Professional Documents
Culture Documents
ie
Funded by the Irish Government under the National Development Plan 2007-2013
design nathansomersdesign.ie
Refurbishment or Extension of Childcare Facilities
Pobal
Holbrook House
Holles Street
Dublin 2
Tel: 01-2400700
Design nathansomersdesign.ie
Fax: 01-6610411
Email: enquiries@pobal.ie
Web: www.pobal.ie
Introduction
This manual has been prepared by Pobal, on behalf great detail. These are already covered in the earlier
of the Office of the Minister for Children and Youth publication, We like this place, published by Pobal
Affairs (OMCYA), to support community and voluntary in 2002.
groups through the steps of a community building A brief overview of the content in each of the 12
project. Pobal collaborated in the development of stages is provided below:
this manual with PM (Project Management) Group
and Crean Salley Architects. Pobal would also like Stage 01. Getting started
to acknowledge the contributions of Alice Griffin
The initial steps of getting started such as; identifying
(DESSA), Michael Hamill (Healy Kelly Turner &
the local childcare need, setting out clear roles
Townsend) and Ann Lane (St. Annes Day Nursery,
and responsibilities of the Project Committee and
Cork),
producing a draft plan.
The manual specifically focuses on the requirements
for buildings funded by the Governments National Stage 02. Project management plan
Childcare Investment Programme (NCIP) and all Developing the Project Management Plan and
guidance provided is relevant at the time of print. agreeing the project schedule and budget.
The manual is specially tailored to support voluntary Stage 03. The site
committees embarking on a community building Site investigation, certifying the proposed site/
project and aims to provide the tools for effective premises are suitable. This section also contains
project management. While each community building information on the requirement to have a legal
project is unique, they all go through the steps of charge/mortgage for NCIP capital funded projects.
planning, tendering and construction. This manual
provides a guide, including templates, to help Stage 04. Appointment of design team
community groups through each stage of the process. The importance of appointing a design team, the
various professionals which make-up a project team
How to use the resource manual structure.
This Resource Manual is available to be used by Stage 05. Contractual arrangements
all project team members working on community
Information on the public procurement guidelines
construction projects. It is recommended that each
and the form of government contracts to be applied
team member reads through this manual at the start
for NCIP capital funded projects for construction and
of the project and keeps the manual available as a
design consultant contracts.
reference point throughout the life of the project.
While many groups will be at different stages of Stage 06. Working with the architect
the process when they first read this manual, those Working with the architect to develop the project
groups approved funding should read it in conjunction brief from sketch design to complete design and
with the Capital Information Guide for Community production of a pre-tender estimate.
Providers. Those groups who wish to apply for capital
Stage 07. Planning permission
funding towards the cost of the project should read
the Resource Manual in conjunction with NCIP The planning process, the various types of planning
application guidelines available from your local City/ permission and time-frame involved through this
County Childcare Committee. process.
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
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Stage 08. Construction tendering & contract By completing each task before moving on to the
The tendering process for selecting and appointing next task, you will be able to successfully manage
the building contractor. your project and produce a superb resource for your
community.
Stage 09. On-site
Start of construction stage through to final sign-off The Project Management model
and completion of the childcare facility. Project management involves three basic steps.
Stage 10. Project risks 1. Plan the project.
Risk analysis, listings all risks associated with the 2. Do the project.
project and rating them appropriately between high,
3. Check that the project is adhering to the plan.
medium and low risk.
Stage 11. Design ideas
Pointers for designing the childcare facility including
information on sustainable design and building START
energy rating.
Stage 12. Review & feedback
Incorporating an effective review system over the
life-time of the project along with a final checklist.
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Contents
Stage 09 On-site 47
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Contents
STAGE 01 Getting started
The Office of the Minister for Children and Youth Affairs (OMCYA)
Pobal
Project plan
4
Getting started
For community groups interested in setting up or grounded in the needs of the community.
expanding a childcare service, there are a series At this stage the basic size and type of service needs
of steps to be taken to bring the project through to be determined.
to reality. Getting started requires some basic
What age group will be catered for?
groundwork.
Will the service provide full day, part-time or
This stage gives a guide to where to start, who to
sessional care?
contact and how to prepare for the stages ahead.
It will give a brief understanding of: What facilities are needed to accommodate special
needs?
Identifying a need for childcare in the locality;
Many of these questions are addressed in the NCIP
Forming the Project Committee;
Project Proposal Summary which will have been
Developing the project plan. completed with the assistance of the CCC when
Ideally these steps should be completed in the time applying for funding. If the numbers used in that
between discussing your project idea with your local proposal were not properly researched and verified at
City/County Childcare Committee and before receipt that time, it is important to back-track and get these
of the letter of indicative funding from the Office of numbers right at this stage.
the Minister for Children and Youth Affairs (OMCYA). Having identified the objectives of the project (the
provision of childcare places), we can now examine
Identifying the need for childcare possible ways of providing that service. It may not be
The starting point for any childcare project involves necessary to take on a construction project. It may be
identifying the need for childcare in the locality possible to purchase or lease an existing building.
through a combination of knowing the area, All options for providing the service should be
market research and reviewing the needs analysis carefully examined.
undertaken by the local City/County Childcare Having examined all the options a preferred solution
Committee (CCC). This work will also help to identify can be selected. Details of the preferred solution
the type of service required, such as full-day care, should be documented as an output specification for
part-time, sessional, and/or out-of-school services. the project. This may be something simple like: build
At this early stage, it is essential to be clear about a 2,000 sq ft building to provide childcare places for
the extent of the need for childcare in the area, both 50 children.
at present and in the future. Gathering accurate and
real information about the area, will provide clear Forming the Project Committee
direction when the building project moves to more A need for a new or extended childcare facility has by
advanced stages. It will enable the management now been established. Contact will have been made
committee to ensure the facility built matches clearly with the County/City Childcare Committee (CCC).
with the current and future needs of the community. In moving forward, one of the first things to establish
As the process evolves, the exact type of childcare is a working committee whose specific role is to
service required will need to be expanded upon in manage this new building project. We call this
significant detail, but clarifying the basic need at the committee the Project Committee. In some instances
outset will ensure the facility delivers and responds a childcare management committee may already
to the need identified. This manual will help in be in place. However, it is good practice to form a
building up the picture, over a number of stages, in separate core group of people with specific expertise
order to ensure that when professionals are engaged to see the building project through from beginning to
at later stages in the process, their direction is clearly end.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Note for NCIP applicants: The community group is Key personnel/professionals and their
likely to have completed an Expression of Interest role
form, may also have progressed to the next stage and
The Committee will be more productive as a small
completed the Project Proposal Framework with the
team with defined roles, as opposed to a large team
CCC. Indicative approval for capital funding from the
where roles are unclear. This will also assist in the
Office of the Minister for Children and Youth Affairs
decision making process. A team of five to six is ideal
may even have been received. The setting up of a
for most projects.
Project Committee will assist in satisfying the NCIP
requirements that follow, after funding approval and It is also necessary to appoint a person to co-ordinate
before money can be drawn down. the committee and lead the team, such as a project
manager, chairperson or co-ordinator. This person
This stage explores the idea of establishing an
needs to co-ordinate and oversee the projects
effective Project Committee. It will identify:
development from the beginning to the end. The
What a Project Committee is and why it is lead person must also ensure that there is open
important; communications between all members of the team.
The role of the Committee; Persons with specific expertise should be encouraged
Key personnel/professionals and their particular or invited onto the Committee. Ideally they will
roles. be pro-active and have appropriate experience
relevant to the project. While it is preferable
The importance and role of a Project that all team members attend all meetings, it is
Committee perfectly reasonable that some individuals will only
Establishing an effective and efficient Committee attend meetings pertinent to their role. It should
be emphasised that their role is one of guidance/
STAGE 01 Getting started
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Architect/engineer Support from key project sponsors is important to the
success of the project.
An architect or building specialist will advise on site
and construction matters at an early stage until the
City/County Childcare Committee
appointment of the Design Team. S/he may also
representative
advise on site suitability and procedures to procure a
Design Team. Each city and county has a City/County Childcare
Committee (CCC) dedicated to supporting local
Childcare advisor childcare services and playing a key role in
implementing the NCIP. One of the roles of the CCC
An experienced childcare advisor will bring valuable
is to carry out a needs analysis of the city/county to
experience to the project in terms of having a good
identify gaps in the provision of childcare service.
working knowledge of the needs of the childcare
The CCC is the first point of contact when considering
service. S/he may also advise on the drawing up of
setting up or expanding a service and provides
plans and appropriate layout and provision of rooms.
support with:
Financial advisor Accessing information on the NCIP at local level
This person should be competent with financial Facilitating applicants through the stages of the
matters and will play an essential role in monitoring funding process
the budget, maintaining records and advising on Expression of Interest forms
financial matters throughout the project. Completing Project Proposal Framework
Supporting quality development of childcare
Legal & insurance advisor
services
A person with legal background or relevant legal
The CCC is charged with providing an initial
experience will advise on the setting up a legal
assessment of the funding proposals against the
structure for a company, limited or otherwise, and
criteria of local need, value for money and quality of
advise on title documents, executing a mortgage
the proposal.
charge, site procurement, contract documents and
legal requirements. A City/CCC representative would have useful
information (both local and broader) and expertise to
It may be difficult for the group to get this expertise
bring to any childcare project. For community groups
on a voluntary basis so the group may decide to
seeking capital funding, in particular, the CCC can act
appoint a solicitor to complete these tasks and
as an advisory link between the committee and Pobal,
provide general legal advice to the group.
especially at key stages throughout the project (such
Outside the core Project Committee, there are many as application, finance draw down and reporting
other individuals and stakeholders who can have a stages).
positive or negative impact on the project.
The Office of the Minister for Children
Project sponsor and Youth Affairs (OMCYA)
The project sponsor may not be part of the Project The Office of the Minister for Children and Youth
Committee, but is a key person ensuring the success Affairs (OMCYA) within the Department of Health and
of the project. Children has responsibility for government policy
The sponsor is someone who has authority to make relating to childcare, child protection and welfare,
key decisions on the project; for example, if the juvenile justice and early years education.
development is on church property, the parish priest The OMCYA is responsible for the National Childcare
may be the project sponsor. Investment Programme (NCIP) which involves
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
the allocation of grant aid for the development of How often will they meet?
childcare facilities. With regard to applications Who will be responsible for the different aspects of
for childcare funding, the OMCYA, as part of the the project?
Department of Health and Children:
How will they make decisions?
Directs the policy and sets the criteria for funding
How will they manage through busy periods or
Chairs the Programme Appraisal Committee through holiday periods?
Makes the final decision on all applications Investing time and effort in agreeing these rules of
Communicates funding decisions to the applicant, operation will save a lot of angst and disquiet later
CCC and Pobal. in the process. It is better that any awkward issues
are openly discussed and all issues brought to the
Pobal fore where they can be dealt with, otherwise issues
Pobal manages the day to day operations of the tend to linger and cause ongoing disruption to the
National Childcare Investment Programme (NCIP) on cohesive working of the team.
behalf of the Office of the Minister for Children and
Youth Affairs (OMCYA), and : Project plan
Provides support to and liaises with the City/ Having established the need for the project and
County Childcare Committees and funded created the Project Committee, the first task for the
beneficiaries; committee is to establish a project plan.
Undertakes checks of county portfolios of funding Experience shows that investing time at the start of
applications for accuracy, consistency and the process, specifically in developing a good project
completeness; plan, will have the greatest impact on delivering a
STAGE 01 Getting started
8
decisions, it should record its decisions in the project Appendix 2 includes a template for a project plan.
plan. When completing the plan, the team should complete
As the project evolves and more information it as they see fit so as to personalise the plan to make
becomes available, it may be necessary to update the it relevant to the team and to its project. While the
project plan. For many projects, a good project plan plan should be documented, this can be
developed at the start of the project will be sufficient handwritten if necessary.
to see the project through to completion.
Section 1 Project A brief description of the Project Committee including the team members
Committee and their roles within the team;
Contact numbers should also be listed.
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Project description
Budget
The site
Project risks
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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 Budget
step in the process of developing a successful project.
Provide a summary of the planned expenditure and
This section of the manual lists the key areas which
sources of funding for the project.
should be addressed within the plan. The key point
about any plan is that the plan is owned by the entire There are more details on budgeting and controlling
team. project costs further on in this section under
developing a project budget.
The process of developing the plan is as important as
the plan itself. Take time to develop a good plan, and
The site
make it personal to your project. Do not copy a plan
from another group. Somebody elses plan, even if it If the group has a site, provide details about the site;
is a good plan, it is still their plan. It is not your plan. for example, location and dimensions. If a site has
not yet been secured, describe how the site will be
A template for a project plan is included in Appendix
procured and the requirements for a new site.
2 of this manual. This section gives a brief guide to
STAGE 02 Project management plan
completing that plan. There are more details on sites and site selection
in Stage 3 of this manual and also in We like this
Project Committee place.
A common error at this point is to develop over- Fire Certificate secured 01 Dec 2009
optimistic time requirements. It is human nature to Contractor hired 01 Mar 2010
ignore difficulties and to assume that the best case Commence construction 01 Apr 2010
scenario will apply, even though we know that it
Practical completion & handover 20 Dec 2010
rarely does.
Fit-out complete 31 Jan 2011 13
STAGE 02 Project management plan
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Sample Project Schedule n Milestone n Time Period
Expression of
Interest (EOI)
Project plan
agreed
Project Proposal
Framework
Receive letter
from OMCYA
Site secured
Procure Design
Team
Receive planning
permission
Complete building
design
Prepare tender
document
Fire Certificate
secured
Contractor hired
Construction
Practical
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
completion &
handover
Facility open
Developing a project budget Unforeseen Costs
The importance of proper budgeting in the No project is ever designed perfectly; there will
construction and development of a new childcare always be unforeseen conditions or mistakes that
facility cannot be over-emphasised. Developing a will require a construction change order. The
comprehensive and detailed budget is one of the key contingency budgets for these unknown additions to
steps toward ensuring the smooth progression of the the project.
project. On a straightforward new build a 10% contingency
In developing a project budget the group needs to is recommended. On a more complicated project
consider all the costs associated with the project, not like a refurbishment of an existing building, a 15%
just the construction costs. contingency is recommended.
A list of typical costs which can be used as a prompt If this contingency is not utilised in the construction,
to ensure that all costs are identifioed is listed below. the group can use the funds for other useful
At the outset of the project, the group will not have purposes like furniture or equipment.
solid cost data available for many of the cost headings Protect the contingency. The temptation may be
listed below. In this case realistic estimates can be to surrender the contingency to the first item that
used. These estimates may be based on known cost comes in over budget. If this happens there will be no
per square foot /metre or some other known cost contingency for the remainder of the project.
data. As more solid information becomes available, it
is important to update the budget. Late design or brief changes
Having developed a budget at the outset of the Late changes to the brief are all too common
project, that budget needs to be managed throughout on projects. These changes result in increased
the life of the project. professional fees, increased construction costs and
There are three major issues to be aware of: delays to the project.
Actual costs varying from the original estimate, Changes to the design or brief should not be accepted
unless the implications on the budget have been
Unforeseen costs,
clearly understood. This may require cutting costs
Late design or brief changes. back on other items to achieve the project within the
overall budget available to the group.
Actual costs varying from the original
estimate & unforeseen costs Typical budget line items
It is critical to continuously update the budget as
A: Acquisition
estimates become actual costs, and to balance the
total project costs with the total funds available. Building/land
As the tendency is for all parties to underestimate Acquisition price of the land or building.
costs, it is advisable to always include a contingency.
Building inspections
Another issue of which to be mindful is runaway
If purchasing an existing building a detailed
design, where the architect and project group
inspection of the building will be required.
repeatedly tweak the design, adding cost throughout
the project. An example of this is where the group Legal costs
agrees to a higher quality finish than was originally The cost of conveyance.
budgeted for.
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Sample Typical project budget
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STAGE 03 The site
The site
Contents
Introduction
Brownfield site
Greenfield Site
Protected structures
Archaeological sites
Site purchase/lease
Legal charge/mortgage
Recommendation
Prompts
18
The site
20
2
Do we have sufficient professional advice to These conditions are set out in the Capital Information Guide for
Community Providers available on www.pobal.ie.
purchase/lease the site?
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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Introduction
Integrating the Design Team and the contractor into a Project Team
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Appointment of design team
site and, in addition, acts as the main contact point Other consultants
STAGE 04 Appointment of design team
The mechanical and electrical engineers will also Design Team (consultants), usually led by an
work with the architect and Design Team from early architect, but also containing civil/structural
on and will advise on the environmental requirements mechanical & electrical engineers, quantity
of the building, such as heating, ventilation, internal surveyors, Health & Safety and specialist
drainage, lighting, electrical services, insulation and consultants.
energy conservation. The mechanical and electrical Contractors and sub-contractors.
engineers will also liaise with service providers, such
as the ESB, Bord Gis, telecommunications providers
and the local authority.
24
Design Team structure b. Single appointment of lead designer for provision
of all the services
The Design Team contains different specialities which
can be procured in two different arrangements.
a. Lead designer with separate contracts for the CLIENT
different specialities
Under this arrangement the lead designer, usually
LEAD DESIGNER/
the architect, is appointed as the lead designer and ARCHITECT
CLIENT
This organisational arrangement is becoming more
popular, especially for smaller publicly funded
projects (less then 2.0m). Under this arrangement
LEAD DESIGNER/ the lead designer provides all of the required
ARCHITECT
services. The lead designer may have this capability
in-house or may need to subcontract some of the
services to appropriate specialists.
MECHANICAL CIVIL/
As the client has only one contract, it is easier to
QUANTITY HEALTH & OTHER
& ELECTRICAL STRUCTURAL SURVEYOR SAFETY CONSULTANTS
ENGINEER ENGINEER
establish this Design Team. It is the lead designers
responsibility to ensure that the different team
members cooperate. In the event of a defect or a
With this arrangement the client needs to establish dispute, the client is in a strong position as there is
separate contracts with each service provider. This only one contractual relationship.
may involve tendering and reviewing quotes for each It is anticipated that most NCIP applicants will pursue
service, which may be a difficult administrative task this structure.
for the client.
The client does have control over each speciality but Integrating the Design Team and the
needs to remain close to the project to ensure that contractor into a Project Team
each team member is co-operating properly with There are many different project team structures
each of the other team members. which can be pursued of which the most common
In the event of a dispute, the client may find it are:
difficult to identify the source of the problem as Traditional;
each consultant may attempt to pass the blame onto
Design and build.
another organisation.
Each method has its own merits.
This arrangement is suitable for large multi-million
euro projects but may be too cumbersome for
projects funded under NCIP.
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Contractual arrangements
Contents
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Contractual
arrangements
STAGE 05 Contractual arrangements
Groups funded under NCIP should adhere to the Purchase of goods - e.g., furniture. Any purchase
following public procurement procedures for capital contract
grants: Construction services - e.g., to hire an architect.
for goods/services with a value less than 5,000 The government contract - standard conditions
(excluding VAT) one written quote is required; of engagement for construction related services
should be used;
for goods/services with a value between 5,000
and 10,000 (excluding VAT) three written quotes Construction works - Public works contract should
are required; be used.
for goods/services with a value between 10,000 One important point on public works contracts is
and 50,000 (excluding VAT) three written quotes that they are fixed price contracts. In order for the
or tender process is required; contractor or architect to give a fixed price for the job,
the client has to provide a fixed specification for the
for goods/services greater that 50,000 (excluding
job. It is therefore important that the client be sure
VAT) must be advertised and the contract awarded
of what is required from the architect, and also that
after a tender process.
architect complete the design before the appointment
Standard Conditions for Engagement of of the contractor.
Construction Consultants and Public Works
Contracts for Construction Projects Does the Government Capital Works
The Irish Government has introduced a new Management Framework apply?
Government Capital Works Management Framework If a construction project is subsidised by 50% or
to be used on construction projects as a sub-set of more with public funding, then groups must comply
the broader public procurement procedures. with the Government Capital Works Management
The framework consists of two parts: Framework. This means that all public works
(i) Standard Conditions for Engagement of contracts and standard conditions for engagement of
Construction Consultants consultants must be used. If the construction project
(ii) Public Works Contracts for Construction Projects is funded, but public funds are contributing less
28
than 50% of the total cost, the Government Capital All of these contracts are available to download from
Works Management Framework does not apply to the www.constructionprocurement.gov.ie
project, however, funded groups must comply with For more information on public procurement, please
normal public procurement procedures. refer to Pobals Guideline for Public Procurement
In determining whether or not Government Capital available at www.pobal.ie
Works Management Framework applies, the group Further information is also available at
must consider the project as a whole. 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.
Value of Contract
Evaluate offers
Select lowest price / Set basis for award
objectively against
most suitable (lowest price / MEAT)
specified requirements
Select most
For MEAT set
suitable offer
award criteria
(weighted)
Advertise on etenders,
Notify/debrief appropriate media or
unsuccessful bidders invite suitable tenderers
(at least five)
30
Process for the appointment of design Step 3: Decide on the appropriate structure for the
consultants Design Team and the contractor
The following is a step by step guide through Will the project be constructed using the traditional
the process of appointing design consultants approach (Design Team to produce the design, and a
in accordance with Government Capital Works main contractor to construct the building) or will it be
Management Framework. Design & Build (contractor to provide the completed
building to the agreed cost and schedule)?
Step 1: Ensure that the project definition is
Further steps assume a traditional approach; that is
sufficiently clear.
a Design Team will produce the design, and a main
Step 2: Establish whether Government Capital contractor will construct the building.
Works Management Framework applies.
The committee must now appoint a Design Team.
Step 3: Decide on the appropriate structure for the This can be done on the basis of
Design Team and the contractor.
a. Lead designer with separate contracts for the
Step 4: Decide on the appropriate procurement different specialities
procedure.
b. Single appointment of lead designer for provision
Step 5: Write scope of services. of all the services
Step 6: Complete a request for tender and advertise The merits of both options are covered under Project
for tenders. Team structure section in Stage 4 of the manual.
Step 7: Evaluate the returned tenders. The same procedures must be utilised whether a
Step 8: Interview tenderers if necessary. single appointment or multiple appointments are
Step 9: Analyse tender bids and select winning bid. to be made. The major difference is that if multiple
appointments are to be made, separate competitions
Step 10: Issue letter of Intent to the successful
must be run for each contract.
tenderer and letter informing unsuccessful
tenderers of their position. Further steps assume single appointment of lead
designer for provision of all the services.
Step 11: Prepare and sign contract documents.
Step 4: Decide on the appropriate procurement
Step 1: Ensure that the project definition is
procedure
sufficiently clear
If the anticipated value of the contract is less than
This project definition has been dealt with as part of
50,000, the group may prepare a specification for
the project plan and should be fixed at this stage.
the work and get three quotes to do the work. The
Any changes to the project definition after this stage
group may then choose the most suitable offer from
are likely to increase the cost. It is most important to
those three quotes.
get the project definition right as many projects fail
due to errors at this stage. If the anticipated value of the contract is greater than
50,000, the project must be advertised and a tender
Step 2: Establish whether the Government Capital competition must be held.
Works Management Framework applies
There are two possible ways to run the tender
If the project is in receipt of over 50% funding competition.
then the Government Capital Works Management
a) Open procedure
Framework applies.
In the open procedure, the contract is advertised,
As most community groups receive funding in excess
either on e-tenders (www.etenders.gov.ie) or other
of 50% of the total cost of the project, it is assumed
appropriate media. The notice invites tenders and
that the Government Capital Works Management
Framework applies.
anyone may apply to be awarded the contract. The
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
STAGE 05 Contractual arrangements
time limit for receipt of tenders by the client can be client will be paying for services which may not be
no less than 52 days (normally 60 days) from the date required.
of despatch of the notice.
Step 6: Complete a request for tender and
During this period there is an opportunity for advertise for tenders
applicants to raise questions which the client may
Complete tender documentation needs to be
answer. These questions are typically clarifications of
prepared and advertised on e-tenders. A sample
the brief.
tender document is available from Pobal which can
In evaluating the tender the client may reject any be edited to suit the groups requirements. This
tender it deems unacceptable. Only tenders which sample tender document includes a comprehensive
meet the minimum requirement are evaluated. 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 The returned tenders must be evaluated in
allows a short listing of candidates before releasing accordance with the evaluation criteria chosen.
the tender documentation. In the first stage, a notice
is published which states that a contract is to be Step 8: Interview tenderers if necessary
awarded and invites applications to be placed on a There is no obligation to interview any or all of
shortlist. The closing date for applications must not the tenderers. Interviews should be considered
be less than 37 days (normally 42 days) from the date optional and purely to clarify issues within the tender
of despatch of the notice. documents.
This stage allows a shortlisting process to take place. Step 9: Analyse tender bids and select winning bid
The client, in deciding whether a candidate gets
A tender bid analysis report should be prepared and
on a shortlist or not, may look at each candidates
the winning bid selected.
technical ability to provide the service as well as
the candidates financial standing to complete the Step 10: Issue letter of intent to the successful
contract. tenderer and letter informing unsuccessful
The client must set out the evaluation criteria in the tenderers of their position.
published notice. If a potential candidate feels it could Care should be taken with all correspondence with
not meet the standards required, it need not apply to tenderers to protect the committee from any claims.
be placed on the list. After the clarification process has finished, the
Those who have been shortlisted are invited to decision to award should be communicated by letter.
tender for the contract. The second stage is the The form of letter is available in a set of model forms
submission of tenders. The client issues the tender which can be downloaded from
documentation which must be returned to the client www.constructionprocurement.gov.ie. This model
within a minimum of 40 days. letter can be edited to suit the requirements of each
Further steps assume that an open procedure will project.
be applied. This can include a minimum standards These letters have been drafted by solicitors as there
requirement. is a possibility of accidentally creating a contract if
Step 5: Write scope of services these letters are not correctly scripted.
The scope of services specifies the work that the This letter to the winner states that it is the intention
winning designer will carry out. Great care is required of the client to enter into a contract with the
in developing the Scope of Services as any work that consultant, but that there will be no contract until the
is not included will be considered an extra. On the contract is signed. This gives the winner time to get
the appropriate documentation in place, for example,
32 other hand, if every possible task is included the
a tax clearance certificate.
At the same time, the unsuccessful tenderers should to gather the required documentation, insurance
be notified of the intention to award the contract to etc. It also provides the unsuccessful tenderers an
the winner who should be identified (this letter is opportunity to object before the contract is actually
sometimes referred to as the Alcatel letter). signed. Unsuccessful bidders have a legal right to
The unsuccessful tenderers should also be given the this opportunity. By not accepting or rejecting any of
following information in the notice: the tenders, the client is retaining the opportunity
to award the contract to the runner-up should
Their own mark for each of the quality criteria, or
something go wrong with the winner, for example, if
if they failed on a pass/fail criterion;
they can not provide the required insurance.
Their overall ranking in the competition (second,
third, etc.); Step 11: Prepare and sign contract documents
If their price was not the lowest price, inform them Complete the Standard Conditions of Engagement
that their price was not the most competitive; for Construction Consultants and have the winning
bidder sign the contract. The client also signs the
If their price was the most competitive inform
contract.
them of this at the same time as informing
them that their marks for quality, though above
Evaluation criteria to select a lead
the minimum, were not high enough to win the
designer
competition.
The winning lead designer will be selected by
This procedure of informing both the winner and
evaluating the tenders using pre-defined criteria.
the unsuccessful tenderers of the results of the
Typically 70% of the marks are awarded for quality
competition provides the winner an opportunity
and 30% are awarded for price.
Typical award criteria may include:
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7 St ag
Stage e6
Introduction
Pre-tender estimates
Prompts
34
Working with the
architect
35
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
STAGE 06 Working with the architect
Does the proposed facility comply with all Preliminary play area layout;
applicable statutory regulations such as Building Preliminary mechanical, electrical, and plumbing
Regulations 1997-2008, Child Care Regulations issues;
(Pre-school Services) 20065, Equal Status Acts,
Preliminary civil engineering questions (paving,
Safety, Health and Welfare at Work (Construction)
grading, drainage, etc.) and structural engineering
Regulations?
questions (foundations, soils, etc.);
Can the proposal be completed within budget?
Review cost estimate.
The architects design sketches may need to be re-
The HSE Pre-school Inspectorate for the area should
worked on a few occasions, but ideally the original
be notified of the proposed project, and should be
brief should not need to be amended at this stage.
requested to review the drawings/plans also.
Once these design sketches are agreed, the architect
and other designers can progress quickly with the The drawings produced at this stage should be
detailed design of the facility. suitable for discussion with the local authority
planners and, subject to agreement; a planning
If the committee wish to amend some aspect of the
application can now be prepared.
design after these design sketches are approved, this
amendment may have a significant impact on both It is very important to keep a close check on cost
cost and schedule as a lot of work may need to be estimates at this stage of the design. It is very easy
redone. to add features to the design but to find out later that
the project is significantly over-budget.
It is reasonable to expect the committee members
to develop their thoughts on what they expect from Detail design and Building Regulations 1997-2008
the new facility, having discussed the different At this stage the committee needs to make a decision
possibilities with the architect and having reviewed whether to:
the concept sketches. The team need to be careful
1. Allow the design team to proceed with the next
at this stage in the process as, if they rush decisions,
stage, i.e. working drawings and tenders.
they may make errors which will be very difficult to
rectify later. On the other hand, if they take too long Or
to make decisions, the project will lose time and 2. Wait until a planning permission (or refusal)
momentum. decision is made by the planning authority.
36
If the design team proceeds with this stage, it will aware of the budget from the beginning of the project,
detail the drawings and specifications so that the Fire this re-design work should not be considered an
Safety Application can be made under the Building extra and there should be no additional payments for
Regulations 1997-20086. A fire safety certificate is this work. This is further explained in Stage 8.
required for all public commercial buildings and
developments. (The only building which does not Prompts
require a Fire Safety Certificate is a single dwelling Has the Project Supervisor for the Design Process
unit.) (PSDP) been appointed?
Completing the design Has the Design Team been given sufficient
The approved schematic design needs to be information to prepare sketch designs?
developed to finalise the design of the new building
Do the sketch plans accurately reflect the
before proceeding to tender for the contractor.
committees requirements?
The design should be complete before tendering
for the contractor so as to enable the contractor to Have the proposed plans been discussed locally?
provide a fixed price for the job. Work in this phase Are there critical parts of the sketch plans that
typically includes the following: need to be changed or need special attention?
Finalise all engineering issues such as structural Can the Design Team proceed to develop the
system, heating and cooling systems, lighting sketch plan to a detailed scheme design?
system, etc.;
Has a meeting with the planning authority been
Finalise equipment requirements, sizes, furniture sought?
layout;
Is it better to proceed with working drawings
Finalise all design issues that affect the look of the before or after planning permission is obtained?
building and the feel of the rooms; Will the schedule be affected?
Choose finish materials; Is the scheme design satisfactory in order for the
Prepare a bill of quantities; design team to proceed with the production of
working drawings and tender documents?
Complete a pre-tender estimate for construction
costs. Is the pre-tender estimate within the project
budget?
Stage 8, Construction tendering & contract stage, will 5
For further information refer to the Office of the Minister for
detail the process for tendering for the construction Children and Youth Affairs (www.omcya.ie).
element of the project.
6
For further information refer to the relevant local authority and to
the Department of the Environment, Heritage and Local Government
Pre-tender estimate (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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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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Plan i
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7 St ag
Stage e6
Planning permission
Contents
Introduction
An Bord Pleanla
Commencement notices
Protected structures
Prompts
38
Planning permission
39
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
an alternative site where advised. The architect which will be set out in two schedules. The first
should be present at this meeting, and provide schedule sets conditions related to the policies,
location maps, site layout plans and sketches of the objectives and zoning of the local Development Plan.
proposed building. It may also refer to the scale of the design to be
At this meeting it would be advisable to inform the accommodated on site and the need for it to be in
planning officer of any consultation that took place accordance with proper planning and development of
with any neighbouring residents/businesses, and the area.
their reaction to the proposed development. The second schedule outlines conditions such as
fees to contribute to the cost of the local authority
Types of planning permission providing public water/sewerage services to the site.
There are four key types of planning permission: Other conditions may be linked to traffic safety, visual
amenity, public health, etc. Conditions may also be
a) Outline planning permission; included regarding the building materials used and
b) Full planning permission; the building finish.
40
Timeframe and potential delays Development contribution fees
When all the necessary documents have been lodged The Planning and Development Act (2000) provides
to the Planning Authority, a receipt of application for a development contribution scheme whereby local
41
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
The primary responsibility for compliance rests when an owner or occupier is notified of a proposal
with the designers, builders and building owners. to include a structure in the records of protected
The Building Regulations 1997-2008 and technical structures.
guidance documents can be downloaded from Any person who damages a protected structure or
www.environ.ie. proposed protected structure commits an offence.
It is also an offence to undertake any works to
Fire Safety Certificate a protected structure which requires planning
A Fire Safety Certificate is issued by the local permission without obtaining that permission.
authority to certify that the proposed design complies
with the requirements as specified in Part B of the Prompts
Building Regulations 1997-2008. The following are prompts to assist in preparing for
A Fire Safety Certificate is required when the planning permission process:
constructing or renovating a building that is not a
Has a suitable site been identified and the plans
family dwelling. It must be obtained before work
fully developed?
starts. Community groups are advised to consult with
the local authority for the appropriate fee. Is there a clear understanding of the planning
At practical completion of the building, the architect application process and the timeframe involved?
will issue a certificate stating that the building Has appropriate consultation taken place, with
complies with the Fire Safety Certificate. the development plan, local authority and/or
planner for the area, to determine the suitability
Commencement notices of the proposed development and the likelihood of
A commencement notice is a notification to the local planning permission approval?
authority that it is intended to carry out either works
Has the Design Team and committee decided to
or a material change of use to which the Building
apply for outline or full planning permission?
Regulations 1997-2008 apply. The commencement
notice must be given to the authority not more Has the Design Team confirmed all necessary
than 28 days and not less than 14 days prior to requirements in order to make a planning
commencement of works or a material change of application?
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
e 12 Stage
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Plan i
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Construction tendering
& contract
Contents
Introduction
Pre-tender estimate
Value engineering
Form of contract
Contingency sum
Prompts
43
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Construction tendering
& contract
44
Form of contract There are two options when dealing with specialist
suppliers when sending out tenders:
The public works contract is to be used for projects
where over 50% of the total cost has been provided 1. Include all items such as kitchens, ironmongery
through public funding. etc. with the main tender. The contractor will price
for them using a specialist to supply that item.
Public works contracts The specialist should be named in the contractors
A suite of six public works contracts has been tender response. If the client is not satisfied with
developed for the appointment of construction this specialist, the client may reject the tender of
45
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Completing the tender process and Programme of works, start time, completion time;
getting the contractor on board Fixed costs.
Completing the tender process is a time consuming Has the tendering process been checked and
activity and requires some specialist knowledge of documented so that it will stand up to external
public procurement procedures. The client should inspection (e.g., for grant aid purposes)?
get the Design Team to do this task by including it
Are all contract matters in order to allow the
in its Scope of Services. Even if the Design Team is
contract to be signed and the contractor to start on
running the tender process, the client needs to satisfy
site?
itself that the process was run properly.
Having selected the winner of the tender Has the Design Team confirmed that all matters
competition, the winner is informed that it has won relating to legal issues, contract, planning
the competition and is asked to provide a bond and permission, Building Regulations 1997-2008 and
additional documentation (for example, insurance fire safety are complete?
certificates, and tax clearance certificates). The Has the contract been signed?
client should not enter into contract until all these
items have been received.
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;
46
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Stage e6
On-site
STAGE 09 On-site
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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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
On-site
48
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.
Fit-out could include specialist items not directly
STAGE 09 On-site
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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The
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Design
e9
Stage
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tmen
Team
St ag
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Plan i
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Stage e6
Project risks
Contents
Introduction
Risk analysis
50
Project risks
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7 St ag
Stage e6
Design ideas
Contents
Introduction
Accommodation schedule
Physical environment
Materials
Car parking
Safety measures
Prompts
52
Design ideas
Consider the building materials and how they can Building Energy Rating (BER)
improve the energy performance of the building.
A Building Energy Rating (BER) is required on all
This could include increasing the amount of
new non domestic buildings for which planning
insulation in the building as much as possible,
permission is applied after 1 July 2008. The BER is
i.e. above the Building Regulations 1997-2008
an indicator of energy performance of a building,
minimum requirements. Endeavour where
covering energy use for space heating and cooling,
possible for complete insulation, i.e. in walls, roof
water heating, ventilation and lighting, calculated
and floors. Double or triple glazed windows should
on the basis of standard operating patterns. It is
also be considered;
accompanied by a CO2 emissions indicator.
Explore renewable energy technology options, BERs are carried out by specially trained BER
such as solar, geothermal or biomass assessors, registered by Sustainable Energy Ireland
technologies to provide space and water heating. (SEI). The BER is carried out of the basis of the plans
While the initial outlay may be higher than and specifications for a new building.
installing conventional oil or gas systems, the
A BER of an existing dwelling being offered for sale
operational costs and annual cost of heating is
or letting on or after 1 January 2009 must be carried
significantly lower, as well as the reduction in
out by a BER assessor, at the expense of the vendor
carbon dioxide emissions;
or landlord. The BER assessor will normally survey
Appropriate ventilation is very important in any the dwelling to record, for example, the size of the
building. It is important to avoid any potential dwelling, the construction, the insulation levels, the
indoor air pollution by ensuring that sufficient types of windows, the ventilation features, details
ventilation is used and fresh air is allowed to of the heating and hot water systems, etc. This
circulate. There are different types of ventilation information will then be used to calculate the energy
systems, but these need to be considered within performance of the dwelling and to give it an energy
the context of the design and materials of the rating.
building. Natural ventilation systems are the
simplest, with some ventilation systems, such as a Physical environment
Heat Recovery ventilation system, allowing rooms The design and physical environment of childcare
to be heated naturally by the transfer of hot and premises have a big role on the quality of childcare
cold air from rooms; services provided. The environment should be warm
Heating controls such as thermostats should and welcoming for children, their families and staff.
be placed in each room to allow for appropriate Good design leads to good use of space, ease of
heating of each space. maintenance and a well laid out and comfortable
childcare facility.
The above options can be applied to both a new build
and to renovating or refurbishing an existing building. The childcare facility should be safe and secure with
It is important to consult with suppliers of these well organised space, used appropriately to promote
technologies and owners of buildings that have these childrens learning and development.
technologies in places in making decisions regarding Heating
their cost and effectiveness.
Heating should be provided in the childcare facility.
At the time of writing, grants are available for the It should be heated to within a comfortable range
installation of renewable energy technologies. depending on the age, mobility of the children and
Further information is available from Sustainable weather conditions.
Energy Ireland (www.sei.ie).
54
Ventilation The space requirements set out above relate to clear
Suitable and adequate ventilation is required. floor space per child. Clear floor space means that
The architect should ensure compliance with part F area available for childrens work, play and movement
of the second schedule to the Building Regulations and should not include furniture, surplus to the
1997-2002. requirements of the child, or permanent fixtures.
The facility should meet the needs of the children
Lighting
they are catering to, ensure safety from the drop
Natural lighting should be well utilised in the off and pick up of children to the flow of children
design and building of the childcare facility also and adults in the building. An area that needs to
supplemented by safe suitable artificial lighting be examined is access to areas. Access can impact
where necessary. To avoid accidents shatter proof on the service provided by the facility in terms of
diffusers or safe means of lighting protection should disruption and may lead health and safety incidents/
be used. accidents.
Space ratios7 Storage, meeting and break facilities
The space ratios recommended by the Child Care A childcare facility should have safe storage space
Regulations (Pre-school Services) 2006 and planning for staff personal belongings that is not accessible
authorities and should be adhered to. to children. There should also be adequate space
Full-day care service for confidential information and records where they
can be securely stored. There must also be space
Age of child Floor area per child available where staff can talk to parents confidentially
0-1 year 3.5m2 and take breaks.
1-2 years 2.8m2 Food and food safety
2-3 years 2.35m2 Where food is consumed on the premises by children
3-6 years 2.3m2 suitable storage, preparation, cooking and serving
STAGE 11 Design ideas
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
56
Planning authorities pay particular attention to car
parking and set down areas.
all areas from the car park to the individual rooms. Children in the childcare facility should have access
The inclusion of simple pictures on signs can help to the outdoors on a daily basis, weather permitting.
children who are not yet reading, children who are
just learning English and children who have cognitive Prompts
conditions. Has sustainability been incorporated into the
Universal signage should be provided in all areas design of the childcare facility?
from the car park to the individual rooms. Lighted
Does the physical environment of the facility
signage of escape exits is essential.
support a warm and welcoming feel to children
their families and staff?
Safety measures
Children are physical very active and may be unaware Have the materials that have been chosen for use
of potential dangers that surround them. Infants and in the facility, are they fit for their purpose and
toddlers in a childcare setting can be quite vulnerable easy to maintain?
and great care must be taken to ensure their health Is there sufficient parking and set down areas as
and safety by minimising their exposure to illness the planning authority are quit stringent on it?
and injury. This all links back to good design, for
example, all heating appliances and hot surfaces Are there adequate measures in place to deal with
should be protected by a guard or be thermostatically laundry issues?
controlled and shatter proof diffusers should be Is there sufficient space for confidential meetings,
used where ever necessary. With sufficient safety safe storage and staff breaks?
measures in place the childcare facility becomes a
Have the number of people using the toilet
more comfortable and welcoming place for children
facilities been taken into account?
their families and staff.
To ensure child and toddler safety childcare facilities Have sufficient safety measures been designed
should have clear and consistent boundaries into the childcare facility?
STAGE 11 Design ideas
and challenging safe limits. The childcare facility Is there enough space for rest and play for the
should keep both internal and external hazards to a children?
minimum.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
SECURE
COVERED, FOOD BAGS SECURE
SERVING RESEARCH OUTDOOR
OPEN AREA
AREA AREA OFFICE AREA
SPECIAL NEEDS
WORKSHOP
STUDIO
BAGS FOOD TOILET SLEEP DINNING
AREA AREA AREA AREA ROOM
SCHOOL
AGE
SENIOR SERVICE
TODDLERS
NAPPY SLEEP 2-3 YEARS TOILET PLAY
AREA, AREA,
AREA AREA CLOAKS, EXERCISE
BAG
AREA,
STORE ART
TOILET OUTDOOR
AREA, TOILET
ENTRANCE CLOAKS, SECURE
BAG OUTDOOR
STAFF HALL STORE AREA
W.C
STAFF REST -
OFFICE ROOM WITH
BABY AREA STORE/ COVERED AREA
FILING
0-1 YEARS
RECEPTION,
MANAGER
OFFICE &
INTERVIEW WC/
ROOM SHOWER/
BAGS FLOOR CLOAKS
AREA AREA
VISITORS
WC KITCHEN, FOOD
DISABILITY PREP, COOKING
WC SERVING,
NAPPY SLEEP CONTROLLED STORAGE
AREA AREA ENTRANCE
WORK- LAUNDRY
SECURE SHOP ROOM,
COVERED, STORES CLEANERS
OPEN STORE
AREA
58
1. CORRIDOR
2. BEAN BAG AREA
3. TABLE -CHAIRS
2 4. ACTIVITIES AREA
5. OPEN AREA
1
6. EXTERNAL AREA
(COVERED AREA)
3 7. EXIT / ENTRANCE
8. ART - WET AREA
5 4
12 9. TOILETS
10.VENTED LOBBY
11.STORES
6
12.CLOAK ROOM
7
11 1
12
8
11
10
9 5 2
10
4 3
9 8 7
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. INTERCOM SYSTEM
STAGE 11 Design ideas
5
LOBBY AREA
4 1
2
6
ENTRANCE
3
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
1. WORKSTATION
2. HIGH LEVEL SHELVING
3. STORAGE
1
1
RECEPTION RECEPTION
3 3
1
1
2 1
2
4
3 3
60
1. DINNING AREA
2. VIEWING PLATFORM
3. KITCHEN
A. FRIDGE
B. WORKTOP
7 C. DISHWASHER
D. STORAGE
E. CERAMIC FLOORING
(NON SLIP)
5 6 F. SERVICE TRIANGLE
4
4. CORRIDOR
5 EXIT
B
6. CLOAKS TOILET
A
F C A
A 7. DRY/COLD STORAGE
2
3 5
E
7
1 2 F
A
4
C
E 3
1 6
D
1. PVC FLOORING
2
2
3 4 3
5 6
1
LAUNDRY
8 7
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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
4
4
3 2 1
2 1 2
DISABLED WC
62
1. VENTED LOBBY
2. CHANGE UNIT
3. BIN
4. WHB
2 3
3
4
4 2
2
3
4
1 1
3
4 2
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
e 12 Stage
1
S t ag
Getting
iew & Star
Rev ted
St
11
k
dbac a
Fee g
e
as M Proj
e
e
a
Id an e
2
St
ag
ct
n
Pl
sig
a
em
De
en
n
t
10
St ag
isks
The
Stage
e3
Project R
Appoin teSi
Design
e9
Stage
S it e
tmen
Team
St ag
O n-
t of
4
Ar ontr
t c
ct g &
ra
ra
nt
ng a
C
rin
Co e
n
e
m
io
n d en
Te tru t ct
8
St
ua
ns
ge
a
Co
g
a A rc h
e
St Permis
sion it e c t Wo
rk
5
ng ing w
Plan i
n it h t h e
7 St ag
Stage e6
Introduction
Checklist
64
Review and feedback
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
66
Appendix 1
Useful contacts
Office of the Minister for Children and Youth Affairs County/City Childcare Committees
(OMCYA)
Carlow
Address: Department of Health and Children,
Tel: 059 91 40244
Hawkins House, Dublin 2.
Fax: 059 91 4 0651
Tel: 01 635 4000 or Lo-call: 1890 20 03 11 Email: info@carlowccc.ie
Fax: 01 674 3223 Web: www.carlowccc.com
Email: omc@health.gov.ie
Web: www.omcya.ie Cavan
Tel: 049 95 29882
Pobal
Fax: 049 95 29881
Address: Holbrook House, Holies Street, Dublin 2. Email: admin@cavanccc.ie
Tel: 01 2400 700 Web: www.cavanccc.ie
Fax: 01 6610 411
Email: enquiries@pobal.ie Clare
Web: www.pobal.ie
Tel: 065 68 64862
Fax: 065 68 65515
Email: info@clarechildcare.ie
Pobal Regional Offices1
Web: www.clarechildcare.ie
Dublin Regional Office
Address: Pobal, Grants Row, Dublin 2 Cork City
Tel: 01 5117 162 Tel: 021 45 07942
Fax: 01 2400 706 Fax: 021 45 07914
Email: corkcitychildcare1@eircom.net
Cork Office Web: www.corkcitychildcare.ie
Address: Pobal, Building 1000, Unit 1102, City Gate
Cork County
Business Park, Mahon, Cork.
Tel: 022 23880
Tel: 01 5117 810/5117 812
Fax: 022 41657
Fax: 021 43 50873
Email: info@corkchildcare.ie
Monaghan Office
Donegal
Address: Pobal, M:TEK II Building, Armagh Road,
Monaghan Tel: 074 91 32416
Tel: 047 71340 Fax: 074 91 30314
Fax: 047 71341 Email: info@donegalchildcare.com
Web: www.donegalchildcare.com
Sligo Office
Dublin City
Address: Pobal, Harbour View House, 16 Holborn
Street, Sligo. Tel: 01 542 4100
Tel: 071 91 45373 Fax: 01 542 4107
Fax: 071 91 45316 Email: info@dccc.ie
Web: www.childcareonline.ie
1
Pobals Childcare Regional Team are based in regional offices, located in
Dublin, Cork, Monaghan and Sligo.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
68
Monaghan Waterford City.
Tel: 047 72896 Tel: 051 86 0444
Fax: 047 72881 Fax: 051 86 0445
Email: monaghanccc@eircom.net Email: Helen@waterfordcitychildcare.com
Web: www.monaghanchildcare.ie Web: www.waterfordcitychildcare.com
Roscommon Westmeath
Tel: 094 96 22540 Tel: 044 93 35454
Fax: 094 96 20878 Fax: 044 93 47962
Email: info@roscommonchildcare.ie Email: info@westmeathchildcare.ie
Web: www.roscommonchildcare.ie Web: www.westmeathchildcare.ie
Sligo Wexford
Tel: 071 91 48860 Tel: 053 92 37156/053 92 39763
Fax: 071 91 48849 Fax: 053 92 39540
Email: sligochildcare@gmail.com Email: infowxccc@eircom.net
Web: www.sligochildcare.ie Web: www.wexfordchildcare.ie
Tipperary North
Tel: 067 44888
Fax: 067 31478
Email: childcare@northtippcoco.ie
Web: www.northtipperarychildcare.ie
Tipperary South
Tel: 052 82274
Fax: 052 28776
Email: info@southtippchildcare.ie
Web: www.southtippchildcare.ie
69
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
70
Irish Steiner Kindergarten (ISKA)
Address: Cappaduff, Mountshannon, Co. Clare.
Tel: 061 92 7944
Fax: 061 92 7944
Email: info@steinerireland.org
Web: www.steinerireland.org
71
Appendix 2
Project plan
Contents
Section 4. Site
72
Section 1. Project Team
Give a brief description of the Project Team including the team members, and their role within the team.
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:
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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.
74
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.
Total
75
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Section 4. Site
The site location Site has been identified Site not yet 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:
Other comments:
76
Section 5. Working with the architect
Services to be procured:
Procurement process:
Other comments:
77
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Procurement process:
Other comments:
78
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
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Description of risk Likelihood of risk Severity if risk Overall risk rating Action
happening happens (High/medium/low)
(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
Design nathansomersdesign.ie
Funded by the Irish Government under the National Development Plan 2007-2013
design nathansomersdesign.ie
Refurbishment or Extension of Childcare Facilities
Pobal
Holbrook House
Holles Street
Dublin 2
Tel: 01-2400700
Design nathansomersdesign.ie
Fax: 01-6610411
Email: enquiries@pobal.ie
Web: www.pobal.ie