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Running Head: CUSTOMIZED DWELLING 1

Customized Dwelling

Name

Institution

CUSTOMIZED DWELLING 2

1.0 Introduction

1.1 Introduction to the Report

The report herein has been prepared as a guide to all the relevant stakeholders and parties

showing the approach and strategy to be used in the design of the proposed customizable

dwelling to give a positive change to the image of the city. The document defines the key project

stakeholders, the tendering process, and estimated cost among other important components of the

project. The report also covers the legal requirements as well as the appropriate Construction

Design Management (CDM) procedures. The report ends with a glimpse into the risk

management approaches and how they will be integrated throughout the life of the project.

Figure 1 The Brunel House Site

1.2 Overview of the Customizable Dwelling Masterplan

The site targeted for the project is called The Brunel House, and it is located in Portsmouth,

England. The project seeks to demolish the existing building on the site and convert the currently

underdeveloped area to a mixed residential area. The strategic objective of the Masterplan is to

CUSTOMIZED DWELLING 3

improve the economic value of the area of Brunel House, Portsmouth by creating a residential

mix that will provide a market for the retail area of the city centre.

The project aims to link the western and the eastern areas through a pedestrian track which will

help to satisfy the needs of the Portsea residents. The Queen Street will also serve the residents

with the shopping needs by offering convenient shops and supermarkets. The project is expected

to revamp the economic value of the area by creating a demand for various services within the

locality and the city centre as well. The project will also see the establishment of cohesive

connections between the areas around the site.

The entire project is expected to stir socio-economic development in the area. The project will

also provide affordable accommodation for the locals, tourists and visitors hence promoting

development in the entire neighbourhood. The site is surrounded by various means of transport

which include railways, bus stations, and roads meaning that the site will offer the first

impression for the tourists and visitors who move to Portsmouth through public means of

transport. The other side of the street provides a tourist attraction site as it houses the history of

the Slums at Queens Street at the end of the 18

Century.

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Figure 2 The Site Context

1.3 The proposed Customized Dwelling

The proposed project is expected to provide a new image to the city. The mix dwelling will be a

complementary design to the Hard station upgrade. The customised dwelling will link the streets

by creating an active street frontage to The Hard and help the city benefit from the Gunwharf

Quays. The project will also provide affordable accommodation for the locals and tourists.

The Primary Objectives of the Project Include:

 Provide a modern and market-leading residential area for the local people and tourists

 Create employment in the area through construction and operation

 Provide a secure residential environment

 Provide a modern type of dwelling hence opening the potential of Portsmouth.

 Connect the neighbourhood through pedestrian connecting routes to open up Portsmouth.

Site

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The site chosen for this project sits in one of the historical districts of Portsmouth. The site has a

historical background having to be one of the cities that were significantly damaged by a heavy

bomb during the World War Two. The site is located in a commercial area having schools and

also has a high population density with various types of people. The existing building on the site

is located on The Hard and between Victoria Road and the College Street. An old office building

constructed in the 1990s lies on the site together with Victory Public House, a two-storey private

car park and the City Wide Taxi’s building. The buildings will have to be demolished and the

site cleared to pave the way for the proposed redesign of the site to build the customised

dwelling.

Figure 3 The Existing Building

1.4 The Client

The project involves a collaborative partnership between the Ministry of Housing and the

Portsmouth local government. The collaboration aims to lift the face of Portsea by providing a

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modern residential building. Both the Ministry of Housing and the Portsmouth local government

act as clients in the implementation of this project.

2.0 Project Report

2.1 Project Funding

The Ministry of Housing and the Portsmouth local government will jointly fund the project as a

means of providing affordable accommodation to the residents and the visitors as well as

opening the economic potential of that part of the city. The project is part of the development

agenda that the Ministry of Housing intends to implement as a way of improving access to better

housing and also promoting development in towns across the United Kingdom. The ministry

targets the areas that were developed centuries ago and had since been left without fully

exploring their potential regarding economic and structural development. The Ministry of

housing will also work with other non-governmental organisations to support the establishment

of the project as a way of providing decent housing to the people living in the locality.

The Federal government through the Ministry of Housing will fund the project giving seventy

percent of the funds required to implement the proposal with the rest of the funds contributed by

the local government and other non-governmental institutions which are interested in the project.

2.2 The Primary Stakeholders

The primary stakeholders in this project include the Ministry of Housing, the Portsmouth Local

government, the main contractor, subcontractors and the technical team. The technical team, in

this case, will include the Architects, the site Engineers and other consultants within the Design

team. The financial contributors will also be considered as major stakeholders in the project.

Finally, the community living in Portsea and Portsmouth as whole will also be stakeholders in

the project including the end users of the proposed building.

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2.3 Consulting Professionals

To comply with the various construction and building regulations before the preparation and the

submission of this report, various professional teams and bodies were consulted. The Architects

handling this project consulted the following professionals on behalf of the client to ensure that

the project is feasible and will comply with the Construction laws.

Quantity Surveyor KSP Consultancy LLP

Transport and Highways Consultant MDJ Transport Consultants

Environmental Consultant Abricon Environmental Consultancy

Structural, Mechanical + Electrical M&E Engineering

HVAC Engineer M&E Engineering

Acoustic Engineer M&E Engineering

Landscape Architect Terra Firma

Urban Planning Consultant Orbit Town Planning

2.4 The Design Team

The design team consisted of consultants from various fields including all the above-mentioned

professionals. The Architecture closely engaged the professional consultants during the design of

the mix dwelling including the design of the connecting and access roads within the

neighbourhood. The success of a construction project relies on the ability to have an integrated

design team ranging from the environmental experts, structural engineers and geological experts

as well as the relevant government agencies to ensure that the project sticks to the schedule and

also follows the required design procedures (Cherns & Bryant, 1984). Therefore, it is important

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for the architecture to work closely with the client, the engineer's quantity surveyors and

environmental specialist from the start of the project to completion. During the design phase, all

the stakeholders should also be involved so that their interests can also be factored into the

design (Harris & McCaffer, 2013). The Architect will act as the leader of the design team from

the start of the project to the final stage when the contractor takes charge of the project.

3.0 Strategy for Planning Consent

3.1 Planning

The present project will involve demolition of the current building at the Brunel House site and

conversion of the site to a mix dwelling as proposed. According to the Portsmouth City Council

regulations on Planning Application, if one is proposing to demolish a building or part of a

building, a prior approval and Building control approval is needed before the work can be

started. Also, Section 55 of the Town and Country Planning Act of 1990 states that one should

obtain planning permission if the proposed work falls within the statutory definition of

development (Hardin & McCool, 2015). The act defines development as an alteration,

construction, demolition or rebuilding of a structure. Therefore, the Customized Dwelling

project is obliged to comply with the requirements of these planning regulations.

The project team submitted a prior notification to the Portsmouth Council by Part 3 of Schedule

2 of the General Permitted Development Order (2015). The notification was prepared after the

submission of a detailed Planning Consent Application to the Portsmouth Council for the

redesign and redevelopment of the buildings and The Brunel House Site.

Consultation about the proposal will only involve the Portsmouth County Council and the local

community members since the redevelopment does not involve strategic planning issues that

may require the input of other agencies.

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3.2 Pre-Application Procedures

It is important to involve the Local Planning Authority in all the phases of the project to ensure

that the project meets all its expected deliverables and does not have a negative effect on the

environment. Engaging the Local Planning Authority will help in generating an agreement and

understanding regarding the implementation of the project. The project team will seek pre-

application advice from a qualified Planning Officer with information about the proposed site to

get a clarification of the key factors and requirements of the detailed application that will be

submitted later during the planning of the project. Holding consultations with the public at the

early stage of the project will allow them to give their concerns about the proposed .project so

that changes can be made early enough in the implementation stage.

The project team will also hold consultations with the members of the community living around

the proposed site for redevelopment to comply with the requirements of Section 122 of the

Localism Act 2011 (McGeorge & Zou, 2012). The Act requires that all the applicants must

conduct consultations with the community members living within the locality around the

proposed site. The customised dwelling project is intended to help both the locals and tourists

who visit Portsmouth. Therefore, it is a good practice to involve the members of the public about

the proposed redevelopment of the site.

3.3 Public Consultation Approach

The project is expected to disrupt the normal lives of the members of the community as result of

the demolitions and the construction of the access roads. Therefore, it is important to commence

a public consultation process as early as possible so that public resistance will not affect the

project later during the implementation stage. The consultation with the members of the public

will start at the initial stage of the project which is during the feasibility study phase. The

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consultations will be done in the form of meetings with local representatives where they will be

given a chance to provide their views on the proposed project. The consultation process will

continue all through to the final stage of the submission of the Planning Application.

The consultation will continue using various forms of media to inform the public about the

proposal and giving them the opportunity to contribute. Social media pages for the project will

be created, and information shared through these platforms with the relevant stakeholders. The

mass and the print media will also be engaged in passing the information about the project to the

stakeholders through advertisements. The project team will also organise workshops to train and

inform the members of the community the objectives of the proposal and how they will benefit

from the project.

3.4 Planning Submission

The project team will apply for full consent to the Portsmouth City Council. The application will

be accompanied by the following planning documents:

 A revised and detailed drawing of the proposed development together with the

location and site plans.

 Completed Application form for Full Planning Permission

 Design and Access Statements

 Community infrastructure Levy forms

 A valid and signed ownership certificate

 The application fee.

Other documents that will be required for the validation of the project include:

 Flood Risk Assessment

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 Arboricultural Report

 Environmental Impact Assessment

 Noise Impact Assessment report

 Economic Impact report

 Transport and travel plan

 Visual Impact Assessment

3.5 Statutory Consultees

Once the application is submitted the Local Planning Authority will have to contact other

relevant statutory bodies which are relevant to the mix dwelling project. The statutory consultees

will help in making certain recommendations regarding the feasibility of the project as well

highlighting some the issues that may arise in as far as the project is concerned (Antuchevičiene,

Zavadskas & Zakarevičius, 2010). Therefore, the Portsmouth City Council will forward the

proposal to the various statutory consultees who are likely to be affected by the project. Some of

the important statutory consultees will include the Environmental Agency and the Emergency

Service Planning Authority.

3.6 Building Regulation Approval

Before starting the implementation of the Customized Dwelling project, the project will require a

buildings regulations approval which is a separate requirement for obtaining planning

permission. Obtaining the approval will be mandatory to ensure that the building meets the

requirements stated in the Building Regulations Approved Laws (Cannon & Hillebrandt, 2016).

3.7 Land Laws

The land belongs to Portsmouth City Council, and there are no transfers of ownership regulations

that are involved in the project. The project is expected to stretch the boundaries of The Brunel

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House and its compound. Therefore, the site for the development of the customised dwelling

wills the registered follows the provisions of the Land Registration Act 2002.

Figure 4 The Site Land Boundaries

4.0 Procurement and Tender Processes

4.1 Project Procurement Route

The Architect is the leader of the design team; he will be charged with the responsibility of

advising the client about the most appropriate route to take regarding making procurements and

awarding of contracts. Giving keen attention to the vital issues of the project will help in

eliminating delays to the project and increased costs (Haynes, 2014).

A collaborative approach will be used to engage all the stakeholders in selecting the right

procurement route that will not have a negative effect on the project. The project will use a co-

operative Design Team and Building Information Modelling (BIM) to foster a collaborative

relationship between the various partnerships.

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The procurement process will involve the creation of the partnering teams and agreements

between the contractors and the subcontractors as they continue to join the design team.

Partnering will help in promoting collaboration among the project stakeholders during the

procurement process.

4.2 Partnering

Partnering is not regarded as a procurement route; it involves making important agreements that

the procurement route relies on terms of collaboration. Partnering, in this case, refers to the co-

operation, self-improvement and dispute avoidance approach between the client and the supply

chain (Haynes, 2014). The partnering agreement will be implemented separately such as the

collateral warranties and the contracts. The partnering approach assumed by the Customized

Dwelling development team will assist in ensuring that the project meets the specific objectives

of the client. Since the project has a wider range of stakeholders embracing partnership will

ensure that every member of the team understands the mutual project objectives. An integrated

operation between the team members will be required to ensure that each of them works towards

a shared goal and that they are not only focusing on their individual goals.

Proper communication will be the primary factor that will promote cooperation among the team

members. Therefore, the Architect and his team will develop a communication plan that will

include all the communication approaches that can be used during the project including the

modes of communication, a form of communication and the chain of command among the team

members. Effective communication between the team members will ensure that the project runs

smoothly and remains within its scope and objectives and that the final results will meet the

expectations of the client (Eadie et al., 2013).

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A Partnering Charter will be used to create a formal agreement between the Project Team. The

agreement will inform of a free-standing nonbinding charter. In the agreement, the Client and the

contractor will work in collaboration with the charter giving the guidelines for organisational

structure, supply chain, problem-solving and the communication plan.

4.3 Procurement Aims

Quality, Time and Cost are the measurable factors that influenced the choice of the procurement

route to be used in this project. Other factors to be considered in the implementation of the

design aim included the size of the project, accountability and ability to achieve the desired

objectives. Therefore, the procurement process aims to protect the client and the contractor from

any risk that may arise from the above factors. The procurement route and method should focus

on the ability to balance the three main parameters which include Quality, Time and Cost.

4.4.1 Quality

Quality is an important factor in every construction project, and it is what determines whether the

project will give its deliverables or not. Due to the nature of the current project which intends to

provide a customised dwelling for the members of the public and the tourists, quality of the final

product is expected to play an essential role in ensuring that the project achieves its economic

value. The Design Team will work in collaboration with the Client as stated in the partnering

section to ensure that the project conforms to the quality standards. The Design Team and the

Client will also supervise the works of the contractor to ensure that they work according to the

established quality standards. Materials and other resources will be purchased by the contractor

in collaboration with the Design Team and the Client to ensure that all the materials purchased to

meet the quality requirements. The Design Team will also start engaging the Contractor at an

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early stage of the project so that they can have a clear understanding of the high expectations of

regarding the construction methods.

4.4.2 Time and Cost

Time and Cost are tied together, and one influences the other. Therefore, the project Design

Team will set a project timeline with the highest level of cost certainty. After the awarding of the

tender in the RIBA stage 2, the Architect who is the leader of the Design Team will engage the

contractor to enable the implementation of the design with the knowledge of timelines and the

budget.

4.5 The Tender Process

The construction of the customised dwelling will be tendered by appointing the contractor early

during the design stage of the project. Early selection of the contractor will facilitate a

collaborative design development. Using a collaborative design development approach will

ensure that the Project Team and Contractor work together in developing a feasible design for

the customised dwelling at The Brunel House.

The tender for the project will be advertised indicating that the project will involve a two-stage

tendering process. The stage one of the tendering processes as described above which is

involving the contractor in the design of the project. The tender also indicates the principles of

partnering and the expected quality compliance requirements that the contractor must abide by.

The Architect together with the Design Team will act as the key evaluators of the tender on

behalf of the client. The main objective of the Architect and the design team will be to achieve

value for money. The Design Team will also be responsible for identifying the skilled and

qualified contractor as well as specifying how the risks will be transferred. The tender documents

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that will be used include the detailed drawings, bills of quantity, the tender form and a letter

confirming the submission details.

4.5.1 Details of the First Stage Tender

Since the government mainly funds the project, the tendering and the procurement process will

have to follow the provisions of the public procurement policies. According to the provisions of

the Public Procurement requirements, the procurement process must be based on value for

money. Therefore, the awarding of the tenders will be conducted according to these provisions

which involve competition and selection based on merit as determined by the Design Team.

The first stage of the tender will be subject to the European Union Treaty principles of non-

discrimination, freedom to provide services, free movement of goods and freedom of

establishment. The tender form will have a set of prequalification questionnaires and the

eligibility criteria for all the applicants. The eligibility criteria will provide the minimum

requirements regarding insurances, health, safety and other important aspects of the project so

that only tenders that meet these prerequisites can be submitted and considered during the

selection.

4.5.2 Stage 2 Tendering

The second stage of the tender will involve the switching of roles where the contractor will now

take over the project and become the employer to all the other members of the team. The

contractor will also assume the totals risk of the project at this stage.

The tender for the construction of the custom dwelling will be done through negotiations where

the tender with the best cost for the service will be considered. As the second stage, the

contractor will have already been selected, and the tendering process will not be subjected to

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competition but negotiation so that the contractor can provide the best cost and quality for the

project.

5. 0 Building Cost Analysis

5.1 Initial Cost Advice

The Architect will be responsible for providing the estimated initial cost of the project at the end

of the feasibility study before the Quantity Surveyor is appointed. The initial cost estimation

done by the architect will give the client an overview of the financial responsibilities and

commitments associated with the project. The client will have a rough estimate of the financial

commitments before embarking on the extensive design procedures. The architect will utilise the

Building Cost Information Service (BCIS) to estimate the final project cost.

5.2 Customized Dwelling

The cost of constructing the main building was estimated. The cost was estimated by breaking

down the construction activities into broad categories as shown below. The cost of the building

was estimated starting by the cost of site preparation which included demolition, site levelling

and other activities. The Estimation of the cost of external works such as landscaping and the

construction of pedestrian tracks was also included when calculating the cost of the building. The

cost of redesign the parking was also factored in the outdoor constructions and installations

category. Therefore the estimated total cost of the project is £ 16,702,285.

Activity

Estimated Cost in £

Site Preparation

100,000

Infrastructural Facilities

12,500

Construction works

11, 200, 000

CUSTOMIZED DWELLING 18

Installations

1, 500, 000

Outdoor constructions and installations

700,000

Facilitation works

200, 000

Total work Cost for the Customized

Dwelling building

13,612,600

Design Team Fee @ 12%

1,633,512

Construction Risk @ 7.5%

1,020,945

Estimated Tender Inflation Q2 2018

435, 228

Total Estimated Project Cost

16,702,285

6.0 CDM Regulations 2015

Construction Design Management (CDM) spells out the requirements that must be met by all

construction works to promote the integration of health and safety measures into the project

management. The CDM requires the project team to take responsibility for all their actions and

to help in avoiding or minimising the risk that the project may expose the public and the users.

The Customized Dwelling project will implement all the requirements of the Construction

Design Management 2015 to ensure that it complies with the health and safety requirements. The

CDM requirements will be applied during the implementation of this project in various stages

from the site preparations, material handling, construction works and among other activities.

6.1 CDM Responsibilities and Statutory Duties

The Architect is the leader of the Design Team in the Customized Dwelling Project; he will be

charged with the responsibility of implementing the CDM requirements up to when the project

will be handed over to the contractor. The Contractor will then take charge of implementing the

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CDM regulations in the second phase of the project. The Architect as the principle design will be

charged with the following responsibilities:

 Compile the health and safety file

 Complete an F10 form

 Provide enough information to the Principal Contractor and other stakeholders about the

health and safety issues.

To fully comply with the CDM regulations, the Design Team will engage a CDM advisor

throughout the design process as well during the implementation.

6.3 Project Safety Risks

The tall seven-storey residential building may result in risks associated with working on heights.

The potential risk of working at heights include falling, the collapse of structures among other

risks. However, the risk will be minimised by using stable ladders and safety belts, helmets as

well as tying a safety net during the construction and installation works.

The building will be huge and due to its weight, sit posses a potential risk of collapsing.

However, the risk was reduced at the design stage by developing a strong structural design for

the building. The Design Team worked together with structural engineers to ensure that the

proposed design will be able to support its weight and minimise the risk of collapsing.

The daily activities on the construction site such as moving of trucks, noise and hanging loads

may pose a risk to the workers, visitors and the members of the public. The risk will be

minimised by erecting site protection fences and putting signs. Designated roads within site will

also be created to avoid injuries and collisions at the site.

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References

Cherns, A. B., & Bryant, D. T. (1984). Studying the client's role in construction

management. Construction management and economics, 2(2), 177-184.

Harris, F., & McCaffer, R. (2013). Modern construction management. John Wiley & Sons.

Halpin, D. W. (2010). Construction management. John Wiley & Sons.

Hardin, B., & McCool, D. (2015). BIM and construction management: proven tools, methods,

and workflows. John Wiley & Sons.

McGeorge, D., & Zou, P. X. (2012). Construction management: new directions. John Wiley &

Sons.

Antuchevičiene, J., Zavadskas, E. K., & Zakarevičius, A. (2010). Multiple criteria construction

management decisions considering relations between criteria. Technological and economic

development of economy, 16(1), 109-125.

Cannon, J., & Hillebrandt, P. M. (Eds.). (2016). The management of construction firms: Aspects

of theory. Springer.

Haynes, C. (2014, Oct). Public Consultation [Lecture notes] .Portsmouth School of Architecture.

Eadie, R., Browne, M., Odeyinka, H., McKeown, C., & McNiff, S. (2013). BIM implementation

throughout the UK construction project lifecycle: An analysis. Automation in Construction, 36,

145-151.

Sebastian, R. (2011). Changing roles of the clients, architects and contractors through

BIM. Engineering, Construction and Architectural Management, 18(2), 176-187.

CUSTOMIZED DWELLING 21

Winch, G. M. (2010). Managing construction projects. John Wiley & Sons.

Kent, D. C., & Becerik-Gerber, B. (2010). Understanding construction industry experience and

attitudes toward integrated project delivery. Journal of construction engineering and

management, 136(8), 815-825.

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