Building Resource Manual Project Management Guidelines ... - Pobal

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Funded by the Irish Government under the National Development Plan 2007-2013

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Building Resource Manual

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Pobal Holbrook House Holles Street Dublin 2 Tel: 01-2400700 Fax: 01-6610411 Email: [email protected] Web: www.pobal.ie

Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities

Introduction

This manual has been prepared by Pobal, on behalf of the Office of the Minister for Children and Youth Affairs (OMCYA), to support community and voluntary groups through the steps of a community building project. Pobal collaborated in the development of this manual with PM (Project Management) Group and Crean Salley Architects. Pobal would also like to acknowledge the contributions of Alice Griffin (DESSA), Michael Hamill (Healy Kelly Turner & Townsend) and Ann Lane (St. Anne’s Day Nursery, Cork), The manual specifically focuses on the requirements for buildings funded by the Government’s National Childcare Investment Programme (NCIP) and all guidance provided is relevant at the time of print. The manual is specially tailored to support voluntary committees embarking on a community building project and aims to provide the tools for effective project management. While each community building project is unique, they all go through the steps of planning, tendering and construction. This manual provides a guide, including templates, to help community groups through each stage of the process.

How to use the resource manual

great detail. These are already covered in the earlier publication, ‘We like this place…’, published by Pobal in 2002. A brief overview of the content in each of the 12 stages is provided below: Stage 01. Getting started The initial steps of getting started such as; identifying the local childcare need, setting out clear roles and responsibilities of the Project Committee and producing a draft plan. Stage 02. Project management plan Developing the Project Management Plan and agreeing the project schedule and budget. Stage 03. The site Site investigation, certifying the proposed site/ premises are suitable. This section also contains information on the requirement to have a legal charge/mortgage for NCIP capital funded projects. Stage 04. Appointment of design team The importance of appointing a design team, the various professionals which make-up a project team structure.

This Resource Manual is available to be used by all project team members working on community construction projects. It is recommended that each team member reads through this manual at the start of the project and keeps the manual available as a reference point throughout the life of the project.

Stage 05. Contractual arrangements

While many groups will be at different stages of the process when they first read this manual, those groups approved funding should read it in conjunction with the Capital Information Guide for Community Providers. Those groups who wish to apply for capital funding towards the cost of the project should read the Resource Manual in conjunction with NCIP application guidelines available from your local City/ County Childcare Committee.

Stage 06. Working with the architect

This manual describes the steps covering the key stages of developing a childcare building and highlights the decisions which must be made at each stage. It does not cover design decisions in

Information on the public procurement guidelines and the form of government contracts to be applied for NCIP capital funded projects for construction and design consultant contracts. Working with the architect to develop the project brief from sketch design to complete design and production of a pre-tender estimate. Stage 07. Planning permission The planning process, the various types of planning permission and time-frame involved through this process.

Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities

‘Building to your design gives you the opportunity to produce the ideal facility.’

Stage 08. Construction tendering & contract The tendering process for selecting and appointing the building contractor. Stage 09. On-site

By completing each task before moving on to the next task, you will be able to successfully manage your project and produce a superb resource for your community.

Start of construction stage through to final sign-off and completion of the childcare facility.

The Project Management model

Stage 10. Project risks

1. Plan the project.

Risk analysis, listings all risks associated with the project and rating them appropriately between high, medium and low risk.

2. Do the project.

Project management involves three basic steps.

3. Check that the project is adhering to the plan.

Stage 11. Design ideas Pointers for designing the childcare facility including information on sustainable design and building energy rating. Stage 12.

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Review & feedback

Incorporating an effective review system over the life-time of the project along with a final checklist.

Why project management is important

PLAN THE PROJECT

Taking on a major capital project of this nature may be a significant challenge for a community group, but it does provide a great opportunity to create the ideal facility, the right size in the right place and to design for your community. While many groups may see the benefit of a project like this, they may be daunted by all the different tasks that must be completed. Building a community facility requires a clear understanding and vision of what the end service outcomes will be; this challenges voluntary committees to articulate these needs effectively to ensure the building professionals (architects, contractors etc.) deliver the required facility on time and within budget. This is best achieved through the effective use of project management techniques. Project management is a structured way of managing a project from start through to completion. All projects go through the same processes. This manual outlines the steps that must be taken and sequences them in a structured manner.

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CHECK THE PROJECT

DO THE PROJECT

FINISH THE PROJECT

As planning the project is the most important step in running the project, this manual concentrates on developing a project plan. If a good project plan is developed it can give the group confidence to implement the plan.

Contents

Stage 01

Getting started

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Stage 02

Project management plan

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Stage 03

The site

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Stage 04

Appointment of design team

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Stage 05

Contractual arrangements

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Stage 06

Working with the architect

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Stage 07

Planning permission

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Stage 08

Construction tendering & contract

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Stage 09

On-site

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Stage 10

Project risks

50

Stage 11

Design ideas

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Stage 12

Review & feedback

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Appendices 1 - Useful contacts

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Appendices 2 - Project plan

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ISBN No. 978-1-904262-34-3

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The importance and role of a Project Committee Key personnel/professionals and their role The Office of the Minister for Children and Youth Affairs (OMCYA)

Contents of sample project plan Useful prompts when forming the Project Committee

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For community groups interested in setting up or expanding a childcare service, there are a series of steps to be taken to bring the project through to reality. Getting started requires some basic groundwork. This stage gives a guide to where to start, who to contact and how to prepare for the stages ahead. It will give a brief understanding of: • Identifying a need for childcare in the locality; • Forming the Project Committee; • Developing the project plan. Ideally these steps should be completed in the time between discussing your project idea with your local City/County Childcare Committee and before receipt of the letter of indicative funding from the Office of the Minister for Children and Youth Affairs (OMCYA).

Identifying the need for childcare The starting point for any childcare project involves identifying the need for childcare in the locality through a combination of knowing the area, market research and reviewing the needs analysis undertaken by the local City/County Childcare Committee (CCC). This work will also help to identify the type of service required, such as full-day care, part-time, sessional, and/or out-of-school services. At this early stage, it is essential to be clear about the extent of the need for childcare in the area, both at present and in the future. Gathering accurate and real information about the area, will provide clear direction when the building project moves to more advanced stages. It will enable the management committee to ensure the facility built matches clearly with the current and future needs of the community. As the process evolves, the exact type of childcare service required will need to be expanded upon in significant detail, but clarifying the basic need at the outset will ensure the facility delivers and responds to the need identified. This manual will help in building up the picture, over a number of stages, in order to ensure that when professionals are engaged at later stages in the process, their direction is clearly

grounded in the needs of the community. At this stage the basic size and type of service needs to be determined. • What age group will be catered for? • Will the service provide full day, part-time or sessional care? • What facilities are needed to accommodate special needs? Many of these questions are addressed in the NCIP Project Proposal Summary which will have been completed with the assistance of the CCC when applying for funding. If the numbers used in that proposal were not properly researched and verified at that time, it is important to back-track and get these numbers right at this stage. Having identified the objectives of the project (the provision of childcare places), we can now examine possible ways of providing that service. It may not be necessary to take on a construction project. It may be possible to purchase or lease an existing building. All options for providing the service should be carefully examined. Having examined all the options a preferred solution can be selected. Details of the preferred solution should be documented as an output specification for the project. This may be something simple like: build a 2,000 sq ft building to provide childcare places for 50 children.

Forming the Project Committee A need for a new or extended childcare facility has by now been established. Contact will have been made with the County/City Childcare Committee (CCC). In moving forward, one of the first things to establish is a working committee whose specific role is to manage this new building project. We call this committee the Project Committee. In some instances a childcare management committee may already be in place. However, it is good practice to form a separate core group of people with specific expertise to see the building project through from beginning to end.

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‘It is important to know the type of building required right from the start as this may have a considerable impact on budget and schedule.’

Note for NCIP applicants: The community group is likely to have completed an Expression of Interest form, may also have progressed to the next stage and completed the ‘Project Proposal Framework’ with the CCC. Indicative approval for capital funding from the Office of the Minister for Children and Youth Affairs may even have been received. The setting up of a Project Committee will assist in satisfying the NCIP requirements that follow, after funding approval and before money can be drawn down. This stage explores the idea of establishing an effective Project Committee. It will identify: • What a Project Committee is and why it is important; • The role of the Committee; • Key personnel/professionals and their particular roles.

The importance and role of a Project Committee STAGE 01 Getting started

Establishing an effective and efficient Committee is important to the overall success of the project. It ensures that there is a team of people with specific expertise to manage the project, from the early stage of applying for capital funding, right through to the finished development. The community group should endeavour to source local expertise, either within the existing group or outside it, such as an engineer, architect, builder, accountant, solicitor or childcare worker. Where possible, people with these areas of expertise should be invited onto the Committee to work on a voluntary basis. Some community groups may already have an established appropriate voluntary committee that is working very well. In this case it may only require reviewing membership, identifying gaps and inviting expertise onto the committee, as required. In reviewing the skills of the group, the team should be very mindful that the construction of a childcare facility requires a very different set of skills than those required to operate the childcare facility.

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Key personnel/professionals and their role The Committee will be more productive as a small team with defined roles, as opposed to a large team where roles are unclear. This will also assist in the decision making process. A team of five to six is ideal for most projects. It is also necessary to appoint a person to co-ordinate the committee and lead the team, such as a project manager, chairperson or co-ordinator. This person needs to co-ordinate and oversee the project’s development from the beginning to the end. The lead person must also ensure that there is open communications between all members of the team. Persons with specific expertise should be encouraged or invited onto the Committee. Ideally they will be pro-active and have appropriate experience relevant to the project. While it is preferable that all team members attend all meetings, it is perfectly reasonable that some individuals will only attend meetings pertinent to their role. It should be emphasised that their role is one of guidance/ advice until such time as expertise is required on a professional basis. The following are some examples of possible roles within a Project Committee.

Project manager (Chairperson/ Co-ordinator) The project manager will be required to co-ordinate and oversee the project from beginning to end. This does not require that this individual does all the work, but the project manager needs to co-ordinate the efforts of the other team members. An effective project manager does not need to be a building expert. S/he sets the agenda for the group and keeps the group progressing to the schedule and the budget. The project manager may also act as spokesperson for the group and link with relevant external bodies such as Pobal.

Architect/engineer An architect or building specialist will advise on site and construction matters at an early stage until the appointment of the Design Team. S/he may also advise on site suitability and procedures to procure a Design Team.

Childcare advisor An experienced childcare advisor will bring valuable experience to the project in terms of having a good working knowledge of the needs of the childcare service. S/he may also advise on the drawing up of plans and appropriate layout and provision of rooms.

Support from key project sponsors is important to the success of the project.

City/County Childcare Committee representative Each city and county has a City/County Childcare Committee (CCC) dedicated to supporting local childcare services and playing a key role in implementing the NCIP. One of the roles of the CCC is to carry out a needs analysis of the city/county to identify gaps in the provision of childcare service. The CCC is the first point of contact when considering setting up or expanding a service and provides support with:

Financial advisor

• Accessing information on the NCIP at local level

This person should be competent with financial matters and will play an essential role in monitoring the budget, maintaining records and advising on financial matters throughout the project.

• Facilitating applicants through the stages of the funding process

Legal & insurance advisor

• Supporting quality development of childcare services

A person with legal background or relevant legal experience will advise on the setting up a legal structure for a company, limited or otherwise, and advise on title documents, executing a mortgage charge, site procurement, contract documents and legal requirements. It may be difficult for the group to get this expertise on a voluntary basis so the group may decide to appoint a solicitor to complete these tasks and provide general legal advice to the group. Outside the core Project Committee, there are many other individuals and stakeholders who can have a positive or negative impact on the project.

Project sponsor The project sponsor may not be part of the Project Committee, but is a key person ensuring the success of the project. The sponsor is someone who has authority to make key decisions on the project; for example, if the development is on church property, the parish priest may be the project sponsor.

• Expression of Interest forms • Completing Project Proposal Framework

The CCC is charged with providing an initial assessment of the funding proposals against the criteria of local need, value for money and quality of the proposal. A City/CCC representative would have useful information (both local and broader) and expertise to bring to any childcare project. For community groups seeking capital funding, in particular, the CCC can act as an advisory link between the committee and Pobal, especially at key stages throughout the project (such as application, finance draw down and reporting stages).

The Office of the Minister for Children and Youth Affairs (OMCYA) The Office of the Minister for Children and Youth Affairs (OMCYA) within the Department of Health and Children has responsibility for government policy relating to childcare, child protection and welfare, juvenile justice and early years education. The OMCYA is responsible for the National Childcare Investment Programme (NCIP) which involves

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the allocation of grant aid for the development of childcare facilities. With regard to applications for childcare funding, the OMCYA, as part of the Department of Health and Children: • Directs the policy and sets the criteria for funding • Chairs the Programme Appraisal Committee • Makes the final decision on all applications • Communicates funding decisions to the applicant, CCC and Pobal.

Pobal

STAGE 01 Getting started

Pobal manages the day to day operations of the National Childcare Investment Programme (NCIP) on behalf of the Office of the Minister for Children and Youth Affairs (OMCYA), and :

• Who will be responsible for the different aspects of the project? • How will they make decisions? • How will they manage through busy periods or through holiday periods? Investing time and effort in agreeing these “rules of operation” will save a lot of angst and disquiet later in the process. It is better that any “awkward” issues are openly discussed and all issues brought to the fore where they can be dealt with, otherwise issues tend to linger and cause ongoing disruption to the cohesive working of the team.

Project plan

• Provides support to and liaises with the City/ County Childcare Committees and funded beneficiaries;

Having established the need for the project and created the Project Committee, the first task for the committee is to establish a project plan.

• Undertakes checks of county portfolios of funding applications for accuracy, consistency and completeness;

Experience shows that investing time at the start of the process, specifically in developing a good project plan, will have the greatest impact on delivering a successful project to a realistic timetable.

• Reviews all information and submits recommendations to the OMCYA Programme Appraisal Committee; • Manages the expenditure, implementation and monitoring of grant aid with all approved projects.

Meetings & decisions of the Project Committee One of the first tasks of the committee is to decide how they will operate as a team. This is the first occasion where a skilful project manager is required. Ideally the group will form a cohesive effective team which is able to make good decisions quickly. The team leader needs to find the right balance between being authoritarian or alternatively having endless debate and no decisions. The group needs to make decisions on issues, such as: • Who will be the Project manager/Committee chairperson?

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• How often will they meet?

At a minimum, a project plan answers basic questions about the project: • Why? – Why is this project being proposed? Is the need for the project clearly defined? • What? - What is the work that will be carried out? • Who? - Who will be involved and what are their responsibilities within the project? How will they be organised? • When? - What is the project timeline and when will particularly meaningful points be complete? • Where? – Where will the facility be built? Is the site secured? • How much? - What is the project budget and how will it be managed? • Risks? – What are the major risks associated with the project? Developing the project plan can be a tedious and difficult exercise as it asks many detailed questions of the new committee. As the group agrees on these key

decisions, it should record its decisions in the project plan. As the project evolves and more information becomes available, it may be necessary to update the project plan. For many projects, a good project plan developed at the start of the project will be sufficient to see the project through to completion.

Appendix 2 includes a template for a project plan. When completing the plan, the team should complete it as they see fit so as to personalise the plan to make it relevant to the team and to its project. While the plan should be documented, this can be handwritten if necessary.

Contents of a Sample Project Plan Section 1

Project Committee

• A brief description of the Project Committee including the team members and their roles within the team; • Contact numbers should also be listed.

Section 2

Project description

There are three headings in this section: • Current & future service provision: This is a verification of the information provided in NCIP application, Project Proposal Summary; • Description of the service to be provided; • Description of the proposed new facility.

Section 3

Budget

This provides: • A summary of the planned expenditure and sources of funding for the project; • Details of cost control and cash flow projections should also be provided.

Section 4

The site

Description of the site, whether or not a site has been identified or secured.

Section 5


• Describe the contractual arrangements that will be established with the various professional services including the method that will be used to procure those services. • Outline the work that the architect will be required to do.

Section 6

Working with the contractor

Describe the contractual arrangements that will be established with the construction contractor including the method that will be used to hire the contractor.

Section 8

Project schedule

Summarise the project schedule by listing the key milestones; for example, commence construction and complete construction.

Section 9

Project risks

Identify the critical project risks; give brief description on why they are critical and how they are going to be managed. Consider risks under each of the sections of this plan, e.g. Project Team, Service provision, Budget, Site, Architect, Contractor and Schedule.

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‘It is tempting to get stuck into the project before developing a project plan. Taking time to develop a plan will pay dividends later.’

Useful prompts when forming the Project Committee • Is there a clear understanding of the role of the committee? • Is there a current committee in place? If so, is it working efficiently and effectively and what improvements can be made? • Is there a lead person to represent the team? • Are there available experienced professionals willing to join the Project Committee on a voluntary basis? • Are there any conflict of interest issues that need to be addressed? • Are all proposed members of the committee understanding and committed to their role as team members?

STAGE 01 Getting started

• Have the why, what, who, when, where, how much and risks been assessed and clearly been documented.

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Project management plan Contents Project Committee Project description Budget The site Working with the architect Working with the contractor Project risks Developing a project schedule Developing a project budget

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Project management plan Completing a good project plan is a very important step in the process of developing a successful project. This section of the manual lists the key areas which should be addressed within the plan. The key point about any plan is that the plan is owned by the entire team.

STAGE 02 Project management plan

The process of developing the plan is as important as the plan itself. Take time to develop a good plan, and make it personal to your project. Do not copy a plan from another group. Somebody else’s plan, even if it is a good plan, it is still their plan. It is not your plan. A template for a project plan is included in Appendix 2 of this manual. This section gives a brief guide to completing that plan.

Project Committee List the names and roles/responsibilities of each member of the Project Committee. Successful teams are teams where people have clear roles and responsibilities. The Project manager and other key members of the project team should be identified. Where possible, there should be a financial, legal, building design and childcare advisor on the Committee. This stage should detail how the group makes decisions. The project plan should identify who the “owner” of the complete facility will be and the legal status of that owner.

Project description The Committee will already have carried out an exercise to determine the need for a childcare service in the area as part of the NCIP project proposal. This exercise would have covered the type and number of childcare places to be provided. At this point the committee needs to re-confirm these numbers so as to ensure that the project is based on accurate data. The group also needs to consider other ways of achieving this objective; for example, is there another building available which the group may use?

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Budget Provide a summary of the planned expenditure and sources of funding for the project. There are more details on budgeting and controlling project costs further on in this section under developing a project budget.

The site If the group has a site, provide details about the site; for example, location and dimensions. If a site has not yet been secured, describe how the site will be procured and the requirements for a new site. There are more details on sites and site selection in Stage 3 of this manual and also in ‘We like this place…’.

Working with an architect Provide details of the contractual relationships that will be entered into with the architect or any other professional services. There are more details on procuring an architect and working with the architect in Stages 5 and 6 of this manual.

Working with the contractor Provide details of the contractual relationships that will be entered into with the contractor or any subcontractors. There are more details on procuring a contractor and working with the contractor in Stage 8 of this manual.

Project risks Provide a list of the major risks associated with the project, including the probability of their occurrence, level of impact and brief description of how the Committee will deal with each major risk. There are additional details on project risks in Stage 10 of this manual.

Developing a project schedule Providing structure This may be an intimidating exercise as it is often at this point that individuals realise the volume of work

‘An option worth investigating is that sites can sometimes be made available from a local authority as part of a community service. In some cases community groups have successfully secured a free site from their local authority. ‘ ahead of them. This fear is unnecessary, as we now have a structured way to approach the task at hand. Having developed a project description, the next thing is to decide what the team actually needs to do, and how to do it. To do this a list of all the tasks involved will need to be generated. Having developed the list of tasks, we can then organise them in a structured way and assign responsibility to individuals for the different tasks. This list of tasks is referred to as a Work Breakdown Structure or WBS in project management literature. If any of these tasks are too complex to describe easily, break it down into another level of sub tasks, until a complete list of clear and simple tasks is reached. Under the terms of the NCIP, the committee needs to sign a contract within a specified timeframe. This timeframe will be specified on the letter of indicative approval from the OMCYA. In order to achieve this time line, the committee is advised to complete as much preparation work as possible before receipt of the letter. This preparation work can be completed without incurring significant costs. Sequencing of tasks Having developed the list of tasks we need to order the tasks to produce a project schedule. This is often carried out using software tools like Microsoft Project© or Primevera© but the process is more important than the software used. For many projects a schedule can be created on a spreadsheet or even on paper. In sequencing the tasks, there are two things that must be done, • Establish dependencies; for example, work cannot begin on the roof until the walls have been built and given enough time to set. • Estimate work and time required; for example, it may require four months to complete the process of hiring an architect. A common error at this point is to develop overoptimistic time requirements. It is human nature to ignore difficulties and to assume that the best case scenario will apply, even though we know that it rarely does.

In practice, a little slack should be built in to allow some tolerance against delays. Other similar projects should also be considered. Many individuals will have built their own house and will know how long the process requires from start through to finish. Establishing controls As the project moves from the planning phase into the “doing” phase, progress must be monitored against the plan. This can be done by establishing a series of milestones along the way. Milestones are key points along the way to completing the project. Using these milestones, the committee can monitor progress and take the appropriate corrective action. For example, if the schedule stated that the Design Team should be in place on May 1st and that date has come and gone and the Design Team is still not in place, the group should review the situation to understand why the project is running behind schedule. The group also needs to understand the implications for the rest of the project and if there is anything it can do to recover the lost time. Milestone

Plan to be completed by

Form Project Committee

01 Jan 2008

Expression of Interest (EOI) Form submitted to CCC

01 March 2008

Project plan agreed

01 April 2008

Project Proposal Framework submitted to CCC

01 May 2008

Receive letter of grant approval from OMCYA

10 Jan 2009

Site secured

01 Mar 2009

Procure Design Team

01 May 2009

Apply for planning permission

01 Aug 2009

Planning permission secured

01 Nov 2009

Building design complete

01 Dec 2009

Issue tender document

01 Dec 2009

Fire Certificate secured

01 Dec 2009

Contractor hired

01 Mar 2010

Commence construction

01 Apr 2010

Practical completion & handover

20 Dec 2010

Fit-out complete

31 Jan 2011

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Facility open

Practical completion & handover

Construction

Contractor hired

Fire Certificate secured

Prepare tender document

Complete building design

Receive planning permission

Apply for planning permission

Procure Design Team

Site secured

Receive letter from OMCYA

Project Proposal Framework

Project plan agreed

Expression of Interest (EOI)

Form Project Committee

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Developing a project budget

Unforeseen Costs

The importance of proper budgeting in the construction and development of a new childcare facility cannot be over-emphasised. Developing a comprehensive and detailed budget is one of the key steps toward ensuring the smooth progression of the project.

No project is ever designed perfectly; there will always be unforeseen conditions or mistakes that will require a construction “change order”. The contingency budgets for these unknown additions to the project.

In developing a project budget the group needs to consider all the costs associated with the project, not just the construction costs. A list of typical costs which can be used as a prompt to ensure that all costs are identifioed is listed below. At the outset of the project, the group will not have solid cost data available for many of the cost headings listed below. In this case realistic estimates can be used. These estimates may be based on known cost per square foot /metre or some other known cost data. As more solid information becomes available, it is important to update the budget. Having developed a budget at the outset of the project, that budget needs to be managed throughout the life of the project. There are three major issues to be aware of: • Actual costs varying from the original estimate, • Unforeseen costs, • Late design or brief changes.

Actual costs varying from the original estimate & unforeseen costs It is critical to continuously update the budget as estimates become actual costs, and to balance the total project costs with the total funds available. As the tendency is for all parties to underestimate costs, it is advisable to always include a contingency. Another issue of which to be mindful is “runaway design”, where the architect and project group repeatedly tweak the design, adding cost throughout the project. An example of this is where the group agrees to a higher quality finish than was originally budgeted for.

On a straightforward new build a 10% contingency is recommended. On a more complicated project like a refurbishment of an existing building, a 15% contingency is recommended. If this contingency is not utilised in the construction, the group can use the funds for other useful purposes like furniture or equipment. Protect the contingency. The temptation may be to surrender the contingency to the first item that comes in over budget. If this happens there will be no contingency for the remainder of the project.

Late design or brief changes Late changes to the brief are all too common on projects. These changes result in increased professional fees, increased construction costs and delays to the project. Changes to the design or brief should not be accepted unless the implications on the budget have been clearly understood. This may require cutting costs back on other items to achieve the project within the overall budget available to the group.

Typical budget line items A: Acquisition Building/land Acquisition price of the land or building. Building inspections If purchasing an existing building a detailed inspection of the building will be required. Legal costs The cost of conveyance.

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B: Professional fees

Insurance

Project management, architecture and engineering

The site must be insured during the course of construction. This responsibility can be passed over to the main contractor or the Committee can carry the cost itself. If the contractor is responsible for providing the insurance, verification should be sought that this insurance is in place before construction commences.

This cost covers the design of the building, preparation of construction documents and overseeing the construction. For budgeting purposes, approximately 15% of the total project costs should be allocated for professional fees.


Site surveys Site surveys may be required to examine the foundation and soil conditions of the site. This helps determine if the site can support the design and construction of the project. Fees for such services depend on the nature of the survey required.

E: Furnishings and equipment

C: Construction

Data & communication equipment

Renovation costs

The costs of phone and computer cabling and equipment, if these costs are not part of the construction budget.

Cost for renovating an existing building. New construction costs Cost for new construction of a building.

Administrative and office equipment needed for operations. The needs and an estimate of costs should be determined.

Security equipment

D: Project financing fees and costs

The costs of equipment and cabling for a security system for the facility.

Legal fees

Other furnishings

These may include conveyancing costs, establishing a legal entity, review of contracts, review of loan documents, etc.

Other necessary furnishings for operations in the facility.

Loan interest

The costs of outdoor play area and landscaping if these costs are not part of the construction budget.

If it is necessary to take out a bridging loan, interest may be incurred on this loan. It should be noted that loan interest is not an eligible expenditure under NCIP. Groups are recommended to consider their ability to repay loans over the short/long term. Stamp duty Stamp duty may become due and payable during the course of the construction project. Commercial property rates Commercial rates are a property-based source of income that is levied by local councils on the occupiers of commercial and industrial properties. This includes shops, factories, offices and land.

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Programme equipment

Outdoor Play Area

F: Project contingency This is set-aside for cost overruns. On a straightforward new build, a 10% contingency is recommended. On a more complicated project like a refurbishment of an existing building, a 15% contingency is recommended.

Sample Typical project budget Total project budget

Notes

Total cost

Building/land

Purchase Price

€237,000

Building Inspections

Estimate

€3,000

Legal costs

Estimate

€7,000

Professional fees

% of construction costs

€80,000

Site surveys

Estimate

€10,000

A. Acquisition

B. Professional fees

C. Construction Renovation costs

Per square foot

New construction costs

Per square foot

€400,000

Legal fees

Estimate

€25,000

Loan interest

Estimate

€3,000

Program equipment

Estimate

€40,000

Data & communication equipment

Estimate

€25,000

Security equipment

Estimate

€15,000

Other furnishings

Estimate

€25,000

Outdoor play Area

Estimate

€15,000

Stamp duty

Based on purchase price

Commercial property rates

Published rates

Insurance

Brokers advice

F. Contingency

10% of project cost

D. Project financing fees and costs

E. Furnishings and equipment

G. Miscellaneous

€100,000 €20,000

Planning permission Fire Certificate Capital contributions Utilities connection costs Site security Start up costs Other Total Development Cost

€1,000,000

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The site

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Brownfield site

Once the basic style and scale of the service are clear it is now a case of looking for a premises or site.

A Brownfield site is defined as a site that has previously been developed and may have potential for redevelopment. It may involve reusing an existing building by converting, renovating or extending it, or demolishing it and building a new one.

The suitability of the site is crucial to the success of the project and it is advisable to engage professional help if in any doubt as to the suitability of a potential site/premises. This stage examines: • Some of the typical sites that may be considered; • Site purchase or lease options. Remember that all sites are different and each requires individual consideration. It is vital that when assessing sites, the team considers any potential pitfalls that may result in additional building costs, such as poor ground and drainage, site gradient, difficult access, no adjacent services such as electricity, gas, sewage, drainage, etc. The committee, or committee member who is responsible for this element of the project, should consult with an engineer or architect on the site’s suitability from the outset. Community groups are advised to consult the local authority’s Development Plan for the area to check the category of zoning for any site considered. Sites, or land, can be zoned by a local authority for residential, industrial, agricultural or community use only. This may impact upon the possibility of securing planning permission for a childcare facility on a particular site. If there is any suspicion of unusual or risky ground conditions, it is essential to investigate the risk before committing to the site. It may be necessary to have site investigations undertaken at an early stage (including soil analysis and examination of ground conditions) by a civil/structural/geo-technical engineer if so advised by the Design Team (see Stage 4). Note for NCIP applicants: If the building is being grant aided by NCIP, specific requirements are set out in the funding contract relating to ownership of the property/site.

When considering redevelopment, it is advisable that professional advice be obtained to confirm if the proposed development is permissible and to ascertain the level of work and costs involved. There is no particular benefit in developing a Brownfield versus a Greenfield site. It all depends on the suitability of the existing building whether or not it is worth developing. In some cases, it may cost less to develop a new building. It is essential to secure professional advice from an architect, engineer or quantity surveyor to assess any benefits either way. Legal advice should be obtained before making any final decisions.

Greenfield Site A Greenfield site is defined as undeveloped land. Again, the committee is advised to obtain professional advice and to consult with the local authority on the suitability of the site and the possibility of obtaining planning permission.

Protected structures Sometimes buildings are ‘protected’ for historical reasons or for reasons of architectural merit. These are listed in the City or County Development Plan for the area, which can be viewed at the planning office of the local authority. Care should be taken regarding such structures and professional advice obtained to ascertain the planning authority’s requirements if it is proposed to alter or extend such structures. In all cases requiring change to a protected structure, the permission of the local planning authority is required. In many cases specialist professional advice may be required from conservation architects. Most local authorities have in-house conservation architects that can provide this advice.

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Archaeological sites

Recommendation

Should a site be zoned as being of archaeological interest, it will be necessary to carry out site investigations before carrying out any work.

The lease or purchase of a site is very important and before it takes place, legal and other specialist Design Team advice is essential. It is advisable to secure planning permission prior to purchasing a site, i.e. purchase the site subject to securing planning permission.

This can be expensive and time consuming, as under legislation the client/owner may be responsible for funding any excavation and investigation required. Professional advice from an archaeologist is essential and should be sought at an early stage.

STAGE 03 The site

Site purchase/lease A site may be purchased outright or leased. Community childcare services are always encouraged to secure the maximum lease possible in order to safeguard the interests of the childcare service and ensure its longevity. Note for NCIP applicants: If leasing premises, a long-term lease will normally be required as part of the funding contract, depending on the amount of funding approved.1

Legal charge/mortgage Under the NCIP, projects approved for €200,000 or more in capital funding are subject to the creation of a legal charge (a lien or mortgage) over the property in favour of the Office of the Minister for Children and Youth Affairs. The threshold of €200,000 relates to the purchase, building or refurbishment of a property, not including the costs for fixtures and fittings. The purpose of this is to ensure that the monies are used for the purposes granted and that where this does not occur, there will be an obligation to repay the grant monies. It is important that the group has the authority to provide this lien. If the site is leased or the group is granted use of the site by another organisation, for example, a church body or sporting organisation, the lien will need to be authorised by the owner of the property. 1

These requirements are set out in detail in the NCIP Application Process Toolkit held by each CCC

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It is also advisable that a written report from legal advisors, architects and engineers as to the suitability of any site for the proposed project is obtained. This will allow the assessment of any additional works and hitherto unforeseen costs to be included in the overall budget cost prepared by a quantity surveyor.

Prompts The following is a list of possible questions that should be asked in assessing the suitability of any site. These questions are particularly relevant in cases where the community group does not already have a site, but should also be used to examine the suitability of a site that is already leased/owned or that the group has in mind. The most appropriate person(s) responsible for each question is suggested in brackets, where relevant. • Have we already got a site? • Do we need to find a site? • Is the geographical location of the site suitable? • Is the site zoned for the proposed use under the local authority’s Development Plan for the area? • Will planning permission be easily obtained? (architect) • Can the site be purchased subject to planning permission? • Are there likely to be objections to the proposed development? • If purchasing the site, is the cost coming from within the project budget? • Can the site be purchased from the local authority at a reasonable cost?

• Do we have sufficient professional advice to purchase/lease the site?

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These conditions are set out in the Capital Information Guide for Community Providers available on www.pobal.ie.

• Has legal advice been sought? • Is the site serviced with essential services, such as drainage, electricity, water, sewage, telephone lines etc., and suitable for development? If not, what are the costs required to service the site? (architect) • Are the costs of site development included in the budget? • Is the site suitable to take the foundations of a new building with reasonable costs? (engineer) • Will additional works be required to secure the foundations? If so, what will the costs be? (engineer and quantity surveyor) • Is the site level to allow easy access? (architect) • Is the orientation of the site suitable? (For example, what is the orientation of the site for maximising the passive solar gain for the new build?) (architect) • Will the site require additional costs to develop before work on the building begins? (architect) • Is legal title clear to lease or purchase? • Are there any easements on the site, i.e. do other persons have a right to access or utilise the site? • Is the site subject to planning restrictions; for example, historic interest, area of conservation, archaeological interest? • For projects approved €200,000 or more in capital funding, will there be difficulty creating a legal charge (a lien or mortgage) over the property in favour of the OMCYA? • Has the engineer carried out site suitability tests and approved the site? • If leasing the site, do the terms of the lease allow the group to meet the NCIP contractual conditions on the length of operation of service? 2 All of the above questions should be addressed at the earliest possible time.

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Appointment of design team Contents Introduction Why appoint a Design Team? Design Team members Project Team structures Integrating the Design Team and the contractor into a Project Team

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Appointment of design team

Introduction

can ensure that the project remains within budget.

By this stage of the process, the Project Committee is in place and a project plan has been agreed. The next important step is the appointment of the Design Team. Before proceeding through the process of tendering for and selecting a Design Team, it is important to be familiar with the various types of professionals with whom the Committee may be in contact with throughout the development and implementation of the project including the different forms of contract that are available to be used.

A good Design Team will guide the project through each phase such as agreeing concept designs, securing planning permission, costing the project, appointing the building contractor and supervising the construction through to completion.

In this stage we will look at: • The different design professions that may be required; • Different project team structures (between the architect, engineers, contractors, sub-contractors); • Form of contract for the appointment of design professionals and contractors. We will also look at the process to appoint a Design Team.

Why appoint a Design Team? Designing and building a new childcare facility is a complex issue requiring the input of many different specialists. An architect can design the building, but a structural engineer may also be required to verify that the foundations will support the building. A quantity surveyor may be required to manage the costs of the project. Other specialists may also be required, depending on the nature of the project and the site. As the Design Team costs will normally account for between 10% and 15% of the complete project cost, this is a significant component of the total project cost. However securing a good Design Team should produce a superior building which will be more efficient to operate and maintain. A well-conceived project can be built more efficiently and economically. The Design Team can help the group through the various regulatory steps and produce a superior design. This can include issues like energy efficiency and effective use of natural daylight. By specifying the correct quality finish, the architect

Design Team members Different projects will require different Design Teams based on the complexity of the project. While a range of these specialities may be required, one organisation may be able to provide one or more of the required services. The following are suggested members of a Design Team:

Health and Safety The Project Committee will be considered as a ‘client’ under the Health and Welfare at Work (Construction) Regulations 2006. The first duty of the ‘client’ will be to appoint (in writing and before design works starts) a Project Supervisor for the Design Process (PSDP)3. It is a legal requirement to make this appointment. The role of the PSDP is to ensure that the design is safe to build and safe to operate. As this is a design safety role, it is preferable that the lead designer fulfils this role. Even though many architects may not wish to be the PSDP, this should be included in the scope of services for the architect. The client will also appoint a Project Supervisor for the Construction Stage (PSCS). The role of the PSCS is to ensure that the designs are safely constructed. The main contractor is the ideal person to fulfil this role.

Architect The architect’s skills include concept design, detailed design, contract administration and project management. The architect is trained to deal with all aspects of building and advising on the need for other expertise when required. The architect has the expertise to act as the lead designer co-ordinating the different design professionals. S/he also manages the contractor on

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site and, in addition, acts as the main contact point between the committee and the other designers and contractors.

Quantity Surveyor The quantity surveyor is a professional trained to provide financial advice to the client and architect from early on in the project. The quantity surveyor will co-ordinate all costs from the start (including site purchase, building construction, professional fees and local authority charges) and present the client from the outset with a financial package or framework within which to work. The quantity surveyor will, at various stages of the project, produce budget updates to help control spending and complete the project within the approved budget.

Structural/Civil Engineer The structural/civil engineer will work with the architect and Design Team from early in the project. S/he will advise on the suitability of the site (and existing building, where appropriate) and site services, including water and drainage. The engineer will also deal with structural elements such as foundations, columns, beams, etc. and will assist the architect by designing a cost effective structure. The engineer will carry out a site inspection and attend site meetings during the construction works, ensuring the design is being carried out by the contractor to the required standards.

Mechanical/Electrical Engineers The mechanical and electrical engineers will also work with the architect and Design Team from early on and will advise on the environmental requirements of the building, such as heating, ventilation, internal drainage, lighting, electrical services, insulation and energy conservation. The mechanical and electrical engineers will also liaise with service providers, such as the ESB, Bord Gáis, telecommunications providers and the local authority.

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Other consultants The above listed consultants form the nucleus of the appointed Design Team. From time to time, however, other specialist advisors may be required depending on the project and its specific requirements. The lead designer’s role would be to advise the committee should such appointments be required. Other specialists possibly required could include the following: • Planning consultant; • Landscape architect/designer; • Interior architect/designer; • Conservation architect; • Archaeologist; • Fire consultant; • Asbestos specialist; • Timber specialist; • Damp and dry rot specialist; • Acoustics specialist. The above list is not exhaustive but indicates a range of other possible specialists which in seldom cases may be required.

Project Team structures Projects are usually carried out by teams including; • The client represented by the committee and led by the project manager (often committee chairperson). • Design Team (consultants), usually led by an architect, but also containing civil/structural mechanical & electrical engineers, quantity surveyors, Health & Safety and specialist consultants. • Contractors and sub-contractors.

Design Team structure The Design Team contains different specialities which can be procured in two different arrangements.

b. Single appointment of lead designer for provision of all the services

a. Lead designer with separate contracts for the different specialities Under this arrangement the lead designer, usually the architect, is appointed as the lead designer and is required to co-ordinate the services of the other designers. These services are recruited separately by the client and are contracted directly by the client. Many architects and engineering services firms are familiar with this arrangement.

LEAD DESIGNER/ ARCHITECT

CIVIL/ STRUCTURAL ENGINEER

QUANTITY SURVEYOR

LEAD DESIGNER/ ARCHITECT

MECHANICAL & ELECTRICAL ENGINEER

CIVIL/ STRUCTURAL ENGINEER

QUANTITY SURVEYOR

HEALTH & SAFETY

OTHER CONSULTANTS

This organisational arrangement is becoming more popular, especially for smaller publicly funded projects (less then €2.0m). Under this arrangement the lead designer provides all of the required services. The lead designer may have this capability in-house or may need to subcontract some of the services to appropriate specialists.

CLIENT

MECHANICAL & ELECTRICAL ENGINEER

CLIENT

HEALTH & SAFETY

OTHER CONSULTANTS

With this arrangement the client needs to establish separate contracts with each service provider. This may involve tendering and reviewing quotes for each service, which may be a difficult administrative task for the client. The client does have control over each speciality but needs to remain close to the project to ensure that each team member is co-operating properly with each of the other team members. In the event of a dispute, the client may find it difficult to identify the source of the problem as each consultant may attempt to pass the blame onto another organisation. This arrangement is suitable for large multi-million euro projects but may be too cumbersome for projects funded under NCIP.

As the client has only one contract, it is easier to establish this Design Team. It is the lead designer’s responsibility to ensure that the different team members cooperate. In the event of a defect or a dispute, the client is in a strong position as there is only one contractual relationship. It is anticipated that most NCIP applicants will pursue this structure.

Integrating the Design Team and the contractor into a Project Team There are many different project team structures which can be pursued of which the most common are: • Traditional; • Design and build. Each method has its own merits.

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Traditional Traditional structure is the most common organisational structure used in Ireland. The traditional form of contracting is where the client appoints a Design Team to produce the design, and subsequently appoints a main contractor to construct the building in accordance with the design. CLIENT

DESIGN TEAM LED BY DESIGNER

CONSTRUCTION TEAM LED BY MAIN CONTRACTOR

NOMINATED SUB-CONTRACTORS (SPECIALIST)

DOMESTIC SUB-CONTRACTORS

Traditional Organisational Structure The contractor is usually appointed after the design is completed having been selected through a tender process. The price from the contractor is based on a Bill of Quantities4 which describes the works. While there is no contractual relationship between the lead designer and the main contractor, the lead designer will typically oversee the construction to ensure that the building is completed as per the designs. Most projects should use this approach unless the committee has a compelling reason to pursue an alternative arrangement.

Design & build

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Under this arrangement the client appoints the contractor to provide the completed building to the agreed cost and schedule. Instead of working to a Bill of Quantities and a completed design, the contract documents would typically include an output specification setting out the functional requirements that the facility should accommodate together with the expected functional life, maintenance requirements, etc.

The contractor assumes responsibility for completing the design and the construction of the facility. This arrangement has advantages as it requires only one contract and passes many of the risks over to the contractor. As the contractor is now responsible for design, the client has less influence over the design. This has advantages as it removes a large burden from the client however it also removes a lot of control. As the contractor is responsible for design decisionss/ he will ensure that the design is the most economic solution that can be found, even if this is not entirely to the client’s satisfaction. The client needs to very carefully specify the requirements for the building and should appoint an architect to complete this task. An example of the type of difficulties that can occur is where the client specifies wooden floors and the contractor supplies a chip-board floor. Technically this is in compliance with the specification, but is very different from what the client anticipated. This solution works well on civil projects like roads, but is not ideal for a childcare building project. 3

Appointment is made by sending an AF1 form to the Health & Safety Authority. Further details are available at www.hsa.ie 4

A Bill of Quantities (BOQ) is an itemised list of materials, parts, and labour (with their costs) required to construct the building. It is usually prepared by a quantity surveyor and used by contractors to develop a price to construction the building

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Contractual arrangements Contents Public procurement guidelines Does the Government Capital Works Management Framework apply? Contract for construction services Public works contracts Process for the appointment of design consultants Evaluation criteria to select a lead designer

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STAGE 05 Contractual arrangements

Contractual arrangements Public procurement guidelines Public procurement ranges from the purchase of routine supplies or services to formal tendering and placing contracts for large infrastructural projects. To cover this range, there are different procedures depending on what is being purchased, with simple procedures for simple purchases and more complex procedures for more complex projects. The key point about public procurement is that the process should be open and fair. For projects of value less than €50,000, there is very little difference between public procurement guidelines and what normally happens in the private sector. For example, if a private service provider wanted to get a builder to do a garage conversion or an architect to design the conversion, they would get three quotes, choose the winner and enter a contract with the winner. Groups funded under NCIP should adhere to the following public procurement procedures for capital grants: • for goods/services with a value less than €5,000 (excluding VAT) one written quote is required; • for goods/services with a value between €5,000 and €10,000 (excluding VAT) three written quotes are required; • for goods/services with a value between €10,000 and €50,000 (excluding VAT) three written quotes or tender process is required; • for goods/services greater that €50,000 (excluding VAT) must be advertised and the contract awarded after a tender process. Standard Conditions for Engagement of Construction Consultants and Public Works Contracts for Construction Projects The Irish Government has introduced a new Government Capital Works Management Framework to be used on construction projects as a sub-set of the broader public procurement procedures. The framework consists of two parts: (i) Standard Conditions for Engagement of Construction Consultants

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(ii) Public Works Contracts for Construction Projects

These requirements were introduced by Government to assist publicly funded capital projects avoid cost over-runs (i.e. the increase in project cost between the tender price accepted and the final completion cost) of building contracts, and also to assist with implementation of standardised conditions for the employment of construction consultants. The procurement process is fundamentally the same, whether purchasing goods or construction services or construction itself. The only thing that is different is that a different contract is used.

Which form of contract should be used A project that is more than 50% publicly funded, when entering into a contract, must use a ‘Public Works Contract’, the types of contracts to be used are the following: • Purchase of goods - e.g., furniture. Any purchase contract • Construction services - e.g., to hire an architect. The government contract - standard conditions of engagement for construction related services should be used; • Construction works - Public works contract should be used. One important point on public works contracts is that they are “fixed price” contracts. In order for the contractor or architect to give a fixed price for the job, the client has to provide a fixed specification for the job. It is therefore important that the client be sure of what is required from the architect, and also that architect complete the design before the appointment of the contractor.

Does the Government Capital Works Management Framework apply? If a construction project is subsidised by 50% or more with public funding, then groups must comply with the Government Capital Works Management Framework. This means that all public works contracts and standard conditions for engagement of consultants must be used. If the construction project is funded, but public funds are contributing less

than 50% of the total cost, the Government Capital Works Management Framework does not apply to the project, however, funded groups must comply with normal public procurement procedures. In determining whether or not Government Capital Works Management Framework applies, the group must consider the project as a whole.

All of these contracts are available to download from www.constructionprocurement.gov.ie For more information on public procurement, please refer to Pobal’s Guideline for Public Procurement available at www.pobal.ie Further information is also available at www.etenders.gov.ie

On this basis, most community based groups will be subject to the Government Capital Works Management Framework as they typically receive over 50% funding.

Contract for construction services A contract titled, “Standard conditions for the engagement for construction consultants” has been developed and must be used to appoint consultants who work on construction projects which are over 50% publicly funded. Under this contract, all professional services, including architects, civil engineers, etc., are referred to as consultants. If multiple consultants or designers are to be appointed to work on the project, each consultant must be appointed using this contract. Alternatively a lead designer can be hired to a supply all the services. That lead designer can sub-contract the various specialities to sub-consultants. In this way, the client has only one contract to manage.

Public works contracts As part of the Government Capital Works Management Framework, a suite of six public works contracts has been developed for the appointment of construction contractors on publicly funded construction projects. A contract titled ‘Minor civil engineering and building works designed by employer’ is to be used on building projects with a total value less than €5,000,000 (including V.A.T.) and greater than €500,000. A contract titled ‘Short public works contract’ must be used on building projects with a total value less than €500,000 (including V.A.T.).

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Public procurement: step by step flowchart

Value of Contract

Less Then 5,000

5K - 50K

5oK - EU Threshold

Obtain written quotes from competitive suppliers

Send brief specifications to a number of suppliers (at least three) seeking written quotes/tenders

Draw up tender documentation

Select lowest price / most suitable

Evaluate offers objectively against specified requirements

Set basis for award (lowest price / MEAT)

Select most suitable offer

Notify/debrief unsuccessful bidders

For MEAT set award criteria (weighted)

Advertise on etenders, appropriate media or invite suitable tenderers (at least five)

If MEAT, evaluate tenders using weighted scoring sheet based on award criteria (including prices)

If price is base for award, select lowest compliant bid

Invite most competitive to present on / elaborate on bids if necessary

Select most suitable offer

Award contract based on successful tender

Debrief unsuccessful tenderers

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Notify unsuccessful tenderers

Process for the appointment of design consultants

Step 3: Decide on the appropriate structure for the Design Team and the contractor

The following is a step by step guide through the process of appointing design consultants in accordance with Government Capital Works Management Framework.

Will the project be constructed using the traditional approach (Design Team to produce the design, and a main contractor to construct the building) or will it be Design & Build (contractor to provide the completed building to the agreed cost and schedule)?

Step 1: Ensure that the project definition is sufficiently clear. Step 2: Establish whether Government Capital Works Management Framework applies. Step 3: Decide on the appropriate structure for the Design Team and the contractor. Step 4: Decide on the appropriate procurement procedure.

Further steps assume a traditional approach; that is a Design Team will produce the design, and a main contractor will construct the building. The committee must now appoint a Design Team. This can be done on the basis of a. Lead designer with separate contracts for the different specialities

Step 5: Write scope of services.

b. Single appointment of lead designer for provision of all the services

Step 6: Complete a request for tender and advertise for tenders.

The merits of both options are covered under Project Team structure section in Stage 4 of the manual.

Step 7: Evaluate the returned tenders.

The same procedures must be utilised whether a single appointment or multiple appointments are to be made. The major difference is that if multiple appointments are to be made, separate competitions must be run for each contract.

Step 8: Interview tenderers if necessary. Step 9: Analyse tender bids and select winning bid. Step 10: Issue letter of Intent to the successful tenderer and letter informing unsuccessful tenderers of their position. Step 11: Prepare and sign contract documents. Step 1: Ensure that the project definition is sufficiently clear This project definition has been dealt with as part of the project plan and should be fixed at this stage. Any changes to the project definition after this stage are likely to increase the cost. It is most important to get the project definition right as many projects fail due to errors at this stage. Step 2: Establish whether the Government Capital Works Management Framework applies If the project is in receipt of over 50% funding then the Government Capital Works Management Framework applies. As most community groups receive funding in excess of 50% of the total cost of the project, it is assumed that the Government Capital Works Management Framework applies.

Further steps assume single appointment of lead designer for provision of all the services. Step 4: Decide on the appropriate procurement procedure If the anticipated value of the contract is less than €50,000, the group may prepare a specification for the work and get three quotes to do the work. The group may then choose the most suitable offer from those three quotes. If the anticipated value of the contract is greater than €50,000, the project must be advertised and a tender competition must be held. There are two possible ways to run the tender competition. a) Open procedure In the open procedure, the contract is advertised, either on e-tenders (www.etenders.gov.ie) or other appropriate media. The notice invites tenders and anyone may apply to be awarded the contract. The

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time limit for receipt of tenders by the client can be no less than 52 days (normally 60 days) from the date of despatch of the notice. During this period there is an opportunity for applicants to raise questions which the client may answer. These questions are typically clarifications of the brief.

Step 6: Complete a request for tender and advertise for tenders

In evaluating the tender the client may reject any tender it deems unacceptable. Only tenders which meet the minimum requirement are evaluated.

Complete tender documentation needs to be prepared and advertised on e-tenders. A sample tender document is available from Pobal which can be edited to suit the group’s requirements. This sample tender document includes a comprehensive scope of services which can be modified as required.

b) Restricted procedure

Step 7: Evaluate the returned tenders

The restricted procedure is a two-stage process and allows a short listing of candidates before releasing the tender documentation. In the first stage, a notice is published which states that a contract is to be awarded and invites applications to be placed on a shortlist. The closing date for applications must not be less than 37 days (normally 42 days) from the date of despatch of the notice.

The returned tenders must be evaluated in accordance with the evaluation criteria chosen.

This stage allows a shortlisting process to take place. The client, in deciding whether a candidate gets on a shortlist or not, may look at each candidate’s technical ability to provide the service as well as the candidate’s financial standing to complete the contract.

Step 9: Analyse tender bids and select winning bid

The client must set out the evaluation criteria in the published notice. If a potential candidate feels it could not meet the standards required, it need not apply to be placed on the list. Those who have been shortlisted are invited to tender for the contract. The second stage is the submission of tenders. The client issues the tender documentation which must be returned to the client within a minimum of 40 days. Further steps assume that an open procedure will be applied. This can include a minimum standards requirement. Step 5: Write scope of services

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client will be paying for services which may not be required.

The scope of services specifies the work that the winning designer will carry out. Great care is required in developing the Scope of Services as any work that is not included will be considered an extra. On the other hand, if every possible task is included the

Step 8: Interview tenderers if necessary There is no obligation to interview any or all of the tenderers. Interviews should be considered optional and purely to clarify issues within the tender documents. A tender bid analysis report should be prepared and the winning bid selected. Step 10: Issue letter of intent to the successful tenderer and letter informing unsuccessful tenderers of their position. Care should be taken with all correspondence with tenderers to protect the committee from any claims. After the clarification process has finished, the decision to award should be communicated by letter. The form of letter is available in a set of model forms which can be downloaded from www.constructionprocurement.gov.ie. This model letter can be edited to suit the requirements of each project. These letters have been drafted by solicitors as there is a possibility of accidentally creating a contract if these letters are not correctly scripted. This letter to the winner states that it is the intention of the client to enter into a contract with the consultant, but that there will be no contract until the contract is signed. This gives the winner time to get the appropriate documentation in place, for example, a tax clearance certificate.

At the same time, the unsuccessful tenderers should be notified of the intention to award the contract to the winner who should be identified (this letter is sometimes referred to as the ‘Alcatel’ letter). The unsuccessful tenderers should also be given the following information in the notice: • Their own mark for each of the quality criteria, or if they failed on a pass/fail criterion; • Their overall ranking in the competition (second, third, etc.); • If their price was not the lowest price, inform them that their price was not the most competitive; • If their price was the most competitive inform them of this at the same time as informing them that their marks for quality, though above the minimum, were not high enough to win the competition. This procedure of informing both the winner and the unsuccessful tenderers of the results of the competition provides the winner an opportunity

to gather the required documentation, insurance etc. It also provides the unsuccessful tenderers an opportunity to object before the contract is actually signed. Unsuccessful bidders have a legal right to this opportunity. By not accepting or rejecting any of the tenders, the client is retaining the opportunity to award the contract to the runner-up should something go wrong with the winner, for example, if they can not provide the required insurance. Step 11: Prepare and sign contract documents Complete the “Standard Conditions of Engagement for Construction Consultants” and have the winning bidder sign the contract. The client also signs the contract.

Evaluation criteria to select a lead designer The winning lead designer will be selected by evaluating the tenders using pre-defined criteria. Typically 70% of the marks are awarded for quality and 30% are awarded for price.

Typical award criteria may include: Criteria

Details

Weighting

Lead designer experience

Who from the lead designer firm will be managing the project? Has that person previous experience on childcare project(s)? References should be included. Has the lead designer displayed knowledge of appropriate legislation? How will the lead designer work with the Project Committee?

20%

Project management

What will the lead designer show the group along the way to explain the project? Will the group see drawings or sketches? How will the lead designer manage the construction phase? If the team is a consortium, has the lead designer displayed how they will manage all the other specialists? Has the lead designer proven that the design team can work together to complete the project? What does the lead designer expect the group to provide?

15%

Cost Control & Planning Permission

How will the lead designer manage the project budget? What is the lead designer’s approach to securing planning permission?

20%

Innovation & Has the lead designer displayed innovation or interesting design features? Design Features

15%

Price

30%

Fixed Price for the project.

The Project Committee should define the award criteria and the weighting for its own project.

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Working with the architect Introduction The project committee will by now have considered the overall project in terms of the site/premises and meeting the needs of the area. In addition, the Design Team will have been contracted and will have appointed the Project Supervisor for the Design Process (PSDP). The next stage for the committee, in collaboration with the Design Team, will be to bring the original project proposal to design.

cool, quiet aspect), and placing toilets close to where the children can safely access them and to natural ventilation. Good circulation areas, especially at the main entrance, are also details to be considered. (See ‘We like this place..’) The Design Team will use this brief when preparing sketches of their first pass concept design. There is more information on developing the brief in Stage 11, Design ideas.

There are four key stages within the design development stage:

Design Team work stages

1. The committee develops the brief to the level from which the architect can work;

The Design Team will set about designing and developing the project proposal through various work stages as follows:

2. The architect develops a sketch design for approval by the committee;

Development of brief to sketch design

3. Scheme Design: develop design to planning permission application level; 4. Complete the design.

Developing the brief

The Design Team will produce the first sketch plans displaying concept designs for presentation to the committee. The architect may produce more than one concept to provide the group with a more complete understanding of the possibilities which may be achieved.

The committee will have prepared a design brief for the facility as part of their project proposal. This will have been further updated in completing the project plan and the tender documentation prepared for the architect tender.

These concept sketches should be carefully studied before being accepted or requesting specific changes be made by the architect.

Up to this point, the brief is a very curt statement of requirements, stating the number of spaces to be provided and the nature of the completed facility. This brief needs to be developed before the kickoff meeting so that the architect can get a clear understanding of the client’s requirements.

• Is the design in keeping with the original brief?

The committee will have carried out their own research and have formed their own opinions on what they want to have included within the completed design. It is advisable to visit similar projects to help stimulate ideas. Keep notes, photographs, and publications etc., of anything that appealed in terms of good design ideas. Keep in mind practicalities such as making good use of south facing areas (remembering that sleeping children will require a

When reviewing the sketch design, the committee should pose the following questions: • Does it provide easy access for all users? • Has good use been made of natural light, circulation areas, etc.? • Are the room allocations appropriate for the age groups intended? • Does it accommodate toilet training, nappy changing, sleep room, milk kitchens, etc.? • Is there good provision for storage, cleaning, laundry, cooking, dining, office meetings and staff facilities? • Have site services and the planning issues been adequately considered?

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STAGE 06 Working with the architect


• Does the proposed facility comply with all applicable statutory regulations such as Building Regulations 1997-2008, Child Care Regulations (Pre-school Services) 20065, Equal Status Acts, Safety, Health and Welfare at Work (Construction) Regulations? • Can the proposal be completed within budget? The architect’s design sketches may need to be reworked on a few occasions, but ideally the original brief should not need to be amended at this stage. Once these design sketches are agreed, the architect and other designers can progress quickly with the detailed design of the facility. If the committee wish to amend some aspect of the design after these design sketches are approved, this amendment may have a significant impact on both cost and schedule as a lot of work may need to be redone. It is reasonable to expect the committee members to develop their thoughts on what they expect from the new facility, having discussed the different possibilities with the architect and having reviewed the concept sketches. The team need to be careful at this stage in the process as, if they rush decisions, they may make errors which will be very difficult to rectify later. On the other hand, if they take too long to make decisions, the project will lose time and momentum. Scheme design Once the sketch designs have been agreed and approved by the design team and the committee, the design team can progress the designs to the next level. Work in this phase typically includes the following: • Complete preliminary building floor plans, sections, and elevations to determine space dimensions, areas, and volumes; • Complete room layout of all child-related furniture, plumbing fixtures, etc.; • Preliminary material choices; • Preliminary landscape concepts;

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• Preliminary play area layout; • Preliminary mechanical, electrical, and plumbing issues; • Preliminary civil engineering questions (paving, grading, drainage, etc.) and structural engineering questions (foundations, soils, etc.); • Review cost estimate. The HSE Pre-school Inspectorate for the area should be notified of the proposed project, and should be requested to review the drawings/plans also. The drawings produced at this stage should be suitable for discussion with the local authority planners and, subject to agreement; a planning application can now be prepared. It is very important to keep a close check on cost estimates at this stage of the design. It is very easy to add features to the design but to find out later that the project is significantly over-budget. Detail design and Building Regulations 1997-2008 At this stage the committee needs to make a decision whether to: 1. Allow the design team to proceed with the next stage, i.e. working drawings and tenders. Or 2. Wait until a planning permission (or refusal) decision is made by the planning authority. To proceed with the next stage while planning permission is being processed means that all documentation can be prepared and made ready for tenders to be obtained. While this may be seen as time-saving, the disadvantage is that if further information is requested, if a third-party objects to the development, if the planning authority requires changes to the design, or if planning permission is not granted, additional costs may be incurred. It is a good idea to seek a pre-planning meeting with the planning authority which may provide clearer guidance at this stage.

If the design team proceeds with this stage, it will detail the drawings and specifications so that the Fire Safety Application can be made under the Building Regulations 1997-20086. A fire safety certificate is required for all public commercial buildings and developments. (The only building which does not require a Fire Safety Certificate is a single dwelling unit.) Completing the design The approved schematic design needs to be developed to finalise the design of the new building before proceeding to tender for the contractor. The design should be complete before tendering for the contractor so as to enable the contractor to provide a fixed price for the job. Work in this phase typically includes the following: • Finalise all engineering issues such as structural system, heating and cooling systems, lighting system, etc.; • Finalise equipment requirements, sizes, furniture layout; • Finalise all design issues that affect the look of the building and the feel of the rooms; • Choose finish materials; • Prepare a bill of quantities; • Complete a pre-tender estimate for construction costs. Stage 8, Construction tendering & contract stage, will detail the process for tendering for the construction element of the project.

Pre-tender estimate

aware of the budget from the beginning of the project, this re-design work should not be considered an extra and there should be no additional payments for this work. This is further explained in Stage 8.

Prompts • Has the Project Supervisor for the Design Process (PSDP) been appointed? • Has the Design Team been given sufficient information to prepare sketch designs? • Do the sketch plans accurately reflect the committee’s requirements? • Have the proposed plans been discussed locally? • Are there critical parts of the sketch plans that need to be changed or need special attention? • Can the Design Team proceed to develop the sketch plan to a detailed scheme design? • Has a meeting with the planning authority been sought? • Is it better to proceed with working drawings before or after planning permission is obtained? Will the schedule be affected? • Is the scheme design satisfactory in order for the design team to proceed with the production of working drawings and tender documents? • Is the pre-tender estimate within the project budget? 5

For further information refer to the Office of the Minister for Children and Youth Affairs (www.omcya.ie). 6

For further information refer to the relevant local authority and to the Department of the Environment, Heritage and Local Government (www.environ.ie).

The design team should produce a pre-tender estimate before issuing the tender documents. This involves costing the completed design so that the group can reasonably anticipate the costs which a contractor will charge to construct the building. If the pretender estimate exceeds the budget, the Design Team can re-design the building to bring the costs within budget. As the design team were made

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Planning permission

The planning process

This stage looks at planning permission and factors of which to be aware when making an application for planning permission.

Planning permission is required for any new building or for any changes to existing buildings, such as building demolition or alteration. Planning permission is also required for any material changes in the use of the land or premises, unless it is specifically exempt.

By now, a cost estimate has been prepared which confirms that the project is within the allowable budget. The site and/or premises have been agreed in principle. Sketch designs from the initial brief proposed by the Project Committee have been prepared by the Design Team. These will now be ready for submission for planning approval. The committee is strongly advised to consult on the proposed development with any neighbouring dwellings, businesses, schools etc. in order to provide them with information and secure their support, minimising the risk of any potential objection. This stage will outline the following areas: • Background information on planning permission • The different types of planning permission • How to make a planning application • The planning time frame and potential delays • Receiving planning permission

Background information on planning permission The Planning and Development Act was introduced in 1963. The stated aim of the act was to provide a more flexible and structured planning system to be operated by all local authorities. Arising from this act is the requirement to obtain planning permission for any proposed development. This act enables local authorities to facilitate all residential, commercial, industrial, and community development in existing and new development areas in accordance with local need. The Act seeks to ensure that the amenities of both town and countryside are preserved and improved and that any form of development does not impede on the prevailing built, natural and social environment. The planning authority forms part of a government local authority, i.e. city, county or town council.

In some cases a proposed development may be exempt from planning permission. This applies to minor domestic changes of up to 40 square metres, and for home-based childcare services. In some cases refurbishment and/or renovation to an existing building may be considered exempt from planning permission. The planning authority should be consulted on this issue.

STAGE 07 Planning permission

Introduction

The planning process is time consuming, detailed and very specific. Applicants should consider seeking the advice or assistance of an architect or engineer before making an application for planning permission. The architect/engineer should be in a position to advise as to what is likely to be acceptable to the planning authority. S/he should set out the limitations on the type, design and size of the development to be considered. Other childcare service providers who have already been through the process may also be willing to provide advice. Careful consideration must be given to the impact the new development may have on the local environment, neighbours and future traffic volumes. It is not necessary for the group to own the site to get planning permission, but it is necessary to have the permission of the owner to do so.

Pre-planning meeting with planner When the sketch plans have been agreed by all concerned, the next stage is, where possible, to arrange a pre-planning meeting with the planning officer for the area of the proposed development to discuss the suitability of the site and plans. This should be arranged at an early date to allow sufficient time to make any amendments or to seek

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an alternative site where advised. The architect should be present at this meeting, and provide location maps, site layout plans and sketches of the proposed building. At this meeting it would be advisable to inform the planning officer of any consultation that took place with any neighbouring residents/businesses, and their reaction to the proposed development.

b) Full planning permission;

The second schedule outlines conditions such as fees to contribute to the cost of the local authority providing public water/sewerage services to the site. Other conditions may be linked to traffic safety, visual amenity, public health, etc. Conditions may also be included regarding the building materials used and the building finish.

c) Part 8 planning permission;

c) Part 8 planning permission

d) Retention permission.

This is an application made by a local authority for development work that the local authority is proposing to carry out on its own lands. The application process is similar to standard planning applications; however, it is a requirement that all the drawings are displayed for public view in the local authority office for a period of four weeks. Submissions or observations from the public and interest groups must be registered within two weeks from the date the display is removed and the local authority must consider the observations before making a final decision.

Types of planning permission There are four key types of planning permission: a) Outline planning permission;

a) Outline planning permission (OPP) An application for outline planning permission is a simple procedure to determine whether the new development concept is appropriate to a particular site in a particular location. OPP is not a licence to start construction. It is only an approval in principle. (A full planning application must be made and full planning permission (FPP) obtained before any construction starts.) It is not a requirement to secure outline planning permission before applying for FPP, but it may suit some community groups who wish to receive approval in principle for the proposed development prior to incurring architect fees, or if they are particularly concerned about the likelihood of securing FPP. It should be noted that taking the route of securing OPP prior to FPP takes longer and this should be factored into the overall project plan. b) Full planning permission (FPP) The application process for FPP will require much more work, involving the preparation of a full set of architect’s plans. When there is a grant of planning permission, the applicant is usually provided with conditions attached to the development, and reasons for these conditions

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which will be set out in two schedules. The first schedule sets conditions related to the policies, objectives and zoning of the local Development Plan. It may also refer to the scale of the design to be accommodated on site and the need for it to be in accordance with proper planning and development of the area.

d) Retention permission An application for retention permission applies when a development has been carried out without planning permission, with the applicant seeking to retain the development. This form of application takes the same format as an application for FPP with the exception that the application fee is considerably higher. This approach is not encouraged as there is no guarantee that retention permission will be granted. This could result in extreme difficulties for the applicant.

Development contribution fees

When all the necessary documents have been lodged to the Planning Authority, a receipt of application is issued to the applicant. The general time frame for processing the application is eight weeks, with an additional four weeks waiting period for appeals to the decision. Any objections or observations by any third parties must be lodged during the first five weeks after the date of application.

The Planning and Development Act (2000) provides for a development contribution scheme whereby local authorities may, when granting planning permission, include a condition for the payment of a contribution in respect of public infrastructure and amenities from which the proposed development may benefit. The calculation and rates of fees vary between local authorities.

Potential delays to this process can occur if:

Community and voluntary organisations may negotiate with their local authority to seek a reduction or an exemption from these fees.

• The authority seeks further information regarding the proposed development. • Objections are lodged by neighbours, conservation groups or other third parties. Once FPP has been approved and prior to commencement of works a notification of commencement of building must be sent to the local authority. If FPP has been refused, an appeal can be lodged to An Bord Pleanála. This could take a further three to four months (at minimum), and may take longer in particularly complicated projects. If the appeal to An Bord Pleanála is unsuccessful, parties may take proceedings to the High Court. This, however, can prove extremely time consuming and costly and is therefore uncommon. The decision of the High Court is then final.

Building Regulations 1997-2008 The Building Regulations 1997-2008 are a set of legal requirements for the design and construction of new buildings, extensions and material alterations and for certain changes of use of existing buildings. The Building Regulations 1997-2008 comprise a set of legal requirements expressed in simple functional statements. These address the following matters: • Structure • Fire Safety • Site preparation and resistance to moisture • Materials/workmanship • Sound

Overall, the planning process may take from three months upwards, largely depending on the nature, scale and location of the proposed development.

• Ventilation

An Bord Pleanála

• Heat producing appliances

If an appeal to a decision is lodged, An Bord Pleanála has jurisdiction to review all decisions of local authorities on planning matters. A planning appeal must be made within a four week period of notification of the decision, as prescribed.

• Stairways, ladders, ramps and guards

A request for an oral hearing, in which the parties can submit their case orally to the adjudicating officer, can be granted at the discretion of An Bord Pleanála. There is an additional charge for this hearing.

STAGE 07 Planning permission

Timeframe and potential delays

• Hygiene • Drainage/waste disposal

• Conservation of fuel and energy • Access for people with disabilities Technical guidance on how to comply with these requirements is set out in separate technical guidance documents, dealing with each of the above areas.

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The primary responsibility for compliance rests with the designers, builders and building owners. The Building Regulations 1997-2008 and technical guidance documents can be downloaded from www.environ.ie.

Fire Safety Certificate A Fire Safety Certificate is issued by the local authority to certify that the proposed design complies with the requirements as specified in Part B of the Building Regulations 1997-2008. A Fire Safety Certificate is required when constructing or renovating a building that is not a family dwelling. It must be obtained before work starts. Community groups are advised to consult with the local authority for the appropriate fee. At practical completion of the building, the architect will issue a certificate stating that the building complies with the Fire Safety Certificate.

Commencement notices A commencement notice is a notification to the local authority that it is intended to carry out either works or a material change of use to which the Building Regulations 1997-2008 apply. The commencement notice must be given to the authority not more than 28 days and not less than 14 days prior to commencement of works or a material change of use. The notice must be accompanied by a commencement notice fee, based on the number of buildings, and will include the planning reference and Fire Safety Certificate reference numbers.

Protected structures A protected structure is a structure or part of a structure that a planning authority considers to be of special interest from an architectural, historical, archaeological, artistic, cultural, scientific, social or technical point of view. The owner and/or occupier of a protected structure are legally obliged to ensure that no danger is caused to the structure. The obligation applies from the time

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when an owner or occupier is notified of a proposal to include a structure in the records of protected structures. Any person who damages a protected structure or proposed protected structure commits an offence. It is also an offence to undertake any works to a protected structure which requires planning permission without obtaining that permission.

Prompts The following are prompts to assist in preparing for the planning permission process: • Has a suitable site been identified and the plans fully developed? • Is there a clear understanding of the planning application process and the timeframe involved? • Has appropriate consultation taken place, with the development plan, local authority and/or planner for the area, to determine the suitability of the proposed development and the likelihood of planning permission approval? • Has the Design Team and committee decided to apply for outline or full planning permission? • Has the Design Team confirmed all necessary requirements in order to make a planning application?


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Construction tendering & contract Introduction

Value engineering

This stage deals with the process of tendering for and hiring a contractor. As most NCIP funded projects are funded by more than 50% of the total project budget, it is assumed the Government Capital Works Management Framework applies. The guidelines state that a public works contract must be used.

Value engineering is a structured way of examining unnecessary costs in design and construction and seeking alternative methods to reduce costs without compromising on quality or performance.

As the public works contract requires the contractor to give a fixed price for the job, the client must give the contractor a fixed scope of work. This means that the design must be complete in every detail before issuing the tender documentation. In the past architects would not have completed the design until during the tendering stage or even during the construction. Items like finishes (carpets, etc.) or individual room fit-outs would not be specified until later in the process. Now all items that the contractor is quoting for must be designed in full. The procedures for tendering for a contractor are the same as the procedure used for hiring the architect, as described in Stage 5.

Pre-tender estimate Prior to tenders being received, the Project Committee should be in possession of a pre-tender estimate from the Design Team (mainly through the appointed quantity surveyor), so that when tenders are obtained they can be assessed to be reasonable, within acceptable margins of accuracy, and represent good value for money. Under public works contracts, if tenders are above the budgeted allowance the client is not permitted to negotiate the price with the winning contractor. They must either accept the winning bid, or alternatively they can decide not to accept any bid. In this case the Design Team is required to redesign the building to bring it within budget before running a new tender competition. The Design Team is not paid any extra for this work, but may have their fee deducted due to the delay in the process.

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The process usually involves identifying high cost items and searching for creative ideas to identify a more cost effective alternative. If the project is over budget, the specification of some items may be reviewed to bring the costs back in line with the budget. This may be done before the project goes to tender or after the contract has been signed in agreement with the contractor.

Tendering for the contractor An Invitation to Tender (ITT) is a document which provides details of the project and invites companies to submit proposals for the job. The purpose is to achieve value for money, achieved through an open and transparent process. The size of the project will generally determine the best type of tender procedure, but this is best decided in consultation with the architect and quantity surveyor. All tenderers chosen must have the basic skills, competency and experience of a similar type and size of project, not only from the construction viewpoint but also in terms of health and safety and compliance with the Safety, Health and Welfare at Work (Construction) Regulations 2006. In most cases the contractor will be asked to tender on the basis of being the Project Supervisor Construction Stage (PSCS) and this should be built into the tender documentation. As with tendering for the Design Team, the open or restricted procedure can be used. The Design Team can advise the appropriate procedure to use on its project. The main difference between the two is that the open procedure is slightly faster, but if there are many responses, it can be a major task to evaluate them under the open procedure.

Form of contract The public works contract is to be used for projects where over 50% of the total cost has been provided through public funding.

Public works contracts

A contract titled “Minor civil engineering and building works designed by employer” is to be used on building projects with a total value less than €5,000,000 (including VAT) and greater than €500,000. A contract titled “Short public works contract” must be used on building projects with a value of €500,000 or less (including VAT).

Prime cost sums and provisional sums

1. Include all items such as kitchens, ironmongery etc. with the main tender. The contractor will price for them using a specialist to supply that item. The specialist should be named in the contractor’s tender response. If the client is not satisfied with this specialist, the client may reject the tender of that contractor. Or 2. The client may exclude the purchase of the item from the main contract but may purchase the item themselves, having received three written quotes. If the installation of the item is a construction project, the client can use a construction contract to cover the work; otherwise a simple purchase will suffice.

Design teams have traditionally included provisional sums and prime costs in the bill of quantities to cover certain unknown items within the design.

The latter option can be more beneficial in allowing the client greater involvement in the selection of the specialist supplier but may create difficulties if there is a dispute about liability for damage, etc.

Prime cost (PC) sums and provisional sums, however, are no longer permitted under the new government construction contracts.

If the anticipated value of the item is greater than €50,000, a separate tender process must be run to select the winning supplier.

Provisional sums make allowances for costs which can not be entirely foreseen or have not been fully defined. This may be due to incomplete design or part of the work is hidden. An example may be: the play area may not be fully designed when going to tender so a provisional sum is set aside in the bill of quantities. PC sum items cover work by specialist subcontractors or suppliers. This is a useful facility where the client would like to choose the specialist supplier instead of allowing the contractor select the supplier. Kitchens may fall into this category. Again this would be listed in the bill of quantities with a specified value allocated to that item.

STAGE 08 Construction tendering & contract

A suite of six public works contracts has been developed for the appointment of construction contractors on publicly funded construction projects.

There are two options when dealing with specialist suppliers when sending out tenders:

Contingency sum A 5% to 10% contingency sum has often been added to contracts to allow for as yet unknown eventualities which may arise. If the sum is not used it will be returned to the client when the project is complete. Again, within the new public works contracts, contingency sums are not permitted within the contract. In this case the committee is advised to include a 10% contingency within the overall budget. In this way, if additional expenditure is required, the committee will have funds available to cover that cost.

As provisional sums are not permitted as part of the new public works contracts, the design must be fully complete before going to tender.

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Completing the tender process and getting the contractor on board

Programme of works, start time, completion time; Fixed costs.

Completing the tender process is a time consuming activity and requires some specialist knowledge of public procurement procedures. The client should get the Design Team to do this task by including it in its Scope of Services. Even if the Design Team is running the tender process, the client needs to satisfy itself that the process was run properly.

• Has the tendering process been checked and documented so that it will stand up to external inspection (e.g., for grant aid purposes)?

Having selected the winner of the tender competition, the winner is informed that it has won the competition and is asked to provide a bond and additional documentation (for example, insurance certificates, and tax clearance certificates). The client should not enter into contract until all these items have been received.

• Has the Design Team confirmed that all matters relating to legal issues, contract, planning permission, Building Regulations 1997-2008 and fire safety are complete?

Sometimes there can be difficulties getting everything in place so a decision is made to proceed with the project and to sign the contract at a later date. Avoid this circumstance, as this approach will expose the client to new risks. There is also a possibility that the contract will be forgotten about and never signed. This will be very problematic in the event of a dispute. Note for NCIP applicants: Pobal will require the tender report and selected tender as evidence for release of monies from the approved grant.

Prompts • Does the budget include all costs, such as: Site acquisition and services; Legal costs; Planning condition costs; Design team fees; Local authority fees; Planning and fire certification fees. • Are tenders within the budget set for the project and are all costs quantified? • Does the tender include all the information required of the tenderer, such as: Health and Safety requirements; Insurances;

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• Are all contract matters in order to allow the contract to be signed and the contractor to start on site?

• Has the contract been signed?


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5

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n io ct g & rin

c ra

l

t en

d Co e nt

Co ns Te tru n

s

rk Wo


St ag

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Stage

8

m

ua ct

St a

ge

Stage 4

O n-

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te

St ag

St ag

C Ar ontr ra ng a e

STAGE 09 On-site

St a

7

On-site


Si The

Project R isks

n

t en

De sig n

Getting Star ted

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Stage 1

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Stage 10


11

St a

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St ag

Contents Introduction Operation on site Site instructions Unavailability of materials Certification payments Snag lists Practical completion Safety file Fit-out Prompts

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On-site

Introduction By now, the project, budget and contracts are agreed and signed between the Project Committee and the selected contractor. A start date to begin on site will also have been agreed at this stage. This stage will provide information on the various stages that take place once construction has been given the go-ahead, from the time operations begin on-site right through to final sign-off on completion. Integral to the success of working through these stages is clarity of roles and responsibilities of the main parties involved, including the Project Committee, Design Team and contractor.

Operation on site The appointed contractor will be given access to the site and will be responsible for constructing the building. Even though the contractor will be responsible for the safe operation of the site and for insuring the site, the client needs to pay particular attention to the contractor’s approach to site safety and security. The Project Supervisor Design Process (PSDP), the architect and Design Team will now act as the employer’s representatives for the contract on site and will report back to the committee at regular intervals during the construction phase. The lead designer carries the responsibility as the named administrator of the contract.

Site instructions From time to time “change instructions” may be required to alter or change any item or part of the contract. This is permissible under the terms of the contract, but any such instructions must only be authorised after the cost implications of the change have been fully considered.

Unavailability of materials The contractor may claim that the specified material are unavailable and suggest an alternative. Treat this situation with caution as the contractor may be using a ploy in order to use cheaper materials. Under the

48

terms of the contract, unavailability of materials is not an acceptable reason to use an alternative.

Certification payments Regular payments will be made to the contractor, assessed by the architect/quantity surveyor and authorised by the lead designer. Only work satisfactorily completed will be certified. Note for NCIP applicants: NCIP funds are released on receipt of these certificates. Further information on NCIP drawdown procedures is available from Pobal.

Snag lists Prior to completion, the architect and Design Team will prepare lists of snag items to be made good or completed. The Project Committee will also be consulted and have input at this stage.

Practical completion When the building is almost complete, the architect will certify the contract is practically complete, save the items on the snag list. This will include opinions on compliance with planning permission, Building Regulations 1997-2008, Child Care Regulations (Preschool Services) 2006 and Fire Safety Regulations. If fit out has been included as part of the contract, the building at this point is available to move into. The project committee should now notify the HSE Pre-school Inspectorate of its intention to operate a childcare service. At practical completion responsibility for the building and the site is transferred from the contractor to the client. The client should have insurance in place before practical completion. Both public liability and building insurance are required.

Safety file The Safety file is like the operations manual for the building. It includes all the engineering drawings and manuals, on details such as the kitchen. This document will be used by subsequent contractors working on the building and it will form part of the

legal title documents for future sale. It is a very important legal file document, but also a very useful document. If a door handle is damaged, the owner can go to the Safety file, find out who supplied the original handle and order an identical replacement. The Project Supervisor for the Design Process is responsible for compiling the Safety file.

Fit-out Fit-out of the building can be included within the contract or outside the contract after practical completion. Again programming and budgeting of this item is important. STAGE 09 On-site

Fit-out could include specialist items not directly involving the main contractors such as, fittings, presses, wardrobes, play areas internal/external, kitchens and utility fittings, toys, educational matters, requisites, down to such small items as paper, pens, pencils, etc.

Prompts • Has the PSDP confirmed all matters of health & safety are in order with the Design Team and the contractors? • Are all costs within budget? • Is fit-out included in the contract? • Has the Design Team reported regularly on progress programme and cost updates? • Is insurance in place before practical completion?

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Project R isks

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t c ra

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5

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m

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Co ns Te tru n

s

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St ag

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Stage

8

Stage 4

ge

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S it e

te

O n-

St ag

Si The

g

St a

7 Risk analysis

St a

Introduction


Contents

C Ar ontr ra ng a e

Project risks

50

g 2

De sig n

M Proj an e ag Pl a

as

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Stage 10

St a

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Getting Star ted

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Stage 1

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11

St a

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Project risks

Introduction

Risk Analysis

By their nature, all projects entail risks. These risks carry the potential to cause major disruption to the project or even make the project fail. By managing the risks, their impact can be significantly reduced.

Any risk which has a high likelihood of occurring and has a high impact on the project is categorised as a major risk. These risks must be managed.

The first task in risk management is to list all risks associated with the project. Once the risks have been identified, they can be ranked by rating them under two headings: • Likelihood of the risk occurring; • Impact if the risk occurs. An example may be:

Risk

Likelihood Impact if of the risk the risk occurring occurs

High Planning Permission refused

High/ Medium/ Low) High

• Ensure design complies with the local area • Find a more suitable site;

A list of risks should be developed as part of the project plan and reviewed periodically throughout the project as the risks change over time; for example, failure to get planning permission may be a major risk initially but after planning permission has been received, this is no longer a risk. At this stage, new risks may be emerging; for example, site security may now be considered a major risk. Risk avoidance

Decide not to purchase a site on a flood plain to avoid the potential risk of flooding.

Risk reduction

Minimise the risk of not getting planning permission by meeting with the planning authority.

Transfer the risk (outsource or insure)

Take out insurance against flood damage.

Retention (accept and budget)

Accept the risk; hope it does not happen.

STAGE 10 Project risks

High/ Medium/ Low)

Example Actions

Typically there are four ways of dealing with risk, Avoidance, Reduction, Transfer, and Acceptance.

• Meet with planners to get an opinion on planning • Hire a planning consultant.

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e9

S it e

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ac

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Stage

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Co ns Te tru n

s

St a

7 Prompts

l

Facilities for rest and play

ua ct

de Co nt r

Safety measures

t en

Car parking

m

Materials

Stage 4

Physical environment

e3

Building Energy Rating (BER)

te

Sustainable design and the environment

St ag

Flow through the building

g

Accommodation schedule

St a

Introduction

C Ar ontr ra ng a e

Contents


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Design ideas

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Design ideas

Introduction Even though most childcare committees will most probably engage an architect to develop the designs for the new facility, they do need to have their own views on what they require. It is also essential that the Project Committee liaise with the City/ County Childcare Committee and HSE Pre-school Inspectorate regarding the type of design that meets the Child Care Regulations (Pre-school Services) 2006, and also meets best practice in relation to childrens’ play, learning and development. Groups should visit other childcare facilities to learn from the experiences of others. While visiting these facilities, take photographs if possible. Magazines may also be a source for good ideas. The final section of Stage 11 includes samples designs (not to scale) of specific areas incorporated into the design of a typical childcare facility. These design areas are also detailed in the Standard Planning Flowchart.

Accommodation schedule

Room No

Description

No of Description Occupants

1

Reception office

1 adult

2

Play room for 10 three to four children, 1 adult year olds

Office Area Childrens play and learning area.

The schedule of accommodation will be based on the number of children utilising the facility and the nature of the service to be provided. Any assumptions on usage of the facility should become fixed at this point as it is much more difficult to change the design from this point forward.

Flow through the building Having developed a schedule of accommodation, working with the architect the group can develop the

Sustainability and ideas for the design of the building need to be addressed. In this stage sustainability and design best practice as per the Child Care (PreSchool Services) Regulations 2006 should be covered.

Sustainable design and the environment Apart from good aesthetic and layout design, consideration should be given to sustainable environmental design. The concept of sustainability is much more than environmental protection. The goal of sustainable design is to achieve a childcare facility that meets the need of the present but will not cause harm in the future. This includes building design, construction and operating practices. The following areas are considered under sustainable design: • Energy efficiency/CO2; • Water efficiency; • Surface water management; • Site waste management; • Household waste management; • Use of materials. The following are options that community groups should consider when designing their building: • Optimise site orientation to maximise sunlight. Rooms with a high level of usage should be south facing with larger windows. This will facilitate natural light into the rooms as well as assisting in heating them naturally. The reverse applies to north facing rooms. It is advisable to position rooms with less use north facing, and have smaller windows. It is also advisable to have foliage screening to the north of the building to assist in reducing the impact of the facing temperatures;

STAGE 11 Design ideas

A schedule of accommodation is a list of rooms that is required, the size of the room with a brief description of the activity that will occur within that room. If possible specify the size of the room.

layout of the different rooms to ensure a good natural flow through the building. The relative location of play areas, sleep areas, dining areas etc all need to be considered.

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• Consider the building materials and how they can improve the energy performance of the building. This could include increasing the amount of insulation in the building as much as possible, i.e. above the Building Regulations 1997-2008 minimum requirements. Endeavour where possible for complete insulation, i.e. in walls, roof and floors. Double or triple glazed windows should also be considered;

Building Energy Rating (BER)

• Explore renewable energy technology options, such as solar, geothermal or biomass technologies to provide space and water heating. While the initial outlay may be higher than installing conventional oil or gas systems, the operational costs and annual cost of heating is significantly lower, as well as the reduction in carbon dioxide emissions;

BERs are carried out by specially trained BER assessors, registered by Sustainable Energy Ireland (SEI). The BER is carried out of the basis of the plans and specifications for a new building.

• Appropriate ventilation is very important in any building. It is important to avoid any potential indoor air pollution by ensuring that sufficient ventilation is used and fresh air is allowed to circulate. There are different types of ventilation systems, but these need to be considered within the context of the design and materials of the building. Natural ventilation systems are the simplest, with some ventilation systems, such as a Heat Recovery ventilation system, allowing rooms to be heated naturally by the transfer of hot and cold air from rooms; • Heating controls such as thermostats should be placed in each room to allow for appropriate heating of each space. The above options can be applied to both a new build and to renovating or refurbishing an existing building. It is important to consult with suppliers of these technologies and owners of buildings that have these technologies in places in making decisions regarding their cost and effectiveness. At the time of writing, grants are available for the installation of renewable energy technologies. Further information is available from Sustainable Energy Ireland (www.sei.ie).

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A Building Energy Rating (BER) is required on all new non domestic buildings for which planning permission is applied after 1 July 2008. The BER is an indicator of energy performance of a building, covering energy use for space heating and cooling, water heating, ventilation and lighting, calculated on the basis of standard operating patterns. It is accompanied by a CO2 emissions indicator.

A BER of an existing dwelling being offered for sale or letting on or after 1 January 2009 must be carried out by a BER assessor, at the expense of the vendor or landlord. The BER assessor will normally survey the dwelling to record, for example, the size of the dwelling, the construction, the insulation levels, the types of windows, the ventilation features, details of the heating and hot water systems, etc. This information will then be used to calculate the energy performance of the dwelling and to give it an energy rating.

Physical environment The design and physical environment of childcare premises have a big role on the quality of childcare services provided. The environment should be warm and welcoming for children, their families and staff. Good design leads to good use of space, ease of maintenance and a well laid out and comfortable childcare facility. The childcare facility should be safe and secure with well organised space, used appropriately to promote children’s learning and development. Heating Heating should be provided in the childcare facility. It should be heated to within a comfortable range depending on the age, mobility of the children and weather conditions.

Ventilation Suitable and adequate ventilation is required. The architect should ensure compliance with part F of the second schedule to the Building Regulations 1997-2002.

The space requirements set out above relate to clear floor space per child. Clear floor space means that area available for children’s work, play and movement and should not include furniture, surplus to the requirements of the child, or permanent fixtures.

Natural lighting should be well utilised in the design and building of the childcare facility also supplemented by safe suitable artificial lighting where necessary. To avoid accidents shatter proof diffusers or safe means of lighting protection should be used.

The facility should meet the needs of the children they are catering to, ensure safety from the drop off and pick up of children to the flow of children and adults in the building. An area that needs to be examined is access to areas. Access can impact on the service provided by the facility in terms of disruption and may lead health and safety incidents/ accidents.

Space ratios7

Storage, meeting and break facilities

The space ratios recommended by the Child Care Regulations (Pre-school Services) 2006 and planning authorities and should be adhered to.

Lighting

Floor area per child

0-1 year

3.5m2

1-2 years

2.8m2

Food and food safety

2-3 years

2.35m2

3-6 years

2.3m2

Where food is consumed on the premises by children suitable storage, preparation, cooking and serving facilities should be in place. Hand washing, wash-up and sterilising facilities should be provided.

• Full-day care service

• Part-time day care service Age of child


0-1 year

3.5m2

1-2 years

2.8m2

2-3 years

2.35m2

Laundry facilities

3-6 years

2.3m2

For childcare facilities, adequate arrangements must be made to launder bedding and towels, etc. Laundry facilities should be provided or have it dealt with externally. Where the facilities are on site children are not allowed access. In a childcare facility no laundry work should be carried in the kitchen when food is being prepared or served.

• Sessional pre-school service Age of child


0-6 years

2m2

• Pre-school drop-in service Age of Child

Floor Area per Child

0-6 years

2m2

For further information please see environmental health department of the Health Service Executive website (www.fsai.ie).


Age of child

A childcare facility should have safe storage space for staff personal belongings that is not accessible to children. There should also be adequate space for confidential information and records where they can be securely stored. There must also be space available where staff can talk to parents confidentially and take breaks.

There should be storage for clean bedding towels and spare clothes on site. 7

Source: Child Care Regulations (Pre-school Services) 2006 and Childcare facilities, guidelines for planning authorities (June 2001).

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Rodent proofing

Materials

Rodent proofing that involves poisons and the setting of traps must be done in a manner that does not compromise the safety of the children.

The childcare facility should ensure there is enough furniture, play and work equipment, the materials used are fit for there purpose and help to create an accessible challenging and stimulating environment. There is enough child-sized furniture and tables for

Sanitary accommodation It is recommended that the following facilities should be provided-: • Suitable and hygienic nappy changing facilities; • Separate toilet facilities for adults; • An adequate number of wash-hand basins with running cold and thermostatically controlled hot water, soap and means of hand drying at or near the sanitary accommodation; • The sanitary accommodation should only adjoin a room by means of a hall, corridor or ventilated lobby; • Adequate and suitable facilities for the safe and hygienic storage and disposal of nappies; • A shower/bath/facility for washing, with thermostatically controlled hot water and a designated area for sluicing soiled garments should be provided in the daycare Facility; • Ratios for water closets; No. of Persons

Water closets (Toilets)

Wash hand basins

Every 10 toilet using children

1

1

Every 8 adults

1

1

Waste storage and disposal All waste and refuse must be stored and disposed of in a hygienic and environmentally friendly manner on a regular basis. Waste should be stored in an area that is not accessible to children.

children to play and eat together and encourage inter personal skill development. All materials both external and internal should be chosen to reduce maintenance both short and long term. Maintenance can be an important issue in the capital running of any building. A situation where the building looks tired and worn after only five years should be avoided. At that time funds may not be available to replace the worn items.

Car parking Adequate safe car parking should be provided for the numbers anticipated for the particular service. Dedicated parking should be provided for staff and parents of children with special needs near the entrance. Parking spaces for people with disabilities should be provided close to the entrance. Guidelines on the local authority’s policy on car parking and set down areas and traffic management in general can be accessed from the local authority. Way finding/signage The concept of way finding is defined as the process of reaching a destination. It is important for both children and adults to be able to successfully navigate the childcare facility and not just rely on signs. A sign or map that is visual and three dimensional (tactile) located at reception will help people orient themselves and give important information regarding exit locations. It is especially helpful for children with intellectual disabilities that way finding be carefully planned. Coloured coded spaces, changed textures and the colour of the floor and walls can greatly assist children in navigating the childcare facility. Signage is a valuable part of a good way finding system. Universal signage should be provided in

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‘Planning authorities pay particular attention to car parking and set down areas.‘

all areas from the car park to the individual rooms. The inclusion of simple pictures on signs can help children who are not yet reading, children who are just learning English and children who have cognitive conditions. Universal signage should be provided in all areas from the car park to the individual rooms. Lighted signage of escape exits is essential.

Safety measures

Children in the childcare facility should have access to the outdoors on a daily basis, weather permitting.

Prompts • Has sustainability been incorporated into the design of the childcare facility? • Does the physical environment of the facility support a warm and welcoming feel to children their families and staff?

Children are physical very active and may be unaware of potential dangers that surround them. Infants and toddlers in a childcare setting can be quite vulnerable and great care must be taken to ensure their health and safety by minimising their exposure to illness and injury. This all links back to good design, for example, all heating appliances and hot surfaces should be protected by a guard or be thermostatically controlled and shatter proof diffusers should be used where ever necessary. With sufficient safety measures in place the childcare facility becomes a more comfortable and welcoming place for children their families and staff.

• Have the materials that have been chosen for use in the facility, are they fit for their purpose and easy to maintain?

To ensure child and toddler safety childcare facilities should have clear and consistent boundaries and challenging safe limits. The childcare facility should keep both internal and external hazards to a minimum.

• Have sufficient safety measures been designed into the childcare facility?

If the sleep area for children and babies is accommodated in the play area then the space measurement will be 4.2m2 per child. The area for sleep should be in a section away from other activities. The space should promote a restful environment for children to sleep and have facilities to dim lights and to block window light. This guideline is only considered if the group size is 6 babies or less other wise a separate sleep area is required. The ideal would be to have a cot per child this is not always the case, therefore there should be an adequate supply of bed linen so as each child has there own bed linen.

• Are there adequate measures in place to deal with laundry issues? • Is there sufficient space for confidential meetings, safe storage and staff breaks? • Have the number of people using the toilet facilities been taken into account?

• Is there enough space for rest and play for the children?


Facilities for rest and play

• Is there sufficient parking and set down areas as the planning authority are quit stringent on it?

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SECURE COVERED, OPEN AREA

BAGS AREA

FOOD SERVING AREA

SPECIAL NEEDS WORKSHOP STUDIO

TOILET AREA, CLOAKS, BAG STORE

JUNIOR TODDLERS 1-2 YEARS

TOILET AREA, CLOAKS, BAG STORE

ENTRANCE HALL

OFFICE STORE/ FILING

BABY AREA 0-1 YEARS RECEPTION, MANAGER OFFICE & INTERVIEW ROOM

SLEEP AREA

CONTROLLED ENTRANCE

VISITORS WC DISABILITY WC

PARKING FOR STAFF & VISITORS

PARENTS DROP & COLLECTION AREA.

KITCHEN, FOOD PREP, COOKING SERVING, STORAGE

JUNIOR AREA

SENIOR TODDLERS

LAUNDRY ROOM, CLEANERS STORE

BUGGY AREA OPEN, COVERED AREA

AFTER SCHOOL

STANDARD PLANNING FLOWCHART

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STAFF REST ROOM WITH COVERED AREA

WORKSHOP STORES

SECURE COVERED, OPEN AREA

BABY UNIT

OUTDOOR TOILET SECURE OUTDOOR AREA

WC/ SHOWER/ CLOAKS

FLOOR AREA

NAPPY AREA

PLAY AREA, EXERCISE AREA, ART

PRE SCHOOL 2- 4 YEARS

STAFF W.C

BAGS AREA

DINNING ROOM

SCHOOL AGE SERVICE

SENIOR TODDLERS 2-3 YEARS

SLEEP AREA

SECURE OUTDOOR AREA

RESEARCH OFFICE

SLEEP AREA

TOILET AREA

FOOD AREA

NAPPY AREA

BAGS AREA

OFFICES

SERVICES

1. CORRIDOR 2. BEAN BAG AREA 3. TABLE -CHAIRS 4. ACTIVITIES AREA

2

5. OPEN AREA

1

6. EXTERNAL AREA (COVERED AREA)

3 5

12

7. EXIT / ENTRANCE 8. ART - WET AREA

4

9. TOILETS 10.VENTED LOBBY 11.STORES

6

12.CLOAK ROOM

7

11 8

10 9

1 11

12

5

10

9

8

7

2

4

3

6

1. MAIN ENTRANCE TO FULLY COMPLY WITH BOTH TGD PART M & CURRENT BEST PRACTICE 2. BUGGY AREA 3. OVER HEAD CANOPY 4. HATCH, OFFICE 5. TACTILE COLOUR PAVING

6

5

LOBBY AREA 1

4

6


6. INTERCOM SYSTEM & PIN CODE

3

4

2

ENTRANCE 3

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1. WORKSTATION 2. HIGH LEVEL SHELVING 3. STORAGE

1

1

RECEPTION

RECEPTION

3

3

2

1. HIGH LEVEL SHELVING 2. FLEXIBLE SHELVING 3. PVC FLOORING 4. SHARED ENTRANCE

4

1 1 1

2

3

2 3 2 1

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4

1. DINNING AREA 2. VIEWING PLATFORM 3. KITCHEN A. FRIDGE B. WORKTOP C. DISHWASHER D. STORAGE E. CERAMIC FLOORING (NON SLIP) F. SERVICE TRIANGLE

7 5

6

4

4. CORRIDOR 5 EXIT

B A

2

E

6. CLOAKS TOILET

A

F

C A

7. DRY/COLD STORAGE

5

3

8 5

2

1

7

F

A

C

3

E

1

4 6

D

5

1. PVC FLOORING 2. HIGH LEVEL SHELVING

2

3. WORKTOP 4. SINK UNIT

3

5 W.MACHINE 4

1

7. STORAGE

5 6

8. BASKET AREA

2

7

2

2

4

3


8

LAUNDRY

6. DRYER

5

3

6

1 LAUNDRY

8

7

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1. PVC AREA 2. CLOAKS - BAGS 3. WC 4. WHB

2 4

4 3

1

2

2

1

2 3

DISABLED WC

62

1. VENTED LOBBY 2. CHANGE UNIT 3. BIN 4. WHB

2

3 3

4

4

2 4 1

2 3

1 3 4

2


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Review and feedback Contents Introduction The completed project Final review and feedback Checklist

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St ag


Si The

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Review and feedback Introduction The importance of constant reviews and feedback to the Design Team, the Project Committee and the overarching community group at all stages of the project cannot be over-emphasised. A proper and effective recording system should be in place for taking minutes of meetings and progress updates, as well as logging any outstanding issues to be dealt with and the appropriate person responsible for dealing with these. This stage looks at what should be considered once the building has been complete.

The completed project Once the building works have been completed, provided all the stages were carried out satisfactorily, the building should be working smoothly. A review and feedback process should be carried out to ascertain any faults or items that require repair or alterations and that are the responsibility of the contractor.

When a contractor is making good on defects, this will need to be carried out outside of the childcare facility working hours. In the event such matters are not remedied, the architect may issue a warning to the contractor to carry out the works. If the contractor fails to do so, the architect can authorise for the works to be carried out by another contractor and the monies held on retention used to cover the cost. This amount will then be taken from the final account due to the contractor.

In the absence of agreement to go to arbitration, the other course open is through the courts system. Legal advice should be obtained in all cases of serious dispute.

Final review and feedback At this stage it is recommended that the Project Committee meet again to: (a) Prepare a final review and feedback of the whole project. And (b) Complete the required report for inclusion in the health and Safety file under the approval of the Project Supervisor for the Design Process (PSDP). This is the final document to be included in the Safety file, which can be referenced by future users of the building if and when the occasion might arise.

Checklist A typical checklist for review and feedback should include the following items: Structure • Any noted defects, cracks, movements, damp penetration, etc. Building elements • Any noted defects, windows, doors, roofs, gutters, leaks, etc. Finishes

STAGE 12 Review & feedback

The contract with the builder should allow for a Defects Liability Period of twelve months, in which any matter referring to the completion of the building should be rectified by the contractor as per the terms of the contract. The architect should record all such items and instruct the contractor to carry out such works. A sum of money is held back from the contractor (known as a retention sum) for the duration of the Defect Liability Period (as per the terms of the contract) so that these matters can be dealt with.

Should the contractor or client fail to honour the contract (in the opinion of the architect) the contract provides for legal action to be taken by either side. This generally takes the form of arbitration, where an independent appointed arbitrator is agreed by the parties. Failing such agreement, an arbitrator will be nominated by the appropriate authority named in the contract.

• Any noted defects, shrinkage, warping, cracking, etc.

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Mechanical services

Health & Safety

• Any noted defects, water supply, heating, ventilation, drainage, sewage, etc.

• Is there a Safety file?

• Are all services clearly marked and annotated? • Are emergency contact details readily available? Electrical services • Any noted defects, lighting, security alarms, fire alarms, emergency lighting, sockets, etc. • Are all services clearly marked and annotated? • Are emergency contact details readily available? Landscaping

• Has a final assessment been carried in terms of Health and Safety? • Have fire drills been put in operation and logged? • Are fire alarms being checked and recorded in log? • Has a maintenance manual been provided for the building to record all events? Has an appropriate person been appointed to keep it up to date?

• Any noted defects, car park, finishes and surfaces, new shrubs, water pooling, fencing, gates, etc.

Budget

The Building in operation

• Has the final account been agreed?

• Any noted defects? • Are room sizes adequate • Is the relationship of the rooms working? • Is light sufficient? • Is the orientation of particular areas working? • Is ventilation sufficient? • Is security working? • Has the client been given full instructions regarding the workings and maintenance of all mechanical and electrical installations? • Does the building require a part time or full time maintenance manager? Design Team • Does the Design Team need to advise on any aspect of the building? • Are there any cost implications? • Do budgets allow for any charges required?

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• Is all relevant information available on the file for future use?

• Has the project been carried out within budget?

• Have all fees and financial obligations been met within budget? • If there has been an overrun on budget, has this been assessed? Scheduling • Has the project been completed in the agreed time period? • If there has been an over-run on the project schedule has it been assessed? Planning and development • Have all conditions of the planning permission, Fire Safety Certificate and Building Regulations 1997-2008 been adhered to? • Is the building fully compliant with the Child Care Regulations (Pre-school Services) 2006? • Has the Design Team issued final documentation relating to compliance with planning and Building Regulations 1997-2008? • Are all legal matters finalised?

Appendix 1 Useful contacts Office of the Minister for Children and Youth Affairs (OMCYA) Address: Department of Health and Children, Hawkins House, Dublin 2. Tel: Fax: Email: Web:

01 635 4000 or Lo-call: 1890 20 03 11 01 674 3223 [email protected] www.omcya.ie

Pobal Address: Holbrook House, Holies Street, Dublin 2. Tel: 01 2400 700 Fax: 01 6610 411 Email: [email protected] Web: www.pobal.ie

Pobal Regional Offices1 Dublin Regional Office Address: Pobal, Grants Row, Dublin 2 Tel: 01 5117 162 Fax: 01 2400 706 Cork Office Address: Pobal, Building 1000, Unit 1102, City Gate Business Park, Mahon, Cork. Tel: 01 5117 810/5117 812 Fax: 021 43 50873 Monaghan Office Address: Pobal, M:TEK II Building, Armagh Road, Monaghan Tel: 047 71340 Fax: 047 71341 Sligo Office Address: Pobal, Harbour View House, 16 Holborn Street, Sligo. Tel: 071 91 45373 Fax: 071 91 45316

County/City Childcare Committees Carlow Tel: Fax: Email: Web:

059 91 40244 059 91 4 0651 [email protected] www.carlowccc.com

Cavan Tel: Fax: Email: Web:

049 95 29882 049 95 29881 [email protected] www.cavanccc.ie

Clare Tel: Fax: Email: Web:

065 68 64862 065 68 65515 [email protected] www.clarechildcare.ie

Cork City Tel: Fax: Email: Web:

021 45 07942 021 45 07914 [email protected] www.corkcitychildcare.ie

Cork County Tel: 022 23880 Fax: 022 41657 Email: [email protected] Donegal Tel: Fax: Email: Web:

074 91 32416 074 91 30314 [email protected] www.donegalchildcare.com

Dublin City Tel: Fax: Email: Web:

01 542 4100 01 542 4107 [email protected] www.childcareonline.ie

1

Pobal’s Childcare Regional Team are based in regional offices, located in Dublin, Cork, Monaghan and Sligo.

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Dun Laoghaire/Rathdown

Leitrim

Tel: Fax: Email: Web:

Tel: 071 96 40870 Fax: 071 96 40871 Email: [email protected]

01 236 8030 01 236 8012 [email protected] www.dlrcountychildcare.ie

Limerick City Fingal Tel: Fax: Email: Web:

01 807 7660 01 807 7669 [email protected] www.fingalcountychildcare.ie


061 40 7527 061-407522 [email protected] www.limerickcitydb.ie/childcare

Limerick County Galway Tel: Fax: Email: Web:

091 752039 091 735701 [email protected] www.galwaychildcare.com


061 60 0918 061 60 0898 [email protected] www.clcc.ie

Longford Kerry Tel: Fax: Email: Web:

066 71 81582 066 71 02945 [email protected] www.kerrycountychildcare.com


043 42505 043 42504 [email protected] www.longfordchildcare.ie

Louth Kildare Tel: Fax: Email: Web:

045 86 1307 045 98 2411 [email protected] www.kildarechildcare.ie

Kilkenny Tel: Fax: Email: Web:

056 77 52865 056 77 86903 [email protected] www.kkccc.ie

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041 68 59912 041 68 59913 [email protected] www.louthchildcare.ie

Mayo Tel: Fax: Email: Web:

094 90 47010 094 90 21777 [email protected] www.mayocdb.ie

Meath

Laois Tel: Fax: Email: Web:


057 86 61029 057 86 81970 [email protected] www.laoischildcare.ie


046 90 73010 046 90 67221 [email protected] www.mccc.ie

Monaghan

Waterford City.



047 72896 047 72881 [email protected] www.monaghanchildcare.ie

Waterford County

Offaly Tel: Fax: Email: Web:

051 86 0444 051 86 0445 [email protected] www.waterfordcitychildcare.com

057 91 35878 057 91 35879 [email protected] www.offalychildcare.com


058 43601 058 43602 [email protected] www.waterfordcoco.ie

Roscommon

Westmeath



094 96 22540 094 96 20878 [email protected] www.roscommonchildcare.ie

Wexford

Sligo Tel: Fax: Email: Web:

044 93 35454 044 93 47962 [email protected] www.westmeathchildcare.ie

071 91 48860 071 91 48849 [email protected] www.sligochildcare.ie


South Dublin

Wicklow



01 457 0122 01 457 0322 [email protected] www.southdublinchildcare.ie

053 92 37156/053 92 39763 053 92 39540 [email protected] www.wexfordchildcare.ie

0404 64455 0404 64444 [email protected] www.wicklowcountychildcare.ie

Tipperary North Tel: Fax: Email: Web:

067 44888 067 31478 [email protected] www.northtipperarychildcare.ie

Tipperary South Tel: Fax: Email: Web:

052 82274 052 28776 [email protected] www.southtippchildcare.ie

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Professional Bodies/Institutes Association of Consulting Engineers of Ireland Address: 46 Merrion Square, Dublin 2. Tel: 01 642 5588 Fax: 01 642 5590 Email: [email protected] Web: www.acei.ie

Society of Chartered Surveyors Address: 5 Wilton Place, Dublin 2. Tel: 01 676 5500 Fax: 01 676 1412 Email: [email protected] Web: www.scs.ie

Voluntary Childcare Organisations

Chartered Institute of Arbitrators (Irish Branch)

Barnardos

Address: Merchants House, 27 - 30 Merchant’s Quay, Dublin 8. Tel: 01 707 9739 Fax: 01 707 9751 Email: [email protected] Web: www.arbitration.ie

Address: Christchurch Square, Dublin 8. Tel: 01 453 0355 Fax: 01 453 0300 Email: [email protected] Web: www.barnardos.ie Border Counties Childcare Network

Chartered Institute of Building in Ireland Address: 62 Baggot Street Lower, Dublin 2. Tel: 01 676 3188 Web: www.ciob.org.uk Institute of Designers in Ireland Address: The Digital Hub, Roe Lane, Thomas Street, Dublin 8 Tel: 01 489 3650 Fax: 01 488 5801 Email: [email protected] Web: www.idi-design.ie National Disability Authority Address: 25 Clyde Road, Dublin 4. Tel: 01 608 0400 Fax: 01 660 9935 Email: [email protected] Web: www.nda.ie Royal Institute of Architects of Ireland Address: 8 Merrion Square, Dublin 2. Tel: 01 676 1703 Fax: 01 661 0948 Email: [email protected] Web: www.riai.ie

70

Address: Unit 10d, M:TEK Building, Knockaconny, Monaghan. Tel: 047 72469 Fax: 047 72491 Email: [email protected] Web: www.bccn.ie Forbairt Naíonraí Teoranta Address: Teach Regus, Bóthar Fhearchair, Baile Átha Cliath 2. Tel: 01 477 3151 Fax: 01 477 3350 Email: [email protected] Web: www.naionrai.ie IPPA, the Early Childhood Organisation Address: Unit 4, Broomhill Business Complex, Broomhill Road, Tallaght, Dublin 24. Tel: 01 463 0010 Fax: 01 463 0045 Email: [email protected] Web: www.ippa.ie

Irish Steiner Kindergarten (ISKA) Address: Cappaduff, Mountshannon, Co. Clare. Tel: 061 92 7944 Fax: 061 92 7944 Email: [email protected] Web: www.steinerireland.org National Childminding Association of Ireland (NCMAI) Address: 9 Bulford Business Campus, Kilcoole, Co. Wicklow. Tel: 01 287 8466 Fax: 01 287 8465 Email: [email protected] Web: www.childminding.ie National Childrens Nurseries Assocation (NCNA) Address: Unit 12c, Bluebell Business Park, Old Naas Road, Bluebell, Dublin 12. Tel: 01 460 1138 Fax: 01 460 1185 Email: [email protected] Web: www.ncna.net St. Nicholas Montessori Society of Ireland (SNMSI) Address: Ground Floor, 29 Patrick Street, Dun Laoghaire, Co. Dublin. Tel: 01 280 5705 Fax: 01 280 5705 Email: [email protected] Web: www.montessoriireland.ie

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Appendix 2

Project plan Contents

72

Section 1.

Project Team

Section 2.

Project description

Section 3.

Project budget

Section 4.

Site

Section 5.


Section 6.

Working with the contractor

Section 7.

Project schedule & milestones

Section 8.

Project risks

Section 1. Project Team Give a brief description of the Project Team including the team members, and their role within the team. Name

Role/responsibility

Contact details

Project manager Finance Legal Childcare advisor The Project Team contact name and phone number is

______________________________________

The Pobal contact name and phone number is

______________________________________

The CCC contact name and phone number is

______________________________________

Other contact names and phone numbers

______________________________________

Provide details of • how often the committee will meet: • how the committee will make decisions:

73


Section 2. Project description Current & future service provision Currently provided (if applicable) Sessional

Part-time

After project completed

Full-time Sessional Part-time

Full-time

Number of childcare places available per day Operating hours per day (incl. times for each session) Age range catered for Number of days per week Number of weeks per year Service type

• Full-day care

• Full-day care

• Pre-school sessional (am)

• Pre-school sessional (am)

• Pre-school sessional (pm)

• Pre-school sessional (pm)

• Drop-in service

• Drop-in service

• Childminding

• Childminding

• School-age children (term-time only)

• School-age children (term-time only)

• School-age children (Term-time = full-time out of term)

• School-age children (Term-time = full-time out of term)

Description of service to be provided: Provide a brief description of the type of service which will be provided.

Description of proposed new facility: Provide a brief description of the building which will be provided.

• New Build No of stories: Sq ft finished:

74

• Renovation

• Extension

• Purchase

• Other

Section 3 Project budget Provide a summary of the planned expenditure and sources of funding for the project. Details of cost control and cash flow projections should also be provided. Example heading

Description

Site purchase costs

List all the costs associated with the purchase of a site or building; for example:

Budget amount

• Acquisition price of the land or building; • Site or Building Inspections; • Legal costs. Construction/renovation costs

To build a new facility or renovate existing premises.

Fixtures and fittings

To fit out a new building or renovated premises (e.g., flooring / kitchen etc.)

Equipment

Childcare equipment, toys, indoor and outdoor play equipment etc.

Professional fees

For example architects fees etc.

Project contingency

Allowance for unexpected costs.

Other specified costs

Total

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Section 4. Site The site location

Site has been identified

Site not yet identified

Description of Proposed Site: Provide a brief description of the site where the new facility will be located. If a site has not been identified, provide a specification for a site including how a site will be identified.

Provide details of procedure to obtain planning permission, stating whether planning permission should be easy/difficult to obtain. Include zoning of area in the county plan:

Location of utilities, (comment on availability of water, gas, electricity, sewers):

Agreement on a lien (legal charge):

Other comments:

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Section 5. Working with the architect Provide details/descriptions of:

Services to be procured:

Form of contract that will be used:

Procurement process:

Managing the Design Team:

Person responsible for procuring the architect:

Other comments:

77


Section 6. Working with the contractor Provide details/descriptions of:

What contracts will be required, main contractor, specialists, etc:

Form of contract that will be used:

Procurement process:

Managing the contractor:

Person responsible for procuring the contractor:

Other comments:

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Section 7. Project schedule & milestones List key project milestones such as Milestone

Date

Site obtained Agreed contract with architect Apply for planning permission Planning permission secured Design completed, tender for contractor Contract award Construction start Building handover Facility in operation Comments

79


Section 8. Project risks Identify the critical project risks; give brief description on why they are critical and how they are going to be managed. Consider risks under each of the sections of this plan, that is Project Team, Service provision, Budget, Site, Architect, Contractor and Schedule. Following headings, an example might be: Description of risk:

Flooding

Likelihood of risk happening: Medium, the area has been flooded in the past. Severity if risk happens:

High, if there is a flood, it will have a severe impact.

Overall risk rating:

High. This is considered a major risk requiring action.

Action (options):

Avoid the risk: - find another site

Minimise the risk: - design the facility to minimize the impact

Transfer the risk: - flood insurance Description of risk

Likelihood of risk happening

Severity if risk happens

(High/medium/low) (High/medium/low) Planning permission Site ownership Unfavourable ground conditions Committee member withdraws from group Continue onto additional pages as required.

80

Overall risk rating (High/medium/low)

Action


Funded by the Irish Government under the National Development Plan 2007-2013

design nathansomersdesign.ie

Building Resource Manual

To request this document in an alternative format, contact:


Pobal Holbrook House Holles Street Dublin 2 Tel: 01-2400700 Fax: 01-6610411 Email: [email protected] Web: www.pobal.ie

Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities