Covid-19 – consequences for housing associations and local authorities undertaking asset management works 

The current message from the UK Government on repairs and maintenance works is:  

• no works should be carried out by a tradesperson who has Covid-19 symptoms, however mild;
• works carried out in people's homes may continue provided that tradespeople follow Public Health England guidelines, including maintaining a two metre distance from any household occupants; and
• no works should be carried out in any household which is isolating or where an individual is being shielded (such as the over 70s and those with underlying health conditions), unless it is to remedy a direct risk to safety of the household and where the tradesperson is willing to carry out the works. 

• The TPC 2005 and TAC-1 provides for partnering/ alliance team members to work together to identify, minimise and share risks by a risk register (if used) and risk management activities and use of the Core Group to resolve to review the progress of the programme.
• Any partnering/ alliance team member must give early warning of any matter adversely affecting or threatening the programme or its own performance or another member and submit proposals for avoiding or remedying such matter.
• In the event of a matter arising which is beyond the reasonable control of the service provider which adversely affects the time for completion, the service provider must immediately notify the client representative/ alliance manager with cost information and detailed proposals for minimising the delay.
• All extensions of time are assessed by the client representative/ alliance manager on a fair and reasonable basis. 
• Subject to whether the standard forms have been amended, the service provider may be entitled to claim payment of site overheads as a result of the delay but not additional profit or central office overheads.
• Access to site is covered as an additional amendment in the Term Partnering Agreement/ Term Alliance Agreement and will often cross refer to detailed protocols set out in the Term Brief. 

• Like the TPC 2005 and TAC-1, the PPC 2000 provides for partnering team members to work together to identify, minimise and share risks by a risk register (if used) and risk management activities. Unless otherwise agreed, once the project has started on site, the constructor is responsible for managing all risks and must minimise any delays or increased costs to the project. 
• Any partnering team member must give early warning of any matter adversely affecting or threatening the project or its own performance and submit proposals for avoiding or remedying such matter.
• In the event of a delay caused by a defined list of events, the constructor must give notice to the client representative as soon as it becomes aware of the delay event and provide evidence and cost information and detailed proposals for overcoming such events and minimising their adverse effects on the cost, time for completion and quality of the project. 
• Applications for an extension of time are considered by the client representative on a fair and reasonable basis. Depending on the delay event, the client representative may also agree fair and reasonable additional payments to the constructor, but these are limited to site-based overheads. 
• Under clauses 26.6 and 26.7 the constructor may give notice to the client representative that it is impossible to proceed with or complete the project despite the partnering team having used their best endeavours to overcome or avoid the consequences. The client representative must convene a meeting of the core group to recommend action with may include suspension of the project.
• The constructor takes possession of the site subject to such constraints on possession and/or access as specified in the commencement agreement and project timetable. 

• Under the MTC, the contractor must give notice to the contract administrator of any matter which is causing or likely to cause a delay in completion and must use its best endeavours to carry out completion by the completion date. 
• If the contractor is unable to complete an order by reasons beyond his control, the contract administrator must fix a later date for completion as may be fair and reasonable.
• Access to the site is covered under clause 3.4 and if the contractor cannot gain access due to failure by the occupier to provide access it is entitled to claim for the delay costs assessed and valued as daywork. 

• Like the PPC and TPC/TAC 1, either party must give early warning of any matter they become aware of which could lead to either party being unable to comply with its obligations to any extent that is material and the client representative shall arrange a risk reduction meeting to consider the impact of the notified matter.
• Extension of time events are split between unpaid and paid events with unpaid events including delay in obtaining access to a property where the service provider has complied with its obligations under the contract in relation to securing access. Paid events relate to client default events.
• In all circumstances the service provider must take all reasonable steps to mitigate the effect of any circumstances and follow the notice procedures to notify the client representative within 2 business days of the event occurring and providing details regarding impact on costs, orders and defects.
• Force majeure is defined in the NHF form with related consequences of suspension and termination. 

• Understand your statutory duties as landlord in respect of essential and non-essential maintenance works.
• Engage as soon as possible with your key contractors and service providers to understand how they can continue to deliver the essential service to residents.
• Check the terms of your asset management contracts and supporting technical briefs, seeking legal advice where necessary.