Capital Project Approval Request

Transcription

1 Capital Project Approval Request PMP T07 Project Number MAJ 0000 Project Title Project Description Existing Approvals EC Approval Court Approval Approved Gateway 0 To proceed to GW1 Prepare OBC / Feasibility Work November 2009 December Gateway 1 To proceed to GW2 Prepare DBC & Detailed Design Gateway 2 To proceed to GW3 Deliver the Project (D, T & C) Gateway 3 To proceed to GW4 To obtain Tender Gateway 4 To proceed to GW5 To accept tender & place contract Gateway 5 Approve POE & actions arising Cumulative November 2009 December Approval Request Describe what approval is sought Gateway Financial X Misc 1. Approval to appoint design team to complete design work to Gateway 2 (RIBA Stage D) as per attached tender report. 2. Note tender report refers to tender for project to completion although initial commitment will be limited to Gateway Further approval will be sought for subsequent design work at Gateway Financial commitment will fall within existing project approvals in place, outlined above. 5. Recommended appointments: Cost Consultants Armour Construction Consultants and IDT Sheppard Robson. Delegated Authority Reference 3.3 Appointment of: Suppliers, Consultants, Director of Estates Services Chief Financial Officer Convenor of Estates Committee Deputy Convenor of Court (Estates) Contractors. X X Chief Operating Officer Convenor Of Court Referenced Documents Attached Design Team Services Report. Approved by Convenor of Estates Committee Deputy Convenor of Court (Estates) Date Date PMP T07 Capital Project Approval Request Form (Rev A January 2011)

2 Project Managers Checklist PMP T08 ITEM STAGE ACTION COMPLETED 1 Feasibility 2 Feasibility 3 Feasibility 4 Feasibility 5 Feasibility 6 Feasibility 7 Feasibility 8 Feasibility 9 Feasibility 10 Feasibility 11 Feasibility 12 Feasibility 13 Feasibility Statement of Needs (Outline requirements of the project) provided to Estates. Estates to assess the scale of the project- to ascertain if the project is to be dealt with as a Minor, Major or Strategic Project. If the project is deemed Strategic- all Gateways will apply. If Major- then Estates will define the extent of application of the Gateway Process. If Minor- then Minor Project Procedures will apply. Estates to assess the validity of the Project The project to be assessed for its compliance with the University s Strategic Plan and the Estate Strategy. If the project does not comply it it should be reviewed at ESC Appoint the Project Team for the project, dependant on the scale of the project, including : Investment Decision Maker Project Owner Project Sponsor (project experience) Client Advisor Project Manager- internal or external appointment Client representatives Dependant on the scale of the project- the following may be appointed on a limited appointment ( feasibility only) Legal Advisor Financial advisor Tax Advisor Design Team Others dependant on the scale and scope of the project. The Project Sponsor will develop the brief in conjunction with the Client representatives, project manager, advisors and Design team Project Initiation information to be prepared, including Indicative Cost, programme, constraints, fabric and services issues, risk, outline procurement, Outline Project brief to be developed into a feasibility study Establish funding strategy and requirement for development Campaign assistance with fundraising Establish outline strategy in regard to site Acquisition/ Disposals Dependant on the complexity of the project- an outline Options appraisal and / or a for Investment may require to be completed at this stage. Carry out initial liaison meetings with Works section and other relevant University Groups. i.e. Security/ Safety Office etc. 14 Feasibility Prepare Gateway 0 report Review the feasibility information against the Project Objectives Review the project Management structure- consider the point at which the project will pass from Space Management to Project Management Review existing Design team appointments. If Design team have not been appointed initiate procurement procedures and appoint design team. Appointment to be based on project stages/ gateways Progress the design proposals to stage B- Strategic brief, including Schedule of Accommodation, massing and adjacencies. Dependant on the scope of the project, review or carry out an options appraisal, with a recommendation for a preferred option. Instigate all necessary site survey works Develop the Financial model for the project, including Estimated Construction costs Operating & Lifecycle Maintenance costs Optimism Bias Projected cashflow, Profit& Loss, funding options Tax and Vat implications Sensitivity Analysis NPV

3 Review the Funding strategy and the Development Campaign input as required. Set up project budget and account codes. Establish the acquisition/ disposal strategy (if relevant) including cashflow and programme implications. Develop the outline sustainability strategy for the project Develop the Project Initiation Information Develop the project cost plan, including construction cost estimates, professional fees and all relevant project costs. Develop the master programme, including move/ relocation management Update Risk register Identify the procurement options available to deliver the preferred option, and provide a recommendation. If necessary advice to be taken from Procurement Section Record consultations with users, statutory authorities, and internal and external stakeholders. Establish change management procedures. Develop the relocations/ removals strategy including requirements for short and long term storage Stage C 34 Stage C 35 Stage C 36 Stage C 37 Stage C 38 Stage C 39 Stage C 40 Stage C 41 Stage C 42 Stage C 43 Stage C 44 Stage C 45 Stage C 46 Stage C 47 Stage C Prepare Gateway One report Review the project Management Structure Review the status of the design team appointments. If necessary appoint additional members to the Team. Develop the proposals to Stage C of the RIBA Plan of Work. Review the requirement for additional site surveys and investigations and commission as required. Develop the cost plan. Update the Master programme- note any external issues such as examination and Committee dates. Review the procurement strategy to deliver the project, detailing the procurement route which will deliver best value. If necessary advice to be taken from Procurement Section Draft the project Execution Plan. Update the Risk register Review and update the acquisition/ disposal strategy including cashflow and programme implications. Instigate any relevant actions. Permission must be sought from ESC before implementing any actions. Update the Sustainability strategy-incorporating: Commitment from senior Management Set targets to achieve excellent environmental performance Design targets Specification for rigorous commissi and post occupancy evaluation Embedding of standards in contract documentation. Develop the strategy for relocation and move management. If necessary appoint specialist move consultants to assist with the planning of the moves. Prepare Stage C Report and issue to Estates/ Stakeholders for comment. Revise report in line with comments and issue to Stakeholders for final review and sign off Instigate a review of the Stage C report including User Groups, Work Section, Space Management and Sustainability Adviser. Record results on standard template. Instruct Design Team to update the Stage C report following the review period. Arrange for Sign-Off of the Stage C report, by Director of Estates Services, Project Sponsor and Senior User Group representative. 48 Stage C Proceed to Detail Proposals Stage 49 Stage D Ensure that allocation of funding to the project is requested in line with the progression of the project. Review the requirement for funding and monitor the Development Campaign input ( as relevant) 50 Stage D 51 Stage D 52 Stage D Develop the proposals to Stage D of the RIBA Plan of Work. Complete Room Data Sheets for all rooms and areas of the Building Update the financial model, including : Capital cost and revenue assumptions Operating costs Depreciation of assets Funding & commercial loan terms Facilities management & life cycle costings.

4 Note: In the case of strategic projects, the Financial model should include full assessment of income and costsincluding research grants, teaching income, and staff and premises costs. 53 Stage D 54 Stage D 55 Stage D 56 Stage D 57 Stage D 58 Stage D 59 Stage D 60 Stage D 61 Stage D 62 Stage D Instigate preliminary discussions with the planners. Prepare and lodge the planning application for the project. Before lodging the Planning application, arrange a presentation meeting with relevant Estates Services personnel. Update Project Execution Plan Review the Strategy for Relocations and removals and establish requirements for temporary and permanent storage. Review the strategy for disposals and acquisitions and take appropriate actions as required. Prepare Stage D Report and issue to Estates/ Stakeholders for comment. As part of the Stage D report- review and update the following : Design Proposals Cost Plan Programme Environmental & structural Engineering strategy Acoustic, Interior and Lighting Designs Life Cycle Costs Procurement Strategy Sustainability Strategy Risk Register Instigate a review of the Stage D report including User Groups, Work Section, Space Management and Sustainability Adviser. Record results on standard template. Instruct Design Team to update the Stage D report following the review period. Carry out a Design audit review to ascertain that the proposals match the requirements for the project Arrange for Sign-Off of the Stage C report, by Director of Estates Services, Project Sponsor and Senior User Group representative. Record consultations with users, statutory authorities, and internal and external stakeholders. Establish change management procedures. Prepare Gateway Two report 63 Stage D 64 Stage E 65 Stage E 66 Stage E 67 Stage E 68 Stage E 69 Stage E 70 Stage E 71 Stage E 72 Stage E 73 Stage E 74 Stage E 75 Stage E Present Gateway Two (Full Business ) report to relevant University Body for Approval. Once approved proceed to Gateway Three- Procurement Strategy Review Status of Planning Consent and discharge conditions. Commence preparation of Technical Information Prepare Building Warrant Application, and lodge application ( in Stages if required) Implement a Change Management Control system Update the cost plan and Funding requirements Review and update the Financial Model, including Life Cycle Costs Update the Project Execution Plan Review the Sustainable Strategy and BREEAM status Update the Project Programme Update the Risk Register and incorporate in the Project contingencies. If relevant, establish plans to support continuity of the University s business, throughout the construction period. Review procurement strategy and finalise agreement on approach. 76 Stage E Proceed to Production Information Stage. 77 Stages F+ G 78 Stages F+ G 79 Stages F+ G 80 Stages F+ G 81 Stages F+ G 82 Stages F+ G 83 Stages F+ G Commence preparation of production Information Monitor progress of Building Warrant Application Ensure that Room Data Sheets are complete Monitor the Change Management Control Procedure. Monitor the cost plan, Funding requirements and cashflow Review and update the Financial Model, including Life Cycle Costs Update the Project Execution Plan 84 Stages F+ G Review the Sustainable Strategy and BREEAM status

5 85 Stages F+ G 86 Stages F+ G 87 Stages F+ G 88 Stages F+ G 89 Stages F+ G 90 Stages F+ G Update Project Programme, including all associate programmes for fit out, removals, decants etc. Update the Risk Register and update Project contingencies. Update relocations strategies and implement actions as required. If relevant, establish plans to support continuity of the University s business, throughout the construction period. Review and agree final procurement strategy. Instigate Procurement Action in regard to Estates Services Contractors Framework, Liaise with Procurement section in regard to preparation of tenders and agree timescale for actions. Complete tender documentation in readiness to Tender 91 Stages F+ G 92 Tender Action 93 Tender Action Project Manager to seek approval to proceed to Tender Action to Estates Services (under Delegated Powers) Complete tender documentation Instigate Tender Action, as per Estates Services standard methodology. Tenders to be returned to the Estates office. Tender opening to be witnessed by a member of the Finance and Audit Offices, and with at least three members of estates management in attendance. 94 Tender Action 95 Tender Action 96 Tender Action 97 Tender Action 98 Tender Action 99 Tender Action 100 Tender Action 101 Tender Action 102 Tender Action 103 Tender Action 104 Tender Action 105 Tender Action 106 Tender Action 107 Tender Action Update Risk Register Update Project Execution Plan Update Project Programme, including all associate programmes for fit out, removals, decants etc. Update Project Cost and Cost Ledger Update Cashflow Review Funding Arrangements and make grant drawdowns and funding applications as required. Review Sustainability and BREEAM issues Check Status of resolution of Planning Conditions and Building Warrant Application Review Programmes and Delivery Strategy in light of tender returns Update relocations strategies and implementation Review Business in regard to tender returns. Confirm requirements for business continuity if relevant Following receipt of tenders, evaluate returns and prepare a detailed tender report with recommendation for acceptance. Tenders will be evaluated on the basis of Quality/ Price selection Prepare tender recommendation and seek approval for tender acceptance 108 Tender Action 109 Construction Period 110 Construction Period 111 Construction Period 112 Construction Period 113 Construction Period 114 Construction Period 115 Construction Period 116 Construction Period Seek Approval to accept Contractors Tender from Estates Services or appropriate Estates Committee. Proceed to Construction Phase Following approval to proceed,project Manager to issue tender acceptance and appraise all relevant parties. Contractor to mobilise. Clerk of Works to be employed as required. Co-ordination with Main Contractor in regard to location, accesses etc. Liaison with adjacent buildings/ departments if affected by contactors site location and access. Project manager to notify all relevant parties of the commencement of Works. Pre-Start meeting to be held. Contractor to be appraised of University requirements. Quality to be monitored on site by the Clerks of Works, and recorded weekly on a standard report format. Any items of non-conformity to be reported timeously to the Contractor for Action. Regular Site Meetings to be held to monitor the progress of the Works. Contractor to prepare regular reports on progress. Project Manager to issue monthly reports based on : Progress v Programme Early review of potential problems Review of all expenditure against budgets Identification of major changes and significant issues Regular user liaison meetings to be held to update Users on the progress of the project and to discuss any significant changes. Agreement of FFE items and specification, tendering and ordering of same to be implemented. 117 Construction Period Applications for payment to be processed via the project manager.

6 Comparison against cashflow predictions to be noted and deviations reported. 118 Construction Period 119 Construction Period 120 Construction Period 121 Construction Period Monitoring of project spend to be carried out, To include all aspects of project including fees, FFE and other costs. Any significant deviations to be reported. Value Engineering to be carried out to ensure that Project Budget is controlled at all times. Administer and manage the requirements of the building contract as relevant to the role of the Clients Representative/ Internal & External Project Manager. Review Funding Arrangements and make grant drawdowns and funding applications as required. Testing and Commissi of building systems to be carried out at the due time. All tests to be witnessed by The University. All defects to be reported. All tests to be recorded Construction Period Following end of Construction Period Instigate procedures in regard to Practical Completion Regular user liaison meetings to be held to update Users on the progress of the project and to discuss any significant changes. Agreement of FFE items and specification, tendering and ordering of same to be implemented. Testing and Commissi to be carried out at the due time. All tests to be witnessed by The University. All defects to be reported. All tests to be recorded. Snagging lists to be prepared by Clerk of Works and the design Team. Defects to be remedied timeously Handover/Commiss i Demonstrations of all building systems to be arranged for Estates Services & operatives as relevant. Training to be arranged as required. All to be completed prior to the Handover of the building Ensure that CDM documentation to be handed over to the University prior to Handover. All test certificates to be included in documentation. Pre- handover walkround/ inspection of Project to be arranged for all relevant parties and comments to be collated. Formal Handover meeting to be held with Design Team and Contractor at Handover. Handover achieved only if the works are deemed to be Practically Complete and all systems are fully operational Architect to issue certificate of Practical Completion. Defect lists to be collated, and resolution of defects monitored on a regular basis. Regular liaison with Users is required in regard to defects works which are carried out post-occupation. Following handover of the building Fit out works to be implemented, including furniture, fittings, AV, IT and all relevant works. Once fit-out is complete, and the building is fully operational, occupation by staff/ students to be actioned. Organise tutorials for all necessary items that Users require to control, such as IT, AV and Specialist Equipment Final account to be concluded as soon as practicably possible. Review Funding Arrangements and make grant drawdowns and funding applications as required. Review spend against all project budgets and report accordingly. Project to be inspected one year after handover, outstanding Defects to be listed and remedial action taken by Contractor. Programme for the resolution of the Defects to be monitored. Making Good Defects Certificate to be issued by Design Team on completion of all Defects Project to be monitored in regard to any latent defects and appropriate action taken Following Handover, instigate procedures in regard to Post Occupancy Evaluations 140 Operational Review Carry out a review 3 to 6 months after handover, focussing on the process of delivering the project from Inception to Completion. Confirm the lessons learnt from the process and update procedures accordingly. 141 Functional Performance Review Carry out a review 12 to 18 months after handover to include : Assessment of the suitability of the product in satisfying user needs, focussing on the specific area and functions of the building technical and functional performance of the building. 142 Strategic Review Carry out review 3 to 5 years after handover, focussing on organisational change and building response, particularly assessment of the buildings ability to respond to changes. 143 Gateway Five Reports Reports to be completed at each of the three review stages. Feedback to be provided to inform and improve management of future projects and if relevant to update strategic plans. 144 Project Files to be Closed and Archived

7