor in Dundalk and Cranmore in Sligo town.† (Norris, M and OConnell, C. 201 0) Strengths of local authority housing: Local authority housing provides affordable homes for those who would not otherwise be able to afford housing and this is a much needed and great service provided by our local authorities here in Ireland. Local authority housing has a number of benefits to both its tenants and to the community as a whole. It has many strengths. Good quality houses: As stated above the government as part of the local authority housing scheme set out a number of newly built houses during the construction boom, and dedicated them to the local authority housing scheme. This was a very clever tactic by the government as it meant that these local authority houses were newly built good quality housing, moving away from the previous opinion that local authority houses were often undesirable and of poor quality. The most typical form of these houses were â€Å"cottage type or terrace housing in low density estates† (Fahey 1999. Pg. 236) Cheaper, affordable rent: Because local authority housing is accessed via means testing and rent payment is determined by household income it means that lower income households can afford to live more comfortably and ensures that they have a roof over their heads. Without this scheme homelessness rates would undoubtedly be a lot higher in Ireland. More owner occupation: A lot of people renting local authority housing as a long term arrangement often eventually come to own their houses. This instills a level of independence which they could never have achieved otherwise. Happier tenants: For the most part, people in local authority housing have reported that they are â€Å"happy with their overall housing experience† (Fahey 1999. Pg. 236) Community Development Programmes: Often in areas of local authority housing local authorities dedicate themselves to the provision of facilities and programmes to improve living conditions, social condition, education and employment conditions for those living there. Community employment schemes are just one example of this. This is a great benefit to both the residents and the community as a whole as it leads to a higher standard of living for the individuals and also helps reduce rates of unemployment in the area, which in turn leads to a reduction in other social problems in the area such as crime. (Fahey, T., Norris, M., McCafferty, D. Humphreys, E. 2011 Pg. 24) Preventative Interventions: Local authority housing can also act as a means of protection and prevention for many people. Local services provided within these local authority estates provide â€Å"support for families and individuals who would otherwise have negative outcomes†(Fahey, T., Norris, M., McCafferty, D. Humphreys, E. 2011 Pg. 24) Previously at risk people have more chance of being safe from abuse and crime etc. in these local authority housing estates. An example of the strengths within a local housing estate: Dean Rock estate, situated in Togher in Cork city, is a prime example of the many strengths of local housing estates in Ireland. This estate is in high demand with a very low turnover, long waiting lists to get in and very settled conditions. Dean Rock is now home to a voluntary, community based family support centre and also to social workers too. The estate has flourished over the years and is now a highly popular local authority housing estate with low levels of crime, delinquency, unemployment and enjoys a high status in terms of its visual appearance, absence of litter and graffiti and upholds high levels of planting and public green areas. It has become a very desirable place to live with good quality neighbors, ridding it of any stigmas which had previously applied to local authority housing estates. (Fahey, T. 1999. Pg. 238-239) Weaknesses of local authority housing estates: The fundamental aim of local authority housing that is, to help those who cannot otherwise afford housing, means that local authority housing should be a very positive and problem free area. Unfortunately this is not always the case. Because these estates are linked with poor and low income families it often means there are high levels of unemployment, low levels of education and thus resulting in high levels of delinquency and crime. (Fahey, T. 1999. Pg. 238) These factors all cause great social problems within these estates. Also high levels of diversity within the estates lead to a hierarchy within them. Higher and lower status areas emerge within the estates, causing a lack of social cohesion. â€Å"Appearances of houses, presence/ absence of litter and graffiti, and vandalism†(Fahey, T. 1999. Pg. 239) can often result in conflict between neighbors and thus lead to poor quality neighborhoods. Failure of the government to integrate with local authorities to improve provide vital amenities and service to the local authority housing estates also creates a huge problem in these estates. It creates a great level of social exclusion between those living in these estates and those that dont. (Fahey, T., Norris, M., McCafferty, D. Humphreys, E. 2011 Pg. 31) An example of the weaknesses within a local housing estate: Fatima Mansions is a local authority housing estate in Dublin. Unlike Dean Rock estate in Cork, Fatima Mansions has been described as â€Å"troubled and difficult to let†(Fahey, T. 1999. Pg. 238) Over 15% of the premises are vacant and some are derelict. There is no waiting list to get in to this estate. There is a severe lack of social cohesion and this causes other social problems. Heroin usage is high in the area and this has knock on effects to the levels of crime and violence in the area two. It is in stark contrast to Dean Rock estate and highlights the diversity between local authority estates. Conclusion: While it is evident, from the information in this paper, that local authority housing has huge and undeniable benefits to the lower income population of society I think that many improvements can still be made to these schemes. I feel the government needs to take more responsibility perhaps in funding local authorities and enabling them to better facilities and services available to these estates. This would bring about a major difference in the areas for the better and hopefully result in all the local authority estates being as successful as Dean Rock estate in Cork. Bibliography: Cowan, D. and McDermont, M. (2006) Regulating Social Housing: Governing Decline, Routledge, London. Fahey, T. (1999) (ed.) Social Housing in Ireland: A study of success, failures and lessons learned. Oak Tree Press, Dublin. Fahey, T., Norris, M., McCafferty, D. Humphreys, E. (2011) Combating Social Disadvantage in Social Housing Estates: The policy implications of a ten-year follow-up study. Combat Poverty Agency. National Economic and Social Forum (1999), Local Development Issues, Dublin: National Economic and Social Forum. Norris, M and OConnell, C (2002), ‘Local Authority Housing Management Reform in the Republic of Ireland: progress to date impediments to further progress’, European Journal of Housing Policy. Norris, M and OConnell, C (2010) Social Housing Management, Governance and Delivery in Ireland: Ten Years of Reform on Seven Estates. O’Connell, C and Fahey, T. (1999), ‘Local Authority Housing in Ireland’, Fahey, T. (eds.), Social Housing in Ireland: A study of success, failure and lessons learned, Oak Tree Press, Dublin.

Procurement Methods for Design and Construction

Procurement Methods for Design and Construction 1.0 Introduction A client brief has been provided for the development of a new facility in the University of Salford. In this report, a review will be carried out based on the requirements of the client in the brief and critically analyse the potential procurement methods for both the design and construction of the project. Recommendations for the appropriate procurement route and forms of contract supporting by detailed reasons will be suggested in the report. The Client, The University of Salford, is aspiring to become an outstanding University renowned for the quality of its engagement, humanity, global reach and leadership in research, innovation and education. Strategic plan has been developed to achieve the Universitys goal which is to be ranked amongst the very best of UK universities and recognized internationally by 2017. To achieve this objective, the School of the Built Environment is intended to develop a new facility within the university campus. The building is to be a prestigious and high aesthetic facility which will replace an older building in the university. The new proposed building will contain facilities listed as below: State of the art lecture theatres Meeting rooms Extensive classroom and studio facilities Office accommodation Laboratory accommodation Learning Resource Units External works In addition, the Client requires the new facility to be carbon neutral to be in accordance with the University policy. Furthermore, the Client has allocates a budget of  £ 20 million to cover the total development cost of the project. This cost will include construction works, external works, statutory and professional fees. This proposed building must be completed and handover by 1st of August 2012. The completion date is critical as the facility must be ready for the new academic year. In short, the Clients key requirements and objectives of this new build building are listed as follows: New university facility which will realise the Universitys goal to become a high reputable and internationally renowned university. The facility is to be constructed in highest aesthetic and qualitative standards. The budget of the project is  £ 20 million. The construction time is important as the building is needed by 1st of August 2012 at the very latest. To carry out the construction works of this new facility, the Client needs to understand the various procurement methods available for the project. Hence, this report will analyse the key procurement issues for the Client to consider. 2.0 Procurement Assessment Criteria (PAC) Turner (1990) says that ‘the procurement route that is appropriate to the overall balance of objectives and to client priorities for each project should arise from those objectives and priorities. There are several procurement assessment criteria being set as a guide to choose the appropriate method of procurement: Time Complexity Quality Cost Risk Flexibility In this case, three main criteria which are time, cost and quality will be focused and assessed in the following sections for this particular project to find the most suitable procurement route that balance between these three criteria. Figure 2.1: The balance of time, cost and quality 3.0 Traditional Procurement The traditional system, probably the most commonly adopted procurement strategy in UK, sometimes referred as ‘design-bid-build method. This is because the traditional route separates the responsibility for the design of the project from its construction with a ‘tendering period (Cooke Williams, 2009). Initially, the client appoints consultants for design and for cost control and contract administration of the project. After the design is completed, the tender stage starts by using two stage tendering or negotiation to appoint a contractor for the project. The appointed contractor will then enters into a direct contract with the client and responsible to build and deliver the project. The organizational structure of traditional procurement is shown in Figure 3.1. In addition, due to the design must be completed before the tender stage, the cost of construction can be determined with reasonable certainty before the construction commences on site (Morledge, Smith Kashiwagi , 2006). Client Consultant Contractor QS, structural engineer Architect Subcontractor Supplier Figure 3.1: Traditional procurement (Morledge, Smith Kashiwagi, 2006) The traditional procurement is commonly used because of its particular advantages. These advantages are listed as follows: The design is complete before tendering ensures price certainty for the client. The design does not substantially change during construction therefore contract variations can be kept to a minimum. The client able to have direct influence and retains control over the design team, thus quality in the design can be assured. Detailed information such as drawings and Bills of Quantities provide a common basis for tendering and evaluation is relatively easy. The procedures are well known and enabling confidence to be assured in parties which involved throughout the process. Variations and contract changes are relatively easy to handle. Firm contractual date for completion. While this procurement route has its advantages, there are also criticisms. The main disadvantages are: The duration of project may be longer than other procurement methods as the strategies is sequential and construction cannot be commenced before the completion of design. A longer duration of project may make the cost of project higher because of the increased period of interim financing charges and interim payment to the contractor and consultants. These may cause the cost of project exceeds the clients budget. All the design risk is carried by the client. The contractor has no input into the design and planning of the project. The sequential nature of this system can result in poor communication between the client and the project team and can be cause of expensive disputes. 3.1 Cost By adapting this method of procurement, the cost is agreed as a lump sum fixed price between the University and the contractor thus provides overall cost certainty for the University before the construction commences on site. Besides, the project cost can be estimated, monitored and controlled by the Clients cost consultant during the whole project period and therefore large cost overruns will not occur which is an important advantage to the Client. In addition, traditional method could provide the Client value of money. As explained before, since the design stage is completed before the construction, the design and cost consultant team of the Client will corporate to ensure the design is value for money. 3.2 Time With this procurement route, as the design is carried out before the tender process, the length of time spent to develop the design and prepare the tender documents by the consultant team can be very long. This process tends to prevent the construction works to be started on site. In fact, traditional procurement is identified as the slowest method of procurement compare to others. Hence, this is a disadvantage for this new university facility project as the date of completion is critical. 3.3 Quality The traditional procurement provides the high degree of certainty that the quality and aesthetic standards will be met (Masterman, 2002). This is because the University can select the most appropriate design team for this project to complete the design before the tender stage. During the design stage, the University has direct control and influence over the design therefore can ensure the high aesthetic and quality standards for the new facility are fulfilled. 4.0 Design and build Procurement Ashworth (2006) defined design and build as ‘a procurement arrangement where one single entity or consortium is contractually responsible to the client for both the design and construction of the project. In other words, under a design and build strategy, a single contractor takes the risk and responsibility for designing and building the project. The client will employ a design team to carry out some preliminary design or scheme design. The client will then appoint a contractor to assume the responsibility for the design as well as the construction process. The contractor needs to develop the scheme design to a detailed design. Figure 4.1 illustrates the relationships between the parties that involved in the project. In this method of procurement, the construction can start before the detailed design is completed, but at the contractors risk (Morledge, Smith Kashiwagi, 2006). In practice, design and build procurement consist of a range of variable. The two common variants of this type of procurement are client-led design and build and contractor-led design and build. Client Architect or QS advisers Contractor Subcontractor Suppliers Architect and other designers Figure 4.1: Design and build (Morledge, Smith Kashiwagi, 2006) In client-led design and build, also known as develop and construct, a small number of contractors will be invited to tender for the project when the design is virtually completed possibly with full bills of quantities or notional bills. In this procurement route, study of Cooke Williams (2009) indicates that the client is fully involved in the design development and therefore the design risk is taken fully by the client as the contractor has little involvement to the fundamental design. Additionally, the client will be responsible for all design fees from start to ends of the project. There is an alternative to this method which is a popular practice in the construction industry. Once the contract has been awarded, the design team including the clients architect and other members of the design team will be novated to the contractor. In other words, the contractual obligation to complete the detail aspect of design is legally passed over to the contractor. In this way, the client wi ll maintain an interest in the design but the contractor will be responsible to the continuing design fees and the entire design (Cooke Williams, 2009). On the other hand, in contractor-led design and build, the client may provide minimal information in the outline brief to the contractor. Thus, the contractor is fully responsible for the conceptual and detailed design. As a result, the contractor has to produce a building which meets the clients requirement. In this situation, the contractor takes all of the responsibilities, risks and rewards of design. The contractor may provide an in-house design facility or engage independent design teams (Cooke Williams, 2009). It is preferable to appoint a design team coordinator to ensure the flow of information between the design team and the project team. The main advantages of design and build procurement are listed as follows: The client has only to deal with one firm since the contractor provides single-point responsibility for design and construction. Price certainty is obtained before the commencement of construction works provided the clients requirements are adequately specified and changes are not introduced. The total cost of project is usually lesser than other types of procurement systems. The overall project period is reduced because of overlapping activities as construction can be started before the design is completed. Despite its advantages, design and build has many arguments among the practitioners and client of the industry. The drawbacks of this procurement method are: Tender bids are difficult to compare since each design will be different result in different project time and prices. The tender period and negotiation tends to be much longer Changes of client to project scope can be expensive. No guarantee in terms of design and quality because has less control over this aspect. The client may find difficult in preparing an adequate and sufficiently comprehensive brief. 4.1 Cost The design and build approach enables the contractor to be more positive about the final cost to the Client at an earlier stage (Masterman, 2002). The price would be agreed between the Client and the contractor before construction commences on site. Besides, the initial cost and final cost of using this procurement system are usually lower than other procurement approaches. This is mainly because of the reduction in design costs and the integration of design and construction process. However, value for money is difficult to assess in this type of procurement. This is because there is usually limited information available at the tender stage, not to mention there are different methods, designs and services can be offered by the contractor. As a result, the Client may not be able to judge the efficiency of the design. 4.2 Time The specialty of this procurement route is that the contractor is responsible for both design and construction. Therefore, it allows the overlap of design and construction phases thus reduce the overall project period. This would be an advantage for the University because it ensures the construction works of the new facility can be commenced early. According to Masterman (2002), design and build projects have a better record in terms of completion on time. Hence, the University would be able to have the new building ready for new academic year by using this method of procurement. 4.3 Quality This method of procurement would not be a suitable procurement for this high aesthetic and quality standards project. Design and build is belief that most suitable for simple uncomplicated project which the aesthetic and quality of the project is low. The reason for this is that the contractor is responsible to develop the detailed design of the project. In some circumstances, inevitably the contractor will economise the cost of design to boost the profit margins which will caused a negative effect on the project quality. Additionally, in a design and build project, if the Client unable to provide a satisfactory brief, it is possible result in the Clients functional and quality requirements being unsatisfied. 5.0 Management Procurement 5.1 Management Contracting In this procurement strategy, a management contractor is engaged by the client to manage a number of work package subcontractors in return for a fee. Morledge, Smith Kashiwagi (2006) stated that the management contractor has direct contractual links with all of the subcontractors and carries the responsibility for the construction works without actually carrying out that work. In this method of procurement, the works are let in forms of work package and subcontractors will bids competitively for each work package to obtain the work. The relationship between the parties in management contracting is shown in Figure 5.1.1. Client Consultants Contractor QS, structural engineer Architect Work contractor Figure 5.1.1: Management contracting (Morledge, Smith Kashiwagi, 2006) Management contracting is a ‘fast track strategy says Morledge, Smith Kashiwagi (2006). The work package approach allows the maximum overlap design and construction activities. In more general terms, provided that the work package is completed, the subcontractor may starts works on site before all of the design works are completed. Therefore, the overall project period can be reduced. Due to the nature of this type of procurement, cost certainty cannot be achieved until all packages of work is tendered and let. Hence, strict control of the work package budget is essential for the success of the project (Cooke Williams, 2009). In this strategy, the client reimburses the cost of the work packages to the appointed management contractor who will then pay the subcontractors. So, it is important to appoint the management contractor carefully and ensure that the management fee is appropriate. As the common characteristics of management contracting are previously described, the advantages of this procurement route can now identified: Overlapping of the design and construction processes tends to save time for the overall project thus enables earlier completion to be achieved. The nature of the procurement enables the contractor contribution to design and project planning. Changes can be accommodated provided that packages affected have not been let and there is little or no impact on those already let. Quality of the project can be assured as the design can be developed in stages and site supervisor can be appointed to ensure the quality standard is achieved. On the other hand, there are also weaknesses in this procurement method. The disadvantages are listed as follows: Poor price certainty at the early stage and the potential cost commitment depends on the design team estimates. The total cost of project is usually unknown until the project is well into the construction programme. The client must provide a good quality brief to the design team as the design will not be completed until the client has committed significant resources to the project. The client is responsible for the majority of the project risks. Damages of delay are difficult to pin on one subcontractor. 5.2 Construction Management Under a construction management strategy, Morledge, Smith Kashiwagi (2006) points out that the client does not allocate risk and responsibility to a single main contractor. The client employs the design team and appoints a construction manager based on a negotiated fee simply to manage, programme and co-ordinate the design and construction activities carried out by the work package contractors. Unlike the management contracting, the each work package contractors have direct contractual link with the client and is paid directly by the client (see Figure 5.2.1). Client QS, structural engineer Architect Construction manager Trade contractor Trade contractor Figure 5.2.1: Construction management (Morledge, Smith Kashiwagi, 2006) The construction manager will provides professional construction expertise without assuming financial risk because there is no contractual link with design team or work package contractors. Hence, by using this procurement route, Morledge, Smith Kashiwagi (2006) stated that the client has to be involved closely in the design and construction phases and take necessary actions based on the recommendations from the construction manager. Therefore, this method of procurement is not suitable for inexperienced client. It is recommended to use this procurement for large and complex project or a high degree of design innovation where the client wants deep involvement. Basically, the construction contracting has the similar advantages and disadvantages with the management contracting. Therefore, they will not discuss more in this section and please refer to the previous section if necessary. 5.3 Cost The uncertainty of price will be seen as a disadvantage for the management procurement system. However, the benefit of this ‘fast track strategy may result in cost savings and offsetting extra construction costs. Therefore, it could reduce the overall expense of the project. Besides, in this procurement, the cost of the project can be minimised by improving buildability and by work package contractors undertake the works at competitive prices. 5.4 Time For projects which need fast design and construction period, this would be the appropriate type of procurement to be used. The overlapping of design and construction phases will allows an early start of construction works on site and therefore saving in time can be achieved. Since the time of completion is an important issue in this project, the Client would be suggested to consider to adopting this procurement methods. 5.5 Quality Under this procurement route, the quality of the completed project can be achieved which fully meet the Clients needs provided that the design team is working closely with the management contractor on all aspect of the project to ensure he is fully aware of the design constraints as well as the Clients requirements. Besides, due to the management contractor is appointed at the early stage, he will be able to contribute his construction expertise to achieving an efficient quality standard for this project. 6.0 Justification of procurement strategy 6.1 Procurement Matrix After considering and evaluating the options of procurement available for the project, the most appropriate procurement system that suitable for the project can be selected. This can be achieved by assessing and setting the priorities of the project objectives in terms of time, quality and cost and the client attitude to risk. A universal procurement selection technique which is a procurement matrix is employed to help to select an appropriate procurement strategy for this particular project. The Universitys key objectives and requirements of this project are taken into account during the assessment. After completing this procurement matrix, the result shows that Management Contracting would be best suited procurement system for this new university facility project. Please see the attachment for the completed procurement matrix for this project. 6.2 Procurement strategy After a critical analysis of the procurement options as discussed above and completing the procurement matrix, the Management Contracting route is highly recommended to be adopted for this new build facility project. The reasons of this suggestion is being made are discussed as below. 6.2.1 Cost strategy In terms of cost issue, the Management Contracting probably is not the most recommended procurement systems compare to Traditional and Design and Build. This is because it is not the greatest at providing price certainty to ensure the budget of  £ 20 million can be met at the beginning of the project. However, Morledge, Smith Kashiwagi (2006) points out that this does not mean that the Client has less control over the project cost as strict supervision can be exerted over this aspect of the project. Due to that each package of work are being let by competition between contractors, the Client can monitor the cost closely and if necessary, adjust later work packages in order to cover any cost overruns in the previous work package. Furthermore, the University has to appoint the Management Contractor so that he can advise and contribute at the design process based on his professional expertise and carry out value engineering works to ensure the project is being built within the budget. 6.2.2 Time strategy The completion on time is a key requirement of this project. The Client has specifically required that the new facility must be completed on 1st August 2012. Under this circumstance, Management Contracting would be appropriate to meet the deadline. Due to the rapid progress of this procurement which provides overlapping of design and construction phases allows early commencement of works on site and therefore results in time saving. Moreover, the key strategy to ensure the project is completed on time is to make sure that all of the information from the design team is continuously issued on time to the Management Contractor and to ensure that the Management Contractor is always being updated. Hence, these could avoid any misunderstandings and delays during the construction works. Besides, the competency and experience of the Management Contractor will also ensure this ‘fast track procurement can be carried out efficiently. A high level of experience Management Contractor who familiar with this type of procurement route must be appointed so that the works on site are well manage and control throughout the whole process. 6.2.3 Quality strategy The Management Contracting would ensure the required high quality and aesthetic standards of this new build project can be successfully met. This is because this type of procurement method allows the Client to appoint and oversee the design team to develop detailed design which fulfills the specific requirements. Furthermore, to ensure the quality and aesthetic standards of this university facility are met, the Client has to make sure that the design team are aware and focus from the beginning of the project to develop the design based on these commitments. Additionally, all of the detailed drawings and specification produced by the design team must go into the contract between the Client and the Management Contractor so that the requirements of the Client are well informed thus can be managed efficiently the works on site to ensure the requirements are met. 7.0 Form of Contract A contract is defined by Cooke Williams (2009) as a means of formalising the relationship between the contracting parties in which the rights and obligations of the parties are agreed and the balance of risk between the parties established. The contracts also establish how administrative procedures and the serving of formal notices are to be conducted and mechanisms for dealing with contract payments, delays, compensation and disputes says Cooke. There are several of contracts produced by different bodies used in the construction industry but by far the JCT (Joint Contracts Tribunal) is the most popular forms of contract in use. Hence, the JCT 2005 Management Building Contract is recommended to be used in this project. The JCT 2005 Management Building Contract comprises (Hackett, Robinson Statham, 2007): Management Building Contract Management Works Contract Tender Agreement Management Works Contract Conditions Management Work Contract / Employer Agreement Under this forms of contract, the management contractor tenders on the basis of a management fee and the works contract are being let by separate packages when the design of those packages are developed (Cooke Williams, 2009). The management contractor is legally bound with these work package contractors under the Management Works Contract. In other words, the management contractor is responsible to manage the work package contractors. Moreover, during the design stages, the contract also requires the management contractor to cooperate with the consultant team such as architect, engineering and quantity surveyor. In addition, all necessary programmes for execution of the project which includes detailed construction programme are required to prepare by the management contractor (Cooke Williams, 2009). Under the contract, the management contractors duties include maintaining and regularly updating the detailed construction programme. 8.0 Conclusion In conclusion, the Management Contracting is the most suitable procurement route for this project. This procurement system allows the Client to design the new university facility according to his requirements and appoints the Management Contractor to manage the construction works on site. Using the Management Contracting, the price certainty can be achieved with close monitor of the cost of each work packages so that the building can be built within the budget of  £ 20 million. Furthermore, the advantage of this ‘fast track procurement method tends to meet the time of completion for this project. Last but not least, since this is a prestigious project, this type of procurement route ensure the high quality and aesthetic standards are met in accordance with the Clients requirements. With these, it is recommended for the University to adopt the Management Contracting as the method of procurement to maximise the success of the project. Procurement Methods for Design and Construction Procurement Methods for Design and Construction 1.0 Introduction A client brief has been provided for the development of a new facility in the University of Salford. In this report, a review will be carried out based on the requirements of the client in the brief and critically analyse the potential procurement methods for both the design and construction of the project. Recommendations for the appropriate procurement route and forms of contract supporting by detailed reasons will be suggested in the report. The Client, The University of Salford, is aspiring to become an outstanding University renowned for the quality of its engagement, humanity, global reach and leadership in research, innovation and education. Strategic plan has been developed to achieve the Universitys goal which is to be ranked amongst the very best of UK universities and recognized internationally by 2017. To achieve this objective, the School of the Built Environment is intended to develop a new facility within the university campus. The building is to be a prestigious and high aesthetic facility which will replace an older building in the university. The new proposed building will contain facilities listed as below: State of the art lecture theatres Meeting rooms Extensive classroom and studio facilities Office accommodation Laboratory accommodation Learning Resource Units External works In addition, the Client requires the new facility to be carbon neutral to be in accordance with the University policy. Furthermore, the Client has allocates a budget of  £ 20 million to cover the total development cost of the project. This cost will include construction works, external works, statutory and professional fees. This proposed building must be completed and handover by 1st of August 2012. The completion date is critical as the facility must be ready for the new academic year. In short, the Clients key requirements and objectives of this new build building are listed as follows: New university facility which will realise the Universitys goal to become a high reputable and internationally renowned university. The facility is to be constructed in highest aesthetic and qualitative standards. The budget of the project is  £ 20 million. The construction time is important as the building is needed by 1st of August 2012 at the very latest. To carry out the construction works of this new facility, the Client needs to understand the various procurement methods available for the project. Hence, this report will analyse the key procurement issues for the Client to consider. 2.0 Procurement Assessment Criteria (PAC) Turner (1990) says that ‘the procurement route that is appropriate to the overall balance of objectives and to client priorities for each project should arise from those objectives and priorities. There are several procurement assessment criteria being set as a guide to choose the appropriate method of procurement: Time Complexity Quality Cost Risk Flexibility In this case, three main criteria which are time, cost and quality will be focused and assessed in the following sections for this particular project to find the most suitable procurement route that balance between these three criteria. Figure 2.1: The balance of time, cost and quality 3.0 Traditional Procurement The traditional system, probably the most commonly adopted procurement strategy in UK, sometimes referred as ‘design-bid-build method. This is because the traditional route separates the responsibility for the design of the project from its construction with a ‘tendering period (Cooke Williams, 2009). Initially, the client appoints consultants for design and for cost control and contract administration of the project. After the design is completed, the tender stage starts by using two stage tendering or negotiation to appoint a contractor for the project. The appointed contractor will then enters into a direct contract with the client and responsible to build and deliver the project. The organizational structure of traditional procurement is shown in Figure 3.1. In addition, due to the design must be completed before the tender stage, the cost of construction can be determined with reasonable certainty before the construction commences on site (Morledge, Smith Kashiwagi , 2006). Client Consultant Contractor QS, structural engineer Architect Subcontractor Supplier Figure 3.1: Traditional procurement (Morledge, Smith Kashiwagi, 2006) The traditional procurement is commonly used because of its particular advantages. These advantages are listed as follows: The design is complete before tendering ensures price certainty for the client. The design does not substantially change during construction therefore contract variations can be kept to a minimum. The client able to have direct influence and retains control over the design team, thus quality in the design can be assured. Detailed information such as drawings and Bills of Quantities provide a common basis for tendering and evaluation is relatively easy. The procedures are well known and enabling confidence to be assured in parties which involved throughout the process. Variations and contract changes are relatively easy to handle. Firm contractual date for completion. While this procurement route has its advantages, there are also criticisms. The main disadvantages are: The duration of project may be longer than other procurement methods as the strategies is sequential and construction cannot be commenced before the completion of design. A longer duration of project may make the cost of project higher because of the increased period of interim financing charges and interim payment to the contractor and consultants. These may cause the cost of project exceeds the clients budget. All the design risk is carried by the client. The contractor has no input into the design and planning of the project. The sequential nature of this system can result in poor communication between the client and the project team and can be cause of expensive disputes. 3.1 Cost By adapting this method of procurement, the cost is agreed as a lump sum fixed price between the University and the contractor thus provides overall cost certainty for the University before the construction commences on site. Besides, the project cost can be estimated, monitored and controlled by the Clients cost consultant during the whole project period and therefore large cost overruns will not occur which is an important advantage to the Client. In addition, traditional method could provide the Client value of money. As explained before, since the design stage is completed before the construction, the design and cost consultant team of the Client will corporate to ensure the design is value for money. 3.2 Time With this procurement route, as the design is carried out before the tender process, the length of time spent to develop the design and prepare the tender documents by the consultant team can be very long. This process tends to prevent the construction works to be started on site. In fact, traditional procurement is identified as the slowest method of procurement compare to others. Hence, this is a disadvantage for this new university facility project as the date of completion is critical. 3.3 Quality The traditional procurement provides the high degree of certainty that the quality and aesthetic standards will be met (Masterman, 2002). This is because the University can select the most appropriate design team for this project to complete the design before the tender stage. During the design stage, the University has direct control and influence over the design therefore can ensure the high aesthetic and quality standards for the new facility are fulfilled. 4.0 Design and build Procurement Ashworth (2006) defined design and build as ‘a procurement arrangement where one single entity or consortium is contractually responsible to the client for both the design and construction of the project. In other words, under a design and build strategy, a single contractor takes the risk and responsibility for designing and building the project. The client will employ a design team to carry out some preliminary design or scheme design. The client will then appoint a contractor to assume the responsibility for the design as well as the construction process. The contractor needs to develop the scheme design to a detailed design. Figure 4.1 illustrates the relationships between the parties that involved in the project. In this method of procurement, the construction can start before the detailed design is completed, but at the contractors risk (Morledge, Smith Kashiwagi, 2006). In practice, design and build procurement consist of a range of variable. The two common variants of this type of procurement are client-led design and build and contractor-led design and build. Client Architect or QS advisers Contractor Subcontractor Suppliers Architect and other designers Figure 4.1: Design and build (Morledge, Smith Kashiwagi, 2006) In client-led design and build, also known as develop and construct, a small number of contractors will be invited to tender for the project when the design is virtually completed possibly with full bills of quantities or notional bills. In this procurement route, study of Cooke Williams (2009) indicates that the client is fully involved in the design development and therefore the design risk is taken fully by the client as the contractor has little involvement to the fundamental design. Additionally, the client will be responsible for all design fees from start to ends of the project. There is an alternative to this method which is a popular practice in the construction industry. Once the contract has been awarded, the design team including the clients architect and other members of the design team will be novated to the contractor. In other words, the contractual obligation to complete the detail aspect of design is legally passed over to the contractor. In this way, the client wi ll maintain an interest in the design but the contractor will be responsible to the continuing design fees and the entire design (Cooke Williams, 2009). On the other hand, in contractor-led design and build, the client may provide minimal information in the outline brief to the contractor. Thus, the contractor is fully responsible for the conceptual and detailed design. As a result, the contractor has to produce a building which meets the clients requirement. In this situation, the contractor takes all of the responsibilities, risks and rewards of design. The contractor may provide an in-house design facility or engage independent design teams (Cooke Williams, 2009). It is preferable to appoint a design team coordinator to ensure the flow of information between the design team and the project team. The main advantages of design and build procurement are listed as follows: The client has only to deal with one firm since the contractor provides single-point responsibility for design and construction. Price certainty is obtained before the commencement of construction works provided the clients requirements are adequately specified and changes are not introduced. The total cost of project is usually lesser than other types of procurement systems. The overall project period is reduced because of overlapping activities as construction can be started before the design is completed. Despite its advantages, design and build has many arguments among the practitioners and client of the industry. The drawbacks of this procurement method are: Tender bids are difficult to compare since each design will be different result in different project time and prices. The tender period and negotiation tends to be much longer Changes of client to project scope can be expensive. No guarantee in terms of design and quality because has less control over this aspect. The client may find difficult in preparing an adequate and sufficiently comprehensive brief. 4.1 Cost The design and build approach enables the contractor to be more positive about the final cost to the Client at an earlier stage (Masterman, 2002). The price would be agreed between the Client and the contractor before construction commences on site. Besides, the initial cost and final cost of using this procurement system are usually lower than other procurement approaches. This is mainly because of the reduction in design costs and the integration of design and construction process. However, value for money is difficult to assess in this type of procurement. This is because there is usually limited information available at the tender stage, not to mention there are different methods, designs and services can be offered by the contractor. As a result, the Client may not be able to judge the efficiency of the design. 4.2 Time The specialty of this procurement route is that the contractor is responsible for both design and construction. Therefore, it allows the overlap of design and construction phases thus reduce the overall project period. This would be an advantage for the University because it ensures the construction works of the new facility can be commenced early. According to Masterman (2002), design and build projects have a better record in terms of completion on time. Hence, the University would be able to have the new building ready for new academic year by using this method of procurement. 4.3 Quality This method of procurement would not be a suitable procurement for this high aesthetic and quality standards project. Design and build is belief that most suitable for simple uncomplicated project which the aesthetic and quality of the project is low. The reason for this is that the contractor is responsible to develop the detailed design of the project. In some circumstances, inevitably the contractor will economise the cost of design to boost the profit margins which will caused a negative effect on the project quality. Additionally, in a design and build project, if the Client unable to provide a satisfactory brief, it is possible result in the Clients functional and quality requirements being unsatisfied. 5.0 Management Procurement 5.1 Management Contracting In this procurement strategy, a management contractor is engaged by the client to manage a number of work package subcontractors in return for a fee. Morledge, Smith Kashiwagi (2006) stated that the management contractor has direct contractual links with all of the subcontractors and carries the responsibility for the construction works without actually carrying out that work. In this method of procurement, the works are let in forms of work package and subcontractors will bids competitively for each work package to obtain the work. The relationship between the parties in management contracting is shown in Figure 5.1.1. Client Consultants Contractor QS, structural engineer Architect Work contractor Figure 5.1.1: Management contracting (Morledge, Smith Kashiwagi, 2006) Management contracting is a ‘fast track strategy says Morledge, Smith Kashiwagi (2006). The work package approach allows the maximum overlap design and construction activities. In more general terms, provided that the work package is completed, the subcontractor may starts works on site before all of the design works are completed. Therefore, the overall project period can be reduced. Due to the nature of this type of procurement, cost certainty cannot be achieved until all packages of work is tendered and let. Hence, strict control of the work package budget is essential for the success of the project (Cooke Williams, 2009). In this strategy, the client reimburses the cost of the work packages to the appointed management contractor who will then pay the subcontractors. So, it is important to appoint the management contractor carefully and ensure that the management fee is appropriate. As the common characteristics of management contracting are previously described, the advantages of this procurement route can now identified: Overlapping of the design and construction processes tends to save time for the overall project thus enables earlier completion to be achieved. The nature of the procurement enables the contractor contribution to design and project planning. Changes can be accommodated provided that packages affected have not been let and there is little or no impact on those already let. Quality of the project can be assured as the design can be developed in stages and site supervisor can be appointed to ensure the quality standard is achieved. On the other hand, there are also weaknesses in this procurement method. The disadvantages are listed as follows: Poor price certainty at the early stage and the potential cost commitment depends on the design team estimates. The total cost of project is usually unknown until the project is well into the construction programme. The client must provide a good quality brief to the design team as the design will not be completed until the client has committed significant resources to the project. The client is responsible for the majority of the project risks. Damages of delay are difficult to pin on one subcontractor. 5.2 Construction Management Under a construction management strategy, Morledge, Smith Kashiwagi (2006) points out that the client does not allocate risk and responsibility to a single main contractor. The client employs the design team and appoints a construction manager based on a negotiated fee simply to manage, programme and co-ordinate the design and construction activities carried out by the work package contractors. Unlike the management contracting, the each work package contractors have direct contractual link with the client and is paid directly by the client (see Figure 5.2.1). Client QS, structural engineer Architect Construction manager Trade contractor Trade contractor Figure 5.2.1: Construction management (Morledge, Smith Kashiwagi, 2006) The construction manager will provides professional construction expertise without assuming financial risk because there is no contractual link with design team or work package contractors. Hence, by using this procurement route, Morledge, Smith Kashiwagi (2006) stated that the client has to be involved closely in the design and construction phases and take necessary actions based on the recommendations from the construction manager. Therefore, this method of procurement is not suitable for inexperienced client. It is recommended to use this procurement for large and complex project or a high degree of design innovation where the client wants deep involvement. Basically, the construction contracting has the similar advantages and disadvantages with the management contracting. Therefore, they will not discuss more in this section and please refer to the previous section if necessary. 5.3 Cost The uncertainty of price will be seen as a disadvantage for the management procurement system. However, the benefit of this ‘fast track strategy may result in cost savings and offsetting extra construction costs. Therefore, it could reduce the overall expense of the project. Besides, in this procurement, the cost of the project can be minimised by improving buildability and by work package contractors undertake the works at competitive prices. 5.4 Time For projects which need fast design and construction period, this would be the appropriate type of procurement to be used. The overlapping of design and construction phases will allows an early start of construction works on site and therefore saving in time can be achieved. Since the time of completion is an important issue in this project, the Client would be suggested to consider to adopting this procurement methods. 5.5 Quality Under this procurement route, the quality of the completed project can be achieved which fully meet the Clients needs provided that the design team is working closely with the management contractor on all aspect of the project to ensure he is fully aware of the design constraints as well as the Clients requirements. Besides, due to the management contractor is appointed at the early stage, he will be able to contribute his construction expertise to achieving an efficient quality standard for this project. 6.0 Justification of procurement strategy 6.1 Procurement Matrix After considering and evaluating the options of procurement available for the project, the most appropriate procurement system that suitable for the project can be selected. This can be achieved by assessing and setting the priorities of the project objectives in terms of time, quality and cost and the client attitude to risk. A universal procurement selection technique which is a procurement matrix is employed to help to select an appropriate procurement strategy for this particular project. The Universitys key objectives and requirements of this project are taken into account during the assessment. After completing this procurement matrix, the result shows that Management Contracting would be best suited procurement system for this new university facility project. Please see the attachment for the completed procurement matrix for this project. 6.2 Procurement strategy After a critical analysis of the procurement options as discussed above and completing the procurement matrix, the Management Contracting route is highly recommended to be adopted for this new build facility project. The reasons of this suggestion is being made are discussed as below. 6.2.1 Cost strategy In terms of cost issue, the Management Contracting probably is not the most recommended procurement systems compare to Traditional and Design and Build. This is because it is not the greatest at providing price certainty to ensure the budget of  £ 20 million can be met at the beginning of the project. However, Morledge, Smith Kashiwagi (2006) points out that this does not mean that the Client has less control over the project cost as strict supervision can be exerted over this aspect of the project. Due to that each package of work are being let by competition between contractors, the Client can monitor the cost closely and if necessary, adjust later work packages in order to cover any cost overruns in the previous work package. Furthermore, the University has to appoint the Management Contractor so that he can advise and contribute at the design process based on his professional expertise and carry out value engineering works to ensure the project is being built within the budget. 6.2.2 Time strategy The completion on time is a key requirement of this project. The Client has specifically required that the new facility must be completed on 1st August 2012. Under this circumstance, Management Contracting would be appropriate to meet the deadline. Due to the rapid progress of this procurement which provides overlapping of design and construction phases allows early commencement of works on site and therefore results in time saving. Moreover, the key strategy to ensure the project is completed on time is to make sure that all of the information from the design team is continuously issued on time to the Management Contractor and to ensure that the Management Contractor is always being updated. Hence, these could avoid any misunderstandings and delays during the construction works. Besides, the competency and experience of the Management Contractor will also ensure this ‘fast track procurement can be carried out efficiently. A high level of experience Management Contractor who familiar with this type of procurement route must be appointed so that the works on site are well manage and control throughout the whole process. 6.2.3 Quality strategy The Management Contracting would ensure the required high quality and aesthetic standards of this new build project can be successfully met. This is because this type of procurement method allows the Client to appoint and oversee the design team to develop detailed design which fulfills the specific requirements. Furthermore, to ensure the quality and aesthetic standards of this university facility are met, the Client has to make sure that the design team are aware and focus from the beginning of the project to develop the design based on these commitments. Additionally, all of the detailed drawings and specification produced by the design team must go into the contract between the Client and the Management Contractor so that the requirements of the Client are well informed thus can be managed efficiently the works on site to ensure the requirements are met. 7.0 Form of Contract A contract is defined by Cooke Williams (2009) as a means of formalising the relationship between the contracting parties in which the rights and obligations of the parties are agreed and the balance of risk between the parties established. The contracts also establish how administrative procedures and the serving of formal notices are to be conducted and mechanisms for dealing with contract payments, delays, compensation and disputes says Cooke. There are several of contracts produced by different bodies used in the construction industry but by far the JCT (Joint Contracts Tribunal) is the most popular forms of contract in use. Hence, the JCT 2005 Management Building Contract is recommended to be used in this project. The JCT 2005 Management Building Contract comprises (Hackett, Robinson Statham, 2007): Management Building Contract Management Works Contract Tender Agreement Management Works Contract Conditions Management Work Contract / Employer Agreement Under this forms of contract, the management contractor tenders on the basis of a management fee and the works contract are being let by separate packages when the design of those packages are developed (Cooke Williams, 2009). The management contractor is legally bound with these work package contractors under the Management Works Contract. In other words, the management contractor is responsible to manage the work package contractors. Moreover, during the design stages, the contract also requires the management contractor to cooperate with the consultant team such as architect, engineering and quantity surveyor. In addition, all necessary programmes for execution of the project which includes detailed construction programme are required to prepare by the management contractor (Cooke Williams, 2009). Under the contract, the management contractors duties include maintaining and regularly updating the detailed construction programme. 8.0 Conclusion In conclusion, the Management Contracting is the most suitable procurement route for this project. This procurement system allows the Client to design the new university facility according to his requirements and appoints the Management Contractor to manage the construction works on site. Using the Management Contracting, the price certainty can be achieved with close monitor of the cost of each work packages so that the building can be built within the budget of  £ 20 million. Furthermore, the advantage of this ‘fast track procurement method tends to meet the time of completion for this project. Last but not least, since this is a prestigious project, this type of procurement route ensure the high quality and aesthetic standards are met in accordance with the Clients requirements. With these, it is recommended for the University to adopt the Management Contracting as the method of procurement to maximise the success of the project.