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Description of Revision
Approved By
Issue Date
01
P. Moran
Jan 2010
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Foreword
Fred Barry
Chief Executive
National Roads Authority
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Table of Contents
Description
Introduction
Page
9
Purpose
11
ii
Definitions
12
iii
13
iv
13
17
vi
17
vii
Publicity
18
viii
19
ix
Meeting Types
36
Fast-tracking Schemes
38
xi
Contract Types
39
xii
Decision Register
39
xiii
Document Register
40
xiv
Funding
40
xv
40
Introduction Appendices
45
63
65
1.0
Purpose
66
1.1
66
1.2
Project Management
67
1.3
Project Initiation
68
1.4
69
1.5
70
1.6
71
1.7
73
1.8
74
1.9
74
1.10
75
1.11
76
Phase 1 Appendices
77
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No.
Table of Contents
Description
Page
107
109
2.0
Purpose
110
2.1
Previous Studies
110
2.2
110
2.3
Publicity Requirements
111
2.4
112
2.5
Constraints Study
112
2.5.1
112
2.5.2
Mapping
113
2.5.3
Identification of Constraints
113
2.5.4
114
114
2.6.1
115
2.6.2
117
2.6.3
117
2.6.4
118
2.6.5
120
2.6.6
120
2.6.7
122
2.6.8
123
2.6.9
123
2.7
123
2.8
124
2.9
124
2.10
125
2.11
Planning Implications
125
2.12
126
2.13
Audit Requirements
127
2.14
127
Phase 2 Appendices
129
Phase 3 Design
143
145
3.0
Purpose
146
3.1
146
3.2
146
3.3
148
3.4
150
3.4.1
Archaeology
150
3.4.2
150
2.6
3.5
The Design - Compliance with the Design Manual for Roads & Bridges
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151
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No.
Table of Contents
Description
Page
152
3.7
152
3.8
153
3.8.1
153
3.8.2
154
3.8.3
OPW Consents
154
3.8.4
155
3.8.5
156
3.9
157
3.9.1
157
3.9.2
159
3.9.3
160
3.9.4
161
3.9.5
161
3.9.6
163
3.9.7
164
3.10
165
3.11
166
3.12
166
3.13
167
3.13.1
167
3.13.2
167
3.13.3
168
3.14
Design Report
168
3.15
169
3.16
169
3.17
169
3.18
170
Phase 3 Appendices
171
189
190
4.0
Purpose
192
4.1
192
4.2
193
4.3
193
4.4
194
4.5
EIA / EAR
195
4.5.1
195
4.5.2
196
4.5.3
197
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Description
Page
198
4.5.5
199
4.6
200
4.7
200
4.7.1
201
4.7.2
202
4.7.3
202
4.8
4.9
Approvals
203
4.8.1
NRA Approvals
203
4.8.2
204
204
4.9.1
204
4.9.2
Cross-Border Schemes
205
4.9.3
205
4.9.4
CPO/MO
207
4.10
209
4.11
211
4.12
Audit Requirements
211
4.13
212
4.14
212
4.15
212
Phase 4 Appendices
213
Phase 5 Advance Works & Construction Documents Preparation, Tender & Award
233
Phase 5 Advance Works & Construction Documents Preparation, Tender & Award - Process Maps
235
5.0
Purpose
237
5.1
237
5.1.1
237
5.1.2
238
5.1.3
239
5.1.4
239
5.1.5
Other Consents
240
5.2
241
5.2.1
242
5.2.2
243
5.2.3
Archaeological Services
243
5.2.4
245
5.2.5
246
5.3
246
5.4
246
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Phase 5 Advance Works & Construction Documents Preparation, Tender & Award
(continued)
5.5
247
5.6
247
5.6.1
248
5.6.2
Tender Drawings
249
5.6.3
Tender Documents
249
5.7
250
5.8
250
5.9
Tender Process
251
5.9.1
251
5.9.2
Pre-qualification of Tenderers
252
5.9.3
252
5.9.4
Meetings
253
5.9.5
254
5.9.6
Departure Applications
254
5.10
255
5.10.1
256
5.10.2
256
5.10.3
256
5.10.4
257
5.10.5
257
5.11
258
5.12
258
5.13
259
5.14
Letter of Acceptance
259
5.15
259
5.15.1
259
5.15.2
260
5.15.3
260
5.16
260
5.17
261
5.18
261
5.19
Audit Requirements
262
Phase 5 Appendices
263
287
289
6.0
Purpose
290
6.1
290
6.1.1
291
6.1.2
291
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Risk Management
292
6.1.4
292
6.1.5
293
6.1.6
293
6.1.7
Value Engineering
294
6.2
295
6.3
295
6.3.1
296
6.3.2
296
6.3.3
297
6.4
298
6.5
Archaeology
298
6.6
299
6.7
Final Account
300
6.8
301
6.9
Audit Requirements
302
6.10
302
Phase 6 Appendices
303
313
315
7.0
Purpose
316
7.1
316
7.2
Environmental Requirements
317
7.2.1
317
7.2.2
317
7.3
318
7.4
Residual Network
319
7.4.1
Sign Declassification
319
7.4.2
319
7.4.3
320
7.5
321
7.5.1
321
7.5.2
321
7.5.3
321
7.6
322
7.7
323
7.8
324
7.9
Post-Project Review
324
7.10
Audit Requirements
325
7.11
325
Phase 7 Appendices
327
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NATIONAL
A
ROADS AUTHOR
RITY
INTRODU
UCTION
E
Phase 2 ROUTE SELECTION
Phase 3 DESIGN
CTION DOCU
UMENTS
Phase 5 ADVANCE WORKS & CONSTRUC
PREPARATTION, TEND
DER & AWARD
M
TION
Phase 6 CONSTRUCTION & IMPLEMENTAT
Phase 7 HANDOVE
ER, REVIEW & CLOSEO
OUT
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Introduction
Notes
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Introduction
Purpose
These Guidelines outline a framework for the phased approach to the development,
management and delivery of Major National Road Schemes in Ireland. The
Guidelines are structured so as to ensure consistency in this approach throughout
the entire National Road Network.
The Guidelines divide the evolution and progression of the Scheme into 7 Phases as
illustrated in Figure A below:
Figure A
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Introduction
2000
Definitions
A List of Definitions and Acronyms for words and phrases referred to in these
Guidelines in contained in Appendix A0.1. It should be noted that certain words and
phrases have been omitted from this List as they are more appropriately defined
elsewhere (e.g. Project Brief is defined in the NRA Project Appraisal Guidelines,
Environmental Impact Assessment is defined in the NRA Environmental
Assessment & Construction Guidelines etc.)
In addition, detailed descriptions of the principal NRA Service Units and key
stakeholders are contained in this Introduction (Section viii Management Structure
Roles & Responsibilities)
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iii
Introduction
It is intended that the NRA Project Management Guidelines will be utilised as the
main guidance document with regard to the management of all National Road
Projects from initial inception through to planning, execution and closeout.
However, these Guidelines should also be read in conjunction with other published
NRA Guidelines including, but not limited to, those listed hereunder. References to
these other Guidelines are made within the 2010 NRA Project Management
Guidelines as appropriate.
NRA
Construction
Administration Manual
Contract
These Guidelines, together with other Guidelines, Circulars, Standards and Policy
Documents are available from the National Roads Authority website www.nra.ie
These documents form a hierarchy, with the NRA Project Management Guidelines
placed as the overarching document as illustrated in Figure B hereunder.
Figure B
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iv
Introduction
Pillar 2
Conditions of Engagement
Pillar 3
Pillar 4
Guidance Notes
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DEPARTMENT OF FINANCE
CAPITAL WORKS
MANAGEMENT FRAMEWORK
Introduction
2010 NRA
PROJECT MANAGEMENT
GUIDELINES
GCCC
STANDARD CONDITIONS OF
ENGAGEMENT
Appraisal
Approval in Principle
Phase 1
SCHEME CONCEPT
&
FEASIBILITY STUDIES
Stage I
Feasibility Study /
Preliminary Report
Stage 1
Planning
(Initial)
Phase 2
ROUTE SELECTION
Phase 3
DESIGN
Stage II
Design
Stage 2
Phase 4
Planning
(Developed)
EIA / EAR
& THE STATUTORY PROCESSES
Phase 5
Tender
Stage 3
Implementation
Stage 4
Review
Phase 6
CONSTRUCTION &
IMPLEMENTATION
Phase 7
HANDOVER, REVIEW
& CLOSEOUT
Stage IV
Construction
Stage V
Handover of Works
Figure C
Interaction between the Stages of Development within the
Capital Works Management Framework, the 2010 NRA Project Management
Guidelines and the GCCC Standard Conditions of Engagement.
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Introduction
Figure D
Interaction between Capital Works Management Framework
Project Review Requirements, as per GN 1.1 Project Management, and the 7
Phases of Development of the 2010 NRA Project Management Guidelines.
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Introduction
Throughout these Guidelines reference will be made to both Mandatory and Advisory
Elements of the Guidelines. These Mandatory and Advisory Elements are described
further in Figures E and F hereunder.
Mandatory Elements
Figure E
Advisory Elements
Certain items presented in the NRA Project Management Guidelines are
considered Best Practice Advice and should be complied with, where
practicable. Such items are classified as Advisory Elements and are
presented in a text box shaded blue and accompanied by the symbol on the
left.
Figure F
vi
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Introduction
that specific project. The NRA Inspector will advise of the requirements of the
guidelines.
It should be noted that in certain circumstances, the NRA may assume the role of
design lead for the Scheme rather than the Local Authority and in these
circumstances, the role of the Project Manager and other Local Authority
stakeholders will be carried out by the NRA and their Consultants directly.
In relation to Public-Private Partnership (PPP) Schemes, specific guidance in relation
to the development of these schemes through Phases 5 to 7 will be provided directly
by the NRA PPP Units.
vii
Publicity
All Road Schemes will be required to provide information to the general public at
certain stages during development. The National Roads Authority has protocols that
must be followed when submitting information about a Scheme into the public
domain. The Project Manager should liaise with the NRA Communications Unit in
order to comply with these protocols.
It is expected that the NRA will receive many queries from members of the public
and from the media in relation to the Road Schemes under its control. However,
during the day-to-day operation of individual Schemes, the NRA will rely upon the
individual Design Team and/or Project Manager to assist in dealing with these
queries. In this regard, the Project
Manager should liaise with the NRA
Inspector and NRA Communications
Unit in order to provide a coordinated
response to such queries during all
phases of a Schemes development.
A newsletter / progress update should
be prepared for each scheme and
submitted to the NRA and intervals to be
agreed with the NRA Regional Manager.
The following Road Scheme Documents
will be published both in Irish and in English:
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viii
Introduction
Figure G
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Introduction
The NRA has overall responsibility for the planning, construction, supervision and
maintenance of the National Road Network. Priorities within the Roads Improvement
Programme are determined by the Authority, taking account of the overall policy for
National Roads as decided by Government centrally in programmes such as the
National Development Plan and Transport 21.
Local Authorities, in their role as statutory road authorities, undertake the detailed
planning of individual road projects and are responsible for compliance with legal
requirements and procedures in respect of compulsory acquisition of land and
environmental impact assessments.
In recent years, to bring greater efficiency to the process, the NRA, in conjunction
with Local Authorities, has established National Road Design Offices (NRDOs)
around the country with responsibility for the planning and delivery of Major Road
Projects. The NRA allocates funding to Local Authorities to meet the costs involved.
The purpose of this section is to set out the roles and responsibilities of both the
National Roads Authority and the various Stakeholders associated with the delivery
of Major Projects. The Key Stakeholders for a typical Major Project are shown in
Figure H hereunder.
NATIONAL ROADS AUTHORITY
SENIOR ENGINEER
N.R.D.O.
PROJECT
SUPERVISOR
DESIGN PROCESS
CONSULTANT
ENGINEER
(IF REQUIRED)
LEAD ENGINEER
NRA
ENGINEERING INSPECTOR
PROJECT
MANAGER
LOCAL
AUTHORITY /
LEAD AUTHORITY
DIRECTOR OF
SERVICES
Figure H
DESIGN TEAM
LOCAL AUTHORITY
LIAISON OFFICER
(IF REQUIRED)
The National Roads Authority fulfils the role of Sanctioning Authority, Senior
Responsible Owner, Project Sponsor and, in certain circumstances, Sponsoring
Agency as outlined by the Capital Works Management Framework (CWMF). Its
functions shall include, but not be limited to, those outlined hereunder.
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It should be noted that, for ease of reference, the person fulfilling the combined role
Project Co-ordinator/Project Manager will be referred to as Project Manager
throughout these guidelines. Furthermore, these guidelines have been written on the
basis that the role of Sponsoring Agency is fulfilled by a Local Authority.
The Sponsoring Agencys functions shall include, but not be limited to, the following:
Overall planning and management of the Project;
Gaining approval from the Sanctioning Authority for the original proposal and for
any subsequent changes;
Nominating and appointing a Project Coordinator and/or Project Manager;
Sanctioning the appointment of the members of the Client Design Team including
Consultants;
Sanctioning the appointment of a Contractor for the Main Construction Contract
Assuming the role of Employer and Contracting Authority during the execution of
Public Works Contracts.
To ensure a successful Project outcome, the Sponsoring Agency needs to ensure
that sufficient resources are made available.
National Roads Authority
The following is a list of the Service Units within the National Roads Authority who
assist in the management and delivery of Major National Road Schemes:
Major / Special Projects / NRDO Unit
The delivery of Major Road Improvement Schemes lies with the Major Projects Unit
of the NRA. This unit reports to the Head of Engineering Operations and consists of
Regional Managers and Engineering Inspectors.
Regional Manager (Majors)
The Regional Manager (Majors) has overall managerial responsibility within the
National Roads Authority for delivery of Major Projects on time and within Total
Scheme Budgets. The time lines and budgets are identified and set by the
Programme Management Unit as necessary for the delivery of projects in
accordance with Government policy documents such as Transport 21 and the
National Development Plan. The Regional Managers (Majors) must take
cognisance of NRA policies in delivery of the Major Projects. The Regional
Managers are also responsible for the NRDOs in their region. The Regional
Manager oversees and directs the Engineering Inspectors for their respective
functional areas which are assigned by the head of Major Projects.
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Setting the framework, through the NRA Project Appraisal Guidelines, for
assessing whether Road Schemes provide Value for Money;
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Introduction
The NRA Procurement Unit also has responsibility for ensuring that all Works and
Service Contracts are prepared in accordance with the Department of Finance
CWMF Standard Forms of Contract for Public Works (PW-CF1 to PW-CF9) and the
Standard Conditions of Engagement for Consultancy Services (COE1 & COE2). In
this regard, the NRA Procurement Unit has developed generic worked examples of
Contract Documentation and Support Information for use on all NRA Schemes. This
information is available for download via a secure extranet. Standardised tender
documentation and guidance notes should be obtained directly from the CWMF
website (www.constructuionprocurement.gov.ie).
The Project Manager shall ensure that all Public Works Contracts and Public
Services Contracts for a Road Improvement Scheme are awarded in accordance
with the above-mentioned legislative and policy requirements and in accordance with
the Standard Forms of Contract and Conditions of Engagement.
Structures Unit
The purpose of the Structures Unit is to provide technical support to the Roads
Inspectorate and NRDOs on all matters relating to bridges and other road structures,
including retaining walls, culverts, overhead sign gantries etc. The functions of the
Structures Unit include, but are not limited to, the following:
Liaising with consulting engineers and
local authorities in the development of
Bridge Preliminary Reports;
Implementing
technical
approvals
procedures for bridge structures;
Co-ordinating between Local Authorities
and Iarnrd ireann where schemes
interface with the Rail network;
Approving
relevant
tender
documentation for conventional, Design
& Build and PPP forms of contract;
Participating in tender process for D&B and PPP schemes including aesthetic review;
Monitoring of bridge structures during the construction phase.
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Introduction
Communications Unit
The Communications Unit within the National Roads Authority implements a
proactively based day-to-day communications plan that emphasises accountability
and accessibility to the general public utilising all main communications channels
(Press, Web, Radio, TV, Signage, Public Events, Publications etc.).
As an organisation the NRA continually offers a relevant flow of information to the
general public through specialised in-house representation (Engineering,
Environmental, Public Policy, Archaeology, Planning, ITS, Safety, Research). This
strategy allows the general public to be reassured that the professionals within the
NRA not only understand the issues at hand, but can effectively resolve the matter in
question and achieve the greater organisational goals which are set out for the NRA
by the Department of Transport.
The Communications Unit should be notified of upcoming key milestones such as:
Public Consultations;
CPO / MO and/or EIS Publications;
CPO Confirmations and EIS Approvals by An Bord Pleanla;
PIN Notices / Invitations to Tender / Contract Awards;
Contract Signings;
Official Openings.
The Communications Unit has developed Guidelines for Official Road Openings. The
Project Manager should obtain a copy of these Guidelines from the Communications
Unit in advance of a Road Opening Ceremony in order to comply with NRA
Requirements.
Archaeology Unit
Archaeology is a major component of any road scheme,
and is directly managed by the NRAs Archaeology
section with a view to meeting statutory obligations,
observing best practice, controlling costs, contributing to
the efficient delivery of road schemes and disseminating
the results of NRA-funded archaeological investigations.
The Archaeology section is responsible for the
management of the archaeological implications of
national road projects. The management function is
dictated by requirements in An Bord Pleanla approvals
(including comprehensively reviewing EISs), as well as
environmental and national monument legislation; in particular, conditions
(Ministerial Directions) imposed by the Minister for the Environment, Heritage and
Local Government as to how archaeological excavations are conducted and newly
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Introduction
discovered sites and features are dealt with. These management functions are
exercised through assisting in the procurement and management of archaeological
consultants and, where appropriate, the works are undertaken directly by the NRA
Archaeological Unit.
The primary objective is to complete all archaeological works in advance of the
commencement of construction so as to minimise the Authoritys exposure to risk
and to minimise the consequential exposure to costs. This is of particular relevance
to Design and Build contracts and Public-Private-Partnership (PPP) contracts.
It is also a key objective to ensure that the vast quantity of information created by the
Authoritys work can be realised to its full potential and that the knowledge generated
feeds back not only into the decision making and project planning process, but also
that this knowledge is disseminated to the general public.
Environment Unit
The Environment Unit is charged with
the responsibility of formulating the
NRAs environmental policy for Major
Road Schemes, ensuring that such
policy is in compliance with legislative
requirements and, where feasible,
national and international policy.
The Project Manager is responsible for
ensuring the production of a satisfactory
Environmental Impact Statement (EIS)
in compliance with statutory obligations, including comprehensively reviewing EIS
drafts. This work involves the co-ordination of comments from the NRA Environment
Unit and the management of EIS revisions. In order to ensure the application of the
Authoritys policy and to assist NRDOs/Local Authorities in the preparation of a
consistent and comprehensive EIS, the Environment Unit now provides
comments/feedback on final drafts of an EIS (see NRA Circular No. 05/2006).
Project Teams are reminded that responsibility remains on the team and
experts in the relevant areas to address the key environmental issues
identified during planning and design of the scheme. The NRA Environment
Unit will raise issues that are pertinent to the scheme based on their collective
experience nationally but are not to be used as a substitute to the experts who
have responsibility for compiling the EIS.
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submitted should be electronically copied to the Engineering Inspector for the Major
Project. Failure to comply with EU requirements could lead to the EU funding being
withdrawn.
The Department of Finance has particular requirements in relation to NDP-funded
schemes and the EU / NDP Unit should be consulted in order to comply with these
requirements.
Network Management Unit
The Network Management Unit is charged with the responsibility of the effective
delivery of the Authoritys programme of works on the national road network in terms
of its ongoing development, maintenance and operation in a safe, cost effective and
sustainable manner, and in compliance with prescribed procedures, standards and
policy.
The unit is currently divided broadly into two groups dealing with Pavement and
Minor Improvement & Maintenance and Network Operations.
Pavement, Minor Improvement & Maintenance has responsibility for Pavement,
Minor Improvements, Routine Maintenance, Winter Maintenance, Asset
Management including Condition Surveys and Regional and Local Roads.
Network Operations has responsibility for Network Resigning and Signing and Lining
Programmes, Intelligent Transport Systems and Operations, Motorway Service
Areas, Speed Limits, Planning, Incident Planning and GIS
Local Authority (Lead Authority)
In general the Local Authority in whose administrative area a major project is
situated is deemed to be the Road Authority for that scheme. When a Scheme
crosses a number of Local Authority administrative areas, it is a normal requirement
that an Agreement be made in accordance with Section 85 of the Local Government
Act 2001, whereby one Local Authority assumes responsibility for the entire Scheme
and will be referred to as the Lead Local Authority. When it appears to the NRA that
such an agreement is necessary it may request the Local Authorities involved to
enter into such an Agreement.
The Lead Authority will normally assume the role of Contracting Authority for all
Works and Services Contracts and the role of Employer in the case of the Main
Construction Contract, unless otherwise agreed by the NRA.
Director of Services
The Director of Services (DOS) is a member of the Steering Group for the Scheme.
The DOS of the Lead Authority is also a key coordinator between the NRA and the
Local Authority. The DOS of the Lead Authority is responsible for requesting
approval from the NRA to set the Local Authority Project Budget for each project
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Introduction
within his/her remit. Once a Local Authority budget for a scheme is approved at
contract award, the Director of Service is responsible for ensuring that the project
remains within this approved budget on behalf of the Local Authority, and to approve
requests for any changes to the approved budget. The Director of Service is also
responsible for Change Order Requests as part of the Main Construction Contract.
Project Liaison Officer
The Project Liaison Officer (PLO), whose appointment or nomination shall be agreed
with the NRA, acts as a liaison between the landowners, the Local Authority and the
Contractor. The PLO endeavours to ensure the early delivery of accommodation
works agreements so that these may be incorporated into the Contract in advance of
the appointment of a Main Construction Contractor. The PLO also liaises with the
landowners during the course of the Contract. In cases where two or more Local
Authorities are affected by a Scheme, the PLO will also act as liaison between the
Lead Local Authority and the other Local Authorities.
Further details on the role of the PLO are included in Appendix A4.3 of these
guidelines. Where a dedicated Project Liaison Officer is not appointed for a Scheme,
this role shall be fulfilled by the Project Manager.
National Road Design Offices
The National Road Design Offices (NRDOs), were established in partnership
between the NRA and the Local Authorities to oversee the delivery of Major Road
Improvement Schemes as part of the National Roads Programme. In addition to this
role, the NRDOs now provide services over a wide range of areas for the NRA such
as minor works design, pavement works design, road safety works, bridge
management, and network management (including signs and maintenance).
Each NRDO is managed by a Management Steering Group, which consists of the
County Managers and Directors of Service from the relevant Local Authorities, the
NRDO Senior Engineer, the Chief Executive of the NRA, Head of Engineering
Operations, the Regional Manager (Major Projects) and/or the Engineering Inspector
(Major Projects). The following section outlines the key roles of NRDO personnel in
the delivery of Major Schemes.
Senior Engineer (NRDO)
The Senior Engineer (SE) of the NRDO has overall responsibility for the
performance and management of the NRDO. The Senior Engineers duties in
relation to Major Projects include, but are not limited to, the following:
Setting, in conjunction with the Regional Manager for specific projects, Annual
Targets (Time & Budget) for all major projects within the office at the
commencement of each year;
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Introduction
Notifying Targets to the Regional Manager with overall responsibility for the
particular NRDO;
Setting out procedures within the NRDO to ensure that each Project Manager is
aware of his/her responsibilities;
Setting out the NRDO procedures to deliver their schemes in accordance with
NRA policies and guidelines;
Ensuring that all requests for project information received from the NRA is
forwarded to the NRA within a reasonable or specified timeframe;
Ensuring that all information communicated to the National Roads Authority on
major schemes is copied to the relevant Engineering Inspector. When requested
by the Local Authority for submissions on issues relating to National Roads, the
Senior Engineer is responsible for ensuring that such submissions always reflect
NRA policies and guidelines on such issues, e.g. planning, signage, access, etc.
Project Manager
The Project Manager, typically a Senior Executive Engineer in the NRDO, will be
assigned a project or projects by the Senior Engineer and will ensure that the Project
is delivered on time, within budget and to the required standards and specifications.
The Project Manager is also responsible for managing the work of the in-house
Design Team and/or external consultants and the site supervisory team, allocating
and utilizing resources in an efficient manner and maintaining a co-operative,
motivated and successful team. The Project Managers duties in relation to Major
Projects include, but are not limited to, the following:
Proactively manage delivery of the project by meeting annual targets and tracking
time and costs;
Develop and maintain the Project Execution Plan as described in Section 1.5 of
these Guidelines;
Oversee overall progress and use of resources, initiating corrective action where
necessary;
Oversee the appointment of External Consultants, as required;
Monitor project progress and performance;
Manage Project deliverables in line with the Project Execution Plan and check all
documentation produced for publication for compliance with NRA policies,
guidelines and requirements in advance of submission to the NRA;
Produce and submit all deliverables in accordance with NRA Requirements;
Liaise with and provide status reports to the Sponsoring Agency / Steering Group
and Stakeholders and ensure the project meets their needs;
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Introduction
The Project Manager may, as agreed with the NRA Regional Manager and Director
of Services, delegate some or all of his/her functions to a Project Engineer for the
Construction Stage (PECS) during Phases 6 and 7.
Task Managers
The Project Manager will be required to appoint a number of Task Managers to the
Scheme who will assist in the design, development and implementation of the
Scheme through all Phases of
development. Task Managers will
generally be divided into three
categories:
a) External Consultants
b) In-House Design Team
c) Site Supervisory Team
a)
External Consultants
The duties of the External Consultants (including Lead Engineer) shall be set out in
their Conditions of Engagement. The consultants shall be responsible for the content
of all documentation they are required to prepare for a Scheme. Where required, and
subject to prescribed thresholds, External Consultants shall be appointed in
accordance with the Standard Conditions of Engagement for Consultancy Services
as outlined in Section 1.6 of these Guidelines
b)
For some Schemes, the Project Manager will have an In-House Design Team
available, comprising NRDO Engineers and Technicians, which will carry out some
aspects of the Scheme Design and/or supplement the work of External Consultants.
The Project Manager shall ensure that the roles and responsibilities of the External
Consultants and the In-House Design Team are clearly defined in order to avoid any
overlap or conflict between them.
c)
During the course of the Main Construction Contract it will be necessary to appoint
an Employers Representative and Site Supervisory Team to monitor the Execution
of the Works on behalf of the Employer. Further details on the Site Supervisory
Team are provided in Section 5.16 of these Guidelines.
All communications between the Task Managers and the NRA and other
stakeholders shall be made through the Project Manager.
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ix
Introduction
Meeting Types
There are effectively 2 distinct stages in the provision of any Road Scheme. Firstly,
the Planning & Design and secondly, the Construction of the Scheme. Planning
and Design comprises the development of the scheme from inception at Phase 1
through to the Planning and Statutory Processes at Phase 4.
Construction can broadly be defined as the procurement of a Contractor at Phase 5
and the building and close-out of the Scheme at Phases 6 and 7. Both the Planning
and Design and Construction stages demand different types of meetings that are
best suited to the delivery of the specific aims, objectives and goals of the phases
concerned.
For schemes managed by the National Roads Authority, which do not directly involve
the Local Authority, certain meeting types as described hereunder may not be
required.
A summary of the meeting types is provided hereunder and sample templates for
meeting agendas are contained in Appendix A0.3.
Management Meetings
Management Meetings for the region and/or County/City, should take place at least
once annually, preferably in the early part of the year so that finance and objectives
for the coming year can be discussed. These involve the principles of the Local
Authority(s) involved, senior management of the NRA and the Senior Engineer in
charge of the NRDO. These meetings discuss the schemes relevant to both
Authorities and the operating status of the NRDO in assisting in the delivery of the
various schemes. An outline of the content of the typical report to be prepared in
advance of this meeting is given in Appendix A0.3.
Phases 1-4 Planning & Design
The meetings that generally take place will be divided into 3 broad categories.
1.
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Introduction
2.
3.
2.
3.
Site Progress Meetings (Phase 6 only). These meetings are attended by the
Lead Authority, the Employers Representative, Consultant and the Contractor
to discuss issues that affect progress, health and safety, quality control and
other issues as they arise. These meetings are held monthly or as agreed
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Introduction
Fast-tracking Schemes
The requirement for a dedicated team from the service providers, i.e. team
members working solely on the commission in hand, with commitment from
the company senior management that the appointed staff will not be
employed on any other commissions for the specified period/delivery time.
Use of NRDO and Local Authority staff to supplement project tasks better placed
within their remit.
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Introduction
The decision to fast-track a Scheme requires the prior approval of the NRA Regional
Manager as significant costs could arise in the delivery of same given the need to
resource appropriately. Fast-tracking may apply to any scheme at any phase in
development should the need arise.
xi
Contract Types
All Contract Types used on NRA-funded Schemes, where such contracts are
advertised by means of public tender, shall use the Department of Finance CWMF
Standard Forms of Contract for Public Works (PW-CF1 to PW-CF9) and the
Standard Conditions of Engagement for Consultancy Services (COE1 & COE2).
Refer to the roles and responsibilities of the NRA Procurement Unit as outlined in
Section viii of these guidelines for further details.
The Project Manager shall liaise with the NRA Inspector to ensure that the
appropriate Form of Contract is used for all Contracts awarded on a particular
Scheme.
xii
Decision Register
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xiii
Introduction
Document Register
Funding
The NRA Project Management Guidelines were first published in March 2000. Since
then other NRA Guidelines and Manuals have been issued which have impacted on
the Project Management of Major Road Schemes. These include:
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Introduction
The 2010 NRA Project Management Guidelines incorporate the key requirements of
these various Guidelines and Publications, together with Best Practice and Lessons
Learned since the 2000 edition of the Guidelines.
The principal difference between the 2000 NRA Project Management Guidelines and
the 2010 Edition is the restructuring and renaming of the Project Management
Phases, as illustrated in Figure I overleaf.
The former Phase 1 Overall Project Planning has been renamed Phase 1 Scheme
Concept & Feasibility Studies. It incorporates the introduction of a Scheme
Feasibility Report for certain Schemes. It also incorporates the development of a
Project Execution Plan into the Project Management Process to replace the Phase
Questionnaires used in the 2000 Edition of the Guidelines, which are now
discontinued.
The former Phase 2 Constraints Study and Phase 3 Route Selection have now been
amalgamated to form the new Phase 2 Route Selection. The former Constraints
Study Report is no longer a formal deliverable but instead forms part of the Route
Selection Report. The selection of the Preferred Route Corridor is now a three stage
process:
Stage 1 Preliminary Options Assessment
Stage 2 Project Appraisal of Route Options
Stage 3 Selection of Preferred Route Corridor
The former Phase 4 Preliminary Design / Land Acquisition Procedures has now been
divided into two separate Phases Phase 3 Design and Phase 4 EIA/EAR & The
Statutory Processes. The separation of the design from the Statutory Processes
allows scope for greater progression of the Scheme design without initiating the
Statutory Processes. The Review of Geometric Parameters which took place at the
former Phase 4 has been replaced by the Geometric Parameters Report at Phase 3
Design. The use of Design Working Papers are now required as part of the Design
Process and these in turn form the basis of the Scheme Design Report. Provision is
also made for developing/progressing Phases 3 and 4 concurrently using the FastTrack Process.
The former Phase 5 Construction Documents Preparation / Tender / Award has been
restructured to include provisions for Advance Works Contracts and has due regard
to the CWMF Standard Conditions of Engagement and Standard Forms of Contract.
It has been renamed Phase 5 Advance Works & Construction Documents
Preparation, Tender & Award.
The former Phase 6 Scheme Construction has been renamed Phase 6
Construction & Implementation and incorporates the requirements of the NRA
Construction Contract Administration Manual and the role of the Employers
Representative under the CWMF Forms of Contract.
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The former Phase 7 Final Account / Closeout has been re-structured to incorporate
Post Project Reviews and has been renamed Phase 7 Handover, Review &
Closeout.
The purpose of each Phase is clearly outlined at the beginning of each chapter and a
logic diagram, referred to as a Process Map, is also provided at the start of each
chapter to summarise the key steps for each Phase. These logic diagrams are
colour coded to distinguish between Project Management (green), Project Appraisal
(orange) and Cost Management (blue) requirements. The colour coding is similar to
that used in Figure J overleaf.
Each Phase requires a number of deliverables to be produced and approved before
the scheme can progress further. Details of these deliverables are provided in
Section 1.4 and are summarised in Figure J overleaf.
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2010 NRA
PROJECT MANAGEMENT
GUIDELINES PHASES
Phase 1
SCHEME CONCEPT
& FEASIBILITY STUDIES
Introduction
2010 NRA
Project Management
Guidelines Deliverables
NRA
Project Appraisal Guidelines
Deliverables
Project Brief
NRA
Cost Management Manual
Deliverables
Phase 2
ROUTE SELECTION
Phase 3
Design Report
DESIGN
Phase 4
CPO / MO Documents
Business Case
Updated Traffic Modelling Report
Phase 5
Tender Documents
(Main Construction Contract)
Phase 6
CONSTRUCTION &
IMPLEMENTATION
Tender Report
Phase 7
HANDOVER,
REVIEW & CLOSEOUT
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Introduction
INTRODUCTION
APPENDICES
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Introduction
Item
Definition
Definitions
Design Team
Fast-tracking
Fast-track
Project
Co-ordinator
Framework Matrix
Lead Engineer
Main
Construction
Contract
Programme
Project
Project
Matrix
Appraisal
Project Co-ordinator
The person, usually an NRA Inspector, assigned responsibility for the decision
making process on behalf of the Sponsoring Agency
Project
Plan
Execution
The core document for managing a Project throughout its lifecycle, which
outlines the policies, standards, procedures and controls to be used and
provides a concise description of the Project scope and objectives.
Project Management
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Introduction
Item
Definition
Project Manager
PSCS
Project Supervisor for the Construction Stage as defined in the Safety, Health
& Welfare at Work (Construction) Regulations, 2006
PSDP
Project Supervisor for the Design Process as defined in the Safety, Health &
Welfare at Work (Construction) Regulations, 2006
Scheduled Lands
Scheme
For the purposes of these Guidelines only, a Scheme is defined as any NRAfunded Road Improvement Project / Road Development Proposal which is
subject to requirements of the NRA Project Management Guidelines
Scope
The total number of work elements, categorised under the principal headings
of Time, Cost and Quality, required to complete a Project
Task Manager
Cumulative Costs associate with full replacement and/or maintenance over the
Design Life of the Scheme
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Introduction
Item
Definition
Acronyms
AADT
AGS
ASI
CBA / COBA
CMM
CPO/MO
CWMF
D&B
DMRB
DTM
DOEHLG
EAR
EIA
EIS
ER
Employers Representative
FOSD
GCCC
GI
Ground Investigations
GSI
HGV
HSA
ITM
ITS
LA
Local Authority
LMA
MCC
NHA
NRA
MO
Managers Order
NPWS
NRDO
OPW
OSI
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Introduction
Item
Definition
PABS
PAG
PECS
PEP
PLO
PPP
Public-Private Partnership
PM
Project Manager
PRS
RMP
RSIA
SAC
SPA
SSD
TC
Target Cost
TSB
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Introduction
50
60
80
100
YES
NO
YES
NO
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Introduction
2.0
Office Workload
Summary (in tabular form) for each scheme in current year including
Summary (in tabular form) for each scheme in subsequent year(s) including
Scheme Description (name, length road type etc.)
Revised Targets for subsequent years
Revised Resource Allocation
Future Grant Allocation sought to achieve targets
3.0
4.0
Staffing Levels
NRDO Staff Existing versus Approved Staff complement
Other Staff Including Local Authority Liaison staff, NRA Staff etc.
Projected
Expenditure
Expenditure to
Date
Actual v
Projected (%)
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5.0
Introduction
AOB
Next Meeting
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Introduction
2.0
3.0
4.0
Progress
Project Manager Reports
Recommendations
5.0
Programme
6.0
Finance
AOB
Next Meeting
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Introduction
2.0
3.0
4.0
Progress
Project Manager Reports
Review of Technical Reports / Deliverables
5.0
Programme
6.0
PEP Reviews
7.0
Design Issues
8.0
Landowner Issues
9.0
Environmental Issues
AOB
Next Meeting
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Introduction
2.0
3.0
Programme
4.0
Pre-qualification Evaluation
Interviews
Short-listing Report
5.0
Specimen Design
Geometry
Horizontal & Vertical Alignments
Junctions
Drainage
Accommodation Works
Ground Investigation
6.0
AOB
Next Meeting
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Introduction
2.0
3.0
Progress Report
4.0
Progress v Programme
5.0
Collateral Warranties
6.0
Design Submissions
Submission Schedule
Submission Procedure
Departure Applications
7.0
Mobilisation
8.0
9.0
Payments
10.0
Traffic Management
11.0
12.0
13.0
14.0
Construction Issues
Design Issues
15.0
Surveys
16.0
17.0
Progress Photographs
AOB
Next Meeting
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Introduction
2.0
3.0
4.0
5.0
Progress v Programme
6.0
Finance
7.0
8.0
9.0
Departure Applications
10.0
Resource Allocation
11.0
Construction Issues
12.0
Design Issues
13.0
14.0
Weather Conditions
15.0
Risk Management
AOB
Next Meeting
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Introduction
2.0
3.0
Handover Requirements
As Built Drawings & Documents
Safety File
Environmental Operating Plan
Confirmation of Completion of Environmental Commitments
4.0
5.0
6.0
Site Supervision
Demobilisation
Arbitration
Archaeology
Completion of outstanding Reports
Residual Network
Sign Declassification
Final Outturn
Projected Outturn Dependencies / Obstacles to Completion
Post-Project Review
7.0
8.0
AOB
Next Meeting
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Introduction
Responsible for reporting directly to the Senior Engineer (NRDO) and for
reporting on progress (including any ongoing issues) to the NRA.
Fulfil a key role in avoidance of conflict and in conflict resolution between all
stakeholders.
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Decision Approved?
Y/N
0.5
No.
Working Document
Date
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File Location
Introduction
Follow up Action
Required? Y/N
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Date
Date
Working Document
No.
Outgoing Documents
No.
Incoming Documents
To
From
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Subject
Subject
Author /
Document Ref.
Author /
Document Ref.
File Location
File Location
Reply Ref.
Reply Ref.
Reply Received?
Y/N
Reply Required?
Y/N
Introduction
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Introduction
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NATIONAL
A
ROADS AUTHOR
RITY
P
Phase
1 SCH
HEME CO
ONCEPT
T&
FEA
ASIBILITY
Y STUDIIES
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
Phase 5 ADVANCE
E WORKS & CONSTRUC
CTION DOCU
UMENTS
PREPARATION, TEND
DER & AWARD
Phase 7 HANDOVE
ER, REVIEW & CLOSEO
OUT
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Phase 1
Scheme Concept & Feasibility Studies
Notes
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Phase 1
Scheme Concept & Feasibility Studies
No Further
Action Required
No
Yes
Project Feasible
Yes / No
Yes
Feasibility
Study Required
Yes / No
No
Project Management
(Ref 1.2)
CWMF
PROJECT REVIEW 1
(Red Review)
Per GN1.1
(Ref 1.3)
Project Initiation
(Ref 1.3)
Project Programme
& Objectives
(Ref 1.4)
Appointment of
Service Providers
(Ref 1.6)
CWMF
LEGEND
NRA
PROJECT MANAGEMENT GUIDELINES
PROCESS & DELIVERABLES
PROJECT REVIEW 2
(Amber Review)
Per GN 1.1
(Ref 1.10)
Design Team
(Ref 1.2)
Procurement Strategy
(Ref 1.10)
NRA
PROJECT APPRAISAL GUIDELINES
PROCESS & DELIVERABLES
NRA
COST MANAGEMENT MANUAL
PROCESS & DELIVERABLES
CWMF
PROJECT REVIEW
(RED REVIEW)
Deliverables &
Approval to Proceed
(Ref 1.11)
SANCTION FUNDING FOR DESIGN
CWMF
PROJECT REVIEW
(AMBER REVIEW)
Working Document
Proceed to
Phase 2 ROUTE SELECTION
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Phase 1
Scheme Concept & Feasibility Studies
Purpose
The purpose of Phase 1 is to identify the need for a Scheme and to establish a
Project Management Structure for the Scheme including the appointment of Service
Providers, where necessary. Phase 1 can also include feasibility studies that may be
carried out on aspects of investigation into whether a scheme is
warranted/necessary.
In addition, this phase should include the establishment of the following:
1.1
The Need for a particular Road Improvement Scheme will typically be determined
with reference to any relevant National Roads Authority Studies carried out and/or
Government Policy Documents such as National Development Plan and Transport
21. In assessing the need for a particular Scheme, the NRA, as the Sanctioning
Authority, will have regard to the integration of the Scheme with public transport
and/or other transport modes and will examine these other forms of transport as
possible alternatives to the Scheme as outlined in the Dept. of Transport Guidelines
on a Common Appraisal Framework for Transport Projects & Programmes.
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Phase 1
Scheme Concept & Feasibility Studies
QUALITY
SCOPE
COST
TIME
1.2
Project Management
The NRA Regional Manager and NRA Inspector, together with the Directors of
Services from the Lead Local Authority and other Local Authorities affected by the
Scheme and the relevant NRDO Senior Engineer, will initially comprise the Steering
Group for the Scheme.
The Steering Group shall appoint a Project Manager and other Task Managers for
the Scheme including, where appropriate, External Consultants (including a Lead
Engineer).
The Steering Group, subject to the approval of the NRA, shall decide on the need to
appoint External Consultants for the Scheme and on the number of Phases to be
covered by such an appointment. Further information on the appointment of External
Consultants is provided in Section 1.6.
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Phase 1
Scheme Concept & Feasibility Studies
The Project Manager shall submit all communications to other NRA Units
through the NRA Inspector and shall only consult directly with other NRA
Units with the prior knowledge and consent of the NRA Inspector. Similarly,
Task Managers shall submit all communications to the NRA Inspector
through the Project Manager.
The Project Manager shall have regard to the Capital Works Management
Framework (CWMF) suite of Guidance Notes aimed at facilitating the implementation
of Government reforms in construction procurement including Guidance Note GN 1.1
Project Management and other Guidance Notes which are referenced throughout
these Guidelines.
1.3
Project Initiation
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Phase 1
Scheme Concept & Feasibility Studies
The decision by the NRA to initiate funding for the Scheme together with the
assignment of a unique Scheme Name and Scheme Number so that funding can be
reported and transferred through the NRA PRS System shall collectively constitute
Project Review 1 (Red Review) as described in the Capital Works Management
Framework Guidance Note GN 1.1 Project Management. (Refer also to Figure D in
the Introduction to these Guidelines)
It will be necessary to continuously monitor the Scope of a Scheme throughout all
Phases of development and formal reporting mechanisms are outlined throughout
these Guidelines for dealing with Changes to Scope.
1.4
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Phase 1
Scheme Concept & Feasibility Studies
A Table, outlining the Key Deliverables, together with other Interim Output
Requirements for each Phase, is contained in Appendix A1.2.
Some deliverables will need to be updated, reviewed and refined through a number
of phases and a Deliverables Matrix outlining the evolution of each deliverable
through the 7 phases is contained in Appendix A1.3. This Matrix outlines when
Deliverables are:
1.5
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Phase 1
Scheme Concept & Feasibility Studies
Inspector at the end of each Phase. A sample template for a Project Execution Plan
is contained in Appendix A1.4.
The Project Manager shall prepare and submit the Project Execution Plan for
review by the NRA Inspector and shall ensure that it is updated and resubmitted for review at planned intervals thereafter.
It is advisable to update the Project Execution Plan and submit it along with
key deliverables from each Phase and/or when requesting formal approval to
proceed to the next Phase of development, as outlined in these Guidelines.
Where possible, the Project Execution Plan should simply refer to (or
append) other deliverables that provide the necessary information for
completion of the Plan. (e.g. the Project Brief will fulfil many of the
requirements of Section 2 Project Definition of the Project Execution Plan)
The Lessons Learned from the Scheme which will be incorporated into the Lessons
Learned database as described in Section 7.9 should be updated as the Scheme
progresses and recorded in Section 6 of the Project Execution Plan.
1.6
The NRA will advise on the requirement to appoint External Consultants to the
Scheme to provide technical assistance with various aspects of the Schemes
development.
The Project Manager shall agree with
the NRA Inspector the exact nature and
extent of the Works Requirements for
the appointment of External Consultants
and the duration of their involvement on
the Scheme (e.g. in the case of the Lead
or
Principal
Consultants,
the
appointment may extend to all 7 phases
or may only extend to the end of the
Statutory Processes in Phase 4 or such
other period as required.)
Further guidance on the use of the Standard Conditions of Engagement (Technical)
(COE1) is provided by the Capital Works Management Framework (CWMF) in
Guidance Note GN 1.6 Procurement Process for Consultancy Services (Technical).
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Phase 1
Scheme Concept & Feasibility Studies
The NRA Procurement Unit has developed a suite of generic worked examples of
the procurement documents including Conditions of Engagement and Suitability
Assessment for the appointment of External Consultants to NRA-funded Schemes.
Guidance on the procurement process for both the Standard Conditions of
Engagement and for Civil Engineering Works Design by the Contractor is provided in
Appendix A1.5.
The Project Manager shall liaise with the NRA Procurement Unit, through the
NRA inspector, to ensure the latest version of the generic documents is
being used. Refer to www.constructionprocurement.gov.ie for the generic
procurement documents.
The Project Manager shall obtain the approval of the NRA Inspector to
proceed with the tender to appoint External Consultants for the Scheme and
shall obtain NRA approval to appoint a preferred candidate following the
assessment of submissions received.
The Project Manager should also consult with the Lead Local Authority and
confirm their specific requirements for procurement such as tender
thresholds, tender opening procedures, Managers Order requirements, Tax
Clearance Certificate etc.
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Phase 1
Scheme Concept & Feasibility Studies
As part of the procurement process for these and all other service providers used on
the Scheme (e.g. specialist environmental consultants, ground investigation
contractors, Main Construction Contractor, Landscape Contractors etc.), the Project
Manager shall be required to set-up and maintain a Procurement File. A Checklist of
items to be included in the Procurement File is contained in Appendix A1.6
The Project Manager shall update and maintain separate Procurement Files
as outlined above to include for all service providers engaged on the
Scheme.
The Procurement File needs to be updated and maintained throughout the Schemes
development and will be subject to NRA Audit in addition to the specific audit
requirements listed in these Guidelines.
A Procurement Brief, outlining the scope of services to be provided, will be required
when procuring Service Providers and this will address the need for a well-defined
Scope of Works in order to achieve a Fixed Price Lump Sum for all services being
provided. A Checklist of items to be included in the Procurement Brief is contained in
Appendix A1.7
1.7
It will be necessary to appoint a suitably qualified Project Supervisor for the Design
Process (PSDP) in accordance with the Safety, Health & Welfare at Work
(Construction) Regulations, 2006 as amended.
The Project Manager should consult with the Lead Local Authority and
confirm the specific requirements for the appointment of the PSDP as
typically this appointment would be sanctioned by means of a Managers
Order.
Once appointed, the PSDP will be required to set up a Safety File and will be
responsible for its maintenance and upkeep until it is handed over to the Contractor
at the start of the Main Construction Contract.
The identity of the PSDP shall be recorded in the Project Execution Plan
(PEP) (Section 3) and any change to the appointed PSDP should also be
recorded in the PEP up to and including the appointment of the Contractors
PSDP
The PSDP will be required to notify the Health & Safety Authority (HSA) of
particulars of the Scheme at the commencement of the design process using Form
AF1, which is available from the HSA website (www.hsa.ie).
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1.8
Phase 1
Scheme Concept & Feasibility Studies
It is now possible to complete Form AF1 online by registering with the HSA
via the secure website (https://webapps.hsa.ie/CIRW/)
)
1.9
Where required, the Project Manager shall prepare and submit a Scheme
Feasibility Report to the NRA Inspector for approval.
RefertoSection3.6andAppendixAoftheNRACostManagementManualfordetailsofLevel1,Level2and
Level3SchemeCostEstimates.
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Phase 1
Scheme Concept & Feasibility Studies
The Project Manager shall prepare and submit a Feasibility Working Cost
(FWC) to the NRA Inspector. It will be necessary to obtain confirmation from
the NRA Cost Estimation Unit that the Feasibility Working Cost has been
prepared in accordance with NRA requirements.
1.10
A Project Brief shall be prepared for the Scheme in accordance with the NRA Project
Appraisal Guidelines.
The Project Manager shall prepare the Project Brief for the Scheme and
shall submit it to the NRA Strategic Planning Unit through the NRA
Inspector. It will be necessary to obtain confirmation from the NRA Strategic
Planning Unit that the Project Brief has been audited in accordance with the
requirements of the NRA Project Appraisal Guidelines.
When the Project Brief has been completed, the NRA shall agree on the proposed
Procurement Strategy for the Scheme based on the nature and scale of the Scheme
as outlined in the Project Brief. The Procurement Strategy will be based on one of
the Capital Works Management Framework (CWMF) Standard Forms of Public
Works Contract (PW-CF1 to PW-CF9) and will typically be based on PW-CF4
Public Works Contract for Civil Engineering Works Designed by the Contractor.
The appointment of the Design Team as outlined in Sections 1.2 and 1.6, the
completion of the Project Brief and determination of the Procurement Strategy for the
Scheme shall collectively constitute Project Review 2 (Amber Review) as
described in the Capital Works Management Framework Guidance Note GN 1.1
Project Management.
Working Document
Page 75 of 343
2/9/10 10:14 AM
1.11
Phase 1
Scheme Concept & Feasibility Studies
The Project Execution Plan as outlined in Section 1.5. (including the Project
Programme)
The Scheme Feasibility Working Cost (FWC) prepared in accordance with the
NRA Cost Management Manual as outlined in Section 1.9
The Project Brief prepared in accordance with the NRA Project Appraisal
Guidelines as outlined in Section 1.10
When submitting these and all other deliverables to the NRA for approval,
the Project Manager shall ensure that the deliverables meet the objectives of
the Scheme. For schemes managed by an NRDO, this recommendation
shall also be endorsed by the NRDO Senior Engineer.
Working Document
Page 76 of 343
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Phase 1
Scheme Concept & Feasibility Studies
PHASE 1
APPENDICES
Working Document
Page 77 of 343
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
A Definition of the proposal and a description of the understood need for the
Scheme
An analysis of the road safety impacts of each of the proposed options. This
should cover effects on the network as well as on the proposed options, and
should take account of:
All road users, including vulnerable road users;
All effects on traffic flow and traffic patterns, including changes in modal
split and the differing effects on each vehicle category;
The likely range of seasonal and climatic conditions;
The provision of a safe number of parking areas.
Working Document
Page 78 of 343
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2/9/10 10:14 AM
Concept
&
Feasibility
Working Document
Phase 4
Design
Phase 3
Route Selection
Phase 2
Scheme
Studies
Phase 1
Scheme Phase
Page 79 of 343
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
A1.2 Table of Key Deliverables and Interim Output Requirements for each Phase
Design Report
Target Cost (TC1) & Total Scheme Budget (Stage 1
with Stage 2 in Phase 4)
Updated PAG Deliverables
NRA Approval to Proceed to Phase 4
1.
2.
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
6.
3.
4.
1.
2.
3.
4.
5.
Key Deliverables
Phase 1
Scheme Concept & Feasibility Studies
Scheme Phase
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1.
2.
3.
4.
5.
6.
7.
Page 80 of 343
Phase 1
Scheme Concept & Feasibility Studies
2.
1.
4.
3.
2.
1.
6.
5.
4.
3.
2.
1.
Key Deliverables
3.
4.
A1.2 Table of Key Deliverables and Interim Output Requirements for each Phase (continued)
Phase 5
Advance Works and Construction
Documents Preparation, Tender &
Award
Phase 6
Construction & Implementation
Phase 7
Handover, Review & Closeout
Working Document
2/9/10 10:14 AM
2/9/10 10:14 AM
Risk
Produced
Produced
Appointment of Consultants
Page 81 of 343
Updated
Produced
Produced
Target Cost Estimate (TC1,2,3 & 4) and Total Scheme Budget (TSB)
Produced
Updated
Updated
Updated
Produced
Updated
Refined
Produced
Produced
Reviewed
Updated
Phase 7
Handover
Review &
Closeout
Produced
Refined
Produced
Reviewed
Updated
Phase 6
Construction &
Implementation
Refined
Reviewed
Updated
Reviewed
Phase 5
Advance
Works &
Construction
Documents
Preparation,
Tender &
Award
Produced
Refined
Reviewed
Updated
Reviewed
Phase 4
EIA/EAR
&
Statutory
Processes
Produced
Reviewed
Updated
Phase 3
Design
Produced
Produced
Produced
Reviewed
Updated
Reviewed
Phase 2
Route
Selection
Phase 1
Scheme Concept & Feasibility Studies
Produced
Produced
Produced
Phase 1
Scheme
Concept
&
Feasibility
Studies
Project Brief
Working Document
Cost
Estimating
Project
Management
Scope
Deliverables Matrix
Phase 1
Scheme
Concept
&
Feasibility
Studies
Produced
Phase 2
Route
Selection
Updated
Phase 3
Design
Produced
Produced
Produced
Design Report
Produced
Updated
Updated
Produced
Updated
Refined
Refined
Refined
Phase 6
Construction &
Implementation
Updated
Phase 7
Handover
Review &
Closeout
Produced
Refined
Produced
Produced
Phase 1
Scheme Concept & Feasibility Studies
Produced
Refined
Phase 4
EIA/EAR
&
Statutory
Processes
Produced
Phase 5
Advance
Works &
Construction
Documents
Preparation,
Tender &
Award
Produced
Produced
Produced
Produced
Produced
Part 8
Produced
Produced
Page 82 of 343
Structures Report
Deliverables Matrix
Value
Management
Specification
Requirements
& Design
Business
Case &
Funding
Managing
Change
Public
Consultation
Contract Signing
Working Document
2/9/10 10:14 AM
2/9/10 10:14 AM
Produced
Produced
Produced
Produced
Produced
Produced
Produced
Produced
Produced
Updated
Produced
Produced
Produced
Working Document
Approvals
Works
Procurement
Public Inquiry
Produced
Produced
Produced
Produced
CPO/MO Notices
Phase 5
Advance
Works &
Construction
Documents
Preparation,
Tender &
Award
Phase 7
Handover
Review &
Closeout
Updated
Updated
Updated
Produced
Phase 6
Construction &
Implementation
Phase 1
Scheme Concept & Feasibility Studies
Produced
Orders
Other Notices
Produced
Phase 4
EIA/EAR
&
Statutory
Processes
Environmental
Phase 3
Design
Produced
Phase 2
Route
Selection
EIS/Environmental Report
Page 83 of 343
Phase 1
Scheme
Concept
&
Feasibility
Studies
Environmental
Deliverables Matrix
Phase 1
Scheme Concept & Feasibility Studies
Phase 7
Handover
Review &
Closeout
Phase 3
Design
Phase 6
Construction &
Implementation
Phase 2
Route
Selection
Phase 4
EIA/EAR
&
Statutory
Processes
Reviewed
Phase 1
Scheme
Concept
&
Feasibility
Studies
Updated
Reviewed
Phase 5
Advance
Works &
Construction
Documents
Preparation,
Tender &
Award
Updated
Updated
Produced
Updated
Updated
Updated
Updated
Produced
Updated
Updated
Refined
Produced
Updated
Updated
Produced
Procurement File
Produced
Produced
Produced
Produced
Produced
Produced
Certificate of Completion
Produced
Produced
As-Built Drawings
Page 84 of 343
Produced
Deliverables Matrix
Procurement
Health &
Safety
Standards &
Specification
Handover
Key
NRA Cost Management Manual
NRA Project Appraisal Guidelines
NRA Project Management Guidelines
Working Document
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
Scheme Name
NRA Project
Reference ID
Current
Project
Phase (Tick
one Box only)
Phase 3 Design
Lead Local
Authority
(L.A.)
Other Local
Authorities
Scheme
Description
Working Document
Page 85 of 343
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Phase 1
Scheme Concept & Feasibility Studies
Basic Scheme
Data
Total Scheme
Length (km)
Road
Classification
Motorway
(Length
km)
Of national roads
of which
Of non-national
roads (public
roads only) of
which
Of farm access/
accommodation
roads
Type 1 Dual
Carriageway
(Length km)
Type 2 / 3
Dual
Carriageway
(Length km)
Single
Carriageway
(Length km)
The Scheme
Involves the
Construction of:
Element of Scheme
Number (No.)
Document
Approval
Document approval must be sought from the following list of personnel after each
revision of the Project Execution Plan.
Name
Working Document
Department
Page 86 of 343
Position
Approval
Date
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
Each new revision of the Project Execution Plan must be reviewed and recorded in
the table below.
Revision
PEP
Distribution
Reviewed by
Department
Date
Position
This Project Execution Plan should be read in conjunction with the following
documents
Document
Working Document
Reason for
Issue
Each revision of the Project Execution Plan should be distributed to the personnel
listed in the table below
Name
Related
Documents
Authorised
by
Page 87 of 343
Details
2/9/10 10:14 AM
2.
Phase 1
Scheme Concept & Feasibility Studies
Project Definition
Background*
Project
Objectives/
Summary of
Project Brief*
Project Scope
Inclusions
Exclusions
Pre-requisites
Constraints**
Interfaces
Assumptions
Key Issues
*Summarize details on Project Background, Objectives, Scope and Brief as outlined in the Scheme
Project Brief, prepared in accordance with the NRA Project Appraisal Guidelines.
**Summarize key constraints as outlined in the Route Selection Report
Working Document
Page 88 of 343
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3.
Phase 1
Scheme Concept & Feasibility Studies
Project Contact
List
Organisation/
Role
Name
Telephone
Fax
Sponsoring
Agency
Sanctioning
Authority
Client
Representative
Project
Coordinator
Project
Manager
Project Supervisor
Design Process
Lead
Consultant
Administrative
Lead
Design Team
Lead
Employers
Representative
PECS,
If required
Other
Consultants
Project Role
Responsibilities
Project
Organisational
Chart
Insert Scheme specific chart or refer to the default Chart of NRA Steering Group
- Key Stakeholders as contained in the Introduction (Section viii Management
Structure Roles & Responsibilities) of the NRA Project Management
Guidelines.
Project
Responsibility
Matrix
Working Document
Page 89 of 343
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4.
Phase 1
Scheme Concept & Feasibility Studies
Programme Management
Project
Hierarchy
Overview
Stages in
Capital Works
Management
Target Completion
Date
Actual Completion
Date
Page 90 of 343
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
Form of
Contract /
Method of
Procurement**
Target
Completion
Date
Actual
Completion
Date
*Insert here summary details of programmed procurement of Service Providers through the various
phases of development
** State whether Standard Conditions of Engagement (COE1), Civil Engineering Works Design by the
Contractor (PW-CF4) or such other means of procurement as approved by the NRA.
Working Document
All Cost, Risk and Value Management Procedures for this Scheme shall be
carried out in accordance with the NRA Cost Management Manual. Project
Expenditure Reporting shall be in accordance with the NRA PRS Web User
Manual.
Page 91 of 343
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
Controlled
Reference
Documents
Refer to the Introduction (Section iii Interaction with other NRA Guidelines and
Section iv Interaction with Departmental Guidelines) of the NRA Project
Management Guidelines. Insert other Controlled Reference documents as
appropriate.
Document
Register
Refer to the Introduction (Section xiii Document Register) of the NRA Project
Management Guidelines.
Decision
Register
Lessons
Learned Log
Refer to Lessons Learned Section of Post Project Review Report as per the
NRA Project Appraisal Guidelines
Working Document
Page 92 of 343
2/9/10 10:14 AM
7.
Phase 1
Scheme Concept & Feasibility Studies
Communications Plan
Introduction
The communication plan details all the communication necessary to keep key
stakeholders informed at the correct level.
Typical components include:
Project reporting requirements and details of Project Reviews;
Meeting Schedules.
Reporting
Requirements
Meeting
Schedule
8.
Quality Plan
Quality
Standards
Refer to the NRA Project Management Guidelines, the NRA Cost Management
Manual, the NRA Project Appraisal Guidelines, the NRA Construction Contract
Administration Manual and the NRA Environmental Assessment & Construction
Guidelines. Insert hereunder any additional details of quality assurance systems in
place to guarantee quality of deliverables, both in-house and from service
providers (e.g. International QA accreditation, relevant qualifications, competence
and training of project team etc.)
Quality Standard
Working Document
Accreditation Body
Accreditation Date
Page 93 of 343
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Phase 1
Scheme Concept & Feasibility Studies
Working Document
Page 94 of 343
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
Yes
RESTRICTED
RESTRICTED
Above OJ Threshold
Sub OJ Threshold
EU Directives
Dept. of Finance
Treaty Principles
PIN Notice?
No
Selection Criteria
Award Criteria
Award Criteria
Develop Tender
Documents
Develop Tender
Documents
Generate Support
Documentation
Generate Support
Documentation
(if applicable or necessary)
OJ and/or
Newspapers Advert
Local Advert
Expressions of Interest/
Request to participate
Expressions of Interest/
Request to participate
Inform NRA of
outcome of Interview Board
Debriefing of Unsuccessful
Applicants
Invite to Tender
Invite to Tender
Receive Tenders
Receive Tenders
Working Document
Page 95 of 343
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
RESTRICTED
Above OJ Threshold
Sub OJ Threshold
EU Directives
Dept. of Finance
Treaty Principles
Receive Tenders
Tender Assessment
Arithmetic Check
Independent QS
(Above 6.4m)
Yes
Compliance Issues?
No
Is a
Tenderer being
Excluded?
No
Yes
Seek Independent
Legal Advice
(Project > 4m only)
Complete Tender Award
Recommendation Form
Working Document
Page 96 of 343
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Phase 1
Scheme Concept & Feasibility Studies
Working Document
Page 97 of 343
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
Provision
10
11
12
13
14
15
16
17
18
19
Working Document
arrangements
Page 98 of 343
for
Pre-qualification
2/9/10 10:14 AM
Phase 1
Scheme Concept & Feasibility Studies
No.
Provision
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
Working Document
Page 99 of 343
Methodology
including
2/9/10 10:14 AM
A1.7 Checklist of Items to be included in the Procurement Brief for Service Providers
Phase 1
Scheme Concept & Feasibility Studies
CWMF Stage
Phase 1 Scheme
Concept & Feasibility
Studies
Required
Yes
No
The Checklist of items to be considered for inclusion in the Procurement Brief shall include, but not be limited to, the following:
Stage 1 Feasibility
Study /
Preliminary Report
Phase 2 Route
Selection
Stage 2 Design
Phase 3 Design
Working Document
2/9/10 10:14 AM
2/9/10 10:14 AM
Phase 3 Design
(contd.)
Stage 2 Design
(contd.)
Working Document
Required
Yes
No
Phase 1
Scheme Concept & Feasibility Studies
CWMF Stage
Phase 5 Advance
Works & Construction
Documents
Preparation, Tender &
Award
CWMF Stage
Stage 2 Design
(contd.)
Stage 3 Tender
Stage 4
Construction
Working Document
Required
Yes
No
Phase 1
Scheme Concept & Feasibility Studies
2/9/10 10:14 AM
2/9/10 10:14 AM
Phase 7 Handover,
Review & Closeout
Stage 5 Handover
of Works
Working Document
CWMF Stage
Required
Yes
No
Phase 1
Scheme Concept & Feasibility Studies
Phase 1
Scheme Concept & Feasibility Studies
Introduction
2.0
3.0
Traffic Volumes
4.0
Safety Review
5.0
Cost Estimate
Working Document
2/9/10 10:14 AM
6.0
Phase 1
Scheme Concept & Feasibility Studies
Appendices
Journey Time Assessment Reports
Results from Traffic Counts and extracts from NRA National Roads & Traffic Flow
Origin-Destination Survey Report, if carried out
Safety Review Report / Road Safety Impact Assessment
Preliminary Cost Estimate
Working Document
2/9/10 10:14 AM
Working Document
Phase 1
Scheme Concept & Feasibility Studies
2/9/10 10:14 AM
NATIONAL
A
ROADS AUTHOR
RITY
P
Phase
2 ROU
UTE SEL
LECTION
N
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
S
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M
ATION
Phase 7 HANDOVE
ER, REVIEW
W & CLOSEO
OUT
2/9/10 10:14 AM
Phase 2
Route Selection
Notes
Working Document
2/9/10 10:14 AM
Phase 2
Route Selection
Constraints Study
(Ref 2.5)
NRA
Cost Management Manual
Deliverables
NRA
Project Appraisal
Guidelines Deliverables
Option Comparison
Estimates
(Ref 2.6.4)
Stage 1 - Preliminary
Options Assessment
(Ref 2.6.4)
Stage 3 - Selection of
Preferred Route Corridor
(Ref 2.6.7)
Project Appraisal Balance
Sheet (Ref 2.12)
CWMF
PROJECT REVIEW 3
(Amber Review)
Per GN1.1
(Ref 2.8)
Walkover of Preferred
Route Corridor
(Ref 2.6.8)
Project Brief
(Ref 2.12)
LEGEND
NRA
PROJECT MANAGEMENT GUIDELINES
PROCESS & DELIVERABLES
NRA
PROJECT APPRAISAL GUIDELINES
PROCESS & DELIVERABLES
NRA
Working Document
Proceed to
Phase 3 DESIGN
2/9/10 10:14 AM
Phase 2
Route Selection
Purpose
The purpose of Phase 2 is to identify a suitable Study Area for the examination of
alternative routes, to identify key constraints within that Study Area, to develop
feasible route options and to carry out a systematic assessment of these options
leading to the selection of a Preferred Route Corridor which will form the basis for
the detailed design to follow. This phase also outlines the requirements for public
consultation associated with the development of routes and alternatives. Both online and green field route options are to be considered during the planning and
design of the preferred route for the scheme.
2.1
Previous Studies
The Project Manager shall initially agree the approximate scope of the proposed
Scheme with the NRA. This will identify a key section of the National Route (e.g. an
inter-urban link or a bypass) which will be the subject of the Improvement Scheme.
The Project Manager shall also agree the scope of the Traffic Modelling Report with
the NRA Strategic Planning Unit (Refer to Section 2.6.6).
Once the approximate scope has been agreed, the Project Manager shall consult
with the relevant Local Authorities regarding any previous studies (feasibility,
constraints, on-line upgrades etc.) that may have been carried out within the Scheme
Study Area.
Previous traffic studies may also be available which could provide some useful
baseline information and which could be updated by means of low-cost traffic counts
to validate any assumptions made in relation to traffic growth.
Previous Studies may have identified key constraints or other issues that
exist which may assist in the development of the Scheme. However these
studies should be treated with caution as they may often be outdated in
terms of applicable design standards and/or road development policy.
2.2
For complex, large-scale schemes, where the Project Team is comprised of multiple
consultants and other interested parties, the Project Manager shall consult with the
NRA Inspector regarding the need to hold a Project Set-up Workshop.
Working Document
2/9/10 10:14 AM
Phase 2
Route Selection
2.3
Publicity Requirements
Prior to the commencement of the Route Selection Process for the Scheme, the
Project Manager should ensure that members of the public are made aware of the
proposal to develop a number of route options leading to the selection of a Preferred
Route Corridor.
It may be necessary to prepare publicity information (e.g. media advertisements,
postal drops etc.) in order to raise awareness of the Scheme.
Working Document
2/9/10 10:14 AM
Phase 2
Route Selection
The Project Manager should also initiate consultation with public bodies (utilising the
various Task Managers or relevant personnel as necessary) to inform them that their
views will be sought throughout the Route Selection process.
2.4
2.5
Constraints Study
The initial step in the Route Selection Process is to identify the nature and extent of
significant constraints within a defined Study Area. These constraints shall be
documented and mapped so that feasible route options can be designed to avoid
such constraints, where possible.
The Project Manager shall ensure that the findings of the Constraints Study
are documented and mapped in the Route Selection Report and identify any
areas where further investigations might be necessary due to restricted
access etc.
2/9/10 10:14 AM
Phase 2
Route Selection
The Project Manager shall agree the full extents of the Study Area with the
NRA Inspector prior to the commencement of the Constraints Study and
shall ensure that the agreed Study Area is sufficient to meet the agreed
Scope Requirements for the Scheme as set out in the Project Brief.
The Project Manager should also have regard to the NRA Guidelines for the
Assessment of Ecological Impacts of National Road Schemes when
determining the extent of the Study Area.
Once determined and agreed, it is advisable to refer the Study Area to the
relevant planning authorities with a request to have all planning applications
within the Study Area referred to the Design Team for comment.
2.5.2 Mapping
The Design Team shall liaise with Ordnance Survey Ireland (OSI) in order to obtain
up-to-date vector mapping, at the highest available scale covering the entire Study
Area.
Discovery Series mapping and ortho-photography should also be obtained, where
available. It is important to obtain information on existing topography (e.g. 1 metre
contours or similar) as this will generally form the basis of the ground model and
vertical alignment for each route option.
All early editions of OSI 6-inch maps should also be obtained as this will
assist in the Archaeological and Cultural Heritage elements of the
Constraints Study.
Working Document
2/9/10 10:14 AM
Phase 2
Route Selection
)
2.6
The Project Manager shall ensure that a Health & Safety Risk Assessment
of the Study Area is carried out and included in the Safety File for the
Scheme.
Following the completion of the Constraints Study, the Route Selection Process shall
commence. The Design team shall develop a number of feasible route options in
accordance with the requirements of the NRA Design Manual for Roads & Bridges
while avoiding, where possible, significant constraints identified in the Constraints
Study.
The consideration of alternatives
(assessment of route options) and the
main reasons for selecting a preferred
route option is a key aspect of the
Environmental Assessment Process as
described in Phase 4 of these
Guidelines and is a requirement of the
Roads Act, 1993 as amended. Further
information on the importance of the
consideration of alternatives as part of
the EIA/EIS process is provided in the
NRA Environmental Assessment &
Construction Guidelines.2
ReferspecificallytoNRAEnvironmentalImpactAssessmentofNationalRoadSchemesAPracticalGuide
Working Document
2/9/10 10:14 AM
Phase 2
Route Selection
Stage 2
After Stage 1, carry out a Project Appraisal of these routes using the
Project Appraisal Matrix (comprising the 5 Common Appraisal
Criteria3 of Economy, Safety, Environment, Accessibility & Social
Inclusion and Integration).
Stage 3
Dept.ofTransportGuidelinesonaCommonAppraisalFrameworkforTransportProjects&Programmes
Working Document
2/9/10 10:14 AM
Working Document
Phase 2
Route Selection
2/9/10 10:14 AM
Phase 2
Route Selection
2/9/10 10:14 AM
Phase 2
Route Selection
should examine the feasibility of such options and report on whether they have merit
in being considered in Stage 2.
The Project Manager shall obtain approval from the NRA Inspector to
proceed with the First Public Consultation and shall inform the NRA
Communications Unit accordingly.
It is advisable that all publicity information prepared for the First Public
Consultation clearly states that a Preferred Route Corridor has not been
identified at this stage.
Following the First Public Consultation, the Project Manager should refer the
Route Options to the relevant Planning Authorities with a request to have all
planning applications on or near these options referred to the Design Team
for comment. This will supersede the earlier referral request for planning
applications within the entire the Study Area as outlined in Section 2.5.1.
All work at this stage (identification of Constraints, Route Design etc.) is deemed
work in progress and is subject to change/refinement as Phase 2 continues.
2.6.4 Stage 1 - Preliminary Options Assessment
A Stage 1 Preliminary Options Assessment shall be carried out on all feasible route
options developed for the scheme utilising the assessment criteria of Engineering,
Environment and Economy. It should be noted that the Stage 1 Assessment does
not comprise an assessment using the 5 Common Appraisal Criteria as this is
carried out at Stage 2.
A Checklist of items to be considered in the Engineering and Environment
Assessments is contained in Appendix A2.4.
Working Document
2/9/10 10:14 AM
Phase 2
Route Selection
The findings of the Preliminary Options Assessment shall be summarised in the form
of a Framework Matrix. Using this matrix, the Design Team shall refine the number
of route options to in the range of 3 to 5 approximately and these options shall
progress to the Project Appraisal stage of Route Selection (Stage 2). A typical layout
of a Framework Matrix is illustrated in Figure 2.2.
Engineering
Environment
Economy
Progress to Stage 2 ?
Option 1
High Preference
Medium Preference
Medium Preference
YES
Option 2
Medium Preference
Low Preference
Medium Preference
NO
Option 3
Medium Preference
Medium Preference
Low Preference
NO
Option 4
Low Preference
Medium Preference
Medium Preference
NO
Option 5
Medium Preference
High Preference
Medium Preference
YES
Option 6
Medium Preference
Medium Preference
High Preference
YES
The Project Manager shall liaise with the NRA Inspector to seek agreement
on the Route Options (and the number thereof) that shall proceed to the
Project Appraisal Stage (Stage 2).
2/9/10 10:14 AM
Phase 2
Route Selection
The Project Manager shall consult with the NRA Inspector on the
requirement to hold a Second Public Consultation of the refined Route
Options following the Stage 1 Preliminary Options Assessment.
The requirements for the Second Public Consultation shall be similar to those for the
First Public Consultation as outlined in Section 2.6.3.
Following the Second Public consultation, the Project Manager should refer
the refined Route Options to the relevant Planning Authorities with a request
to have all planning applications on or near these corridors referred to the
Design Team for comment. This will ensure that future planning applications
near the Route Options, which are no longer being considered, will not be
referred to the Design Team.
The Design Team should endeavour to ensure that the timeframe between the first
and second public consultations is minimised as much as possible in order to inform
concerned groups who are associated with particular routes that are no longer being
considered.
All work at this stage (identification of Constraints, Route Design etc.) remains work
in progress and is subject to change/refinement as Phase 2 continues.
2.6.6 Stage 2 Project Appraisal of Route Options
The refined number of Route Options (3-5) shall be further appraised using the 5
Common Appraisal Criteria of Economy, Safety, Environment, Accessibility & Social
Inclusion and Integration.
As part of the Economy Appraisal, the
Options Comparison Estimate (OCE)
prepared for each option at Stage 1 in
accordance with the NRA Cost
Management Manual, shall be reviewed,
particularly if options have subsequently
been amended or amalgamated. A
Cost-Benefit Analysis of each Route
Option shall be carried out in
accordance with the NRA Project
Appraisal Guidelines.
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Phase 2
Route Selection
The Project Manager shall submit the Options Comparison Estimate (OCE)
and Cost Benefit Analysis Reports for each route option to the NRA
Inspector for formal validation by the NRA Cost Estimation Unit and the NRA
Strategic Planning Unit respectively.
A key aspect of the Economy Appraisal is the Traffic Modelling Report as this will be
critical in terms of producing monetised Scheme benefits, such as time and fuel
savings, accident reductions etc.
The Project Manager shall ensure that the Scope of the Traffic Modelling
Report, including data collection, extents and methodology is approved in
advance by the NRA Strategic Planning Unit.
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Phase 2
Route Selection
Economy
Safety
Environment
Accessibility
Integration
Overall
Option A
Preferred
Intermediate
Intermediate
Similar
Similar
Intermediate
Option B
Intermediate
Preferred
Preferred
Similar
Similar
Preferred
Option C
Least
Preferred
Least
Preferred
Least
Preferred
Similar
Similar
Least
Preferred
The Project Manager shall submit the Project Appraisal Balance Sheet
(PABS) to the NRA Inspector for formal validation by the NRA Strategic
Planning Unit.
A working paper summarising the findings of the Stage 3 PABS, as outlined above,
shall be compiled and presented to the Steering Group.
In the event that the Preferred Route Corridor does not produce the optimum
Cost-Benefit Analysis results, the Route Selection Report shall provide a
statement / justification outlining the reasons for selecting such a route.
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Phase 2
Route Selection
This should be in addition to any previous walkovers or site visits carried out on
Route Options Studies.
2.6.9 Route Selection Report
Following the completion of the 3-Stage Route Selection Process, it will be
necessary to prepare a Route Selection Report for the Scheme. A template for the
Route Selection Report, based on the working papers for each Stage of the Route
Selection Process as outlined above, is contained in Appendix A2.5.
The Road Safety Audit Team shall carry out a Road Safety Audit Stage F
(Part 2) on the Preferred Route Corridor. The Road Safety Audit Stage F
(Part 2) Report shall form part of the Route Selection Report.
The Project Manager shall submit the Route Selection Report to the NRA
Inspector for approval. The status of the Route Selection Report shall remain
Draft until after the completion of the Part 1 Peer Review (Section 2.8)
2.7
Following the completion of the Route Selection Process and the preparation of the
Route Selection Report, it will be necessary to undertake a Value Management
exercise on the Scheme in accordance with the NRA Cost Management Manual.
This will generally take the form of a Value Engineering Proposals Register.
The Project Manager shall liaise with the NRA Cost Management Unit
through the NRA Inspector regarding the requirements for completing the
Value Engineering Proposals Register in accordance with the NRA Cost
Management Manual.
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2.8
Phase 2
Route Selection
It will be necessary to carry out a Peer Review of the Route Selection process in
accordance with the NRA Peer Review Handbook.
The Project Manager shall ensure that all key deliverables required by the
NRA Cost Management Manual and the NRA Project Appraisal Guidelines
have been completed and signed off by the NRA Cost Estimation Unit and
NRA Strategic Planning Unit respectively, in advance of the Route Selection
Peer Review.
It will be necessary for the Project Manager to make a short presentation (of typically
20 minutes duration) to the Peer Review Group summarising the Route Selection
Process.
In some instances, the Peer Review Group may identify certain issues which require
further clarification by means of a formal Design Team Response.
Prior to the Peer Review, the Design Team should ensure issues such as those
outlined in Appendix A2.6. have been satisfactorily addressed.
This Peer Review shall also constitute the first part of Project Review 3 (Amber
Review) as described in the Capital Works Management Framework Guidance Note
GN 1.1 Project Management. Project Review 3 shall be completed following the
Design Peer Review (Refer to Section 3.12).
2.9
Following the formal sign-off by the Peer Review Group on the Part 1 Peer Review
process and the formal approval by the NRA Inspector of the Route Selection
Report, a Public Display should be held to inform members of the public and affected
landowners of the Preferred Route Corridor.
The format of the Public Display will be similar to the Public Consultation as
described in Section 2.6.3.
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Phase 2
Route Selection
Following the Public Display, the Preferred Route Corridor should be referred
to the relevant Planning Authorities with a request to have all planning
applications, typically within 200m of the centreline of the Preferred Route
Corridor, or such other distance as specified by the NRA Inspector, referred
to the Design Team for comment. This will remove from planning referrals all
other route options, which are no longer being considered.
Further public displays may be held for a Scheme (or part of a Scheme) as deemed
necessary by the Steering Group and as agreed with the NRA.
2.10
It will be necessary to undertake a Health & Safety Risk Assessment of the Preferred
Route Corridor to identify any risks associated with the construction, operation and
maintenance of the Scheme. The assessment shall take account of the Principles of
Prevention to mitigate identified risks as outlined in the Safety, Health and Welfare at
Work Act 2005 and the Safety, Health and Welfare at Work (Construction)
Regulations, 2006 as amended.
)
2.11
The Project Manager shall ensure that the PSDP undertakes the Health &
Safety Risk Assessment of the Preferred Route Corridor and includes it in
the Safety File for the Scheme.
Planning Implications
The Project Manager shall ensure that the Preferred Route Corridor is included in
the Development Plans of all affected Local Authorities. It may be necessary to
include the Preferred Route Corridor in the County Development Plan(s) by means
of a Variation to the County Development Plan in accordance with the Planning &
Development Act, 2000 as amended.
In such circumstances, the Project Manager shall provide the relevant Planning
Authorities with sufficient information to complete the Variation.
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Phase 2
Route Selection
The Project Manager shall consult with the relevant Planning Authorities to ensure
that any Local Area Plans adopted, which include the Preferred Route Corridor for
the Scheme, are consistent with the Corridor as shown in the County Development
Plan or the County Development Plan, as varied.
It should be noted that the Planning & Development Act, 2000, as amended
states that in instances where a variation to a County Development Plan
conflicts with a Local Area Plan, the elements of the Local Area Plan which
are in conflict with the County Development Plan as varied, shall cease to
have any effect.
In the case of sub-threshold schemes, the Project Manager
shall refer the Preferred Route Corridor to the environmental
consultants who assessed and appraised the route options and
request that the route be screened to determine whether a
statutory EIS is required.
Refer to Section 3.8.2 for details of EIS screening and on
seeking the direction of An Bord Pleanla on whether an EIS is
required in respect of sub-threshold schemes.
2.12
Following the selection of the Preferred Route Corridor for the scheme, it will be
necessary to prepare the full suite of deliverables required by the NRA Project
Appraisal Guidelines.
In the case of each route option, the following deliverables are required:
Cost-Benefit
Analysis
(using
Options Comparison Estimate).
2/9/10 10:14 AM
Phase 2
Route Selection
In the case of the Preferred Route Corridor, the following deliverables are required:
The Preliminary Business Case will form the basis of the decision making
process to proceed with the scheme to Phase 3 Design.
2.13
The Project Manager shall submit all 5 key Project Appraisal deliverables to
the NRA Strategic Planning Unit, through the NRA Inspector. It will be
necessary to obtain a certificate from the NRA Strategic Planning Unit that
these deliverables have been prepared in accordance with the standards set
out in the NRA Project Appraisal Guidelines.
Audit Requirements
The Project Manager shall have regard to the Audit requirements listed in the NRA
Chargeability of Expenditure to National Road Grants 2010
2.14
In seeking approval for the Route Selection Report, the Project Manager shall
confirm to the NRA inspector that the deliverables required by the NRA Cost
Management Manual and the NRA Project Appraisal Guidelines as outlined above
have also been prepared and approved.
In seeking approval for the Route Selection Report from the NRA, the
Project Manager shall also seek formal approval to proceed to the next
Phase of development, which is Phase 3 Design.
In the case of Fast-track schemes and those schemes identified by the NRA
to proceed directly towards the Statutory Process, the Project Manager
should seek formal approval to proceed to Phases 3 and 4 concurrently. It
will be necessary to obtain the prior consent of the NRA Regional Manager
before proceeding in this manner.
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Phase 2
Route Selection
2/9/10 10:14 AM
Phase 2
Route Selection
PHASE 2
APPENDICES
Working Document
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Phase 2
Route Selection
Provision
Introductions
Participant Introductions
NRA Objectives
Reporting Requirements
Meetings
Effective Team-working
Working Document
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Phase 2
Route Selection
10
Provision
Workshop Review
Working Document
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Phase 2
Route Selection
Provision
Natural Constraints
Artificial Constraints
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Phase 2
Route Selection
Provision
Burial Grounds
External Parameters
Construction Phasing
Access Control
Policy Documents
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Phase 2
Route Selection
Provision
10
11
12
13
14
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made
for
returning
completed
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Phase 2
Route Selection
Provision
Engineering Assessment
1
10
11
12
13
14
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Phase 2
Route Selection
Provision
16
17
18
19
20
21
22
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Phase 2
Route Selection
1.0
2.0
Identification of Need
Scheme Specific Need (National Road Traffic demands, completion of InterUrban Link, removal of National Road through-traffic from urban bottlenecks
etc.).
3.0
4.0
Constraints Study
5.0
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6.0
Phase 2
Route Selection
Findings from 1st Public Consultation including responses from public bodies
Engineering Assessment
Environment Assessment
7.0
8.0
Recommendation that Preferred Route should form the basis of Phases 3 & 4.
Appendices
Working Document
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Phase 2
Route Selection
Provision
PROCEDURAL ISSUES
Has the Project Execution Plan, including the Project Brief, been
prepared and updated outlining need for the scheme?
Has the Scheme Feasibility Report, if required, been completed?
7
8
9
10
11
12
13
Stage 2
Stage 3
14
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Phase 2
Route Selection
Provision
ALIGNMENT, ENGINEERING ISSUES
Has the Road Type and Cross Section been confirmed?
16
17
18
19
20
21
22
23
26
Has the impact of local traffic and adequacy of local road network
been assessed?
Are major utility diversions required, and if so, what form do they take
(e.g. diversions of live Bord Gais services, etc.) and what are the
principal costs involved?
What are the principal structures and has the alignment been
optimised to minimise the number of structures.?
Has the vertical alignment been optimised for earthworks balance?
27
28
29
24
25
30
31
32
33
34
35
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Phase 2
Route Selection
Provision
36
STATUTORY AUTHORITIES
37
38
39
40
41
42
43
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Phase 2
Route Selection
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NATIONAL
A
ROADS AUTHOR
RITY
P
Phase
3 DES
SIGN
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M
ATION
Phase 7 HANDOVE
ER, REVIEW
W & CLOSEO
OUT
2/9/10 10:15 AM
Phase 3
Design
Notes
Working Document
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Phase 3
Design
Local Authority
Section 85 Agreements
(Ref 3.8.1)
An Bord Pleanla
EIS Direction
(Ref 3.8.2)
OPW Consents
(Ref 3.8.3)
Iarnrd ireann
Initial Acceptance of
Structures at Railways
(Ref 3.8.5)
Strategy for
Junctions & Side Roads
(Ref 3.9.4)
Ground Investigation, Soil
Classification & Earthworks
Balance Optimisation
(Ref 3.9.5)
NRA
PROJECT MANAGEMENT GUIDELINES
PROCESS & DELIVERABLES
NRA
PROJECT APPRAISAL GUIDELINES
PROCESS & DELIVERABLES
NRA
Working Document
Preliminary Scheme
Base Cost
(Ref 3.13.1)
Preliminary Risk
Assessment Meeting
(Ref 3.13.2)
Preliminary Scheme
Target Cost &
Total Scheme Budget
(Ref 3.13.3)
Additional Public
Consultation
(Ref 3.11)
LEGEND
NRA
Cost Management Manual
Deliverables
Design Report
(Ref 3.14)
CWMF
PROJECT REVIEW 3
(Amber Review)
Per GN 1.1
(Ref 3.12)
Dealing with
Late Changes to Scope
(Ref 3.15)
Health & Safety
Design Risk Assessment
(Ref 3.16)
Updated Project Appraisal
Guidelines Deliverables
(Ref 3.17)
Proceed to
Phase 4 EIA / EAR &
THE STATUTORY PROCESSES
2/9/10 10:15 AM
Phase 3
Design
Purpose
The purpose of Phase 3 is to develop the design of a scheme, following the selection
of a Preferred Route Corridor, to a stage where sufficient levels of detail exist to
establish land-take requirements and to progress the scheme through the statutory
processes. The design may be completed to sufficient detail to identify junction
types, locations, accommodation works etc. and to assist in the scoping of the
environmental assessments required to develop proposals to go forward to the
statutory process in Phase 4.
3.1
3.2
Prior to the commencement of detailed design work of the Scheme, all available
mapping should be updated and topographical surveys carried out along the
preferred route corridor to generate the Digital Terrain Model.
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Phase 3
Design
It is advisable at this stage to convert all OS mapping from the Irish National
Grid co-ordinate system to the Irish Transverse Mercator (ITM) coordinate
system. The ITM system is more compatible with 3-D surveys (E,N,L), and in
particular with field surveys carried out using GPS equipment. This will help
eliminate distortion errors in background mapping. The Ordnance Survey of
Ireland (OSI) provides this mapping at no extra cost if the corresponding
mapping to Irish National Grid co-ordinates is already licensed from them.
OS Vector Mapping, at the highest available scale should be obtained for the entire
Preferred Route Corridor. Other mapping such as OS ortho-photography, OS
Discovery Series mapping and images of old mapping (e.g. old OS 6 maps) should
also be obtained. Consideration should also be given to obtaining low-level aerial
photography which provides a greater level of detail than the OS ortho-photography.
)
!
Where required, The Project Manager shall liaise with the NRA Inspector
regarding the procurement of specialist surveying companies to prepare the
Digital Terrain Model and on the method of procuring such services.
It is advisable that the Project Manager liaise with the NRA Engineering
Inspector regarding the degree of accuracy and acceptable tolerances
required for a particular topographical survey in advance of preparing
documents to procure a service provider.
LidarisanacronymforLIghtDetectionAndRanging.ItisanairbornesurveyusingacombinationofGPSand
LaserDistancemeasurement.
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Phase 3
Design
3.3
It is advisable that the horizontal and vertical alignments of the mainline and
the locations of principal structures be reasonably established prior to
commencing the Ground Investigation Contract.
The Project Manager shall liaise with the NRA Inspector regarding the nature
and extent of the ground investigation contract and on the method of
procurement of ground investigation contractors. If not already programmed
for the scheme, The Project Manager shall also liaise with the NRA Inspector
regarding the necessity to procure expert geotechnical advisors to assist in
the preparation of tender documents and in the interpretation of results
produced in the Factual Geotechnical Report. Tender Documents for the
Ground Investigation Contract shall be prepared based on the Form of
Tender, Conditions of Contract and Schedule to the Contract for
Investigation Contracts, which is available from the Construction
Procurement Reform Website (www.constructionprocurement.gov.ie).
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Phase 3
Design
The Project Manager shall liaise with the NRA Project Archaeologist regarding the
location of all known sites of cultural significance prior to carrying out ground
investigation works.
Following the receipt of tenders the Project Manager should prepare a Tender
Report outlining the tender process and recommending the appointment of a ground
investigation Contractor.
The Project Manager shall liaise with the NRA Land Acquisition Unit to
establish the current rates of compensation for ground investigation works.
The Project Manager shall prepare a Schedule of Payments to Affected
Landowners, based on these rates and shall submit the Schedule to the
NRA Inspector for approval.
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3.4
Phase 3
Design
3.4.1 Archaeology
It will be necessary during the design stage
to review the impact of the Preferred Route
Corridor for the Scheme on Archaeology and
Cultural Heritage.
The Project Manager shall liaise with the NRA Project Archaeologist to
identify areas where the preferred route may impact on archaeology and
cultural heritage including Recorded Monuments, Zones of Archaeological
Potential, Architectural Heritage and other sites and places of cultural
heritage significance.
It is advisable that the liaison with the NRA Project Archaeologist takes place
prior to any intrusive works (e.g. ground investigation works) on the Scheme
in order to allow the proper identification and, where necessary, investigation
and resolution of archaeological sites before such intrusive works
commence.
Human Beings
Air Quality
Material Assets
Agriculture
Working Document
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Phase 3
Design
Where a project has been approved by the NRA to progress to the statutory stages,
then the design should be proceed where possible and practical, in tandem with
some of the environmental work outlined in Phase 4. In some cases it will be
necessary to adjust/alter the design due to impacts identified.
Where approval has been obtained to proceed with the design only (i.e. Phase 3),
then sufficient studies, as agreed with the NRA shall be carried out to allow a design
be developed. Areas of specific environmental concern should be identified for
further study, should the scheme progress to Phase 4, and the developed design
may need to be altered to accommodate findings.
3.5
The Design Compliance with the Design Manual for Roads & Bridges
The design of the Scheme shall be undertaken in accordance with the NRA
Design Manual for Roads & Bridges (DMRB), which is available from the
NRA website (www.nra.ie).
Prior to the commencement of the Design, the Project Manager shall prepare a
Principal Geometric Parameters Report outlining the main design parameters that
have been determined and/or assumed for the scheme mainline, which will form the
basis of the more detailed design to follow. A template, outlining the information to
be contained in the Principal Geometric Parameters Report, is contained in Appendix
A3.1.
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3.6
Phase 3
Design
Following the selection of the Preferred Route Corridor for the Scheme and its
subsequent approval by the NRA, the Project Manager shall ensure that all Local
Authorities, within whose functional area the scheme is located, make the necessary
arrangements to protect or freeze the preferred route of the Scheme by preventing
third party development within the selected corridor.
The Project Manager shall prepare a map of the Preferred Route Corridor,
identifying an area 200m either side of the scheme centreline and shall refer
the map to the relevant planning authorities with a request to have all
planning applications located within this area referred to the design team for
comment prior to a decision on a grant of planning permission being made.
A digital copy of this map shall also be forwarded to the NRA GIS Unit.
It will also be necessary to ensure that the Preferred Route Corridor is consistent
with all relevant County Development Plans.
3.7
Following the public presentation of the Preferred Route Corridor to members of the
general public, a number of follow-up queries from affected landowners / members of
the public can be expected.
Many of these queries can be dealt with by referring landowners / members of the
public to the NRA Guide to Process and Code of Practice for National Road Project
Planning and Acquisition of Property for National Roads, which is available to
download from the NRA website (www.nra.ie).
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Phase 3
Design
In particular, landowners should be alerted to the fact that access to their lands will
be required at various stages during the design phase. They should also be advised
of the Local Authoritys requirement to provide adequate written notice for access to
their lands and that compensation may be payable for access involving intrusive
works.
3.8
Landowners affected by the scheme may wish to ascertain the extent of the
schemes impact on their property. It is advisable to prepare individual
landowner maps, on request, at a scale of 1:5,000, showing the extent of the
preferred route corridor together with the extent of the landowners property.
In cases where there is significant land severance, the approximate area of
severed land should be indicated on the map. The map should also include a
statement to the effect that the Route as shown is indicative only and may
be subject to further change during the detailed design of the scheme.
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Phase 3
Design
In accordance with the requirements of the Roads Act, 1993, the Lead Local
Authority must be satisfied that the scheme is likely to have significant
effects on the environment before it refers the scheme to An Bord Pleanla
seeking a direction to prepare an EIS.
It should be noted that where the scheme crosses or impacts on a Gaeltacht area,
the An Bord Pleanla have previously required that both Volumes 1 and 2 (non
Technical Summary and Main Text) are required in Irish. The Appendices and
Drawings may remain in English due to their complexity and technical content. Refer
to the NRA for the latest advice on this as it may vary.
3.8.3 OPW Consents
Where the scheme proposes to cross a
watercourse, the consent of the OPW
will be required for the proposed
structure
(bridge
or
culvert)
in
accordance with Section 50 of the
Arterial Drainage Act 1945.
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Phase 3
Design
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Phase 3
Design
The Project Manager shall refer the design proposals for all structures on the
Scheme to the NRA Structures Unit for review and comment in accordance
with NRA BD 2 Technical Acceptance of Structures on Motorways and other
National Roads. The comments of the NRA Structures Unit shall be
incorporated into the design of all structures.
The Project Manager shall agree with NRA Structures Unit, through the NRA
Inspector, on the method of interaction and communication with Iarnrd
ireann. The Project Manager shall liaise with Iarnrd ireann personnel as
required by the NRA Structures Unit and shall refer any agreed design
submissions for structures to Iarnrd ireann and the NRA Inspector as
required.
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3.9
Phase 3
Design
Traffic volumes predicted using the Traffic Modelling Report shall be projected to
future years using NRA Future Traffic Forecasts 2002-2040. Generally, the Traffic
Modelling Report should be developed in tandem with the geometric design (Section
3.9.2) and the Junction Strategy (Section 3.9.4)
The Traffic Modelling Report, as approved by the NRA Strategic Planning Unit, will
be used to generate the forecast Scheme Annual Average Daily Traffic (AADT) for
the scheme Design Year. This in turn will be used to select the appropriate Road
Type for the Scheme in conjunction with other requirements such as Levels of
SchemeDesignYearisgenerallydefinedas15yearsfromYearofOpeningasperNRACircularLetter01/2004
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Phase 3
Design
Service, Traffic Type (inter-urban or commuter) as outlined in NRA TD 27 CrossSections and Headroom.
The selection of the Road Type for a Scheme will be based on an Incremental
Analysis technique, whereby the Design Team will prepare a Assessment Report for
the selection of a particular Road Type.
Cost;
In addition to these requirements, it may be prudent to undertake a CostBenefit Analysis using two or more Road Types to investigate which Road
Type produces the optimum Benefit to Cost Ratio (BCR). In such
circumstances, the Cost-Benefit Analysis Reports should be referred to the
NRA Strategic Planning Unit for approval.
The Assessment Report for the selection of the Road Type for the Scheme
shall form part of the Design Working Papers. For all Major National Road
Schemes outside of urban areas, the recommended Cross-Section for the
Scheme shall comprise one of the Road Types listed in Table 4 of NRA TD 9
Road Link Design and to the dimensions shown in the 000 Series of the
NRA Manual of Contract Documents for Roadworks Volume 4 Road
Construction Details.
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Phase 3
Design
For the purposes of the Design Working Papers, the scheme cross-section
should include proposed side slope gradients and working space dimensions
in addition to the dimensions shown in the NRA Road Construction Details.
The Project Manager shall liaise with the NRA Inspector regarding the
requirement to provide additional design elements to Motorways and Type 1
Dual Carriageways such as Emergency Accesses, Emergency Crossing
Points, Emergency Turnaround Areas, Garda Observation Platforms,
Service Areas etc.
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Phase 3
Design
In the case of Minor Road Improvements (schemes typically less than 2km in
length) the Design shall be carried out in accordance with NRA Interim
Advice Note IAN 85 Minor Improvements to Existing National Roads and for
Improvements included in the Low Volume Tourist Route Programme, the
design shall be carried out in accordance with NRA Interim Advice Note IAN
01/08 Design of Low-Flow Single Carriageway Roads.
The Project Manager shall ensure that all Design Relaxations proposed for
the scheme are recorded and submitted to the NRA Inspector for review as
part of the Design Working Papers.
Ideally, for new National Road Schemes on Greenfield sites, Departures should not
be proposed as this should be properly addressed during the Route Selection
Process. However, in exceptional circumstances and where there is limited scope for
alternative proposals (e.g. at tie-ins / interface with the existing road network and online upgrades), Departures from Standards may be required.
The Project Manager shall liaise with the NRA Inspector regarding the
necessity to apply for a Departure from Standards or to change the Scope of
the Scheme to avoid the Departure. Where required, applications for
Departures from Standards shall be submitted to the NRA Departures
Manager for approval using the Standard Form, which is available for the
NRA website (www.nra.ie)
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Phase 3
Design
The Project Manager shall submit the Junction Strategy Report to the NRA
Inspector for review and approval. It will be necessary to obtain approval of
the Junction Strategy Report before completing the Junctions section of the
Design Report.
The Junction Strategy Report should also be forwarded to the NRA Signs Approval
Section for review in order to confirm that the proposed junction layouts can be
clearly and safely signposted in accordance with the requirements of the Traffic
Signs Manual.
3.9.5 Ground Investigation, Soil Classification and Earthworks Balance Optimisation
Following the completion of the Preliminary Ground Investigation Contract as
described in Section 3.3, the design team shall review the Factual Geotechnical
Report and to identify the principal earthworks quantities in terms of acceptable and
unacceptable material for use in roadworks.
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Phase 3
Design
The Project Manager shall submit the Earthworks Balance along with this
report to the NRA Inspector. It will be necessary to obtain the approval of the
NRA for a scheme design where a reasonable Earthworks Balance cannot
be achieved.
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Phase 3
Design
The Design Team should consider constraints to mass haul routes (e.g.
major rivers and railway crossings) when assessing the overall Scheme
Earthworks Balance.
The Project Manager shall ensure that the drainage proposals for the
scheme are mapped and tabulated and submitted to the NRA Inspector for
review. The NRA Inspector may refer certain aspects of the drainage design
(e.g. location and extent of attenuation ponds) to the NRA Environment Unit
for review.
The drainage proposals for the scheme shall be mapped and tabulated and
submitted to the NRA for review.
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Phase 3
Design
2/9/10 10:15 AM
Phase 3
Design
The Project Manager should ensure that meeting with landowners are held
as soon as possible to discuss access and accommodation works issues.
Assumptions of the levels of accommodation works required for a scheme
should be avoided as much as possible.
The Project Manager shall prepare an indicative cost estimate of the level of
accommodation works required for the scheme and shall submit this estimate with
the Design Working Papers.
Adequate provision should be made for traffic counters and weather stations,
including safe means of access. The Project Manager should consult with the NRA
Inspector in relation to the requirements for this apparatus.
The Design shall also examine how the Scheme will be maintained in the future and
Appendix A3.3 highlights key issues that should be considered when designing for
future maintenance. In this regard, the Project Manager should liaise with the
Network Management Unit, through the Engineering Inspector, to discuss these and
other maintenance issues.
The Draft Working Papers as outlined above shall form the basis of the Draft Design
Report. The Draft Design Report shall have the same format as the Final Design
Report as outlined in Section 3.14.
3.10
Following the completion of the Design Working Papers and preparation of a Draft
Design Report, it will be necessary to convene a Value Management Meeting, at
which the Value Decisions Tracking Register will be reviewed and additional value
opportunities will be explored. A Checklist of items to be considered in this Value
Management Meeting is contained in Appendix A3.4.
Careful examination of the vertical alignment shall be required to ascertain whether
any Value Engineering can be identified in the Cut/Fill Balances being proposed.
Refer to Section 3.9.5 on Earthworks Optimisation and Vertical Alignment
Justification Report.
The output/conclusions/recommendations from this Meeting should be presented in
a Report and presented to the Steering Group for review.
Working Document
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3.11
Phase 3
Design
This additional public consultation is optional and should only take place if deemed
necessary by the Steering Group. The Project Manager should consult with the NRA
Inspector regarding the requirement or otherwise to hold a public consultation at this stage.
3.12
It will be necessary to carry out a Peer Review of the Design Working Papers in
accordance with the NRA Peer Review Handbook. The issues to be examined and
assessed prior to the Design Peer Review are outlined in Appendix A3.5.
The Project Manager shall ensure that all key deliverables required by the NRA
Cost Management Manual and the NRA Project Appraisal Guidelines have
been completed and signed off by the NRA Cost Estimation Unit and NRA
Strategic Planning Unit respectively, in advance of the Design Peer Review.
In some instances, the Peer Review Group may identify certain issues which require
further clarification by means of a formal Design team Response.
The Design Peer Review shall also constitute and complete Project Review 3
(Amber Review) as described in the Capital Works Management Framework
Guidance Note GN 1.1 Project Management.
Working Document
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Phase 3
Design
Residual Network
Details of the items to be included in a Level 3 estimate, together with the items to be
included in the point estimate for the Main Construction Contract Cost Heading
(Typical Pricing Document), are contained in the NRA Cost Management Manual.
The preliminary Scheme Base Cost will be reviewed at Phase 4 when cost estimates
for Land & Property and Environmental Commitments will be finalised. (Refer to
Section 4.7)
3.13.2 Preliminary Risk Assessment Meeting
A Preliminary Risk Assessment Meeting shall be convened by the NRA to carry out a
high level risk assessment of the Scheme. The Project Manager shall ensure that a
draft list of key risks likely to impact on the Scheme is prepared in advance of the
Risk Assessment Meeting.
Working Document
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Phase 3
Design
The Project Manager shall nominate a Risk Manager in accordance with the
NRA Cost Management Manual to co-ordinate the Design Team and any
other specialist consultants to provide input into the Draft list of Key Project
Risks and to attend the preliminary Risk Assessment Meeting as required by
the NRA.
The NRA will arrange and facilitate the preliminary Risk Assessment Meeting. The
Risk Manager shall prepare a report summarising the agreed outputs from the
preliminary Risk Assessment Meeting.
3.13.3 Preliminary Scheme Target Cost and Total Scheme Budget
A scheme-specific preliminary Cost Estimate (pending finalisation of the Land &
Property and Environmental Mitigation Cost Estimates in Phase 4) shall be carried
out in accordance with the NRA Cost Management Manual.
3.14
The Preliminary Scheme Base Cost Estimate, presented in the Target Cost 1
(TC1) format, together with the preliminary Risk Assessment Meeting Report,
shall be submitted to the NRA Cost Estimation Unit, through the NRA
Inspector, who will determine the preliminary Target Cost and draft Total
Scheme Budget (TSB) estimates for the Scheme. These figures shall be
approved by both the NRA Regional Manager and the Head of Major Projects.
Design Report
The Project Manager shall submit the Design Report for the Scheme to the
NRA Inspector for formal approval. It will be necessary to obtain NRA approval
of the Scheme before it can be submitted to An Bord Pleanla for approval.
Working Document
2/9/10 10:15 AM
3.15
Phase 3
Design
Some changes to Scope may have been introduced to the scheme during the Value
Management Meeting as described in Section 3.10
Furthermore, changes to Scope may also have been imposed as part of the Peer
Review Process as described in Section 3.12
3.16
The Project Manager shall ensure that these scope changes have been
incorporated into the Design Report and that, where necessary, changes to
the preliminary Target Cost Estimate (TC 1) have been incorporated into the
draft Total Scheme Budget and agreed with the NRA Cost Estimation Unit.
The results of the Cost-Benefit Analysis shall also be updated as necessary
and approved by the NRA Strategic Planning Unit.
)
3.17
The Project Manager shall ensure that a Health & Safety Design Risk
Assessment Report is completed and included in the Safety File for the
Scheme.
At the conclusion of the Design Phase, the Project Manager shall review the NRA
Project Appraisal Guidelines Deliverables, which were produced in Phase 2 for the
Preferred Route Corridor.
The Traffic Modelling Report will be updated to take account of the design proposals
for the scheme including the updated Junction Strategy
Working Document
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Phase 3
Design
3.18
In seeking approval for the Design Report, the Project Manager shall confirm to the
NRA Inspector that the Deliverables required by the NRA Cost Management Manual
and the NRA Project Appraisal Guidelines as outlined above have also been
prepared and approved.
The Project Manager shall also seek formal NRA approval to proceed to the
next Phase of Development, which is Phase 4 EIA/EAR & The Statutory
Processes.
Working Document
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Phase 3
Design
PHASE 3
APPENDICES
Working Document
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Phase 3
Design
Design Speed
Sight Distance
Horizontal
Alignment
Vertical
Alignment
Cross-Section
& Headroom
Design Element
Design Requirement*
Standards Ref.
Road Type
NRA TD 9/07
NRA TD 9/07
Traffic Type
Rural
100 km/h
DoT
Design Speed
100A km/h
Alignment Constraint Ac
12.000
Layout Constraint Lc
12
215m
Full
Overtaking
Distance
N/A
Road Camber
2.5%
Superelevation Range
2040m
Desirable Minimum R
720m
510m
100
37
26
100m
4%
5%
Minimum Gradient
0.5%
Cross-Section
5.30m
5.13m
Iarnrd ireann
Headroom
Road)
(Road
Sight
over
Overtaking Value
N/A
Junctions
Simple: NO
Ghost Island: NO
Left-in/Left-out: YES
Roundabout: YES
Compact Grade
Separation: YES
Grade Separation: NO
*Sample Design Requirements shown in italics are provided for illustrative purposes only
Working Document
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Phase 3
Design
Introduction
Provide a summary of the basis for selection of the Road Type for the
Scheme Mainline
2.0
List all existing public roads which are affected by the Preferred Route
Corridor from the start to end terminals of the scheme mainline and confirm
whether such roads are of National, Regional or Local Road status.
3.0
Design Considerations
Road Type and permitted junction types as outlined in Table 2/1 of NRA TD
41-42 and NRA TD 10 as appropriate.
Access Control as outlined in NRA Policy together with any scheme specific
policy as advised by NRA Inspector (e.g. a primary access point to/from the
scheme and a nearby town)
Other design requirements such as the provision of tapers and slip lanes
(both converging and diverging), splitter islands, visibility envelopes etc.
Working Document
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4.0
Phase 3
Design
Economics
Use traffic model to show impact of various junction options (including the
non-provision of junctions) and use in Cost-Benefit Analysis to show impact of
various junction options on economic viability.
5.0
Provide a summary of all proposed junctions along the scheme from start to
end terminus. Existing roads which are to be bridged or stopped up with no
access to the mainline should also be included in the summary.
6.0
Confirm that Junction Strategy has been prepared having regard to exiting
design standards and policy documents
Appendices
Drawings including:
Scheme Map
Junction Locations
Working Document
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Phase 3
Design
Provision
Specialist Materials
Drainage
Working Document
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No.
5
Phase 3
Design
Provision
Safety Barriers
Traffic Management
will
require
Maintenance Access
Winter Maintenance
Working Document
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No.
9
10
11
Provision
Boundary Treatment
12
Phase 3
Design
Flood Management
Working Document
2/9/10 10:15 AM
Phase 3
Design
Provision
10
11
Working Document
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Phase 3
Design
Has the Target Cost 1 and the Scheme Budget been agreed?
5
6
10
Are the junctions appropriately sized to cater for traffic in the longer
term?
Is the junction strategy diluting or compromising the strategic
function of the road?
Horizontal Alignment
Is the horizontal alignment optimised with regard to key constraints?
(poor ground, contaminated areas, residential/non-residential
structures, archaeological sites, rivers, railways, etc.)
Does the alignment lead to an excessive number of structures or
junctions?
Is the alignment compatible with, and optimised for, the possibility of
developing adjacent schemes on the road corridor?
Does the alignment travel adjacent to any railway line, and if so, has
Iarnrd ireann been consulted?
Vertical Alignment
Does the vertical alignment provide a smooth flowing profile
consistent with the design speed?
Is there a balance between earthworks material import and export
and if not, has the alignment been optimised for the difference?
Where appropriate, has the vertical alignment been designed
against maximum flood levels and has an appropriate safety margin
been applied?
11
12
13
14
15
16
17
18
Working Document
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Phase 3
Design
26
27
28
Have return periods been checked and has the % uplift for climate
change been included?
Should any section of the route require specific drainage measures,
have these been fully designed?
Have Rights of Way been included, where necessary, for
maintenance to drains etc. outside the land take?
Have adequate land take been provided for treatment measures
and retention ponds?
29
30
31
32
33
34
35
36
37
38
39
40
41
Working Document
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Phase 3
Design
Are there any protected species affected by the route and have they
been considered in sufficient detail, including cost of mitigation?
Is there a definitive list of mitigation measures?
49
50
51
52
53
54
55
56
57
Statutory Authorities
If the project crosses operational (including dis-used but potentially
operational) railway land, has such land been excluded from the
CPO?
If the project is adjacent to, but does not cross a railway line, has
Iarnrd ireann been consulted on railway implications?
Has agreement in principle been reached with CIE/ Iarnrd ireann
in relation to the project?
Have consultations been carried out with the National Parks and
Wildlife Services and their agreement in principle been obtained?
Have consultations been carried out with the relevant Fisheries
Board and their agreement in principle been obtained?
Have consultations been carried out with other relevant Statutory
Authorities and their agreement in principle been obtained?
Have consultations been carried out with the Emergency Services
to determine need for lay-bys, observation platforms and any
requirement for additional emergency access points to the road?
Landtake
58
59
Working Document
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Phase 3
Design
73
74
Have all sight lines for private accesses and minor roads been
included in the CPO?
Have all lands required for Accommodation works been included in
the CPO?
Have all lands required for service diversions been included in the
CPO?
Interaction with Land Use Planning
Is the impact of adjacent land zonings consistent with the strategic
transport function of the national road?
Have any recent avoidable re-zonings impacted significantly on the
land cost of the project?
Working Document
2/9/10 10:15 AM
Phase 3
Design
1.0
2.0
Identification of Need
Scheme Specific Need (National Road Traffic demands, completion of interurban link, removal of national road through traffic from urban bottlenecks etc)
3.0
Summary of the Road Safety Audit Stage 1 Report, including the Design
Team Response and Audit Team Acceptance.
Summary of Health & Safety Risk Assessment confirming that the Scheme
can be constructed, operated and maintained in a safe manner
Working Document
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4.0
Phase 3
Design
5.0
Overview of Junction Strategy for the scheme (as per the Approved Junction
Strategy Report)
6.0
Ground Investigation,
Optimisation
Soil
Classification
&
Earthworks
Balance
Identification of areas of soft ground requiring infill and areas where additional
acceptable material can be sourced within the land-take.
Working Document
2/9/10 10:15 AM
7.0
Phase 3
Design
Drainage Overview
Confirm that structural designs were referred to NRA Structures Unit for
comment and that these comments have been incorporated into the design.
Confirm that consents / approvals have been obtained where necessary (e.g.
OPW Section 50 consents for crossing of watercourses, Iarnrd ireann
Letter of Initial Acceptance for crossing of railways etc.)
Pavement design load (million standard axles) and Design life (years)
Tabular Summary of pavement design for mainline, side roads, slip roads,
junctions and interchanges
8.0
Working Document
2/9/10 10:15 AM
9.0
Phase 3
Design
Cost Estimation
Summary of Scheme Base Cost and Total Scheme Budget (including the TSB
for the Main Construction Contract element of the scheme) determined in
accordance with the NRA Cost Management Manual
Confirmation that a Preliminary Risk Analysis Report has been prepared for
the Scheme
10.0
Economic Assessment
Where necessary, re-iterate the rationale for selecting this route if it did not
generate the most economical Cost-Benefit Analysis results (Benefit to Cost
Ratio) during the Route Selection Process in Phase 2
Confirmation that CBA Results were certified by NRA Strategic Planning Unit
11.0
Confirmation that the scheme will meet NRA requirements and that the Need
for the Scheme has been established
Confirmation that the scheme as designed will be able to cater for forecast
Design Year traffic volumes
Confirmation that the scheme will bring about a reduction in the frequency and
severity of accidents
Confirmation that the Cost-Benefit Analysis has shown that the scheme is
economically viable and a worthwhile project to progress
Working Document
2/9/10 10:15 AM
Phase 3
Design
Appendices
Drawings
Working Document
2/9/10 10:15 AM
Working Document
Phase 3
Design
2/9/10 10:15 AM
NATIONAL
A
ROADS AUTHOR
RITY
Phase 3 DESIGN
P
Phase
4 EIA
A/EAR &
THE
E STATU
UTORY
PRO
OCESSE
ES
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M
ATION
Phase 7 HANDOVE
ER, REVIEW
W & CLOSEO
OUT
2/9/10 10:15 AM
Phase 4
EIA/EAR & The Statutory Processes
Notes
Working Document
2/9/10 10:15 AM
Phase 4
EIA/EAR & The Statutory Processes
Working Document
2/9/10 10:15 AM
Phase 4
EIA/EAR & The Statutory Processes
Purpose
4.1
The Project Manager shall ensure that sufficient lands are included within
the proposed land-take in order to facilitate the construction and
maintenance of the entire scheme including, inter alia, drainage outfalls and
attenuation ponds, working spaces, service diversions, signs and associated
foundations, severed holdings and accommodation works and shall ensure
that these lands are necessary, suitable and sufficient for the purpose of
constructing the proposed scheme.
The Project Manager shall ensure that sufficient lands are included within
the proposed land-take in order to implement all of the mitigation measures
contained in the EIS/EAR. Refer also to Section 4.7 Dealing with Late
Changes to Scope.
Working Document
2/9/10 10:15 AM
Phase 4
EIA/EAR & The Statutory Processes
4.2
Procurement of Property Valuation & Legal Service Providers
It may be necessary to engage Property Valuation Consultants and/or Legal Service
Providers, if such services are not already included in the Principal Consultants
Brief, i.e. where principal consultants have been appointed to undertake the planning
and design of scheme, including Phase 4.
Where required, the Project Manager will procure both Property Valuation
and Legal Services using the Standard Conditions of Engagement for
Consultants and/or such other procedures and provisions as may be agreed
with, and approved by, the NRA.
It is advisable to liaise with the Land Acquisition Unit of the NRA prior to
preparing the Brief for Property Valuation Consultants as they will provide
guidance on the Pre-Qualification Questionnaire, the Type of Contract to be
used and the Scale of Fees (if not fixed price-lump sum).
4.3
It will be necessary to obtain the approval of the Land & Property Cost
Estimate from the NRA Land Acquisition Unit and in this regard, a detailed
review of the cost estimate will be carried out. The Property Valuation
Consultant for the scheme should attend this review to provide further
information on how the estimate, or any part thereof, was calculated.
Working Document
2/9/10 10:15 AM
Phase 4
EIA/EAR & The Statutory Processes
In order to make provision for the costs of interest and fees (both landowner
and local authority), it is normal practice to uplift the Land Cost Estimate.
Further guidance on this matter should be sought from the NRA Land
Acquisition Unit.
The updated Land & Property estimate, as agreed with the NRA Land Acquisition
Unit, shall be used to update the Scheme Base Cost Estimate. This is discussed
further in Section 4.7 Dealing with Late Changes to Scope
4.4
The terms and conditions of the appointment of the PLO shall be agreed with the
National Roads Authority and the appointment process shall be overseen by the
NRDO Senior Engineer.
Full details of the duties of the PLO are provided in the NRA Guide to Process and
Code of Practice for National Road Project Planning and Acquisition of Property for
National Roads and are summarised in Appendix A4.3. The PLO shall also have
regard to the provisions of the Agreement between the IFA, DOE and NRA in
December 2001.
In instances where the PLO is not specifically appointed for a scheme, the
functions and duties of the PLO as outlined above shall be fulfilled by the
Project Manager.
The PLO shall also be familiar with the CPO/MO processes, in particular with the
serving of necessary notices to landowners such as Notice to Treat and Notice of
Entry.
In instances where 2 or more Local Authorities are affected by a scheme, the duties
of the PLO shall extend to act as liaison officer to the Local Authorities who do not
fulfil the role of Lead Local Authority.
The NRA Land Acquisition Unit provide guidance in the form of Circulars on
land-related matters from time to time (e.g. rates of compensation for ground
investigation work, fees payable for land acquisition etc.). The PLO should
liaise with the NRA Land Acquisition Unit to obtain the most up to date
guidance available for implementation on the scheme
Working Document
2/9/10 10:15 AM
4.5
Phase 4
EIA/EAR & The Statutory Processes
EIA / EAR
Where an EIS is required, the Scope of the EIS shall be determined in accordance
with applicable legislative requirements and the following:
ReferSpecificallytoSection3ofEnvironmentalImpactAssessmentofNationalRoadSchemesAPractical
Guide
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
The Design Team and/or Environmental team undertaking the EIS should be aware of
the fact that there will be significant interaction between the EIA process and the design
process (e.g. implications for mitigation measures such as attenuation ponds on landtake requirements) which may lead to modifications of the design and/or revisions to the
EIS. These interactions will also be iterative as the EIA process continues. Any major
design modifications required arising from the interaction with the EIA process shall be
dealt with as outlined in Section 4.7 Dealing with late changes to Scope.
On some schemes (e.g. schemes which are being fast-tracked), the NRA
may convey approval to proceed with Phases 3 and 4 in tandem which may
in turn reduce the impact of the interaction between the design and EIA
processes. It is important to ensure however that the environmental team is
provided with a substantially developed scheme design from the outset of
the EIA process in order to properly assess environmental impacts of the
scheme.
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
Article 5 of European Directive 85/337/EEC requires that all of the data required to
identify and assess the main effects which the scheme is likely to have on the
environment should be included in the EIS. This includes all of the design
information contained in the Design Report. In order to reconcile this legal
requirement with the likelihood that the scheme will be constructed on the basis of
either a Design-Build or a Design-Build-Finance-Operate Contract, an EIS should
contain a statement to the effect that the scheme as constructed will at least be
equivalent to the scheme proposals outlined in the Design Report.
An EIS prepared for a major road scheme which will be constructed on the
basis of a Design & Build or similar Contract shall contain the following
statement: The detailed design will seek to develop the design report
proposals in a manner such that there is no material change in terms of
significant adverse effects on the environment. Opportunities may be
identified to further reduce the significance of adverse environmental effects
and, in some cases, improve the residual effect or impact.
Where possible, mitigation measures proposed in the EIS should avoid being overly
prescriptive and should instead stipulate certain performance standards or
thresholds to be achieved or not exceeded.
4.5.3 Protected Sites Licences & Appropriate Assessment
In schemes which impact upon
designated European sites (e.g. SAC,
NHA, SPA etc.) identified as Natura
2000 sites, the advice of the NRA
Environment Unit should be sought as
these schemes will have additional
requirements to EIS such as an
Appropriate Assessment as required by
the EU Habitats Directive 92/43/EEC
Further guidance on the assessment of
impacts on protected sites, including
Stage 1 Appropriate Assessment Screening, is provided in the NRA Guidelines for
Assessment of Ecological Impacts of National Road Schemes. In the case of subthreshold schemes, the Appropriate Assessment Screening shall be incorporated
into the EIS Screening process (See Section 4.5.1) as described in Environmental
Impact Assessment of National Road Schemes A Practical Guide.
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
Any works or surveys required as part of the road scheme to be carried out
in Natura 2000 sites may only be carried out with Ministerial consent in
accordance with the Habitats Regulations (S.I. No. 94 of 1997). The
procedure for applying for derogation licences is outlined in Appendix III of
the NRA Guidelines for Assessment of Ecological Impacts of National Road
Schemes.
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
2/9/10 10:15 AM
Phase 4
EIA/EAR & The Statutory Processes
At the conclusion of the Oral Hearing, the final version of the Schedule of
Environmental Commitments shall be submitted to An Bord Pleanla
Inspector. Following the conclusion of the Oral Hearing, the Project Manager
shall submit a copy of this schedule to the NRA Inspector.
4.6
Following completion of the EIS and the determination of the final land-take (to
include, where necessary, additional lands for environmental mitigation measures),
the CPO/MO Deposit Maps, Orders, Schedules and Notices shall be prepared.
The Project Manager shall ensure that CPO/MO Deposit Maps, Order,
Schedules and Notices are prepared in accordance with current CPO
enabling legislation and in accordance with prescribed forms.
It is advised that the Project Manager obtain expert legal advice when
preparing CPO/MO Deposit Maps, Orders Schedules and Notices as errors
or omissions can potentially jeopardise the validity of the compulsory
acquisition process. This procurement method for expert legal advice should
be agreed in advance with the Steering Group.
Working Document
2/9/10 10:15 AM
4.7
Phase 4
EIA/EAR & The Statutory Processes
Any increase to the Land & Property cost estimate, as described in Section 4.3, from
the approved Land & Property Cost Estimate, may increase the Scheme Base Cost
Estimate prepared at Phase 3 and may impact on the Total Scheme Budget.
The Schedule of Environmental Commitments may have a similar impact and the
cost of these commitments should be estimated and reported to the NRA Inspector.
The environmental mitigation measures may also impact upon the design of the
scheme (e.g. larger structures, additional access tracks, attenuation ponds, etc.).
There may also be interaction between
the environmental mitigation measures
and the Land & Property Cost Estimate
as there may be additional lands
required to construct the mitigation
measures. This may in turn impact upon
the CPO/MO mapping. Any changes to
the Land & Property Cost Estimate
should be referred to the NRA Land
Acquisition Unit for review.
Upon completion of the draft EIS, the Project Manager shall, if necessary,
revise the Scheme Base Cost Estimate to take account of changes arising
from the EIS mitigation measures, design changes and/or CPO/MO mapping
changes, together with any changes to the Land & Property estimate as
outlined above.
The NRA will arrange and facilitate the Risk Assessment Workshop and will
subsequently generate a Quantified Risk Analysis Report for the Scheme.
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
The Scheme Base Cost Estimate, presented in the Target Cost 1 (TC1)
format, together with the Preliminary Quantified Risk Analysis Report, shall
be submitted to the NRA Cost Estimation Unit, through the NRA Inspector,
who will in turn determine the indicative Target Cost and Total Scheme
Budget (TSB) estimates for the Scheme. These figures shall be approved by
both the NRA Regional Manager and the Head of Major Projects.
Project Brief
Business Case
All revised and updated PAG Deliverables shall be prepared in accordance with the
NRA Project Appraisal Guidelines.
The Project Manager shall submit the revised and updated PAG
Deliverables to the NRA Strategic Planning Unit, through the NRA Inspector,
for approval.
The Project Manager shall also inform the NRA Inspector in the event of
significant design changes arising from the EIA process (See Section 4.5.2)
and the NRA Inspector shall advise on whether the Scheme Design Report
prepared at Phase 3 should be revised and/or re-submitted for NRA
approval.
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
It is important that the Project Manager identifies all of the critical parameters used at
this stage in the process such as Year of Opening, Design Year, AADTs, proposed
Road Type, Junction Strategy, Total Scheme Budget etc. as it will assist the review
process later when further changes may occur.
4.8
Approvals
The Project Manager shall ensure that the EIS Consultants take cognisance
of, and issue replies to, comments and queries raised by the NRA
Environment Unit in relation to the EIS prior to finalising and formally
submitting the report for approval. It will be necessary for the Project
Manager to obtain formal NRA approval to proceed with the publication of
the EIS and CPO/MO.
The Project Manager shall, in consultation with the NRA Inspector and the
NRA Cost Estimation Unit, prepare the Total Scheme Budget (TSB) for the
Scheme, based on Target Cost 1 (TC1) as outlined in the NRA Cost
Management Manual. These revised Cost Estimates must be approved by
the NRA Regional Manager and Head of Major Projects before the Scheme
can proceed to CPO/MO and EIS publication.
It will be necessary for the Project Manager to obtain approval of the revised
NRA Project Appraisal Guidelines (PAG) Deliverables from the NRA
Strategic Planning Unit before the Scheme can proceed to CPO/MO and EIS
publication.
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
The Project Manager shall submit the CPO/MO and EIS Documents to the
NRA Inspector for approval. In seeking NRA approval to publish the EIS and
CPO/MO, the Project Manager should also seek approval to pay the
application fee to An Bord Pleanla from the specific road grant.
The requirements to obtain separate NRA Approvals of the Total Scheme Budget, the
revised Project Appraisal Deliverables and the CPO/MO and EIS documentation, shall
collectively constitute Project Review 4 (Red Review) as described in the Capital
Works Management Framework Guidance Note GN 1.1 Project Management.
4.8.2 Local Authority Approvals
The publication of both EIS and CPO/MO require separate Managers Orders from
the lead Local Authority. These Managers Orders shall be prepared in accordance
with individual Local Authority procedures and shall refer to the relevant enabling
legislation.
In respect of the Part 8 process, the scheme proposals must be noted by the elected
members of the Local Authority, prior to a decision being made to proceed or
otherwise with the scheme. In cases where the scheme is located within the
functional area of 2 or more Local Authorities, the scheme proposals must be noted
by the elected members of each Local Authority. See also Section 4.9.1 Part 8.
4.9
The public consultation shall be carried out in accordance with Part 8 of the Planning
& Development Regulations, 2001 as amended.
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Phase 4
EIA/EAR & The Statutory Processes
This Report shall be endorsed by the NRDO Senior Engineer and Director of
Services and submitted to the County Manager for approval by Managers Order.
Working Document
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Phase 4
EIA/EAR & The Statutory Processes
The EIS shall also be submitted to the prescribed bodies outlined in the Roads Acts
and the Planning & Development Acts.
An Bord Pleanla may also attach a community gain condition to any approval of
Strategic Infrastructure Development and in this regard, the Board recommends that
the Local Authority should indicate any proposals it may have for such gain in its
application.
For Road schemes, it is recommended that the local authority, in its cover
letter to the Board, outlines that the road scheme will reduce travel times and
increase efficiency resulting in economic benefits to the region and that this
in itself, will result in substantial community gain
The local authority shall publish a Public Notice (typically in conjunction with the
CPO/MO Notice as described in Section 4.9.4) in the prescribed form which outlines
the nature and extent of the scheme.
As Strategic Infrastructure Development, the EIS Public Notice must alert the
public to the fact that an observer fee, as determined by the Board, must
accompany all submissions in relation to the scheme, subject to certain
exemptions (such as prescribed bodies and affected landowners). The
Notice shall also state that the Board may, at its absolute discretion, hold an
Oral Hearing in relation to the scheme.
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Phase 4
EIA/EAR & The Statutory Processes
4.9.4 CPO/MO
Once the necessary NRA approval to
proceed with publication of the CPO/MO
has been obtained, the Project Manager
shall prepare an Engineers Report
certifying that the lands contained in the
CPO/MO Schedule are necessary and
sufficient for the purpose of constructing the
scheme and recommending to the County
Manager that the CPO/MO be published. An outline of the information to be
contained in the Engineers Report is contained in Appendix A4.7
This Report shall be endorsed by the NRDO Senior Engineer and Director of
Services and submitted to the County Manager for approval by Managers Order.
In the case of lands in the ownership of the CIE Group of Companies (i.e.
railway lands) they should generally be included in the CPO/MO Schedule.
The Project Manager shall seek the advice of the NRA Inspector regarding
the inclusion or otherwise of CIE lands in the CPO/MO and shall in any
event, liaise with the CIE Group Property Management Division in relation to
these lands.
Notwithstanding the fact that some lands required to construct the scheme
may already be in the ownership of the Local Authority or may have been
acquired as part of a previous CPO, it will nevertheless be necessary to
include all of the lands, which are required to construct the Scheme, in the
CPO/MO Order, Schedules and Maps.
In the case of a Motorway Order, the Project Manager shall agree with the NRA
Inspector the extent of temporary land acquisitions (e.g. for accommodation works
etc.) required for the Scheme, as provided for in the Roads Act, 1993.
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Any lands that are only required temporarily for construction or other
purposes, should be clearly identified. The strategy for dealing with these
lands should be considered in terms of cost effectiveness and discussed with
the NRA for advice as to how to proceed.
A copy of the CPO/MO Order shall be served on every person who has an interest in
the Scheduled Lands. In addition a Public Notice shall be published (typically in
conjunction with the EIS Notice, if required) in the prescribed form.
The CPO shall then be submitted to An Bord Pleanla for confirmation to the same
address used for submitting the EIS. The local authority shall submit the following to
the Board:
CPO/MO Order, Schedule & Maps signed and
sealed in triplicate;
Copy of the Newspaper Notice (to include EIS
Notice, if applicable);
Copy of notice served on each person with an
interest in the Scheduled lands;
Report of Engineer certifying that the lands are
necessary and sufficient as endorsed by the
NRDO Senior Engineer and Local Authority
Director of Services;
In the case of Schemes not requiring an EIS,
the Part 8 Report together with a certified
record of the minutes of the Local Authority
Meeting where the Report was noted.
Copy of Managers Order authorising the publication of the CPO/MO.
The period for which the CPO/MO Order may be inspected now runs concurrently
with the period for which objections may be lodged with the Board and this period
shall not be less than 6 weeks from the Date of Publication of the Public Notice.
In the case of a CPO/MO for Strategic Infrastructure Development (i.e. in conjunction
with an EIS), the Local Authority may also be liable for the application fee.
In the CPO/MO cover letter to the Board, the Local Authority should confirm
that an EIS has already been submitted for approval and that an application
fee has already been paid. The Local Authority should accordingly apply for
a waiver of the application fee in respect of the CPO/MO.
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4.10
Phase 4
EIA/EAR & The Statutory Processes
The key deliverables from Phase 4 before a scheme is published are outlined in
Appendix A1.2. In seeking approval to Publish a Scheme the Project Manager shall
ensure that all the deliverables required have been submitted and NRA Approval
received.
In the case of a scheme going forward a PPP, the EIS will need to be reviewed by
the PPP Unit to ensure their requirements are fully met. The Project Manager should
allow adequate time in the programme for this review. The completed EIS will be
required and a draft version will not be accepted.
4.11
In the event that there are objections to the EIS application and/or the CPO/MO, An
Bord Pleanla may, at its absolute discretion, hold an Oral Hearing into the matter.
In advance of the Oral Hearing, the Project Manager shall ensure that all
participants in the Local Authority Team have adequately prepared for the
Oral Hearing. A Checklist of items to be considered for Oral Hearing
Preparation is contained in Appendix A4.8.
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It is important to note that An Bord Pleanla is now legally required to ensure that
copies of the submissions and observations received and all other documentation
and correspondence relating to the application are available for inspection, by
appointment, at the offices of the local authority and at the Boards offices prior to,
and during, the Oral Hearing.
The Project Manager shall ensure that all such documentation is available
for inspection by appointment for a period of not less than 7 days prior to the
Oral Hearing at the offices of the Local Authority and that this documentation
is also available at the Oral Hearing venue for the full duration of the hearing.
If the proposed Scheme necessitated a Variation to a County Development
Plan, then a copy of this Plan, as varied should also be made available for
inspection.
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4.12
Phase 4
EIA/EAR & The Statutory Processes
Audit Requirements
The NRA Audit Unit will undertake an audit of the statutory processes and will seek
confirmation of key decisions and confirmation that the various orders, reports and
notices were prepared in accordance with the legislation applicable at the time. A
Checklist of the key documents required by the NRA Audit Unit is contained in
Appendix A4.10
The Project Manager shall ensure that copies of these documents are
retained in a manner such that they are capable of being retrieved in a
reasonable timeframe, for a period of years after completion of the scheme
4.13
At the conclusion of the Oral Hearing, the Inspector will prepare a report containing a
recommendation to An Bord Pleanla. The Board will then consider this
recommendation and will make a decision to either:
a) Approve the scheme,
b) Approve the scheme with modifications, or
c) Refuse to approve the scheme.
The Board will notify the local authority, in writing, of its decision which will also be
available for viewing, together with the Inspectors Report on the Boards website
www.pleanala.ie. The Board will also publish a notice of its decision in a local
newspaper.
The Project Manager should ensure that all key stakeholders are informed of
the Boards decision.
In the event that the CPO/MO for the scheme is confirmed or confirmed with
modifications, a Confirmation Notice in the prescribed form will be published in a
local newspaper and served on each affected landowner.
After the expiration of the statutory period for legal challenges to the Boards
decision, an Operative Notice in the prescribed form will similarly be published in a
local newspaper and served on each affected landowner.
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In the event of a Judicial Review of the Boards decision, the Project Manager should
liaise with the NRA Inspector who will advise on how the Scheme is to proceed.
4.14
The Project Manager shall request NRA approval to serve the Notice to
Treat within the statutory timeframe from the date that the CPO/MO
becomes operative. This request shall be accompanied by a copy of the
approved Business Case for the Scheme as the decision to issue a Notice to
Treat marks an NRA Hold Point, which is the decision to sanction the
funding of land acquisition for the Scheme.
Following the decision of An Bord Pleanla to approve the scheme with or without
modifications, the Project Manager shall collate details of all agreements entered into
with affected landowners prior to and during the Oral Hearing which secured the
withdrawal of objections to the CPO/MO and/or EIS
and which were conditional on the approval of the
scheme by the Board.
The Project Manager shall submit these details,
together with a copy of the updated Schedule of
Environmental Commitments as set out in the
conditions to the Boards approval, together with
any other conditions attached to the approval by
the Board, to the NRA Inspectorate.
The Project Manager shall inform the NRA
Inspector of the implications, if any,that either the
land agreements or the conditions to the Boards
approval may have on the scheme scope
(programme, budget and quality).
4.15
The Project Manager shall request NRA Approval to proceed to Phase 5 Advance
Works, Construction Documents Preparation, tender and Award.
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Phase 4
EIA/EAR & The Statutory Processes
PHASE 4
APPENDICES
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Phase 4
EIA/EAR & The Statutory Processes
Provision
Carry out a detailed land ownership search with the Land Registry
(including online searches via the Land Registry website
www.landdirect.ie)
Refer the Scheme footprint to the NRA GIS Unit to carry out a
check on all postal addresses using geodirectory software.
10
11
12
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Provision
13
14
15
16
17
Allow sufficient lands to be provided for the provision of cycleways, where required
18
19
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A4.2 Outline Briefs for Property Valuation Consultants and Legal Service Providers
The Brief for Property Valuation Consultants shall include, but not be limited to, the
following:
Prepare reports for land agreements requiring the prior approval of the
National Roads Authority (typically for large value agreements as advised by
the NRA Land Acquisition Unit).
Provide the Project Manager with expert advice dealing with land-related
objections to the CPO/MO and participate in negotiations with landowners to
seek a withdrawal of their objections, prior to or during the Oral Hearing.
Provide expert advice on the nature, extent and cost of accommodation works
required in order to minimise the impact of the scheme on land holdings.
Prepare a detailed land cost estimate prior to CPO/MO publication which will
require the approval of the NRA Land Acquisition Unit.
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Phase 4
EIA/EAR & The Statutory Processes
A4.2 Outline Briefs for Property Valuation Consultants and Legal Service Providers
(continued)
The Brief for Legal Service Providers shall include, but not be limited to, the
following:
Prepare all necessary public and statutory notices associated with CPO/MO
and either EIS or Part 8 planning processes.
Liaise with landowner legal representatives and complete all land transfers to
the ownership of Local Authorities as part of the CPO/MO process.
Prepare and attend at CPO/MO Oral Hearing and instruct the Barrister on
behalf of the Local Authorities.
Prepare evidence in defence of the Local Authorities in the event of claims for
liability as part of the Main Contract (e.g. personal injury, damage to property
etc.)
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Agree access to privately owned lands for Contractors carrying out advance
works and surveys (both intrusive and non-intrusive) as part of the scheme.
Adequate written notice (14 days in accordance with the IFA/DOE/NRA
Agreement) shall be given to affected landowners.
Assess the accuracy of land ownership records held by the Local Authority
and confirm these records with individual landowners. Particular attention
should be given to determining private rights-of-way and other burdens which
may be affected by the scheme and may require inclusion in the CPO/MO
Schedule.
Make all reasonable enquiries to establish the identity of land owners where
no reliable records exist (e.g. unregistered land).
Ensure that any EIS Mitigation Measures relating to Land & Property are
implemented.
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Ensure that landowners have reasonable access to their lands at all times
during the construction of the scheme.
Ensure, in conjunction with the Project Manager, that the necessary approvals
are in place to serve the statutory notices (Notice to Treat, Notice of Entry)
within the specified time limits.
Maintain accurate records of the Date of Entry by the Local Authority onto
scheduled lands and advise the local authority of the total period, if any, for
which interest is payable (Date of Land Agreement Date of Entry = total
number of days for which interest is payable).
Assist the property valuation consultant and the Local Authority legal team in
cases where the matter of compensation for land acquisition has been
referred to arbitration.
In addition to the above, in cases where 2 or more local authorities are affected by
the scheme, the PLO shall have the following duties in relation to the Local
Authorities that do not fulfil the role of Lead Local Authority:
Inform the Local Authorities of progress on the scheme and provide such
information necessary for these Local Authorities to make informed decisions.
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Phase 4
EIA/EAR & The Statutory Processes
Description
Reference
Traffic
1.1 (e.g. Public lighting will be provided at roundabout locations for
reasons of safety....)
1.2 etc.
Human Beings
2.1, 2.2 etc.
Air Quality
Material Assets
10
Agriculture
11
Insert reference
to additional or
revised drawings
& documents
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Insert reference
to additional or
revised drawings
& documents
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Provision
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Phase 4
EIA/EAR & The Statutory Processes
Legislative
Context
Estimated Timeframe
Preconditions
Approval by
An Bord
Pleanla
Roads Act,
1993, Part IV
Planning and
Development
Act, 2000, s
215
Roads
Regulations,
2000.
Sufficiently
final plans
and
drawings.
Preparation
of EIS.
Foreshore
issues
Foreshore
Acts, 1933 to
1998
Planning and
Development
Act, 2000, Part
XV
Common Law
Consent of Minister to be
sought as a matter of
private law: no statutory
framework and therefore
no set timeframe.
Role of Minister in oral
hearing relating to
compulsory acquisition
of foreshore, and
application for approval
by the Board of
proposed development,
is integrated within those
respective procedures.
None
formally
(aside from
those rolledup in Roads
Act
application
to the
Board).
Minister
might
request EIS.
Consent to
constructing
a bridge over
a railway
Roads Act,
1993,
s 15A
No statutory timeframe is
prescribed.
Sufficiently
final plans
and
drawings.
No formal
requirement
of EIS.
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Phase 4
EIA/EAR & The Statutory Processes
Legislative
Context
Estimated Timeframe
Preconditions
Consent to
Legislation
constructing relevant to areas
a bridge over, such as:
or a tunnel
Shannon
under, a
Navigation
navigable
Act, 1839
waterway
Roads Act,
1993, s 15A
Shannon
Navigation
(Extension of
Limits of
Navigation)
Bye-Laws,
1998
Minister for
Arts, Heritage,
Gaeltacht and
the Islands
(Powers and
Functions)
Act, 1998
British-Irish
Agreement
Acts, 1999
No statutory timeframe is
prescribed.
Sufficiently
final plans
and
drawings.
No formal
requirement
of EIS.
Consent to
constructing
a bridge over
a watercourse
Arterial
Drainage Act,
1945, s 50
No statutory timeframe is
prescribed.
Sufficiently
final plans
and
drawings.
No formal
requirement
of EIS.
Toll Scheme
Roads Act,
1993, Part V
Planning and
Development
Act, 2000,
Part XX
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Phase 4
EIA/EAR & The Statutory Processes
Legislative
Context
Compulsory
acquisition of
land
Transport Act,
1944, s 130
Local
Government
(No 2) Act,
1960
Housing Act,
1966
Planning and
Development
Act, 2000
Working Document
Estimated Timeframe
Preconditions
This
Application to the Board
procedure
must be made within six
(asking the
weeks of the local authority
Board to
complying with the statutory
confirm the
requirements of public
compulsory
notification (see detail in the
acquisition
Report).
order) will be
The Board must deal with
interwoven
the application as
with the
expeditiously as possible.
application to
Normally, an application
should be determined within the Board for
18 weeks of the last date for approval
under the
making objections or
Roads Act,
observations.
1993, and
An oral hearing need not
the two will
necessarily delay this
be decided
timeframe, but may do so in
together.
practice.
A decision of the Board on
an application to confirm a
compulsory acquisition
order becomes operative
three weeks after it is made.
Vesting procedures, by
means of which a
compulsory acquisition
order is enforced, then
follow if the relevant land is
not acquired voluntarily.
Vesting must occur within
two years and
approximately two months
thereafter, although (i) it
may occur sooner, and (ii)
within that timeframe, the
local authority or its
delegate must have been in
possession of the relevant
lands for a period of at least
six months. Vesting might
occur more promptly with
the acquiescence of the
affected landowner(s).
If applicable, the IFA
agreement sets internal
targets within the statutory
timeframe, each of which
specifies a shorter period
than the relevant statutory
maximum. The IFA
agreement, were it to apply
in any given case,
contemplates a compulsory
acquisition procedure being
finalised within
approximately eight months
of the scheme becoming
operative (i.e. approximately
eight months and three
weeks after it is approved
by the Board).
Version 1.0 January 2010
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Phase 4
EIA/EAR & The Statutory Processes
Legislative
Context
Estimated Timeframe
Waste
licensing
Environmental
Protection
Agency Act,
1992
Waste
Management
Acts, 1996
and 2001
Waste
Management
(Licensing)
Regulations,
2000
Water
abstraction
Local
Government
(Water
Pollution) Act,
1977
No statutory timeframe is
prescribed.
Water
discharge
Local
Government
(Water
Pollution) Act,
1977
No statutory timeframe is
prescribed.
Not relevant
Areas of
special
concern
Working Document
Preconditions
Not relevant
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Phase 4
EIA/EAR & The Statutory Processes
Legislative
Context
Estimated Timeframe
Preconditions
Harbour
companies
Harbour Acts,
1996 and
2000
No statutory timeframe is
prescribed.
Sufficiently
final plans
and
drawings.
Regional
Fisheries
Board
Fisheries Act,
1980
No statutory timeframe is
prescribed.
Sufficiently
final plans
and
drawings.
Irish Aviation
Authority
Irish Aviation
Authority Act,
1992
Aviation
Regulation
Act, 2001
No statutory timeframe is
prescribed.
Sufficiently
final plans
and
drawings.
Designation
of road as a
clearway
Road Traffic
Acts
No statutory timeframe is
prescribed.
None.
Project
collaboration
Local
Government
Act, 2001, s
85
Roads Act,
1993, s 14
Not relevant.
Not relevant.
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Phase 4
EIA/EAR & The Statutory Processes
Justification for acquiring the lands compulsorily to include, inter alia, the
following:
It will secure the acquisition of all the lands required;
It will provide objectors to the scheme (both CPO/MO and
extinguishments of rights-of-way) with a forum at which they can
outline their objections;
It will facilitate the acquisition of the lands within a reasonable
timescale;
It will afford an arbitration forum to assess compensation payable;
It will permit the local authority to plan a programme for the scheme
confident in the knowledge that the lands required will be available;
It will permit the local authority to acquire proper title to unregistered
lands;
It will facilitate the implementation of the relevant Development Plan(s).
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Phase 4
EIA/EAR & The Statutory Processes
Provision
Preparation of Evidence
1
The Legal Advisor shall ensure that all personnel who give
evidence on behalf of the Local Authority prepare a Brief of
Evidence
The Legal Advisor shall ensure that Briefs of Evidence are clear,
concise, factual and unequivocal and are consistent with each
other
10
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Provision
12
13
14
15
16
One member of the Local Authority Team shall ensure that proof
of delivery of all notices to prescribed bodies and affected
landowners is prepared. (Note if notices are sent by registered
post, An Post provides a free Proof of Delivery service through its
website www.anpost.ie)
At the Oral Hearing
17
The Legal Advisor shall agree the order of evidence with the
Inspector
18
19
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Provision
21
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Phase 4
EIA/EAR & The Statutory Processes
Project Description;
Identification of Need:
Road Policy at EU, National, Regional and Local Level;
Specific Need (e.g. traffic volumes).
Consideration of Alternatives:
Summary of Route Selection Process;
Overview of Non-statutory public consultation;
Overview of Part 8 consultation process (if applicable).
Economic Assessment:
Confirmation of Total Scheme Budget;
Summary of results of Cost-Benefit Analysis.
will
present
evidence
under
various
Conclusions (confirmation that the scheme as proposed is the best option and
confirmation that the lands required for it are necessary and sufficient).
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Provision
10
11
12
13
14
15
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NATIONAL
A
ROADS AUTHOR
RITY
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
P
Phase
5 ADV
VANCE WORKS
S&
CON
NSTRUC
CTION
DOC
CUMENT
TS
PRE
EPARAT
TION, TENDER
E
& AWARD
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M
ATION
ER, REVIEW
W & CLOSEO
OUT
Phase 7 HANDOVE
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
NOTES
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
PROJECT REVIEW 5
(Amber Review)
Per GN 1.1
(Ref 5.1.2)
Advance Works
Contracts (Ref 5.2)
Confirmation of Lands to be
Made Available to the
Contractor (Ref 5.1)
Construction Documents
Preparation (Ref 5.6)
Service Diversions /
Fencing / Hedge Clearing
(Ref 5.2.1)
Review of Subsequent
Design Changes
(Ref 5.1.2)
CWMF
Review of Subsequent
Design Changes
(Ref 5.1.2)
Environmental Advance
Works (Ref 5.2.2)
Archaeological Testing
& Resolution (Ref 5.2.3)
Topographical Proof Survey
(Ref 5.2.4)
Tender Drawings
(Ref 5.6.2)
Additional Ground
Investigation Contract
(Ref 5.2.5)
Tender Documents
(Ref 5.6.3)
Yes
Submit to
NRA for Approval.
Approved: Yes / No
(Ref 5.8)
NRA
Tender Process
(Ref 5.9)
CWMF
PROJECT REVIEW
(RED REVIEW)
No
CWMF
PROJECT REVIEW 6
(Red Review)
Per GN 1.1
(Ref 5.8)
CWMF
PROJECT REVIEW
(AMBER REVIEW)
Proceed to
Phase 5 (Part 2)
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
5.0
It will be necessary to obtain the formal approval of the NRA to serve the
Notice to Treat, notwithstanding the provisions of the IFA/DOE/NRA
December 2001 Agreement.
The Project Manager will be required to confirm that the full extent of the Lands to be
Made Available to the Contractor are sufficient for the purpose of constructing the
Scheme, as approved and/or modified by the Board. The Project Manager shall
ensure that sufficient lands are available to construct the Scheme in accordance with
the requirements outlined hereunder.
5.1.1. Review of Design Report / EIS / ABP Scheme Confirmation
The Project Manager shall ensure that the Scheme as proposed in the Design
Report is adequate to meet current design requirements. The EIS Schedule of
Commitments, as approved by An Bord Pleanla, together with any conditions of
approval imposed by the Board shall also be reviewed.
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The Project Manager shall review the Scheme design as outlined in the
Design Report and the approved EIS Schedule of Commitments together
with any approval conditions imposed by An Bord Pleanla and shall ensure
that sufficient lands are available to construct the Scheme. A checklist of
items to be considered in this review is contained in Appendix A5.1.
As part of the design review, the Project Manager shall ensure that the Phase A
Signing Strategy, as described in the NRA Traffic Signs Approval Procedure, is
completed and submitted to the NRA Signs Approval Section for review.
5.1.2 Review of Subsequent Design Changes
There may in some instances be a significant time lag between the publication of the
Scheme CPO/MO and EIS and the progression of the scheme to Phase 5, following
the approval of the scheme by An Bord Pleanla. In these circumstances, the design
standards upon which the scheme was originally proposed may have been revised
or updated.
The Project Manager shall review all design standards applicable to the
Scheme at the time it was submitted to An Bord Pleanla for approval and
shall ensure that any standards revised or updated in the intervening period
are examined for their implications on the lands necessary to construct the
Scheme.
The Project Manager shall notify the NRA Inspector in the event that Design
Report/EIS/Statutory Confirmation Reviews as described above have
implications for the Scope of the Scheme, particularly the Total Scheme
Budget. If this review identifies additional costs not already provided for in
the Total Scheme Budget, then it will be necessary to obtain formal NRA
approval of the revised Budget before the scheme can proceed further.
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Advance Works & Construction Documents Preparation, Tender & Award
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
The Project Manager shall agree in advance with the NRA Structures Unit,
through the NRA Inspector, on the method of interaction and communication
with Iarnrd ireann. The Project Manager shall liaise with Iarnrd ireann
personnel as required and agreed with the NRA Structures Unit and shall
refer agreed detailed design proposals for Structures at Railways to Iarnrd
ireann and the NRA Inspector as required.
Following receipt of the Acceptance of Detailed Design from Iarnrd ireann and the
Railway Safety Commission, the design, as accepted shall be included in the tender
documentation as a contract requirement. Where necessary in Design & Build
Contracts, the tender documents shall include arrangements to novate the design for
railway structures, as accepted by Iarnrd ireann, to the successful tenderer in
order that design responsibility for these structures is transferred to the Main
Construction Contractor.
It will be necessary to clearly state in the tender documentation that should the
Contractor wish to alter or amend the design for railway structures, as accepted by
Iarnrd ireann, responsibility for seeking revised acceptance from Iarnrd ireann
for such proposals rests solely with the Contractor.
The Project Manager shall ensure that Detailed Design of Railway Structures
as accepted by Iarnrd reann shall be included, without amendment, in the
tender documents as a contract requirement. The Project Manager shall
ensure that the tender documents clearly state that responsibility for seeking
an amended Acceptance of the Detailed Design is a matter solely for the
Contractor in the event that the Contractor wishes to submit alternative
proposals to the accepted design.
RefertoOPWGuidetoApplyingforConsentunderSection50oftheArterialDrainageAct,1945.
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Advance Works & Construction Documents Preparation, Tender & Award
Section 50 of the Arterial Drainage Act, 1945. A similar consent in accordance with
Section 47 of the Act will be required for the construction of any weirs as part of the
Scheme.
The requirements of the OPW regarding proposed crossings of watercourses may
lead to an increase the required size / headroom of culverts and bridges proposed
for the scheme. This will in turn have an impact on the earthworks and road footprint.
The Project Manager shall ensure that sufficient lands are available to construct the
Scheme which will incorporate the bridges and culverts to the sizes and dimensions
approved by the OPW.
The Project Manager shall notify the NRA Inspector immediately in instances
where it may not be possible to construct certain aspects of the Scheme as
outlined above within the Lands to be Made Available to the Contractor.
Where such instances occur, the designer shall advise on alternative strategies and
the corresponding additional cost to the scheme, if any. Every effort should be made
during the earlier phases to ensure this does not occur as it may lead to significant
additional costs to the scheme.
5.2
)
!
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
The different types of Advance Works Contracts include, but are not limited to, the
following works:
Environmental;
Where tree felling and/or hedge clearing is to be included as part of the Main
Construction Contract, the Employers Requirements should highlight the
time constraints and restrictions imposed by relevant legislation.
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Advance Works & Construction Documents Preparation, Tender & Award
The advice of the NRA Environment Unit should be sought when preparing for
Environmental Advance Works Contracts. Pre-construction surveys and/or mitigation
measures shall be carried out in accordance with the appropriate NRA
Environmental Guidelines and where necessary, under licence from the National
Parks & Wild Life Service (NPWS).
5.2.3 Archaeological Services
A series of advance archaeological services
contracts may be required as part of the Schedule
of Environmental Commitments or may, in any
event, be required in advance of the Main
Construction Contract. All archaeological works
shall be carried out in accordance with the Code of
Practice8, the EIS Schedule of Commitments and
the Standard Conditions of Engagement for
Archaeology Services.
The Project Manager should liaise directly with the NRA Project
Archaeologist regarding the programming and preparation of Archaeological
Consultancy Contracts including the preparation of Contract Documents and
the appointment of archaeological consultants, if programmed.
CodeofPracticebetweentheNationalRoadsAuthorityandtheMinisterforArts,Heritage,Gaeltachtandthe
Islands,2000.
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Advance Works & Construction Documents Preparation, Tender & Award
Once the Stage (i) Advance Investigation services have been completed and
reports prepared, the Project Manager shall liaise with the NRA Project
Archaeologist to establish the appropriate method of preservation (i.e.
preservation by record or preservation in-situ) of archaeological features /
sites and on the preparation of associated mitigation works.
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The Project Manager should ensure that other intrusive advance works, such
as the Service Diversion Contracts (Section 5.2.1) and the Additional Ground
Investigation Contract (Section 5.2.5), do not conflict with the archaeological
services described above.
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The borehole, drill-hole, trial pit and other logs obtained from the Additional
GI Contract shall be delivered to the Client in the standardised AGS format
for use by tenderers during the tender process.
5.3
)
5.4
The Project Manager shall review and update the previous Value Report to
take account of any changes as outlined above and shall submit to the NRA
for approval prior to the scheme proceeding to the Tender Stage.
An updated Target Cost 2 (TC2) and Total Scheme Budget (TSB) shall be prepared
for the scheme in accordance with the NRA Cost Management Manual. The Main
Construction Contract element of the Scheme Base Cost shall be revised to
comprise a pre-tender cost estimate for the Roadworks Contract.
Any changes to other elements of the Scheme Base Cost (e.g. Land & Property)
shall also be included in the revised Base Cost Expenditure Heading of TC2.
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5.5
Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
The Scheme Base Cost Estimate shall be submitted to the NRA Cost
Estimation Unit, through the NRA Inspector, who will in turn determine the
Target Cost (TC2) and Total Scheme Budget (TSB) for the Scheme. These
figures shall be approved by both the NRA Regional Manager and the Head
of Major Projects.
In the event of any changes to the Total Scheme Budget as outlined above, or any
changes to the project programme or scope, the Project Manager shall discuss with
the NRA Inspector, in consultation with the NRA Strategic Planning Unit, the
requirement to update the PAG Deliverables. It shall be necessary in any event to
prepare a Final Business Case in accordance with the NRA Project Appraisal
Guidelines.
5.6
The construction documents outlined in this section are for Contracts based
on the Public Works Contract for Civil Engineering Works Designed by the
Contractor, (PW-CF4), issued by the Department of Finance. Further
guidance and information in relation to these contracts is available from the
Department of Finance Construction Procurement Reform Website
(www.constructionprocurement.gov.ie). The Project Manager should contact
the NRA directly for guidance in the event that a contract type other than that
outlined above is proposed.
The type of contract and method of procurement should be agreed by the tender
Documentation Committee from the outset of the tender process. Reference should
be made to the following guidance notes, produced by the Capital Works
Management Framework, when determining the appropriate contract type:
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The PSDP shall prepare the Preliminary Health & Safety Plan for the Scheme in
accordance with the relevant legislative requirements. A Checklist for items to be
included in the Preliminary Health & Safety Plan is contained in Appendix A5.6.
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Advance Works & Construction Documents Preparation, Tender & Award
Reference should also be made to the NRA Notes for Guidance on the
Specification for Roadworks (Manual of Contract Documents for Road Works
Volume 2) when compiling the list of drawings included in the Contract.
Instructions to Tenderers;
NRAManualofContractDocumentsforRoadworksVolumeISpecificationforRoadworksAppendix0/4List
ofDrawingsincludedintheContract.
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5.7
Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
The Project Manager should liaise with the NRA Inspector who will advise on
whether some or all of the Due Diligence check will be undertaken
externally (e.g. by another NRDO, experienced consultants and/or members
of the NRA). The Project Manager should facilitate and co-ordinate the
external check.
The Project Manager shall ensure that a Due Diligence check on the draft
tender documents is carried out in accordance with NRA requirements as
advised by the NRA inspector. It will be necessary to provide a record of the
Due Diligence check when submitting the documents for NRA Approval as
outlined in Section 5.8
5.8
The Project Manager shall submit the Draft Tender Documents to the NRA
for approval, together with a request to proceed to Tender. The Tender
Documents shall be accompanied by the revised Total Scheme Budget,
based on Target Cost 2, as approved by the NRA Cost Estimation Unit,
together with confirmation from the NRA Strategic Planning Unit that the
Project Appraisal Deliverables have been undertaken in accordance with the
NRA Project Appraisal Guidelines. The Project Manager shall not proceed
with the Tender Process until NRA approval to proceed is issued in writing.
The Project Manager shall notify the Engineering Standards Unit prior to the
commencement of the tender process so that Tenderers Departure
Applications can be processed in a timely manner.
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The requirements to obtain separate NRA approvals of the updated Target Cost
(TC2) and Total Scheme Budget (TSB) as outlined in Section 5.4, the revised Project
Appraisal Deliverables as outlined in Section 5.5, the Part 3 Peer Review as outlined
in Section 5.7, and the Draft Tender Documents as outlined above, shall collectively
constitute Project Review 6 (Red Review) as described in the Capital Works
Management Framework Guidance Note GN 1.1 Project Management.
5.9
Tender Process
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Unless otherwise agreed between the Employer and the NRA, the
Independent Assessment Board shall also fulfil the role of assessing the
competence of Tenderers to act as PSDP/PSCS on behalf of the Client in
accordance with Health & Safety Regulations.
The candidates short-listed to proceed to Stage 2 shall be furnished with the Tender
Documents as outlined in Section 5.6.3.
An indicative timeline of the Stage 2 Tender Process is contained in Appendix A5.9
5.9.3 Tender Queries / Tender Bulletins
During the Tender Process, Tenderers may
submit tender queries in relation to the
Works Requirements and/or the Contract.
Replies to tender queries are generally
issued to all Tenderers unless they are
submitted as Commercial in Confidence.
The means for dealing with queries
submitted as Commercial in Confidence
shall be as described in the Instructions to
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The Project Manager shall ensure that a comprehensive list of all Tender
Bulletins is maintained.
The Project Manager should also ensure that there is proper liaison with the NRA
Structures Unit regarding the proposals for structures submitted as part of the
consultation process.
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The appointment of a Road Safety Audit Team to carry out a Road Safety
Audit Stage 1 on behalf of the Tenderer shall be subject to the prior written
approval of the NRA Safety Engineering Unit.
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5.10
Tenders should be submitted in the prescribed format to the stated address of the
Employer on or before the Closing Date as set out in the Instructions to Tenderers.
Tenders received after the Closing Date (and time) should be recorded but should
not be opened or given further consideration in the tender assessment process.
Individual Local Authorities may have specific procedures in place for the
receipt and opening of tenders. The Project Manager shall check in advance
if such procedures are in place and shall ensure that tenders are received
and opened in accordance with Local Authority requirements.
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Where required, the Project Manager shall ensure that the firm appointed to
undertake the independent arithmetical check on tenders has adequate
Professional Indemnity cover of not less than 6.5 million for any one claim.
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Advance Works & Construction Documents Preparation, Tender & Award
A full list of the plant and resources the Tenderer proposes to use in order to
execute the Works;
Confirmation that the Tenderer operates an approved Pension & Sick Pay
scheme;
Confirmation that the Tenderer complies with industry requirements on rates of pay.
Tenderers may have submitted some or all of this information during the Stage
1 Tender Process. However if the validity period of certificates has expired in
the intervening period, the Project Manager should seek evidence of renewal.
The Project Manager should also ensure that the prospective Contractor will
indemnify the Employer against liability for damages arising from works
carried out by the Contractor outside of the Lands Made Available.
2/9/10 10:15 AM
5.11
Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
The Project Manager shall submit the completed Tender Report to the NRA for
Approval with a recommendation to appoint a Tenderer.
The Tender Report shall be accompanied by a Tender Award Recommendation
Sheet, duly completed by the Project Manager, to be signed off by the NRA
Inspector, Regional Manager and Head of Major Projects as necessary. A template
for the Tender Award Recommendation Sheet is contained in Appendix A5.12 and a
digital copy of this form is available from the NRA website (www.nra.ie).
5.12
In order to proceed with the Award of Contract, it will be necessary to obtain the
written approval of the Tender Report and recommended Tenderer by the NRA.
The Project Manager shall request formal NRA approval to Award the Main
Construction Contract to the successful Tenderer. This request for approval
shall be accompanied by a copy of the approved Final Business Case as the
decision to Award the Contract marks an NRA Hold Point, which is the
decision to sanction funding for the Main Construction Contract.
The Tender Assessment process outlined in Section 5.10 and the Tender Report, as
outlined in Section 5.11, together with the requirement to obtain NRA approval to
Award the Contract as outlined above, shall collectively constitute Project Review 7
(Red Review) as described in the Capital Works Management Framework Guidance
Note GN 1.1 Project Management.
Subject to the approval of the NRA, it will be necessary for the Lead Local Authority
to authorise the Award of the Contract to the successful tenderer by means of a
Managers Order.
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5.13
Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
Following receipt of the NRA approval to proceed with the Award of the Contract, the
successful Tenderer shall be issued with a Letter of Intent in the prescribed form
(Part 7 Volume A of the Works Requirements). This Letter is issued subject to
receipt of the required documentation as outlined in the Instructions to Tenderers.
The required documentation should also be outlined in the Letter of Intent.
All other apparently unsuccessful tenderers shall be notified, in the prescribed form,
of the decision to Award the Contract to the most economically advantageous
Tender. This is sometimes referred to as the Alcatel Letter.10
5.14
Letter of Acceptance
5.15
In addition to the preparation of documentation for the Contract for the Execution of
the Works, separate collateral documentation will be required in order to fulfil Health
& Safety Legislative requirements.
5.15.1 Appointment of PSCS and PSDP
For Design-Build Contracts, the Contractor will be appointed as Project Supervisor
for both the Construction Stage and the Design Process (PSCS & PSDP).
A Prescribed Form of Appointment of Project Supervisor for Construction Stage and
Design Process (Part 7 Volume A of the Works Requirements) shall be used for the
appointment of PSCS and PSDP. These appointments should be made on the same
date as the date of issue of the Letter of Acceptance.
In addition, the appointment must be authorised by the Lead Local Authority in
accordance with Health & Safety legislative requirements, by means of a Managers
Order.
10
EuropeanCourtdecisioninthecaseofAlcatelversusAustrianGovernmentconfirmingthatunsuccessful
biddersshouldbenotifiedandgivenaperiodof14daystoconsideriftheirrightshavebeeninfringedbythe
proposedAwardofContract.SeealsoDOHELGCircularIPPP03/04
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The Project Manager shall ensure that the Health & Safety Authority is
notified of the particulars of the PSDP and H&S Coordinator appointed for
the design process, once this function transfers to the Contractors Designer,
using Form AF1 from the HSA website (www.hsa.ie)
It is now possible to complete the AF1 and AF2 Forms online by registering
with the HSA via the secure website (https://webapps.hsa.ie/CIRW).
5.16
The Project Manager shall, in conjunction with the NRA Inspector, appoint an
Employers Representative together with a Site Supervisory Team to monitor the
Works on behalf of the Employer. The Duties of the Employers Representative will
be as stated in the Contract. A summary of the Duties of the Site Supervisory Staff is
contained in Appendix A5.13.
The Employers Representative shall not have the authority to vary the
Works, save for any variations permitted under the Contract, and the Project
Manager shall ensure that the Employer does not delegate any functions or
duties in this regard without the prior approval of the NRA.
The Staff Structure for the Site Supervisory Team (or Works Requirements,
if Consultants are used) shall be approved in advance by the NRA.
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5.17
Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
The Project Manager shall ensure, prior to the commencement of the works that all
lands identified as Lands Made Available for the purpose of constructing the Works
are available for use by the Contractor. This is particularly relevant to schemes
where a Fencing / Hedge Clearing Advance Works Contract has not been carried out
in advance of the Main Construction Contract.
The Project Manager shall ensure that a Notice of Entry is served on all CPO
lands a minimum of 14 Days prior to the construction commencement date in
order to allow the acquiring authority and the Contractor to enter into and
take possession of the CPO lands.
The Project Liaison Officer should make contact with landowners affected by
the Scheme as early as possible prior to the commencement of the Works in
order to ensure that the Local Authority will not cause undue disruption in
exercising its powers of acquisition. Sufficient time should be given to
facilitate the removal of livestock and crops from CPO Lands and in
particular, to allow for dwelling houses and other buildings to be vacated.
5.18
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5.19
Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
Audit Requirements
The NRA Audit Unit will undertake an audit of the procurement process, from
invitation to award and will seek confirmation of key decisions and confirmation that
the various documents were prepared in accordance with the legislation and policy
applicable at the time. A Checklist of the key documents required by the NRA Audit
Unit is contained in Appendix A5.14
The Project Manager shall ensure that copies of these documents are
retained in a manner such that they are capable of being retrieved in a
reasonable timeframe, for a period of up to 10 years after completion of the
scheme.
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PHASE 5
APPENDICES
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Phase 5
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A5.1 Checklist for Design Report Review of Lands Made Available to Contractor
The Checklist for Design Report information to be reviewed as part of the
determination of Lands Made Available (LMA) to the Contractor shall include, but not
be limited to, the following provisions:
No.
Provision
10
11
12
13
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A5.1 Checklist for Design Report Review of Lands Made Available to Contractor
(continued)
No.
Provision
14
CPO Lands Any CPO lands, which are not being made available
for the purpose of constructing the Scheme (e.g. lands being
transferred to private ownership), are removed from the LMA
15
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A5.2 Checklist for Advance Works Contracts Service Diversions, Fencing &
Hedge Clearing
The Checklist for Advance Works Contracts consisting of Service Diversions,
Fencing & Hedge Clearing shall include, but not be limited to, the following
provisions:
No.
Provision
Ensure that the lands necessary to carry out the service diversions
are available to the contractor either by agreement or by serving
Notice of Entry.
10
Fencing & Hedge Clearing Ensure that Notice of Entry has been
served to allow for complete segregation of the LMA from
adjoining lands
11
12
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Provision
10
11
12
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Phase 5
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Provision
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START
Yes
Is the
Role of PSCS
Required?
No
Yes
Is the
Role of Designer
Required?
No
Yes
Is the
Role of PSDP
Required?
Are
Works Specialists
required?
Yes
No
FINISH
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Phase 5
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Working Document
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
NRA Approval
Alcatel Letters
1. Tender Assessment Letter
1 forwarded to all
Unsuccessful Tenderers
2. Tender Assessment Letter
2 forwarded to
Recommended Tenderer
Yes
Challenge?
No
Debriefing of Unsuccessful
Tenders
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
A5.6 Checklist for items to be included in the Preliminary Health & Safety Plan
The Checklist for the Preliminary Health & Safety Plan shall include, but not be
limited to, the following provisions:
No.
Provision
10
11
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Phase 5
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Provision
Location Plan
Fencing
Accommodation Works
Archaeological Sites
Site Clearance
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Provision
The Design Report and plans and profiles of mainline, side roads
and interchanges
10
11
12
Drainage Data
attenuation
13
14
Working Document
design,
Geotechnical
carriageway
drainage,
Reports
outfalls,
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Phase 5
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TENDERERNO.1
TENDERERNO.2
EMPLOYER
RESPONSE
TENDERERNO.3
TENDERERNO.4
TENDERERNO.5
TENDERERNO.1
TENDERERNO.2
EMPLOYER
TENDERERNO.3
TENDERERNO.4
TENDERERNO.5
TENDERERNO.1
TENDERERNO.2
EMPLOYER
RESPONSE
TENDERERNO.3
TENDERERNO.4
TENDERERNO.5
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
Introduction
2.0
3.0
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Phase 5
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Confirmation that a Post-tender Meeting was held between the Employer and
the tenderer who submitted Lowest Comparative Cost of Tender
4.0
Confirmation that the Conceptual Design proposals comply with the Works
Requirements and do not vary substantially from the Consolidated Outline
Proposals
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5.0
Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
Confirmation that Conceptual Design proposals are located entirely within the
Lands Made Available by the Employer together with any clarifications from
the tenderer where some or all of the design proposals are not within Lands
Made Available.
6.0
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Phase 5
Advance Works & Construction Documents Preparation, Tender & Award
Copy of all Notices (PIN & Contract) in newspaper, e-tenders and OJEU
Copies of insurances (PI, PL, EL) together with copy of IPBMI Report on
these insurances.
Copy of other documentation including, inter alia, pension & sick pay
participation, compliant rates of pay, plant & human resources, key personnel,
nominated sub-contractors.
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Relevant Dates
Date of PIN Notice
Date of OJEU Contract Notice
Date of e-tenders Contract Notice
Latest Date for Expressions of Interest
Closing Date for Receipt of Tenders
Shortlisting
No. of Expressions of Interest
Date of Shortlisting
No. Shortlisted
Summary of Tenders
Tenderer
Comparative Cost of
Tender (excl VAT)
Comments
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Advance Works & Construction Documents Preparation, Tender & Award
Award Recommendation
Date of Tender Report
Recommended Tenderer
Tender Total
Anticipated Commencement Date
Time for Completion / Duration
Signed
Date
Project Manager
Recommended by
Date
Engineering Inspector
Endorsed by
Date
Regional Manager
Approved by
Date
Head of Major Projects
Authorised by
Date
Head of Engineering
Operations
Noted by
Date
Chief Executive
Submit to Board
Working Document
YES
NO
Date
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Provide for the monitoring of the Works to ensure that they are constructed in
accordance with the Works Requirements and the Contract.
Fulfil Client Health & Safety obligations during the execution of the Works.
Carry out routine H & S inspections. Ensure that key personnel are promptly
informed in the event of a Notifiable Incident on site
Prepare agendas and minutes for Site Progress Meetings and circulate to Key
staff
Agree As Built Drawings with the Contractor and approve final issue
Prepare for the handover of PSDP duties from Contractor to Client following
the Completion of the Works
Ensure that the Safety File is transferred from the PSCS to the Client
following the Completion of the Works
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Provision
10
11
12
13
14
15
16
17
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2/9/10 10:15 AM
NATIONAL
A
ROADS AUTHOR
RITY
Phase 3 DESIGN
Phase 5 ADVANCE
E WORKS & CONSTRUC
CTION DOCU
UMENTS
PREPARA
ATION, TEND
DER & AWA
ARD
P
Phase
6 CON
NSTRUC
CTION &
IMPLLEMENTTATION
Phase 7 HANDOVER
R, REVIEW & CLOSEOUT
2/9/10 10:15 AM
Phase 6
Construction & Implementation
Notes
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Phase 6
Construction & Implementation
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Phase 6
Construction & Implementation
Purpose
6.1
In addition to the Main Construction Contract and the Conditions for Engagement of
Consultants, Contract Administration for the Main Construction Contract shall be
carried out in accordance with:
NRA Construction Contract Administration Manual.
Further guidance on the implementation stage of Civil Engineering projects procured
under Department of Finance Conditions of Contract is provided by the CWMF in:
GN 3.1 Implementation Process
The Project Manager shall ensure, prior to commencement of the Contract, that a
person has been appointed to act as Employers Representative in accordance with
the requirements of the Main Construction Contract, if this appointment has not
already been made.
On some schemes, the Project Manager may act as proxy for the Employer
and may, for the purposes of the Contract, fulfil a number of the functions
and duties of the Employer. In such circumstances, it is important that these
arrangements are clearly communicated to the Contractor and to the
Employers Representative.
On some schemes, the Employer may, in conjunction with the NRA, appoint
a Project Engineer for the Construction Stage (PECS). If appointed, the
PECS will also fulfil the role of the Project Manager as outlined in these
guidelines for this Phase.
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Phase 6
Construction & Implementation
The duties of the Project Engineer Construction Stage are summarised in Appendix
A6.1. The appointment of a Project Engineer Construction Stage for the Scheme
shall be subject to the approval of the NRA Regional Manager.
Prior to the completion of the Contractors Earthworks design and in order to ensure
that adequate provision has been made for traffic signs, particularly on steep
embankments or in cuttings, the Employers Representative shall ensure that the
Contractors designer completes Phase C Sign Design and accordance with the
NRA Traffic Signs Approval Procedure and submits it to the NRA Signs Approval
Section. Requirements for lining should similarly be referred.
The Contractor will be required to prepare an Environmental Operating Plan (EOP)
in accordance with the NRA Guidelines for the Creation, Implementation and
Maintenance of an Environmental Operating Plan. This Plan should be audited by
the Employers Representative and should thereafter be referred by the Project
Manager to the NRA Environment Unit for review.
In addition, the Contractor will be required to comply with requirements for waste
arising from site operations in accordance with the NRA Guidelines for the
Management of Waste from National Road Construction Projects.
6.1.1 Construction Stage Monitoring Meetings
The Construction Stage Monitoring Committee shall meet with the Employers
Representative at pre-defined intervals during the construction phase to discuss
progress and expenditure on the Main Construction Contract and shall also discuss
site specific issues including Health & Safety, Programme, Non-Conformance
Records, Compensation Events, Claims,
Contract Risk, Environmental Operating
Plan, Traffic Management and Contractors
Design
Proposals
including
Value
Engineering.
The
Construction
Stage
Monitoring
Committee shall also meet separately on
the same date to discuss overall Scheme
progress, quality and expenditure.
6.1.2 Monthly Reports / Financial Reports / Payments
The Employers Representative shall prepare Monthly Progress Reports and
Financial Reports relating to the Main Construction Contract in accordance with the
requirements of the Contract and as outlined in the NRA Construction Contract
Administration Manual. These reports shall be submitted to the Project Manager for
review.
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Phase 6
Construction & Implementation
The Employers Representative shall receive interim applications for payment from
the Main Contractor and shall determine the amount payable in accordance with the
Contract. The Employers Representative shall submit a recommendation for
payment to the Project Manager and/or Employer.
The Project Manager shall ensure that payments are issued following receipt
of the Employers Representatives recommendation within the period
specified in the Contract.
The Project Manager will also be required to submit applications for payment
to the NRA via the Project Reporting System (PRS) in order to draw down
payments from the Scheme Grant. As interim payments will typically exceed
the thresholds in PRS for which supporting documentation is required, the
Project Manager should ensure that such documentation is provided for
upload to the PRS System, so that payments are appropriately and promptly
claimed from the Scheme Grant.
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Phase 6
Construction & Implementation
The Project Manager shall submit the Justification Report, together with the
signed NRA Request for Approval of Change Form to the NRA Inspector for
approval. The Project Manager shall ensure that no payments are made in
respect of this Change Order, until formal NRA Approval is received.
6.1.5 Departures
Specification
from
Standards
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Phase 6
Construction & Implementation
The Project Manager shall notify the NRA Inspector if there is a claims
liability which may impact on the Scope of the Scheme (time, cost, quality)
and/or if there is an impact on the Total Scheme Budget. The NRA will
advise on how to deal with any changes to the scope of the Scheme.
It is advisable that the Project Manager should informally notify the NRA
Inspector of any potential contractual claims as soon as the Employers
Representative becomes aware of them, regardless of whether the
Contractor has issued formal Notice of a Claim to the Employer.
ii.
iii.
The Contractor should confirm to the Local Authority that the changes / value
engineering proposals are fully in compliance with statutory approval.
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Phase 6
Construction & Implementation
QUALITY
STANDARDOF
QUALITY
MAINTAINED
AGREEDSCOPE
VALUEENGINEERING
REVISEDSCOPE
REDUCTION
INCOST
SCOPE
ACCELERATED
PROGRAMME
COST
TIME
Fig. 6.1 Example of Impact of Value Engineering on the Scope of the Scheme.
6.2
An updated Target Cost 3 (TC3) shall be prepared in accordance with the NRA Cost
Management Manual taking account of the Contract Sum and any changes to base
costs for other headings in the Scheme Base Cost (e.g. Land & Property).
6.3
It is generally expected that the TC3 Cost Estimate will not impact on the
Total Scheme Budget (TSB) determined at Phase 5. In exceptional
circumstances, where it is felt that an adjustment to the TSB is necessary,
the NRA Cost Estimation Unit will determine the adjusted TSB in conjunction
with the Regional Manager and Head of Major Projects.
The Project Manager shall transfer the pre-tender Land & Property Cost Estimate to
the Land Acquisition Schedule, a template for which is contained in the NRA Cost
Management Manual. As the scheme progresses and land agreements are reached,
the actual land acquisition costs should also be recorded in the Land Acquisition
Schedule to provide an updated Target Cost and ultimately a Final Outturn Cost, for
Land & Property.
The actual Land & Property costs should include a breakdown of total compensation
paid to each landowner, together with other costs such as interest, claimant and
Local Authority fees and land transfer fees.
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Phase 6
Construction & Implementation
The Project Manager shall ensure that the Scheme Property Valuation
Consultant provides the information required for inclusion in the Land
Acquisition Schedule as and when land agreements are finalised.
The Project Manager shall ensure that where land agreements are reached
and where satisfactory evidence of title has been furnished and vacant
possession confirmed, payments are issued in accordance with the
provisions of the IFA/DOE/NRA Agreement, December 2001 subject to the
availability of funding.
The Project Manager shall further ensure that the claimants and the Local
Authoritys legal, valuation and other fees are discharged in accordance with current
NRA policy.
It may also be necessary to obtain the prior approval of the NRA where the
compensation amounts in land agreements exceed certain prescribed thresholds.
The Project Manager should liaise with the NRA Land Acquisition Unit to confirm the
monetary threshold which requires prior NRA approval.
Accommodation Works agreed prior to tender should be included as part of the
Works Requirements. However, it may not be possible to agree all accommodation
works at that stage and in such circumstances, the Project Manager should include
in the Works Requirements, the projected accommodation works which will be
required for the landowners retained lands.
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Phase 6
Construction & Implementation
Due to implications for costs, in the case of arbitration cases referred to the
High Court Reference Committee, the Project Manager shall liaise with the
NRA Land Acquisition Unit to confirm whether an Unconditional Offer
should be prepared by the Property Valuation Consultant and submitted to
the Claimant and the Arbitrator.
Lands which are the subject of the Agreement between the IFA, DOE and NRA in
December 2001 have recourse to independent assessment through the Chartered
Institute of Arbitrators. This assessment is non-binding on either party but should be
availed of prior to referring the case to arbitration through the High Court Reference
Committee.
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6.4
Phase 6
Construction & Implementation
The
requirements
for
AsBuilt
documents are set out in the General
Works Requirements (Volume A Part 3).
The particular requirements for As-Built
drawings are set out in the Particular
Works Requirements (Volume A Part 4).
The requirements for As-Built drawings
and documents for Structures are set
out in NRA BD 2 Technical Acceptance
of Structures on Motorways and other
National Routes.
A copy of the As-Built drawing and document requirements for use on NRA-funded
schemes is available from the NRA Procurement Extranet. The NRA Procurement
Unit should be contacted to access this information and to verify that the documents
are the most up-to-date versions.
The Employers Representative should further ensure that the Contractors Designer
includes a copy of the AsBuilt documents in the Safety File.
6.5
Archaeology
Pending results from the Advance Works (Stages (i) and (ii)) and Resolution Works
(Stage (iii)), the Project Manager shall liaise with the NRA Project Archaeologist
regarding the archaeological works required during the Main Construction Contract.
This may include archaeological monitoring of the topsoil stripping along the
scheme, while exclusion zones may also be present on the site if archaeological
resolution works have not been completed prior to the commencement of the Main
Construction Contract.
Monitoring of topsoil stripping during the Main Construction Contract may also
include consultation with the Department of the Environment, Heritage and Local
Government (DOEHLG). If the risk of finding archaeological remains has not been
transferred to the main Construction Contractor, a tender process may also be
required in order to engage the services of an archaeological consultant to carry out
the monitoring of topsoil stripping, the resolution of features found during the works
and the reporting of the findings.
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Phase 6
Construction & Implementation
The Project Manager shall liaise with the NRA Project Archaeologist to
ensure that any commitments made in the Environmental Impact Statement
regarding the protection of the archaeological heritage are adhered to during
the Main Construction Contract.
The Project Manager shall liaise with the NRA Project Archaeologist to ensure that
the deadlines for the completion of the archaeological excavations within the
exclusions zones are met. The NRA Project Archaeologist will in turn liaise with the
Project Manager regarding the handing over of these zones to the Contractor.
In the event that a National Monument is uncovered during the Main Construction
Contract, the Project Manager shall liaise with the NRA Project Archaeologist in
order to protect the site until formal decisions have been taken regarding its
preservation as per the National Monuments Acts 1930-2004 and subsequent
amendments thereof.
6.6
The Project Manager shall liaise with the NRA Communications Unit
regarding the publicity requirements for road opening ceremonies. A
Checklist of items to be considered as part of an Official Road Opening
Ceremony is contained in Appendix A6.3
The Project Manager shall ensure that the Employers Representative has
issued a Certificate of Substantial Completion to the Contractor in
accordance with the Contract prior to the Official Road Opening Ceremony.
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Phase 6
Construction & Implementation
The Employers Representative should confirm that all Road Safety Audits
(at Stages 2 and 3) have been carried out in accordance with the Works
Requirements prior to the Official Road Opening Ceremony.
The NRA Communications Unit has produced specific Guidelines for Road Opening
Ceremonies and the Project Manager should obtain a copy of these guidelines from
the Unit.
Prior to the official road opening ceremony, the Employers Representative shall
liaise with the PSDP to inspect the Safety File and ensure that all Health & Safety
issues are satisfactorily closed out prior to the opening of the road to traffic.
6.7
Final Account
Following the Substantial Completion of the Works, the Contractor shall be obliged to
submit a Final Statement of Account in accordance with the Conditions of Contract.
The components of the Final Account are as described in the NRA Construction
Contract Administration Manual. The Employer (through the Employers
Representative or such other person(s) authorized to act on its behalf) and the
Contractor should make attempts to resolve the Final Account by agreement. Where
agreement cannot be reached, either party may notify the other of their intention to
refer the Dispute to Conciliation. The process of Conciliation is as outlined in the
Conditions of Contract. Where agreement cannot be reached through Conciliation,
the Contract provides for binding resolution through Arbitration.
Further guidance on resolving disputes is provided by the CWMF in:
GN 3.1 Implementation Process
AR 1 Arbitration Rules for use with Public Works and Construction Services
Contracts
In the event that a Final Account (or any part thereof) is referred to
Conciliation (and/or Arbitration), the Project Manager shall consult with the
NRA Inspector to confirm whether it is in order to engage expert/legal
advisors
to
assist
in
preparing
the
Employers
case
at
Conciliation/Arbitration. In such circumstances, the Project Manager should
also agree the appropriate procurement process with the NRA Inspector.
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Phase 6
Construction & Implementation
Where the Final Outturn Cost of the Final Account (as agreed or as
determined by Conciliation or Arbitration) exceeds the Tender Sum, the
Project Manager shall be required to obtain the approval of the NRA to
discharge the balance payable to the Contractor. Similarly, it may also be
necessary to obtain a Managers Order or similar approval from the Local
Authority acting as Employer.
6.8
Once the Final Outturn Cost of the Final Account has been determined, The Project
Manager, in conjunction with the Employers Representative, shall prepare a Final
Account Report relating to the Main Construction Contract. A Template outlining the
items to be included in the Final Account Report is contained in Appendix A6.4.
The Final Account Report should include a statement of Lessons Learned from the
Main Construction Contract. This should highlight both the positive and negative
aspects of the Contract. These lessons learned will be transferred to a National
Database which will inform the NRA of improvements that can be made to standards
and policy for future Contracts.
The Project Manager shall submit the Final Account Report to the NRA for
approval. The Lessons Learned section of the Report shall be extracted for
referral to the NRA Strategic Planning Unit for inclusion in the National
Lessons Learned Database as part of the Post-Project Review Process.
(Refer to Section 7.9)
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6.9
Phase 6
Construction & Implementation
Audit Requirements
The NRA Audit Unit may undertake an audit of the construction and implementation
process, from commencement to completion and may seek confirmation of key
decisions and confirmation that the various documents were prepared in accordance
with the legislation and policy applicable at the time. A Checklist of the key
documents required by the NRA Audit Unit is contained in Appendix A6.5
The Project Manager shall ensure that copies of these documents are
retained in a manner such that they are capable of being retrieved in a
reasonable timeframe, for a period of up to 10 years after completion of the
scheme.
6.10
The Project Manager shall advise the NRA Inspector of deliverables that will
be required to carry forward to Phase 7 and shall also advise of any
outstanding payments and/or deductions to be made from the Main
Construction Contract under PRS 2.0 after the conclusion of Phase 6.
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Phase 6
Construction & Implementation
PHASE 6
APPENDICES
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Phase 6
Construction & Implementation
Ensure timely response to NRA queries and delivery of NRA requests for
information.
Ensure completion, in conjunction with the Project Liaison Officer (if different),
of all outstanding land acquisitions.
Agree and complete, in conjunction with the Project Liaison Officer, all
outstanding accommodation works and advise the Employers Representative
of the requirement to prepare/approve Change Orders.
Prepare and submit Justification Reports for Change Orders in excess of the
limits permitted under the Contract.
Monitor overall Scheme expenditure and ensure that monthly returns are input
correctly in the PRS 2.0 system.
Attend all Scheme Monitoring Meetings, Site Progress Meetings and such
other meetings as required by the Employer (e.g. Council and Local Area
Meetings etc.).
Prepare briefing documents for these meetings and such other publicity
information as required by the Employer and NRA.
Ensure the hand-over of the Safety File and As-Built documents to the
Employer at the completion of the Works.
Ensure that NRA Audit Requirements are met as outlined in Appendix A6.5
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Phase 6
Construction & Implementation
Introduction
Scheme Description.
2.0
Detailed description of the nature and extent of the Works necessitating the
Change Order.
3.0
Outline of the reasons why these Works do not form part of the Works
Requirements included in the Contract.
Outline of the risk to the Contract and the Scheme if the Change Order is not
approved (budget, programme, quality, claims etc.)
4.0
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5.0
Phase 6
Construction & Implementation
Confirm that the Contractor will not submit a further claim (e.g. for
consequential losses) arising from the Change Order.
6.0
Funding
Provide details of how the Change Order can be funded (i.e. through
contingencies, risk provision or other sources).
Provide details, if any, of how the cost of the Change Order can be offset
against the Contract (e.g. through savings made in value engineering).
7.0
Recommendation
Provide a statement to the effect that, having examined the requirement for
the Change Order including any alternative measures considered, the Change
order as outlined in this Justification Report is recommended for approval.
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Phase 6
Construction & Implementation
Provision
10
11
12
13
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Phase 6
Construction & Implementation
Scheme Description including length, road type and key elements such as
structures, junctions and side roads.
2.0
Introduction
3.0
Contract Administration
Provide a Summary of Site Instructions, Requests for Information and NonConformance Records and details of how they were satisfactorily addressed.
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4.0
Phase 6
Construction & Implementation
Risk Management
Provide a Summary of the Contract Risk Register including any residual risks.
5.0
Comparison of the Final Outturn Cost with the Tender Sum expressed as a
percentage.
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6.0
Phase 6
Construction & Implementation
Conclude that the Final Outturn Cost represents the total liability of the
Employer under the Contract, that it is in full and final settlement of the
Contract including all claims and counter-claims between the Employer and
the Contractor and that it represents Value For Money.
Appendices
Copy of NRA Approval of Site Supervisory Team and where applicable, copy
of approval of the appointment of expert advisors for the Final Account.
Copy of NCR and RFI Register confirming closeout of all site issues.
Copy of NRA approval of Final Outturn Cost and where this figure exceeds
the tender sum, copy of approval to discharge the balance payable.
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Phase 6
Construction & Implementation
Provision
10
11
12
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Phase 6
Construction & Implementation
2/9/10 10:15 AM
NATIONAL
A
ROADS AUTHOR
RITY
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M
ATION
P
Phase
7 HAN
NDOVER
R, REVIE
EW
& CLOSEOUT
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Phase 7
Handover, Review & Closeout
Notes
Working Document
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Phase 7
Handover, Review & Closeout
Residual Network
(Ref 7.4)
Sign Declassification
(Ref 7.4.1)
Old National Road
Rehabilitation
(Ref 7.4.2)
Percent for Art Scheme
(Ref 7.4.3)
Confirmation of
Implementation of Schedule
of Environmental
Commitments
(Ref 7.2.1)
Completion of Landscaping
Contract
(Ref 7.2.2)
Defects Period / Defects
Certificate / Retention
Monies (Ref 7.3)
LEGEND
NRA
NRA
PROJECT APPRAISAL GUIDELINES
PROCESS & DELIVERABLES
NRA
COST MANAGEMENT MANUAL
PROCESS & DELIVERABLES
CWMF
PROJECT REVIEW
(RED REVIEW)
CWMF
PROJECT REVIEW
(AMBER REVIEW)
NRA
Project Appraisal
Guidelines Deliverables
Phase 7
Cost Benefit Analysis
(Ref 7.7)
Post Project Review
(Ref 7.9)
Deliverables &
Closeout of Project
(Ref 7.11)
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Phase 7
Handover, Review & Closeout
Purpose
The Project Supervisor for the Design Process (PSDP) appointed for the purposes of
the Main Construction Contract will be required to hand over the Safety File to the
Employer once the road is opened to traffic.
The Project Manager shall ensure that the Safety File is handed over to the
Employer once the road is opened to traffic and that copies of the As-Built
Drawings and Documents have been included in the Safety File.
The Employers Representative shall also ensure that the following documents are
handed over to the Employer at the completion of the Main Construction Contract:
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7.2
Phase 7
Handover, Review & Closeout
Environmental Requirements
The Employers Representative shall ensure that a copy of the Final Environmental
Operating Plan, prepared in accordance with the NRA Guidelines for the Creation,
Implementation and Maintenance of Environmental Operating Plans is handed over
to the Employer at the completion of the Main construction Contract.
7.2.2 Completion of Landscaping Contract
On schemes where the implementation of landscaping treatment to the road scheme
does not form part of the Main Construction Contract, it will be necessary to appoint
Landscaping Contractors to undertake landscaping on the completed scheme.
All landscaping to NRA schemes shall be carried out in accordance with the
NRA Guide to Landscape Treatments for National Road Schemes in Ireland.
The Project Manager shall consult with the NRA Inspector regarding the requirement
to carry out a separate landscaping contract and on the procurement method to
appoint Landscaping Contractors.
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Phase 7
Handover, Review & Closeout
Where required, Landscaping Contracts should also have regard to the NRA
Guidelines on the Management of Noxious Weeds and Non-Native Invasive
Plant Species on National Roads in order to ensure that the legal obligations
in relation to the control of such plants are met. Depending on the nature and
scale of the scheme, the Project Manager should liaise with the NRA
Inspector regarding the need to obtain expert advice in the preparation of
tender documents for the Landscaping Contract and on the appropriate form
of procurement for such expert advice.
7.3
The Defects Period, the duration of which shall be as stated in the Contract, shall
generally commence after the Certificate of the Date for Substantial Completion has
been issued to the Contractor.
The Employers Representative should prepare a Snag List outlining all outstanding
works and items to be addressed by the Contractor during the Defects Period,
together with such other information required for the Contract as outlined in the NRA
Construction Contract Administration Manual.
At the end of the Defects Period, the Employers Representative shall issue a
Defects Certificate in accordance with the Contract.
The Contractor shall be entitled to partially claim for retention money due upon
receipt of the Certificate for Substantial Completion and to claim for the balance of
retention money due upon receipt of the Defects Certificate.
The Project Manager shall ensure that adequate provision is made in the
scheme budget to discharge retention monies and that any such payments
due to the Contractor are issued within the time periods specified in the
Contract.
The Project Manager shall seek confirmation from the Employers Representative
that all works (including accommodation works) have been satisfactorily completed,
prior to releasing the retention monies.
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7.4
Phase 7
Handover, Review & Closeout
Residual Network
Sign Declassification;
The funding allocation for Sign Declassification shall be inclusive of sign design,
manufacture and erection on site.
The Project Manager shall liaise with the NRA Network Operations Unit to
ensure that all traffic signs are designed and manufactured in accordance
with current standards including the Traffic Signs Manual and TS4:
Guidelines, Certification Scheme and Specification for the Construction of
Traffic Signs, both of which are published by the Department of Transport.
The Project Manager shall make a formal request to the NRA Inspector to
allocate expenditure under the heading of Old National Road Rehabilitation
and it will be necessary to obtain the prior written approval of the NRA
outlining the approved allocation before any claim can be made under the
Residual Network heading in the NRA Project Reporting System (PRS).
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Phase 7
Handover, Review & Closeout
In many instances, individual Local Authorities may undertake these works directly
as part of their ongoing maintenance programme.
The Project Manager shall ensure that requests for funding from Local
Authorities under the heading of Old National Road Rehabilitation shall be
properly claimed from the appropriate Scheme grant under PRS (including
any support documentation required by PRS) and shall ensure that the total
amount claimed does not exceed the amount approved by the NRA.
The Project Manager shall make a formal request to the NRA Inspector to
allocate expenditure under the heading of Percent for Art and it will be
necessary to obtain the prior written approval of the NRA outlining the
approved allocation before any claim can be made under the Residual
Network heading in PRS 2.0.
The NRA approved allocation under Percent for Art is an all-inclusive figure
and the Project Manager should inform the relevant Local Authority that this
figure shall include for procurement of the artist (including, where necessary,
the appointment of an expert selection committee), administration and
publicity costs as well as the cost of the artistic feature (including the design
and construction of any civil works (e.g. concrete plinths, erection costs etc.)
All proposals for artistic features under the Percent for Art Scheme shall be referred
to the NRA Regional Safety Officer for review in order to ensure that such features
do not pose a safety hazard to road users.
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7.5
Phase 7
Handover, Review & Closeout
Arbitration cases may incur significant legal and other fees, particularly if the
Local Authority is required to pay Claimants fees in addition to its own fees.
Where a Claimant has submitted a fee for Arbitration costs, the Project
Manager should refer these fees to the NRA Land Acquisition Unit who will
advise on whether the fees should be referred to Legal Cost Accountants
and/or Taxation for independent assessment.
Once all land acquisition compensation payments are completed and prior to
determining the Final Outturn Cost for Land & Property, the Project Manager
shall confirm that all property acquired as part of this scheme has been
properly registered in the ownership of the relevant Local Authority.
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Phase 7
Handover, Review & Closeout
Where Land transfers are agreed between Local Authorities and individual
Landowners as part of a Land Acquisition Agreement, the special clause of
the Agreement outlining this land transfer should include the following
statement: This land transfer is made subject to the agreement of the
elected members of [________] County Council pursuant to Section 183 of
the Local Government Act, 2001 and subject to the approval of the NRA.
The Project Manager shall submit the Land Disposal Strategy Report to the
NRA for approval.
Individual Local Authorities may have their own procedures for Land
Disposal. The Project Manager should check with the relevant section of the
Local Authority and where applicable should ensure that the proposed Land
Disposal Strategy complies with Local Authority procedures.
7.6
As the scheme nears completion, the Scheme final outturn costs for each of the
principal cost headings should be compiled. All such costs should be inclusive of
VAT. The Scheme Final Outturn Cost is the sum of all outturn costs from each cost
heading in the NRA Project Reporting System (PRS).
The Project Manager shall compile the Base Cost elements, based on Final
Outturn Costs, of the Phase 7 Target Cost 4 (TC4) in accordance with the
NRA Cost Management Manual. The TC4 estimate shall be forwarded to the
NRA Cost Estimation Unit who will advise on the Target Cost 4 value.
As outlined in the NRA Cost Management Manual, it is not anticipated that there will
be any change to the Total Scheme Budget at Phase 7.
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Phase 7
Handover, Review & Closeout
The Main Construction Contract element of the Scheme Base Cost should be as
determined in the Final Account Report and should be VAT inclusive.
The Site Supervision Costs should include for direct costs of Local Authority
personnel and/or consultancy costs, including any retention monies due in
accordance with the Consultants conditions of appointment.
The Archaeology costs should include for the costs of all works to date up to and
including the publication of results. The Project Manager shall liaise with the NRA
Archaeologist to ensure that all post-excavation works and all archaeological reports
summarising the findings have been completed and that adequate dissemination of
the findings was carried out where appropriate. The NRA Archaeologist shall ensure
that all payments have been made and all contracts have been closed out.
The Advance Works Costs should include for all advance works contracts and
should include for costs associated with the design and tender of these contracts.
Residual Network costs should include for the costs of sign declassification, old road
rehabilitation and the Percent for Art scheme and should also include for NRDO
costs associated with closing out the scheme.
Land & Property costs should be as per the completed Land Acquisition Summary
Sheet outlined in the NRA Cost Management Manual
Planning & Design Costs should include for NRDO Costs, Lead Consultants costs
and/or specialist consultants costs (e.g. structural, environmental etc.)
7.7
The Project Manager shall liaise with the NRA Inspector and the NRA Strategic
Planning Unit to determine whether a Phase 7 Cost-Benefit Analysis should be
carried out.
Where required, the Phase 7 Cost-Benefit Analysis shall be carried out using
out-turn costs and actual traffic records on the new scheme in accordance
with the NRA Project Appraisal Guidelines. The CBA Report shall be
submitted to the NRA Strategic Planning Unit for verification prior to being
submitted to the NRA Inspector for approval.
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7.8
Phase 7
Handover, Review & Closeout
It will be necessary to prepare a Project Closeout Report, which will provide details
of the Final Outturn Cost for the scheme and for each of the seven PRS headings. A
template for a Project Closeout Report is contained in Appendix A7.2.
The Project Manager shall submit the Project Closeout Report to the NRA
Inspector for Approval.
7.9
It will be necessary for all schemes with a Contract Value greater than 30 million, or
such other limit as determined by the NRA (and for a representative sample of all
other schemes), to undergo a Post Project Review in accordance with the NRA
Project Appraisal Guidelines. This review will generally be undertaken by a person or
persons approved by the NRA who is/are not directly involved in the Scheme. A
Checklist of items to be considered for a Post Project Review is contained in
Appendix A7.3
The persons compiling the Post-Project Review will be required to meet with the
Project Manager and/or Employers Representative and any other relevant personnel
to discuss first-hand any issues arising from the Scheme.
The Strategic Planning Unit will compile a Lessons Learned database of findings
arising from all Post-Project Reviews and will periodically refer these findings to
other NRA Units to determine what changes are required to the Authoritys practices,
procedures, standards and guidelines.
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7.10
Phase 7
Handover, Review & Closeout
Audit Requirements
The NRA Audit Unit will undertake an audit of the Closeout phase and will seek
confirmation of key decisions and confirmation that the various documents were
prepared in accordance with the legislation and policy applicable at the time. A
Checklist of the key documents required by the NRA Audit Unit is contained in
Appendix A7.4
The Project Manager shall ensure that copies of these documents are
retained in a manner such that they are capable of being retrieved in a
reasonable timeframe, for a period of up to 10 years after completion of the
scheme.
Key documents associated with the scheme shall also be copied (in pdf format) to
the NRA Inspector for storage on the Authoritys database.
7.11
The NRA will require a copy of the Project Closeout Report, which will provide a
statement of the Final Outturn Cost before the scheme can be properly closed out.
In conveying approval of the Project Closeout Report the NRA will advise the Project
Manager that no further monies can be drawn down under the scheme Grant. This
marks the formal Closeout of the Scheme.
Following receipt of the NRA approval of the Project Closeout Report, the
Project Manager shall notify the Finance Department of the Lead Local
Authority and advise them that no further monies may be drawn down from
the Scheme grant.
Due to the implications for the Project Closeout Report triggering the formal
closeout of the scheme, it is advisable that the Project Manager be satisfied
that there is no outstanding financial exposure for the scheme as the Lead
Local Authority may be responsible for this expenditure if the scheme grant
is closed out.
Unless otherwise agreed with the NRA, a 2-year time limit will apply to Phase 7 for
draw-down of payments from PRS.
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Phase 7
Handover, Review & Closeout
2/9/10 10:15 AM
Phase 7
Handover, Review & Closeout
PHASE 7
APPENDICES
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Phase 7
Handover, Review & Closeout
Background
Scheme Description;
Description
Project Name
NRA Project Reference No.
Scheme Length (mainline) (km)
NRA Marker Plate References (if available)
Mainline Road Type
Total Number of Structures
Total Length of Side Roads (km)
Principal Interchanges (No. & Type)
Minor Structures (e.g. underpasses and culverts)
Table 2 Land Acquisition Details
Item
Description
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2.0
Phase 7
Handover, Review & Closeout
Following completion of the N[___] Road Scheme, there are [___] No.
separate plots of surplus lands, which [__________] County Council proposes
to dispose of as they are no longer required for any of its functions. Details of
these lands are summarised in Table 3 hereunder
Address
Area
Disposal Strategy
Acquired From
Townland: [______]
[____] Ha
DED:
([______]
Acres)
[________]
County: [________]
(Include CPO/MO
Map Reference No.
where applicable)
Insert
additional
properties
as
required per Plot
No. 1 above
*Delete as appropriate
3.0
3.1
Plot No. 1
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Phase 7
Handover, Review & Closeout
Plot No 2
Insert, as required, for 2nd and subsequent land plots as outlined above
4.0
Recommendation
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Phase 7
Handover, Review & Closeout
Introduction
Description
Project Name
NRA Project Reference No.
Scheme Length (mainline) (km)
NRA Marker Plate References (if available)
Mainline Road Type
Total Number of Structures
Total Length of Side Roads (km)
Principal Interchanges (No. & Type)
Minor Structures (e.g. underpasses and culverts)
AADT at Year of Opening
AADT at Design Year
Provide a brief history of the scheme as it progressed from planning & design,
through the statutory processes, to tender and award, to construction and
completion of the Main Construction Contract.
Provide a Safety Review of the scheme, summarising the key issues arising
from Stage F, 1, 2 and 3 Road Safety Audits.
Working Document
2/9/10 10:15 AM
2.0
Phase 7
Handover, Review & Closeout
Summarise the key milestone dates for the scheme for both planning &
Development and the Main Construction Contract as outlined in Tables 2 and
3 hereunder:
Date
Working Document
2/9/10 10:15 AM
Phase 7
Handover, Review & Closeout
Description
Confirm the team involved in the Planning & Design of the scheme per Table
4 hereunder.
Description
Client
Sponsoring Agency
Responsible NRDO
Project Manager
Design Team
Legal Advisors
Other Advisors (e.g. Environmental, Valuers, etc.)
Working Document
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Phase 7
Handover, Review & Closeout
Summarise the total expenditure for Planning & Design per the PRS 2.0
System in Table 5 hereunder . Express this expenditure as a percentage of
the Scheme Final Outturn Cost and as a percentage of the Main Construction
Contract Outturn Cost
Service
Total Expenditure
Ground Investigation
Topographical Surveys
Responsible NRDO
Summarise all Archaeological Works carried out to date including, inter alia,
non-intrusive surveys, advance works intrusive surveys, excavation works,
construction monitoring and associated resolution, post-excavation, reporting
and dissemination.
Summarise the total expenditure for Archaeology (All Phases) per the PRS
2.0 System in Table 6 hereunder. Express this expenditure as a percentage of
the Scheme Final Outturn Cost.
Service
Total Expenditure
Advance Surveys
Resolution Works
Construction Monitoring
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5.0
Phase 7
Handover, Review & Closeout
Advance Works
Summarise all Advance Works Contracts carried out to date including, inter
alia, service diversions, topographical proof surveys, additional GI contracts
and where required, advance hedge clearance and fencing contracts.
Summarise the total expenditure for Advance Works Contracts per the PRS
2.0 System in Table 7 hereunder. Express this expenditure as a percentage of
the Scheme Final Outturn Cost.
Service
Total Expenditure
Additional GI Contract
Provide a Summary of the Make-up of the Final Account including the Tender
Sum, approved Change Orders, compensation events, value engineering,
contractual claims and dispute resolution (if required) as outlined in Table 8
hereunder. State the percentage increase of the Final Outturn Cost of the
Main Construction Contract over the Tender Sum. Express the Final Outturn
Cost of the Main Construction Contract as a percentage of the Scheme Final
Outturn Cost.
Working Document
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Phase 7
Handover, Review & Closeout
Description
7.0
Site Supervision
No. Employed
Employers Representative
Summarise the total expenditure for Site Supervision per the PRS 2.0
System. Express this expenditure as a percentage of the Scheme Final
Outturn Cost and as a percentage of the Main Construction Contract Outturn
Cost.
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8.0
Phase 7
Handover, Review & Closeout
Residual Network
Summarise the total expenditure for Residual Network per the PRS 2.0
System in Table 10 hereunder. Express this expenditure as a percentage of
the Scheme Final Outturn Cost.
Service
Total Expenditure
Publicity
Sign Declassification
Landscaping Contract
Phase 7 Deliverables
Summarise the total area of land acquisition in Hectares and Acres and
provide a summary of land-take per kilometre of Mainline (Ha/km).
Summarise any land acquisition cases referred to Arbitration and the outcome
of this process.
Provide details of any monetary amounts credited to the scheme arising from
the approved Land Disposal Strategy.
Summarise the total expenditure for Land & Property per the PRS 2.0 System
and as outlined in the Land Acquisition Summary Sheet. Express this
expenditure as a percentage of the Scheme Final Outturn Cost.
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10.0
Phase 7
Handover, Review & Closeout
Conclusions
Summarise the Final Outturn Costs per Table 11 hereunder:
Outturn Cost
Site Supervision
Residual Network
Confirm any outstanding works not completed at the time of the Closeout
Report and whether such works will be completed;
Provide Details of Lessons Learned from the Scheme which may benefit
future schemes. Refer, where necessary to the Lessons Learned in the Final
Account Report and transfer this data to the Post-Project Review Report for
incorporation into the NRA Lessons Learned Database;
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Phase 7
Handover, Review & Closeout
References
Include the following references to be read in conjunction with the Project Closeout
Report:
Appendices
1. Copy of Phase 7 Target Cost 4 (TC4) per NRA Cost Management Manual
2. Copy of Final Account Approvals
3. Copy of Approval of Planning & Design Team Structure/ Consultant Approval
4. Copy of Approval of Site Supervisory Team Structure / Consultant Approval
5. Copy of Residual Network Approvals (e.g. Landscaping Contract)
6. Copy of Land Acquisition Summary Sheet per NRA Cost Management
Manual.
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Phase 7
Handover, Review & Closeout
Provision
10
11
12
13
14
15
16
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Provision
17
18
19
20
21
22
23
24
25
26
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Handover, Review & Closeout
Provision
27
28
29
30
31
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Phase 7
Handover, Review & Closeout
Provision
10
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Phase 7
Handover, Review & Closeout
Notes
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Phase 7
Handover, Review & Closeout
Notes
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Phase 7
Handover, Review & Closeout
Notes
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Phase 7
Handover, Review & Closeout
Notes
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Phase 7
Handover, Review & Closeout
Notes
Working Document
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