Development at Gas Yard Lane Malahide for Gary Breen & Neil Dowling

Date 10/6/09

PDA | proposal
making buildings work

Table of Contents Methodology ......................................................................................................................................................................................................................................... 3 Post Planning - Procurement methods .......................................................................................................................................................................................... 6 Recommended Route of Procurement for this project ................................................................................................................................................................ 8 Scope of Services ............................................................................................................................................................................................................................. 10 Fee Proposal ...................................................................................................................................................................................................................................... 14 Proposed Team Structure ................................................................................................................................................................................................................ 17 Appendices

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Proposal for Development Management and Project Delivery

Parry Dougan Associates provide impartial engineering advice and project management solutions that satisfy our clients business objectives. Our goal is to assist clients to understand the current challenges and legislation and to orientate their organisations and capital infrastructure into a new era of energy efficient, low carbon facilities. In this sense we see ourselves as more than just designers of buildings and systems. Our purpose is to understand the clients business model and need for services and to engage in delivering a project that works effectively for all stakeholders owners, investors and occupiers. This means systems that are fully integrated, operate efficiently and effectively and that are fault-tolerant throughout their life. They must also be able to evolve to satisfy the changing needs of the occupants - and secure a satisfactory return for the investor. This document outlines Parry Dougan Associates proposal for the delivery of a mixed use town centre development comprising a medical centre with retail, commercial and residential elements. The development is located at Gas Yard Lane, Malahide on a partially built site to the rear of existing cottages and adjacent to the local Fire Station. The project comprises a development of four storeys over basement with an estimated construction cost st of 4 million (excl. VAT). Planning was lodged with Fingal County Council on 21 April 2009 by James Clarke Partnership. The project has been designed up to the Planning Application stage. There are elevations and a section and some drainage drawings. No mechanical and electrical services or structural engineering drawings have been produced to date. We have some concerns as to the level of coordination on aspects of the design undertaken for planning and prior to proceeding we would advise that the project is reviewed for completeness and coordination. This document outlines our proposed method of delivery and approach to this exciting project. It includes our core teams relevant experience and team CVs, which demonstrates our capability and experience for delivering this project. Should we be successful we will make a commitment to deliver a robust and cost effective solution for this site within the constraints set by the clients brief, the project financial plan and the existing design. We will review and develop the current planning package to deliver a robust set of drawings, contract documentation and bill of quantities for tendering. We will review the development in terms of its phasing and identify alternative strategies that are available to the client on the overall lifecycle of the project. We believe that the nature of this development offers significant opportunities to leverage a collaborative effort between the design and contracting team.

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1. Methodology
Working as Part of the Team We strongly believe that the delivery of successful projects is as much dependent on the development of a team approach by all involved as on the skills of individual team members. This can only be achieved by defining a clear and compelling goal, open communication and an understanding of and respect for the activities to be undertaken by the other team members. Problems, which will arise from time to time, should be discussed openly and positively as soon as they are identified to minimise any disruption to the project. The latest techniques in information transfer can be used but will never replace personal contact and, particularly during the design development, we are keen advocates of ad hoc 'round the table' discussions. There will; however, also be a need for a series of formal recorded progress meetings with agreed actions and dates throughout this project timeline.

Our preferred team selected for this project are as follows:

Architecture: Keenan Lynch Architects (KLA)

Quantity Surveyor: Healy Kelly Turner Townsend (HKTT)

Civil & Structural Engineering: Albert Fry Associates

Mechanical & Electrical Engineering: Parry Dougan Associates (PDA)

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

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

Briefing the Team When pulling together a team for a project, it is essential that the team is well briefed initially, that it is kept up to date with information about the project, and that new members are fully informed. Keeping team members well briefed and well informed allows a good understanding of the context of the project to permeate the team and creates the space for innovative thinking. All of our projects will utilise our project management programme. This system promotes good practice by setting requirements for briefing and review and requiring sign-off from all members of the project team that they have been briefed. Achieving Quality We firmly believe that High Quality does not have to mean High Cost. Quality is rather achieved by good design and attention to detail. We seek to maintain high quality in design by using only high calibre experienced individuals and giving responsibility to them so that they take ownership of a project and are personally committed to its successful delivery in all aspects. Programme Control Delivery programmes are prepared on Microsoft Project, highlighting key dates for deliverables and information transfer. These are discussed with the client at an early stage of the project for incorporation into an overall coordinated procurement programme. Regular written reports are prepared, highlighting progress, problems, solutions, and information required. Cost Control It is vital that procurement routes and robust cost control are established that minimise the risk of any overspends without constraining the process to the extent that valuable opportunities are missed to maximise the potential of the project. It is important that the project team brings the deliverables and cost estimates together at the end of each stage so that they can be reviewed and 'signed off' by the Client before moving on to the next stage. The Use of IT We make appropriate use of the latest technology to increase the efficiency of our design and management. Integrated technical software is used to provide seamless electronic links from analysis through design, imaging, draughting and on to the contractors IT systems. E-mail and ISDN links are used for external electronic communication with other members of the team.

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PDA Proposal Our Approach to the Briefing Process

We believe that establishing the correct and clear brief is fundamental to the success of any project. It enables the clients representatives and users to have clearly defined expectations of the performance and the details of the facility that they will be given. It also allows the designers to develop the optimum final solutions in a logical manner with the minimum of abortive work. It is therefore essential that appropriate time and commitment is made by all involved in the briefing process to ensure that it is diligently completed. Cutting short the process even within a challenging programme carries a significant risk of subsequent programme delays or unfulfilled user expectations. Different facilities often require particular attention to the briefing process due to: The nature of the buildings and their use A large number of disparate user groups within the buildings The need for the design team to understand the particular processes usage patterns and needs of different users The difficulty of finding time to bring busy Departmental Managers together to develop the brief It is therefore important that a clear, structured, briefing process is put in place.

In the case of multi-headed user groups we believe that regular workshops involving the principal design team members and the user groups provide an effective vehicle, not only for establishing and confirming the Client brief for each project, but for keeping each user group informed of the project progress and ensuring that each user groups support and backing is maintained. For example, problems that will arise from time to time should be discussed openly and positively as soon as they are identified to minimise any disruption to the project. From our depth of experience, we are used to leading such workshops. Ability to Work to Deadlines and Budgets Parry Dougan Associates (PDA) take a proactive approach in response to the need to effectively manage project deadlines and maintain cost control. A clear understanding of the clients brief and target timelines is essential in the development of a project specific programme that identifies key milestone dates and project deliverables. As part of the in-house project team a Development Manager is identified to lead the design activities. The PDA Development Manager is responsible for the production of a detailed design programme and integrated resource schedule, normally using Microsoft Project software. This programme not only identifies the project specific deliverables required at each stage, but also schedules key specific information release dates from team members. The design programme is integrated into the overall project programme, which is closely monitored to ensure the various stages are staffed appropriately to meet the identified deadlines. The programme is regularly updated to accord with the actual project progress and any necessary resourcing adjustments made. Cost control is an integral part of the design development process. We work closely with the project QS at all key stages to enable checks to be made against agreed elemental costs and any resulting adjustments to the project scope and quality implemented to keep the project within budget.

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2. Post Planning - Procurement methods

Traditional or Design-Tender-Build

This has historically been the most commonly used method of procurement and it is suitable for:

all clients complex projects and projects where functionality is a prime objective time predictability cost certainty

However, it is not generally suitable for fast track projects and is not always the most effective for buildings of a simple or routine nature. The client develops the business case for the project, provides a brief and budget and appoints a team of consultants to prepare a design and tender documents. The client appoints the building contractor to construct the works to the design, by the contract completion date and for the agreed price. Usually much of the work is sub-contracted to specialist firms but the contractor remains responsible for its delivery. The consultants administer the contract on behalf of the client and advise on aspects associated with design, progress and stage payments, which must be paid by the client. It is important to note that the separation of the contractor from the design can mean missed opportunities for the contractor or specialist contractors to input on construction methods, cost efficiencies and alternative designs. This strategy is a low-risk option for clients who wish to minimise their exposure to the risks of overspend, delays or design failure. However, the exposure to risk will increase where the design phase is rushed, where unreasonable time targets are set or where the tender documents are not fully completed. There is a refinement to this method, which involves a two stage tender. Two Stage Tender The contractors tenders are based on a partially developed consultants design (Stage 1 Tender). The contractor then assists with the final development of the design and tender documents, against which tenders for the construction works are prepared (Stage 2 Tender). Whoever put forward the first stage tender has the opportunity to tender or negotiate the second (construction) stage. This approach increases the risks of an increase in overall price and a less certain completion date but contractor involvement will increase the likelihood that the project budget and programme are realistically established and achieved. This method of procurement involves the contractor being responsible for design as well as construction, it can be suitable for: all clients, including inexperienced clients and those requiring distance from the project cost certainty faster track

However, it is not suitable for: an uncertain or developing client brief complex buildings

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An Overview of Two-stage Tendering Two-stage tendering is a procedure typically used to achieve an early appointment of a contractor to a lump-sum contract. For the first stage, the objective is to competitively appoint, on the basis of limited information, a preferred contractor for further negotiation. The first-stage competition is typically based on deliverables including a construction programme and method statement, detailed preliminaries pricing, and overheads and profit. The first stage may also include the competitive tendering of some work packages, together with lump sums for pre-construction services, design fees, risk margins for work that will not be tendered in the second stage, and so on. The first stage concludes with the appointment of a preferred contractor either on the basis of the provisions of the contract or a separate pre-construction services agreement prior to the completion of a contract at the end of stage two. The second stage, which is typically managed as a negotiation between the employer and the preferred contractor relies upon competition between second tier contractors for work packages. The second stage is concluded with the agreement of a lump-sum contract sum, typically based upon the competitive tender of between 70 and 80% of the value of work packages. Clients adopt the two-stage tender option for a number of reasons, including: Achieving early appointment of the main contractor ahead of the completion of design, and potentially a quicker start on site. Securing the involvement of a contractor for pre-contract services on a competitive basis, to obtain input on buildability, sequencing and subcontractor selection. Retaining greater client involvement in the pre-selection and appointment of subcontractors. Motivating the design and construction team to drive out cost and to drive in value. Transferring a greater degree of design and other construction risk to the contractor.

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

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3. Recommended Route of Procurement for this project

Two Stage Design and Build where the client has the design prepared to an advanced scheme design stage and the contractor takes on finishing off the design along with construction. The contractor may re-employ the original designers to complete the design. To take best advantage of the documents produced to date and bring the project to its earliest and most competitive conclusion it is proposed to use this Two Stage Design and Build process. In essence the design team will review and then develop the drawings, specification and pricing document to the extent that selected contractors can price the project on a nominal basis. This would allow the Design Team to select a preferred bidder. Once the preferred bidder is selected, the Design Team (excluding the QS and Client Representative) would be novated across to the contractor to develop the building to full design stage. The QS would step out of the Design Team to support the Client Representative for the remainder of the project. With the contractor appointed at an early stage, he can undertake front end activities, such as demolition and site set-up, whilst the design is being finalised. The following Project Activity Chart outlines the basic process and where the various elements of the Design Team have their roles.

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Grant of Planning Permission

Planning submission by others

Planning Lodged 21st April 2009

Planning Appeals process

Gap Analysis and Design Review

Review current, design and undertake GAP Analysis. This may require amendments to planning

Complete outline design to include Mechanical and Electrical review, Civils and Structural

Commence Fire Certification

Preparation of Tender package

Design development to tender stage suitable for 2 stage tendering process.

Prepare tender stage 1 for client signoff and issue to selected contractors for design & build solution.

Tender stage 2 (preferred contractor) GMP agreed

Client review and sign off

Instruction to proceed

Design and Build contract

Design team novated to sectected contractor (Architect; Civil and Structural Engineer; Mechanical and Electrical Engineer.

QS steps out of design team and is retained by Client Representative for contractural and financial support to client.

Design developed and agreed for final signoff

Construction to completion. Milestone payments to meet programming

Project monitored by Client team (Client Representative and QS)

Project Close / Handover

Final O&M and Safety Handbook

Letting and Tenant occupation (by others)

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4. Scope of Services
1.0 Development Management Project Execution

General This method statement describes the approach that would be adopted by Parry Dougan Associates to satisfy the technical, financial and procedural requirements of the project. The following key issues are: Project management Programme and procurement Health and Safety Formulation of the brief Design Stages Environmental impact and energy conservation Construction and site control

Project Management PDAs approach to the design recognises that all design / engineering input should be co-ordinated and focused through a single point of contact: The Development Manager. Programme & Procurement Immediately following appointment, the PDA Project Team would review the strategic aims of the project and confirm the outline programme for the ensuing stages and the construction of the works. The programme would include periods for technical review, reports, costing, approvals, detailed design, tender, construction, commissioning, record documents and staff training. The Development Manager would participate in agreeing a suitable procurement strategy, including form of contract, special conditions and technical requirements, and selection of package splits. The need for pre-tendering materials, plant and equipment would be established. The Development Manager would also participate in the nomination and selection of suitable contractors to carry out the work. We would discuss with selected contractors their views on construction, installation and commissioning. Health & Safety The Health and Safety of all people who might be affected by the development is of paramount importance. These issues have always been carefully considered in our design development and are embodied in our Designer Risk Procedures. Risk assessments would be prepared for the project Health and Safety Plan in conjunction with the Planning Supervisor to identify areas of significant risk during construction and to identify any residual risks to the users and local community upon completion. This process starts in the early design stages to allow maximum opportunity to design out potential hazards and is continually reviewed through the design development and construction phases.

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Formulation of the Brief A series of meetings would take place to understand the needs of the users and to propose and develop a suitable brief for the building structure and its engineering services. This would include agreeing with the Client parameters for: Room use and floor loadings Design of the internal environment, e.g. lighting, HVAC, noise levels Arrangements to facilitate flexible space planning / changes of use and future expansion. Energy use, efficiency and monitoring Environmental impact e.g. discharges, refrigerants, noise Performance of building fabric and glazing / solar control Provision of services outlets Protective systems, e.g. fire alarms, fire protection, security Fire safety Data / telecommunications / audio-visual systems Drainage discharge requirements Standby plant Design life of plant and systems Arrangements for maintenance access

Particular attention would be paid to the need to achieve engineering and architectural briefs that allow the building to respond with minimal disruption as user needs and technology develop in the future. At this stage the availability of information on ground conditions, topographical or dimensional surveys, and services locations and capacities would be checked. If the information required to develop the design is not available then appropriate enquiries, surveys or investigations would be put in hand. In conjunction with the Architect and other members of the design team, we would then commence work on the initial stages necessary to formulate a concept design and cost plan for use in later stages. The precursors to this would be an appreciation of the existing development constraints and of the requirements of the building users. Design Stages Having established the brief, the design concepts and the cost plan, scheme and detailed designs would be prepared to progressively add detail to the engineering and architectural proposals. The scheme design would confirm the appropriate engineering solutions, set basic structural forms, layouts and sizes, and would ensure that the central plant and distribution systems could ultimately be accommodated within the available plant rooms, risers, floor and ceiling void spaces. During the initial design stages value engineering workshops would be undertaken to review cost effectiveness of solutions and to explore alternative solutions. A Scheme Design report would be produced to record the design development to date and for the Client to confirm that the proposals are satisfactory. The Development Manager would then initiate the preparation of detailed design calculations, drawings, schedules, and specifications for obtaining tenders.

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Environmental Impact and Energy Conservation As part of the design stages consideration would be given to the environmental impact of the building and its engineering services on the local and global environment. An environmental effect review would consider: Boiler flue discharges Noise from plant Effluent discharge Carbon dioxide emissions Choice of refrigerants Choice of fuel sources Water conservation Internal air quality and discharges

The choice and selection of engineering systems would consider measures for reducing the consumption of energy. The following measures would be considered: Diversity factors on central plant to reduce plant size, plant space size and hence capital and maintenance costs The use of variable volume pumping and variable volume supply air systems The use of high efficiency and condensing boilers Low energy lighting and lighting controls Heat recovery systems Low energy fans and high efficiency motors

The selection of such measures would be subject to life cycle costing and value engineering reviews. Construction and Site Control The Development Manager and discipline leaders would visit site to ensure that the work was being carried out in accordance with the design intent. The Development Manager and discipline leaders would also attend site progress meetings and technical meetings. The Development Manager would ensure that the Contractor: Produces method statements for the safe construction of non-standard building elements. Produces specific programmes and method statements for commissioning and testing of plant. Provide record documentation including As-Installed Drawings and Operating and Maintenance instructions. Carry out training of the users staff.

The discipline engineers would carry out detailed examination of the results of the commissioned systems and witness sample readings for verification. The development would be inspected for defects and monitoring of their rectification would be carried out. A workshop would be held with all parties to analyse the completed project with respect to the performance of the parties and achievement of objectives.

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As proposed the project will proceed on a two stage design and build basis. This essentially requires that Stage 4 & 5 (Detailed Design and Production Information) as referred to in the Royal Institute of Architects of Ireland (RIAI)) will be undertaken prior to the novation of the design team over to the contractor for completion of design and construction. Refer to Appendix 1

3.0

Quantity Surveying and Project Supervisor Design

As proposed the project will proceed on a two stage design and build basis. The QS will be retained on the Clients representative team to monitor costs and assist in the supervision of the project to completion. HKTT will also provide Project Supervisor Design Stage as required under Health Safety and Welfare at Work Act.

4.0

Civil and Structural Engineering

In the absence of any site investigation information we have assumed good ground conditions exist over the full site footprint which will result in the construction of conventional foundations to the building superstructure. In the event that the SI report highlights very poor ground conditions which results in more complex foundations design and detailing solution then a revision to the fees would be required to reflect the additional work to be undertaken. Refer to Appendix 2

5.0

Mechanical, Electrical and Public Health Engineering

We will establish the availability and condition of supplies of primary services such as electricity, gas, telephone, and water. We will liaise with Statutory Authorities in respect of incoming services and planning for substations. We will advise the Architect on spatial allowances and requirements for boiler houses, plant rooms, flues, services compounds or any other building services matters which may affect the space planning. We will facilitate and incorporate renewable energy and low carbon strategies as required by the energy performance criteria, the Building Regulations and planning requirements. We assume that the Mechanical and Electrical works will be procured on a shell and core basis for the retail areas, with the incoming tenants preparing bespoke systems designed to reflect their own corporate standards or particular requirements. We would propose that the Mechanical and Electrical appointment is based on the duties outlined in Section 2 of the IEI Conditions of Engagement Agreement ME2000.

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5. Fee Proposal
Development Management and Client Representation: Parry Dougan Associates The services proposed are Development Management, post planning, for two stage design and build, as detailed in the scope of services above. 60,000

Fees for Development Management (VAT exclusive):

Architecture: Keenan Lynch Architects The services proposed are Architectural Services, post planning, for two stage design and build, as detailed in the scope of services above. In order to reduce the upfront cost of the design to the client an element of the Stage 4 & 5 fees have been transferred into the construction stages. Should the project be aborted pre-construction we would note an additional fee would be due in the sum of 15,000.

Fees for Architecture (VAT exclusive): Stage 4 (including Fire Cert) Stage 5 18,000 42,000 _______ 60,000 QS: HKTT Services proposed are Quantity Surveying and PSDP services, post planning for two stage design and build, as detailed in the scope of services above.

Fees for Quantity Surveying and PSDP: Fees for Quantity Surveying Project Supervisor Design PSDP 31,000 10,000 ______ 50,000

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Civil and Structural Engineering: Albert Fry Associates Services proposed are civil and structural engineering, post planning, to completion for two stage design and build, as detailed in the scope of services above. 47,750 ______ 47,750

Fees for Civil & Structural Engineering

Mechanical & Electrical Engineering: PDA | Engineering Services proposed are mechanical, electrical and public health engineering post planning to completion for two stage design and build. PDA will also undertake the detailed design of mechanical and electrical engineering system to be undertaken prior to the novation of the design team over to the contractor for completion of design and construction stages. In this instance, as PDA will also be acting as clients representative for the construction stage, we will not be novated to the contractor for the construction stage. 30,000 8,000 ______ 38,000 Fee Summary In summary our fee structure for the Design stages: - Refer to Appendix 3 for fee comparison Service 1 2 3 4 5 Development Management Client Representation Architecture inclusive of Fire Certification Quantity Surveying inclusive of PSDP Civil & Structural Engineering Mechanical & Electrical Engineering inclusive of sustainability Design Team Fees 60,000 60,000 50,000 47,750 38,000 If project aborted preconstruction: additional fee of 15,000 Notes

Fees for mechanical, electrical and public health engineering: Sustainability

Total Fee

255,750

15,000

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Assumptions We assume that stages 1-3 have been completed as stage 3 is noted as up to and including submission of planning. We assume that the incumbent design team have been paid to date and that copyright of any current drawings and documentation currently remains with the client. We exclude VAT, and legal input. Fees for property agent and marketing material are not included. Local Authority fees and charges (to include Fire Cert Application Fee) are excluded. Any amendments to planning resulting from our design review are excluded. Re-submission and planning amendments excluded.

Notes and Exclusions Any input subsequent to the submission of the planning application such as response to a request for additional information or input to an appeal following a planning decision will be subject to confirmation of further fee agreements. This fee is inclusive of all meetings and includes reasonable disbursements to cover the costs of mileage, printing, etc. Fees will be invoiced on a monthly basis unless agreed otherwise with full fees being paid to design team on novation to the contract team. Client retained team will continue to be paid on a monthly basis to meet programme timeline. The fees outlined above assume that the client brief is established as per planning stages. If the project goes dormant throughout the process, we will write to the Client after a period of 3 months, claiming costs incurred on the project to date. Our conditions of engagement will be as per the Institute of Engineers Ireland (IEI) and Royal Institute of Architects Ireland (RIAI) Conditions of Engagement. Dilapidation survey works to adjoining buildings and boundary walls are to be included within Contractor remit.

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6.

Proposed Team Structure

Client Client

Development Manager Parry Dougan Associates

Design Team PDA KLA HKTT AFCE

Stage 1

Mechanical & Electrical Engineers Parry Dougan Associates

Main Contractor

Quantity Surveyor HKTT

Stage 2

Architects Keenan Lynch Architects

Civil & Structural Engineer Albert Fry Associates

Specialist Sub-Consultants

Specialist Sub-Contractors

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Appendices

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Appendix 1

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Appendix 2

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APPENDIX 3
Incumbent Team Fees Proposed Parry Dougan Team Fees

Total Fees

Planning & Tender Actual Initial fees Plannning Fee quoted Paid

Tender & Construction

Planning complete

Tender & Construction Post tender stage 2 Role

Remaining fees

Remaining fees

Candidates

45%
Development Management Architectural Civil & Structural M&E QS Fire Cert PSDP Sustainability Consultant Total Amount paid to planning 200,000 95,000 45,000 54,000 18,000 18,000 20,000 450,000 0 90,000 42,750 20,250 24,300 8,100 8,100 9,000

32%
0 63,111.11 29,977.78 14,200.00 17,040.00 5,680.00 5,680.00 6,311 142,000

68%
0 136,888 65,022 30,800 36,960 12,320 12,320 13,688 308,000 60,000 60,000 47,750 38,000 50,000 incl in Architecture included in QS included in M&E 255,750 Parry Dougan Associates Kenan Lynch Architects Albert Fry Civil & Structural PDA | Engineering Healy Kelly Turner Townsend Kenan Lynch Architects Healy Kelly Turner Townsend PDA | Engineering Client retained Novated Novated Novated Client retained Novated Novated Novated

202,500 142,000

Factor of initial planning & tender fee

0.701

Net Saving

52,250.00