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Building Resource Manual
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Project Management Guidelines for the Construction,
Refurbishment or Extension of Childcare Facilities
Introduction
This manual has been prepared by Pobal, on behalf
of the Office of the Minister for Children and Youth
Affairs (OMCYA), to support community and voluntary
groups through the steps of a community building
project. Pobal collaborated in the development of
this manual with PM (Project Management) Group
and Crean Salley Architects. Pobal would also like
to acknowledge the contributions of Alice Griffin
(DESSA), Michael Hamill (Healy Kelly Turner &
Townsend) and Ann Lane (St. Anne’s Day Nursery,
Cork),
The manual specifically focuses on the requirements
for buildings funded by the Government’s National
Childcare Investment Programme (NCIP) and all
guidance provided is relevant at the time of print.
The manual is specially tailored to support voluntary
committees embarking on a community building
project and aims to provide the tools for effective
project management. While each community building
project is unique, they all go through the steps of
planning, tendering and construction. This manual
provides a guide, including templates, to help
community groups through each stage of the process.
How to use the resource manual
great detail. These are already covered in the earlier
publication, ‘We like this place…’, published by Pobal
in 2002.
A brief overview of the content in each of the 12
stages is provided below:
Stage 01. Getting started
The initial steps of getting started such as; identifying
the local childcare need, setting out clear roles
and responsibilities of the Project Committee and
producing a draft plan.
Stage 02. Project management plan
Developing the Project Management Plan and
agreeing the project schedule and budget.
Stage 03. The site
Site investigation, certifying the proposed site/
premises are suitable. This section also contains
information on the requirement to have a legal
charge/mortgage for NCIP capital funded projects.
Stage 04. Appointment of design team
The importance of appointing a design team, the
various professionals which make-up a project team
structure.
This Resource Manual is available to be used by
all project team members working on community
construction projects. It is recommended that each
team member reads through this manual at the start
of the project and keeps the manual available as a
reference point throughout the life of the project.
Stage 05. Contractual arrangements
While many groups will be at different stages of
the process when they first read this manual, those
groups approved funding should read it in conjunction
with the Capital Information Guide for Community
Providers. Those groups who wish to apply for capital
funding towards the cost of the project should read
the Resource Manual in conjunction with NCIP
application guidelines available from your local City/
County Childcare Committee.
Stage 06. Working with the architect
This manual describes the steps covering the
key stages of developing a childcare building and
highlights the decisions which must be made at
each stage. It does not cover design decisions in
Information on the public procurement guidelines
and the form of government contracts to be applied
for NCIP capital funded projects for construction and
design consultant contracts.
Working with the architect to develop the project
brief from sketch design to complete design and
production of a pre-tender estimate.
Stage 07. Planning permission
The planning process, the various types of planning
permission and time-frame involved through this
process.
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
‘Building to your design gives you the opportunity to
produce the ideal facility.’
Stage 08. Construction tendering & contract
The tendering process for selecting and appointing
the building contractor.
Stage 09. On-site
By completing each task before moving on to the
next task, you will be able to successfully manage
your project and produce a superb resource for your
community.
Start of construction stage through to final sign-off
and completion of the childcare facility.
The Project Management model
Stage 10. Project risks
1. Plan the project.
Risk analysis, listings all risks associated with the
project and rating them appropriately between high,
medium and low risk.
2. Do the project.
Project management involves three basic steps.
3. Check that the project is adhering to the plan.
Stage 11. Design ideas
Pointers for designing the childcare facility including
information on sustainable design and building
energy rating.
Stage 12.
START
Review & feedback
Incorporating an effective review system over the
life-time of the project along with a final checklist.
Why project management is important
PLAN THE
PROJECT
Taking on a major capital project of this nature may
be a significant challenge for a community group, but
it does provide a great opportunity to create the ideal
facility, the right size in the right place and to design
for your community.
While many groups may see the benefit of a project
like this, they may be daunted by all the different
tasks that must be completed. Building a community
facility requires a clear understanding and vision
of what the end service outcomes will be; this
challenges voluntary committees to articulate these
needs effectively to ensure the building professionals
(architects, contractors etc.) deliver the required
facility on time and within budget.
This is best achieved through the effective use
of project management techniques. Project
management is a structured way of managing a
project from start through to completion. All projects
go through the same processes. This manual outlines
the steps that must be taken and sequences them in
a structured manner.
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CHECK THE
PROJECT
DO THE
PROJECT
FINISH THE
PROJECT
As planning the project is the most important step
in running the project, this manual concentrates
on developing a project plan. If a good project plan
is developed it can give the group confidence to
implement the plan.
Contents
Stage 01
Getting started
04
Stage 02
Project management plan
11
Stage 03
The site
18
Stage 04
Appointment of design team
22
Stage 05
Contractual arrangements
27
Stage 06
Working with the architect
34
Stage 07
Planning permission
38
Stage 08
Construction tendering & contract
43
Stage 09
On-site
47
Stage 10
Project risks
50
Stage 11
Design ideas
52
Stage 12
Review & feedback
64
Appendices 1 - Useful contacts
67
Appendices 2 - Project plan
72
ISBN No. 978-1-904262-34-3
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STAGE 01 Getting started
The importance and role of a Project Committee
Key personnel/professionals and their role
The Office of the Minister for Children and Youth Affairs (OMCYA)
Contents of sample project plan
Useful prompts when forming the Project Committee
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Project plan
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Identifying the need for childcare
Meetings & decisions of the Project Committee
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Getting started
For community groups interested in setting up or
expanding a childcare service, there are a series
of steps to be taken to bring the project through
to reality. Getting started requires some basic
groundwork.
This stage gives a guide to where to start, who to
contact and how to prepare for the stages ahead.
It will give a brief understanding of:
• Identifying a need for childcare in the locality;
• Forming the Project Committee;
• Developing the project plan.
Ideally these steps should be completed in the time
between discussing your project idea with your local
City/County Childcare Committee and before receipt
of the letter of indicative funding from the Office of
the Minister for Children and Youth Affairs (OMCYA).
Identifying the need for childcare
The starting point for any childcare project involves
identifying the need for childcare in the locality
through a combination of knowing the area,
market research and reviewing the needs analysis
undertaken by the local City/County Childcare
Committee (CCC). This work will also help to identify
the type of service required, such as full-day care,
part-time, sessional, and/or out-of-school services.
At this early stage, it is essential to be clear about
the extent of the need for childcare in the area, both
at present and in the future. Gathering accurate and
real information about the area, will provide clear
direction when the building project moves to more
advanced stages. It will enable the management
committee to ensure the facility built matches clearly
with the current and future needs of the community.
As the process evolves, the exact type of childcare
service required will need to be expanded upon in
significant detail, but clarifying the basic need at the
outset will ensure the facility delivers and responds
to the need identified. This manual will help in
building up the picture, over a number of stages, in
order to ensure that when professionals are engaged
at later stages in the process, their direction is clearly
grounded in the needs of the community.
At this stage the basic size and type of service needs
to be determined.
• What age group will be catered for?
• Will the service provide full day, part-time or
sessional care?
• What facilities are needed to accommodate special
needs?
Many of these questions are addressed in the NCIP
Project Proposal Summary which will have been
completed with the assistance of the CCC when
applying for funding. If the numbers used in that
proposal were not properly researched and verified at
that time, it is important to back-track and get these
numbers right at this stage.
Having identified the objectives of the project (the
provision of childcare places), we can now examine
possible ways of providing that service. It may not be
necessary to take on a construction project. It may be
possible to purchase or lease an existing building.
All options for providing the service should be
carefully examined.
Having examined all the options a preferred solution
can be selected. Details of the preferred solution
should be documented as an output specification for
the project. This may be something simple like: build
a 2,000 sq ft building to provide childcare places for
50 children.
Forming the Project Committee
A need for a new or extended childcare facility has by
now been established. Contact will have been made
with the County/City Childcare Committee (CCC).
In moving forward, one of the first things to establish
is a working committee whose specific role is to
manage this new building project. We call this
committee the Project Committee. In some instances
a childcare management committee may already
be in place. However, it is good practice to form a
separate core group of people with specific expertise
to see the building project through from beginning to
end.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
‘It is important to know the type of building required
right from the start as this may have a considerable
impact on budget and schedule.’
Note for NCIP applicants: The community group is
likely to have completed an Expression of Interest
form, may also have progressed to the next stage and
completed the ‘Project Proposal Framework’ with the
CCC. Indicative approval for capital funding from the
Office of the Minister for Children and Youth Affairs
may even have been received. The setting up of a
Project Committee will assist in satisfying the NCIP
requirements that follow, after funding approval and
before money can be drawn down.
This stage explores the idea of establishing an
effective Project Committee. It will identify:
• What a Project Committee is and why it is
important;
• The role of the Committee;
• Key personnel/professionals and their particular
roles.
The importance and role of a Project
Committee
STAGE 01 Getting started
Establishing an effective and efficient Committee
is important to the overall success of the project. It
ensures that there is a team of people with specific
expertise to manage the project, from the early stage
of applying for capital funding, right through to the
finished development.
The community group should endeavour to source
local expertise, either within the existing group or
outside it, such as an engineer, architect, builder,
accountant, solicitor or childcare worker. Where
possible, people with these areas of expertise should
be invited onto the Committee to work on a voluntary
basis.
Some community groups may already have an
established appropriate voluntary committee that
is working very well. In this case it may only require
reviewing membership, identifying gaps and inviting
expertise onto the committee, as required. In
reviewing the skills of the group, the team should
be very mindful that the construction of a childcare
facility requires a very different set of skills than
those required to operate the childcare facility.
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Key personnel/professionals and their
role
The Committee will be more productive as a small
team with defined roles, as opposed to a large team
where roles are unclear. This will also assist in the
decision making process. A team of five to six is ideal
for most projects.
It is also necessary to appoint a person to co-ordinate
the committee and lead the team, such as a project
manager, chairperson or co-ordinator. This person
needs to co-ordinate and oversee the project’s
development from the beginning to the end. The
lead person must also ensure that there is open
communications between all members of the team.
Persons with specific expertise should be encouraged
or invited onto the Committee. Ideally they will
be pro-active and have appropriate experience
relevant to the project. While it is preferable
that all team members attend all meetings, it is
perfectly reasonable that some individuals will only
attend meetings pertinent to their role. It should
be emphasised that their role is one of guidance/
advice until such time as expertise is required on a
professional basis.
The following are some examples of possible roles
within a Project Committee.
Project manager (Chairperson/
Co-ordinator)
The project manager will be required to co-ordinate
and oversee the project from beginning to end. This
does not require that this individual does all the work,
but the project manager needs to co-ordinate the
efforts of the other team members.
An effective project manager does not need to be a
building expert. S/he sets the agenda for the group
and keeps the group progressing to the schedule and
the budget.
The project manager may also act as spokesperson
for the group and link with relevant external bodies
such as Pobal.
Architect/engineer
An architect or building specialist will advise on site
and construction matters at an early stage until the
appointment of the Design Team. S/he may also
advise on site suitability and procedures to procure a
Design Team.
Childcare advisor
An experienced childcare advisor will bring valuable
experience to the project in terms of having a good
working knowledge of the needs of the childcare
service. S/he may also advise on the drawing up of
plans and appropriate layout and provision of rooms.
Support from key project sponsors is important to the
success of the project.
City/County Childcare Committee
representative
Each city and county has a City/County Childcare
Committee (CCC) dedicated to supporting local
childcare services and playing a key role in
implementing the NCIP. One of the roles of the CCC
is to carry out a needs analysis of the city/county to
identify gaps in the provision of childcare service.
The CCC is the first point of contact when considering
setting up or expanding a service and provides
support with:
Financial advisor
• Accessing information on the NCIP at local level
This person should be competent with financial
matters and will play an essential role in monitoring
the budget, maintaining records and advising on
financial matters throughout the project.
• Facilitating applicants through the stages of the
funding process
Legal & insurance advisor
• Supporting quality development of childcare
services
A person with legal background or relevant legal
experience will advise on the setting up a legal
structure for a company, limited or otherwise, and
advise on title documents, executing a mortgage
charge, site procurement, contract documents and
legal requirements.
It may be difficult for the group to get this expertise
on a voluntary basis so the group may decide to
appoint a solicitor to complete these tasks and
provide general legal advice to the group.
Outside the core Project Committee, there are many
other individuals and stakeholders who can have a
positive or negative impact on the project.
Project sponsor
The project sponsor may not be part of the Project
Committee, but is a key person ensuring the success
of the project.
The sponsor is someone who has authority to make
key decisions on the project; for example, if the
development is on church property, the parish priest
may be the project sponsor.
• Expression of Interest forms
• Completing Project Proposal Framework
The CCC is charged with providing an initial
assessment of the funding proposals against the
criteria of local need, value for money and quality of
the proposal.
A City/CCC representative would have useful
information (both local and broader) and expertise to
bring to any childcare project. For community groups
seeking capital funding, in particular, the CCC can act
as an advisory link between the committee and Pobal,
especially at key stages throughout the project (such
as application, finance draw down and reporting
stages).
The Office of the Minister for Children
and Youth Affairs (OMCYA)
The Office of the Minister for Children and Youth
Affairs (OMCYA) within the Department of Health and
Children has responsibility for government policy
relating to childcare, child protection and welfare,
juvenile justice and early years education.
The OMCYA is responsible for the National Childcare
Investment Programme (NCIP) which involves
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
the allocation of grant aid for the development of
childcare facilities. With regard to applications
for childcare funding, the OMCYA, as part of the
Department of Health and Children:
• Directs the policy and sets the criteria for funding
• Chairs the Programme Appraisal Committee
• Makes the final decision on all applications
• Communicates funding decisions to the applicant,
CCC and Pobal.
Pobal
STAGE 01 Getting started
Pobal manages the day to day operations of the
National Childcare Investment Programme (NCIP) on
behalf of the Office of the Minister for Children and
Youth Affairs (OMCYA), and :
• Who will be responsible for the different aspects of
the project?
• How will they make decisions?
• How will they manage through busy periods or
through holiday periods?
Investing time and effort in agreeing these “rules of
operation” will save a lot of angst and disquiet later
in the process. It is better that any “awkward” issues
are openly discussed and all issues brought to the
fore where they can be dealt with, otherwise issues
tend to linger and cause ongoing disruption to the
cohesive working of the team.
Project plan
• Provides support to and liaises with the City/
County Childcare Committees and funded
beneficiaries;
Having established the need for the project and
created the Project Committee, the first task for the
committee is to establish a project plan.
• Undertakes checks of county portfolios of funding
applications for accuracy, consistency and
completeness;
Experience shows that investing time at the start of
the process, specifically in developing a good project
plan, will have the greatest impact on delivering a
successful project to a realistic timetable.
• Reviews all information and submits
recommendations to the OMCYA Programme
Appraisal Committee;
• Manages the expenditure, implementation and
monitoring of grant aid with all approved projects.
Meetings & decisions of the Project
Committee
One of the first tasks of the committee is to decide
how they will operate as a team. This is the first
occasion where a skilful project manager is required.
Ideally the group will form a cohesive effective team
which is able to make good decisions quickly.
The team leader needs to find the right balance
between being authoritarian or alternatively having
endless debate and no decisions.
The group needs to make decisions on issues, such
as:
• Who will be the Project manager/Committee
chairperson?
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• How often will they meet?
At a minimum, a project plan answers basic
questions about the project:
• Why? – Why is this project being proposed? Is the
need for the project clearly defined?
• What? - What is the work that will be carried out?
• Who? - Who will be involved and what are their
responsibilities within the project? How will they
be organised?
• When? - What is the project timeline and when will
particularly meaningful points be complete?
• Where? – Where will the facility be built? Is the site
secured?
• How much? - What is the project budget and how
will it be managed?
• Risks? – What are the major risks associated with
the project?
Developing the project plan can be a tedious and
difficult exercise as it asks many detailed questions of
the new committee. As the group agrees on these key
decisions, it should record its decisions in the project
plan.
As the project evolves and more information
becomes available, it may be necessary to update the
project plan. For many projects, a good project plan
developed at the start of the project will be sufficient
to see the project through to completion.
Appendix 2 includes a template for a project plan.
When completing the plan, the team should complete
it as they see fit so as to personalise the plan to make
it relevant to the team and to its project. While the
plan should be documented, this can be
handwritten if necessary.
Contents of a Sample Project Plan
Section 1
Project
Committee
• A brief description of the Project Committee including the team members
and their roles within the team;
• Contact numbers should also be listed.
Section 2
Project
description
There are three headings in this section:
• Current & future service provision: This is a verification of the information
provided in NCIP application, Project Proposal Summary;
• Description of the service to be provided;
• Description of the proposed new facility.
Section 3
Budget
This provides:
• A summary of the planned expenditure and sources of funding for the
project;
• Details of cost control and cash flow projections should also be provided.
Section 4
The site
Description of the site, whether or not a site has been identified or secured.
Section 5
Working with
the architect
• Describe the contractual arrangements that will be established with the
various professional services including the method that will be used to
procure those services.
• Outline the work that the architect will be required to do.
Section 6
Working with
the contractor
Describe the contractual arrangements that will be established with the
construction contractor including the method that will be used to hire the
contractor.
Section 8
Project
schedule
Summarise the project schedule by listing the key milestones; for example,
commence construction and complete construction.
Section 9
Project risks
Identify the critical project risks; give brief description on why they are critical
and how they are going to be managed.
Consider risks under each of the sections of this plan, e.g. Project Team,
Service provision, Budget, Site, Architect, Contractor and Schedule.
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‘It is tempting to get stuck into the project before
developing a project plan. Taking time to develop
a plan will pay dividends later.’
Useful prompts when forming the
Project Committee
• Is there a clear understanding of the role of the
committee?
• Is there a current committee in place? If so, is
it working efficiently and effectively and what
improvements can be made?
• Is there a lead person to represent the team?
• Are there available experienced professionals
willing to join the Project Committee on a
voluntary basis?
• Are there any conflict of interest issues that need
to be addressed?
• Are all proposed members of the committee
understanding and committed to their role as team
members?
STAGE 01 Getting started
• Have the why, what, who, when, where, how
much and risks been assessed and clearly been
documented.
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Project management plan
Contents
Project Committee
Project description
Budget
The site
Working with the architect
Working with the contractor
Project risks
Developing a project schedule
Developing a project budget
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Project management
plan
Completing a good project plan is a very important
step in the process of developing a successful project.
This section of the manual lists the key areas which
should be addressed within the plan. The key point
about any plan is that the plan is owned by the entire
team.
STAGE 02 Project management plan
The process of developing the plan is as important as
the plan itself. Take time to develop a good plan, and
make it personal to your project. Do not copy a plan
from another group. Somebody else’s plan, even if it
is a good plan, it is still their plan. It is not your plan.
A template for a project plan is included in Appendix
2 of this manual. This section gives a brief guide to
completing that plan.
Project Committee
List the names and roles/responsibilities of each
member of the Project Committee.
Successful teams are teams where people have clear
roles and responsibilities. The Project manager and
other key members of the project team should be
identified.
Where possible, there should be a financial, legal,
building design and childcare advisor on the
Committee. This stage should detail how the group
makes decisions.
The project plan should identify who the “owner” of
the complete facility will be and the legal status of
that owner.
Project description
The Committee will already have carried out an
exercise to determine the need for a childcare service
in the area as part of the NCIP project proposal. This
exercise would have covered the type and number of
childcare places to be provided.
At this point the committee needs to re-confirm these
numbers so as to ensure that the project is based on
accurate data.
The group also needs to consider other ways of
achieving this objective; for example, is there another
building available which the group may use?
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Budget
Provide a summary of the planned expenditure and
sources of funding for the project.
There are more details on budgeting and controlling
project costs further on in this section under
developing a project budget.
The site
If the group has a site, provide details about the site;
for example, location and dimensions. If a site has
not yet been secured, describe how the site will be
procured and the requirements for a new site.
There are more details on sites and site selection
in Stage 3 of this manual and also in ‘We like this
place…’.
Working with an architect
Provide details of the contractual relationships that
will be entered into with the architect or any other
professional services.
There are more details on procuring an architect and
working with the architect in Stages 5 and 6 of this
manual.
Working with the contractor
Provide details of the contractual relationships that
will be entered into with the contractor or any subcontractors.
There are more details on procuring a contractor and
working with the contractor in Stage 8 of this manual.
Project risks
Provide a list of the major risks associated with the
project, including the probability of their occurrence,
level of impact and brief description of how the
Committee will deal with each major risk.
There are additional details on project risks in Stage
10 of this manual.
Developing a project schedule
Providing structure
This may be an intimidating exercise as it is often at
this point that individuals realise the volume of work
‘An option worth investigating is that sites can
sometimes be made available from a local authority
as part of a community service. In some cases
community groups have successfully secured a free
site from their local authority. ‘
ahead of them. This fear is unnecessary, as we now
have a structured way to approach the task at hand.
Having developed a project description, the next thing
is to decide what the team actually needs to do, and
how to do it. To do this a list of all the tasks involved
will need to be generated.
Having developed the list of tasks, we can then
organise them in a structured way and assign
responsibility to individuals for the different tasks.
This list of tasks is referred to as a Work Breakdown
Structure or WBS in project management literature. If
any of these tasks are too complex to describe easily,
break it down into another level of sub tasks, until a
complete list of clear and simple tasks is reached.
Under the terms of the NCIP, the committee needs
to sign a contract within a specified timeframe. This
timeframe will be specified on the letter of indicative
approval from the OMCYA. In order to achieve this
time line, the committee is advised to complete as
much preparation work as possible before receipt of
the letter. This preparation work can be completed
without incurring significant costs.
Sequencing of tasks
Having developed the list of tasks we need to order
the tasks to produce a project schedule. This is
often carried out using software tools like Microsoft
Project© or Primevera© but the process is more
important than the software used. For many projects
a schedule can be created on a spreadsheet or even
on paper.
In sequencing the tasks, there are two things that
must be done,
• Establish dependencies; for example, work cannot
begin on the roof until the walls have been built
and given enough time to set.
• Estimate work and time required; for example, it
may require four months to complete the process
of hiring an architect.
A common error at this point is to develop overoptimistic time requirements. It is human nature to
ignore difficulties and to assume that the best case
scenario will apply, even though we know that it
rarely does.
In practice, a little slack should be built in to allow
some tolerance against delays. Other similar projects
should also be considered. Many individuals will have
built their own house and will know how long the
process requires from start through to finish.
Establishing controls
As the project moves from the planning phase into
the “doing” phase, progress must be monitored
against the plan. This can be done by establishing a
series of milestones along the way.
Milestones are key points along the way to completing
the project. Using these milestones, the committee
can monitor progress and take the appropriate
corrective action. For example, if the schedule stated
that the Design Team should be in place on May 1st
and that date has come and gone and the Design
Team is still not in place, the group should review the
situation to understand why the project is running
behind schedule. The group also needs to understand
the implications for the rest of the project and if there
is anything it can do to recover the lost time.
Milestone
Plan to be
completed by
Form Project Committee
01 Jan 2008
Expression of Interest (EOI) Form
submitted to CCC
01 March 2008
Project plan agreed
01 April 2008
Project Proposal Framework submitted
to CCC
01 May 2008
Receive letter of grant approval from
OMCYA
10 Jan 2009
Site secured
01 Mar 2009
Procure Design Team
01 May 2009
Apply for planning permission
01 Aug 2009
Planning permission secured
01 Nov 2009
Building design complete
01 Dec 2009
Issue tender document
01 Dec 2009
Fire Certificate secured
01 Dec 2009
Contractor hired
01 Mar 2010
Commence construction
01 Apr 2010
Practical completion & handover
20 Dec 2010
Fit-out complete
31 Jan 2011
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Facility open
Practical
completion &
handover
Construction
Contractor hired
Fire Certificate
secured
Prepare tender
document
Complete building
design
Receive planning
permission
Apply for planning
permission
Procure Design
Team
Site secured
Receive letter
from OMCYA
Project Proposal
Framework
Project plan
agreed
Expression of
Interest (EOI)
Form Project
Committee
Activity
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Sample Project Schedule STAGE 02 Project management plan
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Developing a project budget
Unforeseen Costs
The importance of proper budgeting in the
construction and development of a new childcare
facility cannot be over-emphasised. Developing a
comprehensive and detailed budget is one of the key
steps toward ensuring the smooth progression of the
project.
No project is ever designed perfectly; there will
always be unforeseen conditions or mistakes that
will require a construction “change order”. The
contingency budgets for these unknown additions to
the project.
In developing a project budget the group needs to
consider all the costs associated with the project, not
just the construction costs.
A list of typical costs which can be used as a prompt
to ensure that all costs are identifioed is listed below.
At the outset of the project, the group will not have
solid cost data available for many of the cost headings
listed below. In this case realistic estimates can be
used. These estimates may be based on known cost
per square foot /metre or some other known cost
data. As more solid information becomes available, it
is important to update the budget.
Having developed a budget at the outset of the
project, that budget needs to be managed throughout
the life of the project.
There are three major issues to be aware of:
• Actual costs varying from the original estimate,
• Unforeseen costs,
• Late design or brief changes.
Actual costs varying from the original
estimate & unforeseen costs
It is critical to continuously update the budget as
estimates become actual costs, and to balance the
total project costs with the total funds available.
As the tendency is for all parties to underestimate
costs, it is advisable to always include a contingency.
Another issue of which to be mindful is “runaway
design”, where the architect and project group
repeatedly tweak the design, adding cost throughout
the project. An example of this is where the group
agrees to a higher quality finish than was originally
budgeted for.
On a straightforward new build a 10% contingency
is recommended. On a more complicated project
like a refurbishment of an existing building, a 15%
contingency is recommended.
If this contingency is not utilised in the construction,
the group can use the funds for other useful
purposes like furniture or equipment.
Protect the contingency. The temptation may be
to surrender the contingency to the first item that
comes in over budget. If this happens there will be no
contingency for the remainder of the project.
Late design or brief changes
Late changes to the brief are all too common
on projects. These changes result in increased
professional fees, increased construction costs and
delays to the project.
Changes to the design or brief should not be accepted
unless the implications on the budget have been
clearly understood. This may require cutting costs
back on other items to achieve the project within the
overall budget available to the group.
Typical budget line items
A: Acquisition
Building/land
Acquisition price of the land or building.
Building inspections
If purchasing an existing building a detailed
inspection of the building will be required.
Legal costs
The cost of conveyance.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
B: Professional fees
Insurance
Project management, architecture and engineering
The site must be insured during the course of
construction. This responsibility can be passed over
to the main contractor or the Committee can carry
the cost itself. If the contractor is responsible for
providing the insurance, verification should be sought
that this insurance is in place before construction
commences.
This cost covers the design of the building,
preparation of construction documents and
overseeing the construction. For budgeting purposes,
approximately 15% of the total project costs should
be allocated for professional fees.
STAGE 02 Project management plan
Site surveys
Site surveys may be required to examine the
foundation and soil conditions of the site. This helps
determine if the site can support the design and
construction of the project. Fees for such services
depend on the nature of the survey required.
E: Furnishings and equipment
C: Construction
Data & communication equipment
Renovation costs
The costs of phone and computer cabling and
equipment, if these costs are not part of the
construction budget.
Cost for renovating an existing building.
New construction costs
Cost for new construction of a building.
Administrative and office equipment needed for
operations. The needs and an estimate of costs
should be determined.
Security equipment
D: Project financing fees and costs
The costs of equipment and cabling for a security
system for the facility.
Legal fees
Other furnishings
These may include conveyancing costs, establishing
a legal entity, review of contracts, review of loan
documents, etc.
Other necessary furnishings for operations in the
facility.
Loan interest
The costs of outdoor play area and landscaping if
these costs are not part of the construction budget.
If it is necessary to take out a bridging loan, interest
may be incurred on this loan. It should be noted that
loan interest is not an eligible expenditure under
NCIP. Groups are recommended to consider their
ability to repay loans over the short/long term.
Stamp duty
Stamp duty may become due and payable during the
course of the construction project.
Commercial property rates
Commercial rates are a property-based source
of income that is levied by local councils on the
occupiers of commercial and industrial properties.
This includes shops, factories, offices and land.
16
Programme equipment
Outdoor Play Area
F: Project contingency
This is set-aside for cost overruns. On a
straightforward new build, a 10% contingency is
recommended. On a more complicated project
like a refurbishment of an existing building, a 15%
contingency is recommended.
Sample Typical project budget
Total project budget
Notes
Total cost
Building/land
Purchase Price
€237,000
Building Inspections
Estimate
€3,000
Legal costs
Estimate
€7,000
Professional fees
% of construction costs
€80,000
Site surveys
Estimate
€10,000
A. Acquisition
B. Professional fees
C. Construction
Renovation costs
Per square foot
New construction costs
Per square foot
€400,000
Legal fees
Estimate
€25,000
Loan interest
Estimate
€3,000
Program equipment
Estimate
€40,000
Data & communication equipment
Estimate
€25,000
Security equipment
Estimate
€15,000
Other furnishings
Estimate
€25,000
Outdoor play Area
Estimate
€15,000
Stamp duty
Based on purchase price
Commercial property rates
Published rates
Insurance
Brokers advice
F. Contingency
10% of project cost
D. Project financing fees and costs
E. Furnishings and equipment
G. Miscellaneous
€100,000
€20,000
Planning permission
Fire Certificate
Capital contributions
Utilities connection costs
Site security
Start up costs
Other
Total Development Cost
€1,000,000
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Introduction
Brownfield site
Once the basic style and scale of the service are clear
it is now a case of looking for a premises or site.
A Brownfield site is defined as a site that has
previously been developed and may have potential
for redevelopment. It may involve reusing an existing
building by converting, renovating or extending it, or
demolishing it and building a new one.
The suitability of the site is crucial to the success of
the project and it is advisable to engage professional
help if in any doubt as to the suitability of a potential
site/premises.
This stage examines:
• Some of the typical sites that may be considered;
• Site purchase or lease options.
Remember that all sites are different and each
requires individual consideration. It is vital that
when assessing sites, the team considers any
potential pitfalls that may result in additional
building costs, such as poor ground and drainage,
site gradient, difficult access, no adjacent services
such as electricity, gas, sewage, drainage, etc. The
committee, or committee member who is responsible
for this element of the project, should consult with an
engineer or architect on the site’s suitability from the
outset.
Community groups are advised to consult the local
authority’s Development Plan for the area to check
the category of zoning for any site considered.
Sites, or land, can be zoned by a local authority for
residential, industrial, agricultural or community use
only. This may impact upon the possibility of securing
planning permission for a childcare facility on a
particular site.
If there is any suspicion of unusual or risky ground
conditions, it is essential to investigate the risk
before committing to the site. It may be necessary
to have site investigations undertaken at an early
stage (including soil analysis and examination of
ground conditions) by a civil/structural/geo-technical
engineer if so advised by the Design Team (see Stage
4).
Note for NCIP applicants:
If the building is being grant aided by NCIP, specific
requirements are set out in the funding contract
relating to ownership of the property/site.
When considering redevelopment, it is advisable
that professional advice be obtained to confirm if
the proposed development is permissible and to
ascertain the level of work and costs involved.
There is no particular benefit in developing a
Brownfield versus a Greenfield site. It all depends on
the suitability of the existing building whether or not
it is worth developing. In some cases, it may cost less
to develop a new building. It is essential to secure
professional advice from an architect, engineer or
quantity surveyor to assess any benefits either way.
Legal advice should be obtained before making any
final decisions.
Greenfield Site
A Greenfield site is defined as undeveloped land.
Again, the committee is advised to obtain professional
advice and to consult with the local authority on the
suitability of the site and the possibility of obtaining
planning permission.
Protected structures
Sometimes buildings are ‘protected’ for historical
reasons or for reasons of architectural merit. These
are listed in the City or County Development Plan for
the area, which can be viewed at the planning office
of the local authority.
Care should be taken regarding such structures and
professional advice obtained to ascertain the planning
authority’s requirements if it is proposed to alter or
extend such structures. In all cases requiring change
to a protected structure, the permission of the local
planning authority is required.
In many cases specialist professional advice may be
required from conservation architects. Most local
authorities have in-house conservation architects
that can provide this advice.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Archaeological sites
Recommendation
Should a site be zoned as being of archaeological
interest, it will be necessary to carry out site
investigations before carrying out any work.
The lease or purchase of a site is very important
and before it takes place, legal and other specialist
Design Team advice is essential. It is advisable to
secure planning permission prior to purchasing
a site, i.e. purchase the site subject to securing
planning permission.
This can be expensive and time consuming, as under
legislation the client/owner may be responsible for
funding any excavation and investigation required.
Professional advice from an archaeologist is essential
and should be sought at an early stage.
STAGE 03 The site
Site purchase/lease
A site may be purchased outright or leased.
Community childcare services are always encouraged
to secure the maximum lease possible in order to
safeguard the interests of the childcare service and
ensure its longevity.
Note for NCIP applicants:
If leasing premises, a long-term lease will normally
be required as part of the funding contract,
depending on the amount of funding approved.1
Legal charge/mortgage
Under the NCIP, projects approved for €200,000 or
more in capital funding are subject to the creation of
a legal charge (a lien or mortgage) over the property
in favour of the Office of the Minister for Children and
Youth Affairs. The threshold of €200,000 relates to the
purchase, building or refurbishment of a property,
not including the costs for fixtures and fittings. The
purpose of this is to ensure that the monies are used
for the purposes granted and that where this does
not occur, there will be an obligation to repay the
grant monies.
It is important that the group has the authority to
provide this lien. If the site is leased or the group is
granted use of the site by another organisation, for
example, a church body or sporting organisation,
the lien will need to be authorised by the owner of the
property.
1
These requirements are set out in detail in the NCIP Application
Process Toolkit held by each CCC
20
It is also advisable that a written report from legal
advisors, architects and engineers as to the suitability
of any site for the proposed project is obtained. This
will allow the assessment of any additional works
and hitherto unforeseen costs to be included in the
overall budget cost prepared by a quantity surveyor.
Prompts
The following is a list of possible questions that
should be asked in assessing the suitability of any
site. These questions are particularly relevant in
cases where the community group does not already
have a site, but should also be used to examine the
suitability of a site that is already leased/owned or
that the group has in mind. The most appropriate
person(s) responsible for each question is suggested
in brackets, where relevant.
• Have we already got a site?
• Do we need to find a site?
• Is the geographical location of the site suitable?
• Is the site zoned for the proposed use under the
local authority’s Development Plan for the area?
• Will planning permission be easily obtained?
(architect)
• Can the site be purchased subject to planning
permission?
• Are there likely to be objections to the proposed
development?
• If purchasing the site, is the cost coming from
within the project budget?
• Can the site be purchased from the local authority
at a reasonable cost?
• Do we have sufficient professional advice to
purchase/lease the site?
2
These conditions are set out in the Capital Information Guide for
Community Providers available on www.pobal.ie.
• Has legal advice been sought?
• Is the site serviced with essential services, such
as drainage, electricity, water, sewage, telephone
lines etc., and suitable for development? If not,
what are the costs required to service the site?
(architect)
• Are the costs of site development included in the
budget?
• Is the site suitable to take the foundations of a new
building with reasonable costs? (engineer)
• Will additional works be required to secure
the foundations? If so, what will the costs be?
(engineer and quantity surveyor)
• Is the site level to allow easy access? (architect)
• Is the orientation of the site suitable? (For
example, what is the orientation of the site for
maximising the passive solar gain for the new
build?) (architect)
• Will the site require additional costs to develop
before work on the building begins? (architect)
• Is legal title clear to lease or purchase?
• Are there any easements on the site, i.e. do other
persons have a right to access or utilise the site?
• Is the site subject to planning restrictions; for
example, historic interest, area of conservation,
archaeological interest?
• For projects approved €200,000 or more in capital
funding, will there be difficulty creating a legal
charge (a lien or mortgage) over the property in
favour of the OMCYA?
• Has the engineer carried out site suitability tests
and approved the site?
• If leasing the site, do the terms of the lease allow
the group to meet the NCIP contractual conditions
on the length of operation of service? 2
All of the above questions should be addressed at the
earliest possible time.
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Contents
Introduction
Why appoint a Design Team?
Design Team members
Project Team structures
Integrating the Design Team and the contractor into a Project Team
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Appointment of design team
Introduction
can ensure that the project remains within budget.
By this stage of the process, the Project Committee is
in place and a project plan has been agreed. The next
important step is the appointment of the Design Team.
Before proceeding through the process of tendering
for and selecting a Design Team, it is important to
be familiar with the various types of professionals
with whom the Committee may be in contact with
throughout the development and implementation of
the project including the different forms of contract
that are available to be used.
A good Design Team will guide the project through
each phase such as agreeing concept designs,
securing planning permission, costing the project,
appointing the building contractor and supervising the
construction through to completion.
In this stage we will look at:
• The different design professions that may be
required;
• Different project team structures (between the
architect, engineers, contractors, sub-contractors);
• Form of contract for the appointment of design
professionals and contractors.
We will also look at the process to appoint a Design
Team.
Why appoint a Design Team?
Designing and building a new childcare facility is a
complex issue requiring the input of many different
specialists. An architect can design the building, but a
structural engineer may also be required to verify that
the foundations will support the building. A quantity
surveyor may be required to manage the costs of
the project. Other specialists may also be required,
depending on the nature of the project and the site.
As the Design Team costs will normally account for
between 10% and 15% of the complete project cost,
this is a significant component of the total project
cost. However securing a good Design Team should
produce a superior building which will be more
efficient to operate and maintain.
A well-conceived project can be built more efficiently
and economically. The Design Team can help the
group through the various regulatory steps and
produce a superior design. This can include issues like
energy efficiency and effective use of natural daylight.
By specifying the correct quality finish, the architect
Design Team members
Different projects will require different Design Teams
based on the complexity of the project. While a range
of these specialities may be required, one organisation
may be able to provide one or more of the required
services.
The following are suggested members of a Design
Team:
Health and Safety
The Project Committee will be considered as a ‘client’
under the Health and Welfare at Work (Construction)
Regulations 2006. The first duty of the ‘client’ will be
to appoint (in writing and before design works starts) a
Project Supervisor for the Design Process (PSDP)3.
It is a legal requirement to make this appointment.
The role of the PSDP is to ensure that the design is
safe to build and safe to operate. As this is a design
safety role, it is preferable that the lead designer
fulfils this role. Even though many architects may not
wish to be the PSDP, this should be included in the
scope of services for the architect.
The client will also appoint a Project Supervisor for
the Construction Stage (PSCS). The role of the PSCS is
to ensure that the designs are safely constructed. The
main contractor is the ideal person to fulfil this role.
Architect
The architect’s skills include concept design,
detailed design, contract administration and project
management. The architect is trained to deal with all
aspects of building and advising on the need for other
expertise when required.
The architect has the expertise to act as the
lead designer co-ordinating the different design
professionals. S/he also manages the contractor on
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STAGE 04 Appointment of design team
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
site and, in addition, acts as the main contact point
between the committee and the other designers and
contractors.
Quantity Surveyor
The quantity surveyor is a professional trained to
provide financial advice to the client and architect
from early on in the project. The quantity surveyor
will co-ordinate all costs from the start (including
site purchase, building construction, professional
fees and local authority charges) and present the
client from the outset with a financial package
or framework within which to work. The quantity
surveyor will, at various stages of the project,
produce budget updates to help control spending and
complete the project within the approved budget.
Structural/Civil Engineer
The structural/civil engineer will work with the
architect and Design Team from early in the project.
S/he will advise on the suitability of the site (and
existing building, where appropriate) and site
services, including water and drainage. The engineer
will also deal with structural elements such as
foundations, columns, beams, etc. and will assist
the architect by designing a cost effective structure.
The engineer will carry out a site inspection and
attend site meetings during the construction works,
ensuring the design is being carried out by the
contractor to the required standards.
Mechanical/Electrical Engineers
The mechanical and electrical engineers will also
work with the architect and Design Team from early
on and will advise on the environmental requirements
of the building, such as heating, ventilation, internal
drainage, lighting, electrical services, insulation and
energy conservation. The mechanical and electrical
engineers will also liaise with service providers, such
as the ESB, Bord Gáis, telecommunications providers
and the local authority.
24
Other consultants
The above listed consultants form the nucleus of the
appointed Design Team. From time to time, however,
other specialist advisors may be required depending
on the project and its specific requirements. The lead
designer’s role would be to advise the committee
should such appointments be required. Other
specialists possibly required could include the
following:
• Planning consultant;
• Landscape architect/designer;
• Interior architect/designer;
• Conservation architect;
• Archaeologist;
• Fire consultant;
• Asbestos specialist;
• Timber specialist;
• Damp and dry rot specialist;
• Acoustics specialist.
The above list is not exhaustive but indicates a range
of other possible specialists which in seldom cases
may be required.
Project Team structures
Projects are usually carried out by teams including;
• The client represented by the committee and
led by the project manager (often committee
chairperson).
• Design Team (consultants), usually led by an
architect, but also containing civil/structural
mechanical & electrical engineers, quantity
surveyors, Health & Safety and specialist
consultants.
• Contractors and sub-contractors.
Design Team structure
The Design Team contains different specialities which
can be procured in two different arrangements.
b. Single appointment of lead designer for provision
of all the services
a. Lead designer with separate contracts for the
different specialities
Under this arrangement the lead designer, usually
the architect, is appointed as the lead designer and
is required to co-ordinate the services of the other
designers. These services are recruited separately by
the client and are contracted directly by the client.
Many architects and engineering services firms are
familiar with this arrangement.
LEAD DESIGNER/
ARCHITECT
CIVIL/
STRUCTURAL
ENGINEER
QUANTITY
SURVEYOR
LEAD DESIGNER/
ARCHITECT
MECHANICAL
& ELECTRICAL
ENGINEER
CIVIL/
STRUCTURAL
ENGINEER
QUANTITY
SURVEYOR
HEALTH &
SAFETY
OTHER
CONSULTANTS
This organisational arrangement is becoming more
popular, especially for smaller publicly funded
projects (less then €2.0m). Under this arrangement
the lead designer provides all of the required
services. The lead designer may have this capability
in-house or may need to subcontract some of the
services to appropriate specialists.
CLIENT
MECHANICAL
& ELECTRICAL
ENGINEER
CLIENT
HEALTH &
SAFETY
OTHER
CONSULTANTS
With this arrangement the client needs to establish
separate contracts with each service provider. This
may involve tendering and reviewing quotes for each
service, which may be a difficult administrative task
for the client.
The client does have control over each speciality but
needs to remain close to the project to ensure that
each team member is co-operating properly with
each of the other team members.
In the event of a dispute, the client may find it
difficult to identify the source of the problem as
each consultant may attempt to pass the blame onto
another organisation.
This arrangement is suitable for large multi-million
euro projects but may be too cumbersome for
projects funded under NCIP.
As the client has only one contract, it is easier to
establish this Design Team. It is the lead designer’s
responsibility to ensure that the different team
members cooperate. In the event of a defect or a
dispute, the client is in a strong position as there is
only one contractual relationship.
It is anticipated that most NCIP applicants will pursue
this structure.
Integrating the Design Team and the
contractor into a Project Team
There are many different project team structures
which can be pursued of which the most common
are:
• Traditional;
• Design and build.
Each method has its own merits.
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STAGE 04 Appointment of design team
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Traditional
Traditional structure is the most common
organisational structure used in Ireland.
The traditional form of contracting is where the client
appoints a Design Team to produce the design, and
subsequently appoints a main contractor to construct
the building in accordance with the design.
CLIENT
DESIGN TEAM
LED BY
DESIGNER
CONSTRUCTION
TEAM LED BY
MAIN CONTRACTOR
NOMINATED
SUB-CONTRACTORS
(SPECIALIST)
DOMESTIC
SUB-CONTRACTORS
Traditional Organisational Structure
The contractor is usually appointed after the design
is completed having been selected through a tender
process. The price from the contractor is based on a
Bill of Quantities4 which describes the works.
While there is no contractual relationship between
the lead designer and the main contractor, the lead
designer will typically oversee the construction to
ensure that the building is completed as per the
designs.
Most projects should use this approach unless the
committee has a compelling reason to pursue an
alternative arrangement.
Design & build
26
Under this arrangement the client appoints the
contractor to provide the completed building to
the agreed cost and schedule. Instead of working
to a Bill of Quantities and a completed design, the
contract documents would typically include an output
specification setting out the functional requirements
that the facility should accommodate together
with the expected functional life, maintenance
requirements, etc.
The contractor assumes responsibility for completing
the design and the construction of the facility. This
arrangement has advantages as it requires only one
contract and passes many of the risks over to the
contractor.
As the contractor is now responsible for design, the
client has less influence over the design. This has
advantages as it removes a large burden from the
client however it also removes a lot of control. As
the contractor is responsible for design decisionss/
he will ensure that the design is the most economic
solution that can be found, even if this is not entirely
to the client’s satisfaction.
The client needs to very carefully specify the
requirements for the building and should appoint an
architect to complete this task. An example of the
type of difficulties that can occur is where the client
specifies wooden floors and the contractor supplies
a chip-board floor. Technically this is in compliance
with the specification, but is very different from what
the client anticipated.
This solution works well on civil projects like roads,
but is not ideal for a childcare building project.
3
Appointment is made by sending an AF1 form to the Health & Safety
Authority. Further details are available at www.hsa.ie
4
A Bill of Quantities (BOQ) is an itemised list of materials, parts,
and labour (with their costs) required to construct the building. It is
usually prepared by a quantity surveyor and used by contractors to
develop a price to construction the building
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Contractual arrangements
Contents
Public procurement guidelines
Does the Government Capital Works Management Framework apply?
Contract for construction services
Public works contracts
Process for the appointment of design consultants
Evaluation criteria to select a lead designer
27
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
STAGE 05 Contractual arrangements
Contractual
arrangements
Public procurement guidelines
Public procurement ranges from the purchase of
routine supplies or services to formal tendering and
placing contracts for large infrastructural projects.
To cover this range, there are different procedures
depending on what is being purchased, with simple
procedures for simple purchases and more complex
procedures for more complex projects.
The key point about public procurement is that the
process should be open and fair. For projects of
value less than €50,000, there is very little difference
between public procurement guidelines and what
normally happens in the private sector. For example,
if a private service provider wanted to get a builder to
do a garage conversion or an architect to design the
conversion, they would get three quotes, choose the
winner and enter a contract with the winner.
Groups funded under NCIP should adhere to the
following public procurement procedures for capital
grants:
• for goods/services with a value less than €5,000
(excluding VAT) one written quote is required;
• for goods/services with a value between €5,000
and €10,000 (excluding VAT) three written quotes
are required;
• for goods/services with a value between €10,000
and €50,000 (excluding VAT) three written quotes
or tender process is required;
• for goods/services greater that €50,000 (excluding
VAT) must be advertised and the contract awarded
after a tender process.
Standard Conditions for Engagement of
Construction Consultants and Public Works
Contracts for Construction Projects
The Irish Government has introduced a new
Government Capital Works Management Framework
to be used on construction projects as a sub-set of
the broader public procurement procedures.
The framework consists of two parts:
(i) Standard Conditions for Engagement of
Construction Consultants
28
(ii) Public Works Contracts for Construction Projects
These requirements were introduced by Government
to assist publicly funded capital projects avoid cost
over-runs (i.e. the increase in project cost between
the tender price accepted and the final completion
cost) of building contracts, and also to assist with
implementation of standardised conditions for the
employment of construction consultants.
The procurement process is fundamentally the same,
whether purchasing goods or construction services
or construction itself. The only thing that is different
is that a different contract is used.
Which form of contract should be used
A project that is more than 50% publicly funded, when
entering into a contract, must use a ‘Public Works
Contract’, the types of contracts to be used are the
following:
• Purchase of goods - e.g., furniture. Any purchase
contract
• Construction services - e.g., to hire an architect.
The government contract - standard conditions
of engagement for construction related services
should be used;
• Construction works - Public works contract should
be used.
One important point on public works contracts is
that they are “fixed price” contracts. In order for the
contractor or architect to give a fixed price for the job,
the client has to provide a fixed specification for the
job. It is therefore important that the client be sure
of what is required from the architect, and also that
architect complete the design before the appointment
of the contractor.
Does the Government Capital Works
Management Framework apply?
If a construction project is subsidised by 50% or
more with public funding, then groups must comply
with the Government Capital Works Management
Framework. This means that all public works
contracts and standard conditions for engagement of
consultants must be used. If the construction project
is funded, but public funds are contributing less
than 50% of the total cost, the Government Capital
Works Management Framework does not apply to the
project, however, funded groups must comply with
normal public procurement procedures.
In determining whether or not Government Capital
Works Management Framework applies, the group
must consider the project as a whole.
All of these contracts are available to download from
www.constructionprocurement.gov.ie
For more information on public procurement, please
refer to Pobal’s Guideline for Public Procurement
available at www.pobal.ie
Further information is also available at
www.etenders.gov.ie
On this basis, most community based groups
will be subject to the Government Capital Works
Management Framework as they typically receive
over 50% funding.
Contract for construction services
A contract titled, “Standard conditions for the
engagement for construction consultants” has been
developed and must be used to appoint consultants
who work on construction projects which are over
50% publicly funded.
Under this contract, all professional services,
including architects, civil engineers, etc., are referred
to as consultants.
If multiple consultants or designers are to be
appointed to work on the project, each consultant
must be appointed using this contract. Alternatively
a lead designer can be hired to a supply all the
services. That lead designer can sub-contract the
various specialities to sub-consultants. In this way,
the client has only one contract to manage.
Public works contracts
As part of the Government Capital Works
Management Framework, a suite of six public works
contracts has been developed for the appointment
of construction contractors on publicly funded
construction projects.
A contract titled ‘Minor civil engineering and
building works designed by employer’ is to be
used on building projects with a total value less
than €5,000,000 (including V.A.T.) and greater than
€500,000.
A contract titled ‘Short public works contract’ must
be used on building projects with a total value less
than €500,000 (including V.A.T.).
29
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
STAGE 05 Contractual arrangements
Public procurement: step by step flowchart
Value of Contract
Less Then
5,000
5K - 50K
5oK - EU
Threshold
Obtain written
quotes from
competitive suppliers
Send brief specifications
to a number of suppliers
(at least three) seeking
written quotes/tenders
Draw up
tender documentation
Select lowest price /
most suitable
Evaluate offers
objectively against
specified requirements
Set basis for award
(lowest price / MEAT)
Select most
suitable offer
Notify/debrief
unsuccessful bidders
For MEAT set
award criteria
(weighted)
Advertise on etenders,
appropriate media or
invite suitable tenderers
(at least five)
If MEAT, evaluate
tenders using weighted
scoring sheet based
on award criteria
(including prices)
If price is base for
award, select lowest
compliant bid
Invite most competitive
to present
on / elaborate
on bids if necessary
Select most suitable offer
Award contract based
on successful tender
Debrief unsuccessful
tenderers
30
Notify unsuccessful
tenderers
Process for the appointment of design
consultants
Step 3: Decide on the appropriate structure for the Design Team and the contractor
The following is a step by step guide through
the process of appointing design consultants
in accordance with Government Capital Works
Management Framework.
Will the project be constructed using the traditional
approach (Design Team to produce the design, and a
main contractor to construct the building) or will it be
Design & Build (contractor to provide the completed
building to the agreed cost and schedule)?
Step 1: Ensure that the project definition is sufficiently clear.
Step 2: Establish whether Government Capital Works Management Framework applies.
Step 3: Decide on the appropriate structure for the Design Team and the contractor.
Step 4: Decide on the appropriate procurement procedure.
Further steps assume a traditional approach; that is
a Design Team will produce the design, and a main
contractor will construct the building.
The committee must now appoint a Design Team.
This can be done on the basis of
a. Lead designer with separate contracts for the
different specialities
Step 5: Write scope of services.
b. Single appointment of lead designer for provision
of all the services
Step 6: Complete a request for tender and advertise for tenders.
The merits of both options are covered under Project
Team structure section in Stage 4 of the manual.
Step 7: Evaluate the returned tenders.
The same procedures must be utilised whether a
single appointment or multiple appointments are
to be made. The major difference is that if multiple
appointments are to be made, separate competitions
must be run for each contract.
Step 8: Interview tenderers if necessary.
Step 9: Analyse tender bids and select winning bid.
Step 10: Issue letter of Intent to the successful tenderer and letter informing unsuccessful tenderers of their position.
Step 11: Prepare and sign contract documents.
Step 1: Ensure that the project definition is sufficiently clear
This project definition has been dealt with as part of
the project plan and should be fixed at this stage.
Any changes to the project definition after this stage
are likely to increase the cost. It is most important to
get the project definition right as many projects fail
due to errors at this stage.
Step 2: Establish whether the Government Capital Works Management Framework applies
If the project is in receipt of over 50% funding
then the Government Capital Works Management
Framework applies.
As most community groups receive funding in excess
of 50% of the total cost of the project, it is assumed
that the Government Capital Works Management
Framework applies.
Further steps assume single appointment of lead
designer for provision of all the services.
Step 4: Decide on the appropriate procurement procedure
If the anticipated value of the contract is less than
€50,000, the group may prepare a specification for
the work and get three quotes to do the work. The
group may then choose the most suitable offer from
those three quotes.
If the anticipated value of the contract is greater than
€50,000, the project must be advertised and a tender
competition must be held.
There are two possible ways to run the tender
competition.
a) Open procedure
In the open procedure, the contract is advertised,
either on e-tenders (www.etenders.gov.ie) or other
appropriate media. The notice invites tenders and
anyone may apply to be awarded the contract. The
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STAGE 05 Contractual arrangements
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
time limit for receipt of tenders by the client can be
no less than 52 days (normally 60 days) from the date
of despatch of the notice.
During this period there is an opportunity for
applicants to raise questions which the client may
answer. These questions are typically clarifications of
the brief.
Step 6: Complete a request for tender and advertise for tenders
In evaluating the tender the client may reject any
tender it deems unacceptable. Only tenders which
meet the minimum requirement are evaluated.
Complete tender documentation needs to be
prepared and advertised on e-tenders. A sample
tender document is available from Pobal which can
be edited to suit the group’s requirements. This
sample tender document includes a comprehensive
scope of services which can be modified as required.
b) Restricted procedure
Step 7: Evaluate the returned tenders
The restricted procedure is a two-stage process and
allows a short listing of candidates before releasing
the tender documentation. In the first stage, a notice
is published which states that a contract is to be
awarded and invites applications to be placed on a
shortlist. The closing date for applications must not
be less than 37 days (normally 42 days) from the date
of despatch of the notice.
The returned tenders must be evaluated in
accordance with the evaluation criteria chosen.
This stage allows a shortlisting process to take place.
The client, in deciding whether a candidate gets
on a shortlist or not, may look at each candidate’s
technical ability to provide the service as well as
the candidate’s financial standing to complete the
contract.
Step 9: Analyse tender bids and select winning bid
The client must set out the evaluation criteria in the
published notice. If a potential candidate feels it could
not meet the standards required, it need not apply to
be placed on the list.
Those who have been shortlisted are invited to
tender for the contract. The second stage is the
submission of tenders. The client issues the tender
documentation which must be returned to the client
within a minimum of 40 days.
Further steps assume that an open procedure will
be applied. This can include a minimum standards
requirement.
Step 5: Write scope of services
32
client will be paying for services which may not be
required.
The scope of services specifies the work that the
winning designer will carry out. Great care is required
in developing the Scope of Services as any work that
is not included will be considered an extra. On the
other hand, if every possible task is included the
Step 8: Interview tenderers if necessary
There is no obligation to interview any or all of
the tenderers. Interviews should be considered
optional and purely to clarify issues within the tender
documents.
A tender bid analysis report should be prepared and
the winning bid selected.
Step 10:Issue letter of intent to the successful tenderer and letter informing unsuccessful tenderers of their position.
Care should be taken with all correspondence with
tenderers to protect the committee from any claims.
After the clarification process has finished, the
decision to award should be communicated by letter.
The form of letter is available in a set of model forms
which can be downloaded from
www.constructionprocurement.gov.ie. This model
letter can be edited to suit the requirements of each
project.
These letters have been drafted by solicitors as there
is a possibility of accidentally creating a contract if
these letters are not correctly scripted.
This letter to the winner states that it is the intention
of the client to enter into a contract with the
consultant, but that there will be no contract until the
contract is signed. This gives the winner time to get
the appropriate documentation in place, for example,
a tax clearance certificate.
At the same time, the unsuccessful tenderers should
be notified of the intention to award the contract to
the winner who should be identified (this letter is
sometimes referred to as the ‘Alcatel’ letter).
The unsuccessful tenderers should also be given the
following information in the notice:
• Their own mark for each of the quality criteria, or
if they failed on a pass/fail criterion;
• Their overall ranking in the competition (second,
third, etc.);
• If their price was not the lowest price, inform them
that their price was not the most competitive;
• If their price was the most competitive inform
them of this at the same time as informing
them that their marks for quality, though above
the minimum, were not high enough to win the
competition.
This procedure of informing both the winner and
the unsuccessful tenderers of the results of the
competition provides the winner an opportunity
to gather the required documentation, insurance
etc. It also provides the unsuccessful tenderers an
opportunity to object before the contract is actually
signed. Unsuccessful bidders have a legal right to
this opportunity. By not accepting or rejecting any of
the tenders, the client is retaining the opportunity
to award the contract to the runner-up should
something go wrong with the winner, for example, if
they can not provide the required insurance.
Step 11:Prepare and sign contract documents
Complete the “Standard Conditions of Engagement
for Construction Consultants” and have the winning
bidder sign the contract. The client also signs the
contract.
Evaluation criteria to select a lead
designer
The winning lead designer will be selected by
evaluating the tenders using pre-defined criteria.
Typically 70% of the marks are awarded for quality
and 30% are awarded for price.
Typical award criteria may include:
Criteria
Details
Weighting
Lead designer
experience
Who from the lead designer firm will be managing the project? Has that
person previous experience on childcare project(s)? References should be
included.
Has the lead designer displayed knowledge of appropriate legislation?
How will the lead designer work with the Project Committee?
20%
Project
management
What will the lead designer show the group along the way to explain the
project? Will the group see drawings or sketches?
How will the lead designer manage the construction phase?
If the team is a consortium, has the lead designer displayed how they will
manage all the other specialists?
Has the lead designer proven that the design team can work together to
complete the project?
What does the lead designer expect the group to provide?
15%
Cost Control &
Planning
Permission
How will the lead designer manage the project budget?
What is the lead designer’s approach to securing planning permission?
20%
Innovation &
Has the lead designer displayed innovation or interesting design features?
Design Features
15%
Price
30%
Fixed Price for the project.
The Project Committee should define the award criteria and the weighting for its own project.
33
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Working with the architect
Contents
Introduction
Developing the brief
Design Team work stages
Pre-tender estimates
Prompts
34
Working with the
architect
Introduction
The project committee will by now have considered
the overall project in terms of the site/premises
and meeting the needs of the area. In addition, the
Design Team will have been contracted and will have
appointed the Project Supervisor for the Design
Process (PSDP). The next stage for the committee, in
collaboration with the Design Team, will be to bring
the original project proposal to design.
cool, quiet aspect), and placing toilets close to where
the children can safely access them and to natural
ventilation. Good circulation areas, especially at the
main entrance, are also details to be considered. (See
‘We like this place..’)
The Design Team will use this brief when preparing
sketches of their first pass concept design.
There is more information on developing the brief in
Stage 11, Design ideas.
There are four key stages within the design
development stage:
Design Team work stages
1. The committee develops the brief to the level from
which the architect can work;
The Design Team will set about designing and
developing the project proposal through various work
stages as follows:
2. The architect develops a sketch design for approval
by the committee;
Development of brief to sketch design
3. Scheme Design: develop design to planning
permission application level;
4. Complete the design.
Developing the brief
The Design Team will produce the first sketch plans
displaying concept designs for presentation to the
committee. The architect may produce more than one
concept to provide the group with a more complete
understanding of the possibilities which may be
achieved.
The committee will have prepared a design brief for
the facility as part of their project proposal. This will
have been further updated in completing the project
plan and the tender documentation prepared for the
architect tender.
These concept sketches should be carefully studied
before being accepted or requesting specific changes
be made by the architect.
Up to this point, the brief is a very curt statement of
requirements, stating the number of spaces to be
provided and the nature of the completed facility.
This brief needs to be developed before the kickoff meeting so that the architect can get a clear
understanding of the client’s requirements.
• Is the design in keeping with the original brief?
The committee will have carried out their own
research and have formed their own opinions on
what they want to have included within the completed
design.
It is advisable to visit similar projects to help
stimulate ideas. Keep notes, photographs, and
publications etc., of anything that appealed in terms
of good design ideas. Keep in mind practicalities
such as making good use of south facing areas
(remembering that sleeping children will require a
When reviewing the sketch design, the committee
should pose the following questions:
• Does it provide easy access for all users?
• Has good use been made of natural light,
circulation areas, etc.?
• Are the room allocations appropriate for the age
groups intended?
• Does it accommodate toilet training, nappy
changing, sleep room, milk kitchens, etc.?
• Is there good provision for storage, cleaning,
laundry, cooking, dining, office meetings and staff
facilities?
• Have site services and the planning issues been
adequately considered?
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STAGE 06 Working with the architect
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
• Does the proposed facility comply with all
applicable statutory regulations such as Building
Regulations 1997-2008, Child Care Regulations
(Pre-school Services) 20065, Equal Status Acts,
Safety, Health and Welfare at Work (Construction)
Regulations?
• Can the proposal be completed within budget?
The architect’s design sketches may need to be reworked on a few occasions, but ideally the original
brief should not need to be amended at this stage.
Once these design sketches are agreed, the architect
and other designers can progress quickly with the
detailed design of the facility.
If the committee wish to amend some aspect of the
design after these design sketches are approved, this
amendment may have a significant impact on both
cost and schedule as a lot of work may need to be
redone.
It is reasonable to expect the committee members
to develop their thoughts on what they expect from
the new facility, having discussed the different
possibilities with the architect and having reviewed
the concept sketches. The team need to be careful
at this stage in the process as, if they rush decisions,
they may make errors which will be very difficult to
rectify later. On the other hand, if they take too long
to make decisions, the project will lose time and
momentum.
Scheme design
Once the sketch designs have been agreed and
approved by the design team and the committee, the
design team can progress the designs to the next
level.
Work in this phase typically includes the following:
• Complete preliminary building floor plans,
sections, and elevations to determine space
dimensions, areas, and volumes;
• Complete room layout of all child-related
furniture, plumbing fixtures, etc.;
• Preliminary material choices;
• Preliminary landscape concepts;
36
• Preliminary play area layout;
• Preliminary mechanical, electrical, and plumbing
issues;
• Preliminary civil engineering questions (paving,
grading, drainage, etc.) and structural engineering
questions (foundations, soils, etc.);
• Review cost estimate.
The HSE Pre-school Inspectorate for the area should
be notified of the proposed project, and should be
requested to review the drawings/plans also.
The drawings produced at this stage should be
suitable for discussion with the local authority
planners and, subject to agreement; a planning
application can now be prepared.
It is very important to keep a close check on cost
estimates at this stage of the design. It is very easy
to add features to the design but to find out later that
the project is significantly over-budget.
Detail design and Building Regulations 1997-2008
At this stage the committee needs to make a decision
whether to:
1. Allow the design team to proceed with the next
stage, i.e. working drawings and tenders.
Or
2. Wait until a planning permission (or refusal)
decision is made by the planning authority.
To proceed with the next stage while planning
permission is being processed means that all
documentation can be prepared and made ready for
tenders to be obtained.
While this may be seen as time-saving, the
disadvantage is that if further information is
requested, if a third-party objects to the development,
if the planning authority requires changes to the
design, or if planning permission is not granted,
additional costs may be incurred. It is a good idea
to seek a pre-planning meeting with the planning
authority which may provide clearer guidance at this
stage.
If the design team proceeds with this stage, it will
detail the drawings and specifications so that the Fire
Safety Application can be made under the Building
Regulations 1997-20086. A fire safety certificate is
required for all public commercial buildings and
developments. (The only building which does not
require a Fire Safety Certificate is a single dwelling
unit.)
Completing the design
The approved schematic design needs to be
developed to finalise the design of the new building
before proceeding to tender for the contractor.
The design should be complete before tendering
for the contractor so as to enable the contractor to
provide a fixed price for the job. Work in this phase
typically includes the following:
• Finalise all engineering issues such as structural
system, heating and cooling systems, lighting
system, etc.;
• Finalise equipment requirements, sizes, furniture
layout;
• Finalise all design issues that affect the look of the
building and the feel of the rooms;
• Choose finish materials;
• Prepare a bill of quantities;
• Complete a pre-tender estimate for construction
costs.
Stage 8, Construction tendering & contract stage, will
detail the process for tendering for the construction
element of the project.
Pre-tender estimate
aware of the budget from the beginning of the project,
this re-design work should not be considered an
extra and there should be no additional payments for
this work. This is further explained in Stage 8.
Prompts
• Has the Project Supervisor for the Design Process
(PSDP) been appointed?
• Has the Design Team been given sufficient
information to prepare sketch designs?
• Do the sketch plans accurately reflect the
committee’s requirements?
• Have the proposed plans been discussed locally?
• Are there critical parts of the sketch plans that
need to be changed or need special attention?
• Can the Design Team proceed to develop the
sketch plan to a detailed scheme design?
• Has a meeting with the planning authority been
sought?
• Is it better to proceed with working drawings
before or after planning permission is obtained?
Will the schedule be affected?
• Is the scheme design satisfactory in order for the
design team to proceed with the production of
working drawings and tender documents?
• Is the pre-tender estimate within the project
budget?
5
For further information refer to the Office of the Minister for
Children and Youth Affairs (www.omcya.ie).
6
For further information refer to the relevant local authority and to
the Department of the Environment, Heritage and Local Government
(www.environ.ie).
The design team should produce a pre-tender
estimate before issuing the tender documents. This
involves costing the completed design so that the
group can reasonably anticipate the costs which a
contractor will charge to construct the building.
If the pretender estimate exceeds the budget, the
Design Team can re-design the building to bring the
costs within budget. As the design team were made
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Pre-planning meeting with planner
Types of planning permission
Timeframe and potential delays
An Bord Pleanála
Development contribution fees
Building Regulations 1997-2008
Fire Safety Certificate
Commencement notices
Protected structures
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Prompts
Stage
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The planning process
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Background information on planning permission
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Planning permission
The planning process
This stage looks at planning permission and factors
of which to be aware when making an application for
planning permission.
Planning permission is required for any new
building or for any changes to existing buildings,
such as building demolition or alteration. Planning
permission is also required for any material changes
in the use of the land or premises, unless it is
specifically exempt.
By now, a cost estimate has been prepared which
confirms that the project is within the allowable
budget. The site and/or premises have been agreed
in principle. Sketch designs from the initial brief
proposed by the Project Committee have been
prepared by the Design Team. These will now be
ready for submission for planning approval. The
committee is strongly advised to consult on the
proposed development with any neighbouring
dwellings, businesses, schools etc. in order to provide
them with information and secure their support,
minimising the risk of any potential objection.
This stage will outline the following areas:
• Background information on planning permission
• The different types of planning permission
• How to make a planning application
• The planning time frame and potential delays
• Receiving planning permission
Background information on planning
permission
The Planning and Development Act was introduced
in 1963. The stated aim of the act was to provide a
more flexible and structured planning system to be
operated by all local authorities. Arising from this
act is the requirement to obtain planning permission
for any proposed development. This act enables local
authorities to facilitate all residential, commercial,
industrial, and community development in existing
and new development areas in accordance with local
need. The Act seeks to ensure that the amenities
of both town and countryside are preserved and
improved and that any form of development does not
impede on the prevailing built, natural and social
environment.
The planning authority forms part of a government
local authority, i.e. city, county or town council.
In some cases a proposed development may be
exempt from planning permission. This applies to
minor domestic changes of up to 40 square metres,
and for home-based childcare services. In some
cases refurbishment and/or renovation to an existing
building may be considered exempt from planning
permission. The planning authority should be
consulted on this issue.
STAGE 07 Planning permission
Introduction
The planning process is time consuming, detailed
and very specific. Applicants should consider
seeking the advice or assistance of an architect or
engineer before making an application for planning
permission.
The architect/engineer should be in a position to
advise as to what is likely to be acceptable to the
planning authority. S/he should set out the limitations
on the type, design and size of the development to be
considered. Other childcare service providers who
have already been through the process may also be
willing to provide advice.
Careful consideration must be given to the impact the
new development may have on the local environment,
neighbours and future traffic volumes.
It is not necessary for the group to own the site to get
planning permission, but it is necessary to have the
permission of the owner to do so.
Pre-planning meeting with planner
When the sketch plans have been agreed by all
concerned, the next stage is, where possible, to
arrange a pre-planning meeting with the planning
officer for the area of the proposed development to
discuss the suitability of the site and plans.
This should be arranged at an early date to allow
sufficient time to make any amendments or to seek
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an alternative site where advised. The architect
should be present at this meeting, and provide
location maps, site layout plans and sketches of the
proposed building.
At this meeting it would be advisable to inform the
planning officer of any consultation that took place
with any neighbouring residents/businesses, and
their reaction to the proposed development.
b) Full planning permission;
The second schedule outlines conditions such as
fees to contribute to the cost of the local authority
providing public water/sewerage services to the site.
Other conditions may be linked to traffic safety, visual
amenity, public health, etc. Conditions may also be
included regarding the building materials used and
the building finish.
c) Part 8 planning permission;
c) Part 8 planning permission
d) Retention permission.
This is an application made by a local authority
for development work that the local authority
is proposing to carry out on its own lands. The
application process is similar to standard planning
applications; however, it is a requirement that all
the drawings are displayed for public view in the
local authority office for a period of four weeks.
Submissions or observations from the public and
interest groups must be registered within two weeks
from the date the display is removed and the local
authority must consider the observations before
making a final decision.
Types of planning permission
There are four key types of planning permission:
a) Outline planning permission;
a) Outline planning permission (OPP)
An application for outline planning permission is
a simple procedure to determine whether the new
development concept is appropriate to a particular
site in a particular location. OPP is not a licence to
start construction. It is only an approval in principle.
(A full planning application must be made and full
planning permission (FPP) obtained before any
construction starts.)
It is not a requirement to secure outline planning
permission before applying for FPP, but it may suit
some community groups who wish to receive approval
in principle for the proposed development prior to
incurring architect fees, or if they are particularly
concerned about the likelihood of securing FPP.
It should be noted that taking the route of securing
OPP prior to FPP takes longer and this should be
factored into the overall project plan.
b) Full planning permission (FPP)
The application process for FPP will require much
more work, involving the preparation of a full set of
architect’s plans.
When there is a grant of planning permission, the
applicant is usually provided with conditions attached
to the development, and reasons for these conditions
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which will be set out in two schedules. The first
schedule sets conditions related to the policies,
objectives and zoning of the local Development Plan.
It may also refer to the scale of the design to be
accommodated on site and the need for it to be in
accordance with proper planning and development of
the area.
d) Retention permission
An application for retention permission applies when
a development has been carried out without planning
permission, with the applicant seeking to retain the
development.
This form of application takes the same format as
an application for FPP with the exception that the
application fee is considerably higher.
This approach is not encouraged as there is no
guarantee that retention permission will be granted.
This could result in extreme difficulties for the
applicant.
Development contribution fees
When all the necessary documents have been lodged
to the Planning Authority, a receipt of application
is issued to the applicant. The general time frame
for processing the application is eight weeks, with
an additional four weeks waiting period for appeals
to the decision. Any objections or observations by
any third parties must be lodged during the first five
weeks after the date of application.
The Planning and Development Act (2000) provides
for a development contribution scheme whereby local
authorities may, when granting planning permission,
include a condition for the payment of a contribution
in respect of public infrastructure and amenities
from which the proposed development may benefit.
The calculation and rates of fees vary between local
authorities.
Potential delays to this process can occur if:
Community and voluntary organisations may
negotiate with their local authority to seek a
reduction or an exemption from these fees.
• The authority seeks further information regarding
the proposed development.
• Objections are lodged by neighbours, conservation
groups or other third parties.
Once FPP has been approved and prior to
commencement of works a notification of
commencement of building must be sent to the local
authority.
If FPP has been refused, an appeal can be lodged to
An Bord Pleanála. This could take a further three to
four months (at minimum), and may take longer in
particularly complicated projects.
If the appeal to An Bord Pleanála is unsuccessful,
parties may take proceedings to the High Court. This,
however, can prove extremely time consuming and
costly and is therefore uncommon. The decision of
the High Court is then final.
Building Regulations 1997-2008
The Building Regulations 1997-2008 are a set of legal
requirements for the design and construction of new
buildings, extensions and material alterations and for
certain changes of use of existing buildings.
The Building Regulations 1997-2008 comprise a set
of legal requirements expressed in simple functional
statements.
These address the following matters:
• Structure
• Fire Safety
• Site preparation and resistance to moisture
• Materials/workmanship
• Sound
Overall, the planning process may take from three
months upwards, largely depending on the nature,
scale and location of the proposed development.
• Ventilation
An Bord Pleanála
• Heat producing appliances
If an appeal to a decision is lodged, An Bord
Pleanála has jurisdiction to review all decisions of
local authorities on planning matters. A planning
appeal must be made within a four week period of
notification of the decision, as prescribed.
• Stairways, ladders, ramps and guards
A request for an oral hearing, in which the parties can
submit their case orally to the adjudicating officer,
can be granted at the discretion of An Bord Pleanála.
There is an additional charge for this hearing.
STAGE 07 Planning permission
Timeframe and potential delays
• Hygiene
• Drainage/waste disposal
• Conservation of fuel and energy
• Access for people with disabilities
Technical guidance on how to comply with these
requirements is set out in separate technical
guidance documents, dealing with each of the above
areas.
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The primary responsibility for compliance rests
with the designers, builders and building owners.
The Building Regulations 1997-2008 and technical
guidance documents can be downloaded from
www.environ.ie.
Fire Safety Certificate
A Fire Safety Certificate is issued by the local
authority to certify that the proposed design complies
with the requirements as specified in Part B of the
Building Regulations 1997-2008.
A Fire Safety Certificate is required when
constructing or renovating a building that is not a
family dwelling. It must be obtained before work
starts. Community groups are advised to consult with
the local authority for the appropriate fee.
At practical completion of the building, the architect
will issue a certificate stating that the building
complies with the Fire Safety Certificate.
Commencement notices
A commencement notice is a notification to the local
authority that it is intended to carry out either works
or a material change of use to which the Building
Regulations 1997-2008 apply. The commencement
notice must be given to the authority not more
than 28 days and not less than 14 days prior to
commencement of works or a material change of
use.
The notice must be accompanied by a
commencement notice fee, based on the number of
buildings, and will include the planning reference and
Fire Safety Certificate reference numbers.
Protected structures
A protected structure is a structure or part of a
structure that a planning authority considers to be
of special interest from an architectural, historical,
archaeological, artistic, cultural, scientific, social or
technical point of view.
The owner and/or occupier of a protected structure
are legally obliged to ensure that no danger is caused
to the structure. The obligation applies from the time
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when an owner or occupier is notified of a proposal
to include a structure in the records of protected
structures.
Any person who damages a protected structure or
proposed protected structure commits an offence.
It is also an offence to undertake any works to
a protected structure which requires planning
permission without obtaining that permission.
Prompts
The following are prompts to assist in preparing for
the planning permission process:
• Has a suitable site been identified and the plans
fully developed?
• Is there a clear understanding of the planning
application process and the timeframe involved?
• Has appropriate consultation taken place, with
the development plan, local authority and/or
planner for the area, to determine the suitability
of the proposed development and the likelihood of
planning permission approval?
• Has the Design Team and committee decided to
apply for outline or full planning permission?
• Has the Design Team confirmed all necessary
requirements in order to make a planning
application?
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Construction tendering
& contract
Contents
STAGE 08 Construction tendering & contract
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Introduction
Pre-tender estimate
Value engineering
Tendering for the contractor
Form of contract
Prime costs and provisional sums
Contingency sum
Completing the tender process and getting the contractor on board
Prompts
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Construction tendering
& contract
Introduction
Value engineering
This stage deals with the process of tendering for and
hiring a contractor. As most NCIP funded projects
are funded by more than 50% of the total project
budget, it is assumed the Government Capital Works
Management Framework applies. The guidelines
state that a public works contract must be used.
Value engineering is a structured way of examining
unnecessary costs in design and construction and
seeking alternative methods to reduce costs without
compromising on quality or performance.
As the public works contract requires the contractor
to give a fixed price for the job, the client must give
the contractor a fixed scope of work. This means
that the design must be complete in every detail
before issuing the tender documentation. In the past
architects would not have completed the design
until during the tendering stage or even during the
construction. Items like finishes (carpets, etc.) or
individual room fit-outs would not be specified until
later in the process.
Now all items that the contractor is quoting for must
be designed in full. The procedures for tendering for
a contractor are the same as the procedure used for
hiring the architect, as described in Stage 5.
Pre-tender estimate
Prior to tenders being received, the Project
Committee should be in possession of a pre-tender
estimate from the Design Team (mainly through the
appointed quantity surveyor), so that when tenders
are obtained they can be assessed to be reasonable,
within acceptable margins of accuracy, and represent
good value for money.
Under public works contracts, if tenders are above
the budgeted allowance the client is not permitted to
negotiate the price with the winning contractor. They
must either accept the winning bid, or alternatively
they can decide not to accept any bid. In this case the
Design Team is required to redesign the building to
bring it within budget before running a new tender
competition.
The Design Team is not paid any extra for this work,
but may have their fee deducted due to the delay in
the process.
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The process usually involves identifying high cost
items and searching for creative ideas to identify a
more cost effective alternative.
If the project is over budget, the specification of some
items may be reviewed to bring the costs back in line
with the budget. This may be done before the project
goes to tender or after the contract has been signed
in agreement with the contractor.
Tendering for the contractor
An Invitation to Tender (ITT) is a document which
provides details of the project and invites companies
to submit proposals for the job. The purpose is to
achieve value for money, achieved through an open
and transparent process.
The size of the project will generally determine the
best type of tender procedure, but this is best decided
in consultation with the architect and quantity
surveyor.
All tenderers chosen must have the basic skills,
competency and experience of a similar type and size
of project, not only from the construction viewpoint
but also in terms of health and safety and compliance
with the Safety, Health and Welfare at Work
(Construction) Regulations 2006.
In most cases the contractor will be asked to
tender on the basis of being the Project Supervisor
Construction Stage (PSCS) and this should be built
into the tender documentation.
As with tendering for the Design Team, the open or
restricted procedure can be used. The Design Team
can advise the appropriate procedure to use on its
project. The main difference between the two is that
the open procedure is slightly faster, but if there are
many responses, it can be a major task to evaluate
them under the open procedure.
Form of contract
The public works contract is to be used for projects
where over 50% of the total cost has been provided
through public funding.
Public works contracts
A contract titled “Minor civil engineering and
building works designed by employer” is to be used
on building projects with a total value less than
€5,000,000 (including VAT) and greater than €500,000.
A contract titled “Short public works contract” must
be used on building projects with a value of €500,000
or less (including VAT).
Prime cost sums and provisional sums
1. Include all items such as kitchens, ironmongery
etc. with the main tender. The contractor will price
for them using a specialist to supply that item.
The specialist should be named in the contractor’s
tender response. If the client is not satisfied with
this specialist, the client may reject the tender of
that contractor.
Or
2. The client may exclude the purchase of the item
from the main contract but may purchase the item
themselves, having received three written quotes.
If the installation of the item is a construction
project, the client can use a construction contract
to cover the work; otherwise a simple purchase
will suffice.
Design teams have traditionally included provisional
sums and prime costs in the bill of quantities to cover
certain unknown items within the design.
The latter option can be more beneficial in allowing
the client greater involvement in the selection of the
specialist supplier but may create difficulties if there
is a dispute about liability for damage, etc.
Prime cost (PC) sums and provisional sums, however,
are no longer permitted under the new government
construction contracts.
If the anticipated value of the item is greater than
€50,000, a separate tender process must be run to
select the winning supplier.
Provisional sums make allowances for costs which
can not be entirely foreseen or have not been fully
defined. This may be due to incomplete design or
part of the work is hidden. An example may be: the
play area may not be fully designed when going to
tender so a provisional sum is set aside in the bill of
quantities.
PC sum items cover work by specialist subcontractors or suppliers. This is a useful facility
where the client would like to choose the specialist
supplier instead of allowing the contractor select the
supplier. Kitchens may fall into this category. Again
this would be listed in the bill of quantities with a
specified value allocated to that item.
STAGE 08 Construction tendering & contract
A suite of six public works contracts has been
developed for the appointment of construction
contractors on publicly funded construction projects.
There are two options when dealing with specialist
suppliers when sending out tenders:
Contingency sum
A 5% to 10% contingency sum has often been added
to contracts to allow for as yet unknown eventualities
which may arise. If the sum is not used it will be
returned to the client when the project is complete.
Again, within the new public works contracts,
contingency sums are not permitted within the
contract. In this case the committee is advised to
include a 10% contingency within the overall budget.
In this way, if additional expenditure is required, the
committee will have funds available to cover that
cost.
As provisional sums are not permitted as part of the
new public works contracts, the design must be fully
complete before going to tender.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Completing the tender process and
getting the contractor on board
Programme of works, start time, completion time;
Fixed costs.
Completing the tender process is a time consuming
activity and requires some specialist knowledge of
public procurement procedures. The client should
get the Design Team to do this task by including it
in its Scope of Services. Even if the Design Team is
running the tender process, the client needs to satisfy
itself that the process was run properly.
• Has the tendering process been checked and
documented so that it will stand up to external
inspection (e.g., for grant aid purposes)?
Having selected the winner of the tender
competition, the winner is informed that it has won
the competition and is asked to provide a bond and
additional documentation (for example, insurance
certificates, and tax clearance certificates). The
client should not enter into contract until all these
items have been received.
• Has the Design Team confirmed that all matters
relating to legal issues, contract, planning
permission, Building Regulations 1997-2008 and
fire safety are complete?
Sometimes there can be difficulties getting
everything in place so a decision is made to proceed
with the project and to sign the contract at a later
date. Avoid this circumstance, as this approach
will expose the client to new risks. There is also a
possibility that the contract will be forgotten about
and never signed. This will be very problematic in the
event of a dispute.
Note for NCIP applicants: Pobal will require the
tender report and selected tender as evidence for
release of monies from the approved grant.
Prompts
• Does the budget include all costs, such as:
Site acquisition and services;
Legal costs;
Planning condition costs;
Design team fees;
Local authority fees;
Planning and fire certification fees.
• Are tenders within the budget set for the project and are all costs quantified?
• Does the tender include all the information required of the tenderer, such as:
Health and Safety requirements;
Insurances;
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• Are all contract matters in order to allow the
contract to be signed and the contractor to start on
site?
• Has the contract been signed?
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STAGE 09 On-site
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On-site
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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
Introduction
By now, the project, budget and contracts are agreed
and signed between the Project Committee and the
selected contractor. A start date to begin on site will
also have been agreed at this stage.
This stage will provide information on the various
stages that take place once construction has been
given the go-ahead, from the time operations begin
on-site right through to final sign-off on completion.
Integral to the success of working through these
stages is clarity of roles and responsibilities of
the main parties involved, including the Project
Committee, Design Team and contractor.
Operation on site
The appointed contractor will be given access to
the site and will be responsible for constructing
the building. Even though the contractor will be
responsible for the safe operation of the site and for
insuring the site, the client needs to pay particular
attention to the contractor’s approach to site safety
and security.
The Project Supervisor Design Process (PSDP),
the architect and Design Team will now act as the
employer’s representatives for the contract on site
and will report back to the committee at regular
intervals during the construction phase. The lead
designer carries the responsibility as the named
administrator of the contract.
Site instructions
From time to time “change instructions” may be
required to alter or change any item or part of the
contract. This is permissible under the terms of the
contract, but any such instructions must only be
authorised after the cost implications of the change
have been fully considered.
Unavailability of materials
The contractor may claim that the specified material
are unavailable and suggest an alternative. Treat this
situation with caution as the contractor may be using
a ploy in order to use cheaper materials. Under the
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terms of the contract, unavailability of materials is
not an acceptable reason to use an alternative.
Certification payments
Regular payments will be made to the contractor,
assessed by the architect/quantity surveyor and
authorised by the lead designer. Only work
satisfactorily completed will be certified.
Note for NCIP applicants: NCIP funds are released
on receipt of these certificates. Further information
on NCIP drawdown procedures is available from
Pobal.
Snag lists
Prior to completion, the architect and Design Team
will prepare lists of snag items to be made good
or completed. The Project Committee will also be
consulted and have input at this stage.
Practical completion
When the building is almost complete, the architect
will certify the contract is practically complete, save
the items on the snag list. This will include opinions
on compliance with planning permission, Building
Regulations 1997-2008, Child Care Regulations (Preschool Services) 2006 and Fire Safety Regulations.
If fit out has been included as part of the contract,
the building at this point is available to move into.
The project committee should now notify the HSE
Pre-school Inspectorate of its intention to operate a
childcare service.
At practical completion responsibility for the building
and the site is transferred from the contractor to
the client. The client should have insurance in place
before practical completion. Both public liability and
building insurance are required.
Safety file
The Safety file is like the operations manual for the
building. It includes all the engineering drawings
and manuals, on details such as the kitchen. This
document will be used by subsequent contractors
working on the building and it will form part of the
legal title documents for future sale. It is a very
important legal file document, but also a very useful
document. If a door handle is damaged, the owner
can go to the Safety file, find out who supplied the
original handle and order an identical replacement.
The Project Supervisor for the Design Process is
responsible for compiling the Safety file.
Fit-out
Fit-out of the building can be included within the
contract or outside the contract after practical
completion. Again programming and budgeting of
this item is important.
STAGE 09 On-site
Fit-out could include specialist items not directly
involving the main contractors such as, fittings,
presses, wardrobes, play areas internal/external,
kitchens and utility fittings, toys, educational matters,
requisites, down to such small items as paper, pens,
pencils, etc.
Prompts
• Has the PSDP confirmed all matters of health &
safety are in order with the Design Team and the
contractors?
• Are all costs within budget?
• Is fit-out included in the contract?
• Has the Design Team reported regularly on
progress programme and cost updates?
• Is insurance in place before practical completion?
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nt
Co
ns
Te tru
n
s
rk
Wo
it h t h e
ing w
it e c t
A rc h
St ag
e6
Plan i
n
ng
Permis
sion
Stage
8
Stage
4
ge
e3
S it e
te
O n-
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Si
The
g
St
a
7
Risk analysis
St
a
Introduction
Appoin
tmen
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Design
Team
Contents
C
Ar ontr
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ng a
e
Project risks
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Project risks
Introduction
Risk Analysis
By their nature, all projects entail risks. These risks
carry the potential to cause major disruption to the
project or even make the project fail. By managing
the risks, their impact can be significantly reduced.
Any risk which has a high likelihood of occurring and
has a high impact on the project is categorised as a
major risk. These risks must be managed.
The first task in risk management is to list all risks
associated with the project. Once the risks have been
identified, they can be ranked by rating them under
two headings:
• Likelihood of the risk occurring;
• Impact if the risk occurs.
An example may be:
Risk
Likelihood Impact if
of the risk the risk
occurring occurs
High
Planning
Permission
refused
High/
Medium/
Low)
High
• Ensure
design
complies
with the
local area
• Find a
more
suitable
site;
A list of risks should be developed as part of the
project plan and reviewed periodically throughout the
project as the risks change over time; for example,
failure to get planning permission may be a major
risk initially but after planning permission has been
received, this is no longer a risk. At this stage, new
risks may be emerging; for example, site security
may now be considered a major risk.
Risk avoidance
Decide not to purchase
a site on a flood plain to
avoid the potential risk
of flooding.
Risk reduction
Minimise the risk of
not getting planning
permission by meeting
with the planning
authority.
Transfer the risk
(outsource or insure)
Take out insurance
against flood damage.
Retention (accept and
budget)
Accept the risk; hope it
does not happen.
STAGE 10 Project risks
High/
Medium/
Low)
Example
Actions
Typically there are four ways of dealing with risk,
Avoidance, Reduction, Transfer, and Acceptance.
• Meet with
planners
to get an
opinion on
planning
• Hire a
planning
consultant.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
St
a
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a
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S it e
5
ac
n
io
ct g &
rin
t
St ag
O n-
rk
Wo
it h t h e
ing w
it e c t
A rc h
St ag
e6
Plan i
n
ng
Permis
sion
Stage
8
ge
e
Co
ns
Te tru
n
s
St
a
7
Prompts
l
Facilities for rest and play
ua
ct
de
Co
nt
r
Safety measures
t
en
Car parking
m
Materials
Stage
4
Physical environment
e3
Building Energy Rating (BER)
te
Sustainable design and the environment
St ag
Flow through the building
g
Accommodation schedule
St
a
Introduction
C
Ar ontr
ra
ng a
e
Contents
Appoin
tmen
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Design
Team
Si
The
Project R
isks
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Design ideas
52
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Design ideas
Introduction
Even though most childcare committees will most
probably engage an architect to develop the designs
for the new facility, they do need to have their own
views on what they require. It is also essential
that the Project Committee liaise with the City/
County Childcare Committee and HSE Pre-school
Inspectorate regarding the type of design that meets
the Child Care Regulations (Pre-school Services)
2006, and also meets best practice in relation to
childrens’ play, learning and development.
Groups should visit other childcare facilities to learn
from the experiences of others. While visiting these
facilities, take photographs if possible. Magazines
may also be a source for good ideas. The final section
of Stage 11 includes samples designs (not to scale)
of specific areas incorporated into the design of a
typical childcare facility. These design areas are also
detailed in the Standard Planning Flowchart.
Accommodation schedule
Room
No
Description
No of
Description
Occupants
1
Reception
office
1 adult
2
Play room for 10
three to four children,
1 adult
year olds
Office Area
Childrens play
and learning
area.
The schedule of accommodation will be based on
the number of children utilising the facility and the
nature of the service to be provided. Any assumptions
on usage of the facility should become fixed at this
point as it is much more difficult to change the design
from this point forward.
Flow through the building
Having developed a schedule of accommodation,
working with the architect the group can develop the
Sustainability and ideas for the design of the building
need to be addressed. In this stage sustainability
and design best practice as per the Child Care (PreSchool Services) Regulations 2006 should be covered.
Sustainable design and the
environment
Apart from good aesthetic and layout design,
consideration should be given to sustainable
environmental design.
The concept of sustainability is much more than
environmental protection. The goal of sustainable
design is to achieve a childcare facility that meets the
need of the present but will not cause harm in the
future. This includes building design, construction
and operating practices. The following areas are
considered under sustainable design:
• Energy efficiency/CO2;
• Water efficiency;
• Surface water management;
• Site waste management;
• Household waste management;
• Use of materials.
The following are options that community groups
should consider when designing their building:
• Optimise site orientation to maximise sunlight.
Rooms with a high level of usage should be south
facing with larger windows. This will facilitate
natural light into the rooms as well as assisting
in heating them naturally. The reverse applies
to north facing rooms. It is advisable to position
rooms with less use north facing, and have smaller
windows. It is also advisable to have foliage
screening to the north of the building to assist in
reducing the impact of the facing temperatures;
STAGE 11 Design ideas
A schedule of accommodation is a list of rooms
that is required, the size of the room with a brief
description of the activity that will occur within that
room. If possible specify the size of the room.
layout of the different rooms to ensure a good natural
flow through the building. The relative location of play
areas, sleep areas, dining areas etc all need to be
considered.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
• Consider the building materials and how they can
improve the energy performance of the building.
This could include increasing the amount of
insulation in the building as much as possible,
i.e. above the Building Regulations 1997-2008
minimum requirements. Endeavour where
possible for complete insulation, i.e. in walls, roof
and floors. Double or triple glazed windows should
also be considered;
Building Energy Rating (BER)
• Explore renewable energy technology options,
such as solar, geothermal or biomass
technologies to provide space and water heating.
While the initial outlay may be higher than
installing conventional oil or gas systems, the
operational costs and annual cost of heating is
significantly lower, as well as the reduction in
carbon dioxide emissions;
BERs are carried out by specially trained BER
assessors, registered by Sustainable Energy Ireland
(SEI). The BER is carried out of the basis of the plans
and specifications for a new building.
• Appropriate ventilation is very important in any
building. It is important to avoid any potential
indoor air pollution by ensuring that sufficient
ventilation is used and fresh air is allowed to
circulate. There are different types of ventilation
systems, but these need to be considered within
the context of the design and materials of the
building. Natural ventilation systems are the
simplest, with some ventilation systems, such as a
Heat Recovery ventilation system, allowing rooms
to be heated naturally by the transfer of hot and
cold air from rooms;
• Heating controls such as thermostats should
be placed in each room to allow for appropriate
heating of each space.
The above options can be applied to both a new build
and to renovating or refurbishing an existing building.
It is important to consult with suppliers of these
technologies and owners of buildings that have these
technologies in places in making decisions regarding
their cost and effectiveness.
At the time of writing, grants are available for the
installation of renewable energy technologies.
Further information is available from Sustainable
Energy Ireland (www.sei.ie).
54
A Building Energy Rating (BER) is required on all
new non domestic buildings for which planning
permission is applied after 1 July 2008. The BER is
an indicator of energy performance of a building,
covering energy use for space heating and cooling,
water heating, ventilation and lighting, calculated
on the basis of standard operating patterns. It is
accompanied by a CO2 emissions indicator.
A BER of an existing dwelling being offered for sale
or letting on or after 1 January 2009 must be carried
out by a BER assessor, at the expense of the vendor
or landlord. The BER assessor will normally survey
the dwelling to record, for example, the size of the
dwelling, the construction, the insulation levels, the
types of windows, the ventilation features, details
of the heating and hot water systems, etc. This
information will then be used to calculate the energy
performance of the dwelling and to give it an energy
rating.
Physical environment
The design and physical environment of childcare
premises have a big role on the quality of childcare
services provided. The environment should be warm
and welcoming for children, their families and staff.
Good design leads to good use of space, ease of
maintenance and a well laid out and comfortable
childcare facility.
The childcare facility should be safe and secure with
well organised space, used appropriately to promote
children’s learning and development.
Heating
Heating should be provided in the childcare facility.
It should be heated to within a comfortable range
depending on the age, mobility of the children and
weather conditions.
Ventilation
Suitable and adequate ventilation is required.
The architect should ensure compliance with part F
of the second schedule to the Building Regulations
1997-2002.
The space requirements set out above relate to clear
floor space per child. Clear floor space means that
area available for children’s work, play and movement
and should not include furniture, surplus to the
requirements of the child, or permanent fixtures.
Natural lighting should be well utilised in the
design and building of the childcare facility also
supplemented by safe suitable artificial lighting
where necessary. To avoid accidents shatter proof
diffusers or safe means of lighting protection should
be used.
The facility should meet the needs of the children
they are catering to, ensure safety from the drop
off and pick up of children to the flow of children
and adults in the building. An area that needs to
be examined is access to areas. Access can impact
on the service provided by the facility in terms of
disruption and may lead health and safety incidents/
accidents.
Space ratios7
Storage, meeting and break facilities
The space ratios recommended by the Child Care
Regulations (Pre-school Services) 2006 and planning
authorities and should be adhered to.
Lighting
Floor area per child
0-1 year
3.5m2
1-2 years
2.8m2
Food and food safety
2-3 years
2.35m2
3-6 years
2.3m2
Where food is consumed on the premises by children
suitable storage, preparation, cooking and serving
facilities should be in place. Hand washing, wash-up
and sterilising facilities should be provided.
• Full-day care service
• Part-time day care service
Age of child
Floor area per child
0-1 year
3.5m2
1-2 years
2.8m2
2-3 years
2.35m2
Laundry facilities
3-6 years
2.3m2
For childcare facilities, adequate arrangements must
be made to launder bedding and towels, etc. Laundry
facilities should be provided or have it dealt with
externally. Where the facilities are on site children
are not allowed access. In a childcare facility no
laundry work should be carried in the kitchen when
food is being prepared or served.
• Sessional pre-school service
Age of child
Floor area per child
0-6 years
2m2
• Pre-school drop-in service
Age of Child
Floor Area per Child
0-6 years
2m2
For further information please see environmental
health department of the Health Service Executive
website (www.fsai.ie).
STAGE 11 Design ideas
Age of child
A childcare facility should have safe storage space
for staff personal belongings that is not accessible
to children. There should also be adequate space
for confidential information and records where they
can be securely stored. There must also be space
available where staff can talk to parents confidentially
and take breaks.
There should be storage for clean bedding towels and
spare clothes on site.
7
Source: Child Care Regulations (Pre-school Services) 2006 and
Childcare facilities, guidelines for planning authorities (June 2001).
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Rodent proofing
Materials
Rodent proofing that involves poisons and the setting
of traps must be done in a manner that does not
compromise the safety of the children.
The childcare facility should ensure there is enough
furniture, play and work equipment, the materials
used are fit for there purpose and help to create an
accessible challenging and stimulating environment.
There is enough child-sized furniture and tables for
Sanitary accommodation
It is recommended that the following facilities should
be provided-:
• Suitable and hygienic nappy changing facilities;
• Separate toilet facilities for adults;
• An adequate number of wash-hand basins with
running cold and thermostatically controlled hot
water, soap and means of hand drying at or near
the sanitary accommodation;
• The sanitary accommodation should only adjoin
a room by means of a hall, corridor or ventilated
lobby;
• Adequate and suitable facilities for the safe and
hygienic storage and disposal of nappies;
• A shower/bath/facility for washing, with
thermostatically controlled hot water and a
designated area for sluicing soiled garments
should be provided in the daycare Facility;
• Ratios for water closets;
No. of Persons
Water closets
(Toilets)
Wash hand
basins
Every 10 toilet
using children
1
1
Every 8 adults
1
1
Waste storage and disposal
All waste and refuse must be stored and disposed of
in a hygienic and environmentally friendly manner on
a regular basis.
Waste should be stored in an area that is not
accessible to children.
children to play and eat together and encourage inter
personal skill development.
All materials both external and internal should be
chosen to reduce maintenance both short and long
term. Maintenance can be an important issue in the
capital running of any building. A situation where the
building looks tired and worn after only five years
should be avoided. At that time funds may not be
available to replace the worn items.
Car parking
Adequate safe car parking should be provided for
the numbers anticipated for the particular service.
Dedicated parking should be provided for staff and
parents of children with special needs near the
entrance. Parking spaces for people with disabilities
should be provided close to the entrance.
Guidelines on the local authority’s policy on car
parking and set down areas and traffic management
in general can be accessed from the local authority.
Way finding/signage
The concept of way finding is defined as the process
of reaching a destination. It is important for both
children and adults to be able to successfully navigate
the childcare facility and not just rely on signs. A
sign or map that is visual and three dimensional
(tactile) located at reception will help people orient
themselves and give important information regarding
exit locations.
It is especially helpful for children with intellectual
disabilities that way finding be carefully planned.
Coloured coded spaces, changed textures and the
colour of the floor and walls can greatly assist
children in navigating the childcare facility.
Signage is a valuable part of a good way finding
system. Universal signage should be provided in
56
‘Planning authorities pay particular attention to car
parking and set down areas.‘
all areas from the car park to the individual rooms.
The inclusion of simple pictures on signs can help
children who are not yet reading, children who are
just learning English and children who have cognitive
conditions.
Universal signage should be provided in all areas
from the car park to the individual rooms. Lighted
signage of escape exits is essential.
Safety measures
Children in the childcare facility should have access
to the outdoors on a daily basis, weather permitting.
Prompts
• Has sustainability been incorporated into the
design of the childcare facility?
• Does the physical environment of the facility
support a warm and welcoming feel to children
their families and staff?
Children are physical very active and may be unaware
of potential dangers that surround them. Infants and
toddlers in a childcare setting can be quite vulnerable
and great care must be taken to ensure their health
and safety by minimising their exposure to illness
and injury. This all links back to good design, for
example, all heating appliances and hot surfaces
should be protected by a guard or be thermostatically
controlled and shatter proof diffusers should be
used where ever necessary. With sufficient safety
measures in place the childcare facility becomes a
more comfortable and welcoming place for children
their families and staff.
• Have the materials that have been chosen for use
in the facility, are they fit for their purpose and
easy to maintain?
To ensure child and toddler safety childcare facilities
should have clear and consistent boundaries
and challenging safe limits. The childcare facility
should keep both internal and external hazards to a
minimum.
• Have sufficient safety measures been designed
into the childcare facility?
If the sleep area for children and babies is
accommodated in the play area then the space
measurement will be 4.2m2 per child. The area
for sleep should be in a section away from other
activities. The space should promote a restful
environment for children to sleep and have facilities
to dim lights and to block window light. This guideline
is only considered if the group size is 6 babies or
less other wise a separate sleep area is required.
The ideal would be to have a cot per child this is
not always the case, therefore there should be an
adequate supply of bed linen so as each child has
there own bed linen.
• Are there adequate measures in place to deal with
laundry issues?
• Is there sufficient space for confidential meetings,
safe storage and staff breaks?
• Have the number of people using the toilet
facilities been taken into account?
• Is there enough space for rest and play for the
children?
STAGE 11 Design ideas
Facilities for rest and play
• Is there sufficient parking and set down areas as
the planning authority are quit stringent on it?
57
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
SECURE
COVERED,
OPEN
AREA
BAGS
AREA
FOOD
SERVING
AREA
SPECIAL NEEDS
WORKSHOP
STUDIO
TOILET
AREA,
CLOAKS,
BAG
STORE
JUNIOR
TODDLERS
1-2 YEARS
TOILET
AREA,
CLOAKS,
BAG
STORE
ENTRANCE
HALL
OFFICE
STORE/
FILING
BABY AREA
0-1 YEARS
RECEPTION,
MANAGER
OFFICE &
INTERVIEW
ROOM
SLEEP
AREA
CONTROLLED
ENTRANCE
VISITORS
WC
DISABILITY
WC
PARKING FOR
STAFF &
VISITORS
PARENTS DROP
& COLLECTION
AREA.
KITCHEN, FOOD
PREP, COOKING
SERVING,
STORAGE
JUNIOR
AREA
SENIOR
TODDLERS
LAUNDRY
ROOM,
CLEANERS
STORE
BUGGY AREA
OPEN, COVERED
AREA
AFTER
SCHOOL
STANDARD PLANNING FLOWCHART
58
STAFF REST ROOM WITH
COVERED AREA
WORKSHOP
STORES
SECURE
COVERED,
OPEN
AREA
BABY
UNIT
OUTDOOR
TOILET
SECURE
OUTDOOR
AREA
WC/
SHOWER/
CLOAKS
FLOOR
AREA
NAPPY
AREA
PLAY
AREA,
EXERCISE
AREA,
ART
PRE SCHOOL
2- 4
YEARS
STAFF
W.C
BAGS
AREA
DINNING
ROOM
SCHOOL
AGE
SERVICE
SENIOR
TODDLERS
2-3 YEARS
SLEEP
AREA
SECURE
OUTDOOR
AREA
RESEARCH
OFFICE
SLEEP
AREA
TOILET
AREA
FOOD
AREA
NAPPY
AREA
BAGS
AREA
OFFICES
SERVICES
1. CORRIDOR
2. BEAN BAG AREA
3. TABLE -CHAIRS
4. ACTIVITIES AREA
2
5. OPEN AREA
1
6. EXTERNAL AREA
(COVERED AREA)
3
5
12
7. EXIT / ENTRANCE
8. ART - WET AREA
4
9. TOILETS
10.VENTED LOBBY
11.STORES
6
12.CLOAK ROOM
7
11
8
10
9
1
11
12
5
10
9
8
7
2
4
3
6
1. MAIN ENTRANCE TO
FULLY COMPLY WITH BOTH
TGD PART M & CURRENT
BEST PRACTICE
2. BUGGY AREA
3. OVER HEAD CANOPY
4. HATCH, OFFICE
5. TACTILE COLOUR PAVING
6
5
LOBBY AREA
1
4
6
STAGE 11 Design ideas
6. INTERCOM SYSTEM
& PIN CODE
3
4
2
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
2
1. HIGH LEVEL SHELVING
2. FLEXIBLE SHELVING
3. PVC FLOORING
4. SHARED ENTRANCE
4
1
1
1
2
3
2
3
2
1
60
4
1. DINNING AREA
2. VIEWING PLATFORM
3. KITCHEN
A. FRIDGE
B. WORKTOP
C. DISHWASHER
D. STORAGE
E. CERAMIC FLOORING
(NON SLIP)
F. SERVICE TRIANGLE
7
5
6
4
4. CORRIDOR
5 EXIT
B
A
2
E
6. CLOAKS TOILET
A
F
C A
7. DRY/COLD STORAGE
5
3
8
5
2
1
7
F
A
C
3
E
1
4
6
D
5
1. PVC FLOORING
2. HIGH LEVEL SHELVING
2
3. WORKTOP
4. SINK UNIT
3
5 W.MACHINE
4
1
7. STORAGE
5
6
8. BASKET AREA
2
7
2
2
4
3
STAGE 11 Design ideas
8
LAUNDRY
6. DRYER
5
3
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
2
4
4
3
1
2
2
1
2
3
DISABLED WC
62
1. VENTED LOBBY
2. CHANGE UNIT
3. BIN
4. WHB
2
3
3
4
4
2
4
1
2
3
1
3
4
2
STAGE 11 Design ideas
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
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2
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5
t
n
io
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rin
c
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t
en
d
Co e
nt
Co
ns
Te tru
n
s
rk
Wo
it h t h e
ing w
it e c t
A rc h
St ag
e6
Plan i
n
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Permis
sion
Stage
8
m
ua
ct
St
a
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Stage
4
S it e
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St
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Review and feedback
Contents
Introduction
The completed project
Final review and feedback
Checklist
64
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Review and feedback
Introduction
The importance of constant reviews and feedback
to the Design Team, the Project Committee and the
overarching community group at all stages of the
project cannot be over-emphasised. A proper and
effective recording system should be in place for
taking minutes of meetings and progress updates,
as well as logging any outstanding issues to be dealt
with and the appropriate person responsible for
dealing with these.
This stage looks at what should be considered once
the building has been complete.
The completed project
Once the building works have been completed,
provided all the stages were carried out satisfactorily,
the building should be working smoothly. A review
and feedback process should be carried out to
ascertain any faults or items that require repair or
alterations and that are the responsibility of the
contractor.
When a contractor is making good on defects, this
will need to be carried out outside of the childcare
facility working hours.
In the event such matters are not remedied, the
architect may issue a warning to the contractor
to carry out the works. If the contractor fails to do
so, the architect can authorise for the works to be
carried out by another contractor and the monies
held on retention used to cover the cost. This amount
will then be taken from the final account due to the
contractor.
In the absence of agreement to go to arbitration,
the other course open is through the courts system.
Legal advice should be obtained in all cases of
serious dispute.
Final review and feedback
At this stage it is recommended that the Project
Committee meet again to:
(a) Prepare a final review and feedback of the whole
project.
And
(b) Complete the required report for inclusion in the
health and Safety file under the approval of the
Project Supervisor for the Design Process (PSDP).
This is the final document to be included in the Safety
file, which can be referenced by future users of the
building if and when the occasion might arise.
Checklist
A typical checklist for review and feedback should
include the following items:
Structure
• Any noted defects, cracks, movements, damp
penetration, etc.
Building elements
• Any noted defects, windows, doors, roofs, gutters,
leaks, etc.
Finishes
STAGE 12 Review & feedback
The contract with the builder should allow for a
Defects Liability Period of twelve months, in which
any matter referring to the completion of the building
should be rectified by the contractor as per the
terms of the contract. The architect should record
all such items and instruct the contractor to carry
out such works. A sum of money is held back from
the contractor (known as a retention sum) for the
duration of the Defect Liability Period (as per the
terms of the contract) so that these matters can be
dealt with.
Should the contractor or client fail to honour the
contract (in the opinion of the architect) the contract
provides for legal action to be taken by either side.
This generally takes the form of arbitration, where
an independent appointed arbitrator is agreed by the
parties. Failing such agreement, an arbitrator will be
nominated by the appropriate authority named in the
contract.
• Any noted defects, shrinkage, warping, cracking,
etc.
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Mechanical services
Health & Safety
• Any noted defects, water supply, heating,
ventilation, drainage, sewage, etc.
• Is there a Safety file?
• Are all services clearly marked and annotated?
• Are emergency contact details readily available?
Electrical services
• Any noted defects, lighting, security alarms, fire
alarms, emergency lighting, sockets, etc.
• Are all services clearly marked and annotated?
• Are emergency contact details readily available?
Landscaping
• Has a final assessment been carried in terms of
Health and Safety?
• Have fire drills been put in operation and logged?
• Are fire alarms being checked and recorded in log?
• Has a maintenance manual been provided for the
building to record all events? Has an appropriate
person been appointed to keep it up to date?
• Any noted defects, car park, finishes and surfaces,
new shrubs, water pooling, fencing, gates, etc.
Budget
The Building in operation
• Has the final account been agreed?
• Any noted defects?
• Are room sizes adequate
• Is the relationship of the rooms working?
• Is light sufficient?
• Is the orientation of particular areas working?
• Is ventilation sufficient?
• Is security working?
• Has the client been given full instructions
regarding the workings and maintenance of all
mechanical and electrical installations?
• Does the building require a part time or full time
maintenance manager?
Design Team
• Does the Design Team need to advise on any
aspect of the building?
• Are there any cost implications?
• Do budgets allow for any charges required?
66
• Is all relevant information available on the file for
future use?
• Has the project been carried out within budget?
• Have all fees and financial obligations been met
within budget?
• If there has been an overrun on budget, has this
been assessed?
Scheduling
• Has the project been completed in the agreed time
period?
• If there has been an over-run on the project
schedule has it been assessed?
Planning and development
• Have all conditions of the planning permission,
Fire Safety Certificate and Building Regulations
1997-2008 been adhered to?
• Is the building fully compliant with the Child Care
Regulations (Pre-school Services) 2006?
• Has the Design Team issued final documentation
relating to compliance with planning and Building
Regulations 1997-2008?
• Are all legal matters finalised?
Appendix 1
Useful contacts
Office of the Minister for Children and Youth Affairs
(OMCYA)
Address:Department of Health and Children,
Hawkins House, Dublin 2.
Tel:
Fax:
Email:
Web:
01 635 4000 or Lo-call: 1890 20 03 11
01 674 3223
omc@health.gov.ie
www.omcya.ie
Pobal
Address:Holbrook House, Holies Street, Dublin 2.
Tel:
01 2400 700
Fax:
01 6610 411
Email: enquiries@pobal.ie
Web:
www.pobal.ie
Pobal Regional Offices1
Dublin Regional Office
Address:Pobal, Grants Row, Dublin 2
Tel:
01 5117 162
Fax:
01 2400 706
Cork Office
Address:Pobal, Building 1000, Unit 1102, City Gate
Business Park, Mahon, Cork.
Tel:
01 5117 810/5117 812
Fax:
021 43 50873
Monaghan Office
Address:Pobal, M:TEK II Building, Armagh Road,
Monaghan
Tel:
047 71340
Fax:
047 71341
Sligo Office
Address:Pobal, Harbour View House, 16 Holborn
Street, Sligo.
Tel:
071 91 45373
Fax:
071 91 45316
County/City Childcare Committees
Carlow
Tel:
Fax:
Email:
Web:
059 91 40244
059 91 4 0651
info@carlowccc.ie
www.carlowccc.com
Cavan
Tel:
Fax:
Email:
Web:
049 95 29882
049 95 29881
admin@cavanccc.ie
www.cavanccc.ie
Clare
Tel:
Fax:
Email:
Web:
065 68 64862
065 68 65515
info@clarechildcare.ie
www.clarechildcare.ie
Cork City
Tel:
Fax:
Email:
Web:
021 45 07942
021 45 07914
corkcitychildcare1@eircom.net
www.corkcitychildcare.ie
Cork County
Tel:
022 23880
Fax:
022 41657
Email: info@corkchildcare.ie
Donegal
Tel:
Fax:
Email:
Web:
074 91 32416
074 91 30314
info@donegalchildcare.com
www.donegalchildcare.com
Dublin City
Tel:
Fax:
Email:
Web:
01 542 4100
01 542 4107
info@dccc.ie
www.childcareonline.ie
1
Pobal’s 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
Dun Laoghaire/Rathdown
Leitrim
Tel:
Fax:
Email:
Web:
Tel:
071 96 40870
Fax:
071 96 40871
Email: leitrimcountychildcare@eircom.net
01 236 8030
01 236 8012
info@dlrcountychildcare.ie
www.dlrcountychildcare.ie
Limerick City
Fingal
Tel:
Fax:
Email:
Web:
01 807 7660
01 807 7669
info@fingalcountychildcare.ie
www.fingalcountychildcare.ie
Tel:
Fax:
Email:
Web:
061 40 7527
061-407522
childcare@limerickcity.ie
www.limerickcitydb.ie/childcare
Limerick County
Galway
Tel:
Fax:
Email:
Web:
091 752039
091 735701
mail@galwaychildcare.com
www.galwaychildcare.com
Tel:
Fax:
Email:
Web:
061 60 0918
061 60 0898
clcc@eircom.net
www.clcc.ie
Longford
Kerry
Tel:
Fax:
Email:
Web:
066 71 81582
066 71 02945
info@kerrycountychildcare.com
www.kerrycountychildcare.com
Tel:
Fax:
Email:
Web:
043 42505
043 42504
marie@longfordchildcare.ie
www.longfordchildcare.ie
Louth
Kildare
Tel:
Fax:
Email:
Web:
045 86 1307
045 98 2411
info@kildarechildcare.ie
www.kildarechildcare.ie
Kilkenny
Tel:
Fax:
Email:
Web:
056 77 52865
056 77 86903
kkccc@eircom.net
www.kkccc.ie
68
041 68 59912
041 68 59913
info@louthchildcare.ie
www.louthchildcare.ie
Mayo
Tel:
Fax:
Email:
Web:
094 90 47010
094 90 21777
mayochildcare@mayococo.ie
www.mayocdb.ie
Meath
Laois
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
057 86 61029
057 86 81970
info@laoischildcare.ie
www.laoischildcare.ie
Tel:
Fax:
Email:
Web:
046 90 73010
046 90 67221
meathchildcare@eircom.net
www.mccc.ie
Monaghan
Waterford City.
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
047 72896
047 72881
monaghanccc@eircom.net
www.monaghanchildcare.ie
Waterford County
Offaly
Tel:
Fax:
Email:
Web:
051 86 0444
051 86 0445
Helen@waterfordcitychildcare.com
www.waterfordcitychildcare.com
057 91 35878
057 91 35879
info@offalychildcare.com
www.offalychildcare.com
Tel:
Fax:
Email:
Web:
058 43601
058 43602
waterfordcochildcare@eircom.net
www.waterfordcoco.ie
Roscommon
Westmeath
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
094 96 22540
094 96 20878
info@roscommonchildcare.ie
www.roscommonchildcare.ie
Wexford
Sligo
Tel:
Fax:
Email:
Web:
044 93 35454
044 93 47962
info@westmeathchildcare.ie
www.westmeathchildcare.ie
071 91 48860
071 91 48849
sligochildcare@gmail.com
www.sligochildcare.ie
Tel:
Fax:
Email:
Web:
South Dublin
Wicklow
Tel:
Fax:
Email:
Web:
Tel:
Fax:
Email:
Web:
01 457 0122
01 457 0322
info@southdublinchildcare.ie
www.southdublinchildcare.ie
053 92 37156/053 92 39763
053 92 39540
infowxccc@eircom.net
www.wexfordchildcare.ie
0404 64455
0404 64444
info@wccc.ie
www.wicklowcountychildcare.ie
Tipperary North
Tel:
Fax:
Email:
Web:
067 44888
067 31478
childcare@northtippcoco.ie
www.northtipperarychildcare.ie
Tipperary South
Tel:
Fax:
Email:
Web:
052 82274
052 28776
info@southtippchildcare.ie
www.southtippchildcare.ie
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Professional Bodies/Institutes
Association of Consulting Engineers of Ireland
Address:46 Merrion Square, Dublin 2.
Tel:
01 642 5588
Fax:
01 642 5590
Email: info@acei.ie
Web:
www.acei.ie
Society of Chartered Surveyors
Address:5 Wilton Place, Dublin 2.
Tel:
01 676 5500
Fax:
01 676 1412
Email: info@scs.ie
Web:
www.scs.ie
Voluntary Childcare Organisations
Chartered Institute of Arbitrators (Irish Branch)
Barnardos
Address:Merchants House, 27 - 30 Merchant’s Quay,
Dublin 8.
Tel:
01 707 9739
Fax:
01 707 9751
Email: ciarb@arbitration.ie
Web:
www.arbitration.ie
Address:Christchurch Square, Dublin 8.
Tel:
01 453 0355
Fax:
01 453 0300
Email: info@barnardos.ie
Web:
www.barnardos.ie
Border Counties Childcare Network
Chartered Institute of Building in Ireland
Address:62 Baggot Street Lower, Dublin 2.
Tel:
01 676 3188
Web:
www.ciob.org.uk
Institute of Designers in Ireland
Address:The Digital Hub, Roe Lane, Thomas Street,
Dublin 8
Tel:
01 489 3650
Fax:
01 488 5801
Email: idi@indigo.ie
Web:
www.idi-design.ie
National Disability Authority
Address:25 Clyde Road, Dublin 4.
Tel:
01 608 0400
Fax:
01 660 9935
Email: nda@nda.ie
Web:
www.nda.ie
Royal Institute of Architects of Ireland
Address:8 Merrion Square, Dublin 2.
Tel:
01 676 1703
Fax:
01 661 0948
Email: info@riai.ie
Web:
www.riai.ie
70
Address:Unit 10d, M:TEK Building, Knockaconny,
Monaghan.
Tel:
047 72469
Fax:
047 72491
Email: bccn@eircom.net
Web:
www.bccn.ie
Forbairt Naíonraí Teoranta
Address:Teach Regus, Bóthar Fhearchair, Baile Átha
Cliath 2.
Tel:
01 477 3151
Fax:
01 477 3350
Email: eolas@naionrai.ie
Web:
www.naionrai.ie
IPPA, the Early Childhood Organisation
Address:Unit 4, Broomhill Business Complex,
Broomhill Road, Tallaght, Dublin 24.
Tel:
01 463 0010
Fax:
01 463 0045
Email: info@ippa.ie
Web:
www.ippa.ie
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
National Childminding Association of Ireland
(NCMAI)
Address:9 Bulford Business Campus, Kilcoole, Co.
Wicklow.
Tel:
01 287 8466
Fax:
01 287 8465
Email: info@childminding.ie
Web:
www.childminding.ie
National Childrens Nurseries Assocation (NCNA)
Address:Unit 12c, Bluebell Business Park, Old Naas
Road, Bluebell, Dublin 12.
Tel:
01 460 1138
Fax:
01 460 1185
Email: info@ncna.ie
Web:
www.ncna.net
St. Nicholas Montessori Society of Ireland (SNMSI)
Address:Ground Floor, 29 Patrick Street, Dun
Laoghaire, Co. Dublin.
Tel:
01 280 5705
Fax:
01 280 5705
Email: snmta@eircom.net
Web:
www.montessoriireland.ie
71
Appendix 2
Project plan
Contents
72
Section 1.
Project Team
Section 2.
Project description
Section 3.
Project budget
Section 4.
Site
Section 5.
Working with the architect
Section 6.
Working with the contractor
Section 7.
Project schedule & milestones
Section 8.
Project risks
Section 1. Project Team
Give a brief description of the Project Team including the team members, and their role within the team.
Name
Role/responsibility
Contact details
Project manager
Finance
Legal
Childcare advisor
The Project Team contact name and phone number is
______________________________________
The Pobal contact name and phone number is
______________________________________
The CCC contact name and phone number is
______________________________________
Other contact names and phone numbers
______________________________________
Provide details of
• how often the committee will meet:
• how the committee will make decisions:
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Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Section 2. Project description
Current & future service provision
Currently provided (if applicable)
Sessional
Part-time
After project completed
Full-time Sessional Part-time
Full-time
Number of childcare places
available per day
Operating hours per day (incl.
times for each session)
Age range catered for
Number of days per week
Number of weeks per year
Service type
• Full-day care
• Full-day care
• Pre-school sessional (am)
• Pre-school sessional (am)
• Pre-school sessional (pm)
• Pre-school sessional (pm)
• Drop-in service
• Drop-in service
• Childminding
• Childminding
• School-age children (term-time
only)
• School-age children (term-time
only)
• School-age children (Term-time
= full-time out of term)
• School-age children (Term-time =
full-time out of term)
Description of service to be provided: Provide a brief description of the type of service which will be provided.
Description of proposed new facility: Provide a brief description of the building which will be provided.
• New Build
No of stories:
Sq ft finished:
74
• Renovation
• Extension
• Purchase
• Other
Section 3 Project budget
Provide a summary of the planned expenditure and sources of funding for the project.
Details of cost control and cash flow projections should also be provided.
Example heading
Description
Site purchase costs
List all the costs associated with
the purchase of a site or building;
for example:
Budget amount
• Acquisition price of the land or
building;
• Site or Building Inspections;
• Legal costs.
Construction/renovation costs
To build a new facility or renovate
existing premises.
Fixtures and fittings
To fit out a new building or
renovated premises (e.g., flooring
/ kitchen etc.)
Equipment
Childcare equipment, toys, indoor
and outdoor play equipment etc.
Professional fees
For example architects fees etc.
Project contingency
Allowance for unexpected costs.
Other specified costs
Total
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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
Description of Proposed Site:
Provide a brief description of the site where the new facility will be located.
If a site has not been identified, provide a specification for a site including how a site will be identified.
Provide details of procedure to obtain planning permission, stating whether planning permission should be
easy/difficult to obtain. Include zoning of area in the county plan:
Location of utilities, (comment on availability of water, gas, electricity, sewers):
Agreement on a lien (legal charge):
Other comments:
76
Section 5. Working with the architect
Provide details/descriptions of:
Services to be procured:
Form of contract that will be used:
Procurement process:
Managing the Design Team:
Person responsible for procuring the architect:
Other comments:
77
Building Resource Manual Project Management Guidelines for the Construction, Refurbishment or Extension of Childcare Facilities
Section 6. Working with the contractor
Provide details/descriptions of:
What contracts will be required, main contractor, specialists, etc:
Form of contract that will be used:
Procurement process:
Managing the contractor:
Person responsible for procuring the contractor:
Other comments:
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
Section 8. Project risks
Identify the critical project risks; give brief description on why they are critical and how they are going to
be managed. Consider risks under each of the sections of this plan, that is Project Team, Service provision,
Budget, Site, Architect, Contractor and Schedule.
Following headings, an example might be: Description of risk: Flooding
Likelihood of risk happening: Medium, the area has been flooded in the past.
Severity if risk happens: High, if there is a flood, it will have a severe impact.
Overall risk rating:
High. This is considered a major risk requiring action.
Action (options):
Avoid the risk: - find another site
Minimise the risk: - design the facility to minimize the impact
Transfer the risk: - flood insurance
Description of risk
Likelihood of risk
happening
Severity if risk
happens
(High/medium/low) (High/medium/low)
Planning
permission
Site ownership
Unfavourable
ground conditions
Committee
member withdraws
from group
Continue onto additional pages as required.
80
Overall risk rating
(High/medium/low)
Action
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Project Management Guidelines for the Construction,
Refurbishment or Extension of Childcare Facilities