The [Ritchie] Method of an early Negotiated Trade Contractor GMP Contract (NTC GMP C), 2016

What is the best way to obtain the Trade Contractors inputs?

The competitive element is ensured by inviting two to three Trade Contractors to attend separate interviews, explain the scheme and trade contract conditions to them clearly, and to request from them a GMP. They are informed of the expected Trade Contractor price, with X% less that the QS budget estimate for the specific trade contract. The resulting confirmation of the cost estimate through the GMP figure may come from one, two or all of the Trade Contractors. The architect and Client select the Trade Contractors. This is an important distinction and asset. It is the designers’ choice with the Client’s CM, not that of a Main Contractor. The unsuccessful Trade Contractors do not complain because the process is short and does not demand huge time and cost input. A contract is placed with Trade Contractor based on an agreement to work jointly with the architect (Lead Designer) and engineers to ensure a design within the outlined aesthetic, performance, cost and overall programme parameters. A Trade Contractor design fee is assessed and included.

Trust and a respect for the Trade Contractors’ and the Design Team’s respective competencies are key to the approach. Cost certainty is then secured, time is not wasted, and the Design Team led by the architect can proceed to collaborate intelligently and constructively in an atmosphere of good will and respect to secure an excellent outcome.

[At present the idea of selecting known quality-focused Trade Contractors is often a curious affair. The QS and Project Manager often recommend Trade Contractors to the Client for other reasons and thus effectively pre-determine the quality of the result]

It can be seen that IRAL believe NEGOTIATING (with competition as and when necessary) is by far the best approach. In essence, by producing a realistic contract and cost estimate, and establishing trust (if it does not already exist between the Client, Architect and Design Team and the particular industry), a positive final result for a project is easier to achieve. Very importantly, this approach also allows the architect time to design with and not against the Trade Contractors. Motivation and pride remain high, and everyone knows where the project is going.

Some IRAL examples of successful implementation of the negotiating process are as follows:

Public buildings financed with public funds: RSC Courtyard Theatre (2005); Leipzig Glass Hall (1994); Terrasson Cultural Greenhouse (1993) and Albert Cultural Centre (1993), France; Reina Sofia Museum of Modern Art, Madrid (1990).

The first Trade Contractor GMP which Ian Ritchie Architects initiated was at Stockley Park B8 offices in 1989, where Pilkington took on the Trade Contract for the glass envelope which was to include the R&D with Pilkington and the Architect to develop double-glazed Pilkington Planar™. Pilkington took on the Trade Contractor GMP contract in writing within a week of the architect’s appointment from Stanhope, and within the budget given to them by the architect/QS). It based upon the prior working relationship of Ian Ritchie Architects with the European glass industry, including Pilkington. It was also a commitment made prior to any design work, and was based on c.5000m2 of glass envelope, to be 30% better than the then Building Regulations with regard to thermal performance, to be low-E coated and fritted (without defining the extent of the latter).

All these projects – and others – were successful, without dispute or the poor construction quality which bedevils our UK construction industry, and all were completed within time, and significantly, within budget.