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ConstructionRisk.com ReportÔ
http://www.constructionrisk.com
Vol. 2, No.1 - Jan. 2000
In This Issue:
· Architect Has No
Warranty Obligation to Condo Association
· Contractor Not Liable for Emotional Distress
· How Jargon Complicates
Construction
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Welcome to the First Issue of 2000
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Architect Had no Warranty Obligation to Condo Association
When certain flooring features of a condominium project failed, the
condominium homeowners association sued the project developer and the
general contractor who were responsible for construction. The parties
settled on a remedy for the deteriorating concrete subfloor, which
involved the application of a material called Ardex K-15 over the
surface of the concrete to remedy the situation. Architect did not make
any representation concerning the suitability of the remedy but agreed
to pay $15,000 towards the cost of the remedy in exchange for a release
of all claims against them arising out of the design, installation and
maintenance of the concrete.
The remedy failed to solve the problem, and the general contractor
apparently corrected the problem at its cost and then filed suit against
the architect to recover its costs. The contractor alleged that the
architect breached its duty of professional care, and breached express and
implied warranties concerning the materials selected for the repair. It
also raised various other tort claims on both its behalf and on behalf of the
Overlake Condominium Homeowners Association (OCHA).
Architect responded to the complaint by arguing that there was no
contract between the architect and the Homeowner association, or between
the architect and contractor, upon which a breach of warranty could be based. The lower
court found that the facts did not indicate there was any
misrepresentation by architects to Homeowners, any express warranty, or
any basis for finding an implied warranty, because implied warranties
are applicable only to the business of selling and not to the business
of manufacture. Further, "there was no contractual basis for
finding a breach of warranty because it was undisputed that there was no
contractual relationship between architects and OCHA."
On appeal, the court found the lower court's decision to be correct
with regard to rejecting the breach of warranty claim. As argued by the
architect, there could be no implied warranties between architects and
OCHA because implied warranties "arise from the business of selling
rather than the business of manufacture." As stated by the court,
"plaintiffs relied on the UCC statutory provisions [for their
argument in the lower court]. These provisions are limited in their
application to the sale of goods by contract, and thus the trial court
correctly ruled that these statutory sections would not apply to the
provision of architectural design services." The court also cited a
case stating the "Implied warranties to not apply to architects
because they provide services rather than goods. "
On the issue whether the release that was executed by the parties
barred the current claim against the architect for breach of a duty of
professional care or for misrepresentation, determined that the release
was somewhat ambiguous concerning its intent and did not clearly release
the architect from all liability. What the plaintiffs argued was the
trial court erred in concluding that the release barrier any claims
based on the failure of the Ardex K-15 remedy. The release provided as
follows:
"For and in consideration of the payment to Investment
Properties, Inc. of $5,000 by Lyttle and Keefe Architects, Inc. and
$10,000 by General Accident Insurance Company, Inc., Investment
Properties, Inc. hereby releases and forever discharges Lyttle and Keefe
Architects, Inc. and General Accident Insurance Company, Inc. of and
from any and all claims, demands, damages, actions or causes of action
related to the design, installation and maintenance of a lightweight
concrete underlayment for carpeting in the Overlake Condominium project
in Burlington, Vermont. It is understood and agree that this is a full
and final release of all claims of every nature and kind whatsoever, and
release claims that are known and unknown, suspected and unsuspected
regarding the deterioration of said lightweight concrete as an
underlayment for carpeting. "
Plaintiffs assert that the effect of the release is limited to
"design, installation and maintenance" and that the Ardex K-15
remedy does not fall within this limited scope. They also argue that the
provision of a suitable remedy for the problem was part of the
consideration for the release and, because the remedy failed,
consideration for the release failed as well. They also argued that they
were induced to sign the release by the architects representation that
the Ardex remedy would solve the problem. In contrast, the architects
point to the fact that the release applies to "any and all
claims" related to the concrete problem. In this case, the court
concluded that the language of the release along does not clearly reveal
the precise scope of the release. Consequently, the scope of the release
and whether it barred the complaint, would properly have to be decided
by a jury after hearing all the evidence, rather than by a judge on a
motion for summary judgment.
Investment Properties, Inc. James B. Foster, and Pizzagalli
Construction Company v. Lyttle & Keefe Architects, inc. (No.
98-050 Sup. Ct. Vermont) (1999 Vt. Lexis 234).
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Contractor Not Liable for Emotional Distress
As a result of poor construction, a jury awarded
judgment against a contractor in favor homeowners for recovery of the
full cost of necessary repair to the home plus damages for emotional
distress caused by the contractor's negligent performance. $50,000 was
awarded to each spouse for emotional distress. This was a highly unusual
result since courts almost always require that there be actual physical
injury to a person before that individual can recover for non-physical
damages such as emotional distress.
The judgment was appealed and the appellate court reversed the
judgment as to emotional distress, holding that where there is a
commercial contract, that contract is to set forth the remedies
available to the parties and that separate actions in tort (negligence)
are not permissible. According to the court, the available damages for
defective construction are limited to the cost of repairing the home,
including lost use or relocation expenses, or the diminution in value.
Probably what led the lower courts to allow the initial judgment was
the factual situation of the case. According to the testimony, "The
house leaked from every conceivable location. Walls were saturated in an
upstairs bedroom, two bedrooms downstairs, and the pool room. Nearly
every widow in the house leaked. The living room filled with three
inches of standing water. In several locations water 'poured in streams'
from the ceilings and walls. The ceiling in the garage became so
saturated . . . . the plaster liquefied and fell in chunks to the
floor." The contractors attempts at repair failed to resolve the
problems. Repair efforts included window caulking which melted and ran
down the windows and walls, the use of jackhammers and sledgehammers to
cut holes in exterior walls and ceilings, and various other procedures.
Inspection by another contractor determined that in addition to
defects in the roof, exterior stucco, windows and waterproofing, there
were serious structural problems. The foundation for the main structural
beam of the house, for example, could carry a load of only 2,000 pounds
instead of the 12,000 pounds that was required. During the entire repair
process the homeowners continued to live in the house, while work was
done around them. It is said that bad facts make bad law and it appears
that these facts certainly influenced the jury and the lower appeal
court to permit remedies for the homeowner that are typically
unallowable.
In discussing the facts of this case, the appellate court explained
several basic contract law principles that are important in analyzing
the damages claimed in any case. As explained by the court, contract
damages are generally limited to those that are within the contemplation
of the parties. The reason for this is that it furthers contractual
relations by enabling parties to estimate their financial risks in
advance. Enforcement of the intentions of the parties is the key to the
remedies for breach of contract. Tort law for negligence actions, on the
other hand, is intended to vindicate social policy.
In this case, the issue then was whether a negligent breach of
contract should give rise to both a breach of contract case and a tort
case, since negligence was the basis for the breach of contract. More
specifically, the court considered whether a negligent breach of
contract would support an award of damages for emotional distress --
either as tort damages for negligence or as consequential or special
damages for breach of contract.
The court stated: "Our previous decisions detail the reasons for
denying tort recovery in contract breach cases; the different objectives
underlying tort and contract breach; the importance of predictability in
assuring commercial stability in contractual dealings; [and] the
potential for converting every contract breach into a tort, with
accompanying punitive damage recovery." Where there is a contract,
the court stated that a party cannot recover for tort damages unless the
act that breached the contract was also a tortious act such as
negligence that breached a duty that the defendant had under law even in
the absence of the contract.
In the final analysis, on the breach of contract cause of action, the
court held that emotional distress damages in connection with property
damages are not compensable since there was not also physical personal
injury. And on the tort action the court stated that damages for mental
suffering and emotional distress are generally not recoverable in an
action for breach of an ordinary commercial contract.
On a personal note, having gone through the process of building a
home, the author of this newsletter article particularly appreciates the
wisdom shared by the court concerning what expectations such a homeowner
should have. As so well put by the court: "[The homeowners] may
have hoped to build their dream home and live happily ever after, but
there is reason that tag line belongs only in fairly tales. Building a
home may turn out to be a stress-free project; it is much more likely to
be the stuff of urban legends -- the cause of bankruptcy, marital
dissolution, hypertension and fleeting fantasies ranging from homicide
to suicide."
Barry Erlich v. John Menezes; Ron Rebalo, et al., 21 Cal. 4th
543; 981 P.2d 978 (1999).
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How Jargon Complicates Construction:
The same Processes are Often
Described Differently
By Michael Kenig, Vice Chairman, Holder Construction Company
Put yourself in the shoes of a facilities manager who is responsible
for constructing a facility for the first time. You call people you
trust to determine how you should go about it, and ask each of them to
put it in terms you can understand. As each of your trusted counselors
gives you advice about the process you should use to construct your
project, they seem to be describing the same basic things with different
terminology. And they all have a strong opinion about the best way to do
the job.
It all begins to run together. So you let the process run its natural
course, or you pass the responsibility for making the decision about
which delivery process to use to a consultant who speaks the language.
You wash your hands of the whole thing and hope youve made the most
cost-effective decision.
There are various terms that describe and construction services
hard bid, lump-sum contracting, team approach, bridging, negotiated,
fast track, CM, CM at-risk, partnering, design-build, design-bid build
and many variations on these. But there are really only two delivery
methods traditional bid and team approach.
So why are there so many ways to say the same thing?
No matter which delivery method is applied the traditional bid or
the team approach the basic elements are the same regardless of the
size or type of project. Every project goes through need determination,
planning, design, construction and occupancy. Whether you are building a
new building or renovating an existing structure, you must still
determine how much space you need; plan how you will configure the
space; have someone design the space; build the space; and then occupy
the space.
In the traditional bid approach, there is a clear separation between
design and construction phases, typically known as the bid phase. Using
this method, cost is usually the predominant factor for selecting who
will be delivering your construction services.
In a team approach, most team members are on board at the outset and
were selected because of their qualifications and their ability to make
the process value and quality-driven.
When you take the terms mentioned above and analyze how each of these
presumably different delivery methods works, you find that every one of
them belongs in one of the categories:
Traditional bid: Hard bid, hard money, lump-sum contracting or
design-bid build
Team approach: Negotiated, CM at-risk and construction management
Several terms can belong in either of the two categories of delivery
methods. Examples include design-build and bridging, which both address
different ways of assigning the design and construction
responsibilities. The design-build process can be competitively bid
(traditional bid) or negotiated (team approach). The same is true for
the bridging concept. Where one architect establishes the design concept
and a second architect produces the working drawings.
Another term that can be placed under either heading is fast track.
In a fast-track project, the phases of the process overlap to accelerate
the schedule. In some cases, you will fast track by breaking out
elements of the construction documents and hard bid and award each
element to separate contractors. On the other hand, the team approach,
by nature, facilitates a fast-track process. You are able to take
advantage of having all your consultants involved during the design
phase of the project and the ability to phase construction early, such
as site work, foundation and structure. One team member, usually the
contractor, eventually takes the risk.
So, if there are really only two delivery methods - traditional
bid and team approach who benefits from clarifying how we label our
processes and methods, and who benefits from putting everyone on the
same page of our industry dictionary?
Simply put, everyone involved benefits.
Defining the type and scope of the relationship early in a project,
and ensuring that everyone understands which method is being used,
allows all players to spend their time communicating, meeting your
needs, and delivering the best possible product. And that benefits the
entire industry.
From service purchasers to the engineers, suppliers and vendors, the
entire design and construction industry will do a better job if we
clarify communications. Consider how quickly we could turn efforts to
more important arenas and get about the business of improving awareness
of the quality and value commitment we make if communications were
clarified. When moving forward with a project, step one should be
deciding whether to use a traditional bid or team approach. Step two is
how to assign responsibilities and risks within the team, and step three
is to prepare contracts consistent with the decisions made in step two.
The contract between the school and the consultant describes and
defines the relationship between the two parties. Rather than picking a
consultant and forcing relationships to work with the contract, the
relationship and responsibilities should be determined first. A contract
then should be prepared to match the desired relationship.
In deciding which delivery method to use, facilities managers often
work backwards by picking a contract type and assigning the
responsibilities too quickly. They realize too late that they have made
the step one decision (traditional bid or team approach) without knowing
they were making it. Why should you care? It matters because the success
of a project is often directly correlated to the delivery method used on
the project. As a facilities manager, you make the decision at the very
beginning of the project which of these two delivery systems you will
have on your project.
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About the Author: Michael
Kenig is Vice Chairman of Holder Construction in Atlanta. He specializes
in assisting Owners during the planning stage of their projects, helping
them set their projects up to be successful. Michael has also written
several articles on successful project delivery. He holds a degree in
Construction Engineering and Management from Purdue University.
Holder Construction Corporation
3333 Riverwood Pkwy., Ste. 400
Atlanta, Ga. 30339;
Phone: 770-988-3260; Fax: 770-988-3215
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Copyright 2000, ConstructionRisk.com, LLC

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