Prop Malahide 040609 HP Rev1

8/2/2019 Prop Malahide 040609 HP Rev1

1/23

Development at Gas Yard Lane Malahidefor

Gary Breen & Neil Dowling

Date 10/6/09

PDA | proposal

making buildings work


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Table of Contents

Methodology ......................................................................................................................................................................................................................................... 3

Post Planning - Procurement methods .......................................................................................................................................................................................... 6

Recommended Route of Procurement for this project ................................................................................................................................................................ 8

Scope of Services ............................................................................................................................................................................................................................. 10

Fee Proposal ...................................................................................................................................................................................................................................... 14

Proposed Team Structure ................................................................................................................................................................................................................ 17

Appendices


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PDA Proposal 2

Proposal for Development Management and Project Delivery

Parry Dougan Associates provide impartial engineering advice and project management solutions that satisfy ourclients business objectives.

Our goal is to assist clients to understand the current challenges and legislation and to orientate their organisations

and capital infrastructure into a new era of energy efficient, low carbon facilities.

In this sense we see ourselves as more than just designers of buildings and systems. Our purpose is to understandthe clients business model and need for services and to engage in delivering a project that works effectively for allstakeholders owners, investors and occupiers. This means systems that are fully integrated, operate efficiently andeffectively and that are fault-tolerant throughout their life. They must also be able to evolve to satisfy the changingneeds of the occupants - and secure a satisfactory return for the investor.

This document outlines Parry Dougan Associates proposal for the delivery of a mixed use town centredevelopment comprising a medical centre with retail, commercial and residential elements. The development islocated at Gas Yard Lane, Malahide on a partially built site to the rear of existing cottages and adjacent to the localFire Station. The project comprises a development of four storeys over basement with an estimated construction costof 4 million (excl. VAT). Planning was lodged with Fingal County Council on 21

stApril 2009 by James Clarke

Partnership.

The project has been designed up to the Planning Application stage. There are elevations and a section and somedrainage drawings. No mechanical and electrical services or structural engineering drawings have been produced todate. We have some concerns as to the level of coordination on aspects of the design undertaken for planning andprior to proceeding we would advise that the project is reviewed for completeness and coordination.This document outlines our proposed method of delivery and approach to this exciting project. It includes our coreteams relevant experience and team CVs, which demonstrates our capability and experience for delivering thisproject.

Should we be successful we will make a commitment to deliver a robust and cost effective solution for this site withinthe constraints set by the clients brief, the project financial plan and the existing design.

We will review and develop the current planning package to deliver a robust set of draw ings, contract documentationand bill of quantities for tendering. We will review the development in terms of its phasing and identify alternativestrategies that are available to the client on the overall lifecycle of the project.

We believe that the nature of this development offers significant opportunities to leverage a collaborative effortbetween the design and contracting team.


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PDA Proposal 3

1. MethodologyWorking as Part of the Team

We strongly believe that the delivery of successful projects is as much dependent on the development of a team approach by all involved as on the skills ofindividual team members. This can only be achieved by defining a clear and compelling goal, open communication and an understanding of and respect for the

activities to be undertaken by the other team members. Problems, which will arise from time to time, should be discussed openly and positively as soon as theyare identified to minimise any disruption to the project.

The latest techniques in information transfer can be used but will never replace personal contact and, particularly during the design development, we are keenadvocates of ad hoc 'round the table' discussions. There will; however, also be a need for a series of formal recorded progress meetings with agreed actions anddates throughout this project timeline.

Our preferred team selected for this project are asfollows:

Architecture:

Keenan Lynch Architects (KLA)

Quantity Surveyor:

Healy Kelly Turner Townsend (HKTT)

Civil & Structural Engineering:

Albert Fry Associates

Mechanical & Electrical Engineering:

Parry Dougan Associates (PDA)

To deliver this project we are proposing a team of industry experts with whom we have worked with over the past years. A key benefit of outsourcing andcollaboration for this project is that we can avail of specific areas of excellence within the wider construction community. We have worked with the above


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PDA Proposal 4

companies on a range of projects and each have particular skill sets appropriate to this project. Further details and information on team members can be providedon request.

Briefing the Team

When pulling together a team for a project, it is essential that the team is well briefed initially, that it is kept up to date with information about the project, and that

new members are fully informed. Keeping team members well briefed and well informed allows a good understanding of the context of the project to permeate theteam and creates the space for innovative thinking.

All of our projects will utilise our project management programme. This system promotes good practice by setting requirements for briefing and review and

requiring sign-off from all members of the project team that they have been briefed.

Achieving Quality

We firmly believe that High Quality does not have to mean High Cost. Quality is rather achieved by good design and attention to detail. We seek to maintain high

quality in design by using only high calibre experienced individuals and giving responsibility to them so that they take ownership of a project and are personally

committed to its successful delivery in all aspects.

Programme ControlDelivery programmes are prepared on Microsoft Project, highlighting key dates for deliverables and information transfer. These are discussed with the client at an

early stage of the project for incorporation into an overall coordinated procurement programme.

Regular written reports are prepared, highlighting progress, problems, solutions, and information required.

Cost Control

It is vital that procurement routes and robust cost control are established that minimise the risk of any overspends without constraining the process to the extent

that valuable opportunities are missed to maximise the potential of the project.

It is important that the project team brings the deliverables and cost estimates together at the end of each stage so that they can be reviewed and 'signed off' by

the Client before moving on to the next stage.

The Use of IT

We make appropriate use of the latest technology to increase the efficiency of our design and management. Integrated technical software is used to provide

seamless electronic links from analysis through design, imaging, draughting and on to the contractors IT systems.

E-mail and ISDN links are used for external electronic communication with other members of the team.


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PDA Proposal 5


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PDA Proposal 6

Our Approach to the Briefing Process

We believe that establishing the correct and clear brief is fundamental to the success of any project. It enables the clients representatives and users to have

clearly defined expectations of the performance and the details of the facility that they will be given. It also allows the d esigners to develop the optimum final

solutions in a logical manner with the minimum of abortive work.

It is therefore essential that appropriate time and commitment is made by all involved in the briefing process to ensure that it is diligently completed. Cutting short

the process even within a challenging programme carries a significant risk of subsequent programme delays or unfulfilled user expectations.

Different facilities often require particular attention to the briefing process due to:

The nature of the buildings and their use

A large number of disparate user groups within the buildings

The need for the design team to understand the particular processes usage patterns and needs of different users

The difficulty of finding time to bring busy Departmental Managers together to develop the brief

It is therefore important that a clear, structured, briefing process is put in place.

In the case of multi-headed user groups we believe that regular workshops involving the principal design team members and the user groups provide an effective

vehicle, not only for establishing and confirming the Client brief for each project, but for keeping each user group informed of the project progress and ensuring that

each user groups support and backing is maintained. For example, problems that will arise from time to time should be discussed openly and positively as soon as

they are identified to minimise any disruption to the project. From our depth of experience, we are used to leading such workshops.

Ability to Work to Deadlines and Budgets

Parry Dougan Associates (PDA) take a proactive approach in response to the need to e ffectively manage project deadlines and maintain cost control.

A clear understanding of the clients briefand target timelines is essential in the development of a project specific programme that identifies key milestone dates

and project deliverables. As part of the in-house project team a Development Manager is identified to lead the design activities.

The PDA Development Manager is responsible for the production of a detailed design programme and integrated resource schedule, normally using Microsoft

Project software. This programme not only identifies the project specific deliverables required at each stage, but also schedules key specific information release

dates from team members.

The design programme is integrated into the overall project programme, which is closely monitored to ensure the various stages are staffed appropriately to meet

the identified deadlines. The programme is regularly updated to accord with the actual project progress and any necessary resourcing adjustments made.

Cost control is an integral part of the design development process. We work closely with the project QS at all key stages to enable checks to be made againstagreed elemental costs and any resulting adjustments to the project scope and quality implemented to keep the project within budget.


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PDA Proposal 8

An Overview of Two-stage Tendering

Two-stage tendering is a procedure typically used to achieve an early appointment of a contractor to a lump-sum contract. For the first stage, the objective is tocompetitively appoint, on the basis of limited information, a preferred contractor for further negotiation.

The first-stage competition is typically based on deliverables including a construction programme and method statement, detailed preliminaries pricing, andoverheads and profit. The first stage may also include the competitive tendering of some work packages, together with lump sums for pre-construction services,

design fees, risk margins for work that will not be tendered in the second stage, and so on. The f irst stage concludes with the appointment of a preferred contractoreither on the basis of the provisions of the contract or a separate pre-construction services agreement prior to the completion of a contract at the end of stage two.

The second stage, which is typically managed as a negotiation between the employer and the preferred contractor relies upon competition between second tiercontractors for work packages. The second stage is concluded with the agreement of a lump-sum contract sum, typically based upon the competitive tender ofbetween 70 and 80% of the value of work packages.

Clients adopt the two-stage tender option for a number of reasons, including:

Achieving early appointment of the main contractor ahead of the completion of design, and potentially a quicker start on site.

Securing the involvement of a contractor for pre-contract services on a competitive basis, to obtain input on buildability, sequencing and subcontractorselection.

Retaining greater client involvement in the pre-selection and appointment of subcontractors. Motivating the design and construction team to drive out cost and to drive in value.

Transferring a greater degree of design and other construction risk to the contractor.

Two-stage tenders are a relatively attractive option to main contractors for a number of reasons, not least because resource requirements and costs of abortivetendering are reduced. The successful second-stage tenderer also has the opportunity to ensure that their costs and profitability are secured through bothcompetitively tendered first-stage deliverables and through risk allowances negotiated during the second stage.


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PDA Proposal 9

3. Recommended Route of Procurement for this project

Two Stage Design and Build where the client has the design prepared to anadvanced scheme design stage and the contractor takes on finishing off the designalong with construction. The contractor may re-employ the original designers to

complete the design.

To take best advantage of the documents produced to date and bring the project toits earliest and most competitive conclusion it is proposed to use this Two StageDesign and Build process.

In essence the design team will review and then develop the drawings, specificationand pricing document to the extent that selected contractors can price the project ona nominal basis. This would allow the Design Team to select a preferred bidder.

Once the preferred bidder is selected, the Design Team (excluding the QS and ClientRepresentative) would be novated across to the contractor to develop the building tofull design stage. The QS would step out of the Design Team to support the Client

Representative for the remainder of the project. With the contractor appointed at anearly stage, he can undertake front end activities, such as demolition and site set-up,whilst the design is being finalised.

The following Project Activity Chart outlines the basic process and where the various elements of the Design Team have their roles.


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PDA Proposal 10

Grant of PlanningPermission

Planning submission byothers

Planning Lodged 21stApril 2009

Planning Appeals process

Gap Analysis andDesign Review

Review current, designand undertake GAP

Analysis. This may requireamendments to planning

Complete outline designto include Mechanicaland Electrical review,Civils and Structural

Commence FireCertification

Preparation ofTender package

Design development totender stage suitable for

2 stage tenderingprocess.

Prepare tender stage 1for client signoff and issue

to selected contractorsfor design & build

solution.

Tender stage 2 (preferredcontractor) GMP agreed

Client review and sign off Instruction to proceed

Design and Buildcontract

Design team novated tosectected contractor(Architect; Civil andStructural Engineer;

Mechanical and ElectricalEngineer.

QS steps out of designteam and is retained by

Client Representative forcontractural and financial

support to client.

Design developed andagreed for final signoff

Construction tocompletion. Milestone

payments to meetprogramming

Project monitored byClient team (Client

Representative and QS)

Project Close /Handover

Final O&M and SafetyHandbook

Letting and Tenantoccupation (by others)


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PDA Proposal 11

4. Scope of Services1.0 Development Management Project Execution

General

This method statement describes the approach that would be adopted by Parry Dougan Associates to satisfy the technical, financial and procedural requirementsof the project. The following key issues are:

Project management

Programme and procurement

Health and Safety

Formulation of the brief

Design Stages

Environmental impact and energy conservation

Construction and site control

Project Management

PDAs approach to the design recognises that all design / engineering input should be co-ordinated and focused through a single point of contact: TheDevelopment Manager.

Programme & Procurement

Immediately following appointment, the PDA Project Team would review the strategic aims of the project and confirm the outline programme for the ensuing stagesand the construction of the works.

The programme would include periods for technical review, reports, costing, approvals, detailed design, tender, construction, commissioning, record documentsand staff training.

The Development Manager would participate in agreeing a suitable procurement strategy, including form of contract, special conditions and technicalrequirements, and selection of package splits. The need for pre-tendering materials, plant and equipment would be established.

The Development Manager would also participate in the nomination and selection of suitable contractors to carry out the work. We would discuss with selectedcontractors their views on construction, installation and commissioning.

Health & Safety

The Health and Safety of all people who might be affected by the development is of paramount importance. These issues have always been carefully consideredin our design development and are embodied in our Designer Risk Procedures. Risk assessments would be prepared for the project Health and Safety Plan inconjunction with the Planning Supervisor to identify areas of significant risk during construction and to identify any residual risks to the users and local communityupon completion.

This process starts in the early design stages to allow maximum opportunity to design out potential hazards and is continually reviewed through the designdevelopment and construction phases.


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PDA Proposal 12

Formulation of the Brief

A series of meetings would take place to understand the needs of the users and to propose and develop a suitable brief for the building structure and itsengineering services. This would include agreeing with the Client parameters for:

Room use and floor loadings

Design of the internal environment, e.g. lighting, HVAC, noise levels

Arrangements to facilitate flexible space planning / changes of use and future expansion.

Energy use, efficiency and monitoring

Environmental impact e.g. discharges, refrigerants, noise Performance of building fabric and glazing / solar control

Provision of services outlets

Protective systems, e.g. fire alarms, fire protection, security

Fire safety

Data / telecommunications / audio-visual systems

Drainage discharge requirements

Standby plant

Design life of plant and systems

Arrangements for maintenance access

Particular attention would be paid to the need to achieve engineering and architectural briefs that allow the building to respond with minimal disruption as userneeds and technology develop in the future.

At this stage the availability of information on ground conditions, topographical or dimensional surveys, and services locations and capacities would be checked. Ifthe information required to develop the design is not available then appropriate enquiries, surveys or investigations would be put in hand.

In conjunction with the Architect and other members of the design team, we would then commence work on the initial stages necessary to formulate a conceptdesign and cost plan for use in later stages. The precursors to this would be an appreciation of the existing development constraints and of the requirements of thebuilding users.

Design Stages

Having established the brief, the design concepts and the cost plan, scheme and detailed designs would be prepared to progressively add detail to the engineeringand architectural proposals.

The scheme design would confirm the appropriate engineering solutions, set basic structural forms, layouts and sizes, and would ensure that the central plant anddistribution systems could ultimately be accommodated within the available plant rooms, risers, floor and ceiling void spaces.

During the initial design stages value engineering workshops would be undertaken to review cost effectiveness of solutions and to explore alternative solutions.

A Scheme Design report would be produced to record the design development to date and for the Client to confirm that the proposals are satisfactory. TheDevelopment Manager would then initiate the preparation of detailed design calculations, drawings, schedules, and specifications for obtaining tenders.


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PDA Proposal 13

Environmental Impact and Energy Conservation

As part of the design stages consideration would be given to the environmental impact of the building and its engineering services on the local and globalenvironment.

An environmental effect review would consider:

Boiler flue discharges

Noise from plant

Effluent discharge Carbon dioxide emissions

Choice of refrigerants

Choice of fuel sources

Water conservation

Internal air quality and discharges

The choice and selection of engineering systems would consider measures for reducing the consumption of energy. The following measures would be considered:

Diversity factors on central plant to reduce plant size, plant space size and hence capital and maintenance costs

The use of variable volume pumping and variable volume supply air systems

The use of high efficiency and condensing boilers

Low energy lighting and lighting controls

Heat recovery systems

Low energy fans and high efficiency motors

The selection of such measures would be subject to life cycle costing and value engineering reviews.

Construction and Site Control

The Development Manager and discipline leaders would visit site to ensure that the work was being carried out in accordance with the design intent. TheDevelopment Manager and discipline leaders would also attend site progress meetings and technical meetings.

The Development Manager would ensure that the Contractor:

Produces method statements for the safe construction of non-standard building elements.

Produces specific programmes and method statements for commissioning and testing of plant. Provide record documentation including As-Installed Drawings and Operating and Maintenance instructions.

Carry out training of the users staff.

The discipline engineers would carry out detailed examination of the results of the commissioned systems and witness sample readings for verification. Thedevelopment would be inspected for defects and monitoring of their rectification would be carried out.

A workshop would be held with all parties to analyse the completed project with respect to the performance of the parties and achievement of objectives.


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PDA Proposal 14

2.0 Architecture

As proposed the project will proceed on a two stage design and build basis. This essentially requires that Stage 4 & 5 (Detailed Design and ProductionInformation) as referred to in the Royal Institute of Architects of Ireland (RIAI)) will be undertaken prior to the novation of the design team over to the contractor forcompletion of design and construction.

Refer to Appendix 1

3.0 Quantity Surveying and Project Supervisor DesignAs proposed the project will proceed on a two stage design and build basis. The QS will be retained on the Clients representative team to monitor costs and assist

in the supervision of the project to completion. HKTT will also provide Project Supervisor Design Stage as required under Health Safety and Welfare at Work Act.

4.0 Civil and Structural Engineering

In the absence of any site investigation information we have assumed good ground conditions exist over the full site footprint which will result in the construction of

conventional foundations to the building superstructure. In the event that the SI report highlights very poor ground conditions which results in more complexfoundations design and detailing solution then a revision to the fees would be required to reflect the additional work to be undertaken.

Refer to Appendix 2

5.0 Mechanical, Electrical and Public Health Engineering

We will establish the availability and condition of supplies of primary services such as electricity, gas, telephone, and water. We will liaise with Statutory Authoritiesin respect of incoming services and planning for substations. We will advise the Architect on spatial allowances and requirements for boiler houses, plant rooms,flues, services compounds or any other building services matters which may affect the space planning. We will facilitate and incorporate renewable energy and lowcarbon strategies as required by the energy performance criteria, the Building Regulations and planning requirements.

We assume that the Mechanical and Electrical works will be procured on a shell and core basis for the retail areas, with the incoming tenants preparing bespokesystems designed to reflect their own corporate standards or particular requirements.

We would propose that the Mechanical and Electrical appointment is based on the duties outlined in Section 2 of the IEI Conditions of Engagement Agreement

ME2000.


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PDA Proposal 15

5. Fee ProposalDevelopment Management and Client Representation: Parry Dougan Associates

The services proposed are Development Management, post planning, for two stage design and build, as detailed in the scope of services above.

Fees for Development Management (VAT exclusive): 60,000

Architecture: Keenan Lynch Architects

The services proposed are Architectural Services, post planning, for two stage design and build, as detailed in the scope of services above.

In order to reduce the upfront cost of the design to the client an element of the Stage 4 & 5 fees have been transferred into the construction stages. Should theproject be aborted pre-construction we would note an additional fee would be due in the sum of 15,000.

Fees for Architecture (VAT exclusive):

Stage 4 (including Fire Cert) 18,000

Stage 5 42,000_______

60,000

QS: HKTT

Services proposed are Quantity Surveying and PSDP services, post planning for two stage design and build, as detailed in the scope of services above.

Fees for Quantity Surveying and PSDP:

Fees for Quantity Surveying 31,000

Project Supervisor Design PSDP 10,000

______

50,000


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PDA Proposal 16

Civil and Structural Engineering: Albert Fry Associates

Services proposed are civil and structural engineering, post planning, to completion for two stage design and build, as detailed in the scope of services above.

Fees for Civil & Structural Engineering 47,750

______

47,750

Mechanical & Electrical Engineering: PDA | Engineering

Services proposed are mechanical, electrical and public health engineering post planning to completion for two stage design and build.

PDA will also undertake the detailed design of mechanical and electrical engineering system to be undertaken prior to the novation of the design team over to the

contractor for completion of design and construction stages. In this instance, as PDA will also be acting as clients representative for the construction stage, we willnot be novated to the contractor for the construction stage.

Fees for mechanical, electrical and public health engineering: 30,000

Sustainability 8,000

______

38,000

Fee Summary

In summary our fee structure for the Design stages: - Refer to Appendix 3 for fee comparison

Service Design Team Fees Notes

1 Development Management Client Representation 60,000

2 Architecture inclusive of Fire Certification 60,000 If project aborted preconstruction: additional fee of 15,000

3 Quantity Surveying inclusive of PSDP 50,000

4 Civil & Structural Engineering 47,750

5 Mechanical & Electrical Engineering inclusive ofsustainability

38,000

Total Fee 255,750 15,000


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PDA Proposal 17

Assumptions

We assume that stages 1-3 have been completed as stage 3 is noted as up to and including submission of planning.

We assume that the incumbent design team have been paid to date and that copyright of any current drawings and documentation currently remains withthe client.

We exclude VAT, and legal input.

Fees for property agent and marketing material are not included. Local Authority fees and charges (to include Fire Cert Application Fee) are excluded.

Any amendments to planning resulting from our design review are excluded.

Re-submission and planning amendments excluded.

Notes and Exclusions

Any input subsequent to the submission of the planning application such as response to a request for additional information or input to an appeal followinga planning decision will be subject to confirmation of further fee agreements.

This fee is inclusive of all meetings and includes reasonable disbursements to cover the costs of mileage, printing, etc.

Fees will be invoiced on a monthly basis unless agreed otherwise with full fees being paid to design team on novation to the contract team. Client retained

team will continue to be paid on a monthly basis to meet programme timeline.

The fees outlined above assume that the client brief is established as per planning stages. If the project goes dormant throughout the process, we will write to the Client after a period of 3 months, claiming costs incurred on the project to date.

Our conditions of engagement will be as per the Institute of Engineers Ireland (IEI) and Royal Institute of Architects Irelan d (RIAI) Conditions of

Engagement.

Dilapidation survey works to adjoining buildings and boundary walls are to be included within Contractor remit.


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PDA Proposal 18

6. Proposed Team Structure

Client

Client

ArchitectsKeenan Lynch Architects

Civil & Structural EngineerAlbert Fry Associates

Specialist Sub-Consultants Specialist Sub-Contractors

Quantity SurveyorHKTT

Mechanical & ElectricalEngineers

Parry Dougan Associates

Stage 1

Stage 2

Development ManagerParry Dougan Associates

Design TeamPDAKLA

HKTTAFCE

Main Contractor


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PDA Proposal 19

Appendices


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PDA Proposal 20

Appendix 1


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PDA Proposal 21

Appendix 2


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PDA Proposal 22

APPENDIX 3

Incumbent Team Fees Proposed Parry Dougan Team Fees

TotalFees Planning & Tender

Tender &Construction

Planningcomplete

Tender &Construction

Initial feesquoted

ActualPlannning FeePaid Remaining fees Remaining fees Candidates

Post tenderstage 2 Role

45% 32% 68%

Development

Management 0 0 0 60,000 Parry Dougan Associates Client retained

Architectural 200,000 90,000 63,111.11 136,888 60,000 Kenan Lynch Architects - Novated

Civil & Structural 95,000 42,750 29,977.78 65,022 47,750 Albert Fry Civil & Structural Novated

M&E 45,000 20,250 14,200.00 30,800 38,000 PDA | Engineering Novated

QS 54,000 24,300 17,040.00 36,960 50,000 Healy Kelly Turner Townsend Client retained

Fire Cert 18,000 8,100 5,680.00 12,320 incl in Architecture Kenan Lynch Architects - Novated

PSDP 18,000 8,100 5,680.00 12,320 included in QS Healy Kelly Turner Townsend Novated

Sustainability

Consultant 20,000 9,000 6,311 13,688 included in M&E PDA | Engineering Novated

Total 450,000 202,500 142,000 308,000 255,750

Amount paid to

planning 142,000

Factor of initial planning &

tender fee 0.701

Net

Saving 52,250.00

Prop Malahide 040609 HP Rev1

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