Functional and Technical Brief - Southern Peninsula Aquatic

Revision 7 – 11-Jun-2014 Prepared for – Mornington Peninsula Shire Council – ABN: N/A

Mornington Peninsula Shire Council

11-Jun-2014

Functional and Technical Brief - Southern Peninsula Aquatic PMP Appendix A

Davis Langdon, an AECOM company Functional and Technical Brief - Southern Peninsula Aquatic


Functional and Technical Brief - Southern Peninsula Aquatic PMP Appendix A

Client: Mornington Peninsula Shire Council

ABN: N/A

Prepared by

Davis Langdon Australia Pty Ltd Level 45, 80 Collins Street, Melbourne VIC 3000, Australia T +61 3 9933 8800 F +61 3 9933 8801 www.davislangdon.com ABN 40 008 657 289

11-Jun-2014

Job No.: 60318327

Davis Langdon in Australia and New Zealand is certified to the latest version of ISO9001, ISO14001, AS/NZS4801 and OHSAS18001.

© Davis Langdon Australia Pty Ltd (Davis Langdon). All rights reserved.

Davis Langdon has prepared this document for the sole use of the Client and for a specific purpose, each as expressly stated in the document. No other party should rely on this document without the prior written consent of Davis Langdon. Davis Langdon undertakes no duty, nor accepts any responsibility, to any third party who may rely upon or use this document. This document has been prepared based on the Client’s description of its requirements and Davis Langdon’s experience, having regard to assumptions that Davis Langdon can reasonably be expected to make in accordance with sound professional principles. Davis Langdon may also have relied upon information provided by the Client and other third parties to prepare this document, some of which may not have been verified. Subject to the above conditions, this document may be transmitted, reproduced or disseminated only in its entirety.



Quality Information

Document Functional and Technical Brief - Southern Peninsula Aquatic

Ref 60318327

Date 11-Jun-2014

Prepared by Mark Hayden

Reviewed by Peter Southwell

Revision History

Revision Revision Date

Details Authorised

Name/Position Signature

1 01.04.14 Draft template issued for MPSC and SGL input

Mark Hayden

2 14.04.14 Draft issued for PSC and DAP input

Mark Hayden

3 16.04.14 Updated with comment

Mark Hayden

4 22.04.14 PS QA Mark Hayden

5 02.05.14 Updated with PS comments

Peter Southwell

6 06.05.14 Updated with Client

and SGL comments Mark Hayden

7 11.06.14 FINAL RFP Peter Southwell



Table of Contents 1.0 Introduction 3

1.1 Purpose & Use of the Brief 3 1.2 Ownership of the Brief 3 1.3 Precedence of the Documentation 3 1.4 ‘Conditions for Success’ Framework 3

2.0 Purpose 1 2.1 Project Vision 1 2.2 Project Mission 1 2.3 Key Project Objectives and Success Criteria 1

3.0 Appraisal 4 3.1 Mornington Peninsula Shire 4 3.2 Rosebud 4 3.3 Aquatic Centre Strategy 4 3.4 SPA Feasibility Study 5

3.4.1 Key User Market Service Requirements 6 3.5 Rosebud Urban Design Context 6 3.6 Coastal Management Act Requirements 7 3.7 Mornington Peninsula Planning Scheme Requirements 8 3.8 Reference Documents 9

4.0 Definition 11 4.1 The Site 11

4.1.1 Site Levels and Floor Levels 11 4.1.2 Memorial Hall 12

4.2 Precinct Plan 13 4.3 Summary of Project Requirements 16

4.3.1 Outline Scope of Works 16 4.3.2 Optional Works 17 4.3.3 Future Proofing 17 4.3.4 General Requirements 17 4.3.5 Safety in Design 17 4.3.6 Sustainable Design 18 4.3.7 Access for All 18 4.3.8 Building Information Management (BIM) 18 4.3.9 Finishes and Materials Selection 18 4.3.10 Building Services 19 4.3.11 Building Structure 21 4.3.12 Civil Infrastructure and Landscaping 21 4.3.13 Traffic and Parking 22 4.3.14 Utilities and Site Services Infrastructure 22 4.3.15 Maintenance and Asset Management Plans 22 4.3.16 Kitchen Design 22 4.3.17 Furniture and Soft Furnishing 22

4.4 Statutory Approvals 23 4.5 Compliance with Standards 23 4.6 Client Managed Works 23

5.0 Precedent 24 6.0 Design 25

6.1 Generally 25 6.2 Stage Reports and Approvals 25 6.3 Design Reviews 25 6.4 Design Quality Management 25

7.0 Program 26 7.1 Key Milestones 26 7.2 Staging Requirements 26

8.0 Cost 27



8.1 Budgetary Constraints 27 8.2 Funding Opportunities and Constraints 27 8.3 Value Management 27

9.0 Management 28 10.0 People 29

10.1 Client Team 29 10.2 Consultant Team 29

10.2.1 Primary Consultant Team Structure 29 10.2.2 Principal Consultant Team Structure 29 10.2.3 Additional Client Consultancy Services 30

11.0 Communication 31 12.0 Procurement 32 13.0 Project Risks 33

Appendix A Functional Area Schedule A

Appendix B Memorial Hall Existing and Proposed Areas B

Appendix C Consultant Scope of Service C

14.0 Architectural C 15.0 Pool Engineer P 16.0 Multidisciplinary Building Engineering Design Services T 17.0 Structural and Civil Engineering BB



1.0 Introduction

1.1 Purpose & Use of the Brief

This Functional and Technical Brief (FTB) has been prepared by Davis Langdon in its role as Project and Cost Manager to describe the design aspirations as well as the functional and technical requirements of Mornington Peninsula Shire Council (MPSC) for the Southern Peninsula Aquatic Project (SPA).

Its purpose is to provide the Project Team with guidelines and a framework for completion of submissions in relation to the design competition phase of the SPA project, as well as design and construction following award of the Principal Consultant contract. Some requirements are specific and others are generic.

The FTB recognises the need for and supports design excellence, creativity and innovation, balanced against the requirement for a cost efficient and flexible design approach.

Where project requirements are incompatible or require further clarification Davis Langdon (in its role as Project and Cost Manager) should be notified, the issue resolved and the FTB updated.

The FTB is to be read in conjunction with the Project Management Plan (PMP) and associated supporting documents which outline an overarching strategy for project management and delivery.

1.2 Ownership of the Brief

The FTB is owned by the Project Client and is a working document that will be developed as the Project progresses through the design stages and into construction. The FTB will continue to be reviewed and updated at key project stages as identified in the Project Quality Plan (PQP).

Davis Langdon will be responsible for updating the FTB in conjunction with the Project Team and Client.

1.3 Precedence of the Documentation

If any matter within this document is at variance with any Contract or Agreement relating to the works, then that which is contained within such Contract or Agreement will be deemed to take precedence. Any such discrepancy should be reported to Davis Langdon so that this document can be updated following endorsement by the Client.

The Project Team may be required to enter into a confidentiality agreement with the Client regarding this, or any other project document.

All project enquiries made by third parties not forming part of the Project Team should be referred to Davis Langdon in the first instance.

1.4 ‘Conditions for Success’ Framework

Davis Langdon utilises a bespoke ‘Conditions for Success’ framework to identify project critical success factors and outputs and ensure that the Project Team has a shared vision of what project success means. This structure commenced with a launch workshop and will continue throughout the life of the Project. The ‘Conditions for Success’ framework defines project requirements under the following key headings, which also forms the structure for the FTB:

Purpose Appraisal Definition

Precedent Design Program

Cost Management People

Communication Procurement Risk



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2.0 Purpose

2.1 Project Vision

To create a landmark facility that improves community health and wellbeing, fosters community pride and reinforces Rosebud as a vibrant activity centre.

2.2 Project Mission

The Southern Peninsula Aquatic Centre will operate high quality aquatic, sporting, leisure and events facilities, programs and services to the Southern Peninsula, delivering a quality experience to our community and visitors to the area. The facility will offer programs and services that encourage people of all ages, interests and abilities to improve their health and wellbeing through fun, social, educational and safe activity spaces.

2.3 Key Project Objectives and Success Criteria

The required Key Project Objectives are as listed below under the key headings Functional, Economic, Social and Environmentally Sustainable. Success Criteria for each objective are to be agreed in conjunction with key stakeholders following appointment of the Principal Consultant.

No Key Project Objectives Success Criteria

Functional

1 Enhance the ‘sense of place’ with a new and iconic facility at this prominent site location

2 Enhance traffic, cycle and pedestrian links between the foreshore site and commercial / residential zones, whilst limiting impacts to traffic flow on Point Nepean Road

3 Allow for future expansion and development of the facility and services where possible within budget and site limitations

4 Enhance and complement the landscape character and amenity of the foreshore and visually connect the foreshore and Bay environment with the internal spaces of the facility.

5 Incorporate sustainable, state of the art features which are proven and provide value for money and are consistent with current trends in aquatic facility development

6 Provide a facility that is safe to use, naturally well lit, well ventilated with low humidity and is comfortable and appealing to users and staff

7 Incorporate appropriate building automation management systems with consideration given to ongoing maintenance and operating costs.

8 Provide a design that contributes in a significant manner to the Mornington Peninsula and acts as a generator for positive and sustainable change in Rosebud.

9 The facility should be designed to the highest possible standards considering functional, social, and aesthetic aspects.



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10 Ensure all areas are fitted out with “fit for purpose” finishes and equipment and ensure all areas can be maintained in a safe and secure condition

Economic

11 Create a facility with long term feasibility and viability, including operating surplus for appropriate elements

12 Incorporate best value initiatives that optimise the use of the facility and services.

13 Optimise funding and allocated capital expenditure to achieve ‘best value’

14 Contribute to the economic development of the local area and the region.

15 Enhance Rosebud’s ability to be a year-round tourist destination.

Social

16 Align with Council’s overarching strategic objective of rejuvenating and redeveloping Rosebud so that it can retain and enhance its long established role as a major activity centre. Strengthen Rosebud’s role as the ‘heart’ of the wider surrounding community

17 Provide inclusive and accessible activity areas and programs that provide opportunities for all residents and visitors to the area to participate in a range of activities.

18 Provide a facility, which encourages and enables people to be more active more often and enhances the health and wellbeing of the community

19 Provide a facility which achieves the greatest possible net community benefit within time and cost constraints.

20 Enhance community ownership of the site and its surrounds by providing a location for community focus, gatherings and interactions

21 Encourage and foster key stakeholder and resident participation in the planning, development and operation of the facilities to maximise community ownership.

22 Provide a facility with the flexibility to adjust and respond to changing community needs.

Environmentally Sustainable

23 Complement and enhance the visual and natural local environment, whilst creating minimal impacts during construction and operations

24 Plan for the predicted impact of future sea-level rises from climate change, and other environmental implications associated with



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building at a coastal location

25 Incorporate best practice Environmentally Sustainable Design principles where economically feasible, minimising the use of resources and energy in both construction and operation.

26 Comply with planning, permit, building code and Australian Standard minimum requirements, and exceed those requirements where value for money can be demonstrated



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3.0 Appraisal

3.1 Mornington Peninsula Shire

The Mornington Peninsula Shire is a diverse municipality in terms of its land use and economic base with a mixture of townships (large and small) , rural land, tourist developments, port areas and parkland. The earliest settlements in the Shire were based on fishing or servicing the surrounding rural districts, but proximity to Melbourne and the coastal environment quickly made the Peninsula a popular destination for tourism, people looking to escape suburbia and retirement living, with a substantial number of holiday homes (more than 20,000) located on the southern Peninsula.

The current resident population of the Mornington Peninsula is in the order of 152,000, increasing by more than 30,000 in the summer peak period. The expansion of Melbourne and improvements to the road network ( such as Peninsula Link) make the Peninsula increasingly attractive as a place to live, and the Shire has strong planning controls in place to prevent urban sprawl and to maintain the character of its townships, despite the increasing pressure from metropolitan growth.

A key strategy for the management of growth pressures has been the establishment of a clear hierarchy of townships, with most development directed towards the major towns which have most capacity to accommodate growth, and which will in turn offer the greatest range of services, facilities and employment opportunities to residents. The three major activity centres on the Mornington Peninsula are Mornington, Hastings and Rosebud.

3.2 Rosebud

Rosebud originated as a settlement of fishermen’s huts circa 1850, at the end of what is now Jetty Road, near the current pier. The settlement was originally known as Banksia. The locality gained the name ‘Rosebud’ after the sinking of the cargo vessel ‘Rosebud’ off the beach in 1855. Rosebud grew and developed, particularly post WW1, as the major centre on the southern peninsula, in part due to the effectiveness of the early chamber of commerce in marketing the town as a summer tourism destination. Rosebud’s development as a holiday destination reinforced a simple urban form consisting of ribbon development along Point Nepean Road, facing the foreshore.The Rosebud “main street” now extends for more that 2.2 km, from Adams Avenue to Boneo Road.

Rosebud (with Rosebud West) today has a population in the order of 17,000 people, but also serves a much larger regional catchment ranging to Mt Martha and Blairgowrie and including the coastal settlements of Rye, Tootgarook, McCrae, Dromana and the inland settlements of Red Hill, Main Ridge and Arthur’s Seat. A substantial proportion of the Shire’s future residential growth is expected to occur within this catchment area as a result of dispersed re-development, including the conversion of existing holiday homes

3.3 Aquatic Centre Strategy

The community need for the provision of aquatic facilities across the Shire was considered by Council in 2000. Council’s subsequently endorsed an Aquatic Centre Strategy, with a key policy concept being that the number and type of recreation facilities provided across the Peninsula should, over time result in all members of the community being able to access recreational facilities and services equitably having regard to the catchment and characteristics of the population being served.

Applying the approach to the assessment of the need for aquatics facilities it was concluded that although MPSC has a large number of aquatic opportunities available in the form of beaches and private pools, the services and experiences available at public indoor aquatic facilities were under provided in the Shire.

Council determined that MPSC should develop three indoor aquatic facilities, including one at Rosebud, to provide health, fitness, wellness and recreation opportunities for all sectors of the Southern Peninsula and MPSC communities.

Subsequent Pool Feasibility Studies have reported high levels of participation in swimming amongst survey respondents, as well as strong support for an aquatics facility that could be used year round. In addition, ABS figures indicate that the southern Peninsula has one of the highest proportions of older adults in Victoria. Water therapy and gentle exercise are popular activities with this age group, and there is considered to be a high unmet demand for this facility in the Rosebud area.



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3.4 SPA Feasibility Study

MPSC has spent the past 13 years reviewing the need and demand for an integrated aquatic and leisure centre on the southern peninsula.

The current 2013 SPA feasibility study has been prepared by SGL Consulting Group Australia Pty Ltd (SGL) on behalf of MPSC and was endorsed by Council in November 2013..

This study has been completed to update key features of the 2005 Southern Peninsula Aquatic Centre Feasibility Study (Renamed the SPA Centre Project from 2006 onwards) including:

Key Study Findings

Demographic Review completed February 2013 (see section 2)

2013 Household Telephone Survey completed November 2013 (see section 3)

Aquatic Trends Review Update completed November 2013 (see section 4)

Updated Facility Component Review per Council Report June 2012 (see section 5)

Ten Year Financial Modelling of Facility Components completed November 2013 (see section 6)

Please note that the feasibility study update has not involved any community consultation and engagement and has been primarily completed to assist Council with key indicators to changes that may have occurred in the main research since the original 2005 feasibility study.

The 2013 feasibility study was completed to update previous studies findings including:

Strategic and policy context

Project area demographics and future population trends

Resident swimming pool and health club usage and future demands

Industry and local service and facility review and trend analysis

Potential site assessments and

Indicative concept facility plans, capital costs and potential funding opportunities

The update feasibility study validated the findings of previous studies and supported the development of an aquatic leisure centre containing key priority facility components.

The feasibility study catchment areas are divided into primary and secondary zones and give consideration to resident and tourism numbers as well as anticipated growth in population and associated need. Resident survey results and updated area demographics demonstrate a considerable increase in facility demand across all age and interest groups.

The facility component brief has been developed around a district size aquatic leisure facility servicing a catchment population of 70,000 to 80,000 people and indicates the likely future 2031 visitation trends would see:

Combined User Catchment Zone Projected 2031

461,000 primary users + 87,000 secondary users = 548,000 visits/year

This indicates that the centre should be planned to cater for 450,000 to 550,000 annual visits that will also continue to increase as the district population expands and as more visitors to the area are attracted to regular use of the facilities.

Another unique feature of the SPA Centre is that it will need to meet the needs of visitors to the area during main vacation, public holiday periods and weekends. For example in the Nepean and Rosebud/McCrae area (which is located within the SPA Centre primary catchment zone) there is also an estimated 6,500 to 8,500 foreshore campers staying from mid-December through to end January (based on tourism estimates). These tourists are likely to make use of the SPA Centre during their vacation.

The centre therefore has been planned to incorporate adjoining campsite management and bookings as well as provide retail, merchandise, food and beverage and services to people being also accommodated in the area or using the centre.



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3.4.1 Key User Market Service Requirements

Aquatic trends and benchmarking identified in successful aquatic facilities indicate the need to develop integrated facilities that provide services to several key user markets. The SPA feasibility study assumes that the following minimum functions and services will be supported by the completed SPA project for the identified key user markets:

Recreation, Leisure and Adventure

Will involve 60% to 70% of facility users

Involves key user markets of children, parents, guardians, families, friends, schools and social groups

Key outcomes are participation for fun, play, relaxation, social and entertainment

Fitness Health and Training

Will involve 20% to 25% of facility users

Involves key user markets of competitive swimmers, club association users and fitness and health users

Key outcomes are participation for health, fitness and improved physical condition.

Wellness and Therapy

Will involve 10% to 15% of facility users.

Involves key user markets of people looking to relax and unwind, older adults, people with special needs and mobility issues and people looking to improve their health, wellness and participation levels.

Key outcomes are improved mobility, health, wellness, relaxation, flexibility and lifestyle

Retail and Hospitality

Will involve all users of the facility

Involves social, entertainment and refreshment zones

Key outcomes are relaxed and healthy environments that encourage people to take time out to enjoy the hospitality and retail experiences the centre offers

Education and Training

Will involve up to 10% to 15% of facility users.

Involves health and fitness, learn to swim, dry programs and classes and special needs users

Key outcomes are new skills and health and wellness.

3.5 Rosebud Urban Design Context

Over the past 10 years, the planning of the Rosebud activity centre, Rosebud foreshore and SPA have become intertwined as part of Council’s long held intention to redevelop and rejuvenate Rosebud.

The design of the new SPA is to be designed and constructed in accordance with informed by the Rosebud Activity Centre Structure Plan, and Rosebud Coastal Management Plan, as well as Council’s Rosebud Activity Centre Urban Design Framework, and the Rosebud ‘Big Think’ Design Concepts for Rosebud Activity Centre.

The Rosebud Activity Centre Structure Plan, and Rosebud Foreshore Coastal Management Plan and Rosebud Activity Centre Urban Design Framework were prepared concurrently in recognition of the fact that the town centre and foreshore need to be considered as a whole to achieve the greatest community benefit. Overcoming the physical and psychological barrier of Point Nepean Road is one of the key planning challenges facing development of the Rosebud commercial centre and foreshore and the achievement of an integrated and coherent design outcome.

The Rosebud Foreshore Management Plan adopted by Council in August 2009 and approved by the Minister for Environment and Primary Industry in 2012 reinforces the value of the foreshore to the reputation and image of Rosebud as a coastal town.



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The Rosebud Structure Plan, approved by Council in September 2011, recognises and complements the importance of the foreshore reserve as a key amenity asset in the town and promotes stronger linkages and connections between the foreshore reserve and the retail strip, particularly through the development of the proposed ‘Rosebud Heart Precinct’.

Both the Rosebud Structure Plan and the Rosebud Foreshore Coastal Management Plan support the establishment of SPA on the foreshore site. The Minister for Environment and Primary Industry has also approved the use of the foreshore land for the development of SPA, subject to a number of conditions which are outlined further in Section 3.5.

Rosebud’s existing urban form presents several issues including:

• Legibility: Dispersed urban form and lack of a central civic space

• Connectivity: Point Nepean Road creates a barrier between the activity centre and the foreshore, and requires an integrated and coherent design approach

• Place making: lack of a sense of place, identity and image, and a poor sense of arrival

The new aquatic centre should address these issues in the broader urban context of the Rosebud Activity Centre, as well as meeting the functional demands of such a facility and incorporating best practice ESD standards, while having strong regard to budget and the need to ensure cost effectiveness both in construction and operation. The SPA is also required to demonstrate a sensitive design response to its inherent coastal setting and landscape.

The MPSC has also identified the need for the proposed facilities to achieve ‘best practice’ in terms of Design Quality where this is deemed to provide value for money in consideration of project budget limitations.

The new SPA is to express a clear relationship between the Bay, the foreshore landscape and its architectural form and structure, fully considerate of predominant winds, necessary summer shade and unwanted winter overshadowing. The ecologies of the foreshore: its plant associations, soils structure, water management and permeability qualities are to be explored and expressed in the structuring of the buildings and public spaces. Ecological and visual connectivity between the internal, external and foreshore environment is to be explored and exploited wherever possible to convey an interplay and exchange between public and patron areas

3.6 Coastal Management Act Requirements

The Rosebud Foreshore area is coastal Crown Land, with the MPSC appointed as the delegated Committee of Management. In order to proceed with the SPA project it is necessary to obtain both planning approval, under the requirements of the Mornington Peninsula Planning Scheme (see below) and Coastal Management Act consent from the Minister for Environment and Climate Change.

To achieve some certainty regarding the State Government’s position in relation to the use of coastal Crown Land the Coastal Management Plan was submitted to the Minister for consideration and was subsequently approved in January 2012, along with Coastal Management Act consent for the use of part of the foreshore (as shown in the CMP) for the purpose of SPA. In approving the Rosebud Coastal Management Plan and granting Coastal Management Act use consent, the Minister advised that further consent to develop the site under the Act would be required before development could proceed, and that the following information is required as part of any application:

1. Evidence of broad based community support for the location of SPA

2. Evidence of net community benefit that considers the loss of public open space on the proposed site

3. A coastal hazard vulnerability assessment prepare by a suitably qualified professional

4. Detailed design drawings prepared by a suitably qualified professional

5. An assessment of the design proposal against the Siting and Design Guidelines for Structures on the Victoria Coast

6. A detailed traffic assessment that considers the implications of SPA on local traffic conditions, including parking

7. A business case for the development, including potential funding options



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In undertaking the design process it is appropriate to be aware of and anticipate the need to demonstrate compliance with these requirements. The Principal Consultant, once appointed will, at the appropriate time be required to prepare the Development Application for Coastal Management Act consent.

3.7 Mornington Peninsula Planning Scheme Requirements

In undertaking the design process the policies and provisions of the Mornington Peninsula Planning Scheme are significant considerations that need to be addressed. In terms of State and Local Planning policies it is important to review both the State Planning Policy Framework (SPPF) and Local Planning Policy Framework (LPPF) which form part of the Mornington Peninsula Planning Scheme, which is available on-line at: http://planningschemes.dpcd.vic.gov.au/schemes/morningtonpeninsula.

Particular provisions of the SPPF which are considered relevant include:

11 SETTLEMENT

11.01 Activity Centres

11.01-1 Activity centre network

11.01-2 Activity centre planning

11.03-2 Open space management

12 ENVIRONMENTAL AND LANDSCAPE VALUES

12.01-2 Native vegetation management

12.02 Coastal areas

12.02-1 Protection of coastal areas

12.02-2 Appropriate development of coastal areas

12.02-3 Coastal Crown land

12.02-5 Bays

12.04 Significant environments and landscapes

12.04-1 Environmentally sensitive areas

13 ENVIRONMENTAL RISKS

13.01 Climate change impacts

13.01-1 Coastal inundation and erosion

14 NATURAL RESOURCE MANAGEMENT

14.02-3 Water conservation

15 BUILT ENVIRONMENT AND HERITAGE

15.01 Urban environment

15.01-1 Urban design

15.01-2 Urban design principles

15.01-4 Design for safety

15.01-5 Cultural identity and neighbourhood character

15.02 Sustainable development

15.02-1 Energy and resource efficiency

15.03 Heritage

15.03-1 Heritage conservation

15.03-2 Aboriginal cultural heritage

18 TRANSPORT

18.01 Integrated Transport



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18.01-1 Land use and transport planning

18.02 Movement networks

18.02-1 Sustainable personal transport

18.02-2 Cycling

18.02-4 Management of the road system

18.02-5 Car parking

19 INFRASTRUCTURE

19.02-3 Cultural facilities

19.02-4 Distribution of social and cultural infrastructure

19.03-3 Stormwater

Particular provisions of the LPPF which are considered relevant include:

21.07 GUIDING FUTURE TOWNSHIP DEVELOPMENT

21.07-1 Housing and integrated local area planning

21.07-3 Activity centres

21.08 FORESHORES AND COASTAL AREAS

22.04 CULTURAL HERITAGE PLACES

22.05 ABORIGINAL CULTURAL HERITAGE

22.13 TOWNSHIP ENVIRONMENT

In addition, it is important to note that the designated site for SPA is included within the Public Park and Recreation Zone which applies across the Rosebud foreshore area. Point Nepean Road and the adjoining section of the reserve are included in the Road Zone (Road Zone 1). The whole of the site is also included within an Environmental Significance Overlay (ESO25) Port Phillip Coastal Area. Copies of these planning scheme provisions are included on the DTPLI website.

In seeking to obtain planning approval for the use and development of SPA, Council may require the Principal Consultant to provide all plans and documents necessary to support the consideration of a planning permit application and/or planning scheme amendment proposal, depending on the approval pathway deemed appropriate by Council.,

3.8 Reference Documents

The Project Team shall use the following Reference Documents to inform the design for the SPA project:

No Title Author Date

1 Archaeological Studies Archaeological Activity Centre Cultural Heritage

Report Archaeological Survey of Rosebud Foreshore

Practical Archaeology

Services Biosis Research

Dec 2006 Sep 2000

2 Coastal Management Plan and Rosebud Structure Plan Rosebud Coastal Management Plan Rosebud Activity Centre Structure Plan Report Rosebud Activity Centre Urban Design

Framework Victoria Coastal Strategy 2008 (and associated

documents) Mount Eliza to Point Nepean Coastal Action Plan

Hansen Hansen MPSC Central Coastal Board MPSC

Jan 2012 Sep 2012 Aug 2012

3 Coastal Vulnerability and Climate Change



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No Title Author Date

Draft Climate Adaptation Decision Making Framework for Urban Coastal Settlements

Draft Case Study for the Murray Anderson Catchment

Rosebud Foreshore Climate Change Assessment

AECOM

AECOM Cardno

Jun 2012 Jun2012 Jul 2009

4 Engineering Site Review SPRC Engineering Site Review – Rosebud

Bowls Club Engineering Site Review

BECA SGL Consulting

Apr 2012 Jul 2012

5 Environmental Effects Statement Rosebud Boat Harbour Rosebud Boat Harbour Environment Effects

Statement

GHD

Dec 1996

6 Flora and Fauna Studies and Ecological Studies Rosebud Activity Centre Ecological Assessment Fauna Survey and Management Prescriptions Flora and Fauna Assessment & Management

Ecology Partners Mal’s Environmental 2006 Biosis Research Aug 2000

Mar 2007 2006 Aug 2000

7 Geological and Geotechnical Site Investigation Report Map of fault lines Preliminary geotechnical site investigations report

AECOM

Aug 2012

8 Geothermal Investigations Geothermal Resource Development Geothermal Energy in the Mornington Peninsula

Area Notes from Shire’s Jarrod Filosa

GHD Monash geoscope

Jun 2005 Sep 2005 Aug 2011

9 Sulphate Report Preliminary Acid Sulphate Soil Assessment

Parsons Binkerhoff

Jul 2009

10 Transport and Traffic Studies Issues and Opportunities Paper – Transport,

Movement Infrastructure Comment on Public Transport Issues Traffic Assessment Memorial Hall Site Parking Survey

ARUP Professor John Staley (UoS) Doug Bradbrook MPSC MPSC

Dec 2006 2011 2007

11 Site Comparative Analysis Site Feasibility Study - Southern Peninsula

Aquatic

AECOM

Feb 2013

12 Rosebud Memorial Hall Rejuvenation Report on Hall Rejuvenation

MPSC

Jun 2013

13 SPA Centre Feasibility Study SPA Centre Feasibility Study update 2013

SGL

Nov 2013

14 Final Council Report Final Council Report

MPSC

Dec 2013

15 Rosebud Sound Shell Rosebud soundshell Victorian Heritage report

Victorian Heritage database

Apr 2014

16 Feature Survey Southern Peninsula Aquatic site feature survey

Speedie Development Consultants

Apr 2014



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4.0 Definition

4.1 The Site

The SPA is to be constructed in the Rosebud Activity Centre on the Rosebud foreshore, on a site which is visually prominent from Point Nepean Road. Council has previously undertaken feasibility and comparative optional site analyses and has selected the Rosebud ‘carnival site’ and the adjoining Rosebud Memorial Hall site, together with the adjacent car parking areas, as its preferred development location. As part of selecting this site, Council have also initiated numerous studies and reports which are referenced in Section 3.4. The Rosebud foreshore site has been selected based on its:

• High visibility with high levels of passing traffic

• Accessibility to public transport

• Proximity to Rosebud Activity Centre and the potential for synergies

• Attractive site location

• Suitable size

The site is currently used as a seasonal carnival site however this function will be relocated. It is acknowledged that there may be increased capital costs associated with construction on a coastal site when compared with other sites, however it is believed that these will be offset by the commercial and community benefits associated with constructing a major aquatics facility at this central, beachside location. The extent of the proposed Rosebud foreshore site is as outlined below:

4.1.1 Site Levels and Floor Levels

The site is essentially level. The flood level set for the property is 2.45m AHD, including allowances for sea level rise, storm surcharge & rainfall event. All habitable areas of new buildings require floor levels 300mm above this level at 2.75m AHD. Council enforce this requirement through the Report & Consent to Build on Flood Prone Land process. The top of kerb level at Point Nepean Road is approximately 2.00 m AHD. With regards to basements, Council will only allow “dry” basements, with very strict requirements on how openings for pedestrian, vehicle, ventilation and services are protected. There must be a physical barrier which operates without the need for human intervention and is not reliant on power for its operation. These requirements are again enforced through the Report and Consent process. Council has previously approved five such developments, however only one has been constructed at the corner of Point Nepean and Chatfield Road in Rosebud West.



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4.1.2 Memorial Hall

The existing Memorial Hall currently occupies a corner of the SPA site and was constructed in 1958, and is one of the largest halls in the Shire, with a capacity in excess of 200 patrons. Its main uses are amateur theatre, exercise / dance classes and bingo. The Memorial Hall building comprises a large hall, a small hall, commercial standard kitchen, stage, green rooms, office and public toilets.

The SPA project will need to consider whether it would be best value for the existing Memorial Hall facilities to be refurbished and integrated into the new SPA, or demolished with its functions retained and addressed by the provision of new building area. Included in Appendix B is a schedule of the current Memorial Hall areas, as well as proposed areas for a new hall option. Design competition submissions are to be prepared based on the Principal Consultants preferred approach to the Memorial Hall, including an assessment of the benefits.

As part of the ‘Precinct Plan and Concept Design’ stage, a detailed cost/benefit analysis is to be completed with recommendations on retention or replacement to be prepared for Council consideration and determination prior to the commencement of Schematic Design. The Principal Consultant is to make allowance for the design and documentation of either development option (retain or replace).

The current Memorial Hall finished floor level is 2.02m AHD, which is below flood level and therefore a risk. If the Hall is to be retained and integrated, a level transition zone will need to be incorporated to cater for the proposed floor level of the new building at 2.75m AHD.



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4.2 Precinct Plan

The proposed SPA site sits within a broader foreshore precinct, whose extent and key linkages are identified in the Rosebud Activity Centre within Council’s Urban Design Framework.

The Principal Consultant is to develop a Precinct Plan as part of the ‘Precinct Plan and Concept Design’ stage of the SPA project which takes into consideration the relationship of the foreshore precincts to SPA, including adjacent site uses and pedestrian/traffic links. The Precinct Plan is not required to be documented beyond the first design stage of the SPA project, whose scope and budget relates only to the elements within the approved SPA site. The SPA facilities will however need to be designed and constructed within the context of the Precinct Plan once approved.

The Precinct Plan should also reflect the Concept Plan shown in the Rosebud Coastal Management Plan and be developed in consultation with the community and key stakeholders, having regard to that the Plan should aim to:

• Identify a future vision for the precinct, reflecting its community focus and role within the Rosebud foreshore and providing co-ordinated direction for its future development in a staged and costed manner.

• Provide a net community benefit;

• Avoid net loss of foreshore land available for recreational activities, clubs and operations;

• Ensure development does not impose a detrimental impact on adjacent Sensitive Areas;

• Protect and enhance the existing visual and environmental qualities;

• Utilise the principles of Environmentally Sustainable Design;

• Promote night time use;

• Incorporate the Aquatic Centre as a focus

• Incorporate a new public open space area (replacing the bowling club) containing picnic, playground facilities, public art and a potential ANZAC memorial site which complements the Village Green lawn;

• Investigate the recommended pedestrian crossings to link the precinct activity node and retail areas

• across Point Nepean Road;

• Incorporate the Bay Trail;

• Provide all abilities and accessible pedestrian linkages to the Bay Trail and beach;

• Rationalise and consolidate car access and parking in close proximity to facilities;

• Provide high quality landscape design;

• Improve bay viewing opportunities, particularly behind the Sound Shell; subject to the three step approach of avoid, minimise and offset the removal of any vegetation

The proposed extent of the Precinct Plan is identified by the red line in the plan below. It should be noted that the proposed Precinct Plan extent aligns with the foreshore precinct extent as identified in the Urban Design Framework.



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Key locations of interest are as summarised below. This list is not exhaustive and the Principal Consultant must complete its own site investigations and analysis:

1. The Bay

Currently only limited views are provided between the Foreshore Precinct and the water. The Precinct Plan should explore opportunities to improve or enhance visual links between the water and foreshore.

2. Sea Scouts Clubhouse

The existing Sea Scouts Clubhouse is proposed to be retained in its current location for the purposes of the Precinct Plan. The club requires direct access from Point Nepean Road and a nominal carparking allocation which will be determined as part of the SPA project detailed traffic impact and parking analysis.

3. Yacht Club

The existing yacht club is to be retained in its current location however opportunities to improve / rationalise vehicular and pedestrian access should be explored. The design of SPA must take this access requirement into account.

4. Bay Trail

The existing bay trail provides a shared cycle and pedestrian path and is well utilised. The section of path running the length of the SPA site is to be upgraded as part of the SPA project to meet current bay trail shared path specifications. The SPA design should maximise any opportunities which result from the Bay Trail and its relationship to the SPA site.

5. Major outfall drain

The existing major outfall drain runs north-south across the site in front of the existing Memorial Hall entry and is a significant piece of existing infrastructure which must be maintained as part of the proposed development. It should be assumed that access to the drain will need to be maintained and that this will likely prevent construction over or immediately adjacent to it.

6. Gross pollutant trap

The existing gross pollutant trap is linked to the major outfall drain and will need to maintained as part of any propose development including truck access.

7. Sound shell

The existing sound shell is of social and architectural significance, and is heritage listed. It is utilised for gatherings and public performances. The sound shell and open spectator area in front of it must be maintained as part of any proposed development. The proposed SPA should provide a sensitive interface with the sound shell from all directions.



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8. Rosebud Youth and Bandhall

The existing Rosebud Youth and Bandhall provides a meeting space as well as catering function (“Vinnies Kitchen”). There may be an opportunity to review the use of this facility in the context of a Precinct Plan, with the possibility for its functions to be rationalised with services provided by the Memorial Hall or other Council facilities, although the demolition, redevelopment or replacement of this building do not form part of the SPA project.

9. Village Green

The village green is a well used public open space whose function must be maintained and enhanced as part of the Precinct Plan. Opportunities to enhance the interface between the green and SPA should be explored and maximised.

10. Public Toilets

The existing public toilet facility must be retained however there may be an opportunity to incorporate this function as part of SPA subject to cost benefit analysis.

11. Bathing Boxes

Bathing boxes appear in several locations along the foreshore and are to be retained.

12. Lawn Bowls Club

The existing lawn bowls club site has been earmarked as a possible site for a future civic square. This site currently forms the boundary between the precinct and adjoining commercial/residential land use, and provides a key linkage point between the Jetty Road foreshore precinct to the north east, and the commercial district to the south east over Point Nepean Road. Running between the existing bowls club and adjoining residents is an informal foreshore pedestrian access path.

13. Children’s play equipment

The existing play equipment could be retained or provided elsewhere within the precinct as part of the Precinct Plan, and while play equipment will form part of the SPA project, the replacement or upgrading of the equipment shown at item 13 on the plan above is not part of the SPA project.

14. Adjoining commercial/residential

These existing private properties delineate the east boundary of the precinct.

15. Point Nepean Road Traffic Lights and Pedestrian Crossing

This location is considered to be the key pedestrian linkage point between the Rosebud commercial centre and the foreshore. The Urban Design Framework proposes that the crossing will be widened and enhanced as part of a longer term masterplan strategy.

16. Point Nepean Road Retail Strip

Whilst commercial development is proposed to be focused within the commercial district as identified within the Urban Design Framework, the relationship and pedestrian links between the Point Nepean Road retail strip, car parking and SPA will need careful consideration.

17. Point Nepean Road Median Strip Carparking Zone

The existing Point Nepean Road median strip carparking zone will need to reviewed as part of the SPA project, and pedestrian links upgraded to comply with current standards. There may also be an opportunity to rationalise parking entry points.

18. Point Nepean Road traffic lights, pedestrian crossing and site entry zone (Intersection of 6th Avenue)

This second set of existing traffic lights and pedestrian crossing are to be rationalised and incorporated into a new signalised site entry at this location as part of the SPA project, subject to VicRoads approval.

19. Bus Route

There may be an opportunity to relocate the existing bus stop in consideration of the proposed SPA entry point.

20. Camping



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Access to the camping sites is to be maintained, and it is proposed that camping administration will be incorporated into the reception/administration area of the new SPA.

4.3 Summary of Project Requirements

A summary of project requirements is provided below as an overview and indication of MPSC’s key priorities for the SPA project, and is therefore not an exhaustive list of project requirements. These should be read in conjunction with the Scope of Service for Primary Consultancy Services included as Appendix C.

The appointed Principal Consultant is to prepare a detailed Reverse Brief in response to MPSC’s summary of project requirements for endorsement by the Project Steering Committee prior to the commencement of Schematic Design.

4.3.1 Outline Scope of Works

The current Functional Area Schedule is included as Appendix A and provides a detailed summary of the required project functional areas. These areas are to be read in conjunction with the Memorial Hall functional areas included as Appendix B. In summary the scope of works for the SPA project is as follows:

Main 25m 10 lane pool

Spectator area

Leisure pool with program area and toddlers zone

External water play area and the possibility for waterslides (see below)

Spa/Sauna facilities

Warm water program pool

Other support facilities

Storage

First aid room

Pool office

Wet lounge

Plant rooms

Health and fitness areas

Weights and cardio room

Multipurpose / function room

Wellness centre

Crèche / Multipurpose room

Foyer/reception/merchandising

Office / admin / staff rooms

Café / dry lounge

Wet / dry change and amenities

Family change rooms

Dry plant room

Cleaners room

General circulation allowances

Upper level outdoor deck with bay views

External works / landscaping / carparking



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Optimised site entry including signalisation and pedestrian link across Point Nepean Road

4.3.2 Optional Works

Waterslides

In addition to the above outline scope of works, MPSC will also consider the inclusion of waterslides. Subject to design responses and business case, these additional elements (inclusive of any required additional building area, plant and services infrastructure) are to be fully designed initially and be incorporated as a second stage or tender option to the construction contract.

MPSC’s decision on whether or not construction of the waterslides will proceed as part of the SPA project will be subject to total project costs and business case approval.

Memorial Hall

As noted in section 4.1.2, MPSC will also consider refurbishment or the demolition and possible replacement of part or all of the Memorial Hall facilities, subject to services being maintained or enhanced, and to cost/benefit analysis. If the Hall is proposed to be refurbished the following minimum scope would apply:

Upgrade / replacement of mechanical and other building services to meet current standards

Works to ensure compliance with current building code requirements, including with respect to fire and disability access

Refurbishment works to building fabric as required

Upgrade / refurbishment of internal finishes

Upgrade / replacement of audio visual and lighting systems

Upgrade / replacement of kitchen equipment and other fixtures and fittings

4.3.3 Future Proofing

The SPA design must make allowance for a gymnasium future expansion zone of 300 sqm. In determining site infrastructure requirements, the Principal Consultant must consider potential future site uses in conjunction with MPSC and make sufficient flexibility and future proofing allowances in its design.

4.3.4 General Requirements

A flexible and efficient design should be provided which makes allowance for future proofing and multiple use of spaces.

Subject to costs and building performance and energy efficiency parameters, the design should maximise floor to ceiling heights and external visual connections to the precinct and bay.

A holistic and effective site wayfinding strategy is required which maximises the potential of passive built form elements in identifying key locations and circulation routes, in addition to the use of directional signage. Wherever possible clear sightlines should be provided to locations of interest to improve wayfinding, and to minimise security, safety and vandalism “black spots”.

Generally and wherever possible equipment and finishes must have a well-established track record in the Australian market with local service back-up.

Provide an open, welcoming and inviting entry sheltered from prevailing weather and with a contemporary look and feel which is appropriate to the foreshore location. Provide a light colour pallet to aquatic areas to assist with ambient lighting levels and safe supervision.

4.3.5 Safety in Design

Health and safety sits at the very highest priority on this project, and must be considered in all aspects of design, construction and operations.

As required by law, the Principal Consultant must undertake a Safety in Design review at key design stages and provide a Safety in Design Report to MPSC as building owner and occupier. It is expected that MPSC will be actively involved in this process with review meetings to be held at Council’s Rosebud offices.



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4.3.6 Sustainable Design

Provide designs which complement and enhance the visual and natural local environment, whilst creating minimal impacts during construction and operations.

Respond sensitively to the predicted impact of future sea-level rises from climate change, and other environmental implications associated with building at a coastal location.

Incorporate best practice Environmentally Sustainable Design principles where economically feasible, minimising the use of finite resources and energy in both construction and operation. Include for best practice water sustainability methods including consideration of waste water, backwash cleansing and water quality through expressed ecological filtration systems, incorporating the natural systems of the Peninsula where possible. Examine and assess the potential use of geothermal, cogeneration or other proven technologies.

Recommend appropriate sustainable design objectives and benchmarks for MPSC consideration and approval.

Comply with Town and Urban Planning, Planning and Building Approval, Building Code of Australia and Australian Standard minimum requirements, and exceed those requirements wherever possible, subject to achieving value for money.

Provide a sustainable design strategy which provides best value for money. Review sustainable design options and provide recommended options for inclusion in the project scope, supported by benefit analysis, and Life Cycle Cost Analysis.

Outline construction stage reporting requirements to ensure that specified sustainable materials are provided. Review and comment on sustainable materials reports when received from the Contractor.

During the Defects Liability Period:

o Provide energy, water and gas use performance targets based on design assumptions;

o Complete a quarterly review of building systems performance and provide building tuning actions to the Contractor to improve operating efficiency, and

o Confirm energy, water and gas use performance targets based on an efficiently operating facility.

4.3.7 Access for All

The facilities are to be fully accessible and cater for persons of all abilities

Comply with minimum DDA code requirements and exceed those requirements where this will add value

Consider ‘Changing Places’ guidelines in the design and specification of accessible change and toilet facilities

4.3.8 Building Information Management (BIM)

Provide a fully coordinated 3D model of the building to be made available to construction tenderers as a pricing aid or to assist with build ability and coordination. The same model to also be provided to the facility operator to assist with ongoing operations, asset management and maintenance.

4.3.9 Finishes and Materials Selection

Ensure that the most appropriate materials are selected for inclusion within the project, giving particular regard to internal and external environmental conditions, including the site’s location immediately adjacent to the beach.

Engage a materials expert to ensure that metals, concrete mixes, protective coating systems, polymers and other materials are appropriately specified and constructed to minimise ongoing maintenance and the risk of failure. Provide life cycle risk and costing analysis where required to assist with decision making.

Wet Areas:

o High quality and durable floor finishes to all aquatics areas, and in particular concourses



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o Fully tiled walls to change rooms

o Stainless steel products are to be used sparingly and specified as marine grade

o High quality steel paint coating applications must be used in accordance with manufacturers recommendations

o Wall and ceiling finishes to be highly durable and low maintenance

o External grade timber products including doors, seating and joinery items to wet areas

Dry Areas:

o High quality, durable and low maintenance floor finishes throughout dry areas, with rubber flooring, vinyl, marine grade carpet and non-slip ceramic tiles as determined by functional requirements.

External:

o Highly durable external façade and roofing systems which consider the impact of the coastal environment, with access readily available to all surfaces for cleaning and ongoing maintenance.

Fixtures and Fitments

o Highly durable fixtures and fitments suitable for high-usage public buildings in harsh environments.

4.3.10 Building Services

4.3.10.1 Mechanical

Provide a fully automated air conditioning system with zoning for differing thermal loads, occupation, area function and usage times.

Provide ventilation in accordance with relevant standards for hot air relief, smoke management, fume extraction and specialist use functions.

Provide systems which are efficient to operate, and which maximise internal air quality whilst minimising the risk of condensation.

Provide low-noise equipment with appropriate acoustic treatment where located adjacent to public areas and to meet relevant standards.

Provide fire stopping to all penetrations through fire rated elements to meet code, fire separation and Fire Engineering requirements.

4.3.10.2 Electrical

Provide power, communications and data services to all spaces to meet end user requirements, with allowances for future proofing where appropriate.

Ensure maintenance access panels are provided for all electrical and other equipment in wall or ceiling spaces.

Minimise energy use via use of efficient equipment and optimised control strategies.

Provide an integrated Building Management System (BMS), incorporating metering of all primary systems to monitor energy, water and gas usage.

Provide wireless internet access throughout.

Provide a master clock system.

4.3.10.3 Lighting

Wherever possible the design should maximise natural lighting levels as a first priority, and consider overshadowing to surrounding areas and amenities.



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Provide a creative interior and exterior lighting scheme in addition to consideration of functional lighting level requirements. In particular provide creative specialist lighting solutions to the entry and foyer, gymnasium / multipurpose rooms, external façade and landscape.

Provide an automatic lighting controls strategy that maximises energy efficiency.

Select energy efficient light fittings of high material quality which are suited to the aquatic environment and positioned for ease of maintenance access.

4.3.10.4 Audio Visual

Provide AV systems that are reliable, cost effective, simple to operate and utilise current technology.

Provide an integrated audio, projection and lighting control system to multipurpose rooms, including wireless audio control, and localised AV racks.

Integrate TV’s throughout the facility with a digital signage system.

Provide a cost effective hearing augmentation system to BCA requirements.

Provide a separately zoned public address system.

4.3.10.5 Security

Provide a functional security system including alarm, access control and CCTV to meet user requirements.

Provide a members’ access system integrated with entry control gates and lockers.

Ensure current equipment is specified, and that system design enables equipment to operate at its peak performance.

4.3.10.6 Hydraulics

Provide a conventional gravity sewer system wherever possible discharging to the authority sewer main.

Provide an efficient roof drainage system which is easy to maintain and minimises the potential for damage resulting from system faults.

Provide a metered water reticulation system which is linked to the BMS.

Provide a rainwater harvesting system including treatment as required for effective use.

4.3.10.7 Pool Engineering

Provide a cost effective, efficient and safe to operate pool filtration system which minimises water and energy use, whilst maintaining high water quality.

Ensure pool water use is metered is linked to the BMS.

Ensure pool water temperature is controlled at appropriate levels and linked to the BMS;

Provide pool structural designs with a minimum 50 year operational life.

Provide pool designs which maximise flexible and multifunctional use of water areas.

Ensure pool finishes and fittings are of the best quality and with colour selections to meet operational and safety requirements.

Ensure pool designs meet Royal Life Saving Guidelines.

4.3.10.8 Fire Protection

Prepare a Fire Engineer Report (FER) for the new facilities and ensure that all required works are incorporated into the specifications.

Avoid the use of sprinkler systems unless absolutely required.

Provide fire hydrants and hose reels throughout as required.

Provide smoke detection, occupant warning system and all other smoke and fire safety measures required to meet relevant standards and comply with the FER.



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4.3.10.9 Vertical Transportation

Provide vertical transportation solutions for people movements and to offer access for persons with a disability.

Specify high quality, durable equipment from known suppliers with a proven track record and well established local installation and maintenance services.

Provide return to ground function in the case of a fire event.

4.3.11 Building Structure

Provide an efficient and cost effective structural design solution to withstand building and environmental live and dead loads.

Design for the site ground and environmental conditions including consideration of the impact of ground water and future sea level rises, and provide a structural options analysis with recommendations for in ground structures including foundations and basements (if required).

Ensure buildability and future expansion requirements are considered in the design of structural systems.

Ensure internal slabs make allowance for maintenance and access equipment loadings.

4.3.12 Civil Infrastructure and Landscaping

The design is to consider clear sightlines as a means of unsigned wayfinding, a mechanism for connecting the facility to the foreshore and the Bay and as a means of promoting a safe environment across a 24 hour cycle.

The civil and external areas design is to consider aspects for security including, lighting, clear sightlines, safe movement with good connections and access, and mixed use and activities to promote public use and self-policing.

A range of traffic calming measures (such as raised pavements, lockable gates, shared zones, pedestrian crossings etc) may be required across the site, in particular adjacent to main circulation routes. In all such situations, the safety and ease of movement of pedestrians should be given priority.

Provide an integrated pedestrian and cycle path system, linking all built facilities and public spaces with the surrounding precinct, and providing a defined provision of access. Upgrade the section of Bay Trail which runs parallel to the site to meet current shared path specifications, and maximise the opportunities for improved cycle and pedestrian access to the new facilities.

Provide an entry forecourt and landscaped areas with passive social / recreation opportunities for patrons, visitors and the general community, for all ages and abilities. Consider the possibility for incorporating interactive water play features into the forecourt design.

Provide extensive planting of vegetation for summer shade to paved areas, winter sun and mid season sun to pedestrian and gathering areas, wind protection, and consistent with the landscape character of the foreshore, fully considerate of local soils and climatic conditions. Retain existing trees and vegetation where possible and create a landscape character which is low maintenance, endemic to the region and culturally appropriate, and that will grow to a scale appropriate to the proposed facilities and uses.

Provide a drainage strategy which considers:

o The retention of the existing major outfall drainage system

o Water Sensitive Urban Design / Water Quality

o Stormwater harvesting

o Detention analysis

o Site discharge to minimise pollutants

o Irrigation systems

o 1:100 year storms



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o Non reliance on pumped systems wherever possible

Provide a robust external pavement design which meets minimum Council requirements with additional allowances for adverse ground conditions or a 30-year pavement design life, whichever is greater. Provide a pavement construction joint layout which minimises the opportunity for pavement cracking, and which forms an integral part of the site design

Provide an earthworks design that, where practicable, minimises the volume of material that is to be imported or exported. The earthworks shall provide site levels and grading that suit the topography and achieve the following minimum requirements:

o Falls away from buildings

o Overland flow paths and freeboard to buildings for flood events

o Operational building floor levels 300mm above 100 year flood level

4.3.13 Traffic and Parking

Prioritise pedestrian movements within and between parking areas and the new facility and clear crossing points to Point Nepean Road.

Prepare a detailed site traffic impact and parking assessment to determine car parking requirements and support any planning application process and the development of functional designs. This assessment should consider and incorporate adjacent site precinct uses, including the camping area, sea scouts, yacht club, village green and sound shell.

Provide a new signalised entry and pedestrian crossing at Point Nepean Road, and improved pedestrian access and rationalisation of the parking to the Point Nepean Road median strip.

Incorporate provisions for public transport infrastructure, bus drop off and service delivery vehicles.

Liaise with relevant Authorities including VicRoads and Council’s traffic department to secure any required approvals.

4.3.14 Utilities and Site Services Infrastructure

Evaluate the location and capacity of existing utility supply points for electricity, gas, telecommunications, potable water, sewer drainage, stormwater drainage and recycled water. All existing services are to be identified and detailed on existing condition plans.

Determine the required utilities service loads and allow for future site demand in the overall design.

Liaise with relevant supply authorities to determine additional site infrastructure requirements and seek supply offers as required. Fully coordinate the requirements of supply authorities into the final designs.

4.3.15 Maintenance and Asset Management Plans

Include minimum requirements for maintenance during the Defects Liability Period within the specifications. Monitor maintenance provided by the Contractor to confirm adequacy.

At the completion of the Defects Liability Period provide an Asset Management Plan for use by the operator.

4.3.16 Kitchen Design

Provide kitchen layouts to meet user operational and service delivery requirements and comply with all relevant standards.

Select finishes which are highly durable and equipment which is efficient and easy to use, and comes with local service support.

4.3.17 Furniture and Soft Furnishing

Provide options and recommendations for the selection of furniture and soft furnishings which are consistent with the overall interior design strategy. This may include office desks and loose furniture to café, foyer, gymnasium, administration and other areas.



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4.4 Statutory Approvals

In conjunction with Davis Langdon, the Principal Consultant will be required where necessary to meet with statutory authorities to ascertain planning issues, potential conflicts, approval processes, timing, and potential for appeals or dispensations, initiating any required payments for fees and obtaining any necessary planning approvals. This includes any which may have regulatory effects on the design of the Project, including but not limited to authorities having jurisdiction over planning, building permits, firefighting, traffic health and safety and the environment. All works required to satisfy these requirements are included in the scope of works for the Project.

The Principal Consultant will be required to liaise with and seek the necessary approvals from VicRoads regarding any proposed works to the Point Nepean Road median strip and main site entry.

4.5 Compliance with Standards

The development shall comply with all current requirements of the Building Code of Australia, Authorities, and Australian Standards or as approved by the relevant authority, including but not limited to:

Building Code of Australia

Building Regulations

All relevant Australian Standards and Codes

Worksafe guidelines

Supply Authority Regulations

Health Department Regulations

Fire Authority requirements

Royal Life Saving Club of Victoria Guidelines

The Mornington Peninsula Planning Scheme

The requirements of the Department of Environment and Primary Industry

The requirements of the Department of Planning, Transport and Local Infrastructure

The Victorian Coastal Strategy

Plant design, layout, access and material selections shall comply with appropriate work place health and safety requirements, and other relevant codes and regulations. The Design Team is to liaise with relevant authorities to ensure the design meets all code and Authority requirements.

The facilities are to be fully accessible and compliant with Building Code requirements.

4.6 Client Managed Works

Works being managed by the Client are as follows:

Furniture Fittings and Equipment (FFE) other than items noted in 4.3.15.

Grant funding applications



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5.0 Precedent Whilst the Project Team is to draw on the combined experience of each organisation in delivering projects with similar requirements, the following projects have been identified as providing a key reference in establishing relevant precedents for the Southern Peninsula Aquatic project:

No Project Title and Location Relevance

1 Aqualink Box Hill One of the latest aquatic leisure facilities built and opened in Melbourne (December 2013) and caters for 600,000 to 700,000 visits. Range of new finishes and layouts and technology that is relevant to the SPA project.

2 WaterMarc Greensborough Water play and water slides are latest installed. Indoor warm water program pool is excellent design Concourse treatments are failing and need review. Excellent entry and control systems Excellent food and beverage areas with self serve concept and party room

3 Hawthorn Leisure Centre Latest aquatic leisure facility opened and high standard warm water program pool and health and fitness centre. New retail areas and entry area and food and beverage are well designed.

4 Glen Eira Sports and Aquatic Centre Excellent health and fitness areas, food and beverage, front of house and group fitness rooms ad warm water program pool and spa. Poor water play and LTS pools and high cost internal waterslides.,

5 LeisureLink Waurn Ponds (Geelong) Excellent waterslides and water play area but use of tension membrane fabric needs review. Large gym and dry program rooms and retro fitted retail and entry. Food located away from entry and poor layout.

6 Monash Aquatic Recreation Centre Excellent finishes at this centre that has stood more than 10 years high use. Excellent café and retail and reception layouts.

7 Casey RACE Poor pool concourse finishes, poor water play area, and large amounts of timber area requiring ongoing maintenance. Poor gym layout/design. High level water harvesting systems

8 Peninsula Regional Aquatic Centre Still under construction but excellent front of house, retail, food and beverage and wellness centre. Excellent warm water pool linked to wellness centre. Water play equipment and waterslides are also well designed.

9 Aquanation (Ringwood) Still under construction but excellent sightlines with views into pool hall from foyer and level 1 gymnasium (including gymnasium mezzanine level). Excellent crèche, café, change and warm water facilities. 2 x body waterslides with generous queuing zone

10 Wyndham Leisure Events Centre Still under construction but collocates an aquatic centre with events centre, including some shared services, including entry forecourt. Includes major water feature and the latest waterslides. Generous gymnasium overlooking pool hall



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6.0 Design

6.1 Generally

The Client has identified the need for the proposed facilities to achieve high standard in terms of Design Quality where this is deemed to provide value for money in consideration of project budget limitations.

Quality benchmarks have been established with the various precedent projects noted in Section 5.0, and which will continue to inform finalisation of internal finishes with Stakeholder Groups. Given project budget pressures, a key ongoing challenge will be to provide a level of quality which meets MPSC expectations and budget and which minimises ongoing operational and maintenance costs. Value Management principles will continue to be applied throughout the project to ensure best value whilst maintaining Design Quality and ensuring longevity of the proposed facilities.

The development is to comply fully with the latest relevant version of the appropriate Australian Standards and the Building Code of Australia as a minimum and where possible improve on these requirements where that would add value.

The design will, within the budget limitations, achieve a high standard of Environmentally Sustainable Design (ESD) outcomes, whilst ensuring the building is cost effective and is based on efficient and economical design in its operation and construction.

6.2 Stage Reports and Approvals

A number of pre-identified project milestones are detailed in the Project Management Plan, the Master Control Program and Section 7.0 of this FTB. These milestones will serve as a check point that the project is progressing in accordance with MPSC requirements and the FTB.

At the completion of each milestone and prior to the project proceeding to the next stage, the required Works Verification and Client Sign-off is to be completed in accordance with the procedures outlined in the Quality Management Plan (QMP). Typically this will be in the form of an End Stage Report that will be evaluated against MPSC requirements as presented within the FTB and, following satisfactory review, MPSC will be required to sign off and confirm that the project is on track and may proceed to the next stage.

6.3 Design Reviews

Design Reviews are to be undertaken throughout the project as part of consultant and working group meetings and formally at key project stages. The Principal Consultant and Davis Langdon are to keep a record of any issues arising from informal and formal design reviews, including proposed and completed management actions.

A review of the design by Council’s Design Advisory Panel (DAP) is to be undertaken at the completion of Schematic Design. In addition MPSC may engage other external consultants to complete a peer review of designs at any stage of the project.

6.4 Design Quality Management

Davis Langdon will request and be responsible for the review and compliance monitoring of the following:

- Principal Consultant’s and other sub-consultants’ Quality Plans;

- Contractor’s Quality Plan;

- Ensuring that the appropriate quality assurance (QA) processes are adopted by respective project team members;

- Ensuring a system of cross checking and referencing between Architectural, Engineering and other design documentation and (where a Bill of Quantities is used) the Bills of Quantities ;

- Oversight of the implementation of ‘on-site’ QA procedures by the Contractor, including the review of these systems and the outcomes by the consultant team;

- Randomly auditing to ensure physical quality standards are achieved; and

- Developing and administration of procedures to handle non-conformances.



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7.0 Program

7.1 Key Milestones

The Project Management Plan (PMP) and Master Control Program (MCP) identify the following Key Project Milestones and will be updated and managed by Davis Langdon as appropriate:

Milestone Description Target Completion

1 Consultant Appointments 13 October 2014

2 Precinct Plan and Concept Design 24 December 2014

3 Schematic Design / Submit Planning Application 27 February 2015

4 Design Development 15 May 2015

5 Contract Documentation 18 September 2015

6 Tender and Contract Award 25 January 2016

7 Construction Practical Completion 06 November 2017

8 Defects Liability Period 06 November 2018

All members of the Project Team are requested to give early warning notices to Davis Langdon on areas which present program opportunities, risks or constraints as early as possible to allow for review and mitigation actions where necessary.

7.2 Staging Requirements

All or part of the proposed works may be subject to further funding and strategic planning which may require parts of the design or construction (including any options) to be staged. Staging requirements for the project will be further developed and agreed with MPSC as the project progresses.



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8.0 Cost

8.1 Budgetary Constraints

The current approved Total Project Budget (TPB) is $33.88M however this excludes the following items:

GST

Waterslides and external waterplay

Works to the Memorial Hall or new hall facilities

Public art

Staging costs

Operational and staff costs

Marketing costs, business case and feasibility study fees, financing fees and charges

It is anticipated that the possible inclusion of refurbished or new Memorial Hall facilities and waterslides would increase the Total Project Budget (TPB) to $40M. Assuming inclusion of these works the Total Construction Cost (TCC) estimate is expected to be in the order $33M excluding contingency, or $35M including contingency.

The TPB and other budget allocations will be confirmed at the time of award of the Principal Consultant contract, following receipt of design competition submissions.

The Design Team is to design to the approved TPB at all times and advise Davis Langdon immediately whenever the briefed project requirements are likely to exceed budget allocations.

The project budget includes an overall 4% ESD budget allowance, which will be used to implement environmentally sustainable design components. Davis Langdon and the Principal Consultant are to seek challenging and innovative ways in which the allocated ESD Budget is implemented to ensure maximum value for money.

The project contingency will be confirmed, budgeted and administered by Davis Langdon on behalf of MPSC.

8.2 Funding Opportunities and Constraints

It is currently proposed that development of SPA could be financed through a combination of loan borrowings, grants from sale of assets, State and Federal Government grants, rates and general Council revenue and potentially donations and/or contributions (e.g. discount on provision of goods and services) from other contributing parties.

The exact combination of funding sources required will be dependent on circumstances at the time (e.g. level, type and eligibility for government grants and the prevailing market conditions at the time of any potential asset sale). Given the uncertainty and the lengthy time before commitments must be locked into place it is premature to determine the exact financing mix of the project at this time.

The Project Team will be required to assist MPSC with any funding applications for the project within reason by providing relevant professional project advice in support of any funding applications it may make.

8.3 Value Management

Value Management workshops will be undertaken at key stages throughout the project. Davis Langdon will chair these sessions with the focus on the project outcome and effective project delivery.

Value Management will be undertaken adopting a systematic approach to ensure that maximum value for money is achieved with a focus on maximising value rather than simply minimising cost. All Project Team members will need to proactively participate and define what is needed, aligning design requirements to ensure minimal waste and maximum benefits.



28

9.0 Management The Project Management Plan (PMP) outlines the processes and procedures to be adopted for the management of the SPA project. The following Project Management Structure has been established:



29

10.0 People

10.1 Client Team

The project is to be developed in conjunction with members from the following key MPSC Departments:

Recreation and Leisure

Operations and Infrastructure

Facilities and Building Services

Environment

Contracts and Purchasing

10.2 Consultant Team

10.2.1 Primary Consultant Team Structure

The following primary consultant team structure will be established for the project:

Project Management / Cost Management – Davis Langdon

Leisure Planner – SGL

Probity Auditor – Thomas Moore

Principal Consultant – TBC

10.2.2 Principal Consultant Team Structure

The Principal Consultant contract will include responsibility for the following design sub-consultants:

Architecture

Structural Engineering

Civil Engineering

Landscape

Pool Engineering

Mechanical Engineering

Electrical Engineering

Hydraulic Engineering

Fire Services

Fire Engineering

Security

Vertical Transport

Audio Visual

Acoustic

Environmentally Sustainable Design

Traffic Engineering

Building Surveying

Access Consultant

Coastal Impact Consultant

Asset Management and Materials Consultant



30

Safety in Design Consultant

Planning Consultant

Kitchen Fitout Designer

In addition the Principal Consultant contract will include provisional sum allowances for the following services:

Life Saving Victoria desktop audit

Site investigations (Including feature surveys, services surveys, geotechnical surveys, Indigenous Heritage and other)

Waterslide / waterplay supplier design services (if required)

If these services are required, the Principal Consultant may be required to seek fee and service proposals from suitably qualified organisations and provide recommendations for appointment under the relevant provisional sum item.

10.2.3 Additional Client Consultancy Services

Further specialist consultancies may be required and will be separately tendered on an as-needs basis. These may include:

Peer Review Consultants

The appointed Principal Consultant may be required to create a brief for any additional consultancy services and assist with tendering for those services and providing recommendations for appointment. The Principal Consultant will be required to work cooperatively and openly with any additional services appointed by MPSC for the project, including peer review consultants.



31

11.0 Communication The Project Management Plan (PMP) outlines specific project requirements for Communications. In addition, the Stakeholder Communications Plan outlines the type and frequency of communications with key stakeholders and responsibilities for any lead communicators and current communication actions. The Stakeholder Communication Plan will be reviewed periodically throughout the project to ensure its relevance and to adjust to for any unforeseen circumstances. The Stakeholder Communications Plan aims to:

actively engage stakeholders in the scoping and development of the project

inform stakeholders of the progress and status of the project on a regular basis and at nominated critical milestones

deliver a successful, fit for purpose facility that meets the operational and functional requirements of key stakeholders

.



32

12.0 Procurement Davis Langdon will prepare and keep updated a Procurement Management Plan which sets out a strategy for procurement of the key works Contracts, including the process for evaluation and Contract award.

The appropriate type(s) of procurement route is to be determined based on agreed key project criteria, scope and staging requirements, and ability to deliver ‘best value’ for the project.

In addition, the Project Team is to explore opportunities for early works packages to maximise program benefits and present these to Davis Langdon for consideration.



33

13.0 Project Risks Davis Langdon will implement a formalised Risk Management process which will commence with a Risk Management Workshop following the appointment of the Principal Consultant to bring together the project team and all the key stakeholders.

Davis Langdon in conjunction with the project team will control risk on the project through continuous risk management exercises at the conclusion of each project stage.

Key project risks will also be subject to review and discussion at project meetings to identify the decisions required which; will have a greater impact and potential for increase effects on cost, time and quality at a later stage.

Once project risks have been identified Davis Langdon in conjunction with the project team will adopt and implement a process of managing the risk in a flexible and vigilant manner through a process of assessment and categorisation as indicated below:

The Risk Register will be maintained by Davis Langdon and updated regularly to actively manage risks through regular team review throughout the course of the project.

RISK CLASSIFICATION

RISK CONSEQUENCE

RATING

RISK LIKELIHOOD

RATING

RISK BANDING RATING

RISK MITIGATION STRATEGY

REBAND RISK FOLLOWING MITIGATION /

REVIEW



Appendix A

Functional Area Schedule

Southern Peninsula Aquatic (SPA) PROPOSED FACILITY COMPONENTS AND AREA SCHEDULES (V6 11-06-2014)

FUTURE EXPANSION JULY 12 BRIEF VARIANCE COMMENTSPLANNING

Education

Provide indoor activity pool area for lap swimmers, schools and leisure users.

Adjacent to spectator areas.

Fully compliant DDA access ramp to be included on closest to change room side of pool.

Pool – 25m x 25m 1,056m2

Competition Provide club and fitness activity area.

Deep pool areas located away from other shallow water pools.

Water temperature range 26C to 28C.

Wet Deck – 0.5m around pool edge

(33m x 32m)

Health and fitness

Provide short course events pool

25m pool needs to be isolated from other pools during competition use (noise and access factors).

Concourse – 3.5m sides, 4.0m ends

Events Water depth 1.3m to 2.1m.

Training Ramp 20m x 1.5m wide = 30m2

Programs Total area 33m x 32m = 1,056m2

Education

Adjacent to side of 25m pool on opposite side to ramp or best location to get people quickly to seats.

Have capacity to add temporary seats (125) to provide total capacity of 225 adults for special events.

Competition Ensure no pool hall columns in vision lines.

Consider range of options for providing temporary spectator seating

Events

Consider temporary spectator area clear of columns.

Casual spectators

Consider placing above School/Event Change area?

Leisure Pool with linked water areas catering for

Leisure activities Provide 3 linked leisure water areas

Close to changerooms

Ensure that the activities within the leisure water areas do not conflict with each other.

Learn to swim pool 20m x15m = 300m2

950m2

Consider how extra seats can be added in the future

AREA SCHEDULESTOTAL INDOOR AREA

(m2)

Indoor Aquatic Hall

Main Competition 25 metre X 25 mitre Pool with 10 lanes (2.5m) with compliant access ramp

No future expansion issues for this component

Spectator Area for 25m pool

Provide basic seating provision (100) with option to add temporary seating to adjoining concourse for special events (125 people/seats).

Seating area located down sideline of pool plus consider clear walkways for spectators to get from entry to seats.

100m2

ACTIVITY AREA FACILITY COMPONENTS

TARGET USER MARKETS

DEVELOPMENT OBJECTIVES

FUNCTIONAL RELATIONSHIPS

OTHER FEATURES TO CONSIDER

1,056m2 No change

125m2

0m2

minus 25m2

Toddlers Social groups

Area 1 beach entry and shallow water play pool leading to LTS/program pool.

Close to wet lounge and café.

Ensure toddlers pool can only be accessed from concourse and clear barrier stops access to deeper water.

Beach entry/free form water 290m2.

(Approx.)

Children Entertainment Area 2 LTS/program pool

Locate to ensure vision from foyer/reception

Water temperature range 30 to 32C.

Toddlers Pool 60m2

Older children Learn to swim (LTS)

Area 3 Toddlers pool separated by clear barrier to deeper water and beach access and only has concourse access

Locate to provide vision to main centre entry.

Total water area 650m2

Schools Adjacent to Splash Pad and water play area.

Concourse average 3m around pool area.

Programs Close to family change

Depth 0.00m2 for beach entry to 1m deep.

Infants Close to exit to outdoor areas.

LTS area 600mm to 1m

Families

Older adults Adjacent to specific change area.

DDA compliant access ramp down side of pool closest to change facilities.

Pool - 20m2 x

10m²455m²

People with mobility issues.

Separated by glass walls with door access from other pools.

Water temperature range 34 to 36C

Wet Deck – 0.5m² around pool edge

(26m² x 17.5m²)

Programs

Located away from leisure pools, splash pad and waterslides.

Concourse 3m around all sides.

Therapy Close link to easy access from wellness centre.

Depth 1.1m to 1.4m (to be reviewed and confirmed).

Education

Youth

Needs to be located off main pool hall with internal covered stair and covered flumes arriving back into step out flume on concourse

Multiple slide area of 2 slides (with future capacity for 2 more slides.

255m2 (15m x 15m) for flume drop off area located within in indoor pool hall.

No future expansion issues for this component

Warm Water Program Pool and DDA compliant access ramp

Cater for large range of older adults, children and therapy classes and casual users.

Need to complete a review of similar recently built warm water pools to confirm final water depth and temperature ranges

Needs to be considered as a

980m2

455m² No change

minus 30m2

0m2

Children

Slides to be located exterior to the building so need covered flumes for all outdoor slide areas..

Height of tower say 12.5m high platform

Tower footplate to be designed but say 8m x 10m =80m2

Families

One slide to include body slide/inflatable ride and one slide to be body slide

Allowance for store of inflatables and tower access 80m2

Schools Clubs

Older adults

Provide hot water spa pool and dry sauna for social / relaxation and therapy

Adjacent to warm water program pool

Landscape area

Located in the warm water pool zone and concourse allowance covered in this area

Social

Capacity for approx. 16 people in each Spa/sauna

Close to separate change facilities

Concourse shower needs to be provided.

Spa – 35m²

Therapy Spa water temperature 38 to 40C.

Dry Sauna – 20m²

Sports recovery

Non-organised leisure

Other support facilities

Storage close to program pool/LTS Pool

Link circulation and wet lounge areas

Storage – 80m²

- Storage

First aid room has direct concourse access and external ambulance access

Consider issues of access to outdoor splash pad

First aid – 15m²

- First aid room Pool office close to program/LTS pool

Provision of security lockers on the concourse close to change.

Pool office – 20m²

- Pool office Wet lounge adjoins café and leisure pool

Wet lounge – 100m²

- Wet lounge Circulation/walls allow 10% (on 3,576m2 )- 360m2

- Plant rooms Plant – 310m2

3,936m2 3,576m2 plus 3602

Waterslides and Tower

Provide adventure water for fun and entertainment

415m2

considered as a possible later stage development but planning completed to ensure can be constructed at a later date.

Spa/Saunas 75m2Consider future steam sauna to be added.

Service areas Service areas 885m2

Final design will determine final area. ESD initiatives chosen may require larger plant room area.

Subtotal Indoor Aquatic Hall

0m2 New area

75m2 No change

855m2

plus 415m2

0m2

30m2

Health and fitness

Provide general fitness area incorporating weights, cardio equipment and circuit area.

Located close to reception

Ensure design allows for provision for future extension opportunities by expanding gym into multi-purpose rooms.

Gym – 605m2

Therapy Major revenue area.

Located close to dry change

Complete floor surfaces review. Office – 15m2

Competition / clubs

Located close to multipurpose rooms

Consider timber plinths for cardio equipment so can have flexible power connections.

Fitness test (X 2) 40m2

Industry training Shared storage Store – 40m2

Consider locating in upstairs area above amenities.

Health and fitness

Provide multi-use floor areas suitable for classes and functions.

Locate close to reception

Complete flor surfaces review to match floor to agreed activities in each space.

Room 1 200m2Complete floor surfaces review.

Therapy

Ensure flexible design to suit a large range of purposes and user capacities.

Locate close to dry change

Kitchenette with servery to largest multipurpose room.

Room 2 100m2

Ensure internal wall system can be modified if total area opened up for gym extension.

Competition / clubs

Adjacent to weights room

Provision of acoustic treatment to limit sound breakout.

Room 3 80m2Consider future location for rooms if gym is expanded

Industry training Shared storage

Consider sound system and speakers for each user layout.

Store 20m2

Social group Close to meeting/club room

Events/social

Consider locating in upstairs area above amenities

Wellness and Health classes

Provide a relaxing and quiet wellness and health zone.

Close to front of centre and assess off foyer close to reception.

Provide shower and toilet linked to 2 rooms (by central link and sliding doors).

7 single treatment rooms 3m x 4m = 84m2

Personal training Provide multi-use treatment rooms

Close access to warm water program pool.

Provide shower/toilet DDA size off reception.

1 x double treatment rooms 5m x 4 m = 20m2

Health Fitness and Wellness Weights Room 700m2

Allow for possible future expansion to create 1,000m2 weights area

Multipurpose Rooms (Dry programs) 400m2

700m2 No change

Toilet shower and circulation space

added Not

400m2 0m2 No change

0m2

Specialist services

Toilet/shower 3m x 3m x 2 = 18m2.

Relaxation Circulation and store 30m2.

Centre staff Sitting area 18m2

Training programs

Sporting Clubs

1,270m2 1,220m2 plus 50m2

Families

Provide childcare and multi-use room for programs

Close to front of centre

Outdoor play area

Floor area – 70m2

Children Provide for up to 21 child placements

Close to reception

Indoor play centre and equipment.

Toilets – 15m2

Non-organised leisure

Supports parents use of centre

Need to be also be used as Birthday party room

Store – 20m2

Social groups Office – 15m2

120m2 145m2 minus 25m2

Provide welcoming entry area that allows users to relax and socialise before entering central areas.

Links to dry lounge (70m2) and café

Gated control systems at reception.

Foyer – 50m²

Social areas that encourage casual stay and increased secondary spending.

Links to wellness centre entry.

Will be also used for camping reception so need larger reception desk and waiting area.

Reception – 30m²

Links to child care/meeting room.

Merchandising – 40m²

Airlock between public front of house and pool hall.

Store – 20m²

Close to reception

Detailed staff areas linked to management model once determined.

Offices x 5 – 75m²

Vision into activity circulation spaces.

Possible extension of areas if further centre activity areas added

Work station area – 75m²

Storage – 40m²

Subtotal Dry Facilities

Front of House Areas Foyer / Reception / Merchandising

All customers 140m2

Need to consider how can link any future ground floor extension areas.

Wellness Centre 170m²

Subtotal Health Fitness and Wellness

Dry Facilities Crèche / Multi-Purpose Room 120m2

Offices and Administration and Staff Rooms

Centre staff Provide areas for staff and centre administration.

270m2

plus 10m2

plus 80m2

120m²added. Not

practicalfor wellness centre users to use general amenities

145m2

plus 50m²

minus 25m2

130m2 Minor increase

190m2 Includes camping administration

Staff room – 50m² Staff amenities – 30m²

Provide high quality food area that attracts high secondary spend.

Links to foyer and dry lounge (servery)

Designed as self serve in dry and wet zones leading to control payment area at coffee machine.

Dry lounge – 70m²

Key socialisation spaces.

Links to wet lounge and pool hall (servery).

Consider central open kitchen with two serveries.

Café serveries – 30m²

Need to review latest design features and link to sales menu for layout and fit out of equipment, fixtures and fittings.

Kitchen – 40m²

Store/cool room – 30m²

Other –10m²

590m2 500m2 plus 90m2

Male – 80m² 100m² 180m2 - 220m2

Female – 80m² 100m²

Assume larger area for the pruposes of

early planning

Service area - 20m²

Families Close to Program Pool

4 x change 3m x 3m with toilet/shower = 36m2

People with disabilities

Close to Leisure Pool and Water Play.

4 x change 2m x 3m(no shower/toilet) = 24m2

Older adults

Special needs Water Play users

Health and fitness users

Male – 25m²

Meeting room users

Female – 25m²

Service area – 10m²

300m2 - 340m2 300m2 plus 40m2

Dry Plant room

Cleaners Room / Store

- - - - Allowance 20m2 20m2 0m2 No change

Café/Dry Lounge All customers and staff 180m2

Subtotal Front of House

Dry Changerooms and amenities

Provide modern amenities easily maintained

Adjoining weights and aerobics room

Use as group change in high user periods

60m2

Program Pool and Family Change

Provide separate change areas

Ensure fully accessible.

60m²

Amenities / ChangeMain Pool Hall / Changerooms and Amenities

Aquatics hall users

Provide modern amenities easily maintained

Adjoining pool concourse and close to reception

If all facilities on one level then consider links to dry facilities to open up for events or lock off for cleaning.

Subtotal Amenities / Lounge

- - -Confirmed area once plant areas required are

Allowance

180m2 No change0m2

280m2

180m2

Additional allowance to be

confirmed through detailed design

60m² No change

60m2 No change

plus 40m2

0m²

0m2

Other Areas

minus 10m2270m2

General Dry Area Circulation Allowance (10% on 2,570m2 = 257Mm2

- - -

Confirmed area once dry areas required are designed.

Allowance 260m2 180m2 plus 80m2

550m2 480m2 plus 70m2

2,830 m2 2,645 m2 plus 185 m2

3,936 m2 3,576m2 plus 3602

2,830m2 2,645 m2 plus 185 m2

6,766m2 6,221 m2 plus 545 m2

ESTIMATED TOTAL INDOOR DRY ACTIVITY BUILDING AREAESTIMATED TOTAL INDOOR BUILDING AREA

Subtotal Other AreasSubtotal Dry ESTIMATED TOTAL INDOOR AQUATICS BUILDING AREA

Other Areas

FUTURE EXPANSION JULY 12 BRIEF VARIANCE COMMENTSPLANNING

Children

Interactive water play zone for children and families.

Located adjacent to leisure pool.

Consider options for lightweight roof technology that can partly open in summer. i.e. Open air roof structure.

22m x 21m = 462m2 required for water play splash pad.

Youth

Located as first stage outdoor facility with provision for future cover to make indoors.

Close to family change.

Tipping bucket

Consider adjacent concourse link areas subject to layout and location

Families Located away from deep-water areas.

Schools Linked by large opening “fire station” doors

Clubs

Children Located off crèche

Need to allow 3.7m2 per child.

Families Fenced/secure area

Needs soft fall area and also paved area with sand pit etc.

Children Located off aquatic hall.

Shaded areas to protect from sun.

Families Fenced/secure area

Grassed areas away from pool hall entry.

Youth Paved areas closest to pool hall Good drainage and planted areas.

Outdoor Deck All

Amenity for users and public. Maximise potential views of the bay

Located at upper level. Needs to be fully accessible

Possible small bar/coffee servery

Allowance minimum 80m2 0m2 minimum 80m2 New item

1,420m2Note: Parking areas are currently excluded from the functional areas and will need to be determined following further parking and traffic analysis

Outdoor Lawn and Shade Area

Provide an outdoor area off the aquatic hall for relaxation and social use.

Allow and area 40m x 20m as a minimum

800m2

Water Play Combination Unit and Splash Pad (as a guide it is based on Whitewater West 650/750 TBC Unit)

462m2

Investigate lightweight roof structures for future indoor covering.

Crèche Outdoor Play Area

Outdoor play area for crèche participants.

Based on 21 child placement total area would be 78m2

78m2

FACILITY COMPONENTS

TARGET USER MARKETS

TOTAL Outdoor Areas

ACTIVITY AREA DEVELOPMENT OBJECTIVES

FUNCTIONAL RELATIONSHIPS

OTHER FEATURES TO CONSIDER AREA SCHEDULES

TOTAL OUTDOOR AREA (m2)

0m2 800m2Area not previouslly

specified

0m2 462m2 New item

0m2 78m2Area not previouslly

specified

Outdoor Areas



Appendix B

Memorial Hall Existing and Proposed Areas

ROSEBUD MEMORIAL HALL – Facility Components Table V9 (11.06.14)

ACTIVITY AREA OPTION 1 ‐ REFURBISHMENT EXISTING FACILITY COMPONENTS & AREAS

OPTION 2 – NEW FACILITY PROPOSED NEW FACILITY COMPONENTS & AREAS

Functional Requirements Existing Areas Design Parameters Functional Relationships Area Required (In addition to SPA areas)

Foyer/Reception Entrance To Hall

3.35m x 10.66m 35.7 m2

‐ Protection from the extreme weather elements

‐ Seating to be available ‐ Soft Lighting ‐ Advertising Space/Display

Boards ‐ Space for ‘breakout’

drinks/food service ‐ Needs to cater for up to

280 people standing

‐ Consolidate with SPA entry / foyer

15 m2

General Circulation

Link to toilets for facility usersLink to Small Hall Stores Tables & Chairs

30.15 x 2.82(approx.) 85 m2

‐ As required although review opportunities for efficiencies

‐ As required to link spaces as described below

70 m2

Ticket Office Stage show ticket sales & collection.Office storage

3.35m x 3.31m 11 m2

‐ Same fitout quality and general SPA admin / office

‐ Adjacent to SPA administration although separate lockable room and entry to enable independent operation.

‐ Adjacent to ticket office.

10 m2

Ticket Box Not Provided NA ‐ Minimum 2 sales windows

‐ Bench ‐ Ventilation ‐ Strong lighting ‐ LED light signage on

external wall ‐ Lockable storage

cupboard ‐ Lockable when not in use

‐ Adjacent to ticket office and main foyer reception

7 m2

Main Hall Area Main public space for hire(Theatre Seating for 275) Stage show audience space Bingo General Meetings Private Function Space

19.7m x 13.97m 275.2 m2

‐ Space to seat 300 theatre style

‐ Adjacent to stage, storage and multipurpose / change rooms

300 m2

Sound and Lighting Booth

Not Provided NA ‐ Elevated Position at rear of auditorium

‐ Access via ladder or stairs

‐ Above main hall rear 5 m2 (not included in total)

Stage Theatrical Shows Underfloor storage space (houses theatre group costumes/props).

10.3m x 14.07 144 m2

‐ Stage needs lift – or to be fully accessible

‐ Possibility for portable Stage Apron for Shows only

‐ Adjacent to main hall, loading bays and multipurpose room 1 (green room)

140 m2

Loading Bay Not Provided NA ‐ To open directly to car‐park from stage

‐ Adjacent to carpark/vehicle access

‐ Adjacent to stage and storage areas

7 m2

Backstage Toilets

Not Provided NA ‐ To be accessed from multipurpose rooms (Green Room)

‐ Minimum 2 x accessible unisex toilets

‐ Adjacent to multipurpose rooms (green room)

12 m2

Dressing Room(s)

2 x Dress & Costume Change‐rooms‐ Stage Wings

3.0m x 2.4m each

‐ Provide 4 new multipurpose rooms to

‐ 1 room adjacent to stage, with corridor access to stage

4 x 25 m2

14.4 m2 be made available for dressing rooms / green room, meeting rooms and external hire.

‐ 1 multipurpose room to be adjacent to stage and provide ‘green room’ function with lockable kitchenette / make up facilities.

‐ Operable walls to allow rooms to open into larger space, and also onto main hall

‐ Multi‐purpose rooms need to have separate entrance so each can be used at same time as Main Hall

from other rooms ‐ Adjacent to main hall ‐ Access from main entry foyer

100 m2

“Green Room” Not Provided NA ‐ See item above See item above Included above

Small Hall for hire

Smaller hall/room Breakout room Extra dressing rooms for theatrical performances

11.88m x 11.02 129.8 m2

‐ No longer provided as separate space now included as multipurpose rooms

See above Included above

Kitchen Meal Preparation Food Heating Tea/Coffee Facilities Sale of food/drink items

25.0m2 (est) ‐ Servery to the main hall‐ Needs to continue to

provide community kitchen function as well as catering for events

‐ If practical could back onto SPA café kitchen with connecting lockable door with the ability to be operated independently

‐ Adjacent to main hall‐ Possibly adjacent to SPA café

kitchen

20 m2

or by the one operator Public Toilets Public toilets for facility users Female – 3

cubicles Male – 3 cubicles Disabled x 2 50.0m2 (est)

‐ Maintain or exceed current provision as required by BCA

‐ Adjacent to entry / foyer‐ Also available for dry SPA

café users

50 m2

Internal Storage

Theatre Group/User Groups storage

3.35m x 3.35(Approx.) 11.2 m2

‐ Provide consolidated storage area with lockage chain wire cages for various uses

‐ Ventilated space

‐ Connection to main hall, stage and loading bay

170 m2

External Storage 2 x external storage areas: Foreshore “Shed” on site

60.0 m260.0m2 120m2

See above See above Included above

EXISTING AREA 901m2 – InclExternal Stores

PROPOSED NEW AREA 901 m2



Appendix C

Consultant Scope of Service



C

14.0 Architectural Part 1 General – All Stages

1.1 Provision of

services Clarify the architectural service elements of the project, the role of the lead designer and his/her relationship with the other consultants or contractors. Where clarification is discussed and/or agreed verbally, confirm in writing to the Client/Project Manager.

1.2 Allocate adequate resources in order to comply with this agreement. At all times monitor the actual and anticipated time spent carrying out the services herein. At regular intervals of no more than one calendar month provide to the Client an estimate of time anticipated for remaining services to enable the Client to accurately pre-judge future fee spend.

1.3 Operate a quality management system in respect of all activities required to perform the services. Communicate the principal features of that system to the other consultants and contractors and use best endeavours to ensure they too operate similar systems.

1.4 Lead designer Direct the design process and other consultants at all stages, through to delivery of a fully co-ordinated, comprehensive and quantifiable design for the project.

Establish the format and content required for all design information prior to preparation and communicate requirements to the other consultants, particularly in the case of approvals. Liaise with other consultants to ensure that their design information is provided in a suitable format and required level of detail.

1.5 Specialist consultants / surveys

Identify the need for any other specialist consultant to design any part of the project. Where required, procure and/or co-ordinate specialist services. This may include advice on appropriate suppliers, preparation of a brief and/or the seeking of competitive tenders. In all cases, Project Managers approval must be received before proceeding. When requested, provide an interpretative summary of the findings or advice received.

1.6 Gather information Lead the other consultants in seeking all necessary information and documentation relevant to the project from the Client and any other sources, including statutory authorities, public service utility providers and other consultants. Where necessary and possible verify the information.

1.7 Reconfirm the use of any existing survey, archive or declared as-built documentation on which any subsequent design solution is based.

1.8 Meetings / reporting Report regularly and promptly to the Client throughout the project. Chair and direct design team meetings and attend progress meetings with both the Project Manager and Client and other consultants, as required. If requested, submit a progress report in a format which has been pre-agreed with the Project Manager and Client.

1.9 Co-ordinated design At all stages of the project’s development, review and co-ordinate design information from all other consultants, commenting as appropriate, so that the design is fully co-ordinated, comprehensive and quantifiable. Ensure at all times that the design information produced is clear and appropriate to the stage of the project.

Furthermore, ensure that other consultants are aware of and have due regard for other projects being undertaken which may be affected or which may affect this project.

1.10 Design alternatives At all times, encourage the design team to consider alternative designs which might provide a benefit to the project without compromising the Client requirements and agreed brief.

1.11 Compliance with Review the design at all times during development against the Client brief and



D

brief previously agreed design to ensure compliance. Identify any significant differences from the brief or previously agreed requirements for the project and seek documented Project Manager and Client approval for any necessary changes to the previously agreed scheme. Advise on the effects of a proposed change upon the design of the project.

1.12 Receive any revisions to the Client requirements or brief and inform the design team. Where notification from the Project Manager or Client is verbal, confirm in writing with comment, if possible, on anticipated effect on the design.

1.13 Approvals Make all necessary approvals and consents as nominated on behalf of the Client, obtaining sufficient and suitable technical information from the other consultants in order to do so. Approval from the Project Manager and Client should be sought before making any application for approval.

1.14 Third party approvals

Identify and lead or support any necessary consultation with statutory or other third parties. Prepare drawings or technical information for applications under Planning, Regulations or other statutory or third party requirements. Provide on-going support through to final approval of previously lodged submissions with third parties. Confirm in writing to the Project Manager and Client when approval is received or otherwise, providing an interpretive summary of any issues or conditions of the approval.

Advance approval from the Project Manager and Client should be sought before approaching any third party.

Third parties may also include, but are not limited to, Heritage, landlords, owners of adjoining or nearby properties, tenants or public authorities.

1.15 Lead the design team and contractor(s) in seeking to discharge any conditions of third party approvals such as Planning or Regulations.

1.16 Building Control Act and Regulations

Observe all relevant Building Regulations including the Fire Regulations. Monitor that any materials or substances which are generally, known at the time of specification or approval to be deleterious to health and safety or the durability of the completed project in the particular circumstances in which they are used or otherwise not to be in accordance with the relevant Standards, codes of practice or good building practice or techniques are not recommended or selected for use in the project.

1.17 Programming Assist in the preparation and co-ordination of the project programs, including programs for procurement, market testing and construction. Comment, within the scope of the services, on programs prepared and submitted by contractors.

1.18 Provide promptly all advice, consents, reports, comments, approvals, instructions, certificates and other information so as not to delay or disrupt the progress of the project.

1.19 Design program Prepare in collaboration with the other consultants, a program for the preparation of design and information release. Agree with the Project Manager and Client.

Receive regular status reports from the other consultants and review the actual progress of design against the anticipated, keeping the design program up to date. Seek to achieve improvements to the design program, where practical.

1.20 Progression to next stage

At the end of each stage of design, collate the design information from all the consultants into a format suitable for the Client to sign-off and allow progression to the next stage. Ensure Client approval is documented.

Where required, prepare any necessary board papers or presentation material that maybe required in order for the Client to sanction release of subsequent design stage. If required attend any meeting to present the prepared material.

1.21 Cost monitoring Exercise the degree of skill, care and diligence required in order to monitor that the design adheres to the budget. Immediately warn the Project Manager and Client of changes to the design which might exceed any element of the budget.



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Provide the necessary technical input to allow the design to be checked against the budget or cost plan and the necessary updating to be carried out.

1.22 Procedures

Comply with the Project Manager’s, Client’s and, where applicable the contractor’s requirements and procedures for the following:- - Change control - Use of extranet services including Project Management and Document Control systems such as Aconex - Risk management - Project reporting

1.23 Establish and agree with the Client, procedures for management and approval of design as follows:- - Design control (including deliverables and progress monitoring) - Drawing procedures (including document numbering and preparation of drawings) - Design information or SWMS from contractors

1.24 Project Reviews Take an active part in regular project reviews to ensure that communication and procedures are operating efficiently. Allow for one review following completion to explore experience gained and lessons learned for future projects.

1.25 Occupational Health & Safety

In so far as applicable to the Services carry out and fulfil in all respects the duties of a designer under the relevant Regulations applicable to the project. Provide all necessary information and design risk assessments required under Regulations. Provide or assist in the preparation of manuals or other documents describing the design, operation and maintenance of the project.

1.26 Risk register Provide sufficiently detailed information to allow the preparation and regular update of a risk register, relating to relevant technical issues and where appropriate, assist with the identification of any commercial risks. Where possible, assist the Client and lead the other consultants in managing risks in order to minimise their effects.

1.28 Environmental studies

Comply with and ensure that the design complies with the Client’s Environmental Policy. Provide services and technical information in connection with environmental studies or impact assessments.

1.29 Relevant law Comply and ensure that all designs comply with any relevant Law, provided always that if after the date of this Agreement there is a change of Law which was not foreseeable at the date of this Agreement and which materially affects the services, a fair and reasonable adjustment shall be made to the Consultant’s remuneration for the services.

1.30

Completion of services / termination

Provide to the Client, two complete sets of the documents in hard copies and one complete set in computer-generated format as and when the Client may reasonably require or on completion of the services or on termination of the Consultant’s appointment, whichever first occurs.

Part 2 Phase 1 – Familiarisation

2.01.1 Client Requirements

Acquire a thorough understanding of and assist in establishing and/or reviewing the Client’s needs and requirements for the project; including functional requirements, environmental standards, life span and levels of quality. Lead the development of the brief in consultation with the Client and other consultants.

2.01.2 Existing site and services

Visit the site and carry out an initial appraisal. Make every endeavour to acquire information about the site and verify it by further investigation where necessary. Confirm to the Project Manager and Client and the other consultants, any physical restrictions which may have a significant impact on the design solution.

2.01.3 Observe existing site constraints and communicate these to the design team. In particular, normal and out of hours operating and access conditions, security requirements, likely listed elements, work area demise and possible existence of



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any third party limitations such as easements or other statutory authority conditions.

With due reference to available documentation and survey data, identify any constraints imposed on the site such as; topographical limitations, existing operations, previous use or contamination.

2.01.4 With the services consultant, obtain such information as is reasonably available from the site investigations, documents on the existence and extent of public services such as water, gas, electricity, sewerage and telecommunication services. Comment to the Project Manager and Client on any effect that these may have on the project, both prior to and during construction and on completion, and advise on the need for diversion works required.

2.01.5 Establish a procedure to ensure that the team receives copies of all relevant information relating to the existing site and their design discipline.

2.01.6 Further investigations Advise on the need for further investigation works and assist in the appointment of suitable specialists to carry these out. Manage and/or witness such investigations and obtain or prepare an interpretive report of the findings with recommendations on action to be taken.

2.01.7 Information obtained from third parties

Where relevant documentation is obtained from third parties, compile and issue copies to the Project Manager and Client, when requested. In any event where such documentation forms the basis or supports any subsequent design proposal, copies are to be issued to the Project Manager and Client for record.

2.01.8 Information shortfall Where, following a review of both the site and historic information already provided for the project, a shortfall of information is perceived to exist notify the Project Manager and Client accordingly, recommending how the shortfall may be addressed.

2.01.9 Initial appraisal Provide initial recommendations and collate those of the other consultants in regard to the brief, including feasibility and concept options, in a suitable format such that cost and program implications may be considered.

Phase 02 – Functional Technical Brief/Concept Design

2.02.1 Client brief Obtain the Client brief and where information is provided in a verbal format confirm to the Client in writing. Develop the Client brief into a technical brief, fully identifying specific requirements for use on the project thereafter. Once agreed ensure any subsequent proposals are related back to the Client and technical briefs, prior to agreement as a formalised solution.

2.02.2 Key objectives In conjunction with the Client, lead the other consultants in formulating the key objectives and constraints contained within the Client brief as reviewed against existing documentation and site surveys.

2.02.3 Constraints Outline the effects of any constraints or limitations of the existing site, discovered during the appraisal stage; including existing structures, contaminants or physical site restrictions which may affect the design options for the project. Collate comments from the other consultants on appropriate solutions.

2.02.4 Concept options

Consider and document alternative outline approaches and initial recommendations on the technical viability of the project. Present to and review with the Client and other consultants. Where required, provide the necessary detail to support a cost and program assessment of all such alternative options.

2.02.5 Recommended design

Lead the other consultants and agree a recommended design solution. Compile a suitable report, with input from the other consultants, in order to gain Client approval for subsequent development.

2.02.6 Compliance with brief Consider the concept option(s) against the Client brief to confirm compliance. Should there be any elements which either extend or reduce the agreed brief



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then these are to be identified and quantified along with proposals to align the scope with the brief for subsequent Client approval.

2.02.7 Indicative costs and program

Provide information sufficiently detailed to allow the preparation of an initial cost plan and program.

2.02.8 Establish design objectives, limitations and criteria, space relations, internal functions, flow patterns, adjacency, provision for expansion and growth, and document these in conceptual form.

2.02.9 Authority requirements

Consult with authorities regarding their requirements for the project.

2.02.10 Existing project documentation

Review and research existing project documentation including but not necessarily limited to feasibility studies and other project reports Consult further with the Client and other community user groups and associated organizations in establishing a firm project brief. Consult and liaise with any appointed facility Director or Manager on matters of operation to the extent that they may affect works when the officer is appointed.

Phase 03 – Town Planning

2.03.1 Develop brief In consultation with the Client and leading the other consultants, develop the Client’s requirements and agreed concept into a detailed brief for the project. Comment on and co-ordinate comments from the other consultants on any restrictions the brief may impose on the proposals for the project and advise appropriate solutions.

2.03.2 Provide sufficient preliminary information in relation to the project from the other consultants, in the form of advice, sketch drawings, reports or outline specifications.

2.03.3 Encourage the design team to consider alternative outline solutions, as necessary or beneficial to the project.

2.03.4 Define the footprint of the building for the purposes of the other consultants design.

2.03.5 Costs and program information

Provide information sufficiently detailed to allow the preparation and lodgement of a planning application. Thereafter provide the necessary input into the preparation of an indicative procurement and construction program.

2.03.6 Design program Prepare a detailed design program fully addressing all necessary deliverables and approvals, with input from the other consultants.

2.03.7 Third Parties Consult any local or other authorities about matters of principle in connection with the design of the project. Support other consultants in similar consultations. Ensure the Client is kept up to date on the progress of consultations with third parties.

2.03.8 Resolve design options in planning, engineering, materials, and infrastructure and pool fit-out, including environmental impact considerations, and ensure consideration is given to the environmental sustainability of the facility. This includes life cycle assessment from raw material selections through to eventual demolition by considerations of materials efficiency, energy efficiency and greenhouse gas reduction, water efficiency and reduced water demand, occupant health, comfort and productivity, and quality environmental management.

2.03.9 Consult with relevant authorities as necessary regarding laws, statutes, building codes and regulations affecting the project, and assist the building surveyor in these matters.

2.03.10 Prepare initial concept development plans only for the possible future provision of expansion.



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2.03.11 Prepare and provide such drawings or other format documentation as is necessary to adequately communicate and illustrate all conceptual planning options and recommend or selected proposals to Council and the community from time to time.

2.03.12 Select building systems and materials, and develop dimensions, areas and volumes.

2.03.13 Prepare up to 12 no. perspective presentation images and a fly around and through presentation showing external appearance and internal spaces

2.03.14 Liaise and co-ordinate with other consultants, and assist in assessment of other consultant recommendations.

2.03.15 Assess and recommend car parking requirements on and around the subject site. Consider the impact and relationship of car parking generated by the development.

2.03.16 Attend to planning authority conditions as necessary.

2.03.17 Consider and allow to be included within the design a feature(s) that acknowledge the community fundraising effort (i.e. fundraising pavers or similar).

Phase 04 – Schematic Design and Design Development

2.04.1 Develop outline proposals

Lead the design team in developing the agreed proposals through to detailed design for presentation to the Client.

2.04.2 Facilitate the establishment of dimensional and structural planning requirements for the project, with particular regard to fire escape and engineering services. Ensure that all consultants are aware of the parameters for developing the design.

2.04.3 Third Parties Consult as necessary with Planning, Building Surveying, Fire, Environmental and licensing authorities and statutory undertakers.

2.04.4 Provide such representative sketches, drawings and specifications in a sufficient format to allow the indicative cost plan and program to be developed.

2.04.5 Prepare and issue Design Guidelines for use by the project design team and any subsequently identified tenant, end user or retail concession that may operate within the area.

2.04.6 Site staff Discuss with the Client the likely requirements for site staff and review these prior to and following the appointment of the contractor(s).

2.04.7 Develop final proposals

Lead the design team in developing the detailed proposals through to final proposals for presentation to the Client.

2.04.8 Co-ordinate the design of the project into the overall design. Ensure that other consultants are collaborating on the co-ordination of elements such as the structural requirements for the engineering services.

2.04.9 Integrate into the design of the Project any requirements of specialist consultants or contractors.

2.04.10 BWIC Co-ordinate builders work information sufficient to allow development of the structural, architectural and other design.

2.04.11 Costs Provide information sufficient in content and format to allow the cost plan to be updated and reviewed against the budget.

2.04.12 Prepare and agree the Drawing Schedules with the Project Manager.

2.04.13 Assist the Project Manager in the preparation of design and documentation programs.



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2.04.14 Co-ordinate the CAD standards across all Consultants to the approval of the

Project Manager. In addition the Architect will prepare and agree with the Project Manager the drawing and documentation standards to be met by all the Consultants with respect to;

Documentation control and procedures for issuing revised drawings; title blocks on drawings (including Project name, drawing

title/description/number/revision/scale/date revision table (including revision number, date and description of revision); “clouding” around drawing revisions; legends; notes; general presentation and layout

All CAD drawings must comply with MPSC’s requirements.

2.04.15 Develop the design in accordance with the approved concept design, and in particular the Cost Plan budget, into drawings and specification suitable for the preparation of detailed budget estimates.

2.04.16 Attend design meetings as required. Confirm whether the design is proceeding in accordance with the brief at each design meeting and assist in a progressive review and updating of the Cost Plan. Meetings will be chaired and minuted by the Architect.

2.04.17 Call, chair and minute such other working group or co-ordination meetings as considered necessary to co-ordinate all the Consultants spatial and technical designs and documentation for compliance with all applicable Codes, Statutes, Authorities and/or utilities requirements, in particular the BCA and any State or Commonwealth Standards.

2.04.18 Prepare developed documentation to establish the final scope, relationships, form,

size and appearance of the building works through: Plans, sections and external and internal elevations, including penetration

drawings, and demolition drawings, and defining internal fit out and finishing

Construction details of external and internal works Final external and internal materials selections, schedules of finishes Fittings and hardware selections and schedules, including Door and

Hardware Schedules, but excluding specialist works noted elsewhere Final external and internal colour selections and colour schedules Plan and equipment layouts (in conjunction with specialists consultants) Specifications in packages to suit the intended procurement strategy for

the facility Indicative furniture layouts

Assist in the selection of FFE items and colour – Note: All FFE specified shall be readily available in Australia.

Allow to share and co-ordinate CAD drawing information between Consultants.

2.04.19 Co-operate and assist others in their design and documentation of site and building signage, in accordance with the overall signage strategy to be developed by the Project Manager (in conjunction with the Architect and specialist consultant) and approved by the Client.

2.04.20 Provide design documentation of hard and soft landscaping to the entire site, including streetscape cognisant of the character of the local streetscape. This may include interim landscaping proposals in areas where future buildings may be planned.

2.04.21 Review of all designs for safety in its construction and/or use, operation and maintenance.

2.04.22 The Architect shall prepare indicative furniture layouts to all areas and advise the Project Manager of procurement alternatives for loose furniture, fittings and equipment, and other fitout.



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2.04.23 Prepare a set of drawings and specifications to an appropriate standard (and as

agreed with the Project Manager) for submission to the Client for approval, including presentation drawings, sample board(s) and colour schedules of proposed internal and external finishes and fittings (as appropriate)

2.04.24 Assist the Project Manager in the presentation of developed designs to Council from time to time.

2.04.25 Liaise with and assist the Building Surveyor to secure approvals of the project.

2.04.26 Review the comments made by the Client on the developed design together with any other design changes and secure resolution on the incorporation of those comments into the developed design.

Phase 05 – Contract Documentation

2.05.1 Agree format Agree with the design team, the format and content for production information to ensure the appropriate level of detail is provided. Advise whether the designs have been sufficiently developed and are sufficiently complete in order to obtain quotes and/or tenders on the basis required by the Client. Identify where information is deficient and advise how this can be addressed within the design information and tender documentation.

2.05.2 Prepare prod. Info. Prepare and co-ordinate sufficiently detailed design drawings and specifications for the purposes of inviting tenders from contractors. In all cases such documentation should be fully co-ordinated with the equivalent documentation provided by other consultants and/or specialist consultants.

2.05.3 Specification writing Prepare sufficiently detailed specification documentation for the works, with particular regard to levels of quality required.

2.05.4 Tender documentation

Provide copies of design information to assist in the assembly of the tender documentation, including preliminary information to address issues such as work sequencing and access. Prepare and provide the necessary input to the Invitation To Tender documentation.

2.05.5 Assist with the preparation of contract conditions with regard to any particular requirements that might be included to reflect the technical content or specific site conditions relating to the project.

2.05.6 Tender Documentation continued

Provide information to assist in the preparation of pricing documents by other consultants.

2.05.7 If required, co-ordinate a prototype testing procedure taking account of all current and relevant design codes and standards.

2.05.8 Suitable tenderers Advise the Client as to the suitability for carrying out the works, of firms to be invited to tender for any contract for construction, supply and/or installation of all or part of the project.

2.05.9 Co-ordinate a list of materials and finishes, with reference to possible suppliers, so that procurement issues can be assessed. Note: All FFE specified shall be readily available in Australia.

2.05.10 Third parties Prepare and co-ordinate information relating to the project as may be required for submission to any appropriate statutory authority or third party and make the submission on behalf of the Client, following approval to do so.

2.05.11 Compliance monitoring

Receive, review and comment on information received from specialist consultants, contractors, tenants, end users or retail concessions to ensure compliance with Design Guidelines. Co-ordinate comments from other consultants so that a joint response can be made.



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2.05.12 Occupational Health & Safety

Provide suitable and sufficient technical and design information.

2.05.13 Fully develop the approved designs into complete working drawings suitable for a fully documented tender(s). The Architect is to fully co-ordinate the drawings with the other consultants and review with the Project Manager prior to issue for tender.

2.05.14 Prepare the specifications. Review and co-ordinate specifications provided by other consultants prior to issue. Standard clauses relevant to the project shall be amended and supplemented as necessary to ensure the works are fully specified. Standard clauses that are not relevant to the project shall be excluded. While it shall be the Architect’s responsibility to ensure that all the specifications are complete, correct and “tailor made” for the project, they are to be reviewed with the Project Manager one week prior to issue for tender.

The specifications shall also include any requirements in regard to quality assurance, including requirements for design verification inspection, testing, etc. QA requirements shall be agreed with the Project Manager.

The specifications shall also include guarantee requirements to be provided by the Subcontractors and in particular shall address the following;

Trades to be guaranteed Guarantee period Description of the work to be guaranteed

2.05.15 Prepare the “Preliminaries” for inclusion in the specification in conjunction with

the Project Manager, with this work to be available for final review one week prior to issue for tender.

2.05.16 Checks will be made on the progress of documentation preparation from time to time. All consultants are to allow the Project Manager access to review all documentation completed at any point in time.

2.05.17 Final Drawings are to be issued in the following quantities: Permit Application Set - (3 No.) Tender Set - Tenderers (6 No.) - Project Manager (1 No.) - Other Consultants (3 No.) - Client (1 No.) Contract Set - Project Manager (1 No.) - Contract signing (2 No.) - Client (1 No.) - Consultants (1 No.) Construction Amendments - Contractor (2 No.) - Project Manager (1 No.) - Client (1 No.) - Consultants (1 No.) “As Builts” - (3 No.)

In addition to the above, all consultants shall allow for printing and exchange of documentation in sufficient quantities to allow adequate and proper co-ordination between consultants, the Project Manager, the Quantity Surveyor and the Client during the design phases and up to the time of tender.

Phase 6 Tender/Award/Delivery

2.06.1 Tender review Review the contractor’s proposals and co-ordinate comments from the other consultants to provide a design team response to the Client on the relative merits of tenders, prices and estimates received for execution of all or part of the project. If required, attend post tender interviews.

2.06.2 Tender queries Receive and respond to any technical queries arising during the tender period, with due regard to the co-ordination of other consultants design. Ensure a documented audit trail is maintained.



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2.06.3 Tender report If required, co-ordinate a design team evaluation report relating to the technical

merits of contractors submissions. Identify any conditional issues that require resolution before accepting the tender. Comment on returned prices relating to the structural works. Input, if requested, into the tender report to the Client.

2.06.4 Specialist contractors

Provide advice and assist in the negotiations of contracts for any specialist works or contractors.

2.06.5 Second stage tender

Assist in negotiations with the contractor during the tender period. Direct the design team in providing technical assistance for the design to be developed in order to agree a contract sum. Identify if any design development is likely to affect the cost plan or program agreed for the project.

2.06.6 During the tender period, and when requested, assist the Project Manager with any queries from tenderers which relate to or in any way may affect the cost plan for the project. Respond to Tenderers queries by providing assistance to the Project Manager to issue “Notice to Tenderers” in respect of supplementary drawings, specifications, instructions and changes in the tender schedule and procedure.

2.06.7 Assist the Project Manager in the review of returned tenders and advise on their compliance with the design intent, costs and any other comments and recommendations with respect to acceptance of the Tenderer.

2.06.8 Assist the Project Manager in the analysis, assessment and negotiation with tenderers to achieve an acceptable tender as necessary. Where necessary, modify documentation to achieve the project costs as defined in the tender cost plan.

Phase 07 – Mobilisation, Construction to Practical Completion

2.07.1 Finalisation of contract documents

In collaboration with the Client and other consultants assist with the finalisation of the contract documentation.

2.07.2 Building Regulations

Prepare and make applications or other submissions under the Building Regulations or other statutory or third party requirements. Assist in negotiation where necessary. Ensure sufficient and suitable information is received from the other consultants to accompany the submission.

2.07.3 Further design information

Regularly review the design program with the contractor and advise on the dates when design information will be available.

2.07.4 Lead the design team in developing the design of the project and, in collaboration with the contractor, ensure that sufficient drawings, schedules and specifications are available to enable the contractor to construct the project.

2.07.5 Manage the design and document issue procedures, including reporting at relevant meetings on design progress. Advise on completeness of design, risks and appropriate contingencies.

2.07.6 RFI / contractor submissions

Receive and respond to contractors and/or specialist suppliers Requests for Information (RFI) providing additional design input and/or clarification where required. Provide necessary documentation to confirm status of RFI closure.

2.07.7 Receive and review contractor and/or specialist supplier production drawings, SWMS and other relevant submissions to ensure compliance with contract requirements. In particular provide input into the technical evaluation of SWMS and risk assessments.

2.07.8 Ensure a documented audit trail is maintained for all submissions made by the contractor(s).



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2.07.9 Change Co-ordinate a response from the design team and advice on the effects of a

proposed change to the design of the project, in accordance with the change control procedure.

2.07.10 Meetings and Reporting

Attend meetings as reasonably requested in connection with the design or progress of the project. Provide regular reports at intervals to be agreed on the progress of the design in relation to the program.

2.07.11 Additional test / inspections

Where necessary advise the Client on the need for any additional inspections and/or tests which are not covered under the agreement and which have arisen during fabrication and/or construction activities. Where requested propose recommended suppliers, provide brief and obtain costs for the provision of such services.

2.07.12 Site supervision Where appropriate comment on the need for any site supervision staff either during investigation or subsequent construction activities.

2.07.13 Inspections

Make regular visits to the works and ensure other consultants do the same. Identify to the contractor specific work elements which need to be inspected and tests or inspections which need to be witnessed prior to any closure. Establish and agree suitable notification periods and attend site accordingly. Document the witnessing of such work elements, tests or inspections and send a copy of the report to the Client for record. Thereafter, attend site to monitor and record that the construction activities are being delivered in accordance with the contract documentation and good construction practice.

2.07.14 Contract instructions

Co-ordinate the other consultants’ advice on the need for issuing contract instructions and communicate regularly with the contract administrator, providing suitable information to support the advice.

2.07.15 Payment When requested, provide advice appropriate for the preparation and evaluation of certificates of payment to the contractor(s).

2.07.16 As required, visit the sites of extraction, fabrication and assembly of materials and components to inspect materials and workmanship before delivery to the site and report thereon.

2.07.17 Testing & Commissioning

In conjunction with the consultant team receive and comment on any contractors, sub-contractors or specialist suppliers’ proposals for commissioning procedures and performance testing of the works. Where required, witness tests and/or commissioning. Receive and examine test results obtained by the contractor and advise on any areas which require further testing prior to completion. Agree and comply with a procedure to confirm acceptance of systems or elements of works.

2.07.18 Defects / snagging

Co-ordinate the design teams inspection of the works either on phased or full completion and prepare a list of snags and defects. Notify the contract administrator of all snags and defects identified.

2.07.19 PC Assist in the evaluation of sectional and/or practical completion. The Consultant should confirm in writing, within the scope of their services, their recommendation that the works have reached practical or sectional completion or advice otherwise giving reasons.

2.07.20 EOT / late completion

Assist with any issue in regard to extensions of time and/or late completion.

2.07.21 Information to be provided at

Assist in the compilation of Operation and Maintenance Manuals and the Health and Safety File. Provide sufficient copies, in CAD format, of each of the final



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completion drawings to the Contractor(s) for the purpose of constructing the works and for the production of As-Built drawings.

2.07.22 Receive and comment on the relevant sections contained within the contractors draft issue of the Operating and Maintenance manuals, Health and Safety File, record drawings and any other related document to ensure compliance with the contract documentation. On issue of the final set of the same documentation ensure that observations prepared on the draft issue have been closed out.

2.07.23 Ensure that construction documentation matches and is consistent with the agreed contract documentation in all respects.

2.07.24 Attend site meetings as required throughout the construction period and respond promptly to all items to be actioned.

2.07.25 Provide progressive monthly certification that states the following;

“We confirm that we have carried out progressive inspections and when appropriate, testing, and certify that all works completed to this date comply with the intent of our design and related documentation”

The Architect shall submit and have approved a proposed reporting format prior to submitting the first report.

2.07.26 Review and approve product data, shop drawings, samples, prototypes and all other submittals required. Advise the Project Manager on compliance with the approved designs.

2.07.27 Prepare supplementary explanatory drawings, specification notes and other necessary documentation and provide prompt assistance to the Contractor’s site personnel as required, including answering queries on documentation. All such communication shall be through the Project Manager.

2.07.28 As the works are progressively completed the Architect shall ensure that drawings

are revised to accurately reflect the “As-Built” condition. Sufficient attendance must be provided during the progress of the works to ensure that all revisions are undertaken promptly and copies of the revised drawings immediately distributed to the Client, the Project Manager, the Contractor and the other Consultants.

2.07.29 Review and approve the Contractor’s/Subcontractor’s alternative construction solutions and details for buildability, economy etc., proposed design verification format, Inspection and Test Plans, including nomination or verification of the scope of inspection, testing, sample submission, prototype submission, etc, sufficient for the Architect to provide at Practical Completion a Certificate of Compliance in the form agreed with the Project Manager stating that the works associated with the Architect’s services have been installed generally in accordance with the intent of the Architect’s design and all relevant standards, Codes and Authority requirements.

2.07.30 Assist the Project Manager in his review and recommend acceptance or non-acceptance of Contractor Variation claims, and assist the Project Manager during variation negotiations with the Contractor if required.

2.07.31 Inspect the works and provide a Certificate of Compliance in the form agreed with the Project Manager at Practical Completion along with a complete and detailed list of all defects and omissions.

2.07.32 Assist the Project Manager in the initial occupation and commissioning of the works. This shall include attending site meetings to assist the Contractor instruct the user on the operational and maintenance manuals to ensure the user is fully conversant with all services and systems.

2.07.33 Respond promptly to any initial occupation problems encountered by the Client.



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2.07.34 Inspect the works and provide a Certificate of Compliance in a form agreed with

the Project Manager at Final Completion.

2.07.35 Inspect the works and provide a Certificate of Compliance certifying that the Contractor has satisfactorily rectified all “defects & omissions”.

Phase 08 – After Practical Completion

2.08.1 Snagging Co-ordinate the design teams inspection of the works and identify any snags or defects. Attend progress review meetings throughout the completion stage. Comment on the rectification of snags and defects and on completion, carry out final inspection and document accordingly. At all times, notify the contract administrator of progress of identification and rectification of snags and defects.

2.08.2 Post contract review Take an active part in and provide technical input to the Clients post contract review. Attend Team review to explore experience gained and lessons learned for future projects.

2.08.3 Final account Provide reasonable information required for settling of contractors’ final accounts and the project final account.

2.08.4 Claims Where contract claims are submitted assist with the technical evaluation of the same inclusive of justification commentary where required.



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15.0 Pool Engineer 1.0 General Refer to Architectural Scope of Services Part 1 General – All Stages 2.0 Scope of Services – Pool Engineering The Consultant shall plan, design, document, inspect and verify the installation of pool construction and equipment as follows:

i. Pool water retaining structures (below ground and to concourse level), including blinding concrete (if any) and membranes, but excluding excavations and backfilling

ii. Internal finishes to pool, finger grip perimeter and associated wet deck grating iii. Water treatment and conditioning systems, including pool temperature control, and associated

reticulation pipe work iv. Associated pool services, fitments and equipment, including but not necessarily limited to equipment,

bonding, chemical storage, pool maintenance and management control systems, etc. Works specifically excluded (to be done by others) including the following:

Geotechnical survey and report Excavations and backfilling for pool structures and pipe work Pool concourse and plant room building work. Services to pool plant and equipment, including electrical up to pool equipment switchboard, equipment

bonding to W.T.S.B., connection to sewer, mains water plant room, floor wastes to plant room and pool surrounds, hot water supply and return to pool equipment.

The Consultant shall provide all necessary specialist advice concerning the provision of services including advice in regard to:

i. The life cycle performance of mechanical plant, equipment and materials, including costing, sufficient to ensure that a 20 year design life of the building services is achieved with optimum economy.

ii. In consultation with the Quantity Surveyor, costing of services including preparation of order of cost estimates, budget cost estimates, review of tender estimates, budget cost estimates, review of tender estimates and verification of variation prices submitted by sub-contractors.

iii. Acoustic and vibration isolation of pool plant and equipment. iv. Consideration and advice on the optimum use of energy for pool equipment

3.0 Scope of Services at Defined Stages The Consultant shall plan, design, document and periodically inspect the installation of the relevant components to enable and verify the satisfactory completion of the works. Whilst the design work for each project element will pass through the following stages, the consultant’s fee structure must allow for the overlapping of early project definition stages and the potential re-working of concept solutions. The Consultant shall provide, and the Fees shall be deemed to included, for the following specific Services and any Services necessarily incidental there thereto and in the manner and to the standard indicated below. PHASE 1 – Concept Design

Assist in establishing design objectives, limitations and criteria, for pool plant and equipment space requirements, space relations, internal functions, flow patterns, adjacency, provision for expansion and growth, and document these in conceptual form.

Review existing conditions and drawings for site.

Advise the Project Manager and Architect of reasonable available methods of servicing for the pool plant

and equipment (including alternative designs arising from alternative construction methods and sequences) and the possible alternative systems and materials which are suitable for use with each particular method, having regard to any limitations on the design and construction of the project (if any) imposed by the site or arising from compliance with the BCA and other requirement of the Authorities



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and Utilities. Agree with the Project Manager and Architect the extent of such options, identify the alternatives available, assess each alternative and recommend the preferred solution to the Architect.

Investigate, recommend and prepare schematic designs for the pool and associated services.

Assist the Project Manager and Quantity Surveyor to prepare budget estimates for the design options,

including life cycle costs.

Assist the Architect to prepare a concept design on the design options considered, the evaluation of each option and the recommended solution.

Assist the Project Manager to obtain Client feedback and approval of the Concept Design.

Assessment and consideration to existing systems and infrastructure including current program

maintenance works. PHASE 2 – Schematic Design, Design Development, Contract Documentation, Tender Period

Prepare and agree the Drawing Schedules with the Architect and Project Manager.

Assist the Project Manager and Architect in the preparation of design and documentation programs.

The Architect shall co-ordinate the CAD standards across all Consultants. In addition the Architect will prepare and agree with the Project Manager the drawing schedules, design and documentation programs, and the drawing and documentation standards to be met by all the Consultants with respect to:

Documentation control and procedures for issuing revised drawings Title blocks on drawings (including Project name, drawing

title/description/number/revision/scale/date issued, Client/Project Manager/Architects/Consultants/Site location, etc.)

Revision table (including revision number, date and description of revision) “Clouding” around drawing revisions Legends Notes General presentation and layout

Develop the preferred design in full accordance with both the concept design, and in particular the Cost

Plan budget, into working drawings and specifications suitable for the preparation of detailed budget estimates.

Permit Application Set - (3 No.)

Tender Set - Tenderers (5 No.)

- Project Manager (1 No.) - Other Consultants (3 No.) - Client (1 No.)

Contract Set - Project Manager (1 No.)

- Contract signing (2 No.) - Consultants (1 No.) - Client (1 No.)

Construction Amendments - Contractor (2 No.)

- Project Manager (1 No.) - Client (1 No.) - Consultants (1 No.)

“As Builts” - (3 No.)

Note that the “As Built” drawings are to be AutoCAD format on electronic media.

In addition to the above, all consultants shall allow for printing and exchange of documentation in

sufficient quantities to allow adequate and proper co-ordination between Consultants, the Project Manager, the Quantity Surveyor and the Client during the design phases and up to the time of tender.



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Respond to Tenderers queries and provide assistance to the Project Manager to issue “Notice to

Tenderers” in respect of supplementary drawings, specifications, instructions and changes in the Tender Schedule and procedure.

PHASE 3 – Construction Services

Assist the Project Manager in the review of returned Tenders and advise on their compliance with the design intent, costs and any other comments and recommendations with respect to acceptance of the Tenderer.

Attend site meetings as required throughout the Construction period and respond promptly to all items to

be actioned.

Provide progressive monthly certification that states the following: “We confirm that we have carried out progressive inspections and when appropriate, testing, and certify that all works completed to this date comply with the intent of our design and related documentation.”

A copy of each certificate is to be included in the Consultant’s monthly report and the original sent under

separate cover. When carrying out progressive inspections, the Consultant shall schedule all defects and omissions.

The Consultant will provide regular monthly reports that are to address the following areas:

i. A general statement on the Pool contractor’s overall performance to date ii. Provide progressive certification, certifying compliance of the installed works with the design

intent iii. Quality review, including the measures implemented to assure nil defects on completion iv. Document control and transfer summary v. Safety, with reference to relevant work methods proposed by the Services contractor as the

work progresses

The Consultant shall submit and have approved a proposed reporting format prior to submitting the first report.

Review and approve product data, shop drawings, samples, prototypes and all other submittals required.

Advise the Project Manager on compliance with the approved designs.

Prepare supplementary explanatory drawings, specification notes and other necessary documentation and provide prompt assistance to the Services contractor’s site personnel as required, including answering queries on documentation.

As the works are progressively completed the Consultant shall ensure that drawings are revised to

accurately reflect the “As Built” condition. Sufficient attendance must be provided during the progress of the works to ensure that all revisions are undertaken promptly and copies of the revised drawings immediately distributed to the Client, the Service contractor and the other Consultants.

Review and approve the Contractor’s/Subcontractor’s alternative construction solutions and details for

buildability, economy etc., proposed design verification format, Inspection and Test Plans, including nomination or verification of the scope of inspection, testing, sample submission, prototype submission, etc., sufficient for the Consultant to provide at Practical Completion a Certificate of Compliance stating that the works associated with the Consultant’s services have been installed generally in accordance with the Consultant’s design and all relevant standards, Codes and Authority requirements.

Assist the Project Manager in his review and recommend acceptance or non-acceptance of Contractor

Variation claims, and assist the Project Manager during Variation negotiations with the Contractor.

Inspect the works and provide a Certificate of Compliance at Practical Completion along with a complete and detailed list of all “defects & omissions”.

Assist the Project Manager in the initial occupation and commissioning of the works. This shall include

attending site meetings as necessary to assist the Services contractor instruct the User on the Operational and Maintenance Manuals to ensure the User is fully conversant with all services and systems.



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Respond promptly to any initial occupation problems encountered by the User.

Inspect the works and provide a Certificate of Compliance at Final Completion.

Inspect the works and provide a Certificate of Compliance certifying that the Services contractor has satisfactorily rectified all “defects and omissions”.



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16.0 Multidisciplinary Building Engineering Design Services Ref. Stage Service Part 1 General – All Stages 1.1 Provision of

services Clarify the engineering service elements of the project, the role of the consulting engineers and their relationship with the lead and any other consultants or contractors. Where clarification is discussed and/or agreed verbally, confirm in writing to the Client and Project Manager.

1.2 Allocate adequate resources in order to comply with this agreement. At all times monitor the actual and anticipated time spent carrying out the services herein. At regular intervals of no more than one calendar month provide to the Client an estimate of time anticipated for remaining services to enable the Client to accurately pre-judge future fee spend.

1.3 Operate a quality management system in respect of all activities required to perform the services and communicate the principal features of that system to the other consultants and contractors.

1.4 Establish the format and content required for design information prior to preparation, particularly in the case of approvals.

1.5 Specialist

consultants / surveys

Identify the need for any other specialist consultant to design any part of the Project. Where required, procure and/or co-ordinate specialist services. This may include advice on appropriate suppliers, preparation of a brief and/or the seeking of competitive tenders. In all cases, Client and Project Manager approval must be received before proceeding.

When requested, provide an interpretative summary of the findings or advice received.

1.6 Approvals Seek all necessary approvals and consents, providing sufficient and suitable

technical information in order to do so. 1.7 Meetings /

reporting Report regularly and promptly to the Client throughout the project. Where required, attend review meetings with both the Client and other consultants. If requested, submit a progress report in a format which has been pre-agreed with the Client and Project Manager.

1.8 Gather

information Seek all necessary information / documentation relevant to the project from the Client and any other sources, including statutory authorities, public service utility providers and the other consultants. Where necessary and possible verify the information.

1.9 Reconfirm the use of any existing survey, archive or declared as-built documentation on which any subsequent design solution is based.

1.10 Programming Assist in the preparation and co-ordination of the project programmes, including

programmes for procurement, market testing and construction. Comment, within the scope of the services, on programmes prepared and submitted by contractors.


1.12 Design

programme Assist the lead consultant in preparing and agreeing with the Client and Project Manager, a programme for the preparation of design and information release.

Furthermore, assist the lead consultant in reviewing the actual progress of design against the anticipated, keeping the design programme up to date. Assist in seeking to achieve improvements to the design programme, where practical.



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1.13 Co-ordinated

design At all stages of the project’s development, liaise with the lead consultant and review design proposals by the other consultants, commenting as appropriate, so that the design is fully co-ordinated, comprehensive and quantifiable. Ensure at all times that the design information produced is clear and appropriate to the stage of the project.

Furthermore, liaise with the lead consultant and have due regard for other projects being undertaken which may be affected or which may affect this project.

1.14 Third party

approvals Identify and lead or support any necessary consultation with statutory or other third parties. Prepare drawings or technical information for applications under Planning, the Building Control Act or other statutory or third party requirements. Provide on-going support through to final approval of previously lodged submissions with third parties.

Advance approval from the Client and Project Manager should be sought before approaching any third party.

Third parties may also include, but are not limited to; landlords, owners of adjoining or nearby properties, tenants or public authorities.

1.15 Assist the client, other consultants and contractors in seeking to discharge any conditions of third party approvals such as Planning or as required under the Building Control Act.

1.16 Building

Legislation and Regulations

Observe all relevant Building Regulations including Fire Regulations. Monitor that any materials or substances which are generally, known at the time of specification or approval to be deleterious to health and safety or the durability of the completed project in the particular circumstances in which they are used or otherwise not to be in accordance with Australian Standards, codes of practice or good building practice or techniques are not recommended or selected for use in the Project.

1.17 Cost monitoring Exercise the degree of skill, care and diligence required in order to monitor that the

design adheres to the budget. Immediately warn the Client and Project Manager of changes to the design which might exceed any element of the budget.


1.18 Design

alternatives At all times, consider alternative designs which might provide a benefit to the project without compromising the Client requirements and agreed brief.

1.19 Health & Safety Insofar as applicable to the Services carry out and fulfil in all respects the duties of a designer under the associated Regulations applicable to the Project. Provide all necessary information and design risk assessments required. Provide or assist in the preparation of manuals or other documents describing the design, operation and maintenance of the project.

1.20 Progression to

next stage Where required prepare any necessary board papers or presentation material that maybe required in order for the Client to sanction release of a subsequent design stage. If required attend any meeting to present the prepared material.

1.21 Compliance with

brief Review the design at all times during development against the Client brief to ensure compliance. Should there be any elements which either extend or reduce the brief then these are to be identified along with proposals to re-align the design with the brief. Client approval should be sought before proceeding with any change.

1.22 Procedures

Comply with the Clients and, where applicable the Project Manager’s procedures for management and approval of design as follows:- - Design control (including deliverables and progress monitoring) - Change control - Drawing procedures (including document numbering and preparation of drawings) - Use of extranet services including Project Management and Document Control systems such as Aconex



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- Design information or method statements from contractors - Risk management

1.23 Project Reviews Take an active part in regular project reviews to ensure that communication and

procedures are operating efficiently. Allow for one review following completion to explore experience gained and lessons learned for future projects.

1.24 Risk register Provide sufficiently detailed information to allow the preparation and regular

update of a risk register, relating to relevant technical issues and where appropriate, assist with the identification of any commercial risks. Where possible, assist the Client and other consultants in managing risks in order to minimise their effects.

1.25 Life-cycle costing So far as within the scope of services, report on the life expectancies of critical

elements of the proposed works. With other consultants carry out life-cycle analyses of the materials, goods and plant to be incorporated.

1.26 Environmental

studies Comply with and ensure that the design complies with the Client’s Environmental Policy. Provide services and technical information in connection with environmental studies or impact assessments.

1.27 Relevant law Comply and ensure that all designs comply with any relevant Law, provided

always that if after the date of this Agreement there is a change of Law which was not foreseeable at the date of this Agreement and which materially affects the services, a fair and reasonable adjustment shall be made to the Consultant’s remuneration for the services.

1.28 Completion of

services / termination


Part 2 Phase 01 – Familiarisation 2.01.1 Client

Requirements Acquire a thorough understanding of and assist in establishing and/or reviewing the Client’s needs and requirements for the project; including functional requirements, environmental standards, life span and levels of quality. Develop the brief in consultation with the Client, Project Manager and other consultants.

2.01.2 Existing site Visit the site and carry out an initial appraisal. Make every endeavour to acquire

information about the site and verify it by further investigation where necessary. Confirm to the Client and the other consultants, any physical restrictions which may have a significant impact on the design solution.

2.01.3 Existing site

conditions In collaboration with the other consultants, visit site and with due reference to available documentation and survey data, identify any constraints imposed on the site such as; topographical limitations, existing operations, previous use or contamination.

2.01.4 Existing services Obtain such information as is reasonably available from the site investigations,

documents on the existence and extent of public services such as water, gas, electricity, sewerage and telecommunication services. Comment to the Client on any effect that these may have on the project, both prior to and during construction and on completion, and advise on the need for diversion works required.

2.01.5 Further

investigations Advise on the need for further investigation works and assist in the appointment of suitable specialists to carry these out. Manage and/or witness such investigations and obtain or prepare an interpretive report of the findings with recommendations on action to be taken.

2.01.6 Information

obtained from third parties

Where relevant documentation is obtained from third parties, compile and issue copies to the Client, when requested. In any event where such documentation forms the basis or supports any subsequent design proposal, copies are to be issued to the Client for record.



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2.01.7 Information

shortfall Where, following a review of both the site and historic information already provided for the project, a shortfall of information is perceived to exist notify the client accordingly, recommending how the shortfall may be addressed.

2.01.8 Initial appraisal Provide initial recommendations in regard to the Brief including feasibility and

concept options, in a suitable format such that cost and programme implications may be considered.

Phase 02 - Functional Technical Brief/Concept Design

2.02.1 Client brief Obtain the Client brief and where information is provided in a verbal format

confirm to the Client in writing. Develop the Client brief into a technical brief, fully identifying specific requirements for use on the project thereafter. Once agreed ensure any subsequent proposals are related back to the Client and technical briefs, prior to agreement as a formalised solution.

2.02.2 Key objectives In conjunction with the Client and other consultants, formulate the key objectives

and constraints contained within the Client brief as reviewed against existing documentation and site surveys.

2.02.3 Constraints Outline the effects of any constraints or limitations of the existing site, discovered

during the stage; including existing structures, contaminants or physical site restrictions which may affect the engineering options for the project. Comment on appropriate solutions.

2.02.4 Concept options Consider and document alternative approaches and initial recommendations on

the technical viability of the project. Present to and review with the Client and other consultants. Where required, provide the necessary detail to support a cost and programme assessment of all such alternative options.

Collaborate with the lead designer and other consultants in order to derive a recommended design solution for Client approval and subsequent development.

2.02.5 Compliance with brief

Consider the concept option(s) against the Client brief to confirm compliance. Should there be any elements which either extend or reduce the agreed brief then these are to be identified and quantified along with proposals to align the scope with the brief for subsequent client approval.

2.02.6 Indicative costs and programme

Provide information sufficiently detailed to allow the preparation of an initial cost plan and programme.

Phase 03 – Town Planning 2.03.1 Develop brief Develop the Client’s requirements and agreed concept into a detailed brief for

the Project in consultation with the Client, the lead designer and other consultants. Comment to the lead designer on any restrictions the brief may impose on the proposals for the Project and advise appropriate solutions.

2.03.2 Provide sufficient preliminary information in relation to the project in the form of advice, sketch drawings, reports or specifications to enable the lead designer to prepare proposals.

2.03.3 Consider alternative solutions, as necessary or beneficial to the project. 2.03.4 Costs and

programme Provide outline information sufficiently detailed to allow the preparation of a cost plan and programme. Thereafter provide the necessary input into the preparation of an indicative procurement and construction programme.

2.03.5 Design

programme Provide the necessary input to the lead designer in order to compile a detailed design programme fully addressing all necessary deliverables and approvals.

2.03.6 Third Parties Consult any local or other authorities through the Principal Consultant about

matters of principle in connection with the design of the project.



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Phase 04 – Schematic Design and Design Development 2.04.1 Develop

proposals Develop the agreed proposals through to detailed design, in collaboration with the lead and other consultants.

2.04.2 Design within the footprint of the building developed by the Architect.

2.04.3 Provide by way of drawings or schedules document the structural and civil planning requirements for the engineering services showing locations and approximate sizes of plant rooms, major items of plant, major ducts and service runs and provide the approximate weight of any item affecting the structural design.

2.04.4 Collaborate with the lead designer and other consultants to prepare the detailed proposals for presentation to the Client. Identify any significant differences from the previously agreed requirements for the Project and seek documented Client approval for any necessary changes to the previously agreed scheme. Advise on the effects of a proposed change upon the design of the project.

2.04.5 Third Parties Consult as necessary with Planning, Building Surveyors, fire, environmental and

licensing authorities and statutory undertakers. 2.04.6 Costs Provide such representative sketches, drawings, specifications, and/or

calculations in a sufficient format to allow the indicative cost plan and programme to be developed.

2.04.7 Design guidelines Prepare and issue Design Guidelines for use by the project design team and any

subsequently identified party such as a tenant, end user that may operate within the area.

2.04.8 Site staff Discuss with the Client the likely requirements for site staff and review these

prior to and following the appointment of the Contractor. 2.04.9 Develop final

proposals Develop the detailed proposals in collaboration with the lead and other consultants to enable the team to prepare final proposals.

2.04.10 Assist the lead designer in co-ordinating the design of the project into the overall design. In particular, assist in the co-ordination of structural requirements for the engineering services.

2.04.11 Collaborate with the lead designer and other consultants to prepare the final proposals for presentation to the Client. Identify any significant differences from the previously agreed design and seek documented Client approval for any necessary changes. Advise on the effects of a proposed change on the design of the project.


2.04.13 BWIC Provide sufficient and suitable information and assist in the development of

design for builders work in connection with services, at all times allowing the progression of the structural, architectural and other design.

2.04.14 Costs Provide information sufficient in content and format to allow the cost plan to be

updated and reviewed against the budget. Phase 05 – Contract Documentation 2.05.1 Agree format Agree with the lead designer and Project Manager the format and content for

production information to ensure the appropriate level of detail is provided.

Advise whether the designs have been sufficiently developed and are sufficiently complete in order to obtain quotes and/or tenders on the basis required by the Client. Identify where information is deficient and assist in considering how this



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can be addressed within the design information and tender documentation. 2.05.2 Prepare Contract

Documentation Prepare sufficiently detailed design drawings and specifications for the purposes of inviting tenders from contractors. In all cases such documentation should be fully co-ordinated with the equivalent documentation provided by other consultants and/or specialist consultants. Such detail will include, but is not limited to; central plant delivery/installation and services distribution, temporary and permanent works.

2.05.3 Specification

writing Prepare sufficiently detailed specification documentation for the works.

2.05.4 Tender

documentation Provide copies of design information to assist in the assembly of the tender documentation. Prepare and provide the necessary input to the Invitation To Tender documentation.


2.05.6 Provide information to assist in the preparation of pricing documents by other consultants.


2.05.8 Third parties Prepare such calculations and details relating to the project as may be required for submission to any appropriate statutory authority or third party.

2.05.9 Compliance

monitoring Receive, review and comment on information received from specialist consultants, contractors, tenants, end users to ensure compliance with Design Guidelines.

2.05.10 Health & Safety Provide suitable and sufficient technical and design information as required. Phase 06 – Tender/Award/Delivery 2.06.1 Tender review Review the contractor’s proposals and assist the Project Manager and lead

designer and other consultants in advising the Client as to the relative merits of tenders, prices and estimates received for execution of all or part of the project. If required, attend post tender interviews.

2.06.2 Tender queries Receive and respond to any technical queries arising during the tender period,

with due regard to the co-ordination of other consultants design. Ensure a documented audit trail is maintained.

2.06.3 Tender report If required, compile an evaluation report relating to the technical merits of

contractors submissions. Identify any conditional issues that require resolution before accepting the tender. Comment on returned prices relating to the structural works. Input, if requested, into the tender report to the Client.

2.06.4 Specialist

contractors Provide advice and assist in the negotiations of contracts for any specialist works or contractors.

2.06.5 Second stage

tender Assist in negotiations with the contractor during the second stage tender period. Provide technical assistance for the design to be developed in order to agree a contract sum. Identify if any design development is likely to affect the cost plan or programme agreed for the project.


2.07.1 Finalisation of

contract docs. In collaboration with the Client and other consultants assist with the finalisation of the contract documentation.



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2.07.2 Building Control

Act Assist the lead designer in preparing and making applications or other submissions under the Building Control Act or other statutory or third party requirements. Assist in negotiation where necessary.

2.07.3 Further design

information Regularly review the design programme with the contractor and advise on the dates when design information will be available.

2.07.4 Develop the design of the project in collaboration with the contractor and other consultants and prepare sufficient calculations, drawings, schedules and specifications to enable the contractor to construct the project.

Assist in the preparation of drawings and designs for temporary works, formwork and shop fabrication details, in accordance with the programme.

2.07.5 Comply with design management and document issue procedures, including attendance at relevant meetings. Advise on completeness of design, risks and appropriate contingencies.

2.07.6 RFI / contractor

submissions Receive and respond to contractors and/or specialist suppliers Requests for Information (RFI) providing additional design input and/or clarification where required. Provide necessary documentation to confirm status of RFI closure.

2.07.7 Receive and review contractor and/or specialist supplier production drawings, method statements and other relevant submissions to ensure compliance with contract requirements. In particular provide input into the technical evaluation of method statements and risk assessments.

Respond promptly to all such submissions within the agreed procedure for approval. Provide written commentary confirming or otherwise the status of each submission. Status criteria being a) outright rejection requiring further submission, b) acceptance to proceed subject to clarification of noted comments and c) acceptance without comment.


2.07.9 Change In the event of a proposed change, advise on the effects of the proposed change

on the design of the project. 2.07.10 Meetings and

Reporting Attend meetings as reasonably requested in connection with the design or progress of the project. Provide regular reports at intervals to be agreed on the progress of the design in relation to the programme.

2.07.11 Additional test /

inspections Where necessary advise the Client on the need for any additional inspections and/or tests which are not covered under the agreement and which have arisen during fabrication and/or construction activities. Where requested propose recommended suppliers, provide brief and obtain costs for the provision of such services.

2.08.12 Site supervision Where appropriate comment on the need for any site supervision staff either

during investigation or subsequent construction activities. 2.07.13 Inspections

Make regular visits to the works. Identify to the contractor specific work elements, tests or inspections which need to be inspected prior to any closure, agree notification period and attend site accordingly. Document the witnessing of such work elements, tests or inspections and send a copy of the report to the Client and Project Manager for record.

Thereafter, attend site to monitor and record that the construction activities are being delivered in accordance with the contract documentation and good engineering practice.

2.07.14 Contract

instructions In collaboration with the other consultants advise on the need for issuing contract instructions.

2.07.15 Payment When requested, provide advice appropriate for the preparation and evaluation



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of certificates of payment to the contractor(s). 2.07.16 As required, visit the sites of extraction, fabrication and assembly of materials

and components to inspect materials and workmanship before delivery to the site and report thereon.

2.07.17 Testing &

Commissioning In conjunction with the consultant team receive and comment on any contractors, sub-contractors or specialist suppliers’ proposals for commissioning procedures and performance testing of the works.

Where required, witness tests and/or commissioning. Receive and examine test results obtained by the contractor and advise on any areas which require further testing prior to completion.

Agree and comply with a procedure to confirm acceptance of systems or elements of works.

2.07.18 Defects /

snagging

In conjunction with the contract administrator and other consultants, inspect the works either on phased or full completion and prepare a list of snags and defects.

2.07.19 PC Assist in the evaluation of sectional and/or practical completion. The Consultant

should confirm in writing, within the scope of their services, their recommendation that the works have reached practical or sectional completion or advise otherwise, giving reasons.

2.07.20 EOT / late

completion Assist with any issue in regard to extensions of time and/or late completion.

2.07.21 Information to be

provided at completion

Assist in the compilation of Operation and Maintenance Manuals and the Health and Safety File. Provide sufficient copies, in CAD format, of each of the final drawings to the Contractor(s) for the purpose of constructing the works and the production of As-Built drawings.

2.07.22 Receive and comment on the relevant sections contained within the contractors

draft issue of the Operating and Maintenance manuals, record drawings and any other related document to ensure compliance with the contract documentation. On issue of the final set of the same documentation ensure that observations prepared on the draft issue have been closed out.

Phase 08 – After Practical Completion 2.08.1 Snagging Inspect the works and identify any snags or defects, and notify the contract

administrator of these. Attend progress review meetings throughout the completion stage. Comment on the rectification of snags and defects and on completion, carry out final inspection and document accordingly.

2.08.2 Post contract

review Provide technical input to Clients post contract review. Attend Team review to explore experience gained and lessons learned for future projects.

2.08.3 Final account Provide reasonable information required for settling of contractors’ final accounts

and the project final account. 2.08.4 Claims Where contract claims are submitted assist with the technical evaluation of the

same inclusive of justification commentary where required.



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17.0 Structural and Civil Engineering Ref. Stage Service Part 1 General – All Stages 1.1 Provision of

services Clarify the structural and civil engineering service elements of the project, the role of the consulting engineers and their relationship with the lead and any other consultants or contractors. Where clarification is discussed and/or agreed verbally, confirm in writing to the Client and Project Manager.

1.2 Allocate adequate resources in order to comply with this agreement. At all times monitor the actual and anticipated time spent carrying out the services herein. At regular intervals of no more than one calendar month provide to the Client and Project Manager an estimate of time anticipated for remaining services to enable the client to accurately pre-judge future fee spend.

1.3 Operate a quality management system in respect of all activities required to perform the services and communicate the principal features of that system to the other consultants and contractors.

1.4 Establish the format and content required for design information prior to preparation, particularly in the case of approvals.

1.5 Specialist

consultants / surveys

Identify the need for any other specialist consultant to design any part of the Project. Where required, procure and/or co-ordinate specialist services. This may include advice on appropriate suppliers, preparation of a brief and/or the seeking of competitive tenders. In all cases, Client and Project Manager approval must be received before proceeding.

When requested, provide an interpretative summary of the findings or advice received.

1.6 Approvals Seek all necessary approvals and consents, providing sufficient and suitable

technical information in order to do so. 1.7 Meetings /

reporting Report regularly and promptly to the Client and Project Manager throughout the project. Where required, attend review meetings with both the Client and other consultants. If requested, submit a progress report in a format which has been pre-agreed with the Client and Project Manager.

1.8 Gather

information Seek all necessary information / documentation relevant to the project from the Client and any other sources, including statutory authorities, public service utility providers and the other consultants. Where necessary and possible verify the information.

1.9 Reconfirm the use of any existing survey, archive or declared as built documentation on which any subsequent design solution is based.

1.10 Programming Assist in the preparation and co-ordination of the project programmes, including

programmes for procurement, market testing and construction. Comment, within the scope of the services, on programmes prepared and submitted by contractors.


1.12 Design

programme Assist the lead consultant in preparing and agreeing with the client, a programme for the preparation of design and information release.

Furthermore, assist the lead consultant in reviewing the actual progress of design against the anticipated, keeping the design programme up to date. Assist



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in seeking to achieve improvements to the design programme, where practical. 1.13 Co-ordinated

design At all stages of the project’s development, liaise with the lead consultant and review design proposals by the other consultants, commenting as appropriate, so that the design is fully co-ordinated, comprehensive and quantifiable. Ensure at all times that the design information produced is clear and appropriate to the stage of the project.

Furthermore, liaise with the lead consultant and have due regard for other projects being undertaken which may be affected or which may affect this project.

1.14 Third party

approvals Identify and lead or support any necessary consultation with statutory or other third parties. Prepare drawings or technical information for applications under Planning, the Building Control Act or other statutory or third party requirements. Provide on-going support through to final approval of previously lodged submissions with third parties.

Advance approval from the Client and Project Manager should be sought before approaching any third party.

Third parties may also include, but are not limited to landlords, owners of adjoining or nearby properties, tenants or public authorities.

1.15 Assist the client, other consultants and contractors in seeking to discharge and conditions of third party approvals such as Planning or the Building Control Act.

1.16 Building Control

Act Observe all relevant Building Regulations including Fire Regulations. Monitor that any materials or substances which are generally, known at the time of specification or approval to be deleterious to health and safety or the durability of the completed project in the particular circumstances in which they are used or otherwise not to be in accordance with Australian Standards, codes of practice or good building practice or techniques are not recommended or selected for use in the Project.

1.17 Cost monitoring Exercise the degree of skill, care and diligence required in order to monitor that

the design adheres to the budget. Immediately warn the Client and Project Manager of changes to the design which might exceed any element of the budget.


1.18 Design

alternatives At all times, consider alternative designs which might provide a benefit to the project without compromising the Client requirements and agreed brief.

1.19 Occupational Health & Safety

Insofar as applicable to the Services carry out and fulfil in all respects the duties of a designer under the Occupational Health and Safety Regulations as if all such Regulations apply to the Project. Provide all necessary information and design risk assessments. Provide or assist in the preparation of manuals or other documents describing the design, operation and maintenance of the project.

1.20 Progression to

next stage Where required prepare any necessary board papers or presentation material that maybe required in order for the Client to sanction release of subsequent design stage. If required attend any meeting to present the prepared material.

1.21 Compliance with

brief Review the design at all times during development against the Client brief to ensure compliance. Should there be any elements which either extend or reduce the brief then these are to be identified along with proposals to re-align the design with the brief. Client approval should be sought before proceeding with any change.

1.22 Procedures

Comply with the Clients and, where applicable the Project Manager’s procedures for management and approval of design as follows:- - Design control (including deliverables and progress monitoring) - Change control - Drawing procedures (including document numbering and preparation of drawings)



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- Use of extranet services including Project Management and Document Control systems such as Aconex - Design information or method statements from contractors - Risk management

1.23 Project Reviews Take an active part in regular project reviews to ensure that communication and

procedures are operating efficiently. Allow for one review following completion to explore experience gained and lessons learned for future projects.

1.24 Risk register Provide sufficiently detailed information to allow the preparation and regular

update of a risk register, relating to relevant technical issues and where appropriate, assist with the identification of any commercial risks. Where possible, assist the Client and other consultants in managing risks in order to minimise their effects.

1.25 Life-cycle costing So far as within the scope of services, report on the life expectancies of critical

elements of the proposed works. With other consultants carry out life-cycle analyses of the materials, goods and plant to be incorporated.

1.26 Environmental

studies Comply with and ensure that the design complies with the Client’s Environmental Policy. Provide services and technical information in connection with environmental studies or impact assessments.

1.27 Relevant law Comply and ensure that all designs comply with any relevant Law, provided

always that if after the date of this Agreement there is a change of Law which was not foreseeable at the date of this Agreement and which materially affects the services, a fair and reasonable adjustment shall be made to the Consultant’s remuneration for the services.

1.28 Completion of

services / termination


Part 2 Phase 01 – Familiarisation 2.01.1 Client

Requirements Acquire a thorough understanding of and assist in establishing and/or reviewing the Client’s needs and requirements for the project; including functional requirements, environmental standards, life span and levels of quality. Develop the brief in consultation with the Client and other consultants.

2.01.2 Existing site Visit the site and carry out an initial appraisal. Make every endeavour to acquire

information about the site and verify it by further investigation where necessary. Confirm to the Client and the other consultants, any physical restrictions which may have a significant impact on the design solution.

2.01.3 Existing site

conditions In collaboration with the other consultants, visit site and with due reference to available documentation and survey data, identify any constraints imposed on the site such as; topographical limitations, existing operations, previous use or contamination.

2.01.4 Existing services Obtain such information as is reasonably available from the site investigations,

documents on the existence and extent of public services such as water, gas, electricity, sewerage and telecommunication services. Comment to the Client on any effect that these may have on the project, both prior to and during construction and on completion, and advise on the need for diversion works required.

2.01.5 Further

investigations Advise on the need for further investigation works and assist in the appointment of suitable specialists to carry these out. Manage and/or witness such investigations and obtain or prepare an interpretive report of the findings with recommendations on action to be taken.

2.01.6 Information

obtained from Where relevant documentation is obtained from third parties, compile and issue copies to the Client and Project Manager, when requested. In any event where



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third parties such documentation forms the basis or supports any subsequent design proposal, copies are to be issued to the Client and Project Manager for record.

2.01.7 Information

shortfall Where, following a review of both the site and historic information already provided for the project, a shortfall of information is perceived to exist notify the client accordingly, recommending how the shortfall may be addressed.

2.01.8 Initial appraisal Provide initial recommendations in regard to the Brief including feasibility and

concept options, in a suitable format such that cost and programme implications may be considered.

Phase 02 – Functional Technical Brief/Concept Design

2.02.1 Client brief Obtain the Client brief and where information is provided in a verbal format

confirm to the Client in writing. Develop the Client brief into a technical brief, fully identifying specific requirements for use on the project thereafter. Once agreed ensure any subsequent proposals are related back to the Client and technical briefs, prior to agreement as a formalised solution.

2.02.2 Key objectives In conjunction with the Client and other consultants, formulate the key objectives

and constraints contained within the Client brief as reviewed against existing documentation and site surveys.

2.02.3 Constraints Outline the effects of any constraints or limitations of the existing site, discovered

during the appraisal stage; including existing structures, contaminants or physical site restrictions which may affect the engineering options for the project. Comment on appropriate solutions.

2.02.4 Concept options

Consider and document alternative outline approaches and initial recommendations on the technical viability of the project. Present to and review with the Client and other consultants. Where required, provide the necessary detail to support a cost and programme assessment of all such alternative options.

Collaborate with the lead designer and other consultants in order to derive a recommended design solution for Client approval and subsequent development.

2.02.5 Compliance with brief

Consider the concept option(s) against the Client brief to confirm compliance. Should there be any elements which either extend or reduce the agreed brief then these are to be identified and quantified along with proposals to align the scope with the brief for subsequent client approval.

2.02.6 Indicative costs and programme

Provide information sufficiently detailed to allow the preparation of an initial cost plan and programme.

Phase 03 –Town Planning 2.03.1 Develop brief Develop the Client’s requirements and agreed concept into a detailed brief for

the Project in consultation with the Client, the Project Manager, lead designer and other consultants. Comment to the lead designer on any restrictions the brief may impose on the proposals for the Project and advise appropriate solutions.

2.03.2 Provide sufficient preliminary information in relation to the project in the form of advice, drawings, reports or schematic specifications to enable the lead designer to prepare schematic proposals.

2.03.3 Consider schematic alternative solutions, as necessary or beneficial to the project.

2.03.4 Costs and

programme Provide schematic information sufficiently detailed to allow the preparation of a cost plan and programme. Thereafter provide the necessary input into the preparation of an indicative procurement and construction programme.



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2.03.5 Design programme

Provide the necessary input to the lead designer in order to compile a detailed design programme fully addressing all necessary deliverables and approvals.

2.03.6 Third Parties Consult any local or other authorities about matters of principle in connection

with the design of the project. Phase 04 – Schematic Design and Design Development 2.04.1 Develop

proposals Develop the agreed proposals through to detailed design, in collaboration with the lead and other consultants.

2.04.2 Design within the footprint of the building developed by the Architect.

2.04.3 Provide by way of drawings or schedules the structural and civil planning requirements for the engineering services showing locations and approximate sizes of plant rooms, major items of plant, major ducts and service runs and provide the approximate weight of any item affecting the structural civil design.

2.04.4 Collaborate with the lead designer and other consultants to prepare the detailed proposals for presentation to the Client. Identify any significant differences from the previously agreed requirements for the Project and seek documented Client approval for any necessary changes to the previously agreed scheme. Advise on the effects of a proposed change upon the design of the project.

2.04.5 Third Parties Consult as necessary with Planning, Building Control, fire, environmental and

licensing authorities and statutory undertakers. 2.04.6 Costs Provide such representative sketches, drawings, specifications, and/or

calculations in a sufficient format to allow the indicative cost plan and programme to be developed.

2.04.7 Design guidelines Prepare and issue Design Guidelines for use by the project design team and any

subsequently identified concession / brand that may operate within the area. 2.04.8 Site staff Discuss with the Client the likely requirements for site staff and review these

prior to and following the appointment of the Contractor. 2.04.9 Develop final

proposals Develop the detailed proposals in collaboration with the lead and other consultants to enable the team to prepare final proposals.

2.04.10 Assist the lead designer in co-ordinating the design of the project into the overall design. In particular, assist in the co-ordination of structural requirements for the engineering services.

2.04.12 Collaborate with the lead designer and other consultants to prepare the final proposals for presentation to the Client. Identify any significant differences from the previously agreed design and seek documented Client approval for any necessary changes. Advise on the effects of a proposed change on the design of the project.


2.04.14 BWIC Provide builders work information sufficient to allow development of the

structural, architectural and other design. 2.04.15 Costs Provide information sufficient in content and format to allow the cost plan to be

updated and reviewed against the budget. Phase 05 – Contract Documentation 2.05.1 Agree format Agree with the lead designer the format and content for production information to

ensure the appropriate level of detail is provided.

Advise whether the designs have been sufficiently developed and are sufficiently



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complete in order to obtain quotes and/or tenders on the basis required by the Client. Identify where information is deficient and assist in considering how this can be addressed within the design information and tender documentation.

2.05.2 Prepare Contract

Documentation Prepare sufficiently detailed design drawings and specifications for the purposes of inviting tenders from contractors. In all cases such documentation should be fully co-ordinated with the equivalent documentation provided by other consultant and/or specialist consultants. Such detail will include, but is not limited to; demolition, specialist fixings, structural elements relating to central plant delivery/installation and services distribution, temporary and permanent works.

2.05.3 Specification

writing Prepare sufficiently detailed specification documentation for the works.

2.05.4 Tender

documentation Provide copies of design information to assist in the assembly of the tender documentation. Prepare and provide the necessary input to the Invitation To Tender documentation.


2.05.6 Provide information to assist in the preparation of pricing documents by other consultants.


2.05.8 Third parties Prepare such calculations and details relating to the project as may be required for submission to any appropriate statutory authority or third party.

2.06.9 Compliance

monitoring Receive, review and comment on information received from specialist consultants, contractors or concessions/brands to ensure compliance with Design Guidelines.

2.05.10 Health & Safety Provide suitable and sufficient technical and design. Phase 06 – Tender/Award/Delivery 2.06.1 Tender review Review the contractor’s proposals and assist the lead designer and other

consultants in advising the Client as to the relative merits of tenders, prices and estimates received for execution of all or part of the project. If required, attend post tender interviews.

2.06.2 Tender queries Receive and respond to any technical queries arising during the tender period,

with due regard to the co-ordination of other consultants design. Ensure a documented audit trail is maintained.

2.06.3 Tender report If required, compile an evaluation report relating to the technical merits of

contractors submissions. Identify any conditional issues that require resolution before accepting the tender. Comment on returned prices relating to the civil and structural works. Input, if requested, into the tender report to the Client.

2.06.4 Specialist

contractors Provide advice and assist in the negotiations of contracts for any specialist works or contractors.

2.06.5 Second stage

tender Assist in negotiations with the contractor during the second stage tender period. Provide technical assistance for the design to be developed in order to agree a contract sum.

Identify if any design development is likely to affect the cost plan or programme agreed for the project.



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2.07.1 Finalisation of contract docs.

In collaboration with the Client and other consultants assist with the finalisation of the contract documentation.

2.07.2 Building Control

Act Assist the lead designer in preparing and making applications or other submissions under the Building Control Act or other statutory or third party requirements. Assist in negotiation where necessary.

2.07.3 Further design

information Regularly review the design programme with the contractor and advise on the dates when design information will be available.

2.07.4 Develop the design of the project in collaboration with the contractor and other consultants and prepare sufficient calculations, drawings, schedules and specifications to enable the contractor to construct the project.

Assist in the preparation of drawings and designs for temporary works, formwork and shop fabrication details, in accordance with the programme.

2.07.5 Comply with design management and document issue procedures, including attendance at relevant meetings. Advise on completeness of design, risks and appropriate contingencies.

2.07.6 RFI / contractor

submissions Receive and respond to contractors and/or specialist suppliers Requests for Information (RFI) providing additional design input and/or clarification where required. Provide necessary documentation to confirm status of RFI closure.

2.07.7 Receive and review contractor and or specialist supplier production drawings, method statements and other relevant submissions to ensure compliance with contract requirements. In particular provide input into the technical evaluation of method statements and risk assessments.

Respond promptly to all such submissions within the agreed procedure for approval. Provide written commentary confirming or otherwise the status of each submission. Status criteria being a) outright rejection requiring further submission, b) acceptance to proceed subject to clarification of noted comments and c) acceptance without comment.


2.07.9 Change In the event of a proposed change, advise on the effects of the proposed change

on the design of the project. 2.07.10 Meetings and

Reporting

Attend meetings as reasonably requested in connection with the design or progress of the project. Provide regular reports at intervals to be agreed on the progress of the design in relation to the programme.

2.07.11 Additional test /

inspections Where necessary advise the Client and Project Manager on the need for any additional inspections and/or tests which are not covered under the agreement and which have arisen during fabrication and/or construction activities. Where requested propose recommended suppliers, provide brief and obtain costs for the provision of such services.

2.07.12 Site supervision Where appropriate comment on the need for any site supervision staff either

during investigation or subsequent construction activities. 2.07.13 Inspections

Make regular visits to the works in connection with the consulting engineer’s services. Identify to the contractor specific work elements, tests or inspections which need to be inspected prior to any closure, agree notification period and attend site accordingly. Document the witnessing of such work elements, tests or inspections and send a copy of the report to the Client for record.

Thereafter, attend site to monitor and record that the construction activities are being delivered in accordance with the contract documentation and good engineering practice.



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2.07.14 Contract instructions

In collaboration with the other consultants advise on the need for issuing contract instructions.

2.07.15 Payment When requested, provide advice appropriate for the preparation and evaluation

of certificates of payment to the contractor(s). 2.07.16 As required, visit the sites of extraction, fabrication and assembly of materials

and components to inspect materials and workmanship before delivery to the site and report thereon.

2.07.17 Testing &

Commissioning In conjunction with the consultant team receive and comment on any contractors, sub-contractors or specialist suppliers proposals for commissioning procedures and performance testing of the works.

Where required, witness tests and/or commissioning. Receive and examine test results obtained by the contractor and advise on any areas which require further testing prior to completion.

Agree and comply with a procedure to confirm sign-off of systems or elements of works.

2.07.18 Defects /

snagging

In conjunction with the Client and other consultants, inspect the works either on phased or full completion and prepare a list of snags and defects.

2.07.19 PC Assist in the evaluation of sectional and/or practical completion. The Consultant

should confirm in writing, within the scope of their services, their recommendation that the works have reached practical or sectional completion or advise otherwise giving reasons.

2.07.20 EOT / late

completion Assist with any issue in regard to extensions of time and/or late completion.

2.07.21 Information to be

provided at completion

Assist in the compilation of Operation and Maintenance Manuals and the Health and Safety File. Provide sufficient copies, in CAD format, of each of the final drawings to the Contractor(s) for the purpose of constructing the Works and for the production of As-Built drawings.

2.07.22 Receive and comment on the relevant sections contained within the contractors

draft issue of the Operating and Maintenance manuals, Safety File, record drawings and any other related document to ensure compliance with the contract documentation. On issue of the final set of the same documentation ensure that observations prepared on the draft issue have been closed out.

Phase 08 – After Practical Completion 2.08.1 Snagging Inspect the works and identify any snags or defects, and notify the contract

administrator of these. Attend progress review meetings throughout the completion stage. Comment on the rectification of snags and defects and on completion, carry out final inspection and document accordingly.

2.08.2 Post contract

review Provide technical input to Clients post contract review.

2.08.3 Final account Provide reasonable information required for settling of contractors’ final accounts

and the project final account. 2.08.4 Claims Where contract claims are submitted assist with the technical evaluation of the

same inclusive of justification commentary where required.