bsc endorsed project plan - city of burnside

Contents

Project Summary Page 03

Background Page 03 City Wide Community Consultation Page 03 Summary of Project Page 03 Extent of Works Page 04

Proposed Facilities Page 04 Concept Design Description Page 06 Order of Cost Summary Page 26

Cost Summary Page 26 Procurement Options Page 26

Overview Page 26 Purchasing Methods Page 26 Market Responses Page 26 Purchasing Value Thresholds Page 27 Project Delivery Methods Page 27 Design Approach Page 28 Design Procurement Page 28 Procurement - Main Works Page 28 Project Description and Objectives Page 28 Preferred Methods Page 29 Recommended Delivery Methos Page 30 Procurement Implemetation Page 30

Open Tender Page 30 Stage 1 Tender - EOI Page 30 Stage 2 Tender - Construction Page 30 Key Milestone Dates Page 30

Project Consideration Page 30 Project Programme Page 31 Project Framework Page 33

Resource Plan Page 33 Project Governance Page 33 BSC Redevelopment - Project Governance Page 33 Risk Management Page 36

Risk Management Plan Page 36 Communication Strategy Page 37

Appendix A Project Resource Plan Appendix B Risk Management Plan

Project Summary

Background

The City of Burnside has recently undertaken an infrastructure audit of the Burnside Swimming Centre to determine the condition of the swimming pools and buildings.

The swimming centre was constructed in 1966, with a major upgrade of the main entrance in 1996 and the replacement of the pipe work in 2005. The remainder of the centre is original, approximately 45 years old, and has had minimal maintenance work during that time.

Council identified necessary infrastructure upgrades to the centre and took the opportunity to engage with its community via a city-wide consultation, on the opportunity to further enhance the facilities.

City Wide Community Consultation

Residents of Burnside Council enjoy the surrounding Swimming Centre environment and the feedback from them is a strongly held belief that the green open space must be retained.

Overwhelmingly, the majority of respondents do not have any issues, dislikes or problems associated with Burnside Swimming Centre and support its retention. Key issues highlighted are car parking, season length (open longer) and the facility needing an upgrade (with a particular emphasis on the kiosk).

Council’s in-principle support for undertaking critical infrastructure refurbishment and some associated improvements was supported by 62 per cent of telephone survey respondents and 56 per cent of feedback-form respondents. This compares with between one in six telephone survey respondents and one in five feedback-form respondents (16 per cent and 22 per cent respectively) who said no, in principle, to Council considering any additional work.

Summary of Project

As detailed above, the City of Burnside consulted with its community in regard to redevelopment options for the Burnside Swimming Centre. These options were designed to prompt community discussion and to provide Council with a better understanding of the required scope of the Swimming Centre Redevelopment.

There was no ‘one option’ that was favoured, therefore Council has used the results of this consultation to develop a preferred ‘scope’ for the project.

The Proposal includes an upgrade to the main building, aquatic operations and recreational/ landscaped areas.

The detailed recommended improvements are provided in the following sections, and include:

• Refurbishment to the main building including painting, DDA improvements, upgrade of external toilets, and kiosk area.

• New plant room buildings and filtration systems to ensure legislative compliance.

• New aquatic play space to replace the existing wading pool.

• Landscape improvements including improved BBQ area, increased seating, re-concrete central paths around pool, and general planting and improvement of lawned areas.

Council has identified that the optimum time to undertake the work would be between February 2014 and late December 2014.

The work undertaken thus far forms Part 1 of the overall redevelopment works at the Burnside Swimming Centre, with the subsequent stages of work comprising Part 2 (detailed design documentation) and Part 3 (contract tender & contract administration).

Project Objectives

The key project objectives are:

� Burnside Pool – upgrade the existing pool facilities.

� Funding & Governance – meet Burnside Procurement Policy Guidelines.

� Staged Implementation – implement the works in a manner (staged or otherwise) to minimise disruptions to the pool operations and associated public safety hazards.

� Quality – provide a building outcome of high quality representative of Council in the public domain.

� Delivery Method – deliver the project to the requirements of the Burnside Procurement Policy Guidelines and to a capability and risk profile suitable for Council.

� Community Engagement – ensure that the Community are kept informed and involved in the project throughout the redevelopment.

� Cost Management – achievement of value for money and management of cost risk.

� Public Risk – the works are set in the public domain and potentially implemented adjacent or within an operational public pool and children, requiring central management of the works.

Extent of Works

Proposed Facilities

The Burnside Swimming Centre redevelopment is proposed to include the following works:

� Building Upgrade - Function Room, Public Toilets, Central Corridor, Customer Service, Point Of Sale System, Change Rooms, Kiosk, Staff Areas and External Awning Replacement.

� Aquatic Upgrade – Plant Room Replacement, Siteworks, Main Pool Tiling, Learners Pool Tiling, Learners Pool Viewing Area Upgrade, Aquatic Play Space and Digital Clock.

� Landscape Upgrade – Site Demolition, Landscape/BBQ/Seating, Kiosk Shade Structures, Wading Pool Removal, Pavement Demolition, Building Plumbing, Drinking Fountains and Fencing.

Concept Design Description

The key components of the redevelopment works for each of the 3 key work items (as noted above) are summarised in the following three tables.

Building Upgrades

Item No.

Upgrade Item Objective Indicative Work Description to be refined and finalised by Lead Professional Services Contractor in consultation with the Client.

1 Upgrade the southern meeting room

Rear Function/Meeting Room

Improved and redesigned to allow for meeting, training and storage for staff

Building

� Relocate existing FF&E

� Remove floor finish and replace with new non-slip resilient surface.

� New ¾ height plasterboard walls and doors to form new store rooms.

� New glazed double doors to form new entrance to meeting room.

� Make good walls and repaint

� Repaint ceiling

� Maintain existing raised clerestory skylight

� Close up existing skylight (small 900x900)

� Open metal storage racks (dexion) adjustable shelving.

� Reinstate existing FF&E

Item No.


Public Areas of the Main Building

2 External Public Toilets Upgraded to modern standard and meet DDA AS 1428.1

Building

� Remove partitions, fixtures and fittings

� Remove wall tiles.

� Remove chain mesh door

� New tiles to floor and walls (2200mm H)

� Repaint walls

� Repaint ceiling

� New impact resistant partitions

� New fixtures and fittings

� New pressed metal frame & solid core door (door grille).

� Upgrade the landing running between the access road and the building to provide an increased height accessible landing before the existing access ramp to the male and female toilets. Provide the ramps with TGSI, handrail and kerbrail.

� New enclosure for external service enclosure at the entrance of the public toilets – match the bin enclosure.

Electrical

� Replace existing lighting with new

Item No.


3 Central Corridor Refurbishment including general works such as paint and new lockers etc

Building

� Paint ceiling

� Paint walls (make good to any damaged render to walls)

4 Customer service area Redesign the exit/entry system in the main building including a POS system.

Reuse existing customer service desk.

Building

� Paint ceiling

� Paint walls (make good to any damaged render to walls)

� New entrance control system, Key Hardware:

o 2 Tripod Turnstiles for entry

o PushGate + PE Beams for exit and to control large crowds and disability access

o Bar Code Reader

o Membership System

Electrical

� Install new circuits for access control system

� Install local counter hearing augmentation system

Item No.


5 Public Changing Rooms including Parents Rooms

General refurbishment including tiling, painting, improved seating etc

Building (Male & Female)

� Remove existing FF&E

� Floor finish to remain

� Wall tiles to change areas to remain

� New tiles to change room entrance alcove, tiles to match existing change room, same height as change room tiles.

� Repaint walls to change areas

� Repaint ceiling throughout

� Remove cubicle partitions, fixtures and fittings

� Remove wall tiles in shower/WC area. New tiles to walls full height

� New impact resistant cubicle partitions

� New fixtures and fittings

� New Mirrors

� Retain vanity bench and fixtures

� New change benches (interlock)

� New lockers (interlock plastic lockers) 20 x 4 stack each for male and female

� Repair exist skylights

Item No.


Mechanical Services

� Install 2 new roof mounted exhaust fans in each of the male and female change rooms at 400 l/s capacity each, with motion sensor controller.

Electrical

� Power supply and switching to new exhaust fans.

Item No.


Building (DDA & Parents room)


� Floor finish to remain

� Repaint ceiling

� Remove wall tiles & replace with full height

� New fixtures and fittings to comply with AS1428.1

� New change integrated locker & bench (interlock)

� New wall mounted baby change fixture facility to one of rooms.

� DDA doors

6 Kiosk/Cafe

New kitchen equipment

Improved seating, shading and landscaping

Improved ambience – café style seating

Improve landscaping on park side of fence associated with the kiosk

Building

� Remove existing FF&E, Joinery,

� Council has requested the kiosk be upgraded to a commercial type of cafe quality. Allow a PC sum for the provision of commercial quality cafe, including FFE, joinery, refrigeration, cooking appliances, signage, etc. Remove floor finish and replace with slip resistant resilient finish

� Install new joinery unit, basin fixture, counters,

� Allow for new delivery access point and make good redundant opening

� New store room storage shelving

Item No.


� New floor surface and paint finish to walls and ceiling.

� Remove roller doors and replace with new.

Mechanical Services

� Removal of 1 existing ducted kitchen exhaust hood, roof mounted exhaust fan etc.

� Removal of 1 existing roof mounted evaporative air-conditioning unit.

� Install 1 new stainless steel ducted kitchen exhaust hood with roof mounted exhaust fan, controller, grease filters etc.

� Install new roof mounted evaporative air-conditioning unit including under ceiling plenum, controller etc.

Electrical

� Remove existing electrical switchboard and wiring, and replace with new 12-way switchboard.

� Replace existing internal lighting with new modern standard quality to suit commercial café

� Circuiting to new equipment and lighting

� New external lighting (pool and public side of alfresco area)

Gas Supply

� Connection of new equipment to existing gas supply to kiosk, complete

Item No.


with emergency isolation valve.

Hydraulics

� Installation of new isolation valve to kiosk water supply.

� New distribution pipework to new fixtures

� Install grease arrestor trap

� New drainage connecting into existing drainage system.

� New 100 litre Gas HWU.

Item No.


Alfresco public side external

� Remove timber pergola and vegetation

� New solid canopy to similar area medium to high quality

� New shade sail canopies extending out further to the north

� Remove existing concrete pavement and level area and replace with new permeable pavement

� New loose aluminium café style table & seating inside and outside (allow 15 tables with 4 seats each)

� Remove fixed tables and chairs (relocated to future bbq areas)

� New screened store area for café equipment

Alfresco pool side external

� Raised paved terrace area to provide flat surface with balustrade and ramp

� New loose café style table & seating (allow 15 tables with 4 seats each)

� Remove fixed tables and chairs (relocated to future bbq areas)

Item No.


7 Staff Areas

Redesign and refurbishment of staff areas

Building

First Aid room

� Remove all loose FF&E

� Remove floor finish and replace with slip resistant resilient finish

� Paint walls and ceiling

� Reinstate all FF&E

Staff Room

� Remove all Joinery & FF&E



� Install new kitchen joinery unit, basin fixture,

� Reinstate existing FF&E, fridge, microwave, table and chairs x 4

Office

� Remove all FF&E & reinstate upon completion.



� Reinstall existing FF&E

Item No.


Store & corridor

� Remove all FF&E and reinstate on completion,


� Paint walls and ceiling doors and trim.

Staff change rooms


� Paint existing ceilings, doors and trim

8 Wooden awning Replacement of wooden awning surrounding the main building

� Retain existing steel structure paint and make good

� Remove timber sub-framing, screening and shingles

� Apply a new ‘Danpalon’ opaque/translucent screening product to the existing awnings. (or equivalent)

� Remove timber entry bench seat structure

� New entry canopy statement, of similar footprint medium to high quality

9 Painting/Signage External Painting � Painting external walls of the main building

� Upgraded signage on front of main building

Item No.


10 Swimming Centre Building Roof

Replacement or partial replacement of roof

� Provide an optional replacement or partial replacement of the Swimming Centre main building roof following an assessment of the roofs condition, and capacity to cope with future requirements/demands. This inclusion will be subject to appropriate budget allocation.

11 General Electrical Load � Review of electrical load analysis and adequacy of mains feed into the entire site and redesign as appropriate.

Aquatic Improvements / Plant Room Infrastructure Up grades Item No.


12 Plant Room Designed and constructed generally where existing pool plantroom building is located on western side

Designed to be sympathetic to its environment (while being practical operationally).

� Size 21 x 14m.plus a store/tools area (overall 25 x 16)

� New 200 reinforced core filled blockwork construction

� Slab and footings

� Flat Kliplok roof insulated, steel framed

� Steel door frame solid core doors

� Aluminium louvre ventilation

� 2x chemical storage rooms

� Garden store/tool shed

� Pool equip store room

� Pool blanket undercover store area awning.

Item No.


13 Storage Building General Storage adjacent to Plant Room for chemical storage, gardening equipment and general maintenance equipment

Area included within plantroom sizing above.

Separate room for:

� New liquid chlorine, Soda Ash and CO2 gas bottles

� New safety shower and eye wash

14 Planting/Screening Planting in front of the building to soften the visual aspect and additional in rehabilitated areas

� Screening to plantroom to be a combination low maintenance prefinished slatted/perforated screening with creeping vine (species to be determined) in 3m sections to a height of 3.5m

15 Swimming Pool Equipment

New Main Pool filtration systems

Pool and Ancillary Equipment

New pool and filtration equipment comprising:

� 3 x granular (sand) filters

o Nominal filtration rate of 25 m3/hr/m2

o Total filter area of 12m2 (3 x 4m2)

o 4 hour turnover rate

o Flow rate of 68 L/s

Item No.


New Learn to Swim Pool filtration systems

� 3 x granular (sand) filters


o Total filter area of 7.2m2 (3 x 2.4m2)

o 2 hour turnover rate


New Aquatic Play Space filtration systems

� 3 x granular (sand) filters (Note – higher turnover due to health risks associated with pool use)


o Total filter area of 6m2 (3 x 2m2)

o 0.5 hour turnover rate


Pool disinfection � Sodium hypochlorite (liquid chlorine) automatic dosing

� CO2 gas PH control

� Sodium carbonate (soda ash) PH correction

Item No.


Infrastructure piping � Upgraded flow and return piping to each pool

o Main Pool Flow 300mm

o Main Pool Return 300mm

o Learners Pool Flow 200mm

o Learners Pool Return 225mm

o Toddlers Pool Flow 200mm

o Toddlers Pool Return 225mm

Balance Tanks � Re-use existing underground balance tank as the main pool balance tank.

� New underground balance tank for the Learners pool and the Toddlers Aquatic Play Space constructed as one tank located underneath new plantroom, with partition arrangement to form two individual tanks. Approximate tank volumes:-

o Learners Pool - 28 m3

o Toddlers Aquatic Play Space - 8 m3

Leaf catchment � Re-use existing strainer pit for the main pool system.

� Two new strainer pits (one for learners and one for the Toddlers Aquatic Play Space) with strainer mesh configured for easy removal and clean. Leaf pit to be constructed at same relative levels as the balance tank and to constructed adjacent the new balance tank

Item No.


Pool Heating � Relocation of existing gas fired pool heating plant (Boiler) to new plant room. Each pool to be heated individually through an appropriately sized cross-flow plate heat exchanger.

� Installation of new equal sized boiler to provide backup to existing boiler

Infrastructure � Installation of new switchboard for all plant equipment, ancillary equipment, light and power in the plantroom

� Extension of existing gas supply from South East corner of existing plantroom to new plantroom, including new piping to the gas boilers.

� Extension of existing water supply from South East corner of existing plantroom to new plantroom, including new piping to new equipment.

Demolition Works

16 Plant Room Reuse of existing underground balance tank.

� Relocation of existing gas fired pool heating plant.

� Demolition of the existing plantroom and all existing ancillary plantroom equipment and services

� Reuse of existing underground balance tank as the main pool balance tank,

� Partial removal (removal where necessary) of existing underground flow and return piping and fixtures within existing balance tank.

� Removal of existing external plantroom switchboard.

Item No.


17 Existing clubroom � Demolition of existing clubroom and removal of all existing services to building

18 Wading Pool Including flow and return � Removal of existing wading pool

Aquatic

19 Main Pool Retiling � Metz tiling 50 x 18 (height 1.3 to 2.1)

� New grabrails

Pool flow and return inlets and outlets

� Augmentation and addition of flow and return inlets and outlets to cater for increased turn over and pump rates. Additional inlets through pool wall. Additional outlets through pool wall into existing scum gutter.

20 Learners Pool Retiling � Metz tiling 20 x 16 (height 0.9 to 1.2)

� New grabrails

Pool flow and return inlets and outlets

� Augmentation and addition of flow and return inlets and outlets to cater for increased turn over and pump rates. Additional inlets through pool wall. Additional outlets through pool wall into existing scum gutter.

21 Viewing Area Re-treading of stairwell down to viewing windows in learners pool

� Metz tiling to walls floors treads

Item No.


Upgrade of the existing fencing and viewing windows

� Remove existing galvanised metal balustrading to learners pool viewing area and replace with new of similar aesthetics/standard.

� Remove tiling to below ground viewing area and prepare to install pool tiling to walls, floor and stair treads.

� Remove 3 off (300mm x 400mm approx) fixed viewing windows and replace with new framed glass viewing windows.

22 Aquatic Play Space New � Remove existing wading pool.

� New aquatic play space

o 200 sqm to match existing wading pool size

o Eastern half to be zero depth with direct access from pavement at eastern entrance. Slopes down to wading area maximum 200 mm depth.

o 6 off aquatic play equipment in zero depth and wading area with water flow control station.

� Refer above for piping requirements.

23 General Refurbishment of light pole structures

� Strip back to metal, treat and repaint existing light poles

Digital/pace clock � New mains powered digital pace clock located on wall of new plantroom

Landscaping/Recreational Upgrades

Item No.


24 BBQ Area Increased numbers � 2 x BBQ’s (electric)

� Electric supply from main building

25 Seating Increased numbers � 8 x bench seating and 2 x tables

26 Fencing Replacement of fence at North Eastern entrance

� Remove existing North East fence. Approximate total existing fence perimeter length = 130 metres

� Install new North Eastern around the café kiosk and family area to be black plastic Chain Wire Mesh 2.1 m tall with 3 strand barb wire up to 2.4 m

Repair existing fencing as required.

� Replacement of existing double gates with new black plastic gates and fittings.

27 Drinking Fountains Replace

� Replace 6 existing drinking fountains with new DDA compliant fountains.

� Replace existing screw hose bibcocks.

Item No.


28 Pavements Re-concrete central paths around pool and building.

� Allow for approx. 340 m in length x average width of 3 metes = 1020 sq metres.

� Wheelchair access points to fountains.

� Replacement of the stormwater pipe work and pits around the concourse.

� Pool depth marks onto concourse and associated signage

29 Bin Enclosure Tidy the area for the bin enclosure and provide screening

� Aluminium louvre 'COLT”, with double gates

30 Plumbing Isolation points

Installation of new mains isolation points at the main building.

� Installation of two new mains isolation points at the main building.

31 Infrastructure Sewer

� Replace existing 100mm dia sewer along eastern side of main building under the service drive out though Hazelwood Park to Davenport tce.

Hydraulics

� Install new 50mm dia supply to the new plantroom

32 Planting Planting of grasses in rehabilitated areas.

� Planting of grasses around the perimeter, such as Dietes bicolour yellow peacock flower and Dianella ‘ Border sliver’ Border silver flax lily.

� 150mm size and approximately 1000 total around the border and at strategic locations such as the entry or the area around the kiosk and the Aquatic Splash Pool.

� General remediation post construction works

Order of Cost Summary

Cost Summary

The Concept estimate of costs (Project Stage One) has been prepared at the Concept Stage by Donald Cant Watts Cork (DCWC).

The estimated overall Project Cost is $5.3million. This figure will be re-costed once the detailed designs are complete and a Financial Plan will be developed in consultation with the Lead Professional Service Contractor, Cost Manager and Council Administration.

Procurement Options

Overview

The City of Burnside Procurement Guidelines provides a range of options for the procurement of goods, services and capital works, subject to a consideration of works value, risk, complexity and delegated authority for cost commitments.

Purchasing Methods

Available purchasing methods include:

� Credit card

� Purchase Orders

� Written Agreement, and

� Contract

Market Responses

When seeking market responses for the purchases the following methods are proposed:

� Direct Sourcing

� Single Written Quote

� Multiple Written Quotes

� Select Tender

� Open Tender

Purchasing Value Thresholds

When seeking a purchase, the Procurement Policy sets the following value thresholds to direct the required form of approach to the market.

Item Value of Purchase Method of Purchase Agreement Type

1. Up to $2,000 Direct Sourcing Commercial terms/Credit Card

2. $2,001 - $5,000 At least 1 Written Quote Purchase Order

3. $5,001 - $15,000 At least 2 Written Quotes Purchase Order

4. $15,001 - $50,000 At least 3 Written Quotes Purchase Order/Contract/Other written Agreement

5. $50,001 - $150,000 Minimum of Select Tender Contract

6. $150,001 + Minimum of Open Tender Contract

Project Delivery Methods

The range of standard methods of contract delivery are:

� Fixed Lump Sum A traditional contract, where the work is fully designed and documented prior to being tendered to the market.

� Managing Contractor Equal to the traditional contract, but the works are tendered using a Provisional Sum for the whole of the trades works, with subcontracts for the trades works to be tendered after Contract Award.

� Construction Management Where the Building Contractor is acting as a “consultant” to the Principal and that the builder facilitates a series of trades contracts, direct between the trades and the Principal.

� Cost Plus Where the Building Contractor is paid the actual costs of the trades and an agreed rate for Preliminaries and Margin.

� Novated Design & Construct Where the design is completed to 30-50% and the design team is “novated” from the Principal to a D&C Building Contractor.

� Design & Construct Where the Building Contractor acts as designer and construction contractor.

� Guaranteed Maximum Price Where any of the above contracts include for a “cost cap” to the tendered price and the Contractor includes a risk provision for the obligation.

Design Approach

Of the works identified, all works items require detailed design, necessitating the selection and appointment of a design consultant, along with the completion of the design services, including the disciplines of:

� Architecture,

� Engineering,

� Building Services,

� Landscape Architecture.

� Pool design, plant and equipment

Design Procurement

Subject to the value of the consultancy, the procurement of the necessary design consultants from a select tender will take 9 weeks across the following component tasks:

� Tender Field Identification 1 week

� Tender Brief 1 week

� Tender Period 3 weeks

� Tender Assessment 2 weeks

� Delegated Approval 2 weeks

Procurement Method – Main Works

The Main Works, comprising construction packages over $150,000 in value, is required to be subject to Open Tender to the market, which will require use of the standard building industry methods of contracting from the project delivery methods previously described.

Project Description and Objectives

To select an appropriate method the project description and objectives of Council need to be taken into account, including matters such as:

� Scope Of Works – acknowledgement of the refurbishment nature of the project comprising packages of discrete and related works.

� Design Quality – design control to ensure that Council and Pool operational requirements are met including User design input.

� Works Timing – ability to manage the staging of works between operational and closure periods of the Pool.

� Cost Management – achievement of value for money and management of cost risk.

� Public Risk – the works are set in the public domain and potentially implemented adjacent or within an operational public pool and children, requiring central management of the works.

Preferred Methods

Given the above requirements, the methods which do not comply with the project objectives are:

� Construction Management – presents a higher risk profile with multiple contracts.

� Cost Plus – does not provide cost certainty.

� Novated Design & Construct – does not provide sufficient quality control and cost certainty for the works given partial design.

� Design & Construct – does not provide quality control and is not suitable for a complicated refurbishment project with many discrete elements.

Given this assessment, the methods which will comply with the project objectives are as follows and discussed below:

� Traditional Fixed Lump Sum – provides quality control, cost certainty and single location for the works public risk; and.

� Managing Contractor – provides the benefits of Traditional Fixed Lump Sum and flexibility of staging timing, however, has less control over Project Budget costs, until commitment to individual works packages is made to the Contractor.

Traditional Fixed Lump Sum

� Presents a cost and time risk profile across all traditional areas of the project, with reduced cost certainty in light of external funding requirements.

� Full design by the Consultant allows for complete User review to avoid subsequent changes during construction to disrupt the cost and time profile of the project.

� Long lead time to mobilise, ahead of any construction commitment, but will be commensurate with the Council project approvals process.

� Relies upon cost estimates during design development until the construction tender closes, resulting in an extended lack of cost certainty.

Managing Contractor (MC)

� Being a Fast Track method it presents a higher cost risk in balance of an improved and more flexible programme and delivery dates, compared to the traditional method of delivery.

� Full design by the Consultant retains control over quality, however, design works are to be completed in trades or works packages to the programme of the Contractor.

� Reduced lead time to mobilise, with limited design and tendering based on a QS cost estimate. May face issues in light of the project approvals process of Council if works are yet to be designed and agreed.

� Relies upon QS cost estimates during design development (30% Design) and into Construction, with actual construction costs only known when trades tendering closes, resulting in an extended lack of cost certainty.

� Delays in design approvals and issue of trades packages will delay the Contractor and attract a Delay Damages cost risk to the project.

Recommended Delivery Method

Given the characteristics of the preferred methods of project delivery, it is recommended that the Main Works be considered for a Traditional Fixed Lump Sum method, which will provide the best outcome for the project, balancing time outcomes against design quality with cost certainty.

Procurement Implementation

Open Tender

The packaging of the Project works items are proposed for a single works package where the coordination, management and safety risk of the works is allocated to a single contractor and, subject to the management of the works across the various operational and closure periods of the pool, the timing of the works would have flexibility to defer or advance as opportunities arise. Procurement will be by two stage tender, across the following Stages:

Stage 1 Tender – Expressions of Interest

The first stage will publicly call an Expressions of Interest tender based on criteria suitable for the project and will establish a select tender field of a minimum of 3 and maximum of 6 tenderers. The EOI will be for a period of 4 weeks and will be advertised on the Local Government tender section of the Advertiser Newspaper.

Tender documents will specifically include;

� Project description.

� Project indicative value.

� Timeline.

Stage 2 Tender – Construction Tender

The second stage will issue the Construction Tender to the select tender field for a period of 4 weeks. Tender documents will specifically include:

� Tender conditions and form of contract.

� Detailed design documentation and specifications.

� Site and background information.

Key Milestone Dates

Project Consideration

The project has been advised at a cost in excess of $5M, comprising works that encompass building refurbishment, aquatic facilities, landscaping and works in a sensitive public domain.

Given this, the project will require careful consideration for implementation both in the design and governance aspects for the project approvals and the implementation in

relation to the facility operations and safety of public users, both in the Pool and Hazelwood Park.

On this basis, the project requires careful consideration for the preparation of the design scope and implementation methods, all completed in a manner which meet with the prudential and governance requirements of Council and the State Heritage requirements of Hazelwood Park.

Given this assessment, the proposed Project Programme has been developed to provide adequate time to achieve the design development and governance approvals, ahead of committing to any significant works and associated construction contracts.

Based on current information, indicative programmes have been prepared in light of the project scope and constraints which shows the challenge of the project, particularly when the initial design and approvals activities are considered, setting the point when a major works package can be procured and implemented.

Council has identified a preference that the Construction works at the Swimming Centre be undertaken between February 2014 and December 2014.

Project Programme The following Program provides an indicative schedule for all stages of the Project and includes Stage 2 (design and documentation) and the indicative construction schedule (Stage 3). In addition, meetings of the Project teams, Council’s communication strategy and general project requirements milestones are also considered.

Project Framework

Resource Plan

The Complete Resource Plan incorporating all roles and responsibilities for the entire Project is provided in detail in Appendix A of this Project Plan.

Project Governance

Council has extensive experience in delivering building and capital projects. The City of Burnside will manage the project and will provide the necessary governance models to ensure probity, procurement, fiscal management, reporting and risk mitigation.

Burnside Swimming Centre Redevelopment - Project Go vernance Project Steering Committee The purpose of the Steering Committee is to provide strategic direction to ensure the project is delivered on time and on budget and meets the project objectives, and maximises benefits to the City of Burnside. The Steering Committee will establish decision-making processes that effectively integrate economic, environmental, social and equitable considerations to seek the optimum overall solution to the project requirements.

The role of the Steering Committee shall be to:

• overview the project ensuring that it is effectively managed and meets appropriate accountability and prudential management requirements;

• endorse all major proposed contractor appointments;

• monitor the project’s operations to ensure that the necessary project approvals are in place and the prescribed processes and policies are adhered to;

• review and endorse/approve recommendations from the Project Control Group and provide broad guidance to the Project Control Group as required;

• receive and comment upon regular progress reports from the Project Control Group;

• review, endorse/approve and monitor the procurement mechanisms recommended by the Project Control Group; and

• approve major project variances.

Membership of the Steering Committee shall be: • Paul Deb, CEO • Graeme Brown, General Manager Urban Services (Chair) • Nigel Morris, General Manager Corporate Services (Proxy Chair) • Louise Miller Frost, General Manager Community & Development Services • Barry Cant, Strategic Project Officer • Mark Buckerfield, Manager Asset Services • The Lead Professional Service Contractor when engaged), will attend Steering

Group meetings on an as needs basis.

Meetings will occur at a regular time on a monthly basis.

Project Control Group (PCG) The purpose of the PCG is to administer the project at an operational project level managing the key elements of time, cost and quality. The PCG reports to the Steering Committee. The Project Control Group reports to the Project Steering Committee and is accountable to Council for the effective day-to-day management of the project.

The Project Control Group shall meet routinely throughout the project procurement process to:

• prioritise and monitor to ensure that the project is completed to the agreed brief, the agreed budget and the agreed program;

• assess the project risks and instruct the formulation of strategies and plans to manage them;

• establish the roles and responsibilities of all project team members;

• monitor the project so as to ensure that appropriate resources are provided to the project;

• provide ongoing comprehensive professional contractual, financial, technical and risk management of the project through regular review meetings and review of the monthly project manager and/or lead project consultants reports;

• make all recommendations as required to the Project Steering Committee for contractor appointments;

• determine the appropriate project procurement process;

• ensure briefs as required are comprehensively established and that effective sign-off endorsement is achieved;

• initiate the required Value Management Reviews and any design reviews deemed appropriate;

• initiate the required Value Management Reviews and any design reviews deemed appropriate;

• input as necessary and endorse the documents forming the basis of Council Reports and funding submissions;

• to report to the Steering Committee highlighting any issues that may change any approvals and advising of the proposed actions to overcome the problems;

• to act as a forum for review of contractual matters/issues as necessary; and

• advise the Steering Committee on any matter relevant to the project.

Membership of the Project Control Group shall be:

• Strategic Project Officer • Manager Asset Services • Manager Engineering Services • Manager Operation Services • Team Leader, Burnside Swimming Centre • Chief Financial Officer • Manager Procurement and Contracts (when required) • Manager Development Services (when required) • OHS&W/Risk Management Coordinator (when required) • The Lead Professional Service Contractor • The project Cost Manager will attend all Project Control Group meetings as

required.

Meetings will be chaired by the Strategic Projects Officer. They will occur at a regular time on a fortnightly basis. Project Reference Group

The purpose of the Project Reference Group is to act as a ‘sounding board’ for any proposed designs, upgrades and developments; whilst ensuring the project is kept within the parameters of the brief and meet community expectations. The Project Reference Group provides commentary and feedback to the Project Steering Committee and Project Control Group. The Project Reference Group shall meet as required throughout the project procurement process to:

• keep informed and provide regular feedback on the ongoing process and outcomes associated with the Burnside Swimming Centre Redevelopment;

• to ensure that the needs of all key users and Burnside community are represented within the planning of the Redevelopment;

• to ensure that the Redevelopment reflects the needs and feedback of the community and captures previous planning work undertaken by Council;

• to ensure community ownership, acceptance and sustainability of any proposal relating to the site as well as potential management models and implications early in the project;

• to act as a forum for review of matters/issues as necessary; and

• advise the Project Control Group on any matter relevant to the project.

Membership of the Project Reference Group shall be: • Strategic Project Officer • Elected Member Representatives (three EM reps) • Swimming Centre Staff • Manager Community Services • Manager Community Engagement • Various Council Officers as required • The Lead professional Service Contractor will attend Project Reference Group

meetings on an as needs basis.

Risk Management

Risk Management Plan A full risk management plan for the detailed design and documentation stage of the Project has been developed and provided in Appendix B. The major risks to the project include:

• Cost – ensuring that the capital and operating budget is clearly identified and the

project is managed within the approved budget structure;

• Quality – ensuring that the final outcome meets service and quality requirements;

• Time – that the project is delivered on time;

• Consultation – that Council and the community are engaged in the process, this is managed through the development of the Community Engagement Strategy;

• Fit for purpose infrastructure – the redevelopment will address the key issue of ageing infrastructure and the potential for it to fail and not meet building, statutory and legislative requirements; and

• Statutory and Legislative – that the project meets all appropriate requirements eg Disability Discrimination Act, planning and heritage approval.

Communication Strategy

MEDIA COMMUNICATIONS PLAN Burnside Swimming Centre Upgrade 2013/14 Stage Activity Objective Message Stage 1 - June 2013 Final concept plan endorsed

Website - history/current Media release - Editorial Messenger column Twitter On location at Swimming Cool and Civic Centre Atrium Details of Plan on Engage Burnside Burnside Focus Inside Burnside Email to all swimming centre users

Create awareness of: • Stage of project • Confirmation of project objectives • Advice on what happens from

here • Estimated time frames

1. We’ve asked our Community, we’ve listened and we’ve refined the project to meet the overall needs and views.

2. Your participation has shaped this significant project.

3. Council is proud to improve and continue to provide this much valued asset to our community.

Stage 2 - Public notification of Development Approval application Sept -Dec 2013

Designs available on location at Council and Swimming pool, in addition to Council’s website.

Part A – September 2013: Final designs submitted to DA on website.

1. The proposed designs are now available for viewing.

2. Reiteration of messages 1, 2 and 3 above.

Website - history/current Media release - Editorial Messenger column Twitter On location at Swimming Cool and Civic Centre Atrium Details of Plan on Engage Burnside Burnside Focus

Part B – December 2013 If approved, education and awareness of Project, construction timelines, and details of shorter seasons.

1. We’re going ahead with this Project

2. Here’s how it will work (works timetable from point of view of public)

Inside Burnside Email to all swimming centre users

Stage 3 – The Works Milestones to be identified by February 2014

Proposed schedule of works. 10 month process : 3-monthly update distributed through usual channels as above. Time lapse photograph of development scheduled according to works plan

Awareness and information on the progress of the works

We’re keeping the Community up to date, and involved, as promised.

Grand Re -opening December 2014

- Publicity as per previous channels. Organise official opening day: • Mayoral welcome • Key partners invited • Fun day • Presentation of time

lapse/before and after. • Historic photos. • Recreate previous

opening event. • To be finalised and

organised

Celebration of opening of refurbished pool. 1. Welcome to your upgraded Swimming Centre

2. Here are the differences you’ll see.

3. Here are the improvements, that you won’t see, but they are there.

bsc endorsed project plan - city of burnside

Documents