Professional Documents
Culture Documents
October 2012
Version 2.0 - FINAL
PREPARED FOR:
First published
th
Version 2.0 FINAL Issued 9 October 2012
Access
The Standards can be accessed electronically at the following web site address:
http://www.hinfra.health.nsw.gov.au/__documents/publications-and-resources/cost-planning-and-reportingstandards_ver-2.0_final_20121009.pdf
Release notes
This release represents the public issue of the Cost Planning Standards and Reporting Standards.
Health Infrastructure endorsed the current release for industry use commencing 2nd October 2012.
What is new?
This is the first issue of this document in its current format. This Document supersedes any previous Cost
Planning or Cost Management documents issued by NSW Health.
Contacts
Anthony Manning
Health Infrastructure
02 9978 5402
Anthony.Manning@hinfra.health.nsw.gov.au
Acknowledgements
Health Infrastructure acknowledges the following contributors to the development of this Document:
NSW Health;
HI Expert Reference Group;
Rider Levett Bucknall;
All reviewers of the draft versions; and,
All past authors, contributors and reviewers to previous releases.
Foreword
This document is intended for the use on healthcare facility projects valued at $10 million and above.
CONTENTS
1.
Description ......................................................................................................................... 1
1.2
1.3
1.4
Application ......................................................................................................................... 2
1.5
1.6
1.7
Definitions .......................................................................................................................... 3
1.8
Acronyms ........................................................................................................................... 4
2.0
COST PLANS........................................................................................................................ 6
2.1
Introduction ........................................................................................................................ 6
2.2
2.3
2.4
General .............................................................................................................................. 6
2.5
2.6
2.7
On-Costs............................................................................................................................ 8
2.8
Contingencies .................................................................................................................... 9
2.9
Fees................................................................................................................................. 10
2.10
FF&E ............................................................................................................................... 11
2.11
ICT ................................................................................................................................... 13
2.12
Escalation ........................................................................................................................ 15
2.13
Cashflow .......................................................................................................................... 15
3.0
FINANCIAL REPORTS........................................................................................................ 17
3.1
HI Portal ........................................................................................................................... 17
3.2
APPENDICES
APPENDIX A
APPENDIX B
APPENDIX C
APPENDIX D
APPENDIX E
CONTINGENCIES
APPENDIX F
APPENDIX G
APPENDIX H
APPENDIX I
1.
1.1
Description
This document provides standard information for Cost Managers to prepare cost
information and documentation in the planning, design and implementation of new and
refurbished healthcare facilities in NSW over $10million in value (principally). Information in
this document is referred to throughout the text as: Cost Planning and Reporting
Standards; this Document; or these Standards.
The purpose of these Standards is to ensure consistency in respect of the cost deliverables
of the Project and a framework for the uniform preparation and presentation of cost advice
by the Cost Manager to Health Infrastructure (HI).
1.2
1.3
To provide a single source reference document to define the requirements for cost
planning and cost reporting;
To convey HI policy;
Document Structure
This Document is divided into numbered Sections. The Sections are as follows:
1. Introduction and Instructions for Use;
2. Cost Plans;
3. Financial Reports; and,
4. Appendices.
Introduction and Instructions for Use
This Section (1).
Cost Plans
Section (2) provides Standards on the format, structure and definitions of items for
inclusion in Cost Plans deliverable during HI Projects.
Financial Reports
Section (3) provides Standards for Financial Reporting deliverable during HI Projects.
Version 1.0, June 2012
Page 1
Appendices
The Appendices to this Document include standard structures for reporting, pro-formas
and the like for Cost Plans and Financial Reporting.
1.4
Application
This Document is applicable to the entire Project Team to comprehend, support and apply
to all HI Projects.
Without limiting the professional processes of the Cost Manager, the User of this Document
is tasked with complying with the pro-forma documentation and structures for deliverables
and submissions to HI.
The application of these Standards is to ensure consistent information is presented to HI
during Projects and for later reference by others for benchmarking and general reference.
With the exception of Contingencies where allowances (percentages or otherwise) are
included within these Standards, the Cost Manager must undertake their own investigations
as well as any necessary benchmarking to validate the allowance as provided. In the
application of these Standards, where the allowances are significantly varied by the Cost
Manager, justification is required to be given in writing within the Project Reporting.
In all HI Projects, the Cost Manager must have a considered understanding of the intent of
these Standards together with advice and progressive thinking on how this intent can be
best presented to articulate the cost goals, and reporting of the Project.
1.5
This Document must be read in conjunction with other existing guidance and in accordance
with AIQS and RICS best practice.
All HI Projects must be delivered in accordance with the requirements of all relevant Codes
and Regulations.
Page 2
1.6
A process of review and revision has been developed for these Standards. HI and industry
comment will be sought and responded to in future versions of these Standards.
1.7
Definitions
Definitions that are specific to words or phrases used in this Document are listed in the
following table.
Item
Definition
Business Case
Gateway Review
A series of structured reviews that are held at key decision points (gates)
in the procurement process. NSW Treasury retains the responsibility for
Gateway Review(s).
Greenstar
Gross
Cost
Construction
Project Team
The consultant Project Team for the Project including; Project Manager.
Quantity Surveyor, Architect, Engineers and all Other Consultants.
HI Project Director
Access Layer
1.8
Acronyms
Acronyms that may be used in this Document are listed in the following table.
Acronym
Definition
ACMM
AHFG[s]
AS
Australian Standard
AS/ NZS
BC
Building Cost
CC
Construction Cost
EA
Economic Appraisal
ERG
ESC
ESD
ETC
FF&E
FIS
GCC
HFBS
HFG
HI
HPU
ICT
LHD
NCC
NETC
PDC
PDP
SOA
Schedule of Accommodation
SPP
TPC
TS11
VM
Value Management
VMS
Page 4
Page 5
2.
COST PLANS
2.1
Introduction
2.2
Holistic;
Based upon all documentation available at the time the Cost Plan is produced;
The Cost Manager is required to prepare Cost Plans as indicated in the following table.
Cost Plan
Phase 1 - Planning
Phase 1 - Planning
See below
See below
Cost Plan C1
Phase 1 - Planning
Cost Plan C2
Phase 2 - Implementation
Phase 2 - Implementation
Cost Plans are generally to be prepared in accordance with the Australian Cost
Management Manual (ACMM).
2.3
Each Cost Plan has a Probability rating. This relates to the level of certainty that the Cost
Plan provides. For example, P70 represents a Cost Plan that has a 70% chance of being
delivered within Budget. As the Project Stages progress, the Probability level will increase.
The benefit of this rating is that the Cost Plan represents a realistic expectation of the level
of certainty based on the information available.
The P level P70, for example, does not represent that the Budget is likely to be exceeded
by 70%, but that there is a 30% chance of the Budget being exceeded. The Contingency
sums still need to accurately reflect the level of risk for the Project at each Stage. The
probability level includes the Project Contingency allocated to each design Stage.
2.4
General
It is intended that each Cost Plan establishes the End Total Cost (ETC) with allowances
assessed and modified on an individual Project basis.
Once the Business Case has been established, the allowances for ESD initiatives,
Contingencies, LHD Fees and HI Management must be maintained, as a maximum, at their
Version 1.0, June 2012
Page 6
Business Case level in subsequent Cost Plans; notwithstanding that the GCC may
increase. The rationale for this is that the works are to be designed to the Business Case
Budget and therefore the Business Case Allowances for these items will not be exceeded.
Notwithstanding this position, the allowances will be subject to detailed reviews as cost
plans are developed and can only be amended upon agreement with the HI Project
Director.
Cost Plans and Cost Reports must report costs exclusive of GST.
2.5
The Cost Plan must include commentary on all of the items identified in the standard
Contents list as included in Appendix A. It must also be based on the Pro-forma as supplied
in Appendix B.
The Cost Plan must also include the appropriate Cost Plan Pro-Forma(s) provided for
reference in Appendix C.
The applicable pro-formas to be presented with each different type of Cost Plan are as
identified in the following table.
Cost Plan
Pro-forma CP1
required
Pro-forma CP4
required
Pro-forma CP5
required
Pro-forma CP6
required
Cost Plan A
required
required
Cost Plan B
required
required
~
~
required
required
Cost Plan C1
required
required
Cost Plan C2
required
required
required
Cost Plan D
required
required
required
required
2.6
Generally the schedule(s) of accommodation (SOA) provided to the Cost Manager include
both the HPU areas together with an allowance for intra-departmental circulation. They
generally exclude inter-departmental travel and engineering allowances.
The SOA provided must be interrogated to identify if any travel and engineering allowances
have been included.
Allowances for travel and engineering must be measured from the drawings. Where no
drawn information is available, allowances for travel and engineering must generally be as
advised in the AHFG, Part C, Clause 705.25.00.
These allowances above must be verified by benchmarking against similar projects and by
reference to the Project Design Team.
Note that central energy buildings, hospital streets, link corridors, bridges and the like must
be included as Project Specifics and not deemed part of travel and engineering.
Page 7
2.7
On-Costs
2.7.1 ESD Initiatives
The HPU cost/m2 rates must include best practice and minimum 4-Star Greenstar in
respect of the capital works that make up a HPU. ESD allowances are intended for
initiatives above 4-Star Greenstar and beyond best practice, to improve
sustainability, or meet Government policy initiatives such as energy efficiency and
water resource management.
For ESD Initiatives the following allowances must be made:
4% of Construction Cost (CC) where Total Project Cost (TPC) is less than
$100m; or,
2.5% of Construction Cost (CC) where Total Project Cost (TPC) is greater
than $100m.
Once design information is available it is anticipated that the ESD Initiatives costs
will be built up and replace the percentage allowance(s).
2.7.2 Preliminaries
Preliminaries allowance must take account of:
2.7.3 Margin
Margin allowance must take account of the Contractors profit and offsite overheads
as well as any contractual risk to be borne.
Page 8
2.8
Contingencies
HI has prepared guideline Contingency allowances for each Phase of a Project. Refer to
Appendix E.
Whilst guideline Contingencies have been prepared, it is imperative that the Cost Manager
develop Project-specific Contingencies based upon the risk registers developed by the
Consultant Team.
From and including Cost Plan C the adequacy of the contingency must be reviewed by
undertaking a costing and probability analysis of the Project Risk Register. The Cost
Manager, in conjunction with the Project Manager, is to continuously review and update the
Register to reflect the changing risk profile.
Page 9
2.9
Fees
2.9.1 Consultant Fees
Consultant Fees must include for:
The Consultant Fees are also inclusive of fees associated with the Economic
Appraisal of the Project together with Gateway facilitation costs.
Consultant Fees must be benchmarked and based upon the Cost Managers
experience but must be based on actual commissions as soon as available.
Administration Fee
Advertising Fee;
Headworks Charges;
Long Service Levy (may be included in building works contract at Cost Plan
D); and,
Page 10
1.5% of Gross Construction Cost (GCC) for all LHD costs inclusive of final
decanting or as otherwise advised by HI.
Cost Plans C and D must include allowances calculated by the LHD within the
1.5% allowance.
The LHD Fee is to cover the costs of project support by the LHD relating to the
capital work including, but not limited to:
Change management;
Communications strategy;
2.10
FF&E
Furniture:
o
Loose or movable, generally functional, items that equip a room (e.g. tables,
chairs and workstations);
Fixtures:
o
Fixed items that are attached to the building (walls, floors and/or ceiling);
and,
Equipment:
o
This includes everything that can be warranted and fully installed by the
Contractor.
Page 11
This may include items that the Client has on supplier contract or items for
transfer.
This will include items that are specific to the Project, but are under full
procurement and delivery control of the Client.
The FF&E Cost Report template is designed to reflect this cost breakdown, so all
Cost Reporting is to be completed in the format specified in the Budget Template,
which has predefined formulas embedded into it.
Costs for New Group 1 Major Medical items should be reflected line item by
line item;
Costs for New Group 2, 3 items should be reflected line item by line item;
Costs for Transfer Major Medical items should be reflected line item by line
item;
Costs for Transfer Group 2, 3 items should be reflected line item by line item
and should include costs for Decontamination, Decommissioning, Tagging,
Wrapping and Packing, and actual Transfer / relocation costs.
Page 12
2.11
ICT
Security, Staff Assist, Nurse Call, Porter, Duress and Orderly Systems, Real
Time Location and Way Finding Services.
Administration,
Asset
Most of the ICT functional systems are included in the building contract except for the
software of:
Patient Entertainment systems;
ICT is to be a separate line item in all cost plans and cost reports.
ICT is separated into three (3) Groups of items:
This includes everything that can be warranted and fully installed by the
Contractor.
Page 13
This may include items that the Client has on supplier contract or items for
transfer.
This will include items that are specific to the Project, but are under full
procurement and delivery control of the Client.
The Project will fund ICT infrastructure associated with the Access Layer, as well
as ICT equipment which directly supports clinical functions (including Nurse Call,
Security, Duress, Major Medical ICT, clinical video conferencing, master clocks,
master aerial systems and imaging.
The ICT Cost Report template is designed to reflect this cost breakdown, so all Cost
Reporting is to be completed in the format specified in the Budget Template, which
has predefined formulas embedded into it.
Costs for New Group 1 ICT should be reflected line item by line item;
Costs for New Group 2, 3 items should be reflected line item by line item;
Costs for Transfer Major ICT should be reflected line item by line item;
Costs for Transfer Group 2, 3 items should be reflected line item by line item
and should include costs for Decontamination, Decommissioning, Tagging,
Wrapping and Packing, and actual Transfer / relocation costs.
Page 14
2.12
Escalation
The Base Date(s) prevailing for the rates included in the Cost Plan must be clearly
identified. It is important that Escalation from the Base Date to Construction
Commencement and Escalation during the construction period are separately identified.
Whilst published cost data and indices may be used as a reference, it is incumbent on the
Cost Manager to apply escalation factors derived from their own investigation of the
anticipated marketplace and Project specifics. Escalation must be accounted for on the sum
total of the estimated Total Project Cost (TPC) prevailing at the Base Date.
Following completion of the Cost Plan (C2), Escalation is to be distributed within the
elemental and/or trade analysis.
2.13
Cashflow
2.13.1 Generally
Cashflows must reflect when expenditure is anticipated to be accrued and not when
paid, e.g. for the value of work done (vowd) during June, the cost is recorded
against June, not July, which is when the payment certification and payment is likely
to occur.
It is anticipated that the Cashflow is a compilation of the cash flowing of individual
cost centres and individual Construction contracts.
In the Cashflow, Project and Client Contingencies must be shown separately and
consideration must be given to when they are likely to be expended rather than
being cash flowed over the life of the project..
Cashflows must reflect NSW Government financial years that commence on 1 July
annually.
In the Cashflow, FF&E must reflect anticipated expenditure in accordance with the
programme and any deposits and early payments. Generally it is expended 30% in
the period 6-3 months prior to Project Completion and 70% in the final 3 months
prior to Project Completion. The Cashflow for professional fees shall reflect the
different rate of expenditure during the planning and delivery phases as well as preand post-construction.
The Cashflows are to be updated monthly to reflect Actual Expenditure as incurred.
2.13.2
During the Business case phase, prior to Cost Plan C, the Cashflow must be
presented as included in Appendix F.
The Cashflow Pro-forma has been developed to serve competing interests. During
the Business Case the financial modellers require the Cashflow exclusive of
Escalation. HI for their purposes requires Annual Cashflows prepared that are both
inclusive and exclusive of Contingency.
Page 15
2.13.3
For Cost Plan C and onwards the Cashflow must reflect the project programme
prepared by the Project Manager as updated from time to time and not based upon
standard Cashflow formulae. The programme must identify anticipated delivery
dates of major items of plant and equipment as well as cost significant items. The
Cashflow must reflect the expenditure of these items as lump sums rather than
being cash flowed over the life of the project.
Cashflows for LHD fees should be obtained from the LHD and for HI fees from HI.
The Cash flow is to reflect the anticipated ETC exclusive of contingency allowances
where it is deemed, by the Project Director in consultation with the Project team, that
the contingency allowance will not be required.
2.13.4
During construction the construction Cashflow is to be based upon the Contractors
cash flow. Prior to adoption, the Cashflow is to be vetted by the Cost Manager and
adjusted by the Contractor, if required, and agreed. An activity based Cashflow shall
be obtained from the Contractor prior to the first progress payment claim, and
preferably at tender time, to assist the vetting. The Contractor is to update the cash
flow at the time of each progress claim.
2.13.5
From PDP onwards the Cashflow shall be monitored in monthly reports by reference
to the PDP approved Cashflow, or other milestone Cashflow s instructed by HI, and
is to be presented as included in Appendix F. Any significant deviations must be
brought to the attention of the Project Director and Project Manager so that
corrective action can be investigated.
Additionally, the Cashflow is to be prepared in the HI Portal Format as included in
Appendix F.
Page 16
3.
FINANCIAL REPORTS
The process of Financial Reporting to HI is via the HI internet Portal as well as by way of a
Monthly Financial Report.
3.1
HI Portal
Responsibility
Budget
HI Project Director
Commitments
Forecast commitments
Cost Manager
Payments
Cashflow
Cost Manager
Commentary
3.2
The Cost Manager is to prepare a Monthly Financial Report and in addition is required to
upload information into the HI Portal as a Financial Report.
3.2.1 Purpose
The purpose of the Monthly Financial Report is to convey the financial status of the
Project by providing information on Project budget status, funding sources,
cashflow, financial risks and be a base data source for PDC, PCG and ESC
governance groups.
The HI Portal Financial Report must form an appendix to the Monthly Financial
Report.
3.2.2 Layout
The Monthly Financial Report must include commentary on all of the items identified
in Appendix H. It must be presented in the format as supplied in Appendix I.
Page 17
APPENDICES
APPENDIX A
2.1
Introduction
A concise note on the status of the project.
2.2
Scope of Project
A concise description of the project including location, building type,
number of storeys, service level and service objectives, major
departments, bed numbers, theatre numbers, etc.
2.3
2.4
Specific Inclusions
A schedule of items and allowances included in the Cost Plan. E.g. Mining
subsidence allowance, radiation shielding to imaging theatres, Contractors
design fees, shell space etc.
2.5
Specific Exclusions
Exclusions other than GST must be avoided. Items such as fit outs by
tenants are to be recorded as work by others outside the Project Scope.
2.6
2.7
Area Measurement
A schedule of gross floor areas (GFA) on a departmental basis;
A schedule of Travel and Engineering areas;
A schedule of unenclosed covered areas (UCA);
A summary of all building areas; and,
Where areas can be measured there must be a reconciliation of measured
areas to the SOA.
2.8
2.9
Escalation
Confirmation of the base date of the cost plan and the assumption used for
calculating escalation.
2.10
Locality Index
Confirmation of the locality factor used and basis of applying factor.
2.11
Exchange Rate
Exchange rate applicable for overseas procured items including FF&E.
2.12
2.13
2.14
2.15
Staging Costs
A schedule of assumptions and allowances.
2.16
Benchmarking
Details of other projects upon which benchmarking has been undertaken
and details of major inputs; e.g. Building cost/HPU/bed, Building cost/unit
(e.g. theatre/bunker), FF&E cost/m2 FF&E cost/unit (e.g. theatre/bunker),
Fees etc..
2.17
Fees
Details of fee allowances.
2.18
FF&E
Details of FF&E allowances; and,
Summary of FF&E cost report.
2.19
ICT
Details of ICT allowances; and,
Summary of ICT cost report.
2.20
Budget Reconciliation
Full reconciliation of cost plan against budget and previous cost plan.
Reconciliation of each cost plan to be maintained progressively so that all
cost plan adjustments are progressively visible.
2.21
Cost Plans
Cost Plans are to be included as applicable and to the pro-forma as supplied in Appendix C
of this Document (Cost Planning and Reporting Standards).
3.1
3.2
Cost Plan
Include the detailed cost plan.
APPENDIX B
COVER PAGE:
for
[PROJECT LOCATION]
[Date]
Prepared by
[insert logo or name of company]
Prepared for:
Header
CONTENTS
1.
2.
3.
Executive Summary
Outline of Cost Plan
2.01
Introduction
2.02
Scope of Project
2.03
Basis of Cost Plan
2.04
Specific Inclusions
2.05
Specific Exclusions
2.06
Drawings & Information Used
2.07
Area Measurement
2.08
Procurement & Market Assumptions
2.09
Escalation
2.10
Locality Index
2.11
Exchange Rate
2.12
Asset Acquisition & Asset Realisation
2.13
Risks & Contingencies
2.14
ESD & Sustainability Initiatives
2.15
Staging Costs
2.16
Benchmarking
2.17
Fees
2.18
FF&E
2.19
ICT
2.20
Budget Reconciliation
2.21
Life Cycle Costs
Cost Plans
3.01
Cost Plan Summaries
3.02
Cost Plan
Appendices
[List Appendices]
PROJECT CONSULTANTS
HI Project Director:
[insert name]
Project Manager:
Cost Manager:
Architect:
Structural & Civil Engineer:
MEP Services Engineer:
Landscape Architect:
[Insert others or delete as appropriate]
Revision No:
Controlled Doc No:
Distribution:
Footer
____ [insert]
Issue Date:
_________[insert]
______[insert]
Checked By:
_________[insert]
_______________________________________________[insert]
PAGES:
Header
INTRODUCTION
Footer
APPENDICES
Footer
Header
APPENDIX [letter]
[NAME OF APPENDIX]
Footer
APPENDIX C
Job Ref.
Single / Multiple
Cost Plan Building Project
Project / Building
Job Ref.
Location
Date
BPI
Current
Client
Tender
Locality Index
Physical
Area
%
Shape / Description:
Cost
Weight
%
Current
Building Cost
$
2
Cost/m
$
Cost
Current $
Tenders $
FECA
Rate/Cost
UCA
Rate/Cost
Building Rate / Cost
100
Drawing References:
No.
Internal Car Spaces
GCC/No.
TEC/No
Job Ref.
PROJECT:
G.F.A. :
Code
m2
BUILDING:
Element
1 SB
Substructure
2 CL
3 UF
4 SC
Columns
Upper Floors
Staircases
5 RF
6 EW
Roof
External Walls
7 WW
8 ED
9 NW
Windows
External Doors
Internal Walls
10 NS
11 ND
12 WF
13 FF
14 CF
Floor Finishes
Ceiling Finishes
15 FT
16 SE
17 SF
Fitment
Special Equipment
Sanitary Fixtures
18 PD
19 WS
20 GS
Sanitary Plumbing
Water Supply
Gas Service
21 SH
22 VE
Space Heating
Ventilation
23 EC
24 AC
25 FP
Evaporative Cooling
Air-conditioning
Fire Protections
26 LP
27 CM
28 TS
29 SS
00 PR
Special Services
Proportion of Preliminaries
31 AR
32 XP
Site Preparation
33 XR
34 XN
35 XB
36 XL
37 XK
38 XD
39 XW
40 XG
External Gas
41 XF
42 XE
43 XC
External Communications
44 XS
45 XX
00 PR
Proportion of Preliminaries
%
BC
100
46 YY
Cost / m2
$
Cost
$
Job Ref.
PROJECT:
G.F.A. :
No
m2
BUILDING:
Trade
General Items
Preliminaries
Demolition
Groundworks
4.1 Excavation
4.2 Filing and hardcore
4.3 Paper and plastic membranes
4.4 Underpinning
4.5 Rock stabilisation
Piling
5.1 Driven piling
5.2 Cast in-situ piling
Concrete
6.1 In-situ concrete
6.2 Formwork
6.3 Permanent metal formwork system
6.4 Reinforcement
6.5 Prestressing
6.6 Slip formed construction
6.7 Precast concrete
6.8 Tanking
Masonry
Stonework
8.1 Natural stonework
8.2 Artificial stone, terracotta and similar work
Structural steel
10
Metalwork
11
Woodwork
12
Glazing
13
Hardware
14
Access floors
15
Partitions
16
Roofing
17
Suspended ceilings
18
Windows
19
Doors
20
Finishes
20.1 In-situ applied finishes
20.2 Metal lathing
20.3 Plasterboard, fibrous plaster, plaster acoustic tiles and similar
20.4 Tile, slab, block or sheet finishes, pavings and carpets
20.5 Division strips and inserts
21
Painting
22
Fitments
23
Hydraulics
24
Drainage
25
Electrical Installations
26
Mechanical Installations
27
Exterior Elements
27.1 Landscaping
27.2 Roadworks
%
BC
Cost / m2
$
Cost
$
Job Ref.
Date of
Estimate :
Base Date of
Estimate for
escalation :
PROJECT:
BUILDING:
OPTION:
PLANNING UNIT
1.00
1.01
1.02
1.03
1.04
Cost
$/m2
m2
m2
m2
m2
m2
m2
-
m2
m2
m2
m2
-
Procedures
Emergency
Medical Imaging
Day Procedures
Intensive Care
Operating Suite
Mortuary/Post Mortem
m2
m2
m2
m2
m2
m2
-
Non Inpatient
Outpatients and Allied Health
Dental
Blood Bank
Pathology
Sexual Assault
Pharmacy
Imaging
Oncology
MRI / PET / Cyclotron ect.
Sub total
6.00
6.01
6.02
6.03
6.04
6.05
6.05
6.07
6.08
6.09
6.10
6.11
Cost
$
Obstetrics
Birthing/Delivery Unit
Maternity
Gynaecology
Neonatal
Sub total
5.00
5.01
5.02
5.03
5.04
5.05
5.06
5.07
5.08
5.09
H.P.U. Area
m2
Sub Acute
Mental Health
Drug & Alcohol/Detox Unit
Assessment and Rehabilitation
Rehabilitation and Day Hospital
Palliative Care
Abulatory Care
Sub total
4.00
4.01
4.02
4.03
4.04
4.05
4.06
H.P.U. Area
m2
m2
m2
m2
m2
Sub total
3.00
3.01
3.02
3.03
3.04
Measured
General Acute
Medical
Surgical
Paediatrics
Mental Health
Sub total
2.00
2.01
2.02
2.03
2.04
2.05
2.06
Briefed
m2
m2
m2
m2
m2
m2
m2
m2
m2
-
Corporate Services
Linen
CSSD
Engineering Services
Stores
Domestic Services
Security
Biomedical
Food Services
Cafeteria (Staff/Pubic)
IT Services
Medical Records
m2
m2
m2
m2
m2
m2
m2
m2
m2
m2
m2
Sub total
PLANNING UNIT
7.00
7.01
7.02
7.03
7.04
7.05
7.06
7.07
7.08
7.09
Cost
$
m2
m2
m2
m2
10.00
10.01
10.02
m2
m2
m2
Sub total
item
item
item
item
item
item
item
No
item
m2
m2
H.P.U.
Area
m2
Community Health
Mental Health
Child Health
Dental
Community Health
9.00
12.00
H.P.U.
Area
m2
m2
m2
m2
m2
m2
m2
m2
m2
m2
Sub total
11.00
Measured
Administration
Child Care
Main Entry/Reception
Admissions and Discharge
Nursing Admin
Conference, Education and Library
Research
Staff Accommodation
Tenants
Area Executive
Sub total
8.00
8.01
8.02
8.03
8.04
Briefed
item
item
item
item
Cost
$/m2
PLANNING UNIT
14.00
15.00
16.00
17.00
Briefed
Measured
H.P.U.
Area
m2
H.P.U.
Area
m2
Fees
Consultant Fees
Authority Fees and Charges
Area Health Division Costs
% of GCC
% of GCC
% of GCC
item
item
item
FF&E
Furniture, Equipment, Artworks
(Sub divide FF&E into categories)
% of GCC
item
ICT
Infrastructure and Systems
(Sub divide ICT into categories)
% of GCC
item
18.00
19.00
Cost
$
item
item
Special Provisions
Escalation
Prolongation and Delay Costs
Contributions
Other
Contingencies
Design Contingency
Planning Contingency
Construction Contingency
Client Contingency
NET END TOTAL COST (NETC) Sub total
HI MANAGEMENT COSTS
END TOTAL COST (ETC)
Notes :
All costs must exclude GST
Cost
$/m2
item
item
item
item
% of GCC
% of GCC
% of GCC
% of GCC
% of Project
End Cost
item
item
Item
item
-
APPENDIX D
PRELIMINARIES PRO FORMA
(INDICATIVE)
APPENDIX E
CONTINGENCIES
Contingency Requirements
1
Nr
Cost Stage
Procurement
responsibility
Project Contingency
(% costs)
Client Contingency
(% costs)
Total Contingency
(% costs)
Treasury
Guidance (%)
25%
40%
33 100%
15%
30%
33 100%
10%
25%
18 - 33%
10%
20%
11 - 18%
7.5%
15%
11 18%
5%
12.5%
5 - 11%
2.5%
10%
n/a
0%
2.5%
n/a
CSP
Master Planning
Design
DD&C
Const
D&C
Planning*
C Only
Design
DD&C
Const
D&C
Planning*
Design
DD&C
Const
D&C
Planning*
C Only
Design
2.5
DD&C
Const
D&C
Planning*
2.5
C Only
HI
Design
2.5
DD&C
HI
Const
D&C
Con
Planning*
C Only
HI
Design
2.5
DD&C
Con
Const
D&C
Con
Planning*
C Only
HI
Design
2.5
DD&C
Con
Const
D&C
Con
Planning*
C Only
HI
Design
DD&C
Con
Const
2.5
D&C
Con
Planning*
HI Benchmarking Tool
Includes Project Cont
C Only
All HI
C Only
Design Development
Construction Documentation
Cost Plan D
Includes Project Cont Construct Only Pre Tender
Estimate
Start of Construction
Project Commissioning
Contract
Final Account
Contingency Requirements
Accompanying Notes
Column 1 provides a stage number for each design stage during the process
Column 2 Identifies the HI Contract Stage Terminology
completed, the difference is in the party that is responsible for the design activity. The summary table
considers the following procurement criteria;
Level of facility
Locational factors
The key difference between D&C and DD&C relates to the extent to the design that the contractor
is expected to undertake. D&C requires a greater extent of contractor design than a DD&C.
At this stage PPP and Construction Management have not been fully considered.
Column 5 & 6 - Contingency
Contingency has been divided into two separate elements, with two separate owners to recognise the
ownership of risk in a project. No adjustment or allocation of contingency shall occur without HI Director
approval.
Project Contingency
At present this is not undertaken in a formally recorded process, the intention is to develop a tool to allow
AHSs to provide high level budget information in line with HI.
Health Facility Briefing System
The HFBS system (subject to some development) will have the ability to generate a budget estimate which
is more sophisticated than the benchmarking tool. One of the issues raised in the initial consultation stage
related to the QSs continuity of involvement in the overall process, and that the limited extent of the
historic data that they hold on which they base their budgets. The HFBS system holds a significant amount
of historic information, both in terms of actual achieved costs and on Australia wide projects, it therefore
provides a much more extensive basis for budgeting.
Cost Plan A D have already been defined within Health
Probability (P) Each cost plan has a probability rating this relates to the level of certainty that cost plan
provides P 70 represents a cost plan that has a 70% chance of being delivered within budget, as the stages
progress the Probability level increases. The benefit of this is that the cost plan represents a realistic
expectation of the level of certainty based on the information available. The P level P50 for example does
not represent that the budget is likely to be exceeded by 50%, but that there is a 50% chance of the budget
being exceeded, the contingency sums still need to accurately reflect the level of risk for the project at each
stage. The probability level includes the project contingency allocated to each design stage.
Escalation Escalation should be accounted for on the sum total of the base cost, project contingency and
client contingency. Costs should be expressed at a base point in time (we have currently standardised
projects currently to 30/07/08) and as a total escalated in accordance with the proposed delivery program.
This allows for delivery timescales to be flexed and a revised escalation calculation assessed from the base
point, it also allows us to raise awareness of the impact of time on the costs of the project.
This is intended for risks that can be owned and managed by the project, based on the information available
to them at the appropriate stages. The QS should make sufficient provision for risks as identified within the
three categories Design, Construction and Town Planning.
Client Contingency
This is intended to capture risks outside of the project that the project team can have little or no influence
over. Items such as scope definition, changes in legislation, best practice and government policy, and the
impact of government reprioritisation.
Risk should generally transfer from the Client contingency to the project contingency, during development
of the project, and then either be realised or mitigated, for example the summary table shows project
contingency static at 15% for the initial phases, as SPP and PDP relate more to scope definition which is
provided for within the client contingency that falls during these stages from 20% to 5%, as the project is
developed and defined.
The percentages indicated in the summary table are taken as normal percentages, in all cases this
percentage will be reviewed by the PDPL or PDPR in conjunction with the project team to establish the
appropriateness of the allowance compared to the known and unknown risks of the project. As such the
allowance will be increased and decreased depending upon the level of risk assessed in the project.
At all stages the cost plan produced by the QS will include the project contingency, but exclude the client
contingency, it is important that the two are kept separate to allow the management of the contingency
sums. Both contingencies are based on the base costs identified by the QS rather than a client contingency
on base cost and project contingency.
Column 7 Total Allocated Contingency
This column identifies the total normal risk allocation for the project a combination of the project and
client contingencies.
Contingency Requirements
APPENDIX F
PRO-FORMA FOR STANDARD
CASHFLOW
APPENDIX G
PRO-FORMA FOR VARIATION
REGISTER
APPENDIX H
FORMAT FOR FINANCIAL (MONTHLY)
REPORTING
Introduction;
Project Summary;
Variation Report;
Cost Report;
Introduction
The introduction of the Financial Report is to include fundamental information on:
Project Summary
The Project Summary of the Financial Report is to include the following cost data abstracted
from the HI Portal Financial Report:
The Project Summary must also include the following supplementary sections:
Variations;
Remaining contingency;
Initial Budget;
Budget Transfers;
Specific exclusions;
Specific inclusions;
Variation Report
The Variation Report is to be linked to the detailed variation register included in the Appendices
and to include the following:
Cashflow Report
The Cashflow Report is to be linked to the detailed cashflow included in the Appendices and to
include the following:
Monthly movements/changes.
Appendices
The Appendices are to include detailed Monthly Reports in accordance with the Standard Proforma for:
Variations Register (refer to Appendix G of this Document, Cost Planning and Reporting
Standards for pro-forma);
Cashflow Report (refer to Appendix F of this Document, Cost Planning and Reporting
Standards for pro-forma); and
APPENDIX I
PRO-FORMA FOR STANDARD
FINANCIAL (MONTHLY) REPORT
COVER PAGE:
FINANCIAL REPORT
NUMBER [Ref]
for
[PROJECT NAME]
[PROJECT LOCATION]
[Date]
Prepared by
[insert logo or name of company]
Prepared for:
Header
CONTENTS
1.
Introduction
2.
Project Summary
2.1 Forecast Final Cost
Variation Report
4.
Cashflow Report
Appendices
[List Appendices]
APPENDIX A - COST PLAN INFORMATION
APPENDIX B - VARIATION REGISTER
APPENDIX C - CASHFLOW REPORT
[INSERT OTHERS AS REQUIRED]
PROJECT CONSULTANTS
HI Project Director:
[insert name]
Project Manager:
Cost Manager:
Architect:
Structural & Civil Engineer:
MEP Services Engineer:
Landscape Architect:
[Insert others or delete as appropriate]
Distribution:
Footer
____ [insert]
Issue Date:
_________[insert]
______[insert]
Checked By:
_________[insert]
_______________________________________________[insert]
PAGE 1:
Header
INTRODUCTION
Footer
PAGE 2:
Header
PROJECT SUMMARY
$ XX
$ XX
3. Professional fees
$ XX
4. Land
$ XX
$ XX
6. Construction
$ XX
$ XX
8. ICT
$ XX
9. Escalation
$ XX
$ XX
11. Other
$ XX
12. Contingency
$ XX
$ XX
$ XX
$ XX
$ XX
$ XX
$ XX
$ XX
$ XX
$ XX
8. Proposed variations
$ XX
$ XX
9. Remaining contingency
$ XX
$ XX
$ XX
% XX
$ XX
2. Budget Transfers
$ XX
$ XX
4. Current Budget
$ XX
$ XX
Footer
PAGE 3:
Header
VARIATION REPORT
[Insert text]
CASHFLOW
[Insert text]
Footer
Header
APPENDICES
Footer
Header
APPENDIX A
COST PLAN INFORMATION
[USING PRO-FORMA AS APPLICABLE]
Footer
Header
APPENDIX B
VARIATION REGISTER
Footer
Header
APPENDIX C
CASH FLOW REPORT
[USING PRO-FORMA AS APPLICABLE]
Footer
Header
APPENDIX [letter]
[NAME OF APPENDIX]
Footer