Chinese Nationalist Party Essay Example for Free

Chinese Nationalist Party Essay On 1 October 1949, Mao Zedong, leader of the Chinese Communist Party declared victory over the Nationalist Party (Guomindang) and brought an end to four brutally long years of Civil War. The Communist victory in the Civil War has however, created significant debate among historians, namely: was a Communist victory inevitable and if so is it more sensible to see the Chinese Civil War as a Communist victory or as a Nationalist defeat?When researching these questions it becomes blatantly obvious that the Guomindang government led by Chiang Kai-Shek was riddled with problems and they are very much the cause of their own downfall. Widespread government corruption, spiraling inflation, loss of public confidence and intractable poverty are just a few of the failings the Guomindang afflicted upon the Chinese people. These monumental failings make a Communist victory seem almost inevitable, in that they just happened to be there to assume power as the Nationalists lost support and drowned in their own mistakes. In this sense it is more sensible to view the Civil War as a Nationalist defeat, rather than a Communist victory. On the other hand, the Communists were able to turn dismal rural poverty and the Japanese invasion into assets, using them to convince villagers that radical change was imperative and that the Communist Party was best qualified to bring about this change. Seen in this light, superior strategy and organisational methods allowed the Communists to achieve victory and not just move into a vacuum as suggested by Barnett (Barnett, 1965: 1). There is certainly an element of inevitability with regard to the Communist victory, however, in this essay I will argue that not only was the outcome of the Chinese Civil War not preordained, but I will also critically evaluate the reasons the Guomindang lost the Civil War and explain that given their policy mistakes, the Civil War should be seen as a Nationalist defeat rather than a Communist victory. If the Nationalists had been willing to adapt and had they initiated some changes in their strategies, the Communist Party, no matter what its internal organisation or external strategies, would not have been able to bring revolution to China. This theory is not supported by Kubek, who argues that the cause of the  Nationalist defeat was due to a lack of aid from the United States, declaring sovietisation of China and Manchuria could be the only logical outcome of post-war United States policy in China (Kubek, 1965: 62). This view point is unduly simplistic and overvalues Americas role in China, an opinion supported by Chang, who believes the Guomindang governments failure was due not so much to lack of American support, but to its inherent defects (Chang, 1965: 40). Before analysing these inherent defects and the reasons that the Nationalist Party lost the Civil War, it is important to understand the fundamentals of the situation in China at the end of World War Two; specifically the consequences of the eight year war with Japan that totally exhausted the Guomindang militarily, economically and spiritually. Hsu argues that the war with Japan is the single most important cause for the downfall of the Nationalists and had there been no Japanese war, the situation in China would have been very different (Hsu, 1990: 734). Many of the Guomindangs problems such as factionalism, corruption and leadership were prevalent prior to the Sino-Japanese War; however it was during the last phases of the Sino-Japanese War that these problems reached crisis proportions and in hindsight it seems impossible that the Guomindang could have overcome these problems to defeat the Communists (Service, 1965: 29). Chang also believes that the Guomindang faced insurmountable problems prior to the Civil War, stating that the government of Chiang Kai-Shek was built on quicksand and clay. How can it stand? Is it any wonder that it fell like a house of cards when it had to face the Communist crisis? (Chang, C. 1965: 41). Westad, (2003: 7) however argues that in spite of the Guomindangs weaknesses, the outcome of the post-war conflict with the Communists was no way predetermined in 1945. At the end of the Sino-Japanese War the Guomindang held significant advantages over the Communists, with its widely recognised legitimate government controlling China, giving it the power to tax and conscript. On the other hand, the Communists could not match the Guomindangs troops in terms of training and equipment and could be  outgunned and outmanoeuvred in all major regions of the country (Westad, 2003: 8). Furthermore, the Communist party was hardly represented in the cities at all, which of course was the power base of the Guomindang. However, the Communists also had successes resulting from the war with Japan including increasing their area of control and practiced evolving their strategies of protracted guerrilla warfare against the Japanese which in turn generated public support. Despite this the partys main forces were still located in North-west China and they were not in such a powerful position that a civil war with the Guomindang would be a mere formality in securing control of the country. The Civil War is therefore simply not a case of the imminent decline of the Guomindang and the Communists irresistible rise. Rather the Sino-Japanese War provided the framework for the decisions and strategies that would ultimately lead to Nationalist defeat. The war with Japan left the Guomindang decimated and they did need to undergo reform in order to survive; however the factionalism and corruption within the Guomindang resulted in increasingly repressive controls being implemented upon the war weary Chinese people. At a time when new strategies were needed, the government instead continued its repressive controls and when war again broke out, the government lost even more support and collapsed with cataclysmic speed. This was due in no small part to the leadership of the Guomindang, whose perpetuation of their own power dominated over all other considerations (Service, 1965: 28). The arrogance and mismanagement of the Guomindang alienated the Chinese people and caused a loss of public confidence and respect. This loss of respect not only resulted in the Nationalists losing influence in their own power bases, but made it easier for the Communists to exploit this public disharmony and encourage the Chinese people to think that a change in administration would bring about a change in their fortunes. An example of the Guomindangs poor leadership strategies can be seen in their occupation of former Japanese colonies (Service, 1965: 29). The Chinese citizens within these Japanese occupied territories had waited eight  years for the return of Nationalist rule, but instead of being treated as victims of war, they were exploited. The Guomindang leaders did not return their land but acquired it as their own property; moreover, they virtually eliminated the monetary assets of these people. This was caused by the currency in the occupied territories going through extreme inflation as the government only offered the exorbitant exchange rate of two hundred to one; when a more reasonable rate would have been half that much (Phillips, 1996: 158). Furthermore, the puppet leaders that had been installed by the Japanese often kept their positions or became members of the Guomindang. Poor policy decisions such as this would lead to the downfall of the Guomindang, as it is impossible to fight a n effective war without the support of the people and the economic policies of the government alienated millions of suffering people. The Guomindangs economic problems were not limited to the territories formerly occupied by the Japanese. All over China inflation was an exceptionally large problem, for as the increases seen during the Japanese War were allowed to spiral out of control during the Civil War. Service, (1965: 29) argues that this is a direct result of corruption within the Guomindang, and that they refused to take any effective steps to check inflation or implement agricultural reforms for fear of losing the support of the landlord class in China. In view of this, the Guomindang developed urban industry at the expense of agricultural and financed this by simply printing more bank notes. Their economic mismanagement was disastrous for the majority of the Chinese people and meant that by 1948 government expenditure had become thirty times larger when compared to its pre-war level; the budget deficit had also blown out to thirty times it pre-war level and inflation was increasing at the rate of thirty per cent a month (Chang, K. 1965: 23). The Nationalist government faced imminent financial doom and the Chinese people were becoming aware of the selfish nature of their government whose economic policies and financial mismanagement destroyed the livelihood of hundreds of millions of Chinese. The failings of the Guomindang would provide the Communist party with ample opportunities to exploit the discontent of the Chinese people. This was one of the reasons for the Communist victory in that they were able to gain the support of people from the rural areas who the Guomindang had alienated. An example of this can be seen in the rural land reforms implemented in newly gained territories. In these areas the Communists promoted production and ensured supplies by creating a self-sufficient economy. To rouse the productive enthusiasm of the peasants, they launched a campaign to reduce rent and interest. Peasant associations and other organisations were urged to demand and enforce a 25 percent rent reduction, with a rent ceiling set at 37.5 percent of the crops. The interest rate on loans was limited to 1.5 percent a month, or 18 percent a year, much lower that the excessive rate formerly charged by the landlords (Westad, 2003: 11 and Fielding, 1999: 134). They were able to achieve these reforms without confiscating large amounts of land, as considerable redistribution of land to the peasants was accomplished by impo sing graduated taxes in such a way that larger landholders voluntarily sold land because it was no longer profitable. It is arguable that the Communists had no intention of eliminating the economic power of the landlords, but instead they showed the peasants that they could exercise their power locally and play an active role in the war against a government that some had come to despise. The Communists gave the peasants what they wanted: an army of friendly troops who not only did not steal their crops but helped them bring in the harvest and who implemented popular but gradual economic reforms (Ebrey, 1996: 289). This is in stark contrast to the Guomindang who did not understand the peasants and showed no interest in aiding them. They failed to see the revolutionary potential of the peasant masses and unlike the Communist Party never attempted to organise them. This situation was best summarised by Hsu: the stone that one builder had rejected became the cornerstone of the others house (Hsu, 1990: 738). However, many of the most important cause of the Nationalist defeat during the Civil War were military ones. Despite emerging from the Japanese War better equipped and trained, the Nationalist Army was a tired force (Hsu, 1990: 734). This war-weariness was felt throughout China and there was  widespread recognition that full scale civil war would be a tragedy for the country. It is therefore, not surprising that the Guomindangs persistence in military aggression towards the Communists, who were Chinese after all, failed to arouse the same patriotic loyalty as when the enemies were Japanese (Stuart, 1965: 19). Given this situation the Nationalist Army needed good leadership and to gain the support of the people; they were unsuccessful on both counts. This was largely due to the leadership system created by Chiang Kai-Shek that was a congerie of conservative political cliques concerned primarily with maintaining their own power (Service, 1965: 30). Furthermore, the highest military posts were reserved for those who like Chiang Kai-Shek had graduated from the Whampoa military academy and this often meant that more talented officers were turned away. General Barr of the United States said of the Guomindang leadership in 1949 that, their military debacles in my opinion can all be attributed to the worlds worst leadership and many other morale destroying factors that lead to a complete loss of will to fight (Barr, 1949: x quoted in Bianco, 1971: 180). In fact, many battles were lost by the Nationalists without a fight, as hundreds of thousands of troops simply defected or surrendered to the Communists (Barnett, 1965: 5). An example of this may be seen during the Huai-Huai Campaign, where poor military leadership caused the Nationalist troops to become surrounded and resulted in an irreparable loss of manpower without a fight (Phillips, 1996: 158). Rather than undertaking offensives to seek out and destroy the main mobile guerrilla units of the Communists, they holed up for the most part in isolated, vulnerable, defensive positions allowing the Communists to concentrate their forces and attack and overwhelm Nationalists positions one by one (Barnett, 1965: 5). This strategy played into the hands of the Communists whose primary goal was to reduce the numbers of the Nationalist army. They were not concerned with holding specific geographic areas and this allowed them to be a lot more flexible in their attacks. Moreover, the Communist troops were ordered to avoid large battles and to engage the enemy only when there was a high probability of victory. Mao Zedong argued that the only way guerrilla warfare could succeed  is if the army had the support of the people, and the Communists certainly had this (Mao Zedong, 1940: x cited in Bianco, 1971: 184). The Communists successfully achieved this through the use of propaganda. They portrayed themselves as defenders of the nation and the Guomindang as enemies of all levels of society, from peasant to scholar (Chang, C. 1965: 40). Chiang Kai-shek himself admitted that the Nationalists failure in propaganda was a major defect in our struggle against Communism (Kai-shek, 1965: 77). Despite this, the Nationalist army had many opportunities to seriously weaken the Communists. However, their leadership too often committed crucial tactical mistakes, which were the result of lack of communication and disputes within the party caused by the factionalism that riddled the Guomindang leadership (Westad, 2003: 11). Clique politics and factionalism would eventually lead to the situation where unified action to either solve the problems in Nationalist held territory or to fight against the Communists became virtually impossible (Barnett, 1965: 6). This is in stark contrast to the leadership of the Communist armies, whose generals were not concerned with personal gain, but instead co-operated with each other and gained the support of the Chinese people and worked towards a united goal (Westad, 2003: 9). These superior military tactics and aforementioned economic reforms brought the Communists wide spread support and ultimately victory. However, this victory would never have been achievable were it not for the military, economic and social failings of the Guomindang. Chiang Kai-Shek himself admitted major defects in organisation and technique in the Nationalists war against Communism, however he argued that these defects were remediable, so long as our strategy and policy were correct, I believe we still could have won (Kai-Shek, 1965: 82). It is in this light that the Chinese Civil War should be viewed not as a Communist victory, but as a Nationalist defeat. There is no doubt that the war against Japan was a crushing blow to the Nationalists economic and military power, however it was not fatal. The  Nationalist government could have continued to consolidate its power and authority by the sheer weight of its military strength and financial resources (Tsou, 1965: 28). Even though the Nationalist government was far from popular, it was the most powerful military and economic force in China and could have survived if it had been willing to regain the support of the people. Defeat to the Communists was therefore, far from inevitable, and the Nationalists were very much the engineers of their own demise. BIBLIOGRAPHY Barnett, A. (1965), Multiple factors, in Pichon Loh (ed.) The Kuomintang Debacle of 1949: Conquest or Collapse? D.C. Heath Company, BostonBianco, Lucien. (1971), Origins of the Chinese Revolution, 1915-1949 Stanford University Press, StanfordChang, Carsun. (1965), Chiang Kai-shek and Kuomintang dictatorship, in PichonLoh (ed.) The Kuomintang Debacle of 1949: Conquest or Collapse? D.C. Heath Company, BostonChang, Kia-Ngua. (1965) War and Inflation in Pichon Loh (ed.) The Kuomintang Debacle of 1949: Conquest or Collapse? D.C. Heath Company, BostonEbrey, Patricia. (1996), Cambridge Illustrated History: China, Cambridge University Press, Cambridge, EnglandFielding, Mark Morcombe, Margot. (1999), The Spirit of Change China in Revolution McGraw Hill Book Company, Roseville, NSWHsu, Immanuel C.Y. (1990), The Rise of Modern China Oxford University Press, New YorkKai-shek, Chiang 1965, Communist designs and Kuomintang blunders, inPichon Loh (ed.) The Kuomintang Debacle of 1949: Conquest o r Collapse?, D.C. Heath Company, BostonKubek, Anthony 1965, Communist subversion and American appeasement, inPichon Loh (ed.) The Kuomintang Debacle of 1949: Conquest or Collapse?, D.C. Heath Company, BostonPhillips, Richard. (1996) China since 1911 St Martins Press, New York. Service, John S. 1965, The enthronement of reaction, in Pichon Loh (ed.)The Kuomintang Debacle of 1949: Conquest or Collapse?, D.C. Heath Company,BostonStuart, John L. (1965), Popular Discontent and Creeping Paralysis, in Pichon Loh (ed.)The Kuomintang Debacle of 1949: Conquest or Collapse?, D.C. Heath Company,BostonTsou, Tang 1965, Contradictions between program and practise, in PichonLoh (ed.) The Kuomintang Debacle of 1949: Conquest or Collapse?, D.C. Heath Company, BostonWestad, Odd Arne 2003, Decisive Encounters: the Chinese Civil War 1946 -1950, Stanford University Press, California

My Favorite Horse Show Essays -- Personal Narrative, descriptive essay

As the first rays of the sun peak over the horizon, penetrating the dark, soft light illuminates the mist rising up from the ground, forming an eerie, almost surreal landscape. The ground sparkles, wet with dew, and while walking from the truck to the barn, my riding boots soak it in. The crickets still chirp, only slower now. They know that daytime fast approaches. Sounds, the soft rustling of hooves, a snort, and from far down the aisle a sharp whinny that begs for breakfast, inform me that the crickets are not the only ones preparing for the day. Sliding the barn doors open, I step into a warm, comforting environment. Musty straw mingles with the sharp aroma of pine shavings, complementing each other. A warm glow from sporadically placed incandescent lightbulbs richens the leather tack, all cleaned and hanging ready for the day's use. From it wafts the smell of a new pair of shoes. The fruity essence of "Show Sheen", applied after yesterday's baths, still lingers in the air. Even the harsh stinging scent of urine and manure is welcome at this early morning hour. Breaking open a bale of hay, I sense the sweetness of the dried timothy as it engulfs my olfactory system, making me wish my queasy stomach had not made me skip breakfast. I am nervous, as are many others. I know that the day ahead will bring excitement, dread, triumph, and defeat. The unpredictable nature of horse shows causes frenzied questions, like salmon spawning, to run constantly though my mind. Will the judge like my own particular style? What if t he red flowers bordering the first jump spook my horse? What if a piece of paper on the ground blows into the ring? Will this horse show be a success? The outcome depends not just on me; but a... ... to the barn, friends and family echo "congratulations" and "good for you". The feeling of accomplishment as I dismount amidst all of Hartwood's magic erases any doubts of earlier. Now we must pack. Our gear slowly fills the trucks, until finally, only the tack trunks remain. As I hold my ribbons, my gaze shifts to the showgrounds, almost deserted now, a forgotten battlefield with only the last stragglers searching for forgotten treasures, until I close my eyes and all of Hartwood's splendor flashes before me. Silently I say good bye. Laying my ribbons gingerly into my tack trunk, I straighten every wrinkle, smoothing them with my fingertips, almost caressing. Lowering the lid, I see their bright colors fade into the deep black darkness. Blues, reds, greens, soak in the smell of the neighboring leather, all tucked in, prepared for the long ride home.

Standard Forms of Building Contract

Furthermore, procedures for selecting main contractor and sub-contractor was reviewed and comparison was prepared to show differences between two procedures. A flow-chart diagram was attached in the Appendix to show the procedures. 2 Introduction 2. 1 Background of the Projects The project we are going to bid is a private development, which to construct a 24- storey residential apartment. The form of contract that the client decided to use in the captioned project is Hong Kong Standard Form of Building Contract 2005-WithQuantities, which is published by HKIS, HKIA & HKICM. The client preferred a single stage selective tendering approach and we are now going to enter the bid. 2. 2 Objectives (i) Understand the procurement strategy adopted (it) Understand the form of contract adopted (iii) Understand how the Client will appoint our company (iv)Understand how our company will appoint a subcontractor (v) Identify differences in tendering procedures 2. 4 Procurement Strategy Figure 1 Orga nizational structure ofa traditional strategy (RICS, 2013) Based on the above scenario, we assumed the project adopting the traditional rocurement.Traditional procurement is most commonly used approach in the construction industry. It's standard practice in the industry since 19th century. (RICS, 2013) Therefore, roles and responsibilities of contractors and different project consultants are well understood. In traditional procurement, design process is kept separate from the construction process. (RICS, 2013) The design have to be completed first and full documentation including drawings, specifications are needed before tendering process. In view of the client, he can remain his control over the design and ensuring quality.A contract dministrator will also appointed to monitor the projects, usually the architect or the engineer. In view of cost and contracts, all returned tenders are based on same intormation, the tender prices can be easily analyzed, and no need tor the Contracto r to build in a risk premium in the tender sum. If the designed is fully completed, construction costs can be determined with reasonable certainty given that there are no changes in the construction stage. OCT, 2008) However, this procurement method may take longer time because the scheme has to be more or less fully designed before seeking tenderers.Also, fragmented design nd construction process can leads to disputes between the Contractors and the designers, rather than single responsibility in â€Å"design-and-build† method. (RICS, 2013) 2. 5 Contract Choice Since the client has adopted traditional approach, â€Å"Hong Kong Standard Form of Building Contract Private Edition-With Quantities 2005 Edition† (HKSFBC05) has been chosen by the client to use in this tender. This contract is commonly used in private developments in Hong Kong. (KPK, 2010) It is a lump sum contract in which payment will be made at monthly interval.It's suitable for adopt in medium-large size building orks designed by the Employer, or someone on behalf of the Employer. Drawings and bills of quantities have to provide by the Employer to define the quantity and quality of the work for Contract to price for it. OCT, 2008) The HKSFBC05 contains detailed conditions which regulates the rights and obligations of the Employer and Contractor. Moreover, under Article 3&4 of the HKSFBC05, an Architect and a Quantity Surveyor have to be named to administer the contract conditions, their power and duties are also described in the Contract.The Architect will be the contract administrator whereas the quantity surveyor will assist im to prepare valuations for interim payments and variations, calculating liquidated damages (LD) and prepare final account, etc. Generally, the price is bases on lump sums and payment to be made in monthly interval. OCT, 2008) 3 Tendering Procedures 3. 1 Definition Tendering is the process by which bids are invited from interested contractors to carry out spe cific packages of construction work. The process aims to ensure achieving of true competition.Procurement strategy and forms of contract should have decided and confirmed in precedence to execute the tendering process. 3. 2 Main-contract The whole tendering procedures for main contract can be divided at 3 sections as follows:- 3. 2. 1 Establishment of Tender List At the very beginning of the process, the client should have compile a tenderer list, in order to ensure every contractor chosen to tender will be able to meet specified eligibility, if they are appointed. To form the tenderer list, pre-qualification mechanism may adopted.Interested contractors should prove that they meet minimum standards in certain criteria like financial conditions, project experience, protessional competence, etc during pre-qualitlcation. Sometimes, the consultant quantity surveyors will also give advice to prepare a potential tenderer list, depends on the clients need. Generally, 4 to 8 tenders is enou gh, depends on value and nature of the work. Once the tenderers list is compiled, preliminary enquiry should be made to those contractors on list, asking those potential contractors whether they are interested to bid the project before formal invitation.The outcome of the tender would be more satisfactory if the Contractor can decline at the earlier stage, and saving excessive papers for tender documents. 3. 2. 2 Tender Invitation and Submission During the compilation of the tenderers list, the consultant quantity surveyors should prepare the tender documents concurrently. So, as soon as the tender documents ready to be issue out (i. e. bill of quantities, drawings, specifications and client's specific requirements), the tender will be issue to the tenderers with the invitation.The good practice in the industry for the tendering period would be a minimum of 28 days in private sectors. This is a suggested fgure for traditional contract with no design responsibility from the contracto rs. For easier to analyze the capability of each contractor, usually the Employer will ask he tenderers to submit their own qualifications such as preliminary programme for the work, organization chart, etc. Details of those documents should be listed in the form of tender and also in the â€Å"Invitation to Tender† 3. 2. 3 Tender Assessment and Award All tenders should have received on the tender submission date.Sometimes the Employer maybe request the tenderers to submit non-price material such as Job reference, organization chart, financial statement, etc. These materials should be evaluated independently of the examination of the priced documents. OCT, 2012) To xamine the tenders efficiently, an assessment criteria should have established by the Employer. Price-oriented or quality-oriented? The answer should affect the examination process of tenders. For the priced documents (i. e. bill of quantities or schedule of rates), it should be checked to detect any arithmetical e rrors.Professional practice is that the tendered prices should never be altered without Justification. If there are any errors or discrepancies between BQ pages and the tender sum wrote in the form of the tender. There are procedures set out to deal with the above situation. Details of the errors should be given to the tenderers. If the said errors are rather minor in the contract sum, the tenderers may confirm the errors and abide his tender. Or the tenderers can withdraw his tender if he thinks the errors are unaffordable. However, it's depend on the tenderer's commercial decision.Under this procedure, correction of the overall tender price is not permitted. OCT, 2012) It the tenderer decided to stand by his submitted tender and confirmation nas been reached with the Employer, the gross amount of errors should be converted into a discount factor, usually express in percentage of the corrected tender sum. In Hong Kong projects, this factor is usually endorsed together in the letter of intent or letter to acceptance to the Main contractor. Then the factor will be applied to the variation account where related to the BQ or SOR, except those preliminaries, prime cost rates, provisional sums. WSCC, 2010) After checking errors, if there are any changes affecting prices or design, tender queries should be issued to all tenderers and carry out a second tender exercise. All replied tender queries should bind into the contract document as contract correspondences and forming part of contract, especially those with cost mplications. Upon completion of evaluation of returned tenders and tender queries, the consultant quantity surveyor should prepare a tender report and recommend the tenderer which he preferred.Then, the letter of intent or letter of acceptance should be sent out to complete the whole awarding process. 3. 3 Sub-contract The whole tendering procedures for sub contract can be divided at 3 sections as follows:- 3. 3. 1 Selection for a Specific Project When the contract was awarded to the Main Contractor as described above, the Main Contractor takes up total responsibility for the contract work. He cannot complete the hole work using only his own labour and worker. Sub-contractors is therefore needed, especially for E;M services, which require specialist sub-contractors.Each structured main contractor should have his own domestic sub-contractors (DSC) list, the criteria for being qualified into the list depends on different main contractors. Common criteria includes work quality, safety and health record, financial conditions, insurance cover, etc. (CIB, 1997) To appoint sub-contractors for specific project, a preliminary tenderer list should be prepared by drawing up suitable sub-contractors in the company approved list. Confirmations should be seek from potential tenderers if they are interested to tender.Numbers of tenders in the list should between four and six, for â€Å"construct only' sub-contract. (CIB, 1997) Same as appointin g main-contractor, upon complication of tender list, preliminary enquiry should be made with sufficient project details given to the proposed tenderers. Information including conditions of contracts, payment terms, amounts of retention, commencement date and completion date of main contract, etc. Clearly state all necessary information helps to reduce disputes between the main contractor and sub-contractors. CIB, 1997) 3. 3. Tender Invitation and Submission As a formal and good practice, a tender documents for acquiring prices is recommended. By using formal tender documents, offers from different sub- contractors are more easily to be analysed. In contrast, some main contractors may preterred simpler procedures such as asking sub-contractors to submit quotation themselves based on information received. However, in this report, formal tendering procedure are referred. For content of the tender documents, it's basically the same with those described above in the Main contract section .The tenders are to be sent out with the nvitations and date for submission of tenders should have stated in the invitations. The time for tendering should be 6 weeks for â€Å"construct only' tenders. In case of any queries, the tenderers should submit in writing to request for clarifications from the main contractors. (CIB, 1997) Method statements may be requested to submit from the tenderers to better assess their capability for the work and cost incurred by the main contractor for providing temporary working platform and storage space, etc. 3. . 3 Tender Assessment and Awa rd Like the procedure of selecting Main-contractors, only tenders submit by the ubmission date would be evaluated. Non-price material like method statements should be assessed independently, different methods may affect potential costs incurred by the main-contractor. The priced document will be go through checking process first, any arithmetical errors are to be notified to the tenderer and ask whether he wi ll stands by his tender price, procedures are generally same with those above described for main-contract.If it's possible, the tender prices should never be changed if the scope of works remain unchanged. (CIB, 1997) Subcontractors should then be chosen on the basis of the assessment criteria set own before issuing tender documents. The main contractor may arrange tender interview if he think it is necessary to clarify or amplify the submitted documents. Especially those preliminary items, such as provision of site office, storage, lifting equipment, insurance policy, etc. Responsibility for these items should clearly state and agree before awarding contract.Any matters agreed during the interview should be recorded in writing for further reference. If the main contractor has decided to appoint the tenderers as his subcontractors for the projects, the letter of acceptance should be sent as a formal record here. (CIB, 1997) In case the tendering process for sub-contractors start bef ore the award of main- contract and the preferred sub-contractor's tender are to be used for main tender submission, the sub-contractor should be notified so the sub-contractor can arrange his resources more efficiently.Upon the acceptance of the main contract tender, the main contractor should also accept that sub-contract tender price agreed before and notify the sub-contractor formally. Letter of acceptance should be sent to the preferred tenderers as a formal contractual record. (CIB, 1997) Conclusions Tendering procedures for main contract and sub contract has been briefly laborated in above passage. Major differences is illustrated by Figure 2 below.Description Sub-contract Compilation of Tenderer List Consultant QS or Employer Main Contractor Tendering Period 8 weeks minimum 6 weeks minimum Nos. of Tenderers Figure 2 Comparison of Tendering Procedures For the tenderer list, the one used for tendering for main contract are usually recommend by the consultant quantity surveyors or the client have its own preferred list, based on reputation. In contrast, each main contractor have its own sub- contractors list based on their specialized trade.For the tendering period, the codes suggested 8 weeks minimum for main contractors to prepare their tender for the Employer while 6 weeks minimum was suggested for sub-contractors to prepare their tender for main contractors. For numbers of tenderers, it is necessary to have sufficient numbers of tenderers to enable a fair competition. It's suggested 4-8 tenders will be enough for tendering of main contracts, depends on the value and nature of the projects. Fewer numbers of tenderers would be enough for selecting sub-contractors, 4-6 tenderers is suggested in the Codes, depends on different trades.

Graduation Speech I Am A Member Of National Honor Society

Feeling claustrophobic in an immense sea of blue and gold, I sat uncomfortably in one of the largest auditoriums I have experienced while watching my cousin’s high school graduation. A freshman at the time, I became mesmerized by the concept of secondary school, and was overjoyed to sit with my family and celebrate Margaret’s achievements. Scanning the graduates, something caught my eye; there were shimmering sashes around the necks of a select few students. An epiphany occurred in my mind and I was determined to be just like those seniors one day - I would be a member of National Honor Society and therefore be distinguished from my peers during my graduation ceremony. Unfortunately, the â€Å"School Point† section of my NHS application, where each club and sport activity counted for a point, was empty. As a child, I wasn’t allowed to be involved in any extracurriculars that weren’t agriculture based until obtaining my license and paying for my own expenses - gas bill, car insurance, et cetera. That was the beginning of the most riskful, yet most rewarding year of my high school career; a few precedents I made during the 2015-2016 year included getting a job, joining FFA, FCCLA, and the Academic Super Bowl teams, plus church work, simultaneously. I was fully aware that tackling this new schedule while having a heavy academic load would be challenging, because I was in all honors and Advanced Placement courses that left me with close to two hours of homework to complete eachShow MoreRelatedBiography: Oprah Gail Winfrey Essay1081 Words   |  5 Pagesgrades, attend church, and set an example of a model student for those younger than her. Oprah attended East Nashville High School, this is where she flourished. Oprah was in a number of clubs. 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