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BETSI CADWALADR UNIVERSITY HEALTH BOARD NORTH DENBIGHSHIRE COMMUNITY HEALTHCARE SERVICES PROJECT Project Execution Plan (V

BETSI CADWALADR UNIVERSITY

NORTH DENBIGHSHIRE COMMUNITY HEALTHCARE

Project Execution Plan (V3.02.2)

28 May 2014

VERSION HISTORY

Version Date Issued

1.1 08.12.2013

1.2 24.12.2013

2.1 03.04.2014

2.2 03.04.2014

2.3 23.05.2014

2.4 25.06.2014

2.5 26.06.2014

2.6 15.07.2014

2.7 18.07.2014

3.02.4 26.06.201410.10.2014

DOCUMENT SIGN OFF

Once signed, this document will be accepted as an agreement between members of the Betsi Cadwaladr

University Health Board Project Board and the appointed Supply Chain Partners to proceed with the project as

planned.

Sign off Area Signatory Role

BCUHB Project Director Project Director

Gleeds Management Project Manager

SCP Project Leader Project Leader

Cost Management Cost Advisor

Brief Summary of Change

Draft

Review document / update

Update and reformat



Changes made by W.Hooson


Changes made by D.Smith

Major changes and revisions

10.10.2014 Review document / updateFirst full issue


Board and the appointed Supply Chain Partners to proceed with the project as

Signatory Role Signatory Signature

Project Director Wendy Hooson

Project Manager Paul Cavanagh

Project Leader Chris Turton

Cost Advisor James Kitchen

Owner’s Name

P. Cavanagh

P. Cavanagh

P. Cavanagh

P. Cavanagh

P. Cavanagh

P. Cavanagh

P.Cavanagh

P.Cavanagh

P.Cavanagh

P. Cavanagh


Board and the appointed Supply Chain Partners to proceed with the project as

Date

KEY ACRONYMS/TERMS AND DEFINITIONS

Term/Acronym Definition

ADB Architectural Data Base

AEDET Achieving Excellence Design Evaluation Toolkit

BJC Business Justification Case

BCUHB Betsi Cadwaladr University Health Board

BCUHBCA Betsi Cadwaladr University Health Board Cost Advisor (Gleeds Cost Management)

BCUHBPD Betsi Cadwaladr University Health Board Project Director

BCUHBPM Betsi Cadwaladr University

Services)

BCUHBS Betsi Cadwaladr University Health Board Supervisor

BQ Bill Of Quantities

CDMC Construction Design and Management Coordinator

CE Compensation Event

D4L Designed for Life

FBC Full Business Case

FrM Financial Risk Manager

HBN Health Building Note

HTM Health Technical Memorandum

LARC Licensed Asbestos Removal Contractor

NEAT NHS Environmental Assessment Tool

NEC New Engineering Contract

NHS National Health Service

OBC Outline Business case

OGC Office of Government Commerce

PC Practical Completion

PDF Portable Document Format

PEP Project Execution Plan

PID Project Initiation Document

PMI Project Management Instruction

PRINCE2 Projects in a Controlled Environment V 2

PWDD Price for Work Done to Date

QA Quality Assurance

RAH Royal Alexandra Hospital

SCP Supply Chain Partner

SOC Strategic Outline Case

SPM Services Planning Manager

SRO Senior Responsible Owner

SRP Summary Risk Profile

SSP Shared Services

WHC Welsh Health Circular

WSS Welsh Shared Services

KEY ACRONYMS/TERMS AND DEFINITIONS

Architectural Data Base

Achieving Excellence Design Evaluation Toolkit

Justification Case

Betsi Cadwaladr University Health Board

Betsi Cadwaladr University Health Board Cost Advisor (Gleeds Cost Management)

Betsi Cadwaladr University Health Board Project Director

Betsi Cadwaladr University Health Board Project Manager (Gleeds Management

Betsi Cadwaladr University Health Board Supervisor

Bill Of Quantities

Construction Design and Management Coordinator

Compensation Event

Designed for Life

Business Case

Financial Risk Manager

Health Building Note

Health Technical Memorandum

Licensed Asbestos Removal Contractor

NHS Environmental Assessment Tool

New Engineering Contract

National Health Service

Business case

Office of Government Commerce

Practical Completion

Portable Document Format

Project Execution Plan

Project Initiation Document

Project Management Instruction

Projects in a Controlled Environment V 2

Price for Work Done to Date

Quality Assurance

Royal Alexandra Hospital

Supply Chain Partner

Strategic Outline Case

Services Planning Manager

Senior Responsible Owner

Summary Risk Profile

Shared Services Partnership

Welsh Health Circular

Welsh Shared Services

Betsi Cadwaladr University Health Board Cost Advisor (Gleeds Cost Management)

Health Board Project Manager (Gleeds Management

GLOSSARY OF TERMS

Term/Acronym

Change Control Procedure

Framework Extranet

Management Control Plan

Master Programme

Accepted Programme

Definition

As defined in Section 10 of this document.

Means “Conject”, as provided and administrated by the SCP.

Means the Project Execution Plan (PEP) as revised from time

Means the overall programme for the scheme.

Means the accepted OBC/FBC/Construction Programme as issued by

the SCP.

Means “Conject”, as provided and administrated by the SCP.

Means the Project Execution Plan (PEP) as revised from time-to-time.

Means the accepted OBC/FBC/Construction Programme as issued by

1. CONTROL STATEMENT

1.1 Controlled Documentation

2. SCOPE OF PROJECT EXE

2.1 Project Execution Plan

2.2 Executive Summary

3. PROJECT AIMS AND OBJ

3.1 Project Brief and History (taken from SOC)

3.2 Summary of Project Objectives

4. PROJECT RISKS ................................

4.1 Risk Management

4.2 Structure ................................

4.3 Format of meetings

4.4 Attendance at meetings

5. MANAGEMENT STRUCTURE

5.1 Project Directory ................................

5.2 Project Management Arrangements

5.3 Formal Reporting Procedures

5.4 Consultant Appointments

6. ROLES AND RESPONSIBI

6.1 Project Organisational Structure

6.2 BCUHB Roles and Responsibilities

6.3 Consultant Team Roles and Responsibilities

6.4 Supply Chain Partner (SCP)

7. PROJECT ADMINISTRATI

7.1 Communications ................................

7.2 Meetings ................................


8. PROGRAMMING AND MONI

8.1 Design Responsibility

8.2 Drawing Layout and Structure

8.3 Drawing Issue and Distribution

8.4 Schedule for Submission of Drawings and Samples

8.5 Programme and Notification

8.6 Master Programme

CONTENTS

..............................................................................................

Controlled Documentation................................................................

SCOPE OF PROJECT EXECUTION PLAN ................................................................

Project Execution Plan ...........................................................................................

Executive Summary................................................................................................

PROJECT AIMS AND OBJECTIVES ................................................................

Project Brief and History (taken from SOC).............................................................

Summary of Project Objectives ................................................................

................................................................................................

................................................................................................

................................................................................................

ings..............................................................................................

Attendance at meetings .......................................................................................

MANAGEMENT STRUCTURE ................................................................

................................................................................................

Project Management Arrangements ................................................................

Reporting Procedures ................................................................

Consultant Appointments ................................................................

ROLES AND RESPONSIBILITIES ................................................................

Project Organisational Structure ................................................................

BCUHB Roles and Responsibilities ................................................................

Consultant Team Roles and Responsibilities .........................................................

Supply Chain Partner (SCP)................................................................

PROJECT ADMINISTRATION ................................................................

................................................................................................

................................................................................................

Procedures ................................................................

PROGRAMMING AND MONITORING ................................................................

Design Responsibility ...........................................................................................

awing Layout and Structure ................................................................

Drawing Issue and Distribution ................................................................

Schedule for Submission of Drawings and Samples ................................

Programme and Notification ................................................................

Master Programme ..............................................................................................

.............................. 1

..................................................... 1

........................................ 3

........................... 3

................................ 3

............................................... 7

............................. 7

............................................ 10

........................................ 13

................................ 13

............................................. 13

.............................. 14

....................... 14

.................................................... 16

.................................. 16

.................................... 16

............................................... 16

.................................................... 18

................................................. 20

.......................................... 20

........................................ 21

......................... 26

................................................... 31

.................................................... 35

.................................. 35

............................................. 37

............................................... 38

....................................... 41

........................... 41

.............................................. 41

............................................ 41

.............................................. 42

................................................ 42

.............................. 42

8.7 Progress Control ................................

8.8 SCP’s Programme ................................

8.9 Progress Photographs

8.10 Detailed Sub Programmes

8.11 Health & Safety ................................

9. COST MANAGEMENT ................................

9.1 Target Cost ................................

9.2 Standard Documents

9.3 Cost Control Procedures

9.4 Financial Reports ................................

9.5 Monitoring and Reporting

10. CHANGE CONTROL PROCE

10.1 Design Control ................................

10.2 Design Records ................................

11. MODIFICATIONS AFTER

11.1 Submission of Modification Proposals

11.2 Submission of Change Proposal

11.3 Early Warning Notices

11.4 Agreement of Price

12. QUALITY CONTROL ................................

12.1 Scope ................................

12.2 Strategy ................................

12.3 Contractor’s Responsibility

12.4 Site Inspections ................................

12.5 Drawings and Samples

13. APPROVAL AND PAYMENT

13.1 Assessment ................................

13.2 Period of Assessment Dates

13.3 Payment ................................

14. COMMISSIONING, COMPL

14.1 De-commissioning, Testing & Commissioning

14.2 Completion & Handover

APPENDICES

................................................................................................

................................................................................................

Progress Photographs ..........................................................................................

Detailed Sub Programmes ................................................................

................................................................................................

..............................................................................................

................................................................................................

uments ...........................................................................................

Cost Control Procedures – Post Contract ..............................................................

................................................................................................

Monitoring and Reporting ................................................................

CHANGE CONTROL PROCEDURES ................................................................

................................................................................................

................................................................................................

MODIFICATIONS AFTER CONTRACT COMMITMENTS ................................

Submission of Modification Proposals ................................................................

Submission of Change Proposal................................................................

Early Warning Notices ..........................................................................................

Agreement of Price ..............................................................................................

..............................................................................................

................................................................................................

................................................................................................

Responsibility ................................................................

................................................................................................

Drawings and Samples .........................................................................................

APPROVAL AND PAYMENT ................................................................

................................................................................................

ssessment Dates ................................................................

................................................................................................

COMMISSIONING, COMPLETION AND HANDOVER ................................

commissioning, Testing & Commissioning ......................................................

Completion & Handover ......................................................................................

.................................. 43

................................. 43

.......................... 46

.................................................... 46

.................................... 47

.............................. 49

.......................................... 49

........................... 50

.............................. 50

................................. 51

.................................................... 51

......................................... 54

..................................... 54

.................................... 54

............................................ 56

.................................. 56

............................................ 56

.......................... 56

.............................. 59

.............................. 61

................................................... 61

............................................... 61

.................................................. 61

.................................... 61

......................... 61

.................................................. 63

.......................................... 63

................................................. 63

.............................................. 63

............................................... 65

...................... 65

...................... 67

1

CONTROL

STATEMENT



1.1 Controlled Documentation

This manual remains the property of Gleeds Management Services (GMS) and is issued on

holder on the understanding that it shall be returned when so requested.

The registered holder is responsible for its safe custody, for inserting all revisions and for

made obsolete by revisions. Revisions shall only be authorised by the Betsi Cadwaladr University Health Board

Project Manager (BCUHBPM).

This is a Controlled Document and shall not be copied or loaned except with the written approval

BCUHBPM.

The BCUHBPM will review this procedures manual periodically with the project team to reaffirm its adequacy

and conformity to the current requirements of the project. Revisions shall be made by replacement of the

applicable pages and each page shall be identified by the date of issue.

The following persons are registered holders of controlled copies of this manual:

Name





Gleeds Management Services (BCUHBPM)

Gleeds Cost Management (BCUHBCA)

Interserve Construction (SCP)

CONTROL STATEMENT

the property of Gleeds Management Services (GMS) and is issued on

holder on the understanding that it shall be returned when so requested.

The registered holder is responsible for its safe custody, for inserting all revisions and for


This is a Controlled Document and shall not be copied or loaned except with the written approval



ge shall be identified by the date of issue.

The following persons are registered holders of controlled copies of this manual:

Betsi Cadwaladr University Health Board – Project Sponsor

Betsi Cadwaladr University Health Board – Project Director

Betsi Cadwaladr University Health Board – Business Case Manager

Betsi Cadwaladr University Health Board – Panning Project Manager

(BCUHBPM)

(BCUHBCA)

1

the property of Gleeds Management Services (GMS) and is issued on loan to a registered

The registered holder is responsible for its safe custody, for inserting all revisions and for destroying all pages


This is a Controlled Document and shall not be copied or loaned except with the written approval of the



Manual No.

1

2

3

4

5

6

7

2

SCOPE OF

PROJECT

EXECUTION PLAN


2. SCOPE OF PROJECT EXECUTION PLAN

2.1 Project Execution Plan

This Project Execution Plan (PEP) has been prepared by Gleeds

the Project Team participating in the scheme design, procurement and construction of the Betsi Cadwaladr

University Health Board (BCUHB) – N

The aim of the plan is to confirm the Client’s (BCUHB) Brief, set out the way in which it is proposed to achieve

the project objectives, and establish a clear understanding of the process and

the project.

In preparing this document, the following principles have been adopted:

• The PEP is based on all information available at the date of issue. Where information/data is

plan makes assumptions. The pl

will be incorporated into the PEP.

• It is intended that nothing in the PEP shall override, modify or otherwise affect the duties or

responsibilities as required by the building contra

• The PEP is a ‘living document', which will be developed and extended throughout the duration of the

project and is a responsibility of the Project Team. However major reviews and re

be undertaken for the following key stages of the project:

o Stage 2: Outline Business Case (OBC) Approval Stage

o Stage 3: Full Business Case (FBC) Approval Stage

o Stage 4: Six monthly intervals leading to completion of the Design, Construction and Works

o Stage 5: Commission

o Stage 6: Project Closure

2.2 Executive Summary

The BCUHB intend to implement a development programme in accordance with the compliance objectives as

listed below:

2.2.1 Scope of Works

The works included within the development project and within the remit of

• Provide technical and estates inputs into the OBC submissions;

• Develop shortlist of development options, and define the evaluation procedure for the selection of a

preferred option;

• Execute evaluation and commence design developme

SCOPE OF PROJECT EXECUTION PLAN

CUTION PLAN

This Project Execution Plan (PEP) has been prepared by Gleeds Management Services


North Denbighshire Community Healthcare Services


the project objectives, and establish a clear understanding of the process and procedures for administration of

In preparing this document, the following principles have been adopted:

The PEP is based on all information available at the date of issue. Where information/data is

plan makes assumptions. The plan also details how and when this information will be procured and how it

will be incorporated into the PEP.

It is intended that nothing in the PEP shall override, modify or otherwise affect the duties or

responsibilities as required by the building contract or consultants’ agreements.

The PEP is a ‘living document', which will be developed and extended throughout the duration of the

project and is a responsibility of the Project Team. However major reviews and re

he following key stages of the project:

Outline Business Case (OBC) Approval Stage

Full Business Case (FBC) Approval Stage

Six monthly intervals leading to completion of the Design, Construction and Works

Commissioning

Project Closure


The works included within the development project and within the remit of this PEP are as follows:

Provide technical and estates inputs into the OBC submissions;

Develop shortlist of development options, and define the evaluation procedure for the selection of a

Execute evaluation and commence design development of the preferred option;

3

Management Services. It is designed for use by


ervices Project (NDCHSP).


procedures for administration of

The PEP is based on all information available at the date of issue. Where information/data is missing, the

an also details how and when this information will be procured and how it

It is intended that nothing in the PEP shall override, modify or otherwise affect the duties or

ct or consultants’ agreements.

The PEP is a ‘living document', which will be developed and extended throughout the duration of the

project and is a responsibility of the Project Team. However major reviews and re-issue of the PEP should

Six monthly intervals leading to completion of the Design, Construction and Works


this PEP are as follows:

Develop shortlist of development options, and define the evaluation procedure for the selection of a

nt of the preferred option;


• Formulate and partake in User Group Meetings with key stakeholders and incorporate outcomes within

the developing design;

• Execute design and cost confidence reviews throughout the design development period;

• Agree final designs with stakeholders and incorporate costs and design with FBC submissions;

• Execute and administer the construction contract;

• Construct new extension, refurbish existing building and provide external works and infrastructure

improvements;

• Establish handover and decanting procedures prior to occupation.

2.2.2 Timescales

BCUHB have established the following target dates for production of the OBC, FBC, Target Cost agreement,

commencement of works on site and practical completion of the construction works, as set out in

Milestones

BCUHB approval of Outline Business Case*

Submit Outline Business Case to Welsh Government

Approval Outline Business Case by Welsh Government

BCUHB approval Full Business Case*

Submit Full Business Case to Welsh Government

Approval Full Business Case by Welsh Government

Commence Construction

Construction complete / Commissioning / Handover

Project Closure

* Key Sign Off stages referred to in 2.2.3

2.2.3 Sign Off

Sign off of the key stages of the project will be carried out by the BCUHB User Groups an

• The BCUHB Project Sponsor (Chief Executive)

the Service Planning/BCUHB;

• The BCUHBPM will manage the sign off stages as the BCUHB appointed Project Manager.

The Supply Chain Partner (SCP) will be required to sign a ‘Readiness to proceed to next stage’ as a prerequisite

to the stage sign offs by the BCUHB.

The project will be reviewed under the Gateway process and will adhere to the Gateway project stages, refer

to 0 for a detailed flowchart of the gateway process.


Formulate and partake in User Group Meetings with key stakeholders and incorporate outcomes within

Execute design and cost confidence reviews throughout the design development period;

ith stakeholders and incorporate costs and design with FBC submissions;

Execute and administer the construction contract;

Construct new extension, refurbish existing building and provide external works and infrastructure

d decanting procedures prior to occupation.


commencement of works on site and practical completion of the construction works, as set out in

BCUHB approval of Outline Business Case*

Submit Outline Business Case to Welsh Government

Approval Outline Business Case by Welsh Government

BCUHB approval Full Business Case*

Submit Full Business Case to Welsh Government

Approval Full Business Case by Welsh Government

Construction complete / Commissioning / Handover

2.2.32.2.3 below.

Sign off of the key stages of the project will be carried out by the BCUHB User Groups an

(Chief Executive) will manage the sign off stages of the project on behalf of

The BCUHBPM will manage the sign off stages as the BCUHB appointed Project Manager.

(SCP) will be required to sign a ‘Readiness to proceed to next stage’ as a prerequisite

to the stage sign offs by the BCUHB.


wchart of the gateway process.

4

Formulate and partake in User Group Meetings with key stakeholders and incorporate outcomes within

Execute design and cost confidence reviews throughout the design development period;

ith stakeholders and incorporate costs and design with FBC submissions;

Construct new extension, refurbish existing building and provide external works and infrastructure


commencement of works on site and practical completion of the construction works, as set out in the OBC:

Target Date

January 2015

January 2015

April 2015

July 2015

July 2015

October 2015

November 2015

May 2017

May 2018

Sign off of the key stages of the project will be carried out by the BCUHB User Groups and the BCUHBPM.

will manage the sign off stages of the project on behalf of

The BCUHBPM will manage the sign off stages as the BCUHB appointed Project Manager.

(SCP) will be required to sign a ‘Readiness to proceed to next stage’ as a prerequisite


Formatted: Font: Italic


2.2.4 Quality

The quality objectives and design criteria to be achieved have been established with BCUHB during the briefing

development process and will be set down in the target cost documentation, drawings and specification for

sign off prior to proceeding with the Stage 4 Construction.

2.2.5 Cost

The project is to be delivered within the financial constraints of the development budget approved by BCUHB

set out below, and highlighted in the FBC to be submitted and approved by the

above timescales.

The costs have been reported at BIS PUBSEC Firm Price




sign off prior to proceeding with the Stage 4 Construction.


set out below, and highlighted in the FBC to be submitted and approved by the WG/SSP

The costs have been reported at BIS PUBSEC Firm Price Index 173 (equivalent to MIPS 480),

5




WG/SSP in accordance with the

Index 173 (equivalent to MIPS 480),

3

PROJECT AIMS AND

OBJECTIVES


3. PROJECT AIMS AND OBJECTIVES

3.1 Project Brief and History (taken from SOC)

There are a number of significant issues affecting

the shape of future service provision for this community. In order to support the best possible health

outcomes for patients, provide services that are fit for the future and make the best use o

financial resources, continuing to provide health services as they are now is not an option for the following

reasons:

• High levels of multiple deprivation particularly in the areas of West, South West and East Rhyl (DCC, 2009

2010);

• Coastal towns of Rhyl and Prestatyn are home to communities which are amongst the most deprived in

Wales with high levels of health, housing and income deprivation and a high proportion of unpaid carers

(DCC, 2008);

• In June 2010, in-patient beds at the Royal

deficiencies.

• Following the outcome of the Healthcare in North Wales is Changing Public Consultation, in

at Prestatyn Community Hospital closed in April 2013; Older People’s Mental Health

beds at Glan Traeth were closed in July 2013 and transferred to Ysbyty Glan Clwyd.

• The new North Denbighshire Community Hospital will replace the current Royal Alexandra Hospital,

Prestatyn Community Hospital and Glan Traeth.

• The introduction of the Enhanced Care Service has meant that some patients who had previously been

admitted to an in-patient bed can now be cared for in their own home. Those patients who still require

general community bed based care must now travel to Colwyn B

who still require an OPMH in-patient bed are accommodated at Bryn Hesketh, Colwyn Bay and the Ablett

Unit, Ysbyty Glan Clwyd.

• The Royal Alexandra Hospital (RAH), Prestatyn Community Hospital (PCH) and Glan Traeth in

was out-dated and not suited to modern healthcare;

• The level of dedicated therapy resource at PCH was minimal;

• In-patient facilities at PCH were not supported by any additional community or support services such as

outpatients, x-ray or phlebotomy;

• The size and constraints at PCH meant that there were insufficient volumes of patients with similar needs

making it difficult for staff to maintain their competencies and ensure that the best outcomes for patients

could be achieved;

• Fire code compliance issues at PCH required significant staff investment for very low patient numbers.

This was not clinically efficient and resulted in resources being drawn from elsewhere in the health

system to support the day-to-day delivery of care;

PROJECT AIMS AND OBJECTIVES

ECTIVES

Project Brief and History (taken from SOC)

There are a number of significant issues affecting the North Denbighshire locality which will have an impact on


outcomes for patients, provide services that are fit for the future and make the best use o


High levels of multiple deprivation particularly in the areas of West, South West and East Rhyl (DCC, 2009

stal towns of Rhyl and Prestatyn are home to communities which are amongst the most deprived in


patient beds at the Royal Alexandra Hospital closed due to fire code compliance

Following the outcome of the Healthcare in North Wales is Changing Public Consultation, in

at Prestatyn Community Hospital closed in April 2013; Older People’s Mental Health


The new North Denbighshire Community Hospital will replace the current Royal Alexandra Hospital,

Prestatyn Community Hospital and Glan Traeth.

troduction of the Enhanced Care Service has meant that some patients who had previously been

patient bed can now be cared for in their own home. Those patients who still require

general community bed based care must now travel to Colwyn Bay, Holywell or Denbigh. Those patients

patient bed are accommodated at Bryn Hesketh, Colwyn Bay and the Ablett

The Royal Alexandra Hospital (RAH), Prestatyn Community Hospital (PCH) and Glan Traeth in

dated and not suited to modern healthcare;

The level of dedicated therapy resource at PCH was minimal;

patient facilities at PCH were not supported by any additional community or support services such as

tomy;

The size and constraints at PCH meant that there were insufficient volumes of patients with similar needs


ance issues at PCH required significant staff investment for very low patient numbers.


day delivery of care;

7

the North Denbighshire locality which will have an impact on


outcomes for patients, provide services that are fit for the future and make the best use of skilled staff and


High levels of multiple deprivation particularly in the areas of West, South West and East Rhyl (DCC, 2009-

stal towns of Rhyl and Prestatyn are home to communities which are amongst the most deprived in


Alexandra Hospital closed due to fire code compliance

Following the outcome of the Healthcare in North Wales is Changing Public Consultation, in-patient beds

at Prestatyn Community Hospital closed in April 2013; Older People’s Mental Health (OPMH) in-patient


The new North Denbighshire Community Hospital will replace the current Royal Alexandra Hospital,

troduction of the Enhanced Care Service has meant that some patients who had previously been

patient bed can now be cared for in their own home. Those patients who still require

ay, Holywell or Denbigh. Those patients

patient bed are accommodated at Bryn Hesketh, Colwyn Bay and the Ablett

The Royal Alexandra Hospital (RAH), Prestatyn Community Hospital (PCH) and Glan Traeth infrastructure

patient facilities at PCH were not supported by any additional community or support services such as

The size and constraints at PCH meant that there were insufficient volumes of patients with similar needs


ance issues at PCH required significant staff investment for very low patient numbers.



• Safety is of the highest priority. As medical care becomes more complex this has an impact on where and

how services can safely be delivered;

• Teams work in isolation of each other; services are fragmented and there is a lack of overall co

of care;

• With Local Authority and NHS responsibilities increasingly overlapping, it is becoming more important

that health and social care services make better use of their resources;

• The type and range of community service delivery in North Denbighshire does not necessarily mat

demographic profile of the locality;

• The NHS, together will all other public service providers, are working within a financial climate that is

unprecedented - more efficient and effective ways of working must found in order to ensure the future

sustainability of services;

• Recruiting clinical staff has been a difficulty in the locality;

• 25% of attendances at the Ysbyty Glan Clwyd (YGC) Emergency Department are by people from the North

Denbighshire locality.

3.1.1 Risks of Doing Nothing

If BCUHB does not respond to the challenges described above, the local health system faces one or more of

the following risks:

• Ad hoc cuts and closures;

• Increased likelihood of adverse clinical incidents;

• Increasing recruitment and staffing problems leading to workforce sho

• Unfairness in access to services;

• Failure to meet performance targets;

• Healthcare services that are not in keeping with local and national strategic policy;

• The best outcomes for patients will not be achieved.

To meet these challenges a fundamental

responsive to likely changes in population needs and the demographic demands of the locality. The need to

improve local facilities and community services so that North Denbighshire residents c

possible care and support is essential. This project presents a unique opportunity to develop a community

hospital facility (or facilities) that will act as a locality hub for a network of services and a truly integrated, co

located model of health and social care that has been designed to meet the specific needs of the local

community.


highest priority. As medical care becomes more complex this has an impact on where and

how services can safely be delivered;

Teams work in isolation of each other; services are fragmented and there is a lack of overall co

hority and NHS responsibilities increasingly overlapping, it is becoming more important

that health and social care services make better use of their resources;

The type and range of community service delivery in North Denbighshire does not necessarily mat

demographic profile of the locality;

The NHS, together will all other public service providers, are working within a financial climate that is

more efficient and effective ways of working must found in order to ensure the future

Recruiting clinical staff has been a difficulty in the locality;

25% of attendances at the Ysbyty Glan Clwyd (YGC) Emergency Department are by people from the North

respond to the challenges described above, the local health system faces one or more of

Increased likelihood of adverse clinical incidents;

Increasing recruitment and staffing problems leading to workforce shortages;

Unfairness in access to services;

Failure to meet performance targets;

Healthcare services that are not in keeping with local and national strategic policy;

The best outcomes for patients will not be achieved.

To meet these challenges a fundamental shift of emphasis is necessary. Future health services must be


improve local facilities and community services so that North Denbighshire residents c


hospital facility (or facilities) that will act as a locality hub for a network of services and a truly integrated, co

el of health and social care that has been designed to meet the specific needs of the local

8

highest priority. As medical care becomes more complex this has an impact on where and

Teams work in isolation of each other; services are fragmented and there is a lack of overall co-ordination

hority and NHS responsibilities increasingly overlapping, it is becoming more important

The type and range of community service delivery in North Denbighshire does not necessarily match the

The NHS, together will all other public service providers, are working within a financial climate that is

more efficient and effective ways of working must found in order to ensure the future

25% of attendances at the Ysbyty Glan Clwyd (YGC) Emergency Department are by people from the North

respond to the challenges described above, the local health system faces one or more of

Healthcare services that are not in keeping with local and national strategic policy;

shift of emphasis is necessary. Future health services must be


improve local facilities and community services so that North Denbighshire residents can receive the best


hospital facility (or facilities) that will act as a locality hub for a network of services and a truly integrated, co-

el of health and social care that has been designed to meet the specific needs of the local


3.1.2 Proposed Model for Community Hospital Services

The proposed range of services to be provided in the community hospital (or hospitals) in the North

Denbighshire locality has taken into consideration the local and national strategic direction for improved

primary and community services, the outcome of an analysis of needs and existing services undertaken in

Phase One, an analysis of examples of bed based mod

Phase Two and an extensive period of on

investment will ensure that the local residents have facilities that are fit for purpose, that m

modern clinical practice and that are flexible enough to adapt to future demographic demands. The North

Denbighshire Community Hospital (or Hospitals) will ensure a multidisciplinary, multi

healthcare with the potential to include a broad range of services as described below:

• NHS In-patient Community Beds;

• Older People’s Mental Health Beds;

• Consultant, GP, Nurse and Therapy Led Outpatient Services;

• Intravenous (IV) Therapy;

• Phlebotomy Service;

• Diagnostics and Treatment;

• Podiatry and Orthotics Service;

• Occupational Therapy and Physiotherapy Services;

• Speech and Language Therapy Service;

• Dietetics Service;

• District Nursing Service;

• Link Pharmacist;

• Community Dental Health Services;

• Mental Health Services for Adults and

• Child and Adolescent Mental Health Services;

• Social Services including Older People’s Mental Health and Adult Social Care Services

• Multi-agency Services such as the Enhanced Care at Home Service and Intermediate Care

• Single Point of Access, Assessment and Care Co

• Health and Wellbeing services including an Advice and Information Centre


Proposed Model for Community Hospital Services


hshire locality has taken into consideration the local and national strategic direction for improved


Phase One, an analysis of examples of bed based models of service adopted in England, Scotland and Wales in

Phase Two and an extensive period of on-going engagement throughout all phases of the project. Capital

investment will ensure that the local residents have facilities that are fit for purpose, that m


Denbighshire Community Hospital (or Hospitals) will ensure a multidisciplinary, multi

al to include a broad range of services as described below:

patient Community Beds;

Older People’s Mental Health Beds;

Consultant, GP, Nurse and Therapy Led Outpatient Services;

Occupational Therapy and Physiotherapy Services;

Speech and Language Therapy Service;

Community Dental Health Services;

Mental Health Services for Adults and Older People;

Child and Adolescent Mental Health Services;

Social Services including Older People’s Mental Health and Adult Social Care Services

agency Services such as the Enhanced Care at Home Service and Intermediate Care

ssessment and Care Co-ordination

Health and Wellbeing services including an Advice and Information Centre

9


hshire locality has taken into consideration the local and national strategic direction for improved


els of service adopted in England, Scotland and Wales in

going engagement throughout all phases of the project. Capital

investment will ensure that the local residents have facilities that are fit for purpose, that meet standards for


Denbighshire Community Hospital (or Hospitals) will ensure a multidisciplinary, multi-sectoral approach to

al to include a broad range of services as described below:

Social Services including Older People’s Mental Health and Adult Social Care Services

agency Services such as the Enhanced Care at Home Service and Intermediate Care


• Third Sector Organisations delivering responsive services such as:

o Carers Needs Assessments;

o Carers Training;

o Carers Circles;

o Chronic Conditions Therapy Groups;

o Counselling;

3.2 Summary of Project Objectives

In summary the Project objectives are:

Note: The investment objectives below have been taken from the SOC and require updating for inclusion in

the OBC.

Investment Objective 1




Third Sector Organisations delivering responsive services such as:

Carers Needs Assessments;

herapy Groups;

Summary of Project Objectives

In summary the Project objectives are:


Deliver best use of multi-agency resources, in line with the BCUHB

5 year plan, through:

• Provision of a modern Community Hospital by

• Delivery of more effective community hospital bed provision

for the population through repatriation of patients and

up of resource in distant hospitals;

• Enabling infrastructure to be more efficiently utilised through

co-location of teams.

Facilitate effective patient flow and enhance patient experience

through improved co-ordination of care, continuity of care,

straightforward and consistent referral and communication

systems and access to services, achieving key recommendations

from:

• Together for Health: A Five Year Vision for the NHS in Wales,

2012, (Welsh Government);

• Setting the Direction: Primary and Community Services

Strategic Delivery Programme 2010, (Welsh Government);

• The Management of Chronic Conditions by NHS Wales, (2008),

Wales Audit Office.

Provide a holistic model of care closer to home and reducing

unnecessary hand-offs in the patient pathway through

optimisation of services based in the hospital and in the

community by providing care pathways that encompass self

management (well-being services, information, education and

advice) through to in-patient bed based care and that is

responsive to the demographic and health profile of the North

Denbighshire locality, achieving compliance with the following key

strategic recommendations:

• BCUHB 5 year plan, 2010 – 2015;

• Together for Health: A Five Year Vision for the NHS in Wales,

10


agency resources, in line with the BCUHB

Hospital by 2017;

Delivery of more effective community hospital bed provision

for the population through repatriation of patients and freeing

Enabling infrastructure to be more efficiently utilised through

Facilitate effective patient flow and enhance patient experience

ordination of care, continuity of care,

straightforward and consistent referral and communication

systems and access to services, achieving key recommendations

ther for Health: A Five Year Vision for the NHS in Wales,

Setting the Direction: Primary and Community Services


The Management of Chronic Conditions by NHS Wales, (2008),

Provide a holistic model of care closer to home and reducing

offs in the patient pathway through

optimisation of services based in the hospital and in the

community by providing care pathways that encompass self-

ices, information, education and

patient bed based care and that is

responsive to the demographic and health profile of the North

Denbighshire locality, achieving compliance with the following key

Together for Health: A Five Year Vision for the NHS in Wales,





2012, (Welsh Government);

• Setting the Direction: Primary and Community Services


• Designed to Add Value: A Third Dimension for One Wales: A

strategic direction for the third sector in supporting Health and

Social Care, 2008, (Welsh Government);

• The Management of Chronic Conditions by NHS Wales, (2008),

Wales Audit Office;

• Beyond Boundaries: Citizen Centred Local Serv

2005, (Welsh Assembly Government).

Provide a range of integrated, co-located health, social care and

third sector services that work flexibly across functions by

2015/2016 in line with the BCUHB 5 year plan and

recommendations from key all Wales strategies, specifically:

• The development of integrated service delivery bases and co

location of staff to develop community campuses of care;

• The integrated delivery of services across health, social care,

other local authority functions and the voluntary sector;

• Flexible working across professions and organisations to

ensure that skills are utilised to maximum effect and that

services meet the need of the citizen;

• Systems and processes that guide people through services

where individual elements of care are joined up and easily

navigated;

• Building capacity and capability within the community will

require the development of joint Health and Social Care Teams

such that truly integrated services can be delivered to the

citizen;

• Strengthen multi-disciplinary and joint working through the

core community team across the many agencies involved in

providing care, including local authorities and the voluntary

and independent sector.

Provide a Community Hospital that reduces the need for patients

and their families to travel to other locality areas for in

bed based care as specified in Together for Health (2012) and

Design for Life (2005). Specifically:

• Everyone should have easier access to a wide ra

effective, well-run integrated services, sustainable over the

longer term;

• The highest standards of care are available locally and

promptly where needed;

• More services provided in or closer to people’s homes.

11

Setting the Direction: Primary and Community Services


Dimension for One Wales: A

strategic direction for the third sector in supporting Health and

The Management of Chronic Conditions by NHS Wales, (2008),

Beyond Boundaries: Citizen Centred Local Services for Wales,

located health, social care and

third sector services that work flexibly across functions by

2015/2016 in line with the BCUHB 5 year plan and

mendations from key all Wales strategies, specifically:

The development of integrated service delivery bases and co-

location of staff to develop community campuses of care;

The integrated delivery of services across health, social care,

ity functions and the voluntary sector;

Flexible working across professions and organisations to

ensure that skills are utilised to maximum effect and that

Systems and processes that guide people through services

where individual elements of care are joined up and easily

Building capacity and capability within the community will

require the development of joint Health and Social Care Teams

such that truly integrated services can be delivered to the

disciplinary and joint working through the

core community team across the many agencies involved in

providing care, including local authorities and the voluntary

tal that reduces the need for patients

and their families to travel to other locality areas for in-patient

bed based care as specified in Together for Health (2012) and

Everyone should have easier access to a wide range of safe,

run integrated services, sustainable over the

The highest standards of care are available locally and

More services provided in or closer to people’s homes.

4

PROJECT RISKS

4. PROJECT RISKS

4. PROJECT RISKS

4.1 Risk Management

During the OBC period a risk register will be established by the BCUHBPM

the BCUHB, the BCUHBCA and SCP will meet to discuss and agree the nature of the risks, ownership of the

risks, the likelihood and the possible cost(s) associated with the items. The project Risk Register is included in

Appendix A.

The purpose is to define a strategy for managing Risks on NDCHSP in terms of:

• Structure of Risk Register;

• Format of meetings;

• Frequency of meetings;

• Attendance for each;

• Reporting;

• Closure of risks.

4.2 Structure

It is proposed that in future the risk register will be broken out into the following main headings:

I. Project Risk Register

• Strategic

• Economic

• Financial

• Design

• Construction/Programme

• Budget/Commercial

• Equipment

• Operational Commissioning

• Project

• Specialist

• Operational

• Management

II. Early Warnings

During the OBC period a risk register will be established by the BCUHBPM and updated regularly. Members of



The purpose is to define a strategy for managing Risks on NDCHSP in terms of:

sk register will be broken out into the following main headings:

Construction/Programme

Operational Commissioning

13

and updated regularly. Members of



sk register will be broken out into the following main headings:

4. PROJECT RISKS

Early Warning notices shall be subject to an alternative administration procedure (See sections

and 11.3), and any risk identified with such shall be raised and managed as part of the EW procedure.

Each risk on the register will have a reference number relating to its particular contract then its work section

this will enable ease of filtering off all risks for a particular area of work. Therefore the columns of the risk

register will commence with:

• Section

• Contract

• Work Section

• Risk Number

4.3 Format of meetings

Meetings will discuss a single section at a time.

4.4 Attendance at meetings

Due to the nature of splitting the meetings into representing specific sections then it should enable specific

key attendees to be invited to specific meetings

Meeting

I. STRATEGIC

II. DESIGN/CONSTRUCTION/COMMERCIAL

III. COMMISSIONING

IV. EARLY WARNINGS/PMI’s/CE’s

Early Warning notices shall be subject to an alternative administration procedure (See sections

), and any risk identified with such shall be raised and managed as part of the EW procedure.

Each risk on the register will have a reference number relating to its particular contract then its work section

his will enable ease of filtering off all risks for a particular area of work. Therefore the columns of the risk

Meetings will discuss a single section at a time.


attendees to be invited to specific meetings

Frequency Attendees

Quarterly

(Month 1)

• BCUHBPM (PC)

• BCUHB Core

• BCUHBCA (JK);

• SCP (CT).

II. DESIGN/CONSTRUCTION/COMMERCIAL Quarterly

(Month 2)

• BCUHBPM – CHAIR;

• BCUHBCA (JK);

• SCP (CT);

• BCUHB Core Team (IJ/DS);

• CDMC.

Quarterly

(Month 3)

• BCUHBPM (CHAIR);

• SCP (TBC);

• BCUHB Core Team (IJ/DS).

4 Weeks • BCUHBPM (CHAIR);

• SCP (CT);

• BCUHBCA (JK);

• BCUHB Core Team (IJ/DS).

14

Early Warning notices shall be subject to an alternative administration procedure (See sections 4.4,

), and any risk identified with such shall be raised and managed as part of the EW procedure.

Each risk on the register will have a reference number relating to its particular contract then its work section –

his will enable ease of filtering off all risks for a particular area of work. Therefore the columns of the risk


PM (PC) – CHAIR;

BCUHB Core Team (WH/DS/IJ);

(JK);

CHAIR;

(JK);

BCUHB Core Team (IJ/DS);

PM (CHAIR);

BCUHB Core Team (IJ/DS).

PM (CHAIR);

(JK);

BCUHB Core Team (IJ/DS).

5

MANAGEMENT

STRUCTURE



5.1 Project Directory

A project directory will be produced and updated at regular intervals as the personnel involved with this

project changes. This directory will be managed by

B.

5.2 Project Management Arrangements

In order for the BCUHB to successfully deliver this project, it is vital that the following overall approach is taken

for the organisation and management of the proje

• The Project will be managed in line with NEC3 processes and procedures;

• The project will be managed in accordance with PRINCE 2 methodology;

• The project will use NHS standard documentation and products where these are available, and will seek

to benefit from experience and best practice from other NHS projects;

• Specialist professional and technical advisors will be employed for those activities where the necessary

skills and experience are not otherwise available to the project team. The transfer of ski

from specialist advisors to the project team will be achieved wherever possible and appropriate;

• The project will use the specific ‘Designed or Life: Building for Wales’ Framework procedures set out by

Welsh Health Estates.

In managing the project the BCUHB aims to:

• Deliver the project on time and to budget;

• Ensure effective and proactive lines of accountability and responsibility for the project deliverables;

• Establish user involvement at all stages of the project.


The Client will be kept informed on progress via formal monthly reports prepared by the BCUHBPM with

additional input from the BCUHBCA and BCUHB. Parts of the report will be based upon written reports from

the SCP and their Design Team. Monthly

submitted to the Project Board

The reports will confirm the status of the project under the following headings:

1.00 EXECUTIVE SUMMARY

1.01 PROJECT CURRENT STATUS SUMMARY

1.02 SCHEDULE OF PROJECT PARTIES

1.03 PROJECT COST REPORT

MANAGEMENT STRUCTURE



changes. This directory will be managed by the BCUHBPM. A copy of which can be found in Appendix

Project Management Arrangements


for the organisation and management of the project:

The Project will be managed in line with NEC3 processes and procedures;

The project will be managed in accordance with PRINCE 2 methodology;

The project will use NHS standard documentation and products where these are available, and will seek

t from experience and best practice from other NHS projects;

Specialist professional and technical advisors will be employed for those activities where the necessary

skills and experience are not otherwise available to the project team. The transfer of ski


The project will use the specific ‘Designed or Life: Building for Wales’ Framework procedures set out by

e project the BCUHB aims to:

Deliver the project on time and to budget;

Ensure effective and proactive lines of accountability and responsibility for the project deliverables;

Establish user involvement at all stages of the project.

Procedures



the SCP and their Design Team. Monthly reports will be produced throughout the lifespan

The reports will confirm the status of the project under the following headings:

EXECUTIVE SUMMARY

PROJECT CURRENT STATUS SUMMARY

SCHEDULE OF PROJECT PARTIES

PROJECT COST REPORT

16


the BCUHBPM. A copy of which can be found in Appendix


The project will use NHS standard documentation and products where these are available, and will seek

Specialist professional and technical advisors will be employed for those activities where the necessary

skills and experience are not otherwise available to the project team. The transfer of skills and knowledge


The project will use the specific ‘Designed or Life: Building for Wales’ Framework procedures set out by

Ensure effective and proactive lines of accountability and responsibility for the project deliverables;



reports will be produced throughout the lifespan of the project and


1.04 COST REPORT SUMMARY

1.05 PROJECT PROGRAMME REPORT

2.00 MANAGEMENT

2.01 KPI TIMETABLE AND UPDATES

2.02 SCHEDULED MEETINGS

2.03 APPOINTMENTS

3.00 DESIGN AND CONSTRUCTION STATUS REPORT

3.01 CLINICAL ISSUES

3.02 DESIGN DEVELOPMENT

3.03 ARCHITECT’S REPORT

3.04 M&E ENGINEER’S REPORT

3.05 CIVIL & STRUCTURAL ENGINEER’S REPORT

3.06 SCP COST MANAGEMENT AND CDMC REPORT

3.07 HEALTH AND SAFETY

3.08 ENABLING SCHEMES

4.00 COMMERCIAL REPORT

4.01 FINANCIAL EXECUTION SUMMARY

4.02 KEY PROJECT RISK

4.03 EARLY WARNINGS AND CLIENT VARIATION REQUESTS

4.04 PROJECT MANAGER’S INSTRUCTIONS

4.05 COMPENSATION EVENTS

4.06 PROJECT MANAGERS COMMUNICATIONS

4.07 REQUEST FOR QUOTATIONS

4.08 PROJECT COST FORMS

4.09 DETAILED COST REPORT

APPENDICES

APPENDIX A: PROGRAMME

APPENDIX B: RISK REGISTER


COST REPORT SUMMARY

PROJECT PROGRAMME REPORT

KPI TIMETABLE AND UPDATES

SCHEDULED MEETINGS

APPOINTMENTS

AND CONSTRUCTION STATUS REPORT

CLINICAL ISSUES

DESIGN DEVELOPMENT

ARCHITECT’S REPORT

M&E ENGINEER’S REPORT

CIVIL & STRUCTURAL ENGINEER’S REPORT

SCP COST MANAGEMENT AND CDMC REPORT

HEALTH AND SAFETY

ENABLING SCHEMES

EPORT

FINANCIAL EXECUTION SUMMARY

KEY PROJECT RISK – MOVEMENT OVER THE MONTH

EARLY WARNINGS AND CLIENT VARIATION REQUESTS

PROJECT MANAGER’S INSTRUCTIONS

COMPENSATION EVENTS

PROJECT MANAGERS COMMUNICATIONS

REQUEST FOR QUOTATIONS

PROJECT COST FORMS

DETAILED COST REPORT

APPENDIX A: PROGRAMME

APPENDIX B: RISK REGISTER

17


5.4 Consultant Appointments

The project team brings together individuals from a number of separate organisations to wor

the common aim of successfully completing the project in accordance with the Client's Brief.

In order for the team to function effectively it is essential that:

• The Client's Brief is fully understood by all participants;

• Every member of the project team believes that the Client's objectives are attainable;

• The roles and responsibilities of each of the project team participants are fully understood by all team

members;

• Named individuals within each of the organisations involved are clearly id

ensuring that their responsibilities are carried out, that the required level of resources are made available

and that they have the authority to enable them to make decisions promptly;

• Communication lines are kept short, c

The following consultants have been appointed from the

the BCUHB:

• Supply Chain Partner (SCP):

• Project Manager (BCUHBPM):

• Cost Advisor (BCUHBCA):

• Supervisor:


The project team brings together individuals from a number of separate organisations to wor


In order for the team to function effectively it is essential that:

The Client's Brief is fully understood by all participants;

project team believes that the Client's objectives are attainable;

The roles and responsibilities of each of the project team participants are fully understood by all team

Named individuals within each of the organisations involved are clearly identified and are accountable for


and that they have the authority to enable them to make decisions promptly;

Communication lines are kept short, clear and direct.

The following consultants have been appointed from the Designed for Life Building for Wales

Interserve Construction

Gleeds Management Services Ltd

Gleeds Cost Management Ltd

BCUHB

18

The project team brings together individuals from a number of separate organisations to work together with


project team believes that the Client's objectives are attainable;

The roles and responsibilities of each of the project team participants are fully understood by all team

entified and are accountable for


Designed for Life Building for Wales framework by

6

ROLES AND

RESPONSIBILITIES


6. ROLES AND RESPONSIBILITIES

6.1 Project Organisational Structure

The BCUHB have established a robust internal operational structure for clarifying and confirming their brief,

providing technical guidance and issuing instructions in a timely manner to achieve the mas

The following organisational structure provides details of the primary reporting structure for the North

Denbighshire Community Healthcare Services Project.

●

● Stakeholder

● Estates

● Architects: Boyes Rees

● MEP Engineer: WSP

● Structural Engineer: Opus

● CDMC: WSP

Interserve Construction

Clinical

Supply Chain Partner

(SCP)

BCUHB User Groups


ROLES AND RESPONSIBILITIES

AND RESPONSIBILITIES

Project Organisational Structure


providing technical guidance and issuing instructions in a timely manner to achieve the mas


Denbighshire Community Healthcare Services Project.

Boyes Rees

Opus

Interserve Construction Gleeds Gleeds

Project Manager Cost Adviser

(BCUHBPM) (BCUHBCA)

BCUHB User Groups


Senior Responisble Officer

Project

Board

Project Manager (BCUHB)

Iolo Jones

Project Director

Wendy Hooson

20


providing technical guidance and issuing instructions in a timely manner to achieve the master programme.


Gleeds

Cost Adviser

(BCUHBCA)

Project Director

Wendy Hooson


6.2 BCUHB Roles and Responsibilities

The following section outlines the key responsibilities and remits for the key roles identified within the Project

Organisational Chart contained in.

6.2.1 Senior Responsible Officer/Project Owner

The Senior Responsible Office (BCUHB Chief Executive) will be the accountable officer

have overall responsibility for delivering the project, ensuring value for money, and the appropriate use of

public funds.

6.2.2 Project Director (BCUHBPD)

The Project Director is Wendy Hooson, Planning Manager

include the following:

• Ongoing management on behalf of the project owner to ensure that the project objectives are

• Approve the Project Execution P

• Overall responsibility for ensuring t

• Oversee the development of ‘build’ option criteria

options appraisal for approval by the Project Board

• Ensure an appropriate project management

process if required.

• Securing resources and expertise from the client organisation as required.

• Ensure appropriate procedures and audit trail is in place to manage any significant changes to the proj

• Determine and manage strategic risks to the project

• Responsible for the capital budget.

• Responsible for the delivery of the project

• Co-ordinate and foster teamwork

• Establish formal reporting arrangements on project progress

• Assist the project manager in the resolution of problems

• Receive and review detailed reports on the project from the project manager (

• Establish with the project manager a common approach to major issues that arise (

BCUHB).


BCUHB Roles and Responsibilities

tlines the key responsibilities and remits for the key roles identified within the Project

Senior Responsible Officer/Project Owner

The Senior Responsible Office (BCUHB Chief Executive) will be the accountable officer


The Project Director is Wendy Hooson, Planning Manager – Strategy and Engagemen

Ongoing management on behalf of the project owner to ensure that the project objectives are

Plan and Project Initiation Document.

Overall responsibility for ensuring the OBC and FBC are delivered to specified timescales.

‘build’ option criteria and support the SCP / Project Team in completing an

for approval by the Project Board.

an appropriate project management framework is in place, incorporating the Gateway review

Securing resources and expertise from the client organisation as required.

Ensure appropriate procedures and audit trail is in place to manage any significant changes to the proj

Determine and manage strategic risks to the project.

for the capital budget.

Responsible for the delivery of the project – to time and cost.

and foster teamwork.

Establish formal reporting arrangements on project progress.

project manager in the resolution of problems.

Receive and review detailed reports on the project from the project manager (BCUHB

Establish with the project manager a common approach to major issues that arise (

21

tlines the key responsibilities and remits for the key roles identified within the Project

The Senior Responsible Office (BCUHB Chief Executive) will be the accountable officer for the project, and will


Strategy and Engagement whose responsibilities

Ongoing management on behalf of the project owner to ensure that the project objectives are delivered.

he OBC and FBC are delivered to specified timescales.

and support the SCP / Project Team in completing an

framework is in place, incorporating the Gateway review

Ensure appropriate procedures and audit trail is in place to manage any significant changes to the project.

BCUHBPM and BCUHB).

Establish with the project manager a common approach to major issues that arise (BCUHBPM and


• Provide the management structure in which all parties can effectively perform their duties.

• Create a structured, positive and communicative environment within which the project participants will

be encouraged to operate.

• Receive and approve the Commissioni

• Receive Supply Chain Partner, Project Manager (BCUHB and

• Receive BCUHB Planning Project Manager and Commissioning Reports.

• Ensure the efforts of the BCU Health Board User Groups contribute to the succe

project objectives through good co

6.2.3 BCUHB Business Case Manager

The BCUHB Business Case Manager will be Darren Smith. The key roles and responsibilities to be carried out

by the Business Case Manager can be summarised as follows:

• Lead in the preparation and management of the Outline Business Case (OBC) and Full Business Case (FBC)

• Provide advice and support on Business Case preparation to

• Ensure that the Business Case provides the relevant

the decision making process that is part of the investment.

• Responsible for managing the production of a range of documents to agreed timescales, ensuring

appropriate input from the BCUHBPD

• Responsible for providing professional advice in relation to business case development

• Provide effective managerial leadership and motivation in relation to all aspects of business case

development and commissioning

6.2.4 BCUHB Planning Project Manager

The BCUHB Planning Project Manager for the BCUHB will be Iolo Jones. The key roles and responsibilities to be

to be carried out by the BCUHB Planning Project Manager are summarised as follows:

• Manage the project budget.

• Supervise disconnection of services

• Develop the non-clinical FM strategies.

• Supervise reconnection of services.

• Monitor the equipment budget ordering, installation and commissioning.


Provide the management structure in which all parties can effectively perform their duties.

Create a structured, positive and communicative environment within which the project participants will

Receive and approve the Commissioning Strategy.

Receive Supply Chain Partner, Project Manager (BCUHB and BCUHBPM) and BCUHBCA

Receive BCUHB Planning Project Manager and Commissioning Reports.

Ensure the efforts of the BCU Health Board User Groups contribute to the succe

project objectives through good co-ordination and liaison.

BCUHB Business Case Manager


can be summarised as follows:

Lead in the preparation and management of the Outline Business Case (OBC) and Full Business Case (FBC)

rovide advice and support on Business Case preparation to the project.

sure that the Business Case provides the relevant documented evidence of the evaluation, analysis and

the decision making process that is part of the investment.

esponsible for managing the production of a range of documents to agreed timescales, ensuring

BCUHBPD, BCUHB and external Consultants and Supply Chains

sponsible for providing professional advice in relation to business case development

rovide effective managerial leadership and motivation in relation to all aspects of business case

development and commissioning.

BCUHB Planning Project Manager



Supervise disconnection of services – issue or arrange for ‘Permit to Work’ certificates.

clinical FM strategies.

Supervise reconnection of services.

Monitor the equipment budget ordering, installation and commissioning.

22

Provide the management structure in which all parties can effectively perform their duties.

Create a structured, positive and communicative environment within which the project participants will

BCUHBCA (financial) reports.

Ensure the efforts of the BCU Health Board User Groups contribute to the successful delivery of the


Lead in the preparation and management of the Outline Business Case (OBC) and Full Business Case (FBC)

documented evidence of the evaluation, analysis and

esponsible for managing the production of a range of documents to agreed timescales, ensuring

external Consultants and Supply Chains.

sponsible for providing professional advice in relation to business case development.

rovide effective managerial leadership and motivation in relation to all aspects of business case



issue or arrange for ‘Permit to Work’ certificates.


• Agree routing of service diversions.

• Report to the BCUHBPD.

• Liaise with relevant services and CPGs to ensure the completion of BCUHB operational policies as

appropriate.

• Co-ordinate input into room data sheets, and comment on draft issues.

• In liaison with the design team advise the category of equipment for the Room Data Sheets, i.e. group 1,

2, 3 etc.

• Provide information required by the SCP in order that they can develop the outline Design Stage.

• Establish a mechanism to ensure regular dialogue with contractors to pr

working and risk-sharing.

• Liaise with the Commissioning Manager to review the developed design to ensure compatibility with the

signed off layouts with new models of care.

• In conjunction with the BCUHBPM

incorporate the Service Modelling Principles endorsed by the North Denbighshire Project Reference

Group.

• Liaise with Infection Control on implications to developed design and clinical space usage.

• Liaise with Infection Control throughout the transfer and construction phases to monitor and resolve any

concerns as a result of the building operations

• Co-ordinate review meetings.

• Attend User Group meetings and coordinate end user comments to the developed scheme

• Resolve clinical departmental conflicts.

• Liaise with departmental user groups to develop the models of care required within the new facilities

• Liaise with departmental groups to ensure that choice of fabrics, flooring, finishes and furniture are

compatible with the interior design.

• Liaise with departmental user groups to ensure issues such as Security, Health and Safety are adequately

addressed throughout the development together with the transfer/enabling works packages.

• Arrange and conduct site visits in l

• Arrange procurement of equipment taking account of local tendering procedures and supplier

arrangements and ensure that delivery is in accordance with project timescales.

• Arrange for removal of all packaging.

• Manage commissioning & equipping budgets ensuring both are within cost.


of service diversions.

Liaise with relevant services and CPGs to ensure the completion of BCUHB operational policies as

ordinate input into room data sheets, and comment on draft issues.

team advise the category of equipment for the Room Data Sheets, i.e. group 1,

Provide information required by the SCP in order that they can develop the outline Design Stage.

Establish a mechanism to ensure regular dialogue with contractors to promote problem solving, team

Liaise with the Commissioning Manager to review the developed design to ensure compatibility with the

signed off layouts with new models of care.

BCUHBPM ensure the consultants / SCP adopt an inclusive design approach and


Liaise with Infection Control on implications to developed design and clinical space usage.

ection Control throughout the transfer and construction phases to monitor and resolve any

concerns as a result of the building operations.

meetings and coordinate end user comments to the developed scheme

solve clinical departmental conflicts.

Liaise with departmental user groups to develop the models of care required within the new facilities

Liaise with departmental groups to ensure that choice of fabrics, flooring, finishes and furniture are

with the interior design.

Liaise with departmental user groups to ensure issues such as Security, Health and Safety are adequately


Arrange and conduct site visits in liaison with site manager, as necessary.

Arrange procurement of equipment taking account of local tendering procedures and supplier


Arrange for removal of all packaging.

commissioning & equipping budgets ensuring both are within cost.

23

Liaise with relevant services and CPGs to ensure the completion of BCUHB operational policies as

team advise the category of equipment for the Room Data Sheets, i.e. group 1,

Provide information required by the SCP in order that they can develop the outline Design Stage.

omote problem solving, team

Liaise with the Commissioning Manager to review the developed design to ensure compatibility with the

SCP adopt an inclusive design approach and


Liaise with Infection Control on implications to developed design and clinical space usage.

ection Control throughout the transfer and construction phases to monitor and resolve any

meetings and coordinate end user comments to the developed scheme.

Liaise with departmental user groups to develop the models of care required within the new facilities.

Liaise with departmental groups to ensure that choice of fabrics, flooring, finishes and furniture are

Liaise with departmental user groups to ensure issues such as Security, Health and Safety are adequately


Arrange procurement of equipment taking account of local tendering procedures and supplier



• Prepare an inventory of existing equipment and compare with user requirements.

• Organise the provision of signage in accordance with Betsi Cadwaladr University Health Board Guidelines.

• Establish equipment strategies and protocols.

• Identify and manage the selection of equipment for transfer and arrange re

equipment.

• Manage the programmed delivery of equipment.

• Establish procedures for implementing the project

the project.

• Anticipate problems both on time, cost and quality

• Receive instructions from the project director in connection with the project and after advisi

project director of the likely effect on cost, time and quality, taking whatever action is necessary to

comply with these instructions.

• Obtain responses from the project director to all recommendations made to the project director setting

target dates for completion of responses.

• Warn the project director of events which have/will have a significant effect on cost, time and/or quality

before they occur so, the project director can agree and take remedial action.

• Establish project control and monitori

• Issue approval Certificates in accordance with Capital Investment Manual (CIM) procedures.

• Co-ordinate all requests for changes/variations by internal BCUHB Departments.

• Receive Supply Chain Partner, BCUHBPM

6.2.5 Commissioning Manager

The Commissioning Manager for the BCUHB will be Darren Smith. The key roles and responsibilities that are to

be carried out by the Commissioning Manager can be summarised as follows:

• Liaise with and oversee departmental commissio

operational management and equipping are being addressed.

• Liaise with the Project Sponsor.

• Establish programmes for bringing the facility into use on time by identifying key tasks and key dates.

• Attend bi weekly coordination meetings and coordinate end user comments to the developed

construction issue information.

• Participate in user group review meetings.


Prepare an inventory of existing equipment and compare with user requirements.

Organise the provision of signage in accordance with Betsi Cadwaladr University Health Board Guidelines.

sh equipment strategies and protocols.

Identify and manage the selection of equipment for transfer and arrange re-use or disposal of remaining

Manage the programmed delivery of equipment.

Establish procedures for implementing the project director’s instructions (including changes) throughout

Anticipate problems both on time, cost and quality – preparing solutions and recommendations.

Receive instructions from the project director in connection with the project and after advisi


comply with these instructions.

Obtain responses from the project director to all recommendations made to the project director setting

es for completion of responses.

Warn the project director of events which have/will have a significant effect on cost, time and/or quality

before they occur so, the project director can agree and take remedial action.

Establish project control and monitoring systems.

Issue approval Certificates in accordance with Capital Investment Manual (CIM) procedures.

ordinate all requests for changes/variations by internal BCUHB Departments.

BCUHBPM and BCUHBCA (financial) reports.


be carried out by the Commissioning Manager can be summarised as follows:

Liaise with and oversee departmental commissioning user groups to ensure issues such as staffing,

operational management and equipping are being addressed.

Liaise with the Project Sponsor.

Establish programmes for bringing the facility into use on time by identifying key tasks and key dates.

weekly coordination meetings and coordinate end user comments to the developed

construction issue information.

Participate in user group review meetings.

24

Prepare an inventory of existing equipment and compare with user requirements.

Organise the provision of signage in accordance with Betsi Cadwaladr University Health Board Guidelines.

use or disposal of remaining

director’s instructions (including changes) throughout

preparing solutions and recommendations.

Receive instructions from the project director in connection with the project and after advising the


Obtain responses from the project director to all recommendations made to the project director setting

Warn the project director of events which have/will have a significant effect on cost, time and/or quality

Issue approval Certificates in accordance with Capital Investment Manual (CIM) procedures.

ordinate all requests for changes/variations by internal BCUHB Departments.


ning user groups to ensure issues such as staffing,

Establish programmes for bringing the facility into use on time by identifying key tasks and key dates.

weekly coordination meetings and coordinate end user comments to the developed


• Attend monthly progress meetings.

• Arrange for all necessary resources to undertake the relocation

others in accordance with the programme.

• Prepare schedules using appropriate software for all aspects of commissioning and equipping.

• Organise staff training sessions before occupation to familiarise staff with new bui

equipment.

• Establish transfer strategy to enable delivery of the new facility.

• Chair transfer progress meetings to monitor and report on progress in accordance with the programme.

• Inspect and sign off final fixing in end locations.

• Maintain cost reporting and overall control of equipment budget;

• Coordinate resource availability for departmental relocations during the transfer phases and final

locations.

6.2.6 Betsi Cadwaladr University Health Board Supervisor (BCUHBS)

The BCUHB Supervisor will be Iolo Jones.

The Supervisor will undertake the duties of the BCUHB

have overall responsibility for the project

Manual guidelines and will carry out their duties as stated in the NEC Professional Services Contract.

The key roles and responsibilities that are to be carried out by the Supervisor can be summarised as follows:

• Report to the BCUHBPM;

• Liaise with BCUHB Planning Project Man

• Review/check/comment on all production information;

• Review/comment on contractor's method statements;

• Undertake site, material and works progress inspections;

• Attend post contract co-ordination meetings;

• Prepare monthly reports;

• Attend monthly progress meetings;

• Attend witness testing;

• Inspect fixing and the like of built in furniture and equipment, floor finishes, signs, blinds and the like;


Attend monthly progress meetings.

Arrange for all necessary resources to undertake the relocation phases following preparatory works by

others in accordance with the programme.

Prepare schedules using appropriate software for all aspects of commissioning and equipping.

Organise staff training sessions before occupation to familiarise staff with new bui

Establish transfer strategy to enable delivery of the new facility.

Chair transfer progress meetings to monitor and report on progress in accordance with the programme.

Inspect and sign off final fixing in end locations.

ost reporting and overall control of equipment budget;

Coordinate resource availability for departmental relocations during the transfer phases and final

Betsi Cadwaladr University Health Board Supervisor (BCUHBS)

ll be Iolo Jones.

undertake the duties of the BCUHB as stated in the SSP Framework Agreement

have overall responsibility for the project. The BCUHB Supervisor will also follow the Capital Investment

will carry out their duties as stated in the NEC Professional Services Contract.


Liaise with BCUHB Planning Project Manager;

Review/check/comment on all production information;

Review/comment on contractor's method statements;

Undertake site, material and works progress inspections;

ordination meetings;

ss meetings;

Inspect fixing and the like of built in furniture and equipment, floor finishes, signs, blinds and the like;

25

phases following preparatory works by

Prepare schedules using appropriate software for all aspects of commissioning and equipping.

Organise staff training sessions before occupation to familiarise staff with new building and new

Chair transfer progress meetings to monitor and report on progress in accordance with the programme.

Coordinate resource availability for departmental relocations during the transfer phases and final

Framework Agreement. and will

The BCUHB Supervisor will also follow the Capital Investment

will carry out their duties as stated in the NEC Professional Services Contract.


Inspect fixing and the like of built in furniture and equipment, floor finishes, signs, blinds and the like;

Comment [PC1]: Darren: Can you

help with Wendy’s query “does the

BCUHBS have overall responsibility, or

the BCUHBPD”? The roles here were

taken from YGC and may need

amendment?

Darren: Can you

help with Wendy’s query “does the

BCUHBS have overall responsibility, or

the BCUHBPD”? The roles here were

taken from YGC and may need


• Check Groups 1&2 equipment installation in accordance with ADB + 1:50 Equipment Layout Drawings;

• Maintain inspections for Health & Safety issues;

• Undertake snagging for practical completion;

• Check/inspect equipment and services points in accordance with Room Data Sheets (ADBs);

• Undertake all duties in accordance with Terms of Appointment.

6.3 Consultant Team Roles and Responsibilities



6.3.1 BCUHB Project Manager (BCUHBPM

Gleeds Management Services are appointed as the

NEC Professional Services Contract. Mr Paul Cavanagh is the designated Lead BCUHBPM.

The BCUHBPM shall act as the BCUHB representative with respon

relationship between the Client, the Design Team, the Contractors and others engaged in the project

development process, in that clear instructions from a single source can be provided. The

in the project development process on behalf of the

BCUHBPM key responsibilities:

• Establish and regularly review the organisational structure and its communication pattern for the scheme.

• Advise the BCUHBPD and BCUHB Planning Project Manager

any other support framework consultants and the SCP;

• Advise the BCUHB Planning Project Manager

established on framework agreement

consultants.

• Comply with the requirements of the Construction (Design and Management) Regulations 2007.

• Advise on any need for measured/condition surveys of land and/or buildings, and if required

manage their undertaking.

• Prepare and maintain the Project Execution Plan

• Establish employer’s procedure with

• Assist BCUHB, in conjunction with the

stage reached and issue copies of briefs (appraisal, initial, full or commissioning) to all consultants and

SCP. Subsequently issue any approved revision to the briefs.


Check Groups 1&2 equipment installation in accordance with ADB + 1:50 Equipment Layout Drawings;

inspections for Health & Safety issues;

Undertake snagging for practical completion;

Check/inspect equipment and services points in accordance with Room Data Sheets (ADBs);

Undertake all duties in accordance with Terms of Appointment.

s and Responsibilities



BCUHBPM)

Gleeds Management Services are appointed as the BCUHBPM and will carry out all their duties as stated in the


shall act as the BCUHB representative with responsibility for the overall co


development process, in that clear instructions from a single source can be provided. The

the project development process on behalf of the BCUHBPD and BCUHB Planning Project Manager

Establish and regularly review the organisational structure and its communication pattern for the scheme.

HB Planning Project Manager on the need for, and assist in the selection of

any other support framework consultants and the SCP;

BCUHB Planning Project Manager on any need to employ additional consultants not

established on framework agreements and, if so required, assist with the procurement of such

Comply with the requirements of the Construction (Design and Management) Regulations 2007.

Advise on any need for measured/condition surveys of land and/or buildings, and if required

Prepare and maintain the Project Execution Plan.

Establish employer’s procedure with BCUHB Planning Project Manager.

Assist BCUHB, in conjunction with the Planning Project Manager (BCUHB), brief(s) appropriate to the


SCP. Subsequently issue any approved revision to the briefs.

26

Check Groups 1&2 equipment installation in accordance with ADB + 1:50 Equipment Layout Drawings;

Check/inspect equipment and services points in accordance with Room Data Sheets (ADBs);



and will carry out all their duties as stated in the


sibility for the overall co-ordination of the


development process, in that clear instructions from a single source can be provided. The BCUHBPM will lead

BCUHB Planning Project Manager.

Establish and regularly review the organisational structure and its communication pattern for the scheme.

on the need for, and assist in the selection of

on any need to employ additional consultants not

s and, if so required, assist with the procurement of such

Comply with the requirements of the Construction (Design and Management) Regulations 2007.

Advise on any need for measured/condition surveys of land and/or buildings, and if required organise and

Project Manager (BCUHB), brief(s) appropriate to the



• Review the performance of all

necessary.

• Should events require amendment of the duties of the consultants, make recommendations to the


• Create and maintain a line of communication with the SCP and ot

prejudice to any other contractual responsibilities.

• Review project board membership on completion of each stage, and if necessary, recast to reflect the

work and activities of the next stage as agreed with the

• Manage and co-ordinate procurement of direct contracts (others) within the approved sum.

• Identify, develop, maintain, manage and be responsible for the technical project risks throughout the

lifespan of the project, including maintaining the project risk register and

• Manage and co-ordinate the preparation of the employer risk analysis to establish the sum to be included

as contingencies.

• Collect information on Key Performance Indicators (KPI’s) as req

• Manage the preparation of design information and procurement of direct contracts outside the approved

sum in as much as they affect the design of the works.

• Fulfil the contractual duties of the Project Manager as defined by the NEC 3 Co

• In conjunction with the BCUHBCA

• Receive and agree, from the BCUHBPD

costs for incorporation into the client app

• Manage changes to the scheme and their anticipated impact with a view to maintaining the objectives of

the employer, particularly regarding cost and time.

• Make recommendations and agree with the

delegated authority for the issue of

• Ensure that, where possible, the

will have significant effects on cost, time and/or qua

• Establish responsibilities for communicating enquiries, decisions and output to personnel or organisations

not represented in the project board or acting as consultants.

• Evaluate all advice given by consultants/supply chain partner.

Report to the BCUHB Planning Project Manager

• Manage and co-ordinate the review of design proposals against the briefs from the Employer, resolve

discrepancies with the project board or make proposals for amendments to the brief to the


Review the performance of all Framework and SCP project participants and take

Should events require amendment of the duties of the consultants, make recommendations to the

BCUHB Planning Project Manager and carry out any necessary action.

Create and maintain a line of communication with the SCP and other project participants, without

prejudice to any other contractual responsibilities.

Review project board membership on completion of each stage, and if necessary, recast to reflect the

work and activities of the next stage as agreed with the BCUHBPD and BCUHB Planning Project Manager

ordinate procurement of direct contracts (others) within the approved sum.

Identify, develop, maintain, manage and be responsible for the technical project risks throughout the

ng maintaining the project risk register and any mitigation plans.

ordinate the preparation of the employer risk analysis to establish the sum to be included

Collect information on Key Performance Indicators (KPI’s) as required by the BCUHB.

Manage the preparation of design information and procurement of direct contracts outside the approved

sum in as much as they affect the design of the works.

Fulfil the contractual duties of the Project Manager as defined by the NEC 3 Contract.

CA, establish a system to control all the costs associated with the scheme.

BCUHBPD / BCUHB Planning Project Manager, the non

costs for incorporation into the client approved budget.

Manage changes to the scheme and their anticipated impact with a view to maintaining the objectives of

the employer, particularly regarding cost and time.

Make recommendations and agree with the BCUHBPD and BCUHB Planning Project Manager

delegated authority for the issue of instructions (BCUHB confirmed that initially £Nil)

Ensure that, where possible, the BCUHB Planning Project Manager is made fully aware of all events which

will have significant effects on cost, time and/or quality before they occur.

Establish responsibilities for communicating enquiries, decisions and output to personnel or organisations

not represented in the project board or acting as consultants.

Evaluate all advice given by consultants/supply chain partner. Review and establish any corrective action.

BCUHB Planning Project Manager where necessary and take action required.

ordinate the review of design proposals against the briefs from the Employer, resolve

project board or make proposals for amendments to the brief to the

27

project participants and take corrective action as

Should events require amendment of the duties of the consultants, make recommendations to the

her project participants, without

Review project board membership on completion of each stage, and if necessary, recast to reflect the

BCUHB Planning Project Manager.

ordinate procurement of direct contracts (others) within the approved sum.

Identify, develop, maintain, manage and be responsible for the technical project risks throughout the

mitigation plans.

ordinate the preparation of the employer risk analysis to establish the sum to be included

uired by the BCUHB.

Manage the preparation of design information and procurement of direct contracts outside the approved

ntract.

, establish a system to control all the costs associated with the scheme.

, the non-works related capital

Manage changes to the scheme and their anticipated impact with a view to maintaining the objectives of

BCUHB Planning Project Manager the limit of

instructions (BCUHB confirmed that initially £Nil).

is made fully aware of all events which

Establish responsibilities for communicating enquiries, decisions and output to personnel or organisations

Review and establish any corrective action.

where necessary and take action required.

ordinate the review of design proposals against the briefs from the Employer, resolve

project board or make proposals for amendments to the brief to the BCUHBPD and



necessary.

• Validate and pass for payment fee accounts in accordance with the

all other invoices for works-related costs in connection with the scheme.

• Validate and pass for payment fee accounts in accordance with the framework consultant agreements.

• Validate and pass for payment fee accounts in ac

where appointed.

• Review cost advice received from the BCUHB

checks as required.

• Regularly review that the design is being developed in accordance with

the stage reached.

• Prepare, review and update the

activities/milestones for attention. Arrange for the preparation of sub

programme), commissioning team; equipment officer and evaluation team, based on key dates required

by the management control plan.

• Establish and review the programme of activities for each work stage and receive periodic programmes

from the SCP and action accordingly.

• Establish programme of meetings for the scheme.

• Attend supply chain partner design team and site meetings and other meetings that may reasonably be

necessary to perform the project manager’s duties.

• Taking account of information obtained fro

financial statements for the whole scheme at intervals noted in the project execution plan and agreed

with the BCUHB Planning Project Manager

with anticipated final expenditure against the employer approved cost (including cash flow forecasts);

• At appropriate intervals arrange and attend the following:

o AEDET assessments;

o NEAT/BREEAM Health Assessments;

o Independent Reviews;

o Gateway Reviews;

o Audit (various);

• Re-confirm site availability and any restrictive covenants, rights of way, and the like.

• Contribute to and comply with health and safety plan and health and safety file.


BCUHB Planning Project Manager, and confirm the result of the review to the supply chain partner as

Validate and pass for payment fee accounts in accordance with the supply chain partner agreement and

related costs in connection with the scheme.

Validate and pass for payment fee accounts in accordance with the framework consultant agreements.

Validate and pass for payment fee accounts in accordance with additional consultants appointments

Review cost advice received from the BCUHBCA, discuss and agree further cost comparisons and cost

Regularly review that the design is being developed in accordance with the employer brief appropriate for

Prepare, review and update the PEP for the scheme, incorporate sub-programmes and identify critical

activities/milestones for attention. Arrange for the preparation of sub-programmes by the SCP (accepte


by the management control plan.

Establish and review the programme of activities for each work stage and receive periodic programmes

n accordingly.

Establish programme of meetings for the scheme.

Attend supply chain partner design team and site meetings and other meetings that may reasonably be

necessary to perform the project manager’s duties.

Taking account of information obtained from the project team and SCP, prepare progress reports and


BCUHB Planning Project Manager , to report progress and anticipated final programme toge


At appropriate intervals arrange and attend the following:

NEAT/BREEAM Health Assessments;

confirm site availability and any restrictive covenants, rights of way, and the like.

Contribute to and comply with health and safety plan and health and safety file.

28

, and confirm the result of the review to the supply chain partner as

supply chain partner agreement and

Validate and pass for payment fee accounts in accordance with the framework consultant agreements.

cordance with additional consultants appointments

, discuss and agree further cost comparisons and cost

the employer brief appropriate for

programmes and identify critical

programmes by the SCP (accepted


Establish and review the programme of activities for each work stage and receive periodic programmes

Attend supply chain partner design team and site meetings and other meetings that may reasonably be

m the project team and SCP, prepare progress reports and


, to report progress and anticipated final programme together


confirm site availability and any restrictive covenants, rights of way, and the like.

Contribute to and comply with health and safety plan and health and safety file.


• Receive instruction from BCUHBPD

Construction/Commissioning/Handover.

• Prepare contract documentation. Review and update the contract data, as appropriate.

• Prepare, review and update the Project Execution Plan setting out key dates for the scheme based on i

objectives, incorporating information from the consultants and SCP and any other sub

• Circulate Project Execution Plan to all scheme participants.

• Obtain any comments from the consultants and SCP, on the management control plan and resolve an

queries.

• Liaise with the BCUHB Planning Project Manager

method of procuring the works, for example access, security, neighbours, and take action as required.

• Obtain a detailed report from the consultants

agree the design proposals including exterior design, interior design, inclusive design principles, standards

of construction, quality of materials, and standard of workmanship. Ensure that the design


Group. Report to, and obtain agreement from, the

• Resolve any outstanding briefing matters.

• In conjunction with the BCUHB Planning Project Manager

benchmarks/criteria for post-project evaluation of options;

• Prepare an outline of key events in the procurement process, including commissioning and post

evaluation.

• Obtain advice from the SCP, on the need for soil investigation, site and structural surveys and make

recommendations to BCUHB Planning Project Manager

• Obtain a report on the recommended site from the SCP and take action as necessary.

•

6.3.2 Betsi Cadwaladr University Health Board Cost Advisor (BCUHBCA)

Gleeds Cost Management Ltd are appointed to undertake the duties of the BCUHB

Framework Agreement and will carry out all their duties. James Kitchen is the BCUHBCA appointed by Hea

Board and will have overall responsibility for the project. The

Manual guidelines.

• Prepare weekly/monthly reports and recommendations for submission to the BCUHB, at milestones/key

dates as dictated by the programme;

• Maintain clear lines of communication with all parties including FrMs;


BCUHBPD to proceed with SCP appointment from Stage 3 to 4/5/6, OBC Stage to

Construction/Commissioning/Handover.

Prepare contract documentation. Review and update the contract data, as appropriate.

Prepare, review and update the Project Execution Plan setting out key dates for the scheme based on i

objectives, incorporating information from the consultants and SCP and any other sub

Circulate Project Execution Plan to all scheme participants.

Obtain any comments from the consultants and SCP, on the management control plan and resolve an

BCUHB Planning Project Manager regarding matters which may influence the physical


Obtain a detailed report from the consultants/SCP concerning the design development, and discuss and


of construction, quality of materials, and standard of workmanship. Ensure that the design


Group. Report to, and obtain agreement from, the BCUHB Planning Project Manager

Resolve any outstanding briefing matters.

BCUHB Planning Project Manager, consultants & SCP, establish

project evaluation of options;

Prepare an outline of key events in the procurement process, including commissioning and post

Obtain advice from the SCP, on the need for soil investigation, site and structural surveys and make

BCUHB Planning Project Manager for approval.

Obtain a report on the recommended site from the SCP and take action as necessary.

adwaladr University Health Board Cost Advisor (BCUHBCA)

Gleeds Cost Management Ltd are appointed to undertake the duties of the BCUHB

Framework Agreement and will carry out all their duties. James Kitchen is the BCUHBCA appointed by Hea

Board and will have overall responsibility for the project. The BCUHBCA will also follow the Capital Investment

Prepare weekly/monthly reports and recommendations for submission to the BCUHB, at milestones/key

the programme;

Maintain clear lines of communication with all parties including FrMs;

29

Stage 3 to 4/5/6, OBC Stage to

Prepare contract documentation. Review and update the contract data, as appropriate.

Prepare, review and update the Project Execution Plan setting out key dates for the scheme based on its

objectives, incorporating information from the consultants and SCP and any other sub-programmes.

Obtain any comments from the consultants and SCP, on the management control plan and resolve any

regarding matters which may influence the physical


/SCP concerning the design development, and discuss and


of construction, quality of materials, and standard of workmanship. Ensure that the design proposals fully


BCUHB Planning Project Manager;

, consultants & SCP, establish

Prepare an outline of key events in the procurement process, including commissioning and post-project

Obtain advice from the SCP, on the need for soil investigation, site and structural surveys and make

Obtain a report on the recommended site from the SCP and take action as necessary.

Gleeds Cost Management Ltd are appointed to undertake the duties of the BCUHBCA stated in the SSP

Framework Agreement and will carry out all their duties. James Kitchen is the BCUHBCA appointed by Health

will also follow the Capital Investment

Prepare weekly/monthly reports and recommendations for submission to the BCUHB, at milestones/key

Formatted: Indent: Left: -0.5

No bullets or numbering

-0.5 cm,


• Liaise with SSP, providing all cost information required to facilitate the ongoing review and benchmarking

exercises to be undertaken by the

• Participate in risk workshops, facilitated by the BCUHBPM, monitoring and managing all risks for which

the BCUHBCA is allocated management responsibility;

• Participate in periodic value management workshops facilitated by the BCUHBPM/SCP, and work with the

SCP to confirm cost effects of proposals discussed at the workshop;

• Liaise with the SCP and prepare guidance on Whole Life Costing;

• Prepare cost documentation for submission to

• Assist the BCUHBPM in management of the planning contingencies;

• Liaison with SSP regarding MIPS and other applicable indices

• Provide procurement advice regarding direct contracts, equipment purchasing, ICT and the like;

• Provide the BCUHB with advice on the NEC3 Contract;

• Implementation of an Early Warning and other contractual procedur

as prepared by the BCUHBPM;

• Evaluate compensation quotations and advise on actual cost implications and contractual acceptability;

• Provide advice on warranties;

• Agree with SCP Schedule of Payment Dates;

• Review SCP’s assessment application;

• Assess the Price for Work Done to Date (PWDD);

• Prepare cost assessment documents and certification for issue by the BCUHBPM;

• Provide advice on bankruptcy and insolvency issues;

• Participate in all health check reviews, attending

feedback and advice arising from each of the review stages;

• Input in to the formulation of a Change Control Procedure;

• Input in to AEDET Evolution workshops at key project stages;

• Input in to NEAT programme process;

• Input in to discussions with the Design Commission for Wales;

• Monitor and update information on Framework Extranet;

• Attend regular progress meetings chaired by the BCUHBPM;


, providing all cost information required to facilitate the ongoing review and benchmarking

exercises to be undertaken by the SSP;

shops, facilitated by the BCUHBPM, monitoring and managing all risks for which

the BCUHBCA is allocated management responsibility;

Participate in periodic value management workshops facilitated by the BCUHBPM/SCP, and work with the

cts of proposals discussed at the workshop;

Liaise with the SCP and prepare guidance on Whole Life Costing;

Prepare cost documentation for submission to WG/SSP by the BCUHB;

Assist the BCUHBPM in management of the planning contingencies;

MIPS and other applicable indices

Provide procurement advice regarding direct contracts, equipment purchasing, ICT and the like;

Provide the BCUHB with advice on the NEC3 Contract;

Implementation of an Early Warning and other contractual procedure using the pro

Evaluate compensation quotations and advise on actual cost implications and contractual acceptability;

Agree with SCP Schedule of Payment Dates;

ssment application;

Assess the Price for Work Done to Date (PWDD);

Prepare cost assessment documents and certification for issue by the BCUHBPM;

Provide advice on bankruptcy and insolvency issues;

Participate in all health check reviews, attending interviews with the OGC Reviewers, and act upon

feedback and advice arising from each of the review stages;

Input in to the formulation of a Change Control Procedure;

Input in to AEDET Evolution workshops at key project stages;

rocess;

Input in to discussions with the Design Commission for Wales;

Monitor and update information on Framework Extranet;

Attend regular progress meetings chaired by the BCUHBPM;

30

, providing all cost information required to facilitate the ongoing review and benchmarking

shops, facilitated by the BCUHBPM, monitoring and managing all risks for which

Participate in periodic value management workshops facilitated by the BCUHBPM/SCP, and work with the

Provide procurement advice regarding direct contracts, equipment purchasing, ICT and the like;

e using the pro-forma documentation

Evaluate compensation quotations and advise on actual cost implications and contractual acceptability;

Prepare cost assessment documents and certification for issue by the BCUHBPM;

interviews with the OGC Reviewers, and act upon


• Attend regular Client meetings.

6.3.3 Construction Design and Management Coordin

Debbie Thomas of WSP is the appointed Construction Design and Management Coordinator (CDMC) on the

project and is responsible for fulfilling all obligations therein in accordance with the CDM Regulations 2007.

The key roles and responsibilities that are to be carried out by the CDMC can be summarised as follows:

• Contribute to the main OBC and FBC documents;

• Contribute to the health and safety file;

• Co-ordinate site investigations;

• Contribute to the risk register;

• Take health & safety into consideration as one of the factors influencing design decisions and seek to limit

risks at source as far as is practicable;

• Discuss health & safety matters generally with the Design Team, BCUHBPM, BCUHBCA, SCP, BCUHB and

Safety Officer;

• Review risk assessment and hazard identification during the design process. Complete Risk Assessment

pro-forma and pass to Health & Safety Officer for consideration at Technical Assessment and BQ stages;

• Provide a general description of building construction for inclusion in H

• Co-ordinate record drawing for inclusion in the Health & Safety file;

• Ensure that the client is aware of his own responsibilities and duties under the regulations.

6.4 Supply Chain Partner (SCP)

Interserve Construction has been awarded

design team. SCP will be responsible for the progress and performance of the design team and report this at

regular progress meetings to the Project Sponsor (BCUHB), BCUHB PM and BCUHB Plann

team are as follows:

6.4.1 Interserve Construction Project Manager

Interserve Construction are appointed as the SCP and Chris Turton is the Project Manager and main point of

contact. The key roles and responsibilities that are to be carried

summarised as follows:

• Prepare the BCUHB M&E Services Brief document;


Attend regular Client meetings.

Construction Design and Management Coordinator (CDMC)



s that are to be carried out by the CDMC can be summarised as follows:

Contribute to the main OBC and FBC documents;

Contribute to the health and safety file;

deration as one of the factors influencing design decisions and seek to limit

risks at source as far as is practicable;

Discuss health & safety matters generally with the Design Team, BCUHBPM, BCUHBCA, SCP, BCUHB and

and hazard identification during the design process. Complete Risk Assessment

forma and pass to Health & Safety Officer for consideration at Technical Assessment and BQ stages;

Provide a general description of building construction for inclusion in Health & Safety Plan;

ordinate record drawing for inclusion in the Health & Safety file;

Ensure that the client is aware of his own responsibilities and duties under the regulations.

Interserve Construction has been awarded the Design and Build Contract and is responsible for assembling a


regular progress meetings to the Project Sponsor (BCUHB), BCUHB PM and BCUHB Plann

Interserve Construction Project Manager


contact. The key roles and responsibilities that are to be carried out by the SCP Project Manager can be

Prepare the BCUHB M&E Services Brief document;

31



s that are to be carried out by the CDMC can be summarised as follows:

deration as one of the factors influencing design decisions and seek to limit

Discuss health & safety matters generally with the Design Team, BCUHBPM, BCUHBCA, SCP, BCUHB and

and hazard identification during the design process. Complete Risk Assessment

forma and pass to Health & Safety Officer for consideration at Technical Assessment and BQ stages;

ealth & Safety Plan;


the Design and Build Contract and is responsible for assembling a


regular progress meetings to the Project Sponsor (BCUHB), BCUHB PM and BCUHB Planning PM. The SCP’s


out by the SCP Project Manager can be


• Review the organisation structure and communication strategies of the supply chain and to make any

amendments;

• Ensure that all requisite regulations

• Prepare and update the as necessary the SCP Project Management Plan;

• Review the performance of all supply chain participants and take corrective action as necessary;

• Review and amend as necessary the supply chain membership;

• Manage the procurement of all sub

• Input into the BCUHB KPI process;

• Input into the project risk process on behalf of SCP;

• Establish and review/update the programme of activities, sub

• Prepare progress reports at agreed intervals;

• Attend and input into all project review processes;

• Receive instructions from the BCUHBPM;

• Prepare contract documentation;

• Assist in resolving any briefing matters;

• Carry out all duties and responsibilities, as defined by job description information.

6.4.2 SCP’s Site Manager

[TBC] is the designated SCP Site Manager. The key roles and responsibilities that are to be carried out by the

SCP Site Manager can be summarised as follows:

• Be part of the senior management SCP site team responsible for the delivery of the project;

• Manage the compliance by all parties to all regulations, codes of practice, health and safety requirements

and the like;

• Responsible for the co-ordination of all site works as r

• Review the performance of all sub

• Liaise with the BCUHB site based staff, as required, to ensure communication is maintained;

• Carry out all duties and respon

description information.


Review the organisation structure and communication strategies of the supply chain and to make any

Ensure that all requisite regulations are adhered to;

Prepare and update the as necessary the SCP Project Management Plan;

Review the performance of all supply chain participants and take corrective action as necessary;

Review and amend as necessary the supply chain membership;

curement of all sub-contractors required for the completion of the works;

Input into the BCUHB KPI process;

Input into the project risk process on behalf of SCP;

Establish and review/update the programme of activities, sub-programmes and supporting informa

Prepare progress reports at agreed intervals;

Attend and input into all project review processes;

Receive instructions from the BCUHBPM;

Prepare contract documentation;

Assist in resolving any briefing matters;

responsibilities, as defined by job description information.

is the designated SCP Site Manager. The key roles and responsibilities that are to be carried out by the

SCP Site Manager can be summarised as follows:

e senior management SCP site team responsible for the delivery of the project;

Manage the compliance by all parties to all regulations, codes of practice, health and safety requirements

ordination of all site works as required by the accepted programme;

Review the performance of all sub-contract participants’ and take corrective action as necessary;

Liaise with the BCUHB site based staff, as required, to ensure communication is maintained;

Carry out all duties and responsibilities, as defined by SCP for the function of site manager within the job

32

Review the organisation structure and communication strategies of the supply chain and to make any

Review the performance of all supply chain participants and take corrective action as necessary;

contractors required for the completion of the works;

programmes and supporting information;

responsibilities, as defined by job description information.

is the designated SCP Site Manager. The key roles and responsibilities that are to be carried out by the

e senior management SCP site team responsible for the delivery of the project;

Manage the compliance by all parties to all regulations, codes of practice, health and safety requirements

equired by the accepted programme;

contract participants’ and take corrective action as necessary;

Liaise with the BCUHB site based staff, as required, to ensure communication is maintained;

sibilities, as defined by SCP for the function of site manager within the job

Comment [PC2]: Name to be

confirmed prior to start-on-site.

Name to be

site.


6.4.3 Design Co-ordination

Kelvin Dunleavy is the designated Design Co

Appointment will be the NEC Form of Professional Services Contract. The key roles and responsibilities that

are to be carried out by the Design Coordinator can be summarised as follows:

• Receive client briefing;

• Instruct the SCP team their duties and responsibilities;

• Prepare and maintain detailed programme and agree with BCUHBPM and other consultants;

• Co-ordinate work to produce the OBC & FBC Estate Component Annexes;

• Contribute to the main OBC and FBC documents;

• Contribute to the health and safety file;

• Co-ordinate site investigations;

• Co-ordinate designer’s risk register and designer’s risk assessment and prepare a report for the BCUHBPM

on contingency allowance;

• Co-ordinate and prepare feasibility studies to form part of appraisal of options;

• Co-ordinate consultations with local

• Co-ordinate and prepare report on the recommended site in association with other consultants.


Kelvin Dunleavy is the designated Design Co-ordinator. The Conditions of Contract for each Consultant

orm of Professional Services Contract. The key roles and responsibilities that

are to be carried out by the Design Coordinator can be summarised as follows:

Instruct the SCP team their duties and responsibilities;

tain detailed programme and agree with BCUHBPM and other consultants;

ordinate work to produce the OBC & FBC Estate Component Annexes;

Contribute to the main OBC and FBC documents;

Contribute to the health and safety file;

ordinate designer’s risk register and designer’s risk assessment and prepare a report for the BCUHBPM

ordinate and prepare feasibility studies to form part of appraisal of options;

ordinate consultations with local authority and other statutory authorities;

ordinate and prepare report on the recommended site in association with other consultants.

33

ordinator. The Conditions of Contract for each Consultant

orm of Professional Services Contract. The key roles and responsibilities that

tain detailed programme and agree with BCUHBPM and other consultants;

ordinate designer’s risk register and designer’s risk assessment and prepare a report for the BCUHBPM

ordinate and prepare report on the recommended site in association with other consultants.

7

PROJECT

ADMINISTRATION


7. PROJECT ADMINISTRATION

7.1 Communications

To be effective communication lines must be kept short, clear and direct. All key decisions, instructions and

the like must be confirmed in writing and communicated to all project team participants without delay. It is

the responsibility of the named individuals within the various project team organisations to ensure that

information is disseminated to subordinates within their respective org

All correspondence between members of the design team, the contractor, nominated sub

authority departments, statutory undertakers and the like shall be copied to the following:

• BCUHB Project Sponsor;

• BCUHB Project Liaison Manager;

• BCUHB Planning Project Manager(s);

• BCUHBPM.

Written correspondence shall clearly indicate the project name and shall be addressed to the individuals

named in the Organisation Structure.

The following representatives will be the main point of contact

through:

• Client Ms Wendy Hooson, Mr Iolo Jones, Mr Darren Smith;

• BCUHBPM Mr Paul Cavanagh, Gleeds Management Services;

• BCUHBCA Mr James Kitchen, Gleeds Cost Management;

• SCP Mr Chris Turton, Interserve Constructi

All documents will be issued when requested using MS Word, MS Excel or Autocad DWG files unless agreed

otherwise. Adobe Portable Document Format (PDF) copies of documents may also be requested and will be

supplied.

7.1.1 Request for Information

All design team members shall maintain a Request for Information Schedule to monitor progress and any

necessary alternative actions to ensure information is obtained and agreed in a timely manner. All requests for

information shall be issued to the BCUHBPM and the info

7.1.2 Early Warning Notices

The SCP and/or the BCUHBPM is to give an early warning notice to the other as soon as either becomes aware

of any matter which could:

• Affect the contract price;

• Delay completion;

PROJECT ADMINISTRATION

ON


writing and communicated to all project team participants without delay. It is


information is disseminated to subordinates within their respective organisations.

All correspondence between members of the design team, the contractor, nominated sub


ger;

Planning Project Manager(s);


named in the Organisation Structure.

The following representatives will be the main point of contact that all information should be channelled

Ms Wendy Hooson, Mr Iolo Jones, Mr Darren Smith;

Mr Paul Cavanagh, Gleeds Management Services;

Mr James Kitchen, Gleeds Cost Management;

Mr Chris Turton, Interserve Construction.



am members shall maintain a Request for Information Schedule to monitor progress and any


information shall be issued to the BCUHBPM and the information required log will be reviewed monthly.


35


writing and communicated to all project team participants without delay. It is


All correspondence between members of the design team, the contractor, nominated sub-contractor, local



that all information should be channelled



am members shall maintain a Request for Information Schedule to monitor progress and any


rmation required log will be reviewed monthly.



• Delay meeting a key date;

• Impair the performance of the finished works.

7.1.3 Action Tracker

GMS will produce and maintain an action tracker. This will list all actions that require addressing, highlight who

is responsible for the action and if input is required from o

cleared. This will be updated and issued regularly by BCUHBPM throughout the team.

7.1.4 Filing

Individual consultant practices shall maintain their internal filing in accordance with their respective QA

procedures and arrange for the BCUHBPM to undertake checks on their systems as deemed appropriate by the

Employer.

7.1.5 Fax Transmissions

Fax transmissions should be kept to a minimum and used only where the timescale for action renders their use

unavoidable. All fax messages should be typed wherever possible to avoid the possibility of misinterpretation.

7.1.6 Conject

In the spirit of collaborate working all minutes of meetings will be posted on Conject. If action on a document

published on Conject is required the

required.

7.1.7 “E” Mail

Generally, all correspondence is to be communicated via email for speed and flexibility. All members of the

design team are to be copied in on all relevant corres

Generally drawings are to be issued by email from the design team via the SCP. They will be issued to

BCUHBPM who will distribute throughout the Client Team as necessary. Authorisation can be obtained

the BCUHBPM to open up other lines of drawing distribution and approval.

Drawings will be available to be issued in both DWG and PDF formats.

to Project Liaison Manager on request, as Conject generally to be us

informationHard copies will be required by the Project Liaison Manager

• Care should be taken to avoid over issuing or copying team members where not required;

• Email should not be relied upon to discharge an obligation the email

phone call.

7.1.8 Verbal Communications

Project critical verbal communications, whether in person or by telephone shall be recorded in writing and any

salient matters, decisions and the like, communicated to the project team members


Impair the performance of the finished works.


is responsible for the action and if input is required from others and indicate the deadline the action is to be



ures and arrange for the BCUHBPM to undertake checks on their systems as deemed appropriate by the


x messages should be typed wherever possible to avoid the possibility of misinterpretation.


published on Conject is required the procedure is to be followed to notify the required party that an action is


design team are to be copied in on all relevant correspondence to ensure close co-ordination of information.


BCUHBPM who will distribute throughout the Client Team as necessary. Authorisation can be obtained

the BCUHBPM to open up other lines of drawing distribution and approval.

Drawings will be available to be issued in both DWG and PDF formats. Hard copies of drawings to be provided

to Project Liaison Manager on request, as Conject generally to be used to obtain project design

Hard copies will be required by the Project Liaison Manager.

Care should be taken to avoid over issuing or copying team members where not required;

Email should not be relied upon to discharge an obligation the email should be followed up with a


salient matters, decisions and the like, communicated to the project team members

36


thers and indicate the deadline the action is to be



ures and arrange for the BCUHBPM to undertake checks on their systems as deemed appropriate by the


x messages should be typed wherever possible to avoid the possibility of misinterpretation.


procedure is to be followed to notify the required party that an action is


ordination of information.


BCUHBPM who will distribute throughout the Client Team as necessary. Authorisation can be obtained from

Hard copies of drawings to be provided

ed to obtain project design

Care should be taken to avoid over issuing or copying team members where not required;

should be followed up with a


salient matters, decisions and the like, communicated to the project team members in accordance with above.


7.2 Meetings

7.2.1 General

Regular formal meetings provide the most effective means of communication between the members of the

project team.

To be effective they must be regular, structured and minuted; their purpose must be understood.

Representation should be appropriate to the meeting's agenda and representatives must have the authority to

make decisions on behalf of their organisation. All Minutes should be posted onto Conject.

Adhoc meetings will be required to progress the project,

BCUHBPM so that the agenda and cost can be managed/monitored to ensure that the client is getting value

from the time input.

Meeting schedules are to be coordinated by the BCUHBPM and posted on Conject

meetings will be updated regularly and circulated throughout the team.

7.2.2 Project Board Meeting

Purpose:

Agenda/Chair/ Minutes:

Attendees:

Frequency:

Venue:

7.2.3 Project Team Meeting

Purpose:


Attendees:

Frequency:

Venue:




epresentation should be appropriate to the meeting's agenda and representatives must have the authority to


Adhoc meetings will be required to progress the project, these are to be arranged through discussion with the


Meeting schedules are to be coordinated by the BCUHBPM and posted on Conject

meetings will be updated regularly and circulated throughout the team.

To receive reports from the SCP, BCUHBCA, BCUHBPM, BCUHB

Supervisor and BCUHB Project Manager in respect of all major cost,

programme and quality issues affecting the project, monitor progress

and address project issues at a strategic level.

Chaired by Executive Lead BCUHB

BCUHBPD

Project Sponsor (BCUHB)

Service Planning Manager (BCUHB) (as required)

Key stakeholders from BCUHB/Voluntary Sector/Community Health

Council/Unison/ Local Authority

Monthly/Bi-Monthly

North Denbighshire locality

The Project Team will report to the North Denbighshire Project Board

and will be responsible for informing the design and service planning

of the new Community Hospital.

Chaired by Executive Lead BCUHB

BCUHBPD

BCUHBCA

SCP

Service Planning Manager (BCUHB) (as required)

Key stakeholders from BCUHB

Monthly


37



epresentation should be appropriate to the meeting's agenda and representatives must have the authority to


these are to be arranged through discussion with the


Meeting schedules are to be coordinated by the BCUHBPM and posted on Conject – a fortnightly list of

To receive reports from the SCP, BCUHBCA, BCUHBPM, BCUHB

Supervisor and BCUHB Project Manager in respect of all major cost,

programme and quality issues affecting the project, monitor progress

required)

Key stakeholders from BCUHB/Voluntary Sector/Community Health

Denbighshire Project Board

and will be responsible for informing the design and service planning

required)


7.2.4 Project/Programme Progress Meeting

Purpose:


Attendees:

Frequency:

Venue:

7.2.5 User Group Meetings

Purpose:


Attendees:

Frequency:

Venue:


7.3.1 Format for Reports

A formal and regular reporting system will be adopted at all levels in order to monitor

achieving the project objectives, to allow for corrective action to be taken, to facilitate rational decision

making and to keep the Client representative fully informed so that all necessary approvals can be obtained

without delay to the project.

7.3.2 Monthly Report

A report is to be prepared each month to advise the Project Sponsor BCUHB of the current status and progress

of the project. The Monthly Progress Report will be co

BCUHBPM. The report will outline progress in respect of both pre contract and post contract activities and

include resources alterations and expenditure. The contents page of the BCUHB PM’s monthly report which

details responsibilities for preparing the content of the


Project/Programme Progress Meeting

To receive reports from the SCP/Project Team highlighting any issues

which are affecting progress of the works

BCUHBPM

BCUHBPD

BCUHBCA

SCP

SCP Team Members (as required)


Darren Smith

Fortnightly

BCUHB premises

To define the design brief for individual projects as part of the overall

programme at Royal Alexandra. To enable design input to be given by

end-users and agree designs

BCUHBPM

BCUHBPM

SCP

SCP Team Members (as required)

BCUHB Colleagues

Planning Project Manager (BCUHB)

Weekly/Fortnightly/Monthly (as required)


Formal Reporting Procedures

A formal and regular reporting system will be adopted at all levels in order to monitor




The Monthly Progress Report will be co-ordinated by, and presented to the Client by the

report will outline progress in respect of both pre contract and post contract activities and


details responsibilities for preparing the content of the different sections can be found in Appendix C.

38

To receive reports from the SCP/Project Team highlighting any issues

individual projects as part of the overall

programme at Royal Alexandra. To enable design input to be given by

A formal and regular reporting system will be adopted at all levels in order to monitor progress towards




ordinated by, and presented to the Client by the

report will outline progress in respect of both pre contract and post contract activities and


different sections can be found in Appendix C.


7.3.3 Milestone Reports

Milestone reports will be prepared at the completion of each Stage in the project as identified in the Master

Programme.

All members of the project team will contribute towards the milestone

the BCUHBPM. The content of milestone reports will be determined in liaison with the Project Sponsor

(BCUHB) by the BCUHBPM.

The presentation of the milestone reports to the Client will be arranged by the BCUHBPM, and

appropriate require presentations by individual project team members. The purpose of the Milestone report

is to:

• Inform the Client of progress towards achieving the project's objectives;

• Seek Client's written approval to the current project statu

• Seek Client's written approval to proceed with the next key stage.

Following Client written approval to proceed, the SCP will be required to provide, in writing, a statement of

“Readiness to Proceed” to the next key stage.

7.3.4 Informal Reporting/Management

Regular informal reporting meetings will be held between the BCUHBPM, the Design Team and the Client in

order to keep the Client aware of progress and key decisions which are being made, and to obtain any

necessary approvals which are required

appraisals in respect of the design strategy for discussion with the Client and subsequent approval of the

preferred solutions.



All members of the project team will contribute towards the milestone reports which will be co


The presentation of the milestone reports to the Client will be arranged by the BCUHBPM, and


Inform the Client of progress towards achieving the project's objectives;

Seek Client's written approval to the current project status;

Seek Client's written approval to proceed with the next key stage.


“Readiness to Proceed” to the next key stage.

Informal Reporting/Management by Exception



necessary approvals which are required urgently. The design team will produce various reports and option


39


reports which will be co-ordinated by


The presentation of the milestone reports to the Client will be arranged by the BCUHBPM, and will, as





urgently. The design team will produce various reports and option


8

PROGRAMMING

AND MONITORING



8.1 Design Responsibility

Design responsibilities for each Design Team member are as specified in

8.2 Drawing Layout and Structure

On the basis of consistency and to avoid confusion it is proposed that all drawings will be completed using the

layout/format/drawing numbering as detailed in the

All drawn information relating to the building be oriented on the drawing indicating “North” at the head of the

drawing.

The use of A0, A1, A2, A3 and A4 drawing sizes to be advised by Health Design & Development Group

8.3 Drawing Issue and Distribution

Information is required to be issued for various purposes including cost checking, comment on design, for

construction, for approval and the like. It is essential therefore that all documents contain the following

information:

• Date of issue;

• Status (i.e. purpose for which

• Confirmation that drawing/document has been checked;

• Confirmation that drawing/document is approved for issue by a principal of the organisation;

• Drawing/document reference and revision number;

• Description of revisions;

• Scale;

• Size of original;

• Any amendments from the previous issue clearly marked and identified.

Drawings and other documents shall be distributed under cover of a Drawing Issue Sheet or Letter of

Transmittal as follows:

Client Team Project Liaison Manager

BCUHBPM (Gleeds Management Services

BCUHBCA (Gleeds Cost Management

BCUHB Supervisor (TBC)

SCP

SCP Team Members as necessary

Planning Project Manager (BCUHB)

PROGRAMMING AND MONITORING


Design responsibilities for each Design Team member are as specified in the individual Terms of Appointment.

Drawing Layout and Structure


layout/format/drawing numbering as detailed in the SSP Guidelines.

nformation relating to the building be oriented on the drawing indicating “North” at the head of the


Drawing Issue and Distribution

quired to be issued for various purposes including cost checking, comment on design, for


Status (i.e. purpose for which document is issued);

Confirmation that drawing/document has been checked;

Confirmation that drawing/document is approved for issue by a principal of the organisation;

Drawing/document reference and revision number;

Any amendments from the previous issue clearly marked and identified.


Client Team Project Liaison Manager

Gleeds Management Services)

Gleeds Cost Management)

41

the individual Terms of Appointment.


nformation relating to the building be oriented on the drawing indicating “North” at the head of the


quired to be issued for various purposes including cost checking, comment on design, for


Confirmation that drawing/document is approved for issue by a principal of the organisation;


1 copy

1 copy

1 copy

1 copy

1 copy

1 copy

1 copy


Drawings to be submitted via the Project extranet

Conject, and daily notification issued via the system to update on items added

This list is not exhaustive, on occasions drawings may be requested by others for example to the BCUHB Health

& Safety Officer; these are to be provided as paper or electronic copies as required.

Whenever a drawing or document is specifically submitted for review/comment then an additional set of

information shall be submitted and will be used for commenting upon. The

comments to the BCUHBPM to provide a co

comment to the issuing of co-ordinated comments is 2 weeks.

The BCUHBPM are to be issued with all critical drawings relating

drawing issue schedules on a monthly basis.

Drawings should be produced with the ability of issuing in electronic format using AutoCAD dwg files (or

similar approved) and Adobe pdf files. Drawings will be made availa

and dwg files) upon request

8.4 Schedule for Submission of Drawings and Samples

The SCP will be required to prepare a Schedule for Submission of Drawings and samples which shall indicate

the dates on which SCP/Sub-contractor shall submit Drawings and Samples for such items of work to the

BCUHBPM/BCUHB Planning Project Manager for review. This Schedule shall also allow time for re

of Drawings and Samples which may be acceptable

Milestone dates for drawing approval will be shown on the contract programme

8.5 Programme and Notification

8.5.1 General

The role of the Project Sponsor (BCUHB) is to view the whole project from inception through to occupation, to

ensure that the details that make up the whole are i

Initially milestone programmes will be established that meet the Client's needs. These will be refined by

analysing the proposed project, working forward from approval dates and backwards from required op

dates to establish the viability of the programme and the criticality of the various stages of design,

procurement and construction.

Once the basic programme framework is established and approved in the ‘Master Programme’, the detail of

each stage will be developed through the various stages of design, procurement and construction.

Each stage will be monitored, analysed, reported and forecast, both at the detail level and the Master

Programme level, to ensure that an overall view of performance is t

8.6 Master Programme

Initial analysis of the project will establish the overall timeframe and the degree of difficulty and what will

need to be done to achieve the Client's needs. There may be several alternatives, each meeting part or all of

the requirements, and analysis should by made by the project team to establish their viability in terms of both


Drawings to be submitted via the Project extranet (Conject). Notifications of drawing

and daily notification issued via the system to update on items added


ety Officer; these are to be provided as paper or electronic copies as required.


information shall be submitted and will be used for commenting upon. The client’s team will forward their

comments to the BCUHBPM to provide a co-ordinated drawing comment. From receipt of the request to

ordinated comments is 2 weeks.

The BCUHBPM are to be issued with all critical drawings relating to the project and to receive copies of

drawing issue schedules on a monthly basis.


similar approved) and Adobe pdf files. Drawings will be made available in all formats (including paper copies

Schedule for Submission of Drawings and Samples


contractor shall submit Drawings and Samples for such items of work to the

Planning Project Manager for review. This Schedule shall also allow time for re

of Drawings and Samples which may be acceptable.

drawing approval will be shown on the contract programme.

Programme and Notification


ensure that the details that make up the whole are in place and to prepare an overall Master Programme.


analysing the proposed project, working forward from approval dates and backwards from required op



will be developed through the various stages of design, procurement and construction.


Programme level, to ensure that an overall view of performance is taken.



ements, and analysis should by made by the project team to establish their viability in terms of both

42

rawings issue will be listed on



client’s team will forward their

ordinated drawing comment. From receipt of the request to

to the project and to receive copies of


ble in all formats (including paper copies


contractor shall submit Drawings and Samples for such items of work to the

Planning Project Manager for review. This Schedule shall also allow time for re-submission


n place and to prepare an overall Master Programme.


analysing the proposed project, working forward from approval dates and backwards from required operation



will be developed through the various stages of design, procurement and construction.




ements, and analysis should by made by the project team to establish their viability in terms of both


time and cost. The analysis may show that some of the original criteria impose too great a burden on the

project or that more can be achieved. The Client

The Master Programme provides the first level of programming. Once the Master Programme is established by

the BCUHBPM and approved by Project Sponsor (BCUHB), this will form the baseline for all future detai

programming and the basis of reporting. This will remain so until there is a formal approval of an alternative.

The Master Programme will contain the following main sections:

• Pre Commencement;

• Construction;

• Commissioning;

• Occupation;

• Milestones.

8.7 Progress Control

The BCUHBPM is responsible for project monitoring and progress control, reported against master programme

and detailed sub-programmes.

8.8 SCP’s Programme

In complying with the contract Clause 31.2 the Contractor (SCP), unless an alternative is agre

BCUHBPM, provides the programme.

The Contractor (SCP) is to prepare a master programme (Accepted Programme) for the Works for acceptance

by the Project Sponsor (BCUHB) prior to commencing work, in accordance with the requirements of the

Conditions of Contract. Such programmes will be issued via Conject.

The BCUHBPM will assess SCP’s programmes to ensure they meet the requirements of the Master Programme.

Particular attention will be paid to any specialist design for which they may be resp

adequate time has been allowed for approval of the drawings before manufacturer, fabrication and

installation.

Following each acceptance, submit 4 No. copies to

system.

The Accepted Programme is to be revised by the Contractor (SCP) as issued to the BCUHBPM, as a minimum

on a 4 weekly basis, or otherwise in accordance with the requirements of the Conditions of Contract.

The Priced Activity Schedule must directly correlate wit

In addition to the requirements of the Conditions of Contract, the Programme issued for acceptance will

consist of, but not limited to, a fully logic linked critical path bar chart type programme produced usin

Microsoft Project or similarly approved software. The programme is to be made available electronically to the

BCUHBPM in Asta Power Project format and PDF format.



project or that more can be achieved. The Client may therefore decide to review his requirements.


the BCUHBPM and approved by Project Sponsor (BCUHB), this will form the baseline for all future detai


The Master Programme will contain the following main sections:


In complying with the contract Clause 31.2 the Contractor (SCP), unless an alternative is agre

BCUHBPM, provides the programme.



Such programmes will be issued via Conject.


Particular attention will be paid to any specialist design for which they may be resp


submit 4 No. copies to the BCUHBPM will be notified automatically by the Conject

ccepted Programme is to be revised by the Contractor (SCP) as issued to the BCUHBPM, as a minimum


The Priced Activity Schedule must directly correlate with the Contractor's (SCP’s) Accepted Programme.


consist of, but not limited to, a fully logic linked critical path bar chart type programme produced usin


BCUHBPM in Asta Power Project format and PDF format.

43


may therefore decide to review his requirements.


the BCUHBPM and approved by Project Sponsor (BCUHB), this will form the baseline for all future detailed



In complying with the contract Clause 31.2 the Contractor (SCP), unless an alternative is agreed with the




Particular attention will be paid to any specialist design for which they may be responsible, to ensure that


will be notified automatically by the Conject

ccepted Programme is to be revised by the Contractor (SCP) as issued to the BCUHBPM, as a minimum


h the Contractor's (SCP’s) Accepted Programme.


consist of, but not limited to, a fully logic linked critical path bar chart type programme produced using either



The Contractor (SCP) is to show the following information, as a minimum requirement

issued for acceptance

• The starting date, possession dates, access dates, key dates and completion date;

• Planned completion;

• The order and timing of the operations which the Contractor (SCP) plans to do in order to Provide the

Works;

• The order and timing of the work of the Employer’s Activities and Others as last agreed with them by the

Contractor (SCP), or if not so agreed, as stated in the Works Information;

• The dates when the Contractor (SCP) plans to meet each Condition stated for the K

complete other work needed to allow the Employer and Others to do their work;

• Handover programme;

• Work that the Works Information states may be done after Completion;

• Phasing;

• Wind and weather tightness of building;

• Electrical Power on Line;

• Heating on Date;

• Completion Date;

• M & E Commissioning Periods including Client/User interfaces;

• Equipment Commissioning periods;

• Decant;

• Contract Requirement.

Provisions for:

• Float - Free float, total float and end float are to be shown on the programme

analysis, planned Completion Date;

• Time risk allowances;

• Tendering Periods;

• Health and safety requirements including 12 step asbestos removal programme (see Appendix F);

• The procedures set out in the conditions of contract;

• The dates when, in order to Provide the Works in accordance with his programme, the Contractor (SCP)

will need:


The Contractor (SCP) is to show the following information, as a minimum requirement

The starting date, possession dates, access dates, key dates and completion date;

The order and timing of the operations which the Contractor (SCP) plans to do in order to Provide the

rder and timing of the work of the Employer’s Activities and Others as last agreed with them by the

Contractor (SCP), or if not so agreed, as stated in the Works Information;

The dates when the Contractor (SCP) plans to meet each Condition stated for the K


Work that the Works Information states may be done after Completion;

Wind and weather tightness of building;

M & E Commissioning Periods including Client/User interfaces;

Equipment Commissioning periods;

Free float, total float and end float are to be shown on the programme

analysis, planned Completion Date;

Health and safety requirements including 12 step asbestos removal programme (see Appendix F);

The procedures set out in the conditions of contract;

The dates when, in order to Provide the Works in accordance with his programme, the Contractor (SCP)

44

The Contractor (SCP) is to show the following information, as a minimum requirement on each programme

The starting date, possession dates, access dates, key dates and completion date;

The order and timing of the operations which the Contractor (SCP) plans to do in order to Provide the

rder and timing of the work of the Employer’s Activities and Others as last agreed with them by the

The dates when the Contractor (SCP) plans to meet each Condition stated for the Key Dates and to


Free float, total float and end float are to be shown on the programme relative to the critical path

Health and safety requirements including 12 step asbestos removal programme (see Appendix F);

The dates when, in order to Provide the Works in accordance with his programme, the Contractor (SCP)


o Access to part of the Site if later than its access date;

o End User consultation, comment and Health Board acceptance/(approval) periods;

• Plant and Materials and other things to be provided by the Employer;

• Information from Others;

• For each operation, a method statement which identifies how the Contractor (SCP) plans to do the work

identifying the principal Equipment and other resources which he pl

• Other information that the Works Information requires the Contractor (SCP) to show on a programme

submitted for acceptance;

• Critical Path;

• Logic linked - Each activity is to show predecessor and successor dependencies;

• Design periods;

• Key project milestones;

• Enabling Works contracts (if applicable);

• Minimum activities defined by the 'activity schedule' pricing document;

• Planned power shut downs etc. (if required);

• Works by statutory bodies;

• Planning periods and associated discharging of conditio

• Building regulation submissions;

• Fire testing/certification;

• Air leakage/thermal imaging testing (for part L);

• Known Works required to be undertaken by the Health Board;

• Off-site fabrication (If applicable);

• Third party works affecting the project;

• Testing & technical commissioning periods by Contractor (SCP);

• Snagging periods;

• Operational commissioning by the Employer;

• Submission of project Health & Safety File, O&M Manuals/as built information.


Access to part of the Site if later than its access date;

End User consultation, comment and Health Board acceptance/(approval) periods;

nd Materials and other things to be provided by the Employer;

For each operation, a method statement which identifies how the Contractor (SCP) plans to do the work

identifying the principal Equipment and other resources which he plans to use;

Other information that the Works Information requires the Contractor (SCP) to show on a programme

Each activity is to show predecessor and successor dependencies;

Enabling Works contracts (if applicable);

Minimum activities defined by the 'activity schedule' pricing document;

Planned power shut downs etc. (if required);

Planning periods and associated discharging of conditions;

Building regulation submissions;

Air leakage/thermal imaging testing (for part L);

Known Works required to be undertaken by the Health Board;

site fabrication (If applicable);

Third party works affecting the project;

Testing & technical commissioning periods by Contractor (SCP);

Operational commissioning by the Employer;

Submission of project Health & Safety File, O&M Manuals/as built information.

45

End User consultation, comment and Health Board acceptance/(approval) periods;

For each operation, a method statement which identifies how the Contractor (SCP) plans to do the work

ans to use;

Other information that the Works Information requires the Contractor (SCP) to show on a programme

Each activity is to show predecessor and successor dependencies;

Submission of project Health & Safety File, O&M Manuals/as built information.


The programme is support by a hierarchy of inter

dependant sub-programmes may include:

• A design programme;

• Construction programme;

• Procurement programme linked to design and construction;

• Cash flow/expenditure programme demonstrating the TP agreement;

• Subcontract/Consultant procurement programme;

• Commissioning programme, including Client/User interfaces;

• Handover programme;

• Work that the Works Information states may be done after Completion.

The Contractor (SCP) programmes any other activities he requires to pro

relationship with the activity schedule for the scheme stage.

All revised programmes issued for acceptance must be accompanied by a narrative identifying the critical path

operations and a schedule detailing the major change

progress should be of the vertical drop line type, re

Programmes will not relieve the Contractor (SCP) of his responsibility to apply in writing for ins

drawings, etc. in accordance with the Conditions of Contract.

The Contractor will be required to submit procurement schedules itemising each piece of plant or component,

ensuring adequate lead time is allowed for design, approval and manufacture

The BCUHBPM will also ensure that due allowance has been made at the end of the works for testing and

commissioning, including the preparation of maintenance manuals as it is necessary for the full occupation of

the building.

8.9 Progress Photographs

It will be a requirement laid down within the Contractor’s preliminaries that monthly progress photographs

are taken as a record of progress on site. It will serve as a visual prompt to ensure that the works are

progressing regularly and diligently in accordance

electronically and within the contractor’s monthly report.

8.10 Detailed Sub Programmes

These programmes provide the second level of programming and will be produced for all aspects of the

project showing dependencies as necessary. There will be separate programmes covering each of the main

sections of the Master Programme.

Schedules will be prepared of Client decisions indication information release and approval dates, building and

occupation dates, and the like, all in sufficient time for the Client to make adequate preparation.


The programme is support by a hierarchy of inter-dependant sub-programmes. The hierarchy of inter

programmes may include:

Procurement programme linked to design and construction;

Cash flow/expenditure programme demonstrating the TP agreement;

ct/Consultant procurement programme;

Commissioning programme, including Client/User interfaces;

Work that the Works Information states may be done after Completion.

The Contractor (SCP) programmes any other activities he requires to provide the Works and maintain the

relationship with the activity schedule for the scheme stage.


operations and a schedule detailing the major changes since the last programme. Any programme showing

progress should be of the vertical drop line type, re-scheduled to indicate any revised planned completion.

Programmes will not relieve the Contractor (SCP) of his responsibility to apply in writing for ins

drawings, etc. in accordance with the Conditions of Contract.


ensuring adequate lead time is allowed for design, approval and manufacture.



be a requirement laid down within the Contractor’s preliminaries that monthly progress photographs


progressing regularly and diligently in accordance with the milestone programme. These are to be issued

electronically and within the contractor’s monthly report.


endencies as necessary. There will be separate programmes covering each of the main


like, all in sufficient time for the Client to make adequate preparation.

46

programmes. The hierarchy of inter-

vide the Works and maintain the


s since the last programme. Any programme showing

scheduled to indicate any revised planned completion.

Programmes will not relieve the Contractor (SCP) of his responsibility to apply in writing for instructions,




be a requirement laid down within the Contractor’s preliminaries that monthly progress photographs


with the milestone programme. These are to be issued


endencies as necessary. There will be separate programmes covering each of the main


like, all in sufficient time for the Client to make adequate preparation.


The construction programmes at this level will indicate overall periods and key tasks, interfaces and

milestones.

8.11 Health & Safety

The Design Team Co-ordinator is to comply fully

include:

• Take health & safety into consideration as one of the factors influencing design decisions and seek to

limit risks at source as far as is practicable;

• Discuss health & safety matters gener

• Carry out risk assessment and hazard identification during the design process;

• Complete and pass to Health & Safety Officer Risk Assessment pro

Assessment and BQ stages;

• Provide a general description of building construction for inclusion in Health & Safety Plan;

• Provide record drawing for inclusion in the Health & Safety file;

• Ensure that the client is aware of his own responsibilities and duties under the regulations.



ordinator is to comply fully throughout with the CDM Regulations 2007 revision. Duties

Take health & safety into consideration as one of the factors influencing design decisions and seek to

limit risks at source as far as is practicable;

Discuss health & safety matters generally with the BCUHB and Safety Officer;

Carry out risk assessment and hazard identification during the design process;

Complete and pass to Health & Safety Officer Risk Assessment pro-forma for consideration at Technical

general description of building construction for inclusion in Health & Safety Plan;

Provide record drawing for inclusion in the Health & Safety file;


47


throughout with the CDM Regulations 2007 revision. Duties

Take health & safety into consideration as one of the factors influencing design decisions and seek to

Carry out risk assessment and hazard identification during the design process;

forma for consideration at Technical

general description of building construction for inclusion in Health & Safety Plan;


9

COST

MANAGEMENT

9. COST MANAGEMENT

9. COST MANAGEMENT

9.1 Target Cost

Effective cost control relies upon teamwork and

produce the best solution to the Clients needs.

These procedures are intended to provide the client, the BCUHBPM and the design team with timely cost

advice to enable essential decisions to be made at

The strategy is to plan and control costs rather than report the effect of changes when it is too late to take

alternative action. The team are to design to a budget within the FBC cost envelope.

The Contractor (SCP) is deemed, up

contained within his Works Information Contract Data Part Two and corresponding Target Cost, represent the

works required. No claim for additional areas or items of work will be c

BCUHBPM via a bona-fide compensation event, in accordance with the procedures of the NEC3 Contract.

Copies of Works Information document

for the contract set, after execution of the Contract, the Contractor (SCP) is to provide one further copy of the

Works Information Document to the BCUHBPM. A protected electronic copy of the full Works Information

Document that is capable of not being overwritten or amen

information.

Capital & PFI Audit – the project and final Target Cost account for these works in particular will be subject to

audit. The Contractor (SCP) will be expected to actively participate in the audit proc

information as is reasonably required and in accordance with the Framework Agreement.

Loss of Profit - for the avoidance of doubt: no allowance will be made to the Contractor (SCP) for loss of profit

on any items omitted from the Contra

Confidentiality - the terms and conditions of the BCUHB contract are to be confidential in the commercial

sense. No publicity material relating to the project is permitted without the specific written approval of the

Employer.

Provision of Documents after Defects Certificate

design and Construction of the works for a period of no less than 12 years after Completion and upon the

written request of the Employer provides to th

of any such documents supplied pursuant to such a request made by the Employer more than 12 months after

the date of issue of the Defect’s Certificate, the Employer pays the Contractor (SCP) a re

providing such documents.

The Contractor (SCP) will be required to carry out the works safely in accordance with all statutory

requirements, Works Information Documentation, Specifications and Drawings, using the best up to date

practice, with all reasonable skill, care and diligence of a properly qualified and competent contractor

experienced in constructing healthcare buildings of similar size, scope, complexity and timescale to the

building briefly described above.

COST MANAGEMENT

Effective cost control relies upon teamwork and interaction between all members of the project team to

produce the best solution to the Clients needs.


advice to enable essential decisions to be made at the earliest opportunity.


alternative action. The team are to design to a budget within the FBC cost envelope.

The Contractor (SCP) is deemed, upon submission of his Target Cost, to have satisfied himself that the details


works required. No claim for additional areas or items of work will be considered, unless agreed with the

fide compensation event, in accordance with the procedures of the NEC3 Contract.

Copies of Works Information document – in addition to the two copies of Works Information to be provided

set, after execution of the Contract, the Contractor (SCP) is to provide one further copy of the


Document that is capable of not being overwritten or amended is also to be uploaded onto Conject

the project and final Target Cost account for these works in particular will be subject to

audit. The Contractor (SCP) will be expected to actively participate in the audit proc


for the avoidance of doubt: no allowance will be made to the Contractor (SCP) for loss of profit

on any items omitted from the Contract in whole or in part.

the terms and conditions of the BCUHB contract are to be confidential in the commercial


sion of Documents after Defects Certificate - the Contractor (SCP) retains all documents relating to the


written request of the Employer provides to the Employer copies of such documents provided that in respect


the date of issue of the Defect’s Certificate, the Employer pays the Contractor (SCP) a re



e, with all reasonable skill, care and diligence of a properly qualified and competent contractor


49

interaction between all members of the project team to



on submission of his Target Cost, to have satisfied himself that the details


onsidered, unless agreed with the

fide compensation event, in accordance with the procedures of the NEC3 Contract.

in addition to the two copies of Works Information to be provided

set, after execution of the Contract, the Contractor (SCP) is to provide one further copy of the


ded is also to be uploaded onto Conject for

the project and final Target Cost account for these works in particular will be subject to

audit. The Contractor (SCP) will be expected to actively participate in the audit process and provide all


for the avoidance of doubt: no allowance will be made to the Contractor (SCP) for loss of profit

the terms and conditions of the BCUHB contract are to be confidential in the commercial


the Contractor (SCP) retains all documents relating to the


e Employer copies of such documents provided that in respect


the date of issue of the Defect’s Certificate, the Employer pays the Contractor (SCP) a reasonable amount for



e, with all reasonable skill, care and diligence of a properly qualified and competent contractor


9. COST MANAGEMENT

All works are to be carried out to achieve the Completion date as referenced within the Contract Data and

within the agreed total of the Prices.

All works are to comply with all relevant HTM/HBN standards, unless later changed and/or derogated upon by

agreement with the BCUHB in accordance with the agreed Schedule of Derogations and design assumptions

included within the Contractor’s (SCP’s) Proposals. Any subsequent changes are to be treated as

Compensation Events in accordance with the Contract

9.1.1 Ambiguities, Inconsistencies and Hierarchy of Documentation

The Contractor (SCP) is required to notify the BCUHBPM as soon as he becomes aware of an ambiguity or

inconsistency in or between the Works Information or documents forming part of this contract. The BCUHBPM

will provide an instruction resolving the ambiguity or inconsistency in accordance with the NEC Contract.

Alterations and additional qualifications to the Works Information Document must not be made post

contract/Target Cost agreement without the written consent of the B

unauthorised alterations or qualifications may be rejected and remain a Contractor’s (SCP’s) risk.

9.2 Standard Documents

Standard forms to be used as set out by the framework management team at

• Project Manager’s Communication;

• Early Warning Notification;

• Request for Quotation;

• Programme Acceptance;

• Compensation Event;

• Project manager’s Instruction;

• Supervisor’s Instruction;

• Defects Certificate;

• Completion Certificate;

• Termination Certificate.

Copies of these are contained in Appendix E

9.3 Cost Control Procedures – Post Contract

The BCUHBPM cannot vary the contract which exists between the Employer and the Contractor nor may he

make any material alteration, addition or omission from the approved d

knowledge and consent.

In exceptional circumstances constructional reasons may require the issue of immediate instructions; these

must be reported to the BCUHBPM who will give consent to or seek consent of the Client where appr

COST MANAGEMENT

e carried out to achieve the Completion date as referenced within the Contract Data and

within the agreed total of the Prices.


UHB in accordance with the agreed Schedule of Derogations and design assumptions


Compensation Events in accordance with the Contract

s and Hierarchy of Documentation



instruction resolving the ambiguity or inconsistency in accordance with the NEC Contract.


contract/Target Cost agreement without the written consent of the BCUHBPM. Proposals containing


Standard forms to be used as set out by the framework management team at SSP. These include:

s Communication;

Project manager’s Instruction;

Appendix E.

Post Contract


make any material alteration, addition or omission from the approved design without the Employer's


must be reported to the BCUHBPM who will give consent to or seek consent of the Client where appr

50

e carried out to achieve the Completion date as referenced within the Contract Data and


UHB in accordance with the agreed Schedule of Derogations and design assumptions




instruction resolving the ambiguity or inconsistency in accordance with the NEC Contract.


CUHBPM. Proposals containing


. These include:


esign without the Employer's


must be reported to the BCUHBPM who will give consent to or seek consent of the Client where appropriate.

9. COST MANAGEMENT

Once the project is on site the considerations most likely to affect costs, and therefore those which require to

be most carefully maintained, include the following:

• Design change by the design team;

• Changes of brief by the Client;

• Changes requested by the Contractor;

• Errors and anomalies in the information issued to site by members of the design team;

• Under provision in the work of other consultants;

• Expenditure against activity schedule;

• Unforeseen contingencies.

The above considerations, all of which will necessitate a Change Instruction should be thought of in the light of

the following comments:

• The design team must be disciplined to minimise ‘second thoughts’. When unavoidable they will require

BCUHBPM approval;

• The full cost implications of c

consultant and the contractor and the cost consultant report this to the BCUHBPM. The BCUHBPM will

review and action the changes as appropriate;

• Errors and anomalies will always arise: they

immediately to the BCUHBPM.

9.4 Financial Reports

Financial Reports will be prepared by the BCUHBCA and will be issued monthly to the BCUHBPM for

incorporation in the monthly Project Report.

The Financial Report will summarise the overall financial position of the project. Cost movements occurring

within each reporting period will be identified and commentary on all areas of known risks which might affect

the out-turn cost of the project will be i

adequacy of contingencies).

A Cash Flow forecast, using SSP standard forms, will be prepared at the commencement of the construction

period by the BCUHBCA and will be updated regularly to

the Financial Report for inclusion in the monthly Project Report.

Assistance will be given to the client, as required, in the completion of any additional reports to third parties

e.g.: Welsh Government.

9.5 Monitoring and Reporting

This aspect of Programming is second only in importance to establishing the correct sequences and logic.

Detailed monitoring and reporting is a great incentive to achievement and is key to the management process.

COST MANAGEMENT


be most carefully maintained, include the following:

Design change by the design team;

Changes of brief by the Client;

ed by the Contractor;

Errors and anomalies in the information issued to site by members of the design team;

Under provision in the work of other consultants;

Expenditure against activity schedule;

which will necessitate a Change Instruction should be thought of in the light of

The design team must be disciplined to minimise ‘second thoughts’. When unavoidable they will require

The full cost implications of changes required by the Employer must be developed between the cost


review and action the changes as appropriate;

Errors and anomalies will always arise: they should be dealt with promptly and any cost effects notified

immediately to the BCUHBPM.


incorporation in the monthly Project Report.

Financial Report will summarise the overall financial position of the project. Cost movements occurring


turn cost of the project will be included (e.g. inflation, market conditions, delays and disruptions,

standard forms, will be prepared at the commencement of the construction

period by the BCUHBCA and will be updated regularly to take account of actual progress and will accompany

the Financial Report for inclusion in the monthly Project Report.




51


Errors and anomalies in the information issued to site by members of the design team;

which will necessitate a Change Instruction should be thought of in the light of

The design team must be disciplined to minimise ‘second thoughts’. When unavoidable they will require

hanges required by the Employer must be developed between the cost


should be dealt with promptly and any cost effects notified


Financial Report will summarise the overall financial position of the project. Cost movements occurring


ncluded (e.g. inflation, market conditions, delays and disruptions,

standard forms, will be prepared at the commencement of the construction

take account of actual progress and will accompany




9. COST MANAGEMENT

Each member of the project team will provide regular detailed reports highlighting any shortfalls. These

reports will be checked to ensure accuracy and progress will be assessed against the Master Programme. The

resulting analysis, including forecasts of future progress,

Client.

Part of the assessment and analysis process is to pin

and to forecast the consequences, and to recommend any corrective action to be taken a

acted upon. The Project Reports will be specifically aligned to the three levels of programming ensuring that

each level of management received the appropriate level of report.

COST MANAGEMENT

project team will provide regular detailed reports highlighting any shortfalls. These


resulting analysis, including forecasts of future progress, will be included in the regular Project Reports to the

Part of the assessment and analysis process is to pin-point where programme targets are not being achieved

and to forecast the consequences, and to recommend any corrective action to be taken a


each level of management received the appropriate level of report.

52

project team will provide regular detailed reports highlighting any shortfalls. These


will be included in the regular Project Reports to the

point where programme targets are not being achieved

and to forecast the consequences, and to recommend any corrective action to be taken and to ensure it is


10

CHANGE CONTROL

PROCEDURES

10. CHANGE CONTROL PROCE

10. CHANGE CONTROL PROCEDURES

The BCUHBPM has overall responsibility to ensure the design complies with the project brief. The

Contractor is to appoint a Design Co

input to the project to meet the Project Brief within the agreed programme and cost parameters and within

the constraints imposed by the Cont

the design must be made through Main Contractor’s Design Co

the Pre and Post Contract stages.

10.1 Design Control

The BCUHBPM, with the assistance

procedure which will:

• Maintain design records;

• Control design changes;

• Record and control the standard of design to be constructed;

• Record reasons for its decisions.

10.2 Design Records

Design records will comprise all the technical information necessary to define the design, manufacture,

testing, installation and maintenance of the site, buildings and equipment. Design records may comprise some

or all of the following:

• Drawings;

• Specifications;

• Photographic Record;

• Design Modification Sheets;

• Change Orders;

• Installation Information;

• Structural design records;

• Utilities design records;

• List of spares;

• Statutory Approvals.

CHANGE CONTROL PROCEDURES

DURES

The BCUHBPM has overall responsibility to ensure the design complies with the project brief. The

Contractor is to appoint a Design Co-ordinator who will have responsible for co-ordinating the Design Team’s


the constraints imposed by the Contract and Statutory Obligations. Consequently all requests for changes to

the design must be made through Main Contractor’s Design Co-ordinator to the BCUHBPM both throughout

The BCUHBPM, with the assistance of the SCP’s design co-ordinator, has to establish a design control

Record and control the standard of design to be constructed;

Record reasons for its decisions.

records will comprise all the technical information necessary to define the design, manufacture,


54

The BCUHBPM has overall responsibility to ensure the design complies with the project brief. The Main

ordinating the Design Team’s


ract and Statutory Obligations. Consequently all requests for changes to

ordinator to the BCUHBPM both throughout

ordinator, has to establish a design control

records will comprise all the technical information necessary to define the design, manufacture,


11

MODIFICATIONS

AFTER CONTRACT

COMMITMENTS


11. MODIFICATIONS AFTER CONTRACT COMMITMENTS

11.1 Submission of Modification Proposals

All changes to the contract shall be made using the early warning notice and compensation events procedures

a set out in the NEC3 form of contract.

The BCUHB will forward any change requests or modifications for submission to the Project Sponsor (BCUHB)

for review and authorisation. This will be notified to the BCUHBPM and an early warning notice will be issued.

11.2 Submission of Change Proposal

Change proposals from BCUHB and end user groups shall be submitted to the BCUHBPM via the BCUHB

Planning Project Manager on a Design Change Reque

BCUHBPM on receipt of the change request will issue an Early Warning Notice as shown in Appendix E.

11.3 Early Warning Notices

The Contractor or the BCUHBPM is to give an early warning notice to the other as s

aware of any matter which could:

• Affect the contract price;

• Delay completion;

• Delay meeting a key date;

• Impair the performance of the finished works.

11.3.1 Purpose

To define the strategy for the ongoing management of Early Warnings; Project

Compensation Events on the Royal Alexandra Redevelopment Project in terms of:

1. Structure of Early Warning Register

2. Format of Meetings

2.1 Weekly Meeting

2.2 Fortnightly Meeting

2.3 Instruction to Close

3. Attendance at Meetings

4. Reporting

5. Closure of Early Warnings

6. Strategy Agreement

MODIFICATIONS AFTER CONTRACT COMMITMENTS

CONTRACT COMMITMENTS

Submission of Modification Proposals

shall be made using the early warning notice and compensation events procedures

a set out in the NEC3 form of contract.


This will be notified to the BCUHBPM and an early warning notice will be issued.

Submission of Change Proposal


Planning Project Manager on a Design Change Request form (DCR). This can be found in Appendix D. The


The Contractor or the BCUHBPM is to give an early warning notice to the other as s

Impair the performance of the finished works.

To define the strategy for the ongoing management of Early Warnings; Project Manager’s Instructions and

Compensation Events on the Royal Alexandra Redevelopment Project in terms of:

Structure of Early Warning Register


56

shall be made using the early warning notice and compensation events procedures


This will be notified to the BCUHBPM and an early warning notice will be issued.


st form (DCR). This can be found in Appendix D. The


The Contractor or the BCUHBPM is to give an early warning notice to the other as soon as either becomes

Manager’s Instructions and


Accountability for ensuring compliance to the strategy and overall responsibility for management and control

will be the designated Gleeds Project Manager.

1. Structure of Early Warning Register

The new register will include (but not be limited to):

• Early warning reference number;

• Date of issue;

• Early warning description ;

• Potential impact;

• Status (live/closed);

• Action;

• Responsibility;

• Project management instruction reference number

• Date of issue;

• Project management instruction description;

• Compensation event reference number;

• Date of issue;

• Recorded change to target cost;

• Recorded change to target date.

2. Format of Meetings

Early warning meetings will be held on a weekly and

2.1 Weekly Meeting

• Each Monday;

• Time: 9/10.00

• Meeting objective:

o To review the previous weeks early warnings issued;

o Ascertain and agree (if any) what further information is required;

o Agree actio



will be the designated Gleeds Project Manager.

ning Register

The new register will include (but not be limited to):

Early warning reference number;

Early warning description ;

Project management instruction reference number;

Project management instruction description;

Compensation event reference number;

Recorded change to target cost;

Recorded change to target date.

Early warning meetings will be held on a weekly and fortnightly basis – as detailed below.

Each Monday;

9/10.00 am – 10/11.00 am;

Meeting objective:

To review the previous weeks early warnings issued;

Ascertain and agree (if any) what further information is required;

Agree actions and way forward;


57


as detailed below.



o Agree and identify named person responsible (SCP,

this will be individuals as well as organisations;

o Identify early warnings requiring a project manager’s instruction to close out;

o Update early warning register.

2.2 Fortnightly Meeting

• Every other Wednesday;

• Time: TBC;

• Meeting objective:

o To review all live early warnings;

o Ascertain and agree (if any) what further information is required;

o Agree actions and way forward;

o Agree and identify named person responsible (SCP,

this will be individuals as well as organisations);

o Identify early warnings requiring a project manager’s instruction to close out;

o Update early warning register.

2.3 Instruction to Close

• Following both weekly and fortnightly meetings any early warnings identified for closure

will have a project manager’s instruction issued by the Friday of that week.

3. Attendance at Meetings

3.1 Monday Morning Review (Weekly)

Attendees:

• BCUHBPM

• BCUHBCA

• SCP QS

• BCUHB

3.2 Wednesday Strategic Meeting (Fortnightly)

Attendees

• BCUHBPM

• TBC


Agree and identify named person responsible (SCP, BCUHBPM

this will be individuals as well as organisations;

Identify early warnings requiring a project manager’s instruction to close out;

Update early warning register.

Fortnightly Meeting

Every other Wednesday;

Meeting objective:

To review all live early warnings;


Agree actions and way forward;

Agree and identify named person responsible (SCP, BCUHBPM

this will be individuals as well as organisations);


Update early warning register.

Following both weekly and fortnightly meetings any early warnings identified for closure


Monday Morning Review (Weekly)

Wednesday Strategic Meeting (Fortnightly)


58

BCUHBPM, BCUHBCA, BCUHB)



BCUHBPM, BCUHBCA, BCUHB)


Following both weekly and fortnightly meetings any early warnings identified for closure



• SCP

• BCUHB

4. Reporting

The updated early warning register will be issued midday Friday of each week. The register will include up to

date and relevant information regarding management of live early warnings: Refer to Section 1

5. Closure of Early Warnings

Closure of all early warnings will be via a detailed project manager’s instruction. All early warnings issued will

be managed and controlled by the

weeks of issue.

Project Manager’s Instruction

5.1 All project managers’ instructions will make reference to the early warning i.e.: all information detailed

on the early warning (i.e.: early warning reference number and description) will be included on the

project manager’s instruction.

5.2 All relevant information to support the project managers’ instruction will be enclosed with the project

manager’s instruction.

Compensation Event

5.3 Compensation events’ issued by the Supply Chain Partner will be receipted by the

week, and a responses to costed events

11.4 Agreement of Price

Full agreement of price before a change is implemented is desirable. The price agreed should be in full and

final settlement of all the consequences of the change, i.e. it should include for all

may result from the change. Where a firm price cannot be agreed immediately, the BCUHBPM has the

authority to issue change orders on the basis of a BCUHBCA estimate of the value of the change, although he

has no powers to agree a final price settlement in excess of the BCUHBCA estimate.



garding management of live early warnings: Refer to Section 1


be managed and controlled by the BCUHBPM who will be responsible for closing early warnings within 8

All project managers’ instructions will make reference to the early warning i.e.: all information detailed


project manager’s instruction.

information to support the project managers’ instruction will be enclosed with the project

Compensation events’ issued by the Supply Chain Partner will be receipted by the

s to costed events e given within 2 weeks.


final settlement of all the consequences of the change, i.e. it should include for all ‘delay and disruption’ which



ee a final price settlement in excess of the BCUHBCA estimate.


59


garding management of live early warnings: Refer to Section 1


be responsible for closing early warnings within 8

All project managers’ instructions will make reference to the early warning i.e.: all information detailed


information to support the project managers’ instruction will be enclosed with the project

Compensation events’ issued by the Supply Chain Partner will be receipted by the BCUHBPM within 1


‘delay and disruption’ which



12

QUALITY CONTROL

12. QUALITY CONTROL

12. QUALITY CONTROL

12.1 Scope

Establishment of quality standards and samples; achievement of quality standards on site and in the

completed building.

12.2 Strategy

Achievement of the necessary quality levels in the finished work will require quality standards

established in the tender documentation for all contracts and sub

demonstrate that they can achieve the required standards of quality should be selected.

Samples of materials and workmanship for key ele

The design must take into account the quality standards limitations inherent in the various materials specified

for the works

12.3 Contractor’s Responsibility

The Contractor has responsibility to ensure that the finished w

down in the tender documentation.

12.4 Site Inspections

Periodic inspections will be undertaken by the BCUHBS (Clerk of Works) under the terms of their appointment

to check general compliance of the Works with the Con

obligations under the Contract.

12.5 Drawings and Samples

Design information is required to be submitted for review by the Construction Design and Management Co

ordinator (CDMC) and will be commented for i

not be deemed to be approved with regard to compliance with statutory requirements or fitness for purpose

nor shall it reduce the Contractor’s responsibility to co

contractual obligations.

A period of 2 weeks shall be allowed from receipt of the design for such review and comment.

Notwithstanding this, the CDMC will endeavour to complete the review procedure as quickly as possible.

QUALITY CONTROL


Achievement of the necessary quality levels in the finished work will require quality standards

established in the tender documentation for all contracts and sub-contracts. Only Sub


Samples of materials and workmanship for key elements of the project will be required.


The Contractor has responsibility to ensure that the finished works comply with the quality standards laid


to check general compliance of the Works with the Contract. Such inspection will not reduce the Contractors

Design information is required to be submitted for review by the Construction Design and Management Co

ordinator (CDMC) and will be commented for its appearance to comply with the Project Brief only and shall


nor shall it reduce the Contractor’s responsibility to co-ordinate the design, nor relie



61


Achievement of the necessary quality levels in the finished work will require quality standards to be clearly

contracts. Only Sub-contractors who can


ments of the project will be required.


orks comply with the quality standards laid


tract. Such inspection will not reduce the Contractors

Design information is required to be submitted for review by the Construction Design and Management Co-

ts appearance to comply with the Project Brief only and shall


ordinate the design, nor relieve the Contractor from his



13

APPROVAL AND

PAYMENT



13.1 Assessment

The BCUHBPM assesses the amount due at each

done to date plus any other agreed amounts to be paid to the SCP less amounts to be paid by or retained from

the SCP. Any tax which the law requires the Employer to pay to the SCP is included in th

assessing the amount due, the BCUHBPM considers any application for payment the SCP has submitted on or

before the assessment date. The BCUHBPM gives the SCP details of how the amount due has been assessed.

The BCUHBPM may correct any wron

13.2 Period of Assessment Dates

Assessments will be carried out monthly by the BCUHBPM up to the end of each assessment interval until four

weeks after the BCUHBS issues the Defects Certificate and at Compl

13.3 Payment

The BCUHBPM certifies a payment within one week of each assessment date. The first payment is the amount

due. Other payments are the change in the amount due since the last payment certificate. A payment is made

by the SCP to the Employer if the change reduces the amount due. Other payments are made by the Employer

to the SCP. Each certified payment is made within three weeks of the assessment date.

APPROVAL AND PAYMENT

The BCUHBPM assesses the amount due at each assessment date. The amount due is the price for the works


the SCP. Any tax which the law requires the Employer to pay to the SCP is included in th



The BCUHBPM may correct any wrongly assessed amounts due in later payment certificates

Period of Assessment Dates


weeks after the BCUHBS issues the Defects Certificate and at Completion of the whole works.



to the Employer if the change reduces the amount due. Other payments are made by the Employer


63

assessment date. The amount due is the price for the works


the SCP. Any tax which the law requires the Employer to pay to the SCP is included in the amount due. In



gly assessed amounts due in later payment certificates


etion of the whole works.



to the Employer if the change reduces the amount due. Other payments are made by the Employer


14

COMMISSIONING,

COMPLETION AND

HANDOVER


14. COMMISSIONING, COMPLETION AND HANDOVER

14.1 De-commissioning, Testing & Commissioning

14.1.1 De-commissioning Generally

Specific de-commissioning User Groups will be set up internally within BCUHB

The decommissioning process will be required to:

• Identify the tasks required for the physical decommissioning of any particular area including:

o Decommissioning of all services

mechanical and engineering services;

o Arrangements for transfer of specialist equipment;

o If equipment is leased, arrangements to be made with supplier to transfer;

• Ensure sufficient BCUHB Pr

decommissioning:

o HR issues for staff e.g.: change of base, hours of work;

o Potential financial impact on revenue for CPG;

o Communication with staff, All Heads of Service, Post Room, Medical

Office etc.;

• Communication with service users/visitors/any other stakeholders, if appropriate including provision of

appropriate signage;

• Will identify any gaps in equipment requirements due to the transfer of the service.

Unwanted/obsolete equipment is to be identified and stored;

• Work to the programme provided by the BCUHB Planning Project Manager and the Project Team;

• Address any security issues throughout the decommissioning period;

• Provide the necessary information in order

location of equipment, and movement of estate assets;

• Arrange for movement of equipment, furniture, IT equipment when transfer takes place;

• Any other tasks as identified by the decommissioning gro

Manager.

14.1.2 Testing & Commissioning Generally

The testing and commissioning of all plant and equipment incorporated within the scope of the project will be

carried out by the Contractor (SCP), Design Team, specialist su

COMMISSIONING, COMPLETION AND HANDOVER

ETION AND HANDOVER

commissioning, Testing & Commissioning

commissioning Generally

commissioning User Groups will be set up internally within BCUHB

The decommissioning process will be required to:

Identify the tasks required for the physical decommissioning of any particular area including:

Decommissioning of all services including electrical infrastructure, IT, fire protection and other

mechanical and engineering services;

Arrangements for transfer of specialist equipment;

If equipment is leased, arrangements to be made with supplier to transfer;

BCUHB Project Management arrangements are in place for other aspects of

HR issues for staff e.g.: change of base, hours of work;

Potential financial impact on revenue for CPG;

Communication with staff, All Heads of Service, Post Room, Medical Records, Stores & Corporate

Communication with service users/visitors/any other stakeholders, if appropriate including provision of

Will identify any gaps in equipment requirements due to the transfer of the service.

nted/obsolete equipment is to be identified and stored;

Work to the programme provided by the BCUHB Planning Project Manager and the Project Team;

Address any security issues throughout the decommissioning period;

Provide the necessary information in order to update the Capital Asset Register to reflect changes to

location of equipment, and movement of estate assets;

Arrange for movement of equipment, furniture, IT equipment when transfer takes place;

Any other tasks as identified by the decommissioning group chair and/or BCUHB Planning Project

Testing & Commissioning Generally


carried out by the Contractor (SCP), Design Team, specialist subcontractors and suppliers.

ETION AND HANDOVER

65

Identify the tasks required for the physical decommissioning of any particular area including:

including electrical infrastructure, IT, fire protection and other

If equipment is leased, arrangements to be made with supplier to transfer;

arrangements are in place for other aspects of

Records, Stores & Corporate

Communication with service users/visitors/any other stakeholders, if appropriate including provision of

Will identify any gaps in equipment requirements due to the transfer of the service.

Work to the programme provided by the BCUHB Planning Project Manager and the Project Team;

to update the Capital Asset Register to reflect changes to

Arrange for movement of equipment, furniture, IT equipment when transfer takes place;

up chair and/or BCUHB Planning Project


bcontractors and suppliers.


The Contractor (SCP) shall allow the BCUHBPM and the BCUHBS facilities for the inspection (including filming

by video) and testing of the quality of the work, materials, exposed surfaces and spoils from the works. Access

shall be arranged as necessary to any place of manufacture off

Subcontractors' works.

The Contractor (SCP) shall prepare a ‘Completion of Commissioning Strategy’ document for agreement with

the BCUHBPM and BCUHBS six months prior to Completion as set out in Appendix G.

14.1.3 Inspection

The Contractor (SCP) shall agree dates for inspections of works to be covered up with the BCUHBS providing

reasonable notice in advance. Ideally, a minimum of 5 working days advance notice is

previous working day to each such arranged inspection confirm that the work in question will be complete and

ready for inspection, or that it will not be ready, in which case agree a new date. Do not cover up such work

until authorised to do so.

As soon as possible after any part(s) of the work or any materials or goods are known or appear to be not in

accordance with the Works Information, the Contractor (SCP) is to submit proposals to the BCUHBS for

opening up, inspection, testing, making

proposals may be unacceptable to the BCUHBS and that the BCUHBS may issue contrary instructions.

The BCUHBS is responsible for monitoring that the works are delivered in accordance with

Information. In order to achieve this, the following inspection procedure will be implemented and undertaken

by the BCUHBS representatives, as may be required:

The BCUHBS representatives will maintain a record of inspections that they have carri

be updated on a regular basis and issued to the Contractor (SCP) and the BCUHBS.

• The inspections recorded will be those undertaken by the BCUHBS representatives as they (and/or the

BCUHBS) deem necessary to monitor that the works a

Information. The inspections undertaken will include, but not be limited to those which the Contractor

(SCP) has requested the BCUHBS representatives to undertake;

• The BCUHBS representatives will include their comm

Where the element of work is clearly not completed and/or the Contractor (SCP) has not requested an

inspection the BCUHBS representatives will only include comments on the record in relation to

significant Defects observed. Otherwise the BCUHBS representatives will provide comments as

necessary, including any Defects that have been observed;

• In updating the record on a regular basis this is intended to give the Contractor (SCP) the opportunity to

respond to comments raised, agree remedial actions as necessary and/or for the Contractor (SCP) to

raise a Notification of Defective Works (NDW) as necessary to the BCUHBS, copying the BCUHBS

representatives and BCUHBPM. If no action is seen to have occurred, the BC

the Contractor (SCP), copying in the BCUHBS representatives and BCUHBPM in order to track the

resolution of the Defect as the project progresses. Once the Defect is closed out to the satisfaction of

the BCUHBS representatives and/o

representatives and issued back to the Contractor (SCP) copying in the BCUHBS and BCUHBPM;

COMMISSIONING, COMPLETION AND HANDOVER



be arranged as necessary to any place of manufacture off-site. Similar access shall be arranged for


onths prior to Completion as set out in Appendix G.


reasonable notice in advance. Ideally, a minimum of 5 working days advance notice is





opening up, inspection, testing, making good or removal and re-execution. Allow for the possibility that such


The BCUHBS is responsible for monitoring that the works are delivered in accordance with


by the BCUHBS representatives, as may be required:

The BCUHBS representatives will maintain a record of inspections that they have carri

be updated on a regular basis and issued to the Contractor (SCP) and the BCUHBS.

The inspections recorded will be those undertaken by the BCUHBS representatives as they (and/or the

BCUHBS) deem necessary to monitor that the works are delivered in accordance with the Works


(SCP) has requested the BCUHBS representatives to undertake;

The BCUHBS representatives will include their comments/observations on the record against each item.



Defects observed. Otherwise the BCUHBS representatives will provide comments as

necessary, including any Defects that have been observed;

In updating the record on a regular basis this is intended to give the Contractor (SCP) the opportunity to

comments raised, agree remedial actions as necessary and/or for the Contractor (SCP) to


representatives and BCUHBPM. If no action is seen to have occurred, the BC



the BCUHBS representatives and/or BCUHBS, the NDW will be completed by the BCUHBS


ETION AND HANDOVER

66



site. Similar access shall be arranged for


onths prior to Completion as set out in Appendix G.


reasonable notice in advance. Ideally, a minimum of 5 working days advance notice is required. On the





execution. Allow for the possibility that such


The BCUHBS is responsible for monitoring that the works are delivered in accordance with the Works


The BCUHBS representatives will maintain a record of inspections that they have carried out. This record will

The inspections recorded will be those undertaken by the BCUHBS representatives as they (and/or the

re delivered in accordance with the Works


ents/observations on the record against each item.



Defects observed. Otherwise the BCUHBS representatives will provide comments as

In updating the record on a regular basis this is intended to give the Contractor (SCP) the opportunity to

comments raised, agree remedial actions as necessary and/or for the Contractor (SCP) to


representatives and BCUHBPM. If no action is seen to have occurred, the BCUHBS will raise a NDW to



r BCUHBS, the NDW will be completed by the BCUHBS
