PCG meetings are usually held monthly. Minutes of all meetings shall be prepared by the PCG and circulated to all members and invitees no later than three working days (electronically or by hardcopy) prior to the meeting. The PCG may require the attendance of other consultants from time to time to report and advise on specialist matters.
The PCG agenda usually includes the following:
Note: A Quorum should be 75% of membership and a member unable to attend meetings may have a nominee attend.
Develop the scope and content of the works to be included in the Project including establishing the budget and program parameters.
Ensure only those functional, cost and program matters contained in the approved brief are implemented and all changes to the brief and budget are sufficiently reported to the Department so as to permit review and approval of such changes.
Develop and endorse the scope and content of the project brief for all Consultants.
Establish User Groups where appropriate.
Direct and monitor the services, responsibilities and duties of the Consultants throughout all stages of the appointment.
PCG should:
Endorse all payments to its Consultants, Contractors and Suppliers. Determine limits for delegated authority for commitment of funds, expenditure of contingency sums and payments (refer to Section: Authorisation and Payments).
Approve the expenditure of all contingency funds within the authorised commitment levels.
The responsibility of the PCG will be to jointly manage the project on behalf of the Health Service/Agency from inception through to financial completion and post occupancy evaluation.
The PCG will be accountable to the Health Service/Agency Board of Management and Regional Director. Although the PCG will have delegated authority for day-to-day management, approval will need to be sought from the agency and DHS to:
The following is a list of responsibilities for the PCG, principal consultant, subconsultants, quantity surveyor and user groups.
This team is responsible for the identification and development of collocation, sharing and integration clinical services opportunities. The tasks to be undertaken will inform the development of the business case and will therefore be a strategic level of planning.
The tasks are as follows:
Opportunities for integration will be developed by the Research Collocation Team for consideration by the Project Team and Steering Committee. It is intended that opportunities outside the project be considered.
This Team is responsible for identifying opportunities and developing plans for research collocation, integration and sharing research partners in this project. The primary objective is to maximise capabilities, synergies and efficiencies that can be achieved from the proposed development. The tasks to be undertaken will inform the development of the Business Case for this project and are therefore at a strategic level of planning.
The Project Manager is to be appointed by the Principal. Services are to include (but not be limited to) the following services, responsibilities and duties (the Architect is normally the Project Manager for projects up to $5 million).
Attend all meetings of the PCG, prepare minutes and circulate to relevant groups and follow up as required to maintain project momentum.
Arrange and chair such progress meetings as are necessary for satisfactory co-ordination of the work with consultants, contractor, sub-contractors and suppliers, etc.
Motivate and co-ordinate the work of the principal consultant and associated sub-consultants, quantity surveyor and other specialist groups.
Ensure all statutory and Government policy requirements are complied with and approvals are obtained as necessary from government, local government and other authorities and bodies having jurisdiction over the project within the required time frame. Obtain modifications to the building regulations when required.
Ensure project meets operational performance requirements including DHS policy fee, environmental energy targets, low maintenance and high reliability needs to support service plan needs.
Attend all meetings of the PCG to report, recommend and advise on matters relating to the construction aspects of the project.
Work with the Agency/Health Service and the Contractor to ensure the commissioning and smooth occupancy of the facility if necessary on a staged basis.
Arrange or assist in co-ordinating any opening ceremonies or media during the project in association with the PCG and Project Co ordinator.
Report to the PCG (incorporating specialist Consultant reports as necessary) normally occurs at monthly intervals or as required on:
Regularly update program schedules and make recommendations on activities to be expedited to meet predetermined completion dates.
Advise the PCG as necessary at all times on public and community relations and industrial relations. Assist in arranging and providing appropriate publicity and promotional material as required.
Ensure that cost plans comply with the budget prepared for the Project by the quantity surveyor including accurate cash flow projections.
Establish costing systems to monitor the expenditure and provide feedback to the PCG.
Establish procedures regarding the issuing of variations, costs-to-completion and keep the PCG fully informed. Prepare submissions for approval of variations by the PCG in accordance with the relevant delegation.
Check that the designs produced comply with the overall cost budget with consideration to operational and maintenance cost efficiency. The designs also, require demonstrational options in energy saving measures.
Ensure that all final accounts are dealt with according to the contract conditions and that all claims are settled.
Develop the master program for the Project from the planning stage to final completion identifying all critical target dates and milestones to meet the established completion dates. This program will consider priorities and constraints that could interfere with the service provision tasks set out by the Project Liaison Officer.
Assess all planning, design and pre-tender construction programs as well as implementation alternatives and regularly update the current status comparing it to the master program for all stages and communicate to all parties.
Monitor design information flow and PCG approvals and ensure that program requirements are being achieved.
Advise the contractor of program procedures and requirements and ensure that program requirements are achieved and include:
Advise on the scope and content of work to be undertaken by consultants and other specialist services which may be required and assist in the selection, negotiations and agreement of consultant professional services engagements.
Direct and administer the work of the consultant team members, including the certification of their accounts for payment by the PCG.
Advise on alternative methods available for the construction of new or refurbished facilities. Assist in the selection and appointment of contractors.
See that the contract documents are properly executed before work starts on site.
Assist in the Expressions of Interest public or selected tenders in association with the consultant team. Prepare a recommended short list of contractors who will be invited to submit detailed tenders on the main contract for the PCG’s approval.
Call and receive tenders, evaluate all tenders received and make recommendations to the PCG regarding the appointment of the contractor, subcontractors and suppliers.
Ensure that the contractor, any subcontractor and supplier have complied with statutory, insurance and the Code of Practice requirements and are fully aware of security requirements necessary during the construction phase.
Ensure that probity and confidentiality are maintained by consultant team throughout the tender and evaluation process. Prepare reports to PCG and the principal to the contract on the recommended tender including an evaluation of submissions, assessment of alternative offers and outcomes of clarification and negotiation with input from relevant professionals including QS, architect and engineer.
Act as Superintendent under the construction contract and ensure all duties are fulfilled such as the issuing of all certificates, ratify any payments required under the Conditions of Contract and Security of Payments Act at the appropriate time.
Ensure that site possession will be available when required (advise on the site requirements including the prior checking of any security, legal or planning restrictions affecting the site).
Ensure all Consultants and Contractors are ‘Registered Building Practitioners’ or suitable equivalent as required by the Building Act 1993 and that they carry appropriate professional indemnity and insurance.
Advise the PCG in writing:
Undertake assessment of risks and issues of ongoing asset management, minimising recurrent costs and maximising ESD principles.
Co-ordinate and undertake value management processes as required by the PCG.
Oversee the completion of design and contract documents for the construction stage in accordance with the agreed quality plan and warrant that they are checked, co-ordinated and comprehensive.
Ensure that the tender contract documents covers the following Government initiatives:
Review the works during the defects liability period and inspect with the architect at the expiration of this time. Release retentions or other form of guarantee at the expiration of defects liability period.
Ensure that adequate access is provided to service installations for ease of maintenance and future replacement.
In conjunction with the Superintendent’s Representative ensure that all quality control and testing requirements are clearly established and documented.
Establish the project requirements on such matters as professional accountability, liquidated damages, insurance requirements, compliance with Government regulations in relation to quality assurance and tendering.
Ensure that documentation of all necessary construction and equipment operating manuals and ‘as built’ drawings, hard copy and electronic copy are supplied to the Principal.
Ensure ‘Plain English’ guides are prepared for all manuals and prepare the commissioning program at the design stage in the project to form the basis of managing the implementation phase.
Arrange for the preparation of equipment and furniture schedules including the tendering, ordering, final placement and performance testing of all reusable and new items in preparation for handover to the Agency.
Where required by the PCG, prepare operational and/or maintenance contracts as part of the project.
Ensure pre-commissioning checks are carried out for the plant, equipment and buildings. Arrange for training, additional commissioning, testing and implementation phasing to suit the requirements of the users.
Arrange for user training in conjunction with handover following certificate of occupancy. User training is to include operation and maintenance of all essential services as per directions of building certification process.
Ensure adequate provision of consultant services to cover commissioning issues and allow for corrective measures, in order to occupy buildings suitable for service delivery.
Evaluate the various planning and operational options (from a functional, cost and time oriented view). Report on capital and recurrent cost ramifications at appropriate stages though the project design and documentation.
Undertake, co-ordinate and recommend action plans from value management study(ies).
Ensure that appropriate equipment and plant operational policies are developed for agency services with recurrent costs within sustainable levels of funding.
Review and develop procedures for monitoring defects liabilities.
Ensure the preparation and development of an asset management plan for the facility annually and for long-term operation. Ensure the maintenance and technical operating manuals are suitable for the task.
Provide advice and develop a program for the carrying out of a Post Occupancy Evaluation at the completion of the defects liability period of the completed project or at a time suitable to the PCG – generally no less than 12 months after handover.
Advise the PCG on other matters associated with the capital redevelopment of the project as detailed in the master plan including but not limited to the use of the balance of the site.
Ensure that the consultants and contractors make adequate personnel available for the execution of their professional obligations, in both the design and implementation areas.
The Architect is appointed by the Principal to provide professional services on the design and implementation phase. For smaller or straightforward projects the Architect will undertake the duties set out above as the project manager responsibilities. The Architect will be a direct appointment by DHS with the day-to-day direction and management by the Project Manager.
The responsibility of the Architect will be as set out in the consultant brief and includes:
The Quantity Surveyor (QS) is appointed to advise on the cost management aspects of the project, and is directly responsibility to the PCG for audit purposes. The Quantity Surveyor is under the day-to-day direction and management of the project manager. The quantity surveyor is normally directly engaged by the Department.
The responsibility of the QS is to:
Subconsultants are normally engaged and appointed by the project manager or architect and are responsible for the planning, design, documentation and inspection of their individual components of the project (under the day to day direction and management of the project manager or architect). Disciplines involved may include engineer (civil, hydraulic, structural, mechanical, electrical etc) ergonomic, geotechnical, heritage, acoustic, industrial hygienist, investment evaluation, kitchen, landscape, town planning and value management consultants.
The responsibility of these consultants is to:
User Groups should comprise staff skilled in the health or service delivery areas. These groups form the main source of user advice to the consultants when determining operational and departmental planning issues around a project. The advice provided by the user group should be fed back through the Health Service/Agency management for review and vetting, where required, prior to reporting the advice to the PCG for their decisions on the outcome.
The user groups are established by the PCG and may be co ordinated by members of the principal consultant. Typical issues that may be discussed and considered are:
User Group input to the project can be sought at several key stages in the project:
This process is aimed to ensure that user input is considered at the earliest time, and that all parties have a clear understanding of the project details before proceeding to the next stage.
Considerable flexibility is used in the liaison between individual staff members and their user group representative. Meetings are held regularly to inform staff of progress and seek staff comments on the project details and/or process.
Consultation also occurs on an individual basis where appropriate and practical.
A brief report to the PCG is required in A4 format will be provided which will include a summary of design changes and their implications, confirmation of cost estimate/budget, cash flow, program, equipment schedule, etc.
A full set of reduced tender drawings (A3 size) showing site, floor, roof and reflected ceiling plans, elevations and sections, together with drawings showing scope of engineering services and structural elements, should be included in the report.