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Division 7 Website: www.americanbar.org/groups/construction_industry/
divisions.html
In This Issue
Message from the Chair .............1 The Litigatable Lift ......................1 Extended Warranties in Bonded Contracts ....................................4
Tips for the Design Professional When Owner Terminates GC…...6
Member Spotlight…………………….8
A Special Collaboration of Divisions 7 and 11 of the ABA Forum
on Construction Law
Insurance,
Surety & Liens
The Litigatable Lift
By: Andrea Woods Nabholz Construction Services
One of my first tasks as in-house counsel for a general contractor (GC) was to negotiate a supply and installation contract with one of the world’s leading vertical transportation providers. I quickly learned that negotiating in a limited or sole-source supplier market could be a huge disadvantage. If the negotiation stalled, my new employer was not going to be impressed.
Open and frank dialog between the GC and supplier, a willingness to draft
language to fit the concerns, the project, and good rapport with the supplier were
important to the negotiation. Ultimately, however, the more critical steps toward
(Continued on page 2)
As we all know, one of the most gratifying benefits of membership in the Forum
is the opportunity it gives us to work together and to learn from one another. This
issue of the Division 7 Newsletter is an example, featuring three collaborative
articles by members of Division 7 and Division 11 (In-House Counsel). In typical
Forum fashion, when the call went out for articles for this joint effort, members of
both Divisions promptly responded with excellent ideas and timely articles.
(Continued on page 4)
Tim Ford Jamie Peterson Michael Clark Carl Circo
Message from Divisions 7 and 11
November 2016
2
a successful negotiation occurred before the negotiation commenced by learning more about the supplier and its
business.
If I wanted the supplier to understand and appreciate the GC’s reality, I needed to do the same for the supplier.
Increasing my familiarity with the supplier provided new insight and “opportunities to leverage advantage.”1 Simple
online searches presented helpful information about the supplier’s potential exposures. For example, U.S.
Consumer Product Safety Commission data estimated in 2014 that 24,007 injuries resulting from elevators and
escalators were treated in hospital emergency departments.2 According to numerous law firm websites offering their
services to the public, elevator injuries resulted from mis-leveling (not stopping at proper floor level), door failures
(defective sliding doors), sudden starts, stops, or changes in speed and over-acceleration.3 Injuries to the spine and
joint injuries, as well as impact-related injuries from being thrown within the elevator cab accounted for some hefty
verdicts.4 One building owner’s elevator lawsuit included claims for lost productivity, lost profits, and business
interruption costs.5 Users also reported emotional anxiety relating to use of elevators to access their offices.6 There
was much for me to learn about the elevator industry to gain even a rudimentary understanding of what their main
objectives would be during the negotiation.
In the beginning, the points of contention could have been predicted by even the least seasoned construction law
practitioner. They included indemnity, waiver of consequential damages, schedule, and refusal to engage in
alternative dispute resolution. Anything broader than a limited form indemnity agreement would not be accepted.
Changes to the schedule were critical to the supplier, and damage waivers and alternative dispute resolution
language was resolved by incorporating contractual obligations that mirrored the obligations between owner and the
GC. “Due to the sequential nature of our work, site conditions that we do not control but rely on others to complete
before we can perform our work, and the complexities of a construction project, an agreeable force majeure and
damages clause is important in our contracts,” says Khanh Josephson, Sr. Commercial Counsel at KONE , one of
the leading global vertical transportation providers.
The GC’s right to offset amounts owed by the supplier against amounts held or payable to the supplier on other
projects came into play as the negotiation progressed and became contentious. The supplier rejected the offset
provision outright due to challenges with their internal administrative accounting system. With revenue for the top
3 elevator and escalator suppliers in 2015 exceeding $30 billion,7 I could imagine their difficulties with adjusting for
an offset. Especially important to my client after the 2008 economic slide, I no longer had the authority to remove
this language without CFO approval. However, we reached an agreement on the offset section, identifying supplier-
defined regional markets within which the GC could offset.
Other points of contention warranted attention because they were of importance to the project owner. Delays on
installing an elevator spells loss of use and a plethora of damages. Astronomical delay costs can be calculated in
minutes by the CFO of a large health system or major retailer. This is a big issue for owners, so it’s a big issue for
GCs. I learned from the GC’s project manager that the supplier was late installing an elevator in a downtown office
building resulting in an accelerated work schedule to complete the project on time. Tactful discussion about this
recent situation with the supplier allowed the supplier to better understand the GC’s perspective and develop
language addressing both parties’ concerns. We addressed delay concerns by tightening the supplier’s notice
obligations so our team could timely and justifiably present requests for time extensions under its contract with the
owner.
With more information about the range of liability exposures faced by the supplier, I was able to acknowledge the
supplier’s highest areas of risk and focus on strengthening other areas of interest to the GC and owner. For instance,
we agreed on segregating the maintenance agreement from the initial construction contract. With this approach,
risks relating to maintenance, such as pricing, insurance, warranties, scope of work, frequency of visits, and
documentation are more easily managed and transferred.8 With maintenance as a primary area for claims, this
approach was more beneficial for the GC.
(The Litigable Lift Continued from page 1)
3
(The Litigable Lift Continued from page 2)
Although it did not make sense for this negotiation, if the project owner would have been large enough, it could have
considered independent consolidation of purchase orders to reduce cost and strengthen its position on maintenance
agreement conditions.9 This can create a “mutual dependency”10 in the long-term that is beneficial to the owner and
supplier. A large owner could contract with a limited or sole source supplier in this manner and remove the obstacles
resulting from the GC’s bargaining position.
Understanding the supplier’s market strategy is also helpful. If expanding in an identified market territory is the
supplier’s primary goal,11 offering introductions and access to the general contractor’s project decision makers in a
new territory can motivate supplier sales representatives to put additional pressure on their contract administrators to
soften on a point of contention. A recent Harvard Business Review article identified “Bring[ing] New Value to Your
Supplier” as the number one way to “rebalance the power equation and turn a purely commercial transaction into a
strategic partnership.” Potential new value can be a powerful motivator and can bring the account back to the scale
of a personal relationship, something more easily understood and maintained. In this case, re-establishing a
relationship in one of the GC’s growing territories improved the GC’s position during the negotiation.
When the negotiation began to seem like a battle of wills, I struggled to remember that a limited or sole-source supply
market can offer some benefits. Time is often saved and administrative costs reduced by contacting, vetting, and
negotiating with a single supplier.12 Admittedly, I also needed to succeed to impress my new employer.
The lesson learned was that negotiating an agreement in a limited or sole-source market doesn’t have to make you
throw up your hands in defeat. To the contrary, it can be an opportunity to think outside the box and fine-tune the
strengths your client possesses.
The lesson learned was that negotiating an agreement in a limited or sole-source market doesn’t have to make you
throw up your hands in defeat. To the contrary, it can be an opportunity to think outside the box and fine-tune the
strengths your client possesses.
Footnotes
1 Supply Market Analysis, Guidance Note General 2, National Public Procurement Policy Unit, (2005), http://etenders.gov.ie/Media/Default/SiteContent/
LegislationGuides/23.%20Supply%20Market%20Analysis.pdf.
2 NEISS Data Highlights – Calendar Year 2014, U.S. Consumer Product Safety Commission, National Electronic Injury Surveillance System, (2015), http://
www.cpsc.gov//Global/Neiss_prod/2014%20Neiss%20data%20highlights.pdf.
3 Top Causes of Elevator Accidents and Lawsuits, www.orlowlaw.com/resources/articles/top-causes-of-elevator-accidents-and-lawsuits (last visited Aug. 17, 2016);
Elevator Accident Lawyers, www.the-injury-lawyer-directory.com/elevator_accidents.html (last visited Aug. 17, 2016); Elevator and Escalator Accidents Lawyer in
New York, www.gairgair.com/elevator-and-escalator-accidents.html (last visited Aug. 17, 2016).
4 Elevator and Escalator Accidents Lawyer in New York, www.gairgair.com/elevator-and-escalator-accidents.html (last visited Aug. 17, 2016).
5 Patrick Danner, Elevators Lead to Lawsuit, (Jan. 19, 2011), www.mysanantonio.com/business/article/Elevators-leadto-a-lawsuit-966445.php.
6 Id.
7 Leading Companies worldwide in the area of elevators and escalators in 2015, based on revenue (in billion U.S. dollars), http://www.statista.com/
statistics/281179/leading-companies-in-the-area-of-elevators-and-escalators-by-revenue/ (2015).
8 Ellie Kelly, How to Find and Contract the Right Elevator Service Company – Part II, (Jan. 16, 2015), http://daytonabusinesslawyers.com/how-to-find-and-contract-
the-right-elevator-service-company-part-ii/.
9 Petros Paranikas, Grace Puma Whiteford, Bob Tevelson and Dan Belz, How to Negotiate with Powerful Suppliers, Harvard Business Review, (July-August 2015),
https://hbr.org/2015/07/how-to-negotiate-with-powerful-suppliers.
10 NEISS Data Highlights- Calendar Year 2014, supra note 2.
11 Paranikas, Whiteford, Tevelson and Belz, supra note 9.
12 Valencia Higuera, The Difference between a Single Source and a Sole Source for a Contract, (2016), http://smallbusiness.chron.com/difference-between-single-
source-sole-source-contract-32618.html.
4
Extended Warranties in Bonded Contracts: Effects on Bond Obligations, Costs and Negotiating Tips
By: Matthew Bryant—Arnstein & Lehr, LLC Ciara C. Young—Kinsley Construction, Inc.
(Message from the Chair from page 1)
D. Creighton Sebra, John Kimon Yiasemides, and Jennifer M. Kanady provide a wonderfully practical and concise
checklist for lawyers representing or working with design professionals on a project in which the owner has made
the drastic decision to terminate the general contractor. Among other things, their Tips for the Design Professional
When the Owner Terminates the General Contractor during a Project covers important insurance and bonding
issues, as well as potential lien problems. Naturally, their recommendations anticipate the probability for litigating
or arbitrating claims. Ultimately, they focus on the design professional’s role in the critical and difficult task of
getting the project back on track.
W. Matthew Bryant and Ciara C. Young combine on another excellent contribution, Extended Warranty in Bonded
Contracts, which deals with performance bond issues of growing significance whenever contracts provide for
warranties beyond the customary one-year period. They review the controlling legal principles that determine the
surety’s obligations and also offer special insights relative to the contractor’s bidding strategy and alternative ways
the project participants may address extended warranties.
In The Litigable Lift, Andrea Woods discusses the special considerations presented by negotiations involving limited
or sole-source market suppliers, such as elevator manufacturers. Not only does this article provide highly specific
tips for handling the special challenges of this situation, but it also illustrates one of the most important lessons for
representing clients who come to projects from different perspectives—the importance of managing the relationship
between contractor and supplier. She explains how to implement an interest-based, problem solving approach to
what otherwise might seem like a stressful negotiating process.
We hope that you enjoy these articles and take away some important practice tips from each of them. And please be
open to the next opportunity that comes your way to collaborate with members of other Divisions.
Extended warranty periods are becoming increasingly common in construction contracts. Contractors can no longer
assume the customary one year warranty or repair/maintenance period. The frequency of 18 month, two year and
even five year warranties is growing. So, what does this mean and how does it impact the construction contract and
any performance bonding obligations?
From bid time, the contractor must be aware of the warranty requirements of the bid documents. On bonded
projects, the duration of the warranty period can substantially impact the bid price and contract sum. Most
performance bonds guarantee performance of all obligations under the contract. The AIA A312 Performance Bond
form provides as follows: “The Contractor and Surety, jointly and severally, bind themselves, their heirs, executors,
administrators, successors and assigns to the Owner for the performance of the Construction Contract, which is
incorporated herein by reference.” Other proprietary bonds are even more unequivocal and expressly state that the
surety is obligated for all extended warranties.
Where a performance bond incorporates the underlying construction contract by reference, the provisions of the
contract become provisions of the bond. For example, in Tudor Development Group, Inc. v. U.S. Fidelity & Guar.
Co., 692 F. Supp. 461 (U.S.D.C. -- M.D. Pa. 1988), the court held that where a plaintiff owner alleged that a
contractor violated a warranty provision contained in the construction contract, the surety could be held responsible
under the terms of the bond it supplied for the construction contract. Id. at 465. See also Sweetwater Apartments,
5
P.A., LLC v. Ware Construction Services, Inc., 2012
WL 3155564 at *5 (U.S.D.C. – M.D. Ala. 2012)
(collecting cases). Similarly, when a contract including
a warranty provision of 18 months, two years, or five
years is incorporated into a performance bond, the
surety guarantees performance of the contract
obligation for the full contract warranty term. The
surety’s obligation normally remains limited by the
penal sum of the bond.
Typically, bond premiums are based on the bond
remaining in place for one year from substantial
completion. However, if the bond needs to stay in
place for two years or more to cover extended
warranties, the bond premium will increase
accordingly. Sureties know that the longer the
contractor’s obligations extend, the more risk the
contractor and the sureties are taking on.
Unfortunately, contractors often just assume a one year
period and fail to ensure the bond pricing used on bid
day or in a negotiated contract covers the applicable
warranty period for the project. If an extended
warranty and the associated additional premium is
missed in a hard bid or a negotiated contract, a
contractor can find itself in the difficult predicament of
either absorbing the costs, or going back to the owner
and telling it that the bond costs will actually be much
more, and asking it to cover the costs.
Contractors can use this knowledge to be creative in the
negotiation process with owners in an effort to be the
low bid and win the work. One option is to provide
alternate pricing at bid time. For example, if the
contract documents require a two year warranty, it may
be beneficial to provide alternate pricing for a one year
warranty. Also, in contrast to extended-term
performance bonds priced on the full contract sum,
owners may be willing to consider separate
maintenance bonds that are typically based on only
10% of the contract sum as the repair or correction of a
portion of the work is expected to be less than the cost
of performing the whole of the contract work. This
could be a value engineering option presented to an
owner desiring the protection of extended warranties.
Also, if the contractor has subcontractor default
insurance, it might be able to persuade an owner to not
require performance bonds for more than the typical
one year, thereby allowing the contractor to provide a
savings to the owner that its competitors may not be
able to provide. With subcontractor default insurance,
a contractor can assure the owner that coverage exists
to allow the contractor to address any deficiencies of
the subcontractors’ work, and that performance bonds
for the duration of the warranties are not necessary.
Owners are seeking longer warranty coverage for the
work they ask contractors to perform. Contractors will
provide the warranties their customers demand.
Sureties will provide performance bonds that cover the
contracts presented to them, at a price. Being aware of
the implications of a warranty beyond the customary
one year duration will allow owners, contractors, and
sureties to consider the amount of assurance
appropriate to guarantee performance of extended
warranty obligations. The assurance needed can then be
priced consistently with the risk undertaken by a surety,
and all the parties can reach an efficient balance of risk
and cost for a guarantee of extended warranty
performance.
6
When a contractor is terminated from a modern day construction project it is almost a virtual guarantee that the
termination will lead to litigation and/or arbitration. The monetary dispute, potential delay and cost over-run claims,
potential payment and performance bond claims, threat of litigation, and other claims and disputes usually dictate
that the aggrieved parties will be prone to include every person that had any project responsibility, including the
design professionals. In the past, design professionals relied heavily on the relationship with the owner and the
economic loss doctrine to avoid claims stemming from a termination of the contactor. However, with the
importance of contractual privity and the application of the economic-loss doctrine waning, claimants have made
significant inroads in developing claims and theories of liability against design professionals. Design professionals
should be on guard during the termination process and below are some practical tips for design professional’s
counsel to consider implementing when this complex situation occurs.
Tips for the project team:
Notify and update key personnel and identify a point person on the project team to contact regarding the project
status, i.e. “your boots on the ground”. Although there will be a lull in between the time the old general
contractor is terminated and the takeover by the new general contractor, there will be on-going issues that should
be addressed in real time.
Take the opportunity to have a detailed, privileged conversation with your point person. Have him/her identify
key issues that led to termination. Identify any issues that may be raised against the design team. Obtain all of
the documents related to the identified issues.
Meet with the project team and address concerns regarding the project’s continuation, explain counsel’s role,
confidentiality, privilege, and the application of litigation holds.
Make sure your project team provides the new general contractor copies of the submittal packages to-date as
soon as possible, and try to ensure that they include in their price the same products that were already approved.
Have your project team begin tracking time for a claim for additional services to the surety that steps in (or
Owner) as there will likely be a prolonged duration for the project, as well as additional services such as the ones
mentioned above to bring the new general contractor on board. These costs were not contemplated by the design
team in its contractual administration costs.
Continue to monitor the project’s progress. Have a point person alert counsel of any new issues or claims that
are allegedly caused by design team.
Tips for preparing for possible litigation:
Meet with company executives to make them aware of your plans and develop a potential list of risks and
exposure once your initial gathering of information is completed.
Consider providing notice of the circumstance to applicable insurance carriers. It is likely that such a termination
is going to result in litigation and although the termination action is between the Owner and the general
contractor the design team is likely to be pulled in.
Retain outside counsel. Counsel experienced with such actions and litigation will be an important resource to
identify issues and guide the next steps.
Tips for the Design Professional when the Owner Terminates the General Contractor During a Project By: Jennifer M. Kanady—FAC Services
D. Creighton Sebra—Morris, Polich & Purdy, LLP
John Kimon Yiasemides—Warner Construction Consultants, Inc.
7
Prepare and issue litigation holds
to project employees and any sub-
consultants in anticipation of
potential litigation. Although a
litigation hold may be issued by
the Owner, it is better to be
proactive. Not only will your
client/Owner appreciate it, if the
design team becomes a party, it
will be required.
Consider entering into a
cooperation agreement/joint
defense agreement with the
Owner, Owner’s Representative,
and/or sub-consultants.
Retain consultants to review
issues identified by a project
point person that may be a source
of a claim against design team,
particularly if items are
mentioned in the former
contractor’s claim or lawsuit.
Experts could include a technical
expert (on a design-related failure
issue), a scheduling/delay expert
(on prolongation and delay
issues), or a cost expert
(particularly if costs appear
disproportionate to issue(s)
raised).
Tips for Working with the Owner
in the re-bid process:
Review previous scope items that
were argued by the prior general
contractor to ensure coverage by
the new general contractor. The
Owner will appreciate the
exercise of not having to make
the same argument twice for
scope items; such as: if the
sprinkler heads were supposed to
be centered on the tiles per the
specifications. Or if there was a
conflict between plans and
specifications, ensure the new
general contractor does have the
correct items included in its price
to complete the work. These
items may include RFI(s), and
other documents that may have
changed the design, including
contract amendments,
supplemental instructions and
change orders.
Seek to ensure that the warranties
for previous work installed will
be upheld by the new general
contractor. For instance, storm
water pipes which are installed
may need a camera survey before
the general contractor will take on
warranty for the work. There may
be some items the general
contractor will not warrant, but
strive to obtain as many
replacement warranties as
possible. This is especially
important if the old general
contractor is no longer a going
concern.
Suggest that the design team
schedule a thorough review of the
site with the new general
contractor, Owner and/or
Owner’s Representative in order
to establish the expectations of
the parties, especially with
respect to work that has been
constructed incorrectly. As an
example, if concrete steps were
installed defectively, but the
defect is not obvious, the new
general contractor will claim
entitlement to a change order to
correct it. However, if the design
team identifies it prior to the
Owner contracting with the new
general contractor, it can be
factored into the new contract
price.
Avoid warranties, certifications,
and guarantees with respect to
certifications for payments or job
completion progress. Design
professional should attempt to
draft their payment certifications
to read less like warranties and
more like estimates and should
always avoid using the word
inspection. If there is any
additional insured language that
was provided by the general
contractor to the Owner which
included your firm, be sure the
new general contractor has also
included it.
As experience would dictate, it
seems that the first general
contractor/Owner contract gets
more input/review by the Design
Team than the replacement
contractor – try to be aware and
ensure that provisions involving
the design team are in the new
contract such as provisions
related to insurance, payment
application review, RFI/submittal
review and final acceptance.
The new general contractor will
have an extensive exclusions list;
attempt to review it with the
Owner prior to its acceptance by
the Owner.
The re-bid process often goes
quickly, and the Owner may not
actively engage the Designer in
the process. The design team
should insist on being involved,
as they may be able to address
concerns with the Owner and/or
Surety to help prevent them from
cutting scope out or trying to
Value Engineer (VE) the project
to get costs down in a way that is
unacceptable to the design team
for either aesthetic or functional
reasons. The VE process can
cause ripple-effect issues with the
design, especially mechanical
items. Thus, monitoring the
process is important.
Conclusion
Ultimately a design professional’s
ability to manage and overcome the
potential risks associated with
contractor termination is largely
determined by a clearly defined scope
of services, effective communications
and good documentation.
Maintaining good communication
with the owner and all parties as well
as proper project documentation
during the project and termination
process will usually prove invaluable
to the design professional.
8
DIVISION 7 DIVISION 7
IINSURANCENSURANCE, S, SURETYURETY & L& LIENSIENS
www.americanbar.org/groups/construction_industry/divisions.html
DIVISION 7 LEADERSHIPDIVISION 7 LEADERSHIP
CHAIR Timothy C. Ford
Hill, Ward Henderson Tampa, Florida (813) 227.8495
Tim.ford@hwhlaw.com
IMMEDIATE PAST CHAIR
Daniel P. King Frost Brown Todd LLC
Indianapolis, IN (317) 237.3800
dking@fbtlaw.com
STANDING SUBCOMMITTEES Membership
Jason Quintero, Chair jquintero@carltonfields.com
Programming Phil Truax, Chair
ptruax@lwickenslaw.com
Publications
B. Michael Clark, Jr., Chair mclark@srhl-law.com
Technology
Rob Dietz, Co-Chair rdietz@briglialaw.com
V. Samuel Laurin, Co-Chair slaurin@boselaw.com
STEERING COMMITTEE
Joshua Ballance B. Michael Clark Timothy C. Ford
Julia Hunting Daniel P. King
V. Samuel Laurin Troy Miller
Jason Quintero Phil Truax
Governing Committee Liaison Bill Franczek
FORUM STAFF
Tamara Harrington Manager, Forum on the Construction Industry
American Bar Association 312.988.6794
tamara.harrington@americanbar.org
Division Member Spotlight Erin Cannon
Erin is the Manager of Legal Affairs for Giant Cement Holding, Inc. and its
subsidiaries (the “GCHI Group”), the fourth largest cement producer and user of
waste as fuel on the East Coast. As the only attorney for the GCHI Group, her legal
work runs the gamut, including contract negotiation, handling insurance claims,
ensuring corporate compliance, developing internal policies and procedures, and
managing litigation for GCHI and its eight subsidiaries. Erin is engaged with virtually
every department in the GCHI Group, including sales, operations, and human
resources, and works closely with the senior executive and management teams, as
well as with outside counsel.
Prior to attending Howard University School of Law, Erin worked as a project
engineer and senior cost engineer for a large general contractor in Texas. She began
her legal career as a federal law clerk in the US District Court for the Eastern District
of Virginia. After that, she worked on cases related to internal investigations, white
collar crime, and complex commercial litigation at a large law firm in Chicago. From
there she moved to a regional firm where she utilized her background in engineering
and construction management to advise owners, homeowner association boards,
subcontractors, general contractors and design professionals, pursuing or defending
claims related to construction defects.
She likes to say that she picked the “perfect time” to join the Forum, attending the
2013 Mid-Winter Meeting (in the Bahamas) as her very first Forum event. Shortly
thereafter she was selected as a Diversity Fellow and has continuously increased her
involvement in the Forum. Since joining the Forum, Erin has had the opportunity to
assist as a first-time attendee mentor, serve as a steering committee member for
Division 11, and participate in the Diversity Committee as the Division 11 liaison.
In addition to her involvement in the Forum, Erin is a board member for the Diverse
Attorney Pipeline Program, a non-profit corporation formed to combat the continued
and systemic decline of African American and Latina women lawyers in large law
firms. Though she has not yet had the opportunity to present at a Forum event, Erin
was a presenter for the Illinois State Bar Association’s “Construction Contracts: the
Boiler Plate that Gives you Fits” and received the honor of being selected as the
Chicago Lawyer Magazine’s 40 Illinois Attorneys Under Forty to Watch in 2014.
Erin loves to travel, which has become more difficult now that she is a “legal
department of one” and enjoys spending time with her nieces and nephews, watching
sports, and playing with her new boxer puppy, named Floyd.
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