Service approach

Form of Contract

Whilst it is not the culture of Betts Townsend to run a project purely by the contract (very contractual projects certainly evokes and calls for a claim conscious approach), correctly drafted and concise contract documentation upfront will allow for a smooth outcome in the event that a conflict does arise.

Correct details in terms of responsibility and deliverables are vital to the arbitration of a problem. Where multiple consultants are appointed with possible duplication of responsibility we propose the use of:

  • PROCSA agreements or client similar must form the basis of any professional appointment;
  • JBCC form of contract applying to Selected Nominated contractors.

To run a project autocratically is the failure to many a project and it is Betts Townsend's culture of a team delivery that has allowed for repeat business time and again.

Professional Team and Contracting Team Procurement

Betts Townsend likes to be instrumental along with the client with the procurement of both the professional team as well as the selection of the selected and nominated contractors. A knowledgeable experienced team with experience specific to the relevant project sector will lead to a smooth project execution. It is important that the client body and Project Manager work hand in hand, and the client body recognise the Project Management function, as ultimately the team co-ordination is facilitated by the Project Manager who ultimately takes responsibility for the smooth delivery of the project.

Surrounding yourselves with the best professionals who have the necessary hands on experience and understanding of the contractual set up will lead to a successful project:

  • Regular project and design meetings with full professional team attendance are critical to the successful pre-contract delivery and
  • weekly / fortnightly site meetings are critical to ensure the timeous delivery of information, preventing costly delay claims.

Betts Townsend ensures that a key task tracking schedule is used as a team template which exposes any delay in terms of design information from any individual party. Whilst this highlights individual delay in terms of information flow it can be used very successfully with a team to assist the "culprit" in delivering their deliverables.

The creation of the tracking schedule is not purely a Project Management designed template, it is a template designed with input from all parties that ensures there is buy in from the entire team and which professionals will deliver on.