The document provides an overview of construction project management for school districts. It discusses establishing clear lines of communication and responsibility matrices for district staff and consultants. It also discusses recognizing potential issues during construction like change orders exceeding 10% of the contract total and how to handle them, such as carefully scrutinizing documentation for change order requests. The document emphasizes the district's responsibility to taxpayers to resolve issues legally and promote success for all parties involved in the project.
CONSTRUCTION DISPUTES IN CONSTRUCTION WORK SITES AND THEIR PROBABLE SOLUTIONSIAEME Publication
All over the world the developing and developed nations are spending billions of
dollars each year to improve their existing infrastructure in order to bring it to next
level. Construction projects are generally considered as the back bones of each nation
be it any format. So when we talk about construction then it’s not alone generally it
involves different sectors such as electrical, mechanical and off course the civil sector
in order to work together as a single unit under one firm or organization. Here work is
divided into different small segments due to which different parties gets involved. The
construction projects requires highly specified designs , specifications and plans with
full detail not leaving a single scope of error. So being lengthy and complicated process
it undergoes through various phase which involves a hindrance popularly known as
disputes. It is nothing but a stage where contractor and client have different view or
prospective on any matter which needs to be sorted as soon as possible so as to maintain
smooth flow of work. So whenever there arise dispute it is followed by claims raised by
one or the other party which needs to be sorted out.
Guide for Construction Contract AdministratorsSarah Fox
An overview of the two main roles of a contract administrator on a generic construction project. The Contract Administrator acts as both agent of the employer and as decision-maker for critical certificates.
This notes sets out some of the questions to ask, case law to understand and tips for avoiding disputes arising from the administration of a contract.
Prepared by Sarah Fox, 500 Words Ltd, who lectured final year students at Salford University to help them become better contract administrators.
www.500words.co.uk
[Report] Who's protecting your blindside? Construction Management: Protectin...JLL
Risk management continues to top business agendas, being regarded as critical to succeed in today’s competitive and volatile corporate environment. However, many companies leave themselves open to significant risks in the delivery of real estate projects. Risk management continues to top business agendas, being regarded as critical to succeed in today’s competitive and volatile corporate environment. However, many companies leave themselves open to significant risks in the delivery of real estate projects.
To learn more about JLL's project and development services in APAC, please visit: http://bit.ly/1iEasVh
CONSTRUCTION DISPUTES IN CONSTRUCTION WORK SITES AND THEIR PROBABLE SOLUTIONSIAEME Publication
All over the world the developing and developed nations are spending billions of
dollars each year to improve their existing infrastructure in order to bring it to next
level. Construction projects are generally considered as the back bones of each nation
be it any format. So when we talk about construction then it’s not alone generally it
involves different sectors such as electrical, mechanical and off course the civil sector
in order to work together as a single unit under one firm or organization. Here work is
divided into different small segments due to which different parties gets involved. The
construction projects requires highly specified designs , specifications and plans with
full detail not leaving a single scope of error. So being lengthy and complicated process
it undergoes through various phase which involves a hindrance popularly known as
disputes. It is nothing but a stage where contractor and client have different view or
prospective on any matter which needs to be sorted as soon as possible so as to maintain
smooth flow of work. So whenever there arise dispute it is followed by claims raised by
one or the other party which needs to be sorted out.
Guide for Construction Contract AdministratorsSarah Fox
An overview of the two main roles of a contract administrator on a generic construction project. The Contract Administrator acts as both agent of the employer and as decision-maker for critical certificates.
This notes sets out some of the questions to ask, case law to understand and tips for avoiding disputes arising from the administration of a contract.
Prepared by Sarah Fox, 500 Words Ltd, who lectured final year students at Salford University to help them become better contract administrators.
www.500words.co.uk
[Report] Who's protecting your blindside? Construction Management: Protectin...JLL
Risk management continues to top business agendas, being regarded as critical to succeed in today’s competitive and volatile corporate environment. However, many companies leave themselves open to significant risks in the delivery of real estate projects. Risk management continues to top business agendas, being regarded as critical to succeed in today’s competitive and volatile corporate environment. However, many companies leave themselves open to significant risks in the delivery of real estate projects.
To learn more about JLL's project and development services in APAC, please visit: http://bit.ly/1iEasVh
Do you find yourself unable to agree contract terms because of their complexity?
Are you paralysed by indecision over which elements are important?
Do you find yourself avoiding the pain of paperwork by not signing or reviewing contracts?
Do you want a quick way of sorting out if your construction contract is good to go or may cause problems later in the project?
This checklist is designed for use during the tender stage to determine whether to continue.
The checklist was developed by Sarah Fox, author of the 500-Word Contract for construction projects. If you want to know how to use 4 key elements to evaluate contracts before they are signed then 500 Words Ltd runs a 90-minute introductory workshop to help you spot the disasters waiting to happen.
For information on how we can give you the confidence to use contracts for project success, email sarah@500words.co.uk or visit www.500words.co.uk
A checklist following our BUILD process for legal advisers and construction lawyers which puts the client at the heart of the legal process.
The BUILD process is:
B = begin with the brief
U = unlock the strategy
I = investigate, interpret and implement
L = lighten the load
D = deliver and de-brief
This document was developed by Sarah Fox, solicitor and legal trainer, for use in her workshops. It puts the client and the project first!
To learn more, go to www.500words.co.uk or email sarah@500words.co.uk.
Tips for effective administration of a construction contract and for reducing the risk of delay and change orders. Interplay between the contractors, the consultant and an owner.
Project Delivery Method: Logic and Tool to Make an Informed Choice / Bill Hale and Bill O’Brien. Presented at the 2016 CTR Symposium: http://ctr.utexas.edu/ctr-symp/
This was a presentation delivered by Dr Jon Broome, chair of the APM Contracts and Procurements specific interest group (SIG), on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Procurement in Focus - the pros and cons of various project delivery modelsConstruction in Focus
Choosing the correct project delivery model is a vital aspect of ensuring an infrastructure project is successful. Using the right delivery model for a given project ensures contractual obligations are allocated appropriately, risks are managed and objectives delivered. This article outlines the key factors that inform which delivery model will work best for a given project, then details the ideal uses of different delivery models, along with each of their pros and cons.
Construction Contracts Management based on UK common law using more than 40 cases of law with references from the UK, USA regulations, and international rules plus some examples from standard forms of construction contracts such as JCT, NEC & FIDIC.
Consensus Docs: Introduction to Integrated Project Delivery in ConstructionDBL Law
America’s commercial design and construction industry is fragmented, adversarial and inefficient. The industry that depends more than all others upon coordination, cooperation and teamwork among multiple participants is our most adversarial. It is the only major industry that is less productive today than it was in 1964, while other industries have doubled their productivity.
The conventional wisdom is that the way to secure the highest quality at the lowest price is to maximize completion pressure. This leads to selection based on a single criterion – price – which in turn requires that each competitor bid on the same scope and requirements.
Currently an architect prepares drawings and specifications in isolation. The assumption is that the architect will develop the best design absent a dialogue with those responsible for construction. Contractors then submit bids based on the design documents. This step assumes that those documents fully convey the building requirements in an understandable fashion.
Both assumptions are significantly flawed as this process sharply restricts the ability of the project team to communicate. Key decisions are made at the beginning of the project based on limited understanding. In contrast, integration of the project delivery team overcomes these shortcomings in the traditional delivery model, and paves the way for a dramatic elimination of waste.
Do you find yourself unable to agree contract terms because of their complexity?
Are you paralysed by indecision over which elements are important?
Do you find yourself avoiding the pain of paperwork by not signing or reviewing contracts?
Do you want a quick way of sorting out if your construction contract is good to go or may cause problems later in the project?
This checklist is designed for use during the tender stage to determine whether to continue.
The checklist was developed by Sarah Fox, author of the 500-Word Contract for construction projects. If you want to know how to use 4 key elements to evaluate contracts before they are signed then 500 Words Ltd runs a 90-minute introductory workshop to help you spot the disasters waiting to happen.
For information on how we can give you the confidence to use contracts for project success, email sarah@500words.co.uk or visit www.500words.co.uk
A checklist following our BUILD process for legal advisers and construction lawyers which puts the client at the heart of the legal process.
The BUILD process is:
B = begin with the brief
U = unlock the strategy
I = investigate, interpret and implement
L = lighten the load
D = deliver and de-brief
This document was developed by Sarah Fox, solicitor and legal trainer, for use in her workshops. It puts the client and the project first!
To learn more, go to www.500words.co.uk or email sarah@500words.co.uk.
Tips for effective administration of a construction contract and for reducing the risk of delay and change orders. Interplay between the contractors, the consultant and an owner.
Project Delivery Method: Logic and Tool to Make an Informed Choice / Bill Hale and Bill O’Brien. Presented at the 2016 CTR Symposium: http://ctr.utexas.edu/ctr-symp/
This was a presentation delivered by Dr Jon Broome, chair of the APM Contracts and Procurements specific interest group (SIG), on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Procurement in Focus - the pros and cons of various project delivery modelsConstruction in Focus
Choosing the correct project delivery model is a vital aspect of ensuring an infrastructure project is successful. Using the right delivery model for a given project ensures contractual obligations are allocated appropriately, risks are managed and objectives delivered. This article outlines the key factors that inform which delivery model will work best for a given project, then details the ideal uses of different delivery models, along with each of their pros and cons.
Construction Contracts Management based on UK common law using more than 40 cases of law with references from the UK, USA regulations, and international rules plus some examples from standard forms of construction contracts such as JCT, NEC & FIDIC.
Consensus Docs: Introduction to Integrated Project Delivery in ConstructionDBL Law
America’s commercial design and construction industry is fragmented, adversarial and inefficient. The industry that depends more than all others upon coordination, cooperation and teamwork among multiple participants is our most adversarial. It is the only major industry that is less productive today than it was in 1964, while other industries have doubled their productivity.
The conventional wisdom is that the way to secure the highest quality at the lowest price is to maximize completion pressure. This leads to selection based on a single criterion – price – which in turn requires that each competitor bid on the same scope and requirements.
Currently an architect prepares drawings and specifications in isolation. The assumption is that the architect will develop the best design absent a dialogue with those responsible for construction. Contractors then submit bids based on the design documents. This step assumes that those documents fully convey the building requirements in an understandable fashion.
Both assumptions are significantly flawed as this process sharply restricts the ability of the project team to communicate. Key decisions are made at the beginning of the project based on limited understanding. In contrast, integration of the project delivery team overcomes these shortcomings in the traditional delivery model, and paves the way for a dramatic elimination of waste.
This deck was presented to the Pennsylvania School Boards Association (PSBA) in 2010. It addressed some commonly overlooked critical items in the planning and execution of construction projects which could improve the overall performance of the project and reduce the risk of disputes and claims.
Table of contents
How to Design a Working Project Timeline
Write A Project Brief
Work With A Design Professional
Create A Plan
Break The Project Into Smaller Tasks
Write Down Time Estimates
General Contractor Vs. Subcontractor: Costs Compared
Differences in Responsibilities
Cost Differences
Healthcare Construction Management Secrets Every Project Manager Ought To Know
The Future of Oilsands Projects – Productivity Improvement & the Role o...Nick Anderson
Mobilizing armies of skilled labor from diverse locations and cultures, moving large equipment into remote locations in harsh climatic conditions and managing to budgets while costs are escalating make oil sands projects among the most challenging ever undertaken. Perhaps the most critical success factor in managing such complex projects is establishing and developing productive relationships. This key factor is very difficult to measure yet is cited repeatedly as the
number one reason for project failure. Consistently, project managers’ expectations of, colleagues, teams, subcontractors, workers and project partners are substantially different from what they actually think is expected of them. Such misalignments result in expected tasks not being completed in the way required for project success, tasks being completed in a sub-optimal sequence or excessive time invested on “low return” tasks.
These misalignments cascade into scheduling conflicts, delays, cost overruns, personnel turnover, increased stress, safety and legal issues.
The take-away: New methods have been developed for the gathering and analysing of expectations from both the expectation originator’s and expectation receiver’s point of view. This enables the diagnosis of misalignments critical to project success, and facilitates the timely conversations required to align expectations and to keep projects on track before they become critical variables. Resource and competency gaps are exposed and addressed. High achieving managers can be identified. A culture of communication, alignment and accountability can be measured and developed.
Bidkon consultants guarantee the most precise takeoff as our team of proficient Quantity Surveyors can all minute aspects of your project in detail, providing accurate bill of quantities and reviews.Being one of the best quantity surveyors in Melbourne our team of highly specialized and experienced professionals provide detailed precise and accurate take offs with comprehensive measurements, on the basis of drawings, specifications, schedules. We have successfully delivered projects for residential, commercial, institutional, health care, military and government sectors. We are committed to focusing on our clients’ individual needs and aim to offer a fast and efficient service. Our team members embrace Chartered Surveyors, Structural, Civil, Mechanical and Electrical Quantity Surveyors.
What are the steps in the construction process Solution .pdfananyainfotech
What are the steps in the construction process?
Solution
In an earlier publication of “Today’s Facility Manager,” Aarno Nurminen, President
of NJ based Nurminen Construction Corp., summarized six construction steps to be cognizant of
as an end-user of office space, a landlord, a broker, a design professional or a project manager.
Because Mr. Nurminen hit the nail on the head with his concept of the process, I thought I would
share the article in a “Clift’s Note version” if you will. As market conditions in the Bay Area
crept toward stabilization from the abnormalities in the market place created in large part by the
turbulent dotcom industry, the fundamental approach to office leasing, design and construction
has returned to be the norm as opposed to the exception. Step 1. Realistic Schedules Most real
estate professionals use the completion date in a typical construction schedule to determine the
chain of events that follow in their effort to organize the logistics of occupying or utilizing the
constructed area. And why not, that’s what “completion date” means. However, whatever your
expectations for a large project build-out, you may want to consider padding that schedule by up
to 20% to take into account unforeseen conditions, additions or changes. This will save you
dollars, grief and hard feelings. It is common for all facilities professionals, real estate brokers,
and related personnel to underestimate the multiple time factors involved in delivering a finished
product. Some contractors may be equally at fault because they may submit, or agree to,
schedules that are not realistic in their effort to appease the prospective client. Expediting the
return-on-investment maximizes value; but, if common sense regarding the daily business
decisions is taking a time-out, no one benefits! Collectively review schedules amongst all parties
and verify the feasibility of those schedules Step 2. Top Management Pre-Design Meetings In
my humble opinion, which is based on my experience in real estate brokerage and property and
asset management, this step—Top Management Pre-Design Meetings—is the single most critical
aspect for a smooth, successful project; one without extraordinary change orders and costly
delays. Frequently, as senior corporate management or other logistically important personnel of
a company reviews the final plans, or worse yet, walks the project or facility that is nearing
completion, they determine that the finishes are inadequate or that the layout does not flow from
department to department. Changes in a project, particularly those that are late in the process, are
most often quite costly in both time and money; something most parties, even the contractor,
want to do everything they can to avoid. Senior corporate management must be involved from
conception and design through construction and punch list phases. Participating senior
management members should make their preferences, tastes and other important details known
before des.
1. Construction Process Overview
Involvement, Issue Recognition, & Resolution
USCSchool Business Management
Certificate Program
Introduction
Establish clear lines of communication and a
responsibility matrix for your staff AND consultants.
District staffing structures vary... When you see
a position that doesn’t exist at your district, you
may assign the responsibilities to a different (still
appropriate) person on your staff.
Understand your consultant agreements. You need
to be fully aware of the services they are contracted
to provide, as well as what their capabilities are in
terms of available services to support your district.
Defining a single point of communication is essential
for each project. However, you will want to ensure
your team structure includes a strong system of
‘checks & balances’ to help mitigate potential
mistakes or sudden staffing departures during each
project.
As a district, you are ultimately liable and required
to prove as dependable stewards of the publics’
money. Facility projects are tangible proof of what
increased public funding can do for education.
While consultants (such as architects, construction
managers, & program managers) may understand
and express appreciation for maximizing your dollars
used for each project, they ultimately seek and will
position themselves to capitalize on your district’s
resources.
You get one chance to do each facility project
right. Establishing your team, and placing
responsibility in the appropriate areas, will help you
tremendously as projects come to fruition.
Team
DISTRICT STAFF
• Primary Point of Contact for
consultants/contractors/
inspectors
• Review/respond to Requests
for Info & Change Order
Requests
• Authority to direct changes
• Process payment
applications, stop notices,
deviation notices, etc...
• Develop/review change
orders for Board approval
• Can be used to supplement
District staff with project
management requirements...
MUST report to staff before
allowing/making any
changes.
• Depends on construction
delivery method. May also
serve as staff support similar
to program manager (CM
Agency method).
In addition to
inspection services,
District may need
labor compliance
consultant(s).
Director of Facilities/ConstructionDirector of Business Services
Facility/Construction
Account Technicians
Facility Planners
Construction Services
Inspector of Record
Materials Testing & Inspection Lab
Architect
Engineers
Program ManagerConstruction Manager
Chief Business Official
OPTIONAL OPTIONAL
I n v o l v e m e n t
2. Construction Process Overview
Involvement, Issue Recognition, & Resolution
USCSchool Business Management
Certificate Program
Introduction
Each construction project will result in a variety
of issues. The magnitude of each issue will vary,
however, there is no such thing as a project that is
100% flawless.
Preventing and mitigating the impact of issues
requires a basic understanding of what “triggers”
or “red flags” districts need to recognize during
the process. It should be noted, however, that the
practice of preparing a project for limited issues
begins well before any construction occurs. That
said, construction generally includes some basic
items that the district should recognize as potential
areas of concern.
Make sure to carefully read all construction
documents and contracts before any work begins.
California Public Contract Code (CPCC) includes
numerous references to strict timing deadlines and
cost limitations, but the construction documents
also include language that binds each district and
contractor to certain obligations not otherwise
covered in CPCC. When in doubt, seek legal
counsel!
PhasesI s s u e R e c o g n i t i o n
Bidding CompletionConstruction
• Advertising for bids &
bid solicitation
• Pre-Bid requests for
information
• Addenda
management
• Bid opening
• Issue notices to
proceed
• Issue all required
document formats
for requests for
information, meeting
minutes, change order
requests, and payment
application requests
• Reaffirm
communication
channels and
requirements to entire
team
• Coordinate activity with
site
• Review & update
construction project
management schedule
• Weekly progress
meetings - architect/
construction manager
should provide meeting
minutes
• Document/manage all
RFI’s, COR’s, contractor
stop notices
• Compile a punch-list
of items that need to
be corrected before
closing out the project
- architect/CM/
Inspector/District
• Verify all work is
complete and no
outstanding labor
compliance issues, pay-
apps or change orders
exist
• Release retention for
contractors
Range of the bid
amounts:
If the lowest bidder is
significantly lower than
everyone else, they may
have missed something.
This could lead to lots of
change order requests,
or that contractor may
go out of business in the
middle of the project.
Responsive vs.
Responsible Bidder:
Know the difference -
seek legal counsel for
help interpreting.
Change Orders:
10% maximum on
total contract.
See PCC Section
20118.4.
Each COR should
have lots of back-
up and agreement
from architect
before staff signs
off.
When in doubt,
contractors can be
asked to proceed
on a “time &
material” basis.
Never concede!
Stop Notices:
CA Civil Code 3103
Typically a result
of a general
contractor not
paying their subs
on time (or at all).
Typical flow:
1. Receive stop
notice
2. Verify sub is listed
3. Send notice to
County
4. Deduct stop
notice amount
(plus %)
5. Receive release
6. Send release to
Fiscal Services
7. Fiscal Services
send to County
Takeovers:
Get bonding
company
involved to take
over contract.
Communicate with
Surety all claims,
even potential
claims.
Records must
demonstrate
material breach
of contract,
contractor was
given opportunity
to cure the breach,
contractor failed,
and breach is not
justified.
Notice of Completion:
Once a NOC has been
approved by the Board
of Directors, the NOC
needs to be filed with
the county recorder’s
office. Retention may be
released (35) calendar
days after NOC has been
filed with the county
recorder’s office.
ThingstoKnowPhase
3. Construction Process Overview
Involvement, Issue Recognition, & Resolution
USCSchool Business Management
Certificate Program
ResponseR e s o l u t i o n
Introduction
Understanding the basic process and liabilities a
district has is the most important factor for resolving
construction related issues. Also, it is just important to
understand the liabilities your assigned consultants
and contractors have on each project as well.
Negotiating with consultants and contractors
is inevitable. Take care to maintain thorough
documentation and project notes to ensure you
don’t argue based on assumptions or verbal
agreements. Staff should review all the notes and
meeting minutes prepared by consultants before
accepting as true.
Working within the legal parameters and promoting
success for all parties in a project are essential. Set a
tone early that the district’s primary responsibility is
to the local community and taxpayers.
People talk
If leniency or an unjustified concession is ever
provided to a contractor/consultant it will lead
to a path of future requests from others. School
construction is a small community and it only takes
one slight ‘bending of the rules’ to forever damage
your district’s ability to deliver quality projects within
reasonable timelines and budgets.
Competition is a very good thing! Having consultants
that consistently get work for the district may require
a broader outreach for professional services. Long-
term relationships are not a bad thing, but lots of
viable firms exist throughout the state and district’s
should open up the opportunity to measure the fit
and the price for firms covering the same service.
The community deserves the best price and team
for each project and the district is responsible for
proving to them they got it (whether asked or not).
Change Order Requests
Contractor Goes Out of Business During Project
Replace Contractor
• Carefully scrutinize back-up that outlines
the logic behind the request. Verify time &
material costs for accuracy.
• Architect needs to approve the COR as valid.
• Construction Manager/Program Manager
should approve the COR as valid.
• Architects/CM’s generally get an increase in
their fee for contractor changes so never rely
100% on their feedback. Trust but verify!
• When in doubt, call nearby districts to see
what they think.
• Bonding company takes over project. They are responsible for payment on all outstanding “Stop Notices” for the defunct
contractor. Bonding companies require tremendous follow-up and staff needs to carefully monitor their progress.
• District files a Settlement & Release Agreement outlining the failure on the part of the contractor to fullfill the construction
agreement. An “Emergency Exception” may allow the district to replace the contractor without re-bidding the work. However,
this exception is tricky and should include a legal opinion backing up the choice to use it - primarily driven by safety concerns.
Consider how changes will effect other portions
of the work - specifically the timing of the project.
Contractors bid based on an assumed schedule.
If you cause any changes to this schedule it will
likely result in additional costs.
No set of architectural plans are perfect.
However, major change orders caused by errors
or omissions in the drawings/specifications should
be passed on to the architect. Specific contract
language should cover this.
Construction Managers can structure “bid
packages” to try and expedite a schedule and
lower costs. However, piecing together bid
packages is very difficult to do without error.
Significant coordination errors should be passed
on to the CM.
4. Construction Process Overview
Involvement, Issue Recognition, & Resolution
USCSchool Business Management
Certificate Program
ConstructionF o c u s e d O v e r s i g h t
ExpectationsSchedule
Success is Driven By Ethics!
Maintain high standards
Never be afraid to reach out for help
Commit to the best interests of your community
Seek out continuous education for you and your staff
Prevention Safety
21 3 4
• Develop a Reasonable Schedule
w/ a Safety Margin for the
Unforeseen
• Identify and Establish a Plan for
Long Lead Items
• Monitor Productivity vs. Crew
Sizes
• Plan for the Trades and
Manpower rather than Reacting
When it’s Too Late (Drive the
Schedule)
• Don’t wait for the Update to
Identify a Problem
• Maintain Quality Expectations
• Establish Expectations and
Requirements in Documents
• Conduct Pre-installation Meetings
w/ Tradesmen and Team
• Establish Mock-up Approvals of
Initial Work
• Establish Expectations w/ On-site
Team and IOR
• Identify Problems and Implement
Corrections as You Go
• Take the Time to Review the
Quality of Your Documents
• Resolve Issues as You Go (No
Problem Gets Better w/ Time!)
• Build Flexibility into Your Project
Timelines / Occupancy
• Recognize when it’s Not the
Contractor’s Fault
• Be Reasonable when Evaluating
Validity
• Demand a Safe Project
• Plan for Isolating the Construction
from Your Campus
• Identify and Plan for Haul/Delivery
Routes
• Identify Potential Interface Points
and Develop a Strategy
• Mandate the Standard of Safety
from Day One
• Identify Potential Problems and
Require an Implementation Plan
• Mandate Routine Safety Focused
Inspections
Resources for Information/Advice
District Resources
• Facilities/Construction Staff
• Legal Counsel
• Neighboring Districts
Outside Resources
• USCSBM Graduate Network
• FCMAT - www.fcmat.org
• CASH - www.cashnet.org