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4.0 Project Implementation

64 | PART 4 DESIGN IMPLEMENTATION

Image 13: Exploring the materiality of rammed earth for the apiary walls - its colour, form and function, using wax.


ForewordThe Tocal Apiary design concept has undergone significant changes since the Project Initiation and Project Planning reports were submitted earlier this year. Although remaining true to the core idea: to enhance, protect and promote the Australian honeybee and its related industries, the size of the project and many of the initial objectives have been altered. With the development and expansion of the brand new national quarantine facility in Victoria in 2015, it was unrealistic to think that the client would be able to fund a purpose-built apiculture research and quarantine facility by themselves, without the assistance of the Federal Government.

After presenting my schematic designs and the subsequent critique, I decided that a more traditional educational and research facility wasn’t the right choice. My design concept was too large, too expensive, and removed from the core idea of the project itself – the protection of these delicate and endangered creatures. Honeybees are the modern-day equivalent of the ‘canary in the coalmine’, and have increasingly come to represent the damage that industrialization and capitalism is inflicting upon our eco-systems. It was important to me that the designs reflect those ideas and so I decided to drew my inspiration from the bees and beehives, an architectural marvel in itself. The result is a more primitive and organic structure, an apiary wall.

The apiary wall is an architectural solution for the containment and protection of beehives that has existed throughout history in many countries, particularly across

the Mediterranean region. The Tocal Apiary explores the notion of the wall as a place for working and living. The materiality and construction of the wall allows both honeybees and humans to co-habitat together - a living wall.

The Tocal Apiary master plan will be phased-in over a 3 year period, as it is vital to the success of the project that the bees are given time to organically and safely ‘inhabit the wall’ and establish their colonies. The construction process will mirror the seasonal and cyclical nature of the bees. The project is not absolute, but rather will show the potential of architecture to be adaptive and respond to its environment.

From a project management perspective, this report will also reflect the significant design changes. The project schedule and budget that was developed in the Schedule Management and Economic Analysis sections of Part 2: Project Planning has been reworked to accommodate the changes in project’s concept, objectives, size and time lines.

Image 14: Apiary Walls in Malta. The Greeks called Malta Melite, derived from the Greek word meli, meaning honey.


Project Implementation for the Tocal Apiary forms the third part of the Project Design Report prepared for Architectural Practice, ARBE6202. The report provides a detailed analysis of the resources required to deliver the project, including resource establishment and management, the project procurement strategy, tendering, cash flows and a risk management plan.

4.1 RESOURCE ESTABLISHMENT & MANAGEMENT

The resource establishment and management plan identifies and details the resources required to complete and deliver the project within its time, quality and budget constraints. Managing the resources throughout the delivery of the project sits primarily with the Project Director. People and project relationship management skills are fundamental to this role.

This section of the report involves defining the strategy, establishing a methodology and evaluating the project schedule in order to define the required resources. Once the resources are defined, a method for allocating time and communications between the delivery teams in outlined.

The professional fee section then analyses the percentage fees and resource allocation to establish an appropriate fee distribution for the Tocal Apiary project. This is reviewed within the Cash Flow Analysis section of the

report. As mentioned in the foreword, as the scale of the project has decreased in size, so to have the proportion of fees, both in terms of construction costs and the professional fees, as they are based on percentages of the total construction costs. These fees define and constrain the resource establishment and management of the architectural team and employment of consultants.

4.1.1 PROJECT TEAM – STRUCTURE

The architectural project team resource includes the design team, who will run the project and the support team, who will support the design team, outlined in the structural diagram below.

It is also the intention of the client, to build and develop their relationship with the School of Architecture and Built Environment at the University of Newcastle, so they can access students to assist in various stages of the project. However this would be additional to the core architectural project team and for the purposes of this report, this additional unpaid resource has not been included.

4.1 Resource Establishment & Management


Diagram 3: The Tocal Apiary Project Team Structure


4.1.2 PROJECT TEAM RESOURCES MANAGEMENT

Time Allocation and Work RatioThe detailed project schedule that was developed in the Schedule Management section of Part 3: Project Planning has been reworked to accommodate the changes in project objectives, size and timelines. A new project schedule is summarised in Figure 3.

The project schedule and project team time allocations were used to develop the program of works. The schedule was divided into the major project phases and milestones requiring formal sign off by the client, in order for the project to proceed to the next stage.

Figure 3 on the next page defines the people involved in producing the architectural deliverables for The Tocal Apiary, including the percentages of their time allocated to tasks and their roles within those tasks. For example, the Project Architect spends over 40% or a total of sixteen hours per week on the project, with their time divided across management, design and delivering, whereas the Project Director, only spends a small proportion of their time overseeing the management and design of the project, as they have many other projects running concurrently.

Figure 3 (next page): Percentage of Time Allocations to the delivery the architectural components of the project, including management, design and delivery.

Figure 4: Summary of The Tocal Apiary Project Schedule - Program of Works Tocal Masterplan (page 71)

The various phases of the delivery program run in sequence and represent time in months.

Both figures have been updated to reflect changes to the project development, team structure, staging requirements and cash flow analysis, all of which will be detailed later in this document.

Table 12 (opposite page), Tocal Apiary Masterplan Resource Requirements. This chart breaks down the architectural phases against the fee and time allocations required to complete the nominated works. This forms the basis of the work breakdown structure.

Resource Establishment & Management Continued


Table 12: Tocal Apiary Master Plan Resource Requirements

The Tocal Apiary Construction Costs Phase 1 Duration

Fee % Fee ($) Total Program Weeks

Fee per week

Project Planning (Design & Planning) 18 weeks 0.45 672300 18 37350

Project Initiation 2 weeks 0.02 29880 2 14940

Concept Design 3 weeks 0.1 149400 3 49800

Schematic Design 3 weeks 0.15 224100 3 74700

Design Development 4 weeks 0.15 224100 4 56025

Planning Approval 6 weeks 0.03 44820 6 7470

Documentation 7 weeks 0.25 373500 15 24900

Construction Documentation 3 weeks 0.15 224100 3 74700

Tender Documentation 3 weeks 0.08 119520 9 13280

Tender Reconciliation & Contract Negotiation 1 weeks 0.02 29880 3 9960

Implementation (Construction & Post) 23 weeks 0.3 448200 65 6895

Construction Period Administration 12 weeks 0.25 373500 28 13339

Inspect Works 1 week 0.01 14940 3 4980

Hand over - concurrent 1 week 0.01 14940 3 4980

Defects Liability Period - review / monitor 12 weeks 0.02 29880 28 1067

Post Occupancy Evaluation 1 week 0.01 14940 3 4980

Total Fee 98 1 1494000 98 15245


% OF TIME ALLOCATED 10 20 30 40 50 60 70 80 90 100ROLEDESIGN TEAM

1 x Project Director (Senior)

1 x Project Architects (Lead)

1 x Senior Architect / Assistant

1 x Architect / Draftsperson

ADMIN SUPPORT

1 x Administration Assistant

MANAGEMENT

DESIGN

DELIVERY

Resource Establishment & Management Continued

Figure 3: Percentage of Time Allocations to the delivery the architectural components of the project.



4.1.3 Resource Management Plans

PHASE 1 PROJECT PLANNING: PROJECT INITIATION, DESIGN CONCEPT TO DESIGN DEVELOPMENT AND APPLICATION APPROVAL (18 WEEKS)Team Member

Responsibilities Time Hrs/Days

Project Director

Project Initiation: draft client agreement and fee proposal, sign off, attend project start up meetings, confirm relevant stakeholders, verify input for Site Analysis Report and return Brief, review Project Planning Report, initial consultant engagements, client approval and phase sign off.

Concept: confirm client approval, confirm Concept Report content, Concept Report review, Concept Report client approval, and phase sign off.

Schematic: confirm client approval, confirm relevant stakeholders, approve the scope of stakeholder workshops, attend stakeholder workshops, confirm content for Cost Plan Report (Budget Analysis Report) review schematic design, obtain stakeholder and client approval and phase sign off.

Design Development: confirm client approval, review updated Cost Plan Report, attend stakeholder workshops, review developed design, obtain stakeholder and client approval and phase sign off, attend pre-approval meetings with statutory authorities.

Development Applications: confirm client approval, confirm architectural input for development applications, lodgement of applications, client and stakeholder approval and sign off, review approval conditions, review updated Cost Plan Report and client review. Phase sign off.

18 wks @ 2 hrs a wk = 36 hrs Days: 4.5 days

4.1.3 RESOURCE MANAGEMENT

The Table 13 on the following pages illustrate the Resource Management Plan for the Tocal Apiary Master Plan throughout the Project Planning, Documentation and Implementation phases. It outlines the major team members, their tasks and responsibilities and time allocations required to fulfill each phase of the project. Resource Management Plans also establish the individual’s deliverables in relationship to the fee breakdown and project schedule. These plans are important tools for managing and monitoring the team members’ project progress against timesheets submitted.


PHASE 1 PROJECT PLANNING: PROJECT INITIATION, DESIGN CONCEPT TO DESIGN DEVELOPMENT AND APPLICATION APPROVAL (18 WEEKS) CONTINUEDTeam Member


Project Architect

Project Initiation: client agreement and fee proposal review, prepare sub-consultant agreements, manage project directory and contact lists, oversee delivery program, prepare and manage Project Planning Report, direct Site Investigation and Analysis for report content, including Environment Report on existing conditions, review development guidelines.

Concept: confirm client approval, develop and review concept design options, Concept Report content preparation, client and stakeholder approval and phase sign off.

Schematic: confirm client approval, oversee architectural design, manage and attend stakeholder workshops, oversee user group meetings, review content for Schematic Design Report, develop schematic design ensuring environmental concepts are engrained within the project concepts and success factors, client and stakeholder approval and phase sign off.

Design Development: confirm client approval, oversee architectural design development, attend stakeholder workshops, oversee user group meetings, review content and Developed Design Report, client and stakeholder approval and sign off.

Development Application: confirm client approval, attend pre-approval meeting with authorities, confirm application requirements, manage application documentation, review and submit documentation, review approval conditions, client review. Phase sign off.

288 hrs / 36 days

Senior Architect / Project Assistant

Project Initiation: liaise with sub-consultants regarding geotechnical investigations and surveys etc, collate and edit report content, assist in site analysis investigations, collection of site data and measurements, assist in preparation of content for Site Analysis Report.

Concept: review consultant specifications, develop options for concept design in consultation with Lead Architect, prepare Concept Report components.

Schematic: review consultant inputs and develop schematic design, attend stakeholder workshops and user group meetings, develop and document schematic design, prepare Schematic Design Report and Project Cost Plan Report.

Design Development: review developed consultant inputs and develop design components, attend stakeholder workshops and user group meetings, develop and document developed design, update Project Cost Plan Report, prepared Developed Design Report.

Development Application: review and compile consultant and architectural documentation in preparation for development application, review and update Project Cost Plan, oversee and prepare documentation for development approval.

144 hours / 18 days


Resource Management Plans ContinuedPHASE 1 PROJECT PLANNING: PROJECT INITIATION, DESIGN CONCEPT TO DESIGN DEVELOPMENT AND APPLICATION APPROVAL (18 WEEKS) CONTINUEDTeam Member


Architect / Draftsperson

Project Initiation: assist in site analysis investigations, collection of site data measurements, assist in preparation of content for Site Analysis Report.

Concept: drafting of concept design options.

Schematic: draft and document schematic design, correlate sub-consultants drawings, assist with negotiations with product suppliers.

Design Development: draft and document design development, correlate updated sub-consultant drawings.

Development Application: assist in preparation of documentation for development approval, prepare sample boards and material finishes boards for lodgement.

144 hours / 18 days

Office Manager

Project Initiation: review project objectives, feasibility studies, Site Analysis and Return Brief, review Client Fee Proposal, confirm client sign off and agreements, review Project Plan Report, implement and review filing system, review project directory.

Concept, Schematic, Design Development: monitor client sign off and permissions to proceed, ensure document register is well managed and current, manage technical in-house architectural correspondence to ensure accountability.

Development Application: review documentation, ensure compliance with company standard, ensure client sign off and certifications are in place before application.

18 hours / 2.25 days

Admin Assistant

Project Initiation: assist with consultant engagement contracts, attend project start up meetings, prepare and issue minutes.

Concept, Schematic and Design Development: prepare and issues minutes of stakeholder and user group workshops, general administrative tasks in relation to the project to assist the Project Director and Project Architect.

Development Application: assist in development application, preparation of paperwork and reports.

36 hours / 4.5 days


PHASE 2 PROJECT PLANNING: CONSTRUCTION DOCUMENTATION, TENDER AND CONTRACT NEGOTIATION (15 WEEKS)Team Member

Responsibilities Time Hrs?Days

Project Architect

Construction Documentation: manage and oversee construction documentation, approve stakeholder and user group workshops.

Construction Certificate: review architectural drawings perpared for architectural certificacte, review construction certificate applications, assess and review conditions of the construction certificate.

Tender and Contract Negotiations: collate and prepare architectural documentation for tender, evaluate and assess tender submissions, negotiate with selected tenderer, manage preparation of contract documents.



Construction Documentation: manage and oversee construction documentation preparation, attend stakeholder and user group workshops.

Construction Certificate: review architectural drawings prepared for architectural certificate, review construction certificate applications, assess and review conditions of the construction certificate.

Tender and Contract Negotiations: collate and prepare architectural documentation for tender, receive client approval, evaluate and assess tender submissions, negotiate with selected tenderer, send letter of award to the successful tenderer, manage preparation of contract documentation.

240 hours / 30 days

Senior Architect

Construction Documentation: oversee and develop construction documentation in collaboration with consultants and in terms of the Project Cost Plan, attend stakeholder workshops.

Construction Certificate: prepare and collate construction certificate documentation and application, update Project Cost Plan.

Tender and Contract Negotiation: prepare and collate tender documentation, issues tender packages to contractors, review tender submissions, assist in preparation of contract documents.

120 hours / 15 days


Construction Documentation: drafting preparation for architectural construction documentation, assist in consultation with sub-consultants and product suppliers.

Construction Certificate: drafting assistance to prepare the architectural drawings for construction certificate.

Tender and Contract negotiations: drafting assistance to prepare tender documentation for tender packages.

120 hours / 15 days


Resource Management Plans ContinuedPHASE 2 PROJECT PLANNING: CONSTRUCTION DOCUMENTATION, TENDER AND CONTRACT NEGOTIATION (15 WEEKS) CONTINUED Team Member


Office Manager

Construction Documentation: manage and oversee construction documentation and ensure timely delivery of documentation.

Construction Certificate: review and oversee construction certificate application.

Tender and Contract Negotiations: review tender and contract documentation.


Admin Assistant

Construction Documentation: attend stakeholder and user group workshops to record and issue minutes, assist in general administration work for construction. documentation.

Construction Certificate: assist in preparation of construction certificate application.

Tender and Contract Negotiations: assist in compilation of tender documents, reports and contracts, assist in responding to requests for information during the tender process.

15 hours / 1.8 days


PHASE 3 PROJECT PLANNING: IMPLEMENTATION CONTRACT ADMINISTRATION (34 WEEKS)Team Member


Project Director

Construction: responsible for site handover, attend monthly meetings with the Project Architect to review construction progress.

Defects Liability: issue final certificate, oversee content for Defects Liability Report, confirm client and stakeholder approval and phase sign off.

68 hours / 8.5 days

Project Architect

Construction: weekly site inspections as required during the construction process, attend monthly meetings with Project Director to review construction progress.

Defect Liability: monthly inspection and reporting through liability period, final certificate preparation, prepare and issue Defects Liability Report, review client and stakeholder approval and phase sign off.

544 hours / 68 days


Construction: weekly site inspections (or daily if and as required) during the construction process.

Defect Liability: monthly inspection and reporting through liability period, final certificate preparation, prepare and issue Defects Liability Report, receive client and stakeholder approval and phase sign off.

272 hours / 34 days


Construction: amend construction documentation as required, draft details and answers to requests for information as required or as issues arise on site.

Defect Liability: assist in preparation of Defects Liability Report.

272 hours / 34 days

Office Manager

Construction: review construction documentation amendments, and any issues that arise on site. 34 hours / 4.25 days

Admin Assistant

Construction: manage and assist in responding to requests for information during the construction period, assist the Project Director and Project Architect with general administrative tasks.

68 hours / 8.5 days


‘The establishment of a procurement strategy that identifies and prioritises key project objectives, as well as identifying and managing risk, is key to a successful project outcome’ (Al-Bahar, J. & Crandall, K. 1990.)

The project procurement strategy outlines the optimum procurement approach required to deliver both the construction and sub-consultants components required to deliver the project. It contains the following four stages:

1. Project Definition

2. Procurement Systems

3. Tendering

4. Contract Administration

A thorough analysis of the project and procurement systems is contained on the following pages. A multi contract, construction only, procurement system has been chosen for Tocal Apiary based on analysis of the project definition and the risk factors associated with the delivery and the contract systems. This strategy will

ensure the successful delivery of the project from the initial planning stages, to building construction and handover to the client.

4.2 Resource Procurement - Project Definition4.2.1 PROJECT DEFINITION

The apiary wall, as an architectural solution for the containment and protection of beehives, has existed throughout history. Hives were kept in masonry and mud walls throughout much of Europe, particularly in the Mediterranean region.

The Tocal Apiary master plan is an innovative series of rammed earth walls and associated pavilions and facilities. The Tocal Apiary explores the notion of the ‘living’ wall, allowing both honeybees and humans to co-habitat together. The inhabitable wall and interstitial space between the two conditions: inside the wall and the outside environment become the ‘live-work’ space for bees and beekeepers. Since bees lodge in cavities above ground, the wall replicates these nooks, attracting bees to a safe haven in an environment free from insecticides. A man-made primitive structure, designed specifically to attract and preserve these delicate and threatened creatures.

The rammed earth structures will be made from local sourced, sustainable materials. As a natural product it blends beautifully with the Tocal environment and other natural building materials. The earth, concrete aggregate and wooden structures, features a number of the compartments or pods. Including the project’s primary user groups, as well as achieving its educational and research objectives, the project also includes a shaded

area complete with bench spaces, storage, grafting and honey making facilities and a glassed viewing platform, so that visitors and students can observe and monitor the bees in action. The wall will also provide an extendable ‘sleep-over’ space for nomadic beekeepers, researching bees and delivering honey and hive products to market.

The phased project is not absolute, but rather will show the potential of architecture to be adaptive and respond to its environment. It is hoped that this innovative approach to traditional beekeeping and honey production, within a unique and accessible public site, will safeguard and ensure the future of Australia’s honeybee and agricultural industries.

The following considerations have been made in determining the procurement strategy.

a) Project objectives

The NSW Department of Primary Industries (NSW DPI) provides support to the Apiary Industry through the provision of research scientists, diagnostic laboratories, extension officers, beekeeping education and regulatory services. It also runs the Tocal Agricultural Centre and College that have successfully grown to be one of Australia’s largest and most diverse agricultural colleges, with a history of conducting successful beekeeping courses and other apiary activities. Beekeeping, Queen Bee Breeding, Pest and Disease Management are some


of the many training programs developed by NSW DPI to meet the needs of farmers, primary industries, agribusiness and the community.

Although the client is highly experience in delivering industry support and training programs, as well as managing the ‘Tocal Farm’ under commercial farming enterprise conditions, it has limited experience in managing highly specialised building projects.

The Tocal Apiary is a unique, ‘Australian first’ concept. With the decline of bee populations globally due to climate change, disease, parasites and insecticides and the growing interest in sustainability, eco tourism and food production security, it is expected that there will be a lot of industry and media attention and possibly scrutiny. Therefore both the Tocal College and NSW DPI will be highly engaged throughout the project.

A Project Manager will be appointed by the client to oversee the project on their behalf.

b) Stakeholder Issues and Potential Impact

The general public interest and possible publicity surrounding the project means that industry groups will need to be engaged and kept informed about the project through the key stakeholder and user group meetings outlined in the project plan. As an experimental concept, it is possible that conflicts may develop between user

groups and key stakeholders that could cause issues within the project and as such appropriately managing all these relationships will be an important role within the project.

c) Scope

The success of the project depends on the bees. Just as the natural world operates on cycles and the seasons, so to will the Tocal Apiary. The project master plan will be phased-in over a 3year period, thus allowing the bees sufficient time to organically and safely ‘inhabit the wall’ and establish their colonies. The construction process will mirror the seasonal relationship of bees and humans.

The project consists of the following phases:

• Phase 1 / Year 1: Site Works and Wall Construction: Site preparation including excavation, installation of the concrete slab, site infrastructure and construction of the ‘wall’. Rammed earth is an in-situ construction method.

• Phase 2 / Year 2: In Wall Development: Construction of Honey Production Facility and Research Pods and fit out within the wall.

• Phase 3 / Year 3: New construction and Installation: Construction of ‘off wall’ spaces and finishing schedule including visitor facilities such viewing platforms and installation of sleeping facilities for beekeepers.

With every project there are a range of factors that can negatively impact the construction process. The particular challenges involved with this project will be mainly concerned with the phasing of the master plan over a number of years. Factors such as client resources, project scope and the ability to make changes to the project, cost implications and contingencies, timing and external factors such as changing market conditions during the course of the project, are just some of the important issues that need to be considered.

As this project is a new development on a clean green site, it will contain only new construction, with no refurbishment of existing elements or the demolition of old buildings. However the nature of the project will require that the design and construction consider the local site conditions. For example, the site is located near the creek that regularly floods and has in the past destroyed many of their beehives.

As the ‘wall’ construction method chosen is ‘rammed earth’, there will also need to be consideration about whether or not the ‘earth’ used in the construction is from the site or ‘offsite’, preferably locally sourced. It is presumed that the earth will be brought in.

Contingency planning will need to allow for any unexpected circumstances and possible market changes that may arise during the life of the project. As such, a Contingency Package will be included into the Cost Plan Report that will be incorporated into contracts upon tender for construction.


d) Time Considerations

Tocal College and the NSW DPI understand and embrace that the project will run over a 3year cyclical period with construction occurring during the bees’ dormant periods in Autumn and Winter each year, so it is ready for Spring and Summer, when bees are producing honey. Phase 1 site works and wall construction will be completed by July in Year 1, ready for bee population.

e) Budget

With a stable state government in power for the next 4 years and the project budget approved through the DPI, the funding for the project is secure.

Even though the master planned project has been fully scoped in advance, the extended time frame and phased approach of the project will create its own budgeting challenges. The funding is finite and as such there is little room for the major escalation of costs, apart from incremental costs to material and labour, year on year, over the life of the project.

The most recent total cost of works for the master plan project is almost $1.5 million (exact figure $1,494,000) which will be distributed between the scoped works for each of the project phases. As this is a multiyear development, it will be imperative that effective

budgeting is established prior to commencement of the project, as well as implementing a robust cost management process throughout the life of the project.

f) Constraints

The proposed site on the Tocal College Estate located in the Hunter Valley, has been identified as the perfect location for the apiary due to its expansive rural setting and extensive reputation providing excellence in agricultural education. The Tocal Road is the primary means of access to the College. As the proposed facility is located close to both the existing College campus and road access, this will enable certain amenities to be shared across the site.

Consideration will need to be given to protecting users ie beekeepers, students and visitors, to the facility. This will involve a ‘Suiting Room’ and ‘First Aid’ space at a reasonable distance from the facility, located near the College campus.

The access entry points to the ‘wall’ for both bees and humans are obviously separate for safety reasons, as well as protection for the bees from any animal predators. The bees will enter from above, approx. 4meters from the ground, while facility users and visitors will have foot access from the College via road.

Bee occupation will not occur across all structures, but we

be quarantined to specific sections such as the beehive and honey production areas. In subsequent phases a glass-viewing platform will be constructed so that visitors can enter the facility and view the industrious insects at work, while beekeepers can tend to the bees and collect their honey by access to the hives from their work stations.

g) Current Stage

The project concept is well defined and developed after many months of research. Project plans have been amended in consultation with the client, key users and stakeholder groups and the developed designs will reflect these amendments.

h) Materiality & Environmental Considerations

With the lofty aim of efficiently maximising the use of funds and industry resources to ensure the long term economic viability, security and prosperity of the Australian honey bee industry and broader agricultural industries, it is vital that the project is environmental friendly and sustainable. The project has been conceived with this ideology at the core of its design using rammed earth construction.

Project Definition Continued


Rammed earth construction is an environmentally sustainable building method that has high thermal mass properties, with excellent insulation suitable for the housing of bees, particularly during the cooler Autumn and Winter months. Combined with a north facing orientation and solar passive design, the rammed earth structure eliminates the need for additional heating and cooling. Rammed earth’s strength and durability means that the project will be low maintenance, also having superior pest deterrence and extended fireproofing resistance. With a low carbon footprint and design capabilities, the rammed earth wall will create a naturally beautiful and highly practical bee apiary.

As a ‘centre for apiary excellence’, environmental initiatives, particularly those in response to long-term agricultural economic gains are important to the client in maintaining their ethical obligations to the agricultural sector. The project objectives state that the facility is required to be a best practice model in relation to beekeeping, pest management/research and honey production, so that it builds awareness, garners support and encourages the adoption of best practice production, quality assurance, presentation and promotion of its products, in the best interest of the industry and the College.

i) Client Experience

Tocal College has a rich architectural history, originally designed and built by architect and visionary Phillip Cox in 1968. It is hoped that the Tocal Apiary project will continue that legacy. The Tocal Apiary will maintain a visual connect to the both Tocal College and the Homestead.

The College itself operates as a ‘working farm’ and as such the management of the College has the advantage of having worked on similar projects in the past, meaning their ability to contribute agricultural knowledge and specific expertise to the project will significantly reduce the risk.

This project is considered to be a high profile structure as it is not only a first of its kind, but also looks to protect and challenge traditional bee keeping models and in turn provide an alternative approach to supporting Australia’s agricultural and food security.

Project objectives were prioritized in consultation with the key stakeholder groups. As part of the client management process, the client has been well informed of the numerous activities and processes involved in the delivery of the project, prior to the procurement strategy development.

It is important that the DPI’s commitment to the allocation of land and effective redevelopment of the Tocal College is supported by Tocal’s vision, and for this

reason, all involved parties must be unified and driven by a singular focus to ensure the success of the project.

To ensure that the appropriate decision are made, an Executive Committee, including members from for all the various key stakeholder and user groups are consulted, however the final decisions regarding project procurement and management strategies will be determined by the Project Director (Architectural Firm), Director (Tocal Agricultural College and Homstead) and Chairman (NSW DPI).

j) Additional Information

As a state based initiative, it is also important that materials and resources are sourced from the local area wherever possible. There are a number of construction firms in Newcastle capable of undertaking the site works / installation and construction components. Rammed earth construction however is a highly specialised and specific process with far fewer suppliers available in the marketplace. The tenders will be put out nationally and the ‘best’ service providers will be chosen, so it is possible that some providers may not be local.

1 PART 1 PROJECT


4.2.2 PROCUREMENT SYSTEMS

The project delivery or process by which the project is realized and achieved must be supported by an appropriate procurement strategy to ensure the required works are delivered on time, within budget and of the appropriate quality.

A procurement system is ‘an organisational system that assigns specific responsibilities and authorities to people and organisations, and defines the various elements in the construction of a project’ (Love et al. 1998. p.222).

There are two parts to the procurement system; the delivery system and the contract system. The most appropriate choice will depend on the project definition, as outlined above, and the assessment of the various risks associated with the project. See section 4.6 of this report, Risk Management.

Diagram 5 sets out the Procurement Systems proposed for the Tocal Apiary.

4.2 Resource Procurement Continued

Diagram 5: Procurement Systems Overview

PART 4 DESIGN IMPLEMENTATION | 83PART 4 PROJECT IMPLEMENTATION

4.2.3 DELIVERY SYSTEMS

Due to the nature and scope of the works, the project will be master planned and divided into phases. Separate contracts will be entered into for each phase, thus creating a multiple contract system over the life of the project.

Tocal Apiary will use this ‘phased construction’ approach, instead of completing the project all at one time, due to the seasonal time constraints of bee population, colony establishment and honey production. Bees and their processes are seasonal and so a cyclical construction approach has been adopted for the project. As such, the design work has been separated from the construction implementation. The Project Architect (architectural firm and consultants) will be appointed for design and cost control, while the contractor (also employed by the Project Architect) will be responsible for carrying out the works. This responsibility extends to all workmanship and materials, and includes all work by subcontractors and suppliers.

Diagram 6: Tocal Apiary Delivery System Contract and Managerial Diagram

To determine the most appropriate delivery system for the project, that is, single or multiple contracts, a Delivery System Evaluation Assessment has been undertaken for the Tocal Apiary. See Table 14 on the following page. Diagram 6: Tocal Apiary Delivery System Contract and Managerial Diagram


Delivery System Assessment EvaluationThe Deliver System Evaluation Assessment demonstrates that a multiple contract system is the most appropriate for the delivery of the Tocal Apiary project. This will allow full control over the detailed design, which is important for the integration of master planning within the project scope. It benefits the experimental nature of the project and allows more flexibility to respond to changes over time.

The different stages of the project mean that multiple contracts will be delivered as work packages under a single contract to minimize risk related to co-ordination. The separate contracts will relate to the specific scope of works involved in the different phases of the project. As mentioned previously, they are:

• Phase 1 / Year 1: Site Works and Wall Construction. Site preparation including excavation, installation of the concrete slab and site infrastructure and construction of the ‘wall’. • Phase 2 / Year 2: In Wall Development. Construction of Honey Production Facility and Research Pods and fit out within the wall.• Phase 3 / Year 3: New construction and Installation. Construction of ‘off wall’ spaces and finishing schedule, including visitor facilities such viewing platforms and installation of

sleeping facilities for beekeepers.

This phased construction / multiple contract approach will require careful coordination over the life of the project because several contractors are involved. The agency/architectural firm will hold responsibility for the project and is exposed to the risks associated with coordinating a number of contractors, including work sequencing, changing market conditions during the course of the project and subsequent cost implications, interference of one contractor with another’s work and possible delays caused by non-performance of any contractor. Each phase of the master plan project will be managed as a separate contract.

Table 14: Delivery System Assessment Evaluation

DELIVERY SYSTEM ASSESSMENT EVALUATION No. Question No Yes RationaleA1 Is the work of such a nature that a significant proportion of

the scope can only be determined as the work proceeds e.g. refurbishment work?

0 5 Although the master plan of the scope of work will be determined prior to the work commencing and well defined within the tender documentation, it is highly likely that the nature of the project could change over time as we learn more about how both the bees and bee keepers respond to the wall. The project will use a ‘phased construction’ approach.

A2 Is it likely that the project brief will change after contract award?

0 3 No, the design and construction decisions will be made within the master plan, prior to the contract award.

A3 Is there a reasonable prospect the project may be curtailed after contract award?

0 4 No, the client has approved the funding of the project and with no change of State government likely for the next four years, the project is secure.

A4 Do you anticipate any cash flow restrictions? 0 3 No, as the funding has been secured.

A5 Will you know the extent of the cash flow restriction before contract award?

3 0 There is not expected to be any cash flow restrictions prior to contract award.


No. Question No Yes RationaleA6 Is there a reason why project costs should not be fixed

before contract award?0 1 Although the phased construction method have already been decided for the construction

of the wall and ‘other spaces’, the project will be delivered in phases due to the nature of the project and therefore although costs will be determined initially, it will be impossible to fix those costs over a 3 or 4 year period. A contingency package has also bee built into the Cost Plan for this reason.

A7 Are you prepared to change the scope to remain within the project budget?

0 1 There is the potential to adjust the site works if it was essential to reduce the budget, however that is not expected to be necessary. The very nature of the project means that the budget will be determined per phase and possibly change over time.

A8 Do you want to take the risk (and possible advantages) of changes in market conditions after the construction commences?

0 1 No, it would be much more beneficial to know the costs (as much as possible) when master planning the project, rather than gamble of a positive change in the market conditions.

A9 Is there a need to achieve very early commencement of construction?

0 4 No, the project will run over a few years. Time is required for the bees to inhabit the space and subsequent phases such as honey production cannot occur until colonies are established and it is seasonally time for them to produce.

A10 Can the early commencement of construction be handled by a small associated contract?

2 0 Yes, the initial site works and rammed earth construction could be handled by separate contractors.

A11 Is there a need to fast track to achieve early project completion?

0 12 Although the scale of the work is small, the detailed and specific nature of the project and therefore the design should remain under the overall control of the Project Architect.

A12 Is there a need to retain complete control over detailed design?

0 12 Although the scale of the work is small, the detailed and specific nature of the project and therefore the design should remain under the overall control of the Project Architect.

A13 Will staging be required due to a likelihood of significant potential coordination problems due to external influences such as other agencies, site occupants, principle supplied materials?

0 4 Phasing will be required for the project, not because of co-ordination issues, but due to the nature of the project. Some of the ‘site occupants’ ie the bees, require time to establish their colonies before subsequent phases can commence.

A14 Will staging be required due to limited site availability during construction?

0 4 No – as above, there will be full site access throughout all sphases and stages of the construction process.

A15 If staging is required can it be handled by separable portions? 0 2 Yes, the project will be phased over time as separable phases.

A16 Will you need to react during construction to the latest technological advancement?

0 2 No, this is a unique and ‘experimental project’ creating an ‘live-work’ space for bees and beekeepers. It will use known construction techniques and does not require high tech processes or technological advances.

TOTAL A score of 12 or above will indicate multiple contract system 24


4.3 Project Contract Systems4.3.1 CONTRACT SYSTEMS MATRIX

By answering the Contract Risk Assessment Evaluation (see Figure 5 on the opposite page) and then using the Contract System Matrix (see Diagram 6 below), the risks associated with the different types of contract systems were assessed to determine the most appropriate contract delivery system for Tocal Apiary.

Diagram 7: Contract System Matrix

Diagram 7: Contract System Matrix


FIGURE 5: CONTRACT RISK ASSESSMENT EVALUATION No. Question Answer Reason

B1 Is sufficient time available to finish design and documentation before construction needs to commence to achieve required completion date?

No Yes Yes, the project will be master planned - with all design components, phases outlined and documentation completed before construction begins.

B2 Is the work such that the concept and detailed design can safely be made the contractors responsibility?

No Yes The nature and success of the project requires that the concept and detailed designs address the project's conceptual requirements, which will be further developed in response to research and user group feedback. Concept and detailed design will remain the responsibility of the architectural firm.

B3 Is the work such that the detailed design can safely be made the contractors responsibility?

No Yes As above, the detailed design must align with the design intent of the project, developed in consultation with the architect and project objectives.

B4 Do you wish to trade off some control over concept and detailed design to maximise the potential for contractor innovation and buildability input into the final product?

No Yes Control needs to be retained with the architect to ensure the designs reflect the concerns of the client and outcomes from the user group and stakeholder engagement workshops & feedback. They will be developed in consultation with a construction consultant as needed.

B5 Do you wish to trade off some control over detailed design to maximise the potential for contractors innovation and buildability input into the final product?

No Yes As above, control needs to be retained with the architect to ensure the designs reflect the concerns of the client and outcomes from the user group and stakeholder engagement workshops & feedback. They will be developed in consultation with a construction consultant as needed.

B6 Is there a specific advantage in having the consultant who provided the concept design provide the detailed design for the contractor after contract award?

No Yes Yes, as close consultation between the consultant and user/stakeholder groups regarding feedback and the integration of that feedback into the design process is vital to achieve the project’s objectives.

B7 Will the business nature of the facility remain unchanged during the maintenance period, say 10 years?

No Yes Although the business nature of the facility will remain unchanged ie an apiary, the components of the project and changes to those components cannot be fully known due to the changing nature of the apiculture industry eg the incursion of the varroa mite would dramatically affect bee keeping in Australia and therefore impact the nature of the project.

B8 Do you wish to trade off some control over maintenance to maximise the potential for contractor's innovation in maintenance?

No Yes Any maintenance will be considered as part of the controlled design and integrated into the construction development. Maintenance control will ultimately sit with the client and future users of the facility, as occupants will take ownership of the site and their bee colonies.

See flow chart matrix on the opposit page for the determination of contract delivery system for Tocal Apiary.


4.3.2 CONSTRUCT ONLY CONTRACT SYSTEM

The Contract System Matrix identified the most appropriate contract system for the Tocal Apiary as Construct Only (Traditional).

With this type of contract, the architectural firm prepares the detailed designs for the whole of the works. The master plan will include the developed design for the entire project so any major concerns can be addressed prior to the commencement of construction. Permit documentation for the different phases of work will also be completed within the master plan.

Tenders for Phase 1 of the construction contract will not be required until the master plan has been finalised. As the project will be phasing-in over a few years rather than as a single phase, this will obviously have a cost impact on the project making it more expensive, due to reduced economies of scale, redundant costs and increases in material and labour costs, over the life of the project. Architectural fees will also be higher due to the non continuous nature of the project, quality assurance checks, additional site visits, tendering and distributions will be required for each project phase so there will be the increased costs associated with creating multiple versions of documentation etc.

Due to the nature of the project, the cost-plus-fee method is to be used to determine the contract sum. The

before tenders process begin, then follow up separately with the construction works

• Construction innovation is not required as the design is settled and the scope well defined

• The project owner wishes to retain overall control of the project during construction and is willing to retain all of the design risk, as relevant to the construction component of the delivery model

• Site conditions are well known• There is a desire for cost certainty from the outset,

at the time of the award• There are appropriately skilled and experienced

resources available to administer and manage the contract

The Construct Only contract offers the following benefits for the proposed project:

• The architects maintain the maximum control over all phases of the design, ensuring all requirements are incorporated at all phases, which will result in the highest level of project detail and quality

• As the design is basically completed prior to construction, contract management is simplified and risks are reduced for the architects

• The contractor assumes the construction risks• The project owner has full control of the project,

including user group and stakeholder interfaces• The design and construction stages can proceed at

times most appropriate to the project specifics – to coincide with the seasonal nature of apiaries

• The project owner can ensure that all design

agency will be reimbursed for the actual cost of labor and materials and is paid a fee for overhead and profit, as a percentage of the construction costs).

If the extent of work cannot be fully determined, or the actual quantities of required items cannot be accurately calculated in advance, a unit priced model may be used to determine the costs of a particular phase. Unit-price contracts subdivide the work or parts of the work into like items and state approximate quantities for each item. During the tender process, the bidders use these quantities in preparing their bids. A price per unit of measurement (unit price) is quoted for each item. Sums for the extended unit prices are not included in the initial contract sum. As the work is completed, actual quantities are measured, and the contractor is paid according to the contractor’s quoted unit prices.

A Construct Only contract is suitable for Tocal Apiary because:

• Design quality is critical and the architects wish to control the design process

• The architects have the skilled resources required to manage the design process and will have the design completed and confirmed prior to construction contract award

• The developed design can be finalized without or minimal consultation with the prospective building contractor due to in-house expertise

• There is sufficient time available within the project program for the detailed design to be completed

Contract Systems Continued


issues are resolved, that design innovation is considered (where appropriate) and that the design fully meets its requirements before procuring the construction works, thereby reducing design-related risk

• With the multiple tender documents ie for each phase, the risk of omissions or errors due to project additions or variations, should decrease

• The straightforward nature of the bidding process on each phase, lowers the cost of tendering and level of risk retention by the project owner

• There is a high degree of cost certainty at the time of award

• The model is well known and understood by industry and project owners.

Risk of using Construct Only

There are also associated risks that may potentially affect the project by using the Construct Only contract. They are:

• If the architects change the project brief during the design process, this can result in additional costs and possibly delays

• Limited cash flow control is possible after awarding the contract

• Less opportunity for contractor innovation• There is limited scope for building relationships

between the parties and sharing learnings

• Not necessarily the least end cost • The arranged design and project management

resources, effort and costs are greater• The project owner retains significant risk,

particularly around design and constructability • The scope and requirements cannot be changed

without a formal variation to the contract.

4.3.3 SUMMARY OF PROCUREMENT STRATEGY

Using both the Delivery System Evaluation Assessment and Contract Risk Matrix, the risks associated with the different types of contract systems were assessed to determine the most appropriate delivery system for each individual contract phase.

A multiple contract delivery system is to be implemented for the delivery of the Tocal Apiary, due to the unique nature of the project and the importance of the construction detailing and processes in adhering to the design intent. All three construction phases and contracts will be ‘construction only’.

The Project Director will, on behalf of the client, oversee the main contractor, who will be responsible for the construction and the associated risks or coordinating related work and dependencies between contracts.


4.4 TenderingThe tendering process is generally used for procurements or contracts involving projects when substantial amounts of money are involved. It opens opportunities to a number of suppliers, encourages competition as well as allowing the tenderer to provide information on qualifications, competencies and experience, as well as demonstrate how their bid offers the best value for money, both in price and quality.

The Construct Only, or traditional procurement method is the most common construction delivery method. Generally the architect will release the construction documents publicly, or to a select group of general contractors who will then place a bid on the project that reflects what they believe the cost of construction will total. This bid is inclusive of a multitude of subcontractor bids for each specific trade. The general contractor’s fee is generally built into the bid cost.

For Tocal, the tender process and documentation will be the responsibility of the Architectural firm and Project Director, who will have the support of the Project Architect, draftsperson and an architectural assistant.

The multiple contract, phased delivery system, will be put out for tender to a single contractor, who will be responsible for each phase of the delivery. This will occur at each of the project phases. Prior to asking for tenders, a pre-tender estimate will be obtained from a quality surveyor to provide a base from which to compare and evaluate the tender responses, pick up any irregularities and ensure the project is within budget before the release

of tender documents. The pre tender estimate is the final estimate of the likely cost of the works, based on the proposed contract requirements, expert advice (where needed) and consideration of current market conditions, that are described in the completed tender documents. Before inviting tenders, the clients will prepare a pre-tender estimate to:

• Ensure the estimated costs are compatible with the budget and available funding

• Give a basis for assessing and comparing tenders when they are returned

• Enables the client to confirm that sufficient funds are available, along with the cash flow estimate, before committing to tender.

The following general principals will be applied to the tender process:

• All parties to be treated the same and have access to the same information and conditions of tender, honestly and fairly, so no party has an advantage

• It must comply with relevant statutory and legislative obligations including trade practices and consumer affairs

• Tenders will only be sought once the intention to proceed is confirmed

• There will be no collusion on tenders • A transparent probity process will be undertaken

by statutory declaration including issues concerning collusive practices and conflict of interest

• Clear documentation will be produced outlining the principal’s requirements in order to ensure the tenderer can accurately price works.

The following documents will be produced for the tendering process:

• Invitation• Conditions of tendering• Tender form and schedules• Conditions of contract• Specifications• Technical drawings• Performance requirements

NSW DPI regulatory requirements necessitate that a pre-qualified tender selection process be undertaken. Expression of interest will be invited by the NSW DPI prior to the completion of the tender documents, on the basis of ‘construction certificate’ drawings. Theses will be assessed and a panel of pre-qualified contractors will be selected for future tender opportunities and invited to complete a full tender submission for the appropriate phase.

4.4.1 TENDERING METHOD

There are a number of different tendering methods available for use in a tendering process. These are described in a wide variety of ways depending on the agency, procurement stream, or industry background.


There are three main generic categories ie Open tendering, Multi-stage Tendering and Limited Tendering.

Tocal Apiary will utilise the multi-stage tender process as this has been identified as the more effective means of identifying and establishing a panel of suitable suppliers for a specific construction phase.

The first stage is a public announcement for an Expression of Interest (EOI) or Request for Proposal to invite interested suppliers to register their interest against the requirements listed in the EOI document. Selected tenderers will form a pre-registered tender list established and maintained for future tender appointments.

The second stage is a Selective Request for Tender to invite the shortlisted tenderers to a submit proposals in response to specific criteria outlined in the Request for Tender (RFT) document. Evaluation of tenders received will be undertaken for each new contract on the basis of experience, reputation, price and capacity to deliver the project within the environmental and time frameworks, as well as ability to demonstrate how they satisfy the evaluation criteria and meet the specific RFT requirements.

Open tendering is generally used where there is a broad competitive market and it is not efficient or cost effective to establish pre-qualified or pre-registered tenderer lists, whereas a limited tender process is used when known service providers are invited to tender.

4.4.2 TENDER DOCUMENTATION

Documenting the project’s requirements clearly and comprehensively in the RFT is essential to ensure the tendering process achieves the best results. Any errors or uncertainties in the RFT documents can mislead tenderers and cause problems in evaluation. Once a contract has been awarded, any errors can potentially result in contractor claims, time delays, disputes and incorrect work, products or services being provided.

The RFT documents are typically based on standard form components and include the following:

• Drawings or other specific documents or samples as applicable

• Standard or general conditions of contract, including a proposed deed of agreement

• Special conditions of contract, specific to the proposed contract but using common form components

• Tender form and /or pricing schedules giving the basis for the tender prices or rates, specific to the RFT but often using common form components

• Schedules of information to be completed by the tenderers, lodged both with the tender and post tender documents, using specific and common form components

• Technical specifications describing the nature of

the works or service to be undertaken, specific to the contract, using components to similar contracts.


Cash Flow is the forecasting of cash provided by the client at pre-determined dates in a construction program of works, for the purpose of making progress payments to the suppliers for work executed.

4.5.1 PROJECT CASH FLOW

A detailed cash flow analysis will be vital to manage financial resources for the duration of the project. Cash flow estimates are obtained by preparing a program of construction activities for the master plan project, costing these activities and obtaining anticipated expenditure on a month-to-month basis, including construction, architectural and consultant costs, that client will be required to pay.

The original breakdown of fees were derived from a combination of the fee percentage presented in Part 2: Project Planning Fees and Resourcing and in Schedule 6 of the RAIA practice notes 2001. However these figures have been amended to reflect the changes to the overall project plan as mentioned in the foreword of this report.

The total cost of works for the Tocal Apiary project is currently $1,494,000. This will be distributed between the scoped works for each of the contract phases as follows:

• Phase 1: Site Works and Wall Construction - provision of site infrastructure and construction of the ‘wall’ - $720,000 (48%)

• Phase 2: In Wall development – construction of Honey Production Facility and Research Pods within the wall - $444,600 (30%)

• New construction and installation – construction of ‘off wall’ spaces including Visitor facilities such viewing platforms and installation of sleeping facilities for beekeepers - $174,600 (12%) plus a 10% contingency package of $154,800.

The following pages document how the fee is to be distributed within the different phases.

Tocal Apiary, like every building and construction project, is unique with its own opportunities and risks. As the project will be phased over a three-year period, it is imperative that effective budgeting is established prior to commencement of the project, as well as a robust cost management process throughout the construction phases. The project budget will be continually monitored throughout the project and financial information will be fed back to the client progressively in the Cost Report that will be tailored to suit the client’s specific reporting requirements.

4.5.2 CONSTRUCTION CASH FLOW DISTRIBUTION

The cash flow required to support the construction stages, changes as a result of differing demands of each stage of the project. The complexity of phasing the project, means that all documentation for the different phases will be completed within the master plan, together with user groups and key stakeholder engagement, this has meant that a percentage of fees normally associated with the Contract Administration, has now been reallocated to Project Planning and Documentation phases.

Table 15 on the following page shows the Tocal Apiary Master Plan Construction Cash Flow Distribution.

Tables 16, 17 and 18 document the cash flow distribution of the building construction costs divided across the three phases of the project. [2 pages]

4.5 Cash Flow Analysis


Table 15: Tocal Apiary Master Plan Construction Cash Flow Distribution

The Tocal Apiary Construction Costs Fee % Fee ($) Total Program Weeks

Fee per week

Project Planning (Design & Planning) 45% 672,300 18 37,350

Project Initiation 2% 29,880 2 14,940

Concept Design 10% 149,400 3 49,800

Schematic Design 15% 224,100 3 74,700

Design Development 15% 224,100 4 56,025

Planning Approval 3% 44,820 6 7,470

Documentation 25% 373,500 15 24,900

Construction Documentation 15% 224,100 3 74,700

Tender Documentation 8% 119,520 9 13,280

Tender Reconciliation & Contract Negotiation 2% 29,880 3 9,960

Implementation (Construction & Post) 30% 448,200 65 6,895

Construction Period Administration 25% 373,500 28 13,339

Inspect Works 1% 14,940 3 4,980

Hand over - concurrent 1% 14,940 3 4,980

Defects Liability Period - review / monitor 2% 29,880 28 1,067

Post Occupancy Evaluation 1% 14,940 3 4,980

Total Fee 100% 1,494,000 98 15,245

Table 16: Cash Flow Distributions - Phase 1 Rammed Earth Structures

Period % % of Cost per period

% of Cost per period

Cost per period No. of weeks per

period

Cost per week for each period

10 5 5 $36,000 3.9 $9,231

20 10 5 $36,000 3.9 $9,231

30 16 6 $43,200 3.9 $11,077

40 27 11 $79,200 3.9 $20,308

50 40 13 $93,600 3.9 $24,000

60 53 13 $93,600 3.9 $24,000

70 68 15 $108,000 3.9 $27,692

80 82 14 $100,800 3.9 $25,846

90 90 8 $57,600 3.9 $14,769

100 100 10 $72,000 3.9 $18,462

100 $720,000

Construction cost $720,000

Construction wks 39


4.5 Cash Flow Analysis ContinuedTable 17: Cash Flow Distributions - Phase 2 In Wall Additions



Cost per period

No. of weeks per period


10 5 5 $22,230 1.9 $11,700

20 10 5 $22,230 1.9 $11,700

30 16 6 $26,676 1.9 $14,040

40 27 11 $48,906 1.9 $25,740

50 40 13 $57,798 1.9 $30,420

60 53 13 $57,798 1.9 $30,420

70 68 15 $66,690 1.9 $35,100

80 82 14 $62,244 1.9 $32,760

90 90 8 $35,568 1.9 $18,720

100 100 10 $44,460 1.9 $23,400

100 $444,600


Construction weeks 19

Table 18: Cash Flow Distributions - Phase 3 Off Wall Construction



Cost per period

No. of weeks per period


10 5 5 $7,740 1.9 $4,074

20 10 5 $7,740 1.9 $4,074

30 16 6 $9,288 1.9 $4,888

40 27 11 $17,028 1.9 $8,962

50 40 13 $20,124 1.9 $10,592

60 53 13 $20,124 1.9 $10,592

70 68 15 $23,220 1.9 $12,221

80 82 14 $21,672 1.9 $11,406

90 90 8 $12,384 1.9 $6,518

100 100 10 $15,480 1.9 $8,147

100 $154,800


Construction weeks 19

4.5.3 PROFESSIONAL FEE ALLOCATION

Table 19 Professional fee Allocation illustrates a staged based percentage breakdown of the architectural fees for the Tocal Apiary. The table highlights the fee breakdown as a percentage of the overall contract fee. Each phase is allocated a percentage rate of the total fee, which together with time estimates noted in total program weeks, highlights the fee expenditure throughout the phases.

The breakdown of the professional fees required to achieve these phases on a weekly and per role basis is contained within Table 20 on the opposit page.


Table 19: Tocal Apiary Professional Fee Allocations

The Tocal Apiary Construction Costs Fee % Fee ($) Total Program Weeks

Fee per week

Project Planning (Design & Planning) 45% $168,075 18 $9,338

Project Initiation 2% $7,470 2 $3,735

Concept Design 10% $37,350 3 $12,450

Schematic Design 15% $56,025 3 $18,675

Design Development 15% $56,025 4 $14,006

Planning Approval 3% $11,205 6 $1,868

Documentation 25% $93,375 15 $6,225

Construction Documentation 15% $56,025 3 $18,675

Tender Documentation 8% $29,880 9 $3,320

Tender Reconciliation & Contract Negotiation 2% $7,470 3 $2,490

Implementation (Construction & Post) 30% $112,050 65 $1,724

Construction Period Administration 25% $93,375 28 $3,335

Inspect Works 1% $3,735 3 $1,245

Hand over - concurrent 1% $3,735 3 $1,245

Defects Liability Period - review / monitor 2% $7,470 28 $267

Post Occupancy Evaluation 1% $3,735 3 $1,245

Total Fee 100% $373,500 98 $3,811

Table 20: Tocal Apiary Architectural Fee Schedule per week

Total Professional Fees $373,500

Architectural Fee Distribution - 1 week

Hourly Rate

Hours per Week

Fee per Week

Time on Project %

Total Fee Paid

Architectural Role

Project Director 250 2 $500 5% $20,189

1 x Project Architect (Lead Architect) 190 16 $3040 43% $161,514

1 x Senior Architect (Project Assistant) 130 8 $1040 22% $80,757

1 x Architect (Draftsperson) 90 8 $720 22% $80,757

Non Architectural Admin Support

Office Manager 110 1 $110 3% $10,095

1 x Admin Assistant 65 2 $130 5% $20,189

Total 37 $5540 100% $373,500


‘Risk management is the identification, assessment, and prioritisation of risks followed by coordinated and economical application of resources to minimise, monitor, and control the probability and or impact of unfortunate events or to maximise the realisation of opportunities.’ (igi-global.com, 2015)

4.6.1 RISK RATING MATRIX

Using the ‘risk rating matrix’ in Diagram 7, the project risks have been evaluated in terms of their likelihood and potential impact on the project. For risks rated as moderate to critical, risk minimisation strategies have been developed to manage the risk within the project as identified in Table 21, Risk Management Assessment and Strategy.

The risks have been identified in the following categories:

• Building Performance Related Risks• Client / User Organisational Related Risks• External Related Risks• Own Team / Organisation Risks

4.6.2 MANAGEMENT ASSESSMENT AND STRATEGY SCHEDULE

The following risk management assessment identifies the potential risks to the project and the strategies proposed to minimize those risks, thus ensuring the successful delivery of the Tocal Apiary. (See Table 21 opposite - 6 pages)

4.6 Risk Management

Diagram 8: Risk Rating Matrix


Risk Potential issues Likelihood Impact Rating Mitigation / ManagementSignificant site preparation and earthworks required before construction begins

Geotechnical Consultant may increase costs

Possible Moderate Moderate Undertake surveying and extensive site preparation prior to the tender

Costs exceed budget Engage specialist Geotechnical Consultant (included)

Could incur time delays Undertake early works package to start on the work during the tender process

Prepared detailed earth removal plan

Establish adequate contingency budget

No local contactors with expertise in rammed earth construction experience

Poor design outcomes Likely Moderate High Develop the contract delivery plan so that work can be split between contracts - ie local contractors and specialist construction firm for rammed earth

Budget overruns Ensure risk sits with the contractor

Higher than expected costs due to the possible hire of an interstate contractor

Ensure budgets and time frames can accommodate outsourcing construction to an ‘out of state’ provider

Increased complexities of coordination resulting in errors

Ensure coordination is managed with sufficient resources

Lack of consultant expertise in the design of the wall and adjoining structures

Project not meeting the needs of the key user groups

Likely Major High Ensure key stakeholders ie apiary experts are involved in the design consultation and development phase. Architects consult with apiculture industry experts throughout the deign process

Facility not attracting the targetted users to the site due to facility shortcomings

Independent inspection of workmanship and materials throughout the process

Cost exceeds budget as changes are made to works

Project delay

4.6.2 MANAGEMENT ASSESSMENT AND STRATEGY SCHEDULE: BUILDING PERFORMANCE RISK (TABLE 21)


Risk Management ContinuedRisk Potential issues Likelihood Impact Rating Mitigation / ManagementPotential OH&S issues with integration of the wall and user facilities ie humans and bee cohabitate within the space

Public perception of the facility as unsafe

Possible Catastrophic High Independent OH&S inspection and report

Litigation with the College or DPI if general public get stung

Develop an OH&S manual based on the above report

Costly variations or reconstruction post occupancy

Provide adequate training for all staff

Costs exceeds budget and Project delays

Educate both users and visitors on safety protocols prior to entering the facility

Risk to human life eg if a visitor was allergic to bee stings or if the bees swarmed for some reason

Design and build a ‘suiting room’ off site, prior to people entering the facility.

Ensure first aid facilities /equipment is available on site

Build prototype for live testing

Poor quality construction Failure to achieve project objectives

Unlikely Major Moderate Engage contractors with good reputations for quality workmanship

Poor design outcome Develop prototype to test functional requirements and construction quality

Regular site visits to check the quality of the work

Construct Only Contracts - contractor must construct the works in accordance with the design and specifications, leaving little room for innovation.

Less than optimum design and functionality outcomes

Almost certain

Moderate High Ensure there is adequate consultation between the client, architects, design consultants and contractor (s).

Consideration of alternative tenders can result in some degree of innovation. However, under the Construct Only contract there is no significant potential for innovation during the construction phase.


Risk Potential issues Likelihood Impact Rating Mitigation / ManagementUnforeseen technical issue when building the rammed earth walls

Cost exceeds budget Rare Moderate Low Not expected to occur as the tender process will ensure the Rammed Earth Contractor will be highly experienced.

Project delay

Client changes their mind into the project

Budget overruns Unlikely Minor Low Ensure that approved sign off procedures are in place.

Time delays Ensure that client is aware of budget implications of changes.

Stakeholder confusion an frustration

Ensure all stakeholder groups are kept well informed throughout the process

NSW Dept of Primary Industries pulls out of the project due to changes in funding from the State Government

Budget overruns Unlikely Major Moderate Ensure project decisions have been made based on secure funding

Time delays

Requirement to source additional funding from another source

Job may exceed fixed budget Inability to pay contractors and consultants

Unlikely Major Moderate Get pre-tender estimates on all work

Litigation Identify parts of the design that could possibly be altered or removed

Unfinished works Meet regularly and keep client updated on feasibility and issues as they arise

Disgruntled stakeholders A contingency package has been included in the Cost Plan

Negative media exposure for the NSW DPI and Tocal College

4.6.2 MANAGEMENT ASSESSMENT AND STRATEGY SCHEDULE: CLIENT, USER AND ORGANISATIONAL RISK


Risk Management ContinuedLack of contract administration experience and skills of some team members

Site errors/defects are not picked up

Likely Major High Provide training and mentoring of staff

Frustration of builder Engagement of building specialists

Project delays Maintain good relationship with building contractors

Variations Clear process for issue escalation

Building failure

As this is a new and experimental facility - lack of community /public awareness might negatively impact visitation and use

Loss of potential users and visitors to the facility – reduces business opportunities

Likely Major High Encourage community engagement and participation through the entire process

Reduced revenues Implement a thorough marketing plan that will promote and educate user groups and potential users (work closely with Tocal College and industry bodies) to promote the facility

Negative media exposure

Public /Community confusion about where and what the facility is.

Public / Client frustration Unlikely Moderate Moderate Establish an effective communication strategy with the client to build public awareness of the facility

Reduced revenues Ensure appropriate signage has been implemented at Tocal College

Manage stakeholder expectations

Poor weather conditions, flooding or significant rain delays

Project delays Likely Major High Establish contingency plans to allow other work to occur in the event of weather delays

Undertake surveying and extensive site preparation prior to construction

4.6.2 MANAGEMENT ASSESSMENT AND STRATEGY SCHEDULE: EXTERNAL RISK


POOR WEATHER CONTINUED

Cost exceeds budget Use of a single contractor so that other work can continue during rain delays

Establish contingency allowances within the budget

Delays in local government planning approvals and permits

Project delays Possible Moderate Moderate Allow for time delays during the pre tender stages

Costs exceeds budget Maintain good relationships with local government and council members

Stakeholder frustration Ensure all licenses and necessary insurances are in place

Failure to meet building code requirements

Contractual disagreements

Funding crisis with NSW Government and funding is removed

Project delays Unlikely Major Moderate Develop business case to show why additional or new funding will be required

Inability to complete the project Establish relationships within government so management is aware of possible changes in advance

If procurement strategy included multiple contracts will might allow the project to deal with fluctuations in better in a more appropriate and timely manner

4.6.2 MANAGEMENT ASSESSMENT AND STRATEGY SCHEDULE: EXTERNAL RISK CONTINUED


Project or Senior architect leaves during the project (as running over 3 years)

Loss of project knowledge Unlikely Moderate Moderate Involve another project senior architect (Project Assistant) with enough knowledge and overlap to familiarise themselves with project and stakeholders

Loss and damage to existing relationships

Involve junior staff more heavily in project

Difficulty achieving project deadlines

Ensure good relationships with all staff so that management is aware of possible issues ahead of time

Resource commitment for the client is high as the project is phased over a few years

Construction works to be overseen by a Project Manager on behalf of the client, requiring additional cost and time commitments.

Likely Major High Manage client expectations. Make sure the project is adequately informed of all the implications of a multiple contract, phased construction approach prior to the commencement of the project.

Confirm internal resourcing so this can be managed internally by current staff.

CAD systems being used by consultants are incompatible

Project Delay Likely Moderate Moderate Dictate use of a predominate system

Documentation errors Engage document checker

Cost exceeds budget Make architect liable for documentation errors

Variations

Frustration of all team members

Lack of contract administrative skills of some team members

Site errors/defects are not picked up

Likely Moderate Moderate Project Director is ultimately responsible. Office Manager to oversee Admin Assistant and review contract documents. Training and mentoring of staff.

Frustration of builder Engagement of building specialist

Project delays Clear process for issue escalation

Variations

Building failure

4.6.2 MANAGEMENT ASSESSMENT AND STRATEGY SCHEDULE: OWN TEAM, ORGANISATIONAL RISK

PART 4 DESIGN IMPLEMENTATION | 103Image 15: Tocal Apiary Rammed Earth Walls


Image 16: Visual connection between the Apiculture Centre and Tocal College

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