D&C Projects - Constructors in complex projects, has improved ... But for contractors it involves significant additional costs arising from the initial work required by

Australian Constructors Association

D&C ProjectsA Model Procurement Process

D&

C

2 Model Procurement Process (D&C)

Foreword

1.0 The Decision1.1 Introduction1.2 Design and Construct1.3 Why Design and Construct?1.4 Success Criteria

2.0 Preparing for D&C2.1 Introduction2.2 Criteria and Objectives2.3 Contract Conditions2.4 Intellectual Property

3.0 Pre-qualification and Tender3.1 Introduction3.2 Pre-qualification Process3.3 Tender Process

4.0 Finalisation4.1 Contract Finalisation

5.0 Administration5.1 Contract Administration

6.0 Conclusion

Case studies

Colonial Stadium, VicBaulderstone Hornibrook Pty Ltd

Museum of Tropical Queensland, QldLeighton Contractors Pty Limited

Buladelah Deviation, NSWThiess Pty Ltd

The Hudson, Alexandria, NSWBarclay Mowlem Construction Limited

Graham Farmer Freeway, WABaulderstone Hornibrook Clough Joint Venture

Esperence Grain Terminal, WATransfield Pty Limited

Rockdale Gardens Project, NSWBarclay Mowlem Construction Limited

Brisbane Inner City Bypass, QldLeighton Contractors Pty Limited

Brisbane Airport Rail Link, QldTransfield Pty Limited

The Landmark Resort, NSWLeighton Contractors Pty Limited

Contents

Copyright© 2001 Australian Constructors Association

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A key objective of the Australian Constructors Association (ACA) is to makethe construction industry more efficient andmore competitive through positive leadershipand open communication.

Design and Construct (D&C) is a wellaccepted delivery option for majorconstruction projects. The contractual mergerof design and construction activities,particularly in complex projects, has improvedproject time and cost delivery. But forcontractors it involves significant additionalcosts arising from the initial work required bydesign consultants and subcontractors inpreparing performance specifications uponwhich the contractor prices the work. Thesecosts form a significant component of everyD&C bid.

For some time ACA members have beenconcerned at the level of costs accruing tothe industry arising from the practice by many clients of allowing an unlimited numberof tenders on D&C projects. Those concernsprovided the impetus for this publication, D&C Projects - A Model Procurement Process.

In the following pages the ACA hasendeavoured to set out a number ofprinciples and guidelines designed to improvethe effectiveness of the D&C procurementstrategy. Its emphasis is on the pre-awardbehaviour of clients and their contractors.How pre-qualification for a D&C projectoccurs and how short lists for these projectsare established varies from client to client.Some processes are objective andtransparent, others less so. We believe thereis room for improvement.

Whilst D&C Projects - A Model ProcurementProcess, presents a contractor’s view, webelieve clients will find in its pages a set ofwell-reasoned and responsible principles andpractices based on the experience ofsuccessful projects.

Our objective is to inform, to identify issuesand to propose strategies to improve theperformance of D&C projects and ultimately,the efficiency and effectiveness of theAustralian construction industry.

Wal King AM

PresidentAustralian Constructors Association

Foreword


1.1 IntroductionThese model guidelines for the procurementof Design and Construct (D&C) projects havebeen developed to satisfy the Owner’sobjectives and success criteria for its project,and to allow the construction industry torespond efficiently and economically to theD&C procurement process.

1.2 Design and ConstructThis is a project delivery method whereby theContractor takes responsibility for both thedesign and construction of the project basedon a concept and requirements specified by the Owner.

The D&C process commences when theOwner causes a project brief to bedeveloped. This will determine the Owner’sproject requirements and will typically includethe functional, performance, quality anddesign life requirements. The projectrequirements will also include any constraintson the design, such as land acquisition,environmental approvals and the like. TheOwner will call for tenders and enter into acontract with the accepted tenderer on afixed price basis, where the Contractorcarries out the design using its own designer.

1.0 The decision

Constructing a world-class sports andentertainment stadium is always going to be ademanding task. When that stadium featuresone of the world’s largest retractable roofs andmovable lower tier seating, the task is even morechallenging. Utilising D&C methods BaulderstoneHornibrook was able to fast track all aspects ofthe project enabling it to deliver the completedfacility to the client 12 months sooner than firstplanned. The D&C method enabled designchanges to be made on-the-fly, keeping costsdown and allowing all parties to address quicklyany necessary enhancements to the Stadium’soverall design and construction process.

Colonial Stadium, Victoria

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1.3 Why Design and Construct?Owners and their advisors have a number ofalternative delivery strategies, ranging from,at one end of the spectrum, a traditionalprocess whereby an Owner causes a detaileddesign to be prepared and then allows aconstruct-only contract, through to, at theother end of the spectrum, a relationshipprocess leading to Alliance contracts. Thequestion may be asked – why then has D&Cbecome so popular? There are a number ofreasons why Owners choose D&C, these are:

Shorten ProgramA decrease in the overall duration of theproject when compared to otherprocurement methods.

Fix CostTo secure a total project ‘final estimate’ costbefore the design is detailed.

InnovationIntroduce construction knowledge,buildability and innovation (design andconstruction methods) while the design isbeing detailed and during the constructionprocess.

Improve ValueA decrease in the total project cost whencompared to other procurement methods orenhanced performance.

Establish ProgramTo secure a project completion date beforethe design is detailed.

Reduce ClaimsDecrease opportunities for claims comparedto separate design and constructresponsibilities.

Designed and constructed by LeightonContractors, the Museum of Tropical Queenslandis a stand-out success for the company — andone where the client’s initial wishes were morethan exceeded thanks to the flexibility of the D&C process. Leighton’s engineers and designconsultants were able to focus their attention on delivering the best possible outcome to theclient, while at the same time maintaining astrong sense of control over the project’sdevelopment. This seamless approach allowedLeighton to provide an extra service to the client— a 700 square metre feature gallery whichwas constructed as an additional facet of theproject brief, within the original contract budget.The client was also able to highlight its specificneeds and wants during the construction phase,and Leighton was able to respond to this quicklyand effortlessly delivering a completed job whereeverything provided is of value to the operatingmuseum. Having the ability to manage the jobmore exclusively enabled Leighton to respond tothe client’s immediate needs during the two-stage construction process. This allowed theclient to relocate to the new building at the endof stage one works, thus saving it the cost ofmoving staff and assets to another location.

Museum of Tropical Queensland, Queensland


1.4 Success CriteriaThere appear to be three primary criteria usedby Owners for measuring success of theirprojects following completion, particularly inregard to D&C projects. They are:

On BudgetThe project is completed at or under thecontracted cost.

On ProgramThe project is completed on or before thecontracted finish date.

Meets ExpectationsThe completed project meets the Owner’sand user’s envisioned functional goals (fit forpurpose).

Other criteria are often used to judge success (such as meets specifications,quality of workmanship, ease of contractadministration, lessening of aggravation), but none of these ranks closely with the three criteria detailed above.

Utilising the core principles of D&C to the fullesthelped Thiess overcome the worst that MotherNature could throw at it during the constructionof the Buladelah Deviation in NSW. With no roomfor extensions of time and a tight price to deliverthe project’s design and construction, the Thiessteam tackled the job using a D&C framework thatproved its worth from day one. What the teamdidn’t know at the tender stage was that 45 percent of the project’s available work dayswould be lost due to bad weather. Thankfully theD&C process enabled the design phase to beaccelerated. A close working relationship withthe client facilitated the process, allowing earlyand progressive approvals to the design to bemade. A concentrated focus on shortening theaverage length of haul for the earthworks andminimising the amount of earthworks volumesalso helped ensure that the State’s first design,construct and maintain project was a significantsuccess.

Buladelah Deviation, New South Wales

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2.1 IntroductionOnce the owner has chosen D&C as it’sfavoured procurement method, and havingdetermined the criteria that may be used to judge the success of that decision, it isclear that a procurement process should be adopted that will ensure a successfuloutcome.

2.2 Criteria and ObjectivesThe Owner should prepare clear, concise andwell-documented performance and technicalcriteria for the project.

These are to set minimum standards to beachieved in the design, construction and, ifrelevant, subsequent operation of the project.In addition, the Owner should provide criteriaand objectives for durability, communitystandards, environmental standards, designlife and any other significant issues.

It is a clear pre-requisite of a Contractor inaccepting a risk that there is sufficientinformation of a suitable quality to enable it tounderstand and sensibly price that risk.Appropriate preparation of criteria by theOwner will provide such information.

2.0 Preparing for D&C

Saving time and money whilst providing a valueadded service to the client is a key priority forcontractors. Barclay Mowlem achieved this whileconstructing The Hudson residential project. Thecompany was one of six initial tenders for the job,but when tender prices were found to be inexcess of the client’s budget, the company wasasked to provide a solution to get the job going.The solution given was to undertake the projecton a D&C basis. This decision paid off. Over a four-week period Barclay Mowlem worked in closecontact with the client and its consultants toreview the design program for the job. Stage 1 works for the project were budgeted at$36 million. After producing its D&C program,Barclay Mowlem saved the client some $4 millionand the job was begun in earnest. Minimisingrisks associated with the design by having theability to constantly review and finetune theoverall scope of works for the project producedknock-on gains. This flexibility afforded by the D&Cprocess resulted in an 11 percent saving in totalcost to the client and the overall constructionprogram being reduced by eight weeks.

The Hudson, Alexandria, New South Wales


• the role of the Project Verifier should beclearly defined, and include:- its status under the contract and its

authority, responsibility andaccountability;

- observation, monitoring, auditing andtesting all aspects (including design,construction and durability) ofcompliance of the Contractor’s workwith the requirements of the contract;

- verification of the Contractor’scompliance to the Owner; and

• the responsibility for payment of the ProjectVerifier (generally the Contractor).

2.3 Contract ConditionsThe Owner should prepare conditions ofcontract that:

• clearly and appropriately allocate risks;

• avoid uncertainty;

• remove the potential for dispute;

• create contractual arrangements that canaccommodate a likely range of events andcircumstances without requiring legalinterpretation and without invitingsubjective interpretation or valuation; and

• have clarity of drafting.

An area of particular importance forconsideration by the Owner when draftingcontract conditions for D&C projects is that ofthe Project Verifier. This is a key role,sometimes called the Independent Certifier,Independent Verifier, Audit Engineer or thelike, and is usually required for D&C projects.The Owner should prepare contractconditions incorporating this role, havingregard to the following:

• the Project Verifier must be independent ofthe Owner, Contractor and anysubcontractors;

• the Project Verifier must be suitablyqualified and experienced in both the roleof verifier and the type of design andconstruction;

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2.4 Intellectual PropertyA further area of particular significance in D&Ctender and contract conditions is that ofIntellectual Property.

Tender and Contract conditions should beprepared that:

• assure the Owner that the Contractor hasthe right to use any intellectual property forthe preparation of its detailed design;

• transfer the intellectual property rightsinherent in the winning Contractor’s designto the Owner;

• allow unsuccessful Tenderers to retain anyintellectual property rights contained intheir designs; and

• allow the Owner to purchase (at thediscretion of the Tenderer) any intellectualproperty rights contained in anunsuccessful tender through an agreedcontribution to tendering costs.

Not withstanding any payment made by theOwner, for a failure to proceed (see section3.3), the Owner has no right to retain or useany intellectual property contained in anytender where the Owner chooses not toproceed with the project.

Delivering a project on time and within budget isone of the major goals of any organisation. TheD&C process enables contractors to do this,easing the entire delivery process of a project, no matter what its size. In a $230 million jointventure Baulderstone Hornibrook and Clough used the D&C process when constructing a1.6km, six-lane road tunnel section for Perth’sGraham Farmer Freeway. Continual review of thesection’s design details and how they affectedthe construction process was afforded by theprocess, resulting in a faster overall build time.Design and construction teams were able to workclosely together to develop a project plan thatkept disruption in the area to a minimum. This close working relationship also facilitatedeffective life-cycle costs for the project, ensuringthe right balance between up-front capitalexpenditure and facility maintenance costs for theduration of the project.

Graham Farmer Freeway, Western Australia

3.1 IntroductionThere should be a two-stage procurementprocess which will flow from one stage toanother and not require duplication of data.


3.2 Pre-qualification ProcessStage one is the pre-qualification process,with the objectives of:

• limiting tendering to Contractors with thenecessary skills and experience tosuccessfully complete the project;

• avoiding unnecessary cost to industry inthe preparation of expensive tenders thathave limited chance of success; and

• ensuring a competitive tender process,leading to a best value for money outcomefor the Owner.

To achieve this, a six-stage process isnecessary:

1. Preparation of pre-qualification documents,including a project brief to detail therequirements of the project.

2. Advertisement and issue of pre-qualification documents to interestedparties. The documents will require partiesto demonstrate various financial,managerial and technical skills in additionto an appreciation for the project. Thedocuments will contain the evaluationcriteria, the evaluation procedures and theproposed timing of the evaluation process.Evaluation criteria will be chosen to allowthe evaluation team to determine the mostsuitable parties to be invited to tender.

3.0 Pre-qualification and Tender

An essential element of any project is having asolid working relationship between client andcontractor. The flexibility of the D&C process allows this to happen, with all concerned partiesbeing able to work together to ensure the projectoutcome is successful. A particular strength of D&C jobs is the fact that with design andconstruction issues being undertaken almost hand in hand, lessons learnt from similar projectscan quickly be incorporated into the presentprocess. Transfield engineers working on theEsperence Grain Terminal upgrade project wereable to work closely with the client and selectedspecialist designers throughout the designdevelopment phase. They delivered detailed costestimates and budgets for the project, in additionto a groundbreaking design for a fixed spout shiploading system and state-of-the-art control system.These same designers were continually involved in design issue resolution throughout the project’sconstruction phase. This team effort produced asignificant outcome. The project was deliveredthree weeks ahead of time and under budget.

Esperence Grain Terminal, Western Australia

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Criteria may typically include:

• financial status;

• legal status (entity);

• relevant experience;

• available resources (staff, plant,subcontractor and supplier relationships);

• performance history, including safety,quality, claims; and

• demonstrated understanding of the projectand associated significant issues includingtechnical, environmental and community.

Unnecessary and/or irrelevant information andunnecessary copies should not be soughtfrom parties seeking to pre-qualify and shouldnot be supplied.

3. A briefing will be held, at which interestedparties will be briefed on the particulars ofthe project and where parties may askquestions.

4. After receipt of pre-qualifications,submissions should be comparativelyassessed in accordance with the evaluationcriteria.

5. The evaluation team may seek clarificationof any issues from applicants, verbally or inwriting, but may not solicit additionalinformation.

6. A list of pre-qualified tenderers ispublished. Successful and unsuccessfulparties should be invited to an individualdebrief.

When establishing the number of tenderersto be included within the select list, Ownersshould consider the competing aims of:

• the cost to industry of the preparation ofthe tender and the possibility of success forany particular tenderer; and

• ensuring a competitive tender field.

On a major or complex infrastructure projectthe tender list should be restricted to three tenderers. In some circumstances theremay be valid reasons to extend the tender listup to a maximum of five tenderers, but in thisevent the Owner should contribute to thecost of tendering as discussed in Section 3.3.


3.3 Tender ProcessThe second stage of the procurementprocess is the tender, which will be put inplace with the objectives of:

• allowing each tenderer to develop a designto a sufficiently advanced stage such that itmay tender a firm lump sum offer;

• allowing resolution of general issuesrequiring clarification to all tenderers; and

• allowing resolution of specific matters onlyrelevant to a particular tenderer’s scheme(which require handling with care and strictattention to security).

Information already provided by the tendererin the pre-qualification process should nothave to be provided again in the tenderprocess.

The tender process should be put in place, ineight stages:

1. Tender documents will be prepared by theOwner, taking cognisance of the issuesraised in earlier sections of this modelprocess. The documents will contain theevaluation criteria, the evaluationprocedures and the proposed timing of theevaluation process.

2. After issue, an appropriate period will beallowed for the preparation of tenders. It isto the benefit of the Owner that this periodbe sufficient to allow tenderers time for thepreparation of quality designs, to allowtime for innovation and to allow tenderersto minimise risk allowances by findingappropriate alternative solutions.

For a relatively simple mid-range project(say $50 million) a period of not less than eight weeks should be allowed; for a majorproject (say >$100 million) a period of notless than 13 weeks should be allowed.

3. A site visit and a briefing will be conducted,at which tenderers will be briefed on theparticulars of the project and may askquestions.

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4. If appropriate, a workshop will be held withproponents to discuss particular issues ofgeneral interest. For example, ageotechnical workshop may be held, atwhich tenderers may ask questions of theOwner’s expert and agree on furthergeotechnical investigations to be carriedout by the Owner.

5. Individual briefing sessions may be held.The objectives of these briefings will be tomaintain the confidentiality of thetenderers’ intended proposals, whilst at thesame time ensuring that the proposalsremain within the Owner’s parameters forthe project.

6. After receipt of tenders, submissions arecomparatively assessed in accordance withthe published evaluation criteria. Tendersare likely to contain significant differences,particularly in the areas of design, time,cost, risk allocation, durability, operationand the like. Tenders may also differ interms of certainty of delivery and clarity ofcontent.

7. The evaluation team may seek clarificationof any issues from applicants, verbally or inwriting, but may not solicit new information.

8. A preferred tenderer and a reservetenderer will be established. Unsuccessfultenderers will be advised as soon aspossible. Debriefing meetings will be heldwith all tenderers.

Delivering innovative solutions at the initialdesign phase of the project is one of the manybonuses associated with the D&C procurementprocess. Barclay Mowlem employed D&Cprinciples while working on the RockdaleGardens project, a residential developmentfeaturing three 10-storey towers sitting on top ofa three-level car park in the heart of Sydney’ssouth. The company was awarded the contractfor the job following its submission of agroundbreaking tender that offered substantialtime and cost savings for the project. Closeanalysis of the client’s wishes at the designstage enabled the project team to offer the mostcost effective structural and internal wallingdesign possible for the entire job. New designsolutions were sought and worked upon, a list ofminimum standards was drawn up and thecompany was able to guarantee cost certaintyand delivery of the project on time and budget.Another significant benefit of using the D&Cmethod was that during the entire project theBarclay Mowlem team was able to manage riskon the job as it controlled the design, therebyfulfilling all of its promises and delivering asuccessful outcome.

Rockdale Gardens, New South Wales


Due to the considerable expense incurred inthe preparation of D&C tenders, Ownersshould give serious consideration to making a contributory payment to tenderers as partcompensation for this expense.

In circumstances where there are more thanthree tenderers the Owner should alwayscontribute to the cost of tendering in anamount payable to each bona fide tenderer of 0.5 percent of the winning tender sum.

Where the Owner chooses not to proceedwith the contract after tenders have beensubstantially prepared an amount of 1.0 percent of the value of the engineer’sestimate is appropriate as a payment to eachtenderer.

By its very nature the D&C procurement processencourages innovation. Its use on a project oftenresults in new methods of construction beingutilised and developed. The Inner City Bypass inthe heart of Brisbane is one major project whereD&C methods have provided a solid foundationfor innovative practices. This new 4.5km longroad consists of four tunnels, 14 bridges and twomajor interchanges. The D&C process employedby the Leighton Contractors team, workingclosely with a selected team of designconsultants, has allowed it to have more controlthan normal over the design process, enabling itto fully account for all construction constraintsassociated with the project. The integration ofdesign and construction planning meant thatLeighton engineers soundly overcame potentialproblems that would otherwise have derailed theproject’s progress. Using D&C allowed thecompany to rearrange the configuration of twotunnels which were to be constructed under amajor inner-city intersection. The new programconsiderably reduced traffic disruption andprovided a more efficient construction process. Inaddition the flexibility of the D&C process allowednew innovative construction techniques to beadopted during the $228 million project. Theseincluded a cost effective means of slip-forming aslotted pavement drain using an inflated tubetechnique — the first time such a technique hadbeen used in Australia.

Brisbane Inner City Bypass, Queensland

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4.1 Contract FinalisationThe key objectives of the contract finalisationstage are to:

• document the contract in the technical,commercial and legal terms of thepreferred tender;

• include in the contract any known changeswhich have arisen during the tender periodand to ensure that the negotiated terms ofsuch changes are based on sound technicaland commercial grounds; and

• ensure that the Owner’s procurementprocedures and processes are visible, andcommercially fair.

In setting these objectives, it should be clearthat the contract finalisation stage isdesigned to settle all outstanding technical,commercial and/or legal issues necessary forthe finalisation of the contract. It is notdesigned to allow the preferred tenderer tovary its price upwards nor to allow the Ownerto reduce the tendered price.

4.0 Finalisation

Transfield effectively harnessed the opportunitiesof the D&C process to deliver the BrisbaneAirport Rail Link within the project costparameters and two months ahead of schedule.Transfield employed structured methodology todevelop the working relationship with the designconsultants. This methodology included a designcharter, aligned goals and managementtechniques that focussed the team on supplyingdesign outputs to meet the constructionpriorities. Features were delivering continuousimprovement through structured consultation and feedback. Excellent communications andinformation flow supported the effort. The design construction process supported the fast-tracked construction strategy, requiringcoordinated activity over many work fronts.Construction activity commenced only twomonths after contract award with piling followingfour months later.

Brisbane Airport Rail Link, Queensland


5.1 Contract AdministrationA D&C contract imposes some additionalrequirements on the parties during the post-award phase. To ensure that the Owner’sobjectives and success criteria are met,particular consideration should be given tothe following issues in the tender andcontract documents:

• Communication is a key issue. Contractorsrequire review and decisions from Ownersin a timely manner. Owners should institutethe formation of a senior group, oftenknown as a Project Review Group, ProjectControl Group or Project Alignment Groupto ensure that there are no impediments tothe successful completion of the project, to take an overview, away from the day-to-day issues, of significant matters and toensure that the appropriate resources arebeing applied in sufficient quantity and atthe right time.

• Variations, often called Changes, areanother area of differentiation betweentraditional and D&C contracts. TheContractor is responsible for the design and has taken on that risk. Therefore it isentitled to prepare its design to takeadvantage of any savings in designdevelopment. Equally, the Owner is entitled to require the Contractor to provide a product that fully complies withthe Owner’s performance and technicalcriteria.

Variations will only arise if the Ownerchanges its performance scope or technicalcriteria, or if an event specified in theContract conditions (such as a change inlaw or regulation) occurs. Owners shouldbe prepared to authorise design changeswhich do not impact on function,performance or quality.

5.0 Administration

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• Owner’s Design Input and Review oftencauses tension between the parties. TheOwner wishes to make suggestions andensure that it has constructed that which itrequires, whilst the Contractor is generallyunder significant time and budgetconstraints. Owners can assist in managingthis issue by ensuring that the Contractdocuments:- clearly set out the Owner’s requirements

in regard to hold points and milestonedates;

- clearly set out the Owner’s requirementsin regard to a review or commentprocedure (including the time to beallowed by the Contractor inprogramming such a procedure);

- require the Contractor and Owner todevelop and agree a ProjectManagement Plan and a DesignManagement Plan; and

- clearly set out the Owner’s obligations inregard to review of documents.

Flexibility and a cohesive approach to the taskbetween contractor, client and consultants was a major factor in the success of the $15 millionLandmark Resort project in Nelson Bay, NSW.Having negotiated a D&C contract for the job,Leighton Contractors was able to use theadvantages of the method to deliver asignificantly positive outcome to its client. An open approach to design initiatives andstrategies was a key factor of the 122-roomresort’s early development and could only havebeen afforded under the D&C method. This,together with the fact that the Leighton projectteam was able to introduce a number of keydesign innovations to the project as a result ofthe flexibility of the D&C process, led tosubstantial savings in time and cost and theproject being completed on schedule and withinbudget.

The Landmark Resort, New South Wales


The model guidelines set out in thisdocument reflect what the ACA believes tobe contemporary best practice in the use ofthe D&C procurement process.

The Association believes that adoption of thismodel process by Owners and Contractorswill contribute greatly to the success of theproject, especially in meeting the time, costand quality expectations of the Owner.Adoption of this model process will alsomaximise the opportunities for improvedvalue for the Owner through innovation.

In developing these guidelines the ACA hasthe twin objectives of informing Owners andstimulating discussion and debate within theindustry.

Ultimately it is the Association’s desire tomaximise the opportunities for a successfuloutcome for the Owner and Contractor and toimprove the efficiency and effectiveness ofthe industry.

6.0 Conclusion

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AcknowledgmentsThanks are expressed to the following fortheir contribution to the development anddocumentation of D&C Projects – A ModelProcurement Process.

David Hudson (Chair)Peter BrechtPeter DempseyBob GusseyDr. Brian HewittJim BarrettEvans and Peck Management

Thanks are expressed to the followingorganisations that provided case studymaterial for this publication.

Barclay Mowlem Construction LimitedBaulderstone Hornibrook Pty LtdClough LimitedLeighton Contractors Pty LimitedThiess Pty LtdTransfield Pty Limited

ACA Members


Australian Constructors AssociationABN 63 065 806 948

Level Four51 Walker StreetNorth Sydney NSW 2060Australia

Telephone 61 (0)2 9466 5522Facsimile 61 (0)2 9466 5599

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Documents

D&C Projects - Constructors in complex projects, has improved ... But for contractors it involves significant additional costs arising from the initial work required by