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Federal Preemption
Developer's Claim for Indemnity Against Architect for ADA and FHA Violations Rejected

Not Like Private Deals
City Contract May Not Be Modified Orally or by Course of Dealing, Court Holds

Business Risk Exclusion
CGL Insurer that Refused to Defend, Pay Claim Penalized, Held Liable

Little Known Hazard
Plumbers Burned as a Result of Natural Gas 'Odor Fade,' but Damage Award Reversed

Could Apply Broadly
Design Professional Denied Protection of Contract's Liability Limit by Florida Court

Part Of Lung Removed
Contractor Escapes Liability When Plaintiff Cannot Tie Infectious Fungus to Jobsite Dirt Stockpile

Disgorgement Order
Court Allows Discharge in Bankruptcy of Penalty for Violation of Contractor Licensing Law

Obligations Discharged
When Surety Takes Over Project, Owner Cannot Object to Replacement Contractor, Court Holds

Default Judgment
Notice, Accident, Own Work Defenses Rejected in Claims by General Contractor Against Plumber's Insurer

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Construction Industry News

Construction Case Study: Owner Gouges Himself


May 29, 2000


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Following is the first of an occasional series of case studies by James Acret, well-known author of books on construction law. The case studies will examine issues that can arise on construction projects.


By James Acret

When he took his MBA at Columbia Elmer specialized in real estate. He knew just about everything there was to know about calculating the probable discounted return on capital invested in a development after taking into account maintenance, depreciation, management, taxes, insurance, marketing, and projected vacancy factors.

He had a business plan to develop luxury apartments in Orange County, where the rental market was strong. Admittedly he didn't know a great deal about construction. He would hire an owner's representative to look after that side.

Elmer put together a package that included land, zoning, construction financing, takeout financing, and marketing. Investors could expect a cash flow that would be virtually tax-free for seven years.

A native of Detroit, Elmer was a fanatical hockey fan. He befriended some NHL players and got himself a pair of seats next to the penalty box. He had no trouble selling the development package to his hockey buddies. They were looking for an outlet for their ridiculous salaries.

He knew that contractors always whine and snivel about losing money on a job and try to make up for it by claiming extras. He started looking around for a contract form that would protect him. He found the AIA form to be very weak in this area. The provisions dealing with change orders were lengthy, and gave the contractor way too many opportunities to claim extra compensation, especially if the contractor was working in cahoots with the architect.

He finally found a form that seemed to give adequate protection to the owner. After he modified it to make it even stronger, it read this way:

All the work performed by the contractor will be deemed to be included within the contract price and under no circumstances whatsoever will the contractor be entitled to be paid any extra compensation beyond the contract price unless pursuant to an extra work order signed by both parties before the commencement of the extra work that clearly specifies that the work is extra and the amount to be paid therefor.

Work was proceeding on schedule when the city building inspector red-tagged the job. The rebar design, according to the inspector, did not meet code. The only practical solution was to add reinforcing steel.

Elmer did his homework. He knew his contractor, J&G, would try to rob him, so he got check bids in advance. The number he finally got from J&G was an obvious gouge. The rebar modifications were worth approximately $22,000 but J&G demanded $50,000 and wouldn't settle for a cent less. They were at an impasse. Elmer suspected Joan, the rebar subcontractor, and J&G were in cahoots. To hire another rebar subcontractor to follow Joan and make the necessary corrections was wildly inefficient and expensive. He considered throwing Joan off the job but that would get him into a wrongful termination suit where Joan would claim her lost profit. He considered hiring a separate subcontractor to work shoulder to shoulder with Joan but to do it that way would cost more than $50,000 and would give J&G an excuse to demand an extension of time. Removing J&G from the job would be even worse than removing Joan. To delete the rebar work from J&G's contract was unfeasible.

The problem was, he couldn't make J&G do a change without getting its signature on the extra work order! He was hoist by his own petard. J&G had a contractual right to perform the work per plans and specs. Elmer held his nose and signed for the $50,000.

It was a chastening experience. He'd been outsmarted by a couple dumb contractors with mud on their boots! In a reflective mood, Elmer took another look at the AIA contract. He still felt it was too complicated but at least he could have demanded the change regardless of whether J&G agreed to it and, using the power of the purse strings, avoid a gouge. It reminded Elmer of a line from James Thurber: it's better to fall flat on your face than to bend over too far backward!


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