Laterally supported top only Laterally-supported top and bottom Height of wall between supports (m) Chisel Stone Chisel Stone Shadow Stone Shadow Stone Lava Stone Lava Stone Length of wall between supports (m) 0 1 2 3 4 5 6 7 8 9 Chart 7 Wall is laterally supported from both ends and the top Height of wall between supports (m) Length of wall between supports (m) Laterally supported both ends and top Chisel Stone Chisel Stone Shadow Stone Shadow Stone Lava Stone Lava Stone Laterally-supported both ends and top Design Considerations Brick Technical Manual 73 Chart 8 Wall is laterally supported from both ends only Height of wall between supports (m) Length of wall between supports (m) Laterally supported both sides, top free Chisel Stone 76Chisel Stone 162Shadow Stone76 Shadow Stone162 Lava Stone76 Lava Stone162 Laterally-supported both ends, top free Chart 9 Wall is laterally supported from one end and the top

For accelerated design and construction programs to work effectively, services of a professional construction manager are normally required. This cost, however, can be offset by the overall saving in the total project cost due to the reduction in construction time. Normally, the client is responsible for entering into the various construction contracts when multiple contracts are used. The construction manager acts as the clients agent in administration of the contracts. If the architect is to administer the contracts, additional compensation will be required beyond that associated with one general contractor who holds all subcontracts, as is the case in the traditional clientcontractor relationship. Architects manage all aspects of project design simultaneously, their own internal resources, relations with the specialty consultants, the processes that deliver service to the client, and through that service, the programs of client needs through the development process to the creation of a built environment. The requirement that architects be capable businesspersons is, therefore, far-reaching. The need for good business sense and a thorough knowledge of the architects own cost is reinforced by the need to manage these costs throughout the duration of the project. Allocation, commitment, and monitoring of the expenditure of resources are of critical importance to the financial success of every project. Only when these are properly managed can quality services, proper advice, appropriate design, and state-of-the-art contract documents be delivered to clients. As a businessperson, an architect is faced with acquiring personnel, advancing those who are outstanding, and removing those who are unacceptable. The firm should keep records of business expenses, file tax returns, provide employee benefits, distribute and account for profits, and keep accurate cost records for project planning and to satisfy government requirements. The architect must meet legal requirements for practice as an individual, partnership, or corporation. In many of these areas, the architect will be assisted by experts. It is impossible for an architect to practice effectively or successfully without a thorough understanding and complete concern for the business of architecture. Once the resources required to deliver services are assured, the architect should provide management skills to see that these services are kept timely, wellcoordinated, accurate, and closely related to the clients needs. This is especially important for work on large projects, in large design offices, or when dealing with the architects employees and consultants. The best talent must be secured, appropriately organized, directed, and coordinated to see that the project receives wellintegrated and well-directed professional service. The objective is to produce an appropriately designed facility the client needs, within budget, and on schedule. While the contractor has the front-line responsibility for budgeted construction cost and schedule, the architects resources and the services provided should be helpful in managing the construction process for the benefit of the client. The architects management of materials and technology and relationship with the client and contractors will account in good measure for the success of the project. Part of good office management is document control and record keeping. Much information is received, disseminated, and collated in an architects office. Included are project directories, contractual correspondence, client correspondence, consultant correspondence, minutes of meetings, insurance certifications, in-progress drawings, drawing release for owner review, and building permit and construction issues. Also dealt with are facsimiles, e-mail, computer tapes, calculations, shop drawings, specifications, material samples, renderings, photography, slides, field reports, specifications addenda, contract modifications, invoices, financial statements, audit records, and time records. In addition, there are contractor payment requests, change orders, personnel records, client references and more. Certain clients may have particular formats or record-keeping controls they impose on a project in addition to the architects standard procedures. A multitude of data is transferred among many parties during the progress of the architects services. The data should be maintained in an organized manner for future reference and archival purposes. The architect should establish an office procedure for document control, record keeping, and document storage beyond the life of the project to ensure easy retrieval. There are many computerized systems that can aid the architect in catalog filing and information retrieval. Record keeping can typically be subdivided into the following categories: contractual, financial, personnel, marketing and publicity, legal, correspondence, project documentation, drawings, shop drawings, warehousing, and archival records. These should not only be supervised but also controlled, inasmuch as some files require limited access for reasons of confidentiality and legalities. Various statutory codes, regulations, statutes, laws, and guidelines affect design and construction of projects. In most jurisdictions, the architect and engineer are required by law to design to applicable building codes and regulations, which vary from one jurisdiction to another and can vary between codes. Some jurisdictions that do not have sophisticated codes usually follow recognized national or international codes, which should be agreed on at the onset of a project so that the client and architect understand the rules for design and construction. All codes are intended for the health, welfare, and safety of the public and occupants of buildings. Affirmative-Action Program. The objective of equal employment opportunity and affirmative-action programs should be to ensure that individuals are recruited, hired, and promoted for all job classifications without regard to race, color, religion, national origin, sex, age, handicap, or veteran status. Employment decisions should be based solely on an individuals qualifications for the position for which the individual is considered. Affirmative action means more than equal employment opportunity. It means making a concentrated effort to inform the community of the architects desire to foster equal employment opportunity. It also means making a special effort to attract individuals to the profession and to engage them in a program of professional development. Furthermore, architects should be committed to a meaningful minority business enterprise (MBE) and women business enterprise (WBE) participation program. Initial contact with local MBE/WBE firms should be pursued for each applicable project to respond to this important requirement. Architects should be prepared to review this requirement with clients to achieve participation targets consistent with client goals and objectives. Most jurisdictions require a building permit for construction or remodeling. The building permit, for which a fee is paid by the contractor or client, is an indication that drawings showing the work to be done have been prepared by a registered professional and submitted to the governing authority have jurisdiction over design and construction of the project. Furthermore, it is an indication that this authority stipulates that the documents meet the intent of the applicable building codes and regulations. Issuance of a permit, however, does not relieve the governing agency of the right to inspect the project during and after construction and to require minor modifications. In addition, while most locales do not provide for a written permit by the fire department, this agency is involved in the review process relative to lifesafety provisions. It also has the right to inspect the project when constructed and to require modifications if they are considered appropriate to meet the intent of the code or the departments specific requirements. Major items reviewed by both the permit-issuing agencies relate to occupancy classifications, building population, fire separations, exiting requirements, travel paths for exiting, areas of refuse, and other general life safety and public health issues. Occupancy Permits. Many jurisdictions require that a permit be obtained by the client or tenant of a multitenant building indicating that the building or tenant space has been reviewed by the applicable agency and fire department. This permit indicates that the building meets the requirements of the building codes and is appropriate for occupancy for the intended use and classification for which the building or space was designed and constructed. In addition, elevator usage certificates are issued by certain building authorities. These certificates indicate that the elevators have been inspected and found to be acceptable for use based on the size, loading, and number of occupants posted on

It is recommended that strong acids such as hydrochloric acid (HCI) are NOT used, as this could create an irreversible reaction in the stone. Working with Bricks Brick Technical Manual 26 2.6.3 Armaclay Building Guidelines Only available in Western Australia Construction and Application Armaclay is not suitable for external applications. Armaclay can be used for internal walls and for the inner leaves of external cavity walls in full brick construction above floor level. Armaclay is suitable for use in single-storey or the uppermost storey of multi-storey house construction within the geometric limits of AS4055: Wind Loads for Housing. All internal surfaces should be hard plastered or cement rendered. Armaclay meets the requirements of AS/NZS4455: Masonry Units and Segmental Pavers. All construction should comply generally with AS3700: Masonry Structures. Wall Sizes The maximum height of internal walls is 2.7m. See National Construction Code. The lengths of external cavity walls please review Verticore Building Standards Joints