Professional Documents
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Introduction
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
2. Do the project.
START
PLAN THE
PROJECT
CHECK THE
PROJECT
DO THE
PROJECT
FINISH THE
PROJECT
Contents
Stage 01
Getting started
04
Stage 02
11
Stage 03
The site
18
Stage 04
22
Stage 05
Contractual arrangements
27
Stage 06
34
Stage 07
Planning permission
38
Stage 08
43
Stage 09
On-site
47
Stage 10
Project risks
50
Stage 11
Design ideas
52
Stage 12
64
67
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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STAGE 01 Getting started
Stage
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Project plan
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Getting started
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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.
Financial advisor
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.
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Pobal
Project plan
Project
Committee
Section 2
Project
description
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
Working with
the architect
Section 6
Working with
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.
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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.
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?
12
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.
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.
Plan to be
completed by
01 Jan 2008
01 March 2008
01 April 2008
01 May 2008
10 Jan 2009
Site secured
01 Mar 2009
01 May 2009
01 Aug 2009
01 Nov 2009
01 Dec 2009
01 Dec 2009
01 Dec 2009
Contractor hired
01 Mar 2010
Commence construction
01 Apr 2010
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
Procure Design
Team
Site secured
Receive letter
from OMCYA
Project Proposal
Framework
Project plan
agreed
Expression of
Interest (EOI)
Form Project
Committee
Activity
Year 2
M
Year 1
Year 3
M
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Unforeseen Costs
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
B: Professional fees
Insurance
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.
C: Construction
Renovation costs
Security equipment
Legal fees
Other furnishings
Loan interest
16
Programme equipment
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.
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
400,000
Legal fees
Estimate
25,000
Loan interest
Estimate
3,000
Program equipment
Estimate
40,000
Estimate
25,000
Security equipment
Estimate
15,000
Other furnishings
Estimate
25,000
Estimate
15,000
Stamp duty
Published rates
Insurance
Brokers advice
F. Contingency
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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STAGE 03 The site
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Recommendation
Stage
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Archaeological sites
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Protected structures
Greenfield Site
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The site
Introduction
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.
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
authoritys 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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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Archaeological sites
Recommendation
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
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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 authoritys 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?
These conditions are set out in the Capital Information Guide for
Community Providers available on www.pobal.ie.
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Introduction
Architect
The architects 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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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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 Gis, telecommunications providers
and the local authority.
24
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
designers 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.
LEAD DESIGNER/
ARCHITECT
CIVIL/
STRUCTURAL
ENGINEER
QUANTITY
SURVEYOR
LEAD DESIGNER/
ARCHITECT
MECHANICAL
& ELECTRICAL
ENGINEER
CIVIL/
STRUCTURAL
ENGINEER
QUANTITY
SURVEYOR
HEALTH &
SAFETY
OTHER
CONSULTANTS
CLIENT
MECHANICAL
& ELECTRICAL
ENGINEER
CLIENT
HEALTH &
SAFETY
OTHER
CONSULTANTS
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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
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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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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Value of Contract
Less Then
5,000
5K - 50K
5oK - EU
Threshold
Obtain written
quotes from
competitive suppliers
Draw up
tender documentation
Evaluate offers
objectively against
specified requirements
Select most
suitable offer
Notify/debrief
unsuccessful bidders
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)
Debrief unsuccessful
tenderers
30
Notify unsuccessful
tenderers
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
b) Restricted procedure
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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%
20%
Innovation &
Has the lead designer displayed innovation or interesting design features?
Design Features
15%
Price
30%
The Project Committee should define the award criteria and the weighting for its own project.
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Pre-tender estimate
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
committees 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
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Planning permission
Introduction
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
d) Retention permission.
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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.
Ventilation
An Bord Pleanla
Hygiene
Drainage/waste disposal
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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
42
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?
St
a
M Proj
an
e
ag
Pl
a
g
2
as
S it e
t
c
ra
t
en
n
io
ct g &
rin
ua
ct
St
a
d
Co e
nt
Co
ns
Te tru
n
rk
Wo
St ag
e6
Plan i
n
ng
Permis
sion
Stage
St
a
Construction tendering
& contract
Contents
it h t h e
ing w
it e c t
A rc h
C
Ar ontr
ra
ng a
e
ge
Stage
4
O n-
e3
e9
te
St ag
St ag
Appoin
tmen
t of
Design
Team
Si
The
Project R
isks
t
en
De
sig
n
Getting
Star
ted
ct
e
Id
Stage
1
em
Stage
10
iew &
R ev
k
dbac
Fee
11
St
a
e 12
St ag
Introduction
Pre-tender estimate
Value engineering
Tendering for the contractor
Form of contract
Prime costs and provisional sums
Contingency sum
Completing the tender process and getting the contractor on board
Prompts
43
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Construction tendering
& contract
Introduction
Value engineering
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.
44
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.
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.
45
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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;
46
St
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Pl
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as
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n
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ct g &
rin
c
ra
t
en
d
Co e
nt
Co
ns
Te tru
n
rk
Wo
it h t h e
ing w
it e c t
A rc h
St ag
e6
Plan i
n
ng
Permis
sion
Stage
ua
ct
St
a
ge
Stage
4
O n-
e3
e9
te
St ag
St ag
C
Ar ontr
ra
ng a
e
STAGE 09 On-site
St
a
On-site
Appoin
tmen
t of
Design
Team
Si
The
Project R
isks
t
en
De
sig
n
Getting
Star
ted
ct
e
Id
Stage
1
em
Stage
10
iew &
R ev
k
dbac
Fee
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
47
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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 contractors approach to site safety
and security.
The Project Supervisor Design Process (PSDP),
the architect and Design Team will now act as the
employers 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
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
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
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?
49
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Project R
isks
t
c
ra
ua
ct
t
en
n
io
ct g &
rin
d
Co e
nt
Co
ns
Te tru
n
rk
Wo
it h t h e
ing w
it e c t
A rc h
St ag
e6
Plan i
n
ng
Permis
sion
Stage
Stage
4
ge
e3
S it e
te
O n-
St ag
Si
The
St
a
7
Risk analysis
St
a
Introduction
Appoin
tmen
t of
Design
Team
Contents
C
Ar ontr
ra
ng a
e
Project risks
50
g
2
De
sig
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M Proj
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Pl
a
as
Stage
10
St
a
t
en
e9
Getting
Star
ted
ct
e
Id
Stage
1
em
St ag
iew &
Rev
k
dbac
Fee
11
St
a
e 12
S t ag
Project risks
Introduction
Risk Analysis
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;
Risk reduction
High/
Medium/
Low)
Example
Actions
Meet with
planners
to get an
opinion on
planning
Hire a
planning
consultant.
51
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
St
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S it e
ac
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io
ct g &
rin
St ag
O n-
rk
Wo
it h t h e
ing w
it e c t
A rc h
St ag
e6
Plan i
n
ng
Permis
sion
Stage
8
ge
Co
ns
Te tru
n
St
a
7
Prompts
ua
ct
de
Co
nt
r
Safety measures
t
en
Car parking
Materials
Stage
4
Physical environment
e3
te
St ag
Accommodation schedule
St
a
Introduction
C
Ar ontr
ra
ng a
e
Contents
Appoin
tmen
t of
Design
Team
Si
The
Project R
isks
Design ideas
52
g
2
as
t
en
De
sig
n
Getting
Star
ted
ct
e
Id
Stage
1
em
Stage
10
iew &
Rev
k
dbac
Fee
11
St
a
e 12
S t ag
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
Reception
office
1 adult
Office Area
Childrens play
and learning
area.
53
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
54
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
childrens 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.
Space ratios7
Lighting
0-1 year
3.5m2
1-2 years
2.8m2
2-3 years
2.35m2
3-6 years
2.3m2
0-1 year
3.5m2
1-2 years
2.8m2
2-3 years
2.35m2
Laundry facilities
3-6 years
2.3m2
0-6 years
2m2
0-6 years
2m2
Age of child
55
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Rodent proofing
Materials
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
Every 8 adults
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 authoritys 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
56
Safety measures
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?
57
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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
58
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
5. OPEN AREA
6. EXTERNAL AREA
(COVERED AREA)
3
5
12
7. EXIT / ENTRANCE
8. ART - WET AREA
9. TOILETS
10.VENTED LOBBY
11.STORES
12.CLOAK ROOM
11
8
10
9
1
11
12
10
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
LOBBY AREA
1
6. INTERCOM SYSTEM
& PIN CODE
ENTRANCE
3
59
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
1. WORKSTATION
2. HIGH LEVEL SHELVING
3. STORAGE
RECEPTION
RECEPTION
1
1
1
2
3
2
1
60
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
4. CORRIDOR
5 EXIT
B
A
6. CLOAKS TOILET
C A
7. DRY/COLD STORAGE
8
5
4
6
1. PVC FLOORING
2. HIGH LEVEL SHELVING
3. WORKTOP
4. SINK UNIT
5 W.MACHINE
4
7. STORAGE
5
6
8. BASKET AREA
LAUNDRY
6. DRYER
1
LAUNDRY
61
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
1. PVC AREA
2. CLOAKS - BAGS
3. WC
4. WHB
2
4
4
3
2
3
DISABLED WC
62
1. VENTED LOBBY
2. CHANGE UNIT
3. BIN
4. WHB
3
3
2
4
1
2
3
1
3
4
63
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
g
2
n
io
ct g &
rin
c
ra
t
en
d
Co e
nt
Co
ns
Te tru
n
rk
Wo
it h t h e
ing w
it e c t
A rc h
St ag
e6
Plan i
n
ng
Permis
sion
Stage
ua
ct
St
a
ge
Stage
4
S it e
e3
O n-
te
C
Ar ontr
ra
ng a
e
St
a
64
St ag
Appoin
tmen
t of
Design
Team
Si
The
Project R
isks
De
sig
n
M Proj
an
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ag
Pl
a
as
Stage
10
St
a
t
en
e9
Getting
Star
ted
ct
e
Id
Stage
1
em
St ag
iew &
Rev
k
dbac
Fee
11
St
a
e 12
S t ag
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
65
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Mechanical services
Budget
66
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:
Pobal
Address: Holbrook House, Holies Street, Dublin 2.
Tel:
01 2400 700
Fax:
01 6610 411
Email: enquiries@pobal.ie
Web:
www.pobal.ie
059 91 40244
059 91 4 0651
info@carlowccc.ie
www.carlowccc.com
Cavan
Tel:
Fax:
Email:
Web:
049 95 29882
049 95 29881
admin@cavanccc.ie
www.cavanccc.ie
Clare
Tel:
Fax:
Email:
Web:
065 68 64862
065 68 65515
info@clarechildcare.ie
www.clarechildcare.ie
Cork City
Tel:
Fax:
Email:
Web:
021 45 07942
021 45 07914
corkcitychildcare1@eircom.net
www.corkcitychildcare.ie
Cork County
Tel:
022 23880
Fax:
022 41657
Email: info@corkchildcare.ie
Donegal
Tel:
Fax:
Email:
Web:
074 91 32416
074 91 30314
info@donegalchildcare.com
www.donegalchildcare.com
Dublin City
Tel:
Fax:
Email:
Web:
01 542 4100
01 542 4107
info@dccc.ie
www.childcareonline.ie
67
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Dun Laoghaire/Rathdown
Leitrim
Tel:
Fax:
Email:
Web:
Tel:
071 96 40870
Fax:
071 96 40871
Email: leitrimcountychildcare@eircom.net
01 236 8030
01 236 8012
info@dlrcountychildcare.ie
www.dlrcountychildcare.ie
Limerick City
Fingal
Tel:
Fax:
Email:
Web:
01 807 7660
01 807 7669
info@fingalcountychildcare.ie
www.fingalcountychildcare.ie
Tel:
Fax:
Email:
Web:
061 40 7527
061-407522
childcare@limerickcity.ie
www.limerickcitydb.ie/childcare
Limerick County
Galway
Tel:
Fax:
Email:
Web:
091 752039
091 735701
mail@galwaychildcare.com
www.galwaychildcare.com
Tel:
Fax:
Email:
Web:
061 60 0918
061 60 0898
clcc@eircom.net
www.clcc.ie
Longford
Kerry
Tel:
Fax:
Email:
Web:
066 71 81582
066 71 02945
info@kerrycountychildcare.com
www.kerrycountychildcare.com
Tel:
Fax:
Email:
Web:
043 42505
043 42504
marie@longfordchildcare.ie
www.longfordchildcare.ie
Louth
Kildare
Tel:
Fax:
Email:
Web:
045 86 1307
045 98 2411
info@kildarechildcare.ie
www.kildarechildcare.ie
Kilkenny
Tel:
Fax:
Email:
Web:
056 77 52865
056 77 86903
kkccc@eircom.net
www.kkccc.ie
68
041 68 59912
041 68 59913
info@louthchildcare.ie
www.louthchildcare.ie
Mayo
Tel:
Fax:
Email:
Web:
094 90 47010
094 90 21777
mayochildcare@mayococo.ie
www.mayocdb.ie
Meath
Laois
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
057 86 61029
057 86 81970
info@laoischildcare.ie
www.laoischildcare.ie
Tel:
Fax:
Email:
Web:
046 90 73010
046 90 67221
meathchildcare@eircom.net
www.mccc.ie
Monaghan
Waterford City.
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
047 72896
047 72881
monaghanccc@eircom.net
www.monaghanchildcare.ie
Waterford County
Offaly
Tel:
Fax:
Email:
Web:
051 86 0444
051 86 0445
Helen@waterfordcitychildcare.com
www.waterfordcitychildcare.com
057 91 35878
057 91 35879
info@offalychildcare.com
www.offalychildcare.com
Tel:
Fax:
Email:
Web:
058 43601
058 43602
waterfordcochildcare@eircom.net
www.waterfordcoco.ie
Roscommon
Westmeath
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
094 96 22540
094 96 20878
info@roscommonchildcare.ie
www.roscommonchildcare.ie
Wexford
Sligo
Tel:
Fax:
Email:
Web:
044 93 35454
044 93 47962
info@westmeathchildcare.ie
www.westmeathchildcare.ie
071 91 48860
071 91 48849
sligochildcare@gmail.com
www.sligochildcare.ie
Tel:
Fax:
Email:
Web:
South Dublin
Wicklow
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
01 457 0122
01 457 0322
info@southdublinchildcare.ie
www.southdublinchildcare.ie
0404 64455
0404 64444
info@wccc.ie
www.wicklowcountychildcare.ie
Tipperary North
Tel:
Fax:
Email:
Web:
067 44888
067 31478
childcare@northtippcoco.ie
www.northtipperarychildcare.ie
Tipperary South
Tel:
Fax:
Email:
Web:
052 82274
052 28776
info@southtippchildcare.ie
www.southtippchildcare.ie
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Professional Bodies/Institutes
Association of Consulting Engineers of Ireland
Address: 46 Merrion Square, Dublin 2.
Tel:
01 642 5588
Fax:
01 642 5590
Email: info@acei.ie
Web:
www.acei.ie
Barnardos
70
71
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.
Section 7.
Section 8.
Project risks
Role/responsibility
Contact details
Project manager
Finance
Legal
Childcare advisor
The Project Team contact name and phone number is
______________________________________
______________________________________
______________________________________
______________________________________
Provide details of
how often the committee will meet:
how the committee will make decisions:
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Part-time
Full-time
Full-day care
Full-day care
Drop-in service
Drop-in service
Childminding
Childminding
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
Description
Budget amount
Equipment
Professional fees
Project contingency
Total
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Section 4. Site
The site location
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:
Other comments:
76
Services to be procured:
Procurement process:
Other comments:
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Procurement process:
Other comments:
78
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
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Flooding
Likelihood of risk happening: Medium, the area has been flooded in the past.
Severity if risk happens:
Action (options):
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
Action
Design nathansomersdesign.ie
Funded by the Irish Government under the National Development Plan 2007-2013
design nathansomersdesign.ie
Design nathansomersdesign.ie
Pobal
Holbrook House
Holles Street
Dublin 2
Tel: 01-2400700
Fax: 01-6610411
Email: enquiries@pobal.ie
Web: www.pobal.ie