Building Services Engineering Consultancy Veterinary Hospital Complex 2018.02.05

BUILDING SERVICES ENGINEERING CONSULTANCY
REQUEST FOR TENDER

CONSULTANCY BRIEF
CONDITIONS OF TENDERING
VETERINARY HOSPITAL COMPLEX – KORONIVIA CAMPUS
Prepared for The Fiji National University (FNU)
Version T1,
5th February 2018
Houng Lee Kaba Jacob Limited (hlkjacob)

Veterinary Hospital Complex – Fiji National University (FNU) – Koronivia Campus
Building Services Engineering Consultancy – Request for Tender - Consultancy Brief and Conditions of Tendering
Rev. T1
APPROVAL OF THE CONSULTANCY BRIEF
The following Building Services Engineering Consultancy Brief, revision T1 dated 5th February 2018 will be
deemed approved for implementation for the Veterinary Hospital Complex at the College of Agriculture,
Fisheries and Forests (CAFF), The Fiji National University, Koronivia by the following parties signing and
dating this page:
............................................................................ .................................................................... 2018

Professor John Chelliah, Acting Dean, College of Agriculture, Fisheries and Forests (CAFF), Koronivia
Campus, The Fiji National University
............................................................................ .................................................................... 2018

Mr Niranjwan Chettair, Director of Capital Projects and Infrastructure, The Fiji National University
............................................................................ .................................................................... 2018

Mr Mohammed Intaz Shah, The Head of The Construction Implementation Unit, The Ministry of Economy
Houng Lee Kaba Jacob Ltd – Project Managers – Veterinary Hospital Complex Project 2
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CONTENTS
1 PRINCIPAL ............................................................................................................. 4
2 BACKGROUND AND PROJECT CONTEXT .......................................................... 4
3 PROJECT OBJECTIVES ........................................................................................ 4
4 VETERINARY HOSPITAL DESCRIPTION ............................................................. 4
5 SPECIAL CONDITIONS AND REQUIREMENTS ................................................... 6
6 PROJECT PROCUREMENT METHODOLOGY ..................................................... 6
7 EXPENSES & DISBURSMENT .............................................................................. 6
8 SUB-CONSULTANTS ............................................................................................. 6
9 INSURANCES & PERFORMANCE BOND ............................................................. 7
10 DOCUMENTATION REQUIREMENTS................................................................... 7
11 CLIENT SUPPLIED GOODS .................................................................................. 8
12 PROJECT CONSTRAINTS..................................................................................... 8
13 PROJECT SCHEDULE ........................................................................................... 9
14 EVALUATION CRITERIA...................................................................................... 10
15 SUPPORT DOCUMENTATION ............................................................................ 10
16 SUBMISSION REQUIREMENTS.......................................................................... 10
17 APPENDICES ....................................................................................................... 14
Appendix A – Scope of Building Services Engineering Consultancy Services

Appendix B – Project Documentation Manual
Appendix C – Functional Requirements Brief
Appendix D – Concept Design Layouts
Appendix E – Boundary Survey Plans and Site Location Plan
Appendix F – Project Management Plan
Appendix G – Master Program
Appendix H – Proposed General Conditions of Contract
Appendix I -Respondent’s Offer
Appendix J – Instructions To Bidders
Appendix K – Resource Allocation Schedule
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1 PRINCIPAL
The Principal for the Project is the Fiji National University (FNU). The Principal’s Representative is
Mr. Niranjwan Chettair, Director of Capital Projects and Infrastructure, The Fiji National University
or other persons as may be nominated from time to time by the Principal.
2 BACKGROUND AND PROJECT CONTEXT
The Fiji National University recognises the need to provide a new teaching Veterinary Hospital
complex to support better learning environment for students. CAFF has expanded in terms of the
number of programs and students since it was founded. The College is consistently rated for the high
quality of its teaching and research and it has cultivated close and productive links with its local and
regional community. It has however reached a critical point in its development and expansion is
essential if it is to continue to meet national, regional and local policy objectives relating to higher
education, employment and economic success.
There is a country objective to have home grown veterinarians for our region and Fiji is perhaps the
best placed country to consider this option. The locally trained veterinarians will be in line with the
prevalent conditions and circumstances, some of which are unique to this region.
This complex will be a first for Fiji. The project is to be designed and constructed to meet functional
criteria and to be delivered on time and on budget with consideration given to minimise future
maintenance and energy costs.
FNU have prepared this document to inform the Consultant and Contractor team of its general
intentions for the facility that it requires. Nothing in this document will relieve the Consultants and
Managing Contractor of their expressed and implied responsibility to provide advice, goods and
services to FNU and the project that is of the highest professional standard consistent with the
consultant’s and managing contractor’s role as an expert in their discipline. Should the Consultant or
Managing Contractor believe that any part of this document will prejudice the objectives of the project
in any way they should make FNU aware of the inconsistency for its determination before proceeding
further.
3 PROJECT OBJECTIVES
The project goal is to create an effective animal teaching hospital supported by appropriate laboratory
space and support functions such that the animal hospital can function effectively.
4 VETERINARY HOSPITAL DESCRIPTION
PROJECT SCOPE FOR BUILDING SERICES ENGINEERING FIRMS
Suitably qualified and experienced Building Services Engineering firms are now invited to submit
proposals to undertake the role of Building Services Engineering Consultant to assist in the successful
development of the Project.
The specific requirements for the Project are set out in the Project’s Functional Requirements Brief
(FRB) document titled: “FNU Veterinary Hospital and Laboratory Complex T2 2017.12.19.pdf”,
Version T2, Dated 19th December 2015.
The Functional Requirements Brief (FRB) document for the Veterinary Hospital Complex is included
as part of this Tender document, in Appendix C.
This document has been developed and endorsed by the Project Control Group and management
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associated with the veterinary hospital and approved by the Fiji National University’s Executive
Council. It is a preliminary document and requires assessment, development and submission of an
amended Functional Requirements Brief as a part of the Consultants scope of services.
The client however wishes to highlight that this brief review phase is expected to occur relatively
quickly. It is expected that health planning input will be limited to a peer review of the current brief
to highlight any inadequacies or omissions for incorporation into the Functional Requirements Brief.
As previously noted, the base design parameters as described in the Functional Requirements Brief
have been confirmed and considerable work has been undertaken previously in developing the design
concepts and space planning for the facility. Attached in Appendix B of the FRB are the concepts as
developed by the project control group.
The concept plans attached in Appendix B of the FRB are submitted for ‘information purposes only’
and it is therefore expected that the design will progress rapidly into space planning such that the
building footprint and its orientation on the site may be finalized relatively early in the design program
such that the design of the Early Works Scope can be progressed early in the design.
It is intended that the ‘Early Works’ package is awarded for works to commence on site in August
2018 at the conclusion of the 50% Design Stage. It is expected that during the initial stages of the
Concept Design process, coordination with the Design Team in particular the Geotechnical Engineer,
Civil and Structural Engineer is carried out early to establish the site formation/platform levels and
building footprint to enable the ‘Early Works’ package to be documented fairly rapidly. The ‘Early
Works’ package may comprise of site clearing, bulk earthworks, in ground services and site
infrastructure including any other works deemed suitable to be covered under the ‘Early Works’
package.
4.1 The Building Services Engineering Consultant role includes the provision of all Building Services
Engineering design services, by engagement of all necessary secondary and specialist design
subconsultants. The detailed scope of Building Services Engineering Consultant is including in
Appendix ‘A’ of this document.
4.2 The Building Services Engineering Consultant will coordinate and have overall responsibility for the
quality, work and performance of all secondary and specialist design sub-consultants and for the
effective integration of all design outputs.
4.3 The terminology “Design Team” may be used to describe the whole of the team (Principal
Consultants, Secondary Consultants and Specialist Design Sub-Consultants). The Principal intends
to separately engage the services of the following consultants either directly or through the
Contractor:
• Architectural & Interior Design Services

o Architectural Consultants
o Interior Designers
o Topographical Surveyors
• Civil and Structural Engineer
o Civil Engineer
o Structural Engineer
o Geotechnical Engineer
• Quantity Surveyor / Cost Consultants
• Other Consultants as required (EIA / TIA)
4.4 The Building Services Engineering Consultant need not include for the services provided by the other
consultants detailed above.
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4.5 Formal authority submissions and approvals are required. The consultant should allow for:
a) Liaison meetings and submission of formal and informal briefing documents with key
Authority stakeholders; and
b) Liaison, coordination and design development of the design with the Authorities as
required.
5 SPECIAL CONDITIONS AND REQUIREMENTS
The form of contract proposed to be used for the main Consultants selected for the Project will be the
Standard Form of Contract for the Engagement of Consultants as formulated by the FNU. A copy of
these conditions of contract is provided in Appendix H. The legal agreements with all consultants
selected and engaged to provide services to this project will be between the Principal (the Fiji
National University) and the individual consultant.
6 PROJECT PROCUREMENT METHODOLOGY
6.1 The principal intends to engage the Building Services Engineering Consultant to assist it in
developing the design of the project to a point that it is satisfied that it adequately describes its
requirements. Presently it is intended that the documentation is completed in its entirety in a contract
direct with the Principal.
6.2 However, the Principal may use the 30% or 50% project documents to seek bids from pre-qualified
contractors. If this occurs, the principal may novate the consultant to the contractor soon after they
are engaged. The principal reserves the right to postpone the novation in its absolute discretion.
6.3 The architectural consultant will continue to develop the design through the phases of concept design
report, contract documentation and site services under the direction of the principal or the contractor
after being novated by the principal.
7 EXPENSES & DISBURSMENT
The consultant is to provide with their submission a proposed schedule of visits / inspections to
Veterinary Hospital Site, at the CAFF, FNU, Koronivia Campus. This shall include both short and
extended stays. Any required inspections and the like shall also be considered. The consultant shall
also advise of any periods in which they propose to maintain a full time resource on site in
Fiji.
The proposed schedule of inspections shall be included in the Consultancy Agreement and will
form the basis for their expenses and disbursements. This schedule will serve as the basis for
measuring and managing the expenses & disbursements budget, and shall not be amended without
prior written approval from the client.
All other expenses and disbursements, including but not limited to the cost of phone calls,
facsimile messages, printing, photocopying and travel within your metropolitan area shall be
included in the consultants fixed lump sum price.
8 SUB-CONSULTANTS
For this Fiji-based project, Joint-Venturing, sub-consulting and “Consultants in Association”

arrangements are fully anticipated. If the Consultant’s proposal does include any similar version of
such a consulting relationship, then the Consultant submitting the Proposal must make clear within
their submission all relevant details of the proposed relationship. This would include the other
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Consultant’s complete corporate profile, their relevant project experience, number and qualifications
of key staff as well as a clear outline of the proposed distribution of any proposed sharing of the
services and responsibilities. For any Joint Venture arrangement, written confirmation by all JV
consultant(s) is required to be submitted with the proposal. For locally based Architects, written
confirmation and consent from JV partner(s) is required to be submitted with the proposal.
In the case of the successful Consultant, further details of the proposed arrangements will be required
at the point of entering into the Consultant Agreement. This will likely include evidence of “back to
back” agreements between the individual Consulting entities.
9 INSURANCES & PERFORMANCE BOND
9.1 The Building Services Engineering Consultant shall provide the following;
(a) Professional Indemnity Cover (PI) of $ 1,000,000 minimum.
(b) Public Liability Cover of $1,000,000 minimum.
(c) Workers Compensation Cover of $250,000 minimum.
9.2 The successful Building Services Engineering Consultant shall provide within 14 days of contract
award, a Performance Bond from a recognized financial institution. The value of Performance Bond
shall be 10% of the Tendered Fee. 50% of the Bond shall be released upon Practical Completion and
50% upon expiry of the 12 months defects liability period.
10 DOCUMENTATION REQUIREMENTS
Certification & Checking
10.1 The Building Services Engineering Consultant shall ensure that all documents produced for the
Project are checked for accuracy, completeness and compliance with the Fiji National Building Code,
applicable Australian and New Zealand Standards, regulations, by-laws, engineering and drafting
standards.
10.2 A suitably qualified and experienced person of the relevant discipline shall sign all Detail Design
drawings as complete and correct. Appropriate system design certificates shall be provided to support
certification of the building. The requirement for certification of installations, provision of as-built
drawings and Operation and Maintenance manuals by the Contractor shall be included as appropriate
in the Detail Design documents.
10.3 The Building Services Engineering Consultant shall ensure that a co-ordination check of completed
documents – both for the preliminary and detail designs, has been undertaken prior to issuing final
documents. This check shall be programmed into the Building Services Engineering Consultant’s
documentation schedule and shall not be grounds for delaying works.
Documentation Compliance
10.4 The Building Services Engineering Consultant’s documentation shall comply with the following as
a minimum:
(a) For the final issues of the Concept Design Report and Contract Documentation supply one
bound hard copy (A4 or A3 for specifications, schedules and the like; A3 and A1 copies of
drawings), one loose-leaf hard copy and an electronic copy (PDF) of all documentation.
Preliminary issues of documents shall be in a format e.g. email, hard copy, appropriate to the
information being provided and the urgency of response required. All correspondence will
have a specific reference to that transmittal.
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(b) Electronic copies of specifications, reports, manuals and similar shall be in PDF and most
current version of Microsoft Office attached to emails or copied to compact disks or USB
devices.
(c) Hard copies of specifications, reports, manuals and similar shall be in A4 or A3 format, as
appropriate, with appropriate Project identification and issue status on each page.
(d) Electronic copies of all drawings shall be supplied in AutoCAD file format current version
along with all support files including x-refs, fonts, shapes, images, plot styles, plotter
configuration files and CTB files. A PDF copy of the drawing shall also be issued at the same
time.
(e) Hard copies of all drawings shall be in A3 and A1 format, as appropriate, with suitable Project
identification and issue status on each page.
(f) The use of PDF files is an acceptable format for the electronic copy of the Operations and
Maintenance manuals.
11 CLIENT SUPPLIED GOODS
11.1 The project will involve the installation and connection of a number of specific client supplied items
these shall be described and nominated in the Functional Requirements Brief document or at a later
date by the Principal.
11.2 Separate to the above items the designers shall liaise with user representatives to identify the loose
Furniture and Fixtures they wish to relocate from their existing areas and these items shall be
incorporated within the FF&E Schedule. The Contractor shall then provide relocation services for
these items and relocate them into the new facility.
12 PROJECT CONSTRAINTS
12.1 Constraints on the Project include but are not limited to:
(a) Project schedule

(b) Project budget
(c) The site shall remain fully operational during the construction period(s). This requires
that the air conditioning, electrical, fire, access and security services for the facility
remain in service during construction.
(d) Safe working procedures within the site equipment will be enforced.
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13 PROJECT SCHEDULE
13.1 The following are the milestone dates for each of the subprojects (including scope outside the
contract). The dates are those dates as advised to the Project Manager tenderers. Refer to the attached
Master Program in Appendix F of the FRB and Appendix B of this document, for details of delivery
dates for each milestone.
Phase Details Milestone Description Date Required
Tender Building Services Engineering Consultancy Tender 7th March 2018

Process
Award Building Services Engineering Consultancy Award 4th April 2018
15% Design Functional Requirements Return Brief Completed 2nd March 2018
and Approved
30% Design 30% Design completed and Concept Design Report 7th June 2018
Approved
50% Design 50% design completed (Developed Design) and 24th July 2018
Early Civil Works Tender Package
90% Design 90% design completed (Detailed Design) 18th September 2018
Tender Issue Full Tender Documentation 8th October 2018
Tender Close Tender Bids Closed 19th November 2018
Contract Set Full Contract Signing Documentation 10th December 2018
Construction Phase Construction Started 11th December 2018
For Construction For Construction documentation 21st December 2018
Documentation
13.2 In accordance with the program prepared and updated by the Project Scheduler, submit to the project
manager for approval a design development program which makes allowance for the Planning Phase
Design Documentation to be submitted to the Project Manager at each of the design review milestones
as detailed in the Master Program (attached in Appendix G) and otherwise in a manner and at a rate
which will give the project manager a reasonable opportunity to review the Design Documentation
within the period of time within which the project manager may review it.
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14 EVALUATION CRITERIA
14.1 Evaluation Criteria
Tenders are to be assessed on the basis of best value for money consistent with the procurement
policies and guidelines applicable to this Tender. In Particular, Tenders will be assessed against the
following evaluation criteria (in no particular order):
1. Task Appreciation 10%
2. Suitable Experience 20%
3. Design Methodology 15%
4. Specialist Veterinary Hospital experience 5%
5. Key Personnel - Balance of Building Services Engineering Team 10%
6. Consulting Fee 40%
14.2 Acceptance of Proposal

Given the importance and complexity of the project, Client shall not be bound to accept the lowest
fee, or any proposal. Proponents are required to follow the guidelines for preparation of proposals as
listed in Section 17 below.
15 SUPPORT DOCUMENTATION
15.1 Please refer to the Appendices for the following:

• Building Services Engineering Scope of Services - Appendix A
• Project Documentation Manual - Appendix B
• Functional Requirements Brief (FRB) - Appendix C
• Concept Design Layouts – Appendix D
• Boundary Survey and Site Location Plan – Appendix E
• Project Management Plan – Appendix F
• Project Master Program - Appendix G
• Proposed General Conditions of Contract for Consulting Services – Appendix H
• Respondents Offer (Tender Bid Schedules to Submitted) – Appendix I
• Instructions to Bidders – Appendix J
16 SUBMISSION REQUIREMENTS
16.1 Task Appreciation

Detail your understanding of the task and the particular issues and constraints associated with the
project. Provide particular comments regarding the project programme and cost constraints.
Given the time constraints for the preparation of submissions, bullet points will suffice.
16.2 Relevant Company Experience

Outline your company’s relevant project experience, with particular reference to hospital and
health infrastructure.
16.3 Proposed Design Methodology

Outline your proposed design methodology to address any issues or constraints.
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Indicate in this section any value adding that your firm might bring to the project.
Given the time constraints for the preparation of submissions, bullet points will suffice, together
with key examples of cost and time control tools used on similar projects.
16.4 Proposed Personnel

Provide relevant details of (and attach CVs for):
• Proposed Director in active charge.

• Proposed Specialist Veterinary Hospital Services Engineer With Veterinary Hospital Design
Experience
• Proposed Specialist Laboratory Services Engineer With PC2 Laboratory Design Experience
• Proposed dedicated Mechanical Engineer.
• Proposed dedicated Electrical / Electronic Services Engineer.
• Proposed dedicated Fire Protection Services Engineer.
• Proposed dedicated Hydraulics Services Engineer.
• Proposed Technical support personnel.
• Proposed support personnel.
Details should include relevant experience, proposed role statements and an organisational chart for
your team showing links to the Client via the Project Manager and to the Design Consultants
and Contractors. Please concentrate on relevancy of information and be succinct.
16.5 Resource Allocation Schedule

Provide a detailed resource allocation schedule for each person proposed to be working on the project,
including all members of each sub-consulting firm that form part of the Building Services Consultants
team. Refer to Appendix K for the format of the resource allocation schedule to be provided.
For each resource who is based overseas also indicate the number and duration of trips that have been
planned and allowed for in the Building Services Consultancy bid. Specify details of costs allowed
for and whether or not there are any exclusions. It is required that all relevant costs be allowed for
within the Building Services Consultancy bid including air fares, accommodation and relevant
expenses.
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16.6 Basis for Remuneration

Submit a lump sum fee proposal for this project (VEP in $FJD), broken down into the stages as
follows:
Building Services Engineering Consultancy
Due Diligence / Site Investigations/ User Groups $

Functional Requirement’s Return Brief (15%) $
Concept Design (30% Design) $
Design development (50% Design) $
Design documentation (90% Design) $
Tender documentation $
For Construction documentation $
Contract Documentation $
Construction Administration $
Defects Liability Period $
Total $
In addition to the above fixed lump sum fee, the consultant shall all confirm hourly rate[s] applicable
for specifically requested additional works.
The Building Services Engineering Consultant shall provide a fee for carrying out the full scope
of works specified in the bidding documents. The fees shall be based on the scope of works and
not on project budget. Variations to the fee based on project budget shall not be permitted and
will deem the bid non-compliant.
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16.7 Submission of Tenders

Tenders are required to be submitted by 2.00pm on 7th March 2018 in both hard and soft copy in a
sealed envelope, addressed and delivered to:
FNU Veterinary Hospital Complex - Request for Tender (RFT) – Building Services
Engineering Consultancy
The Tender Board

The Fiji National University (FNU),
Valelevu,
Nasinu
Please note that a Tender Deposit of FJ$ 1,000 is applicable and refundable to the unsuccessful
tenderers.
Please submit your proposal in triplicate plus electronic copy on CD. The electronic copy shall be
a signed and colour scanned exact replica of the hard copy with no additions or omissions.
16.8 Contact
All contact, queries and the like regarding this invitation and brief shall be submitted in writing and
emailed to:
The Director of Capital Projects and Infrastructure

The Fiji National University
Valelevu,
Nasinu
Attention: Mr Niranjwan Chettiar

Email: dcpi@fnu.ac.fj
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17 APPENDICES
Appendix A – Scope of Building Services Engineering Services

Appendix B – Project Documentation Manual
Appendix C – Functional Requirements Brief
Appendix D – Concept Design Layouts
Appendix E – Boundary Survey Plans and Site Location Plan
Appendix F – Project Management Plan
Appendix G – Master Program
Appendix H – Proposed General Conditions of Contract
Appendix I -Respondent’s Offer
Appendix J – Instructions To Bidders
Appendix K – Resource Allocation Schedule
Appendix A
Scope of Building Services Engineering Consultancy

Services
Remove VEYING SERVICES
FNU VETERINARY HOSPITAL COMPLEX
SCOPE OF BUILDING SERVICES ENGINEERING CONSULTANCY

AND
ASSOCIATED SUB CONSULTANTS SERVICES
Document Controls and Revision History

Revision Description Prepared By Authorised By Date
001 Tender Issue For Client Satish Patel / Sanjay Kaba 2018.01.20
Review David Crute
T1 Tender Issue Satish Patel / Sanjay Kaba 2018.02.05
David Crute
SCOPE OF BUILDING SERVICES ENGINEERING CONSULTANCY SERVICES
VETERINARY HOSPITAL COMPLEX FOR THE FIJI NATIONAL UNIVERSITY VER T1
SCOPE OF BUILDING SERVICES ENGINEERING

CONSULTANCY SERVICES
1. The Building Services Engineering Consultant role includes the provision of all Building
Services Engineering design services, by engagement of all necessary secondary and specialist
design sub-consultants which may be included but be not limited to:
a) Assessment of existing and adjacent site services infrastructure and the advice of
additional requirements for site services connections and liaison with associated
authorities to enable these connections to occur.
b) Ventilation/ air-conditioning systems for the project inclusive of chilled water plant,
including exhaust systems and air-conditioning plant, inclusive of PC2 level
laboratory grade AC systems.
c) Laboratory fume cupboards, and extraction systems for noxious fumes/gases
d) Coolroom and Freezer Rooms with associated mechanical services and control
systems
e) Electrical power reticulation to all areas including design of backup generator power
supply (and fuel supply/storage) for all lighting systems, plant and equipment
requiring electrical power.
f) Internal and external lighting to the precinct, including specialist area lighting and
lighting control systems.
g) HV and LV reticulation & switchboards.
h) Generator fuel systems and automatic changeover control systems.
i) Potential PV solar array and interconnection to the site electrical installation.
j) Security, intruder detection, CCTV and access control systems.
k) Data and voice cabling systems.
l) Public Address Audio via the EWIS system.
m) Fire detection systems including appropriate links to HVAC for shutdown in fire
event.
n) Addressable Automatic Fire Alarm System
o) Emergency Warning and Intercommunication System (EWIS)
p) Fire Services Reticulation inclusive of Fire Hose Reels, Hydrants, Sprinklers, Fire
extinguishers and Fire Blankets
q) Building management systems including energy monitoring and energy management
systems.
r) Hot and cold water supply to all buildings rooms, equipment areas, wash down areas,
kitchenette and toilet facilities.
s) Irrigation system connections and RPZ valves
t) Potable water storage, pump systems and reticulation.
u) Reticulation of Water services and Fire Services mains.
v) Medical gases storage reticulation and control.
w) Compressed air as required.
x) Lifts and elevators to performance based specifications
1| HLK Jacob Limited

y) Sewerage waste systems including grease traps and other trade waste
requirements as required for animal waste and animal post mortem waste
management functions.
z) Reticulation of LP gas services on site, including the necessary relocation of
existing infrastructure.
aa) Coordination with local authorities
bb) Provision of building services to specialist medical equipment.
cc) Fire mains, and Fire pump sets, jacking pumps and such like inclusive of storages
as required.
dd) Coordination with other services as required.
ee) Provision of mechanical tundish locations as required.
ff) Provision of potable and non-potable water reticulation as required by the
applicable codes.
gg) Certification of completed design works.
hh) Cost estimating and assessment of the services cost of the project such that a
staged cost estimating process is provided that reflects the Quantity Surveyor’s
process which details:
i. Budget Cost Plan
ii. Elemental Cost Plan
iii. Information of a lump sum breakdown by Zone for the Bill of Quantities
Estimate
iv. Building Services Subcontractor tender review and recommendations
iv. Review and assessment of Building Services Variations as they arise.
2. The Building Services Consultant is required to:
(a) Exercise the skill, judgment and diligence expected of a competent professional and
expert;
(b) Perform all work in accordance with recognized professional standards;
(c) Allow for alterations to Project briefing information at no additional cost;
(d) Certify that documentation has been properly and competently prepared and checked.
3. The Building Services Consultant shall carry out the Services of site inspection, investigation,
reporting, design, documentation, coordination and quality assurance of the Project
elements to ensure that the Project Objectives and requirements of the Principal are
achieved.
4. General Scope of Services – The following is given to provide the consultant guidance
as to the level of input as a minimum expected of them in providing their services:
(a) Provide design and documentation services for all elements of the Project;
(b) Ensure design complies with the Principal’s objectives and requirements;
(c) Coordinate and manage the full design team including sub consultants;
(d) Attend and report to various Project Control Group once per month, and
Management and Design Meetings (one per fortnight). These meetings will be held
in Suva;
(e) Attend Design Coordination Meetings as required;
(f) Coordinate with the Design Team and their deliverables and integrate the services of

sub-consultants or specialist consultants to ensure the Project Objectives are

achieved;
(g) Undertake the User Group and Working Group consultation and meetings to fully
define the user requirements including necessary meeting minutes for workshops,
consultation meetings and design meetings with client representatives;
(h) Advise and provide appropriate documentation and specification of systems,
equipment, materials and components;
(i) Produce a Concept Design Report ;
(j) Participate in the presentation of the Concept Design Report to the Users if required;
(k) Obtain Principal sign-off of development of concept or design before proceeding to
the next stage;
(l) Ensure, in consultation with the Project Manager and other consultants that the
design can be constructed in an effective, efficient and economical manner; take into
consideration Green Building Design and Energy Efficiency;
(m) Consult with other specialist consultants in the preparation of their component
drawings and specifications;
(n) Participate in build-ability reviews with the Project Manager, Project Manager and
Cost Planner;
(o) Prepare any special reports, schedules, drawings, images and plans as may be
required by the Principal/ Project Manager from time to time. These may include
colour plans and colour perspectives at each design phase. At concept and schematic
design stages, these may be used to assist with internal or external presentations;
(p) Liaise and meet with Authorities if required and ensure that their requirements are
incorporated into the design and documentation;
(q) Assist the project manager with any press releases and media liaison as requested by
the project manager;
(r) Prepare in consultation with the Principal and Contractor the design and
documentation programmes and ensure conformance thereto, allowing sufficient
time for approval and cost planning of each documentation stage;
(s) Provide design, field and other personnel to enable efficient performance and co-
ordination of the Building Services Consultant’s obligations and duties;
(t) Provide all necessary documentation in accordance with the budget cost of the
works;
(u) Provide sufficient documentation within an acceptable time to enable cost planning
and cost checking of the Project;
(v) Complete the documentation to ensure compliance of the Project within the Budget.
Project budget compliance "sign off" is required at each stage of the project;
(w) Ensure that the documentation provides the Contractor with complete and detailed
drawings and specifications for the execution of the works under contract;
(x) Prepare brief monthly progress reports to form part of the Principal/ Contractor’s
report;
(y) Agree to be novated should the procurement strategy require to be a Contractor;
(z) Ensure that the design conforms to all acoustic, ESD, and similar codes and
regulation requirements as necessary;
(aa) Assist in making for all authority submissions pertinent to the Brief and for assisting
the Principal/ Contractor in gaining same. All necessary authorities’ fees shall be
paid by the Principal/Contractor unless agreed otherwise;
(bb) Implement and maintain a systematic approach to the control and assurance of the
quality of the design and the works by employing quality assurance systems which
are consistent with Australian and New Zealand Standards for the construction
industry;
(cc) Prepare building works contract documentation for the Project with the requirement
that the Principal/ Contractor establishes implements and maintains quality
assurance systems in accordance with the Australian Standard for the construction
industry;

(dd) Upgrade design, drawings and documents to reflect amendments in a timely manner;
(ee) The Building Services Consultant is responsible for obtaining Principal/ Contractor
"sign off" at the end of each consultancy stage and during each design phase. No
variation for additional fees will be paid for changes that occur prior to sign off. Any
variation to cover rework after "sign off" is subject to negotiation with the
Principal/Project Manager and must be substantiated to the satisfaction of the
Principal/ Project Manager;
(ff) Participate in a briefing session with the contractor tenderers (5 no.) during the initial
tender stage;
(gg) Participate in a workshop with the tenders (post tender receipt) to assess the ability
of the contractor;
(hh) Review of draft design documentation prepared by others including comment
regarding design development and improvements.
5. Conduct design reviews at 30%, 50% and 90% of the design development. The design reviews
shall serve two functions;
(a) To ensure the functionality, performance and producibility of the proposed

deliverables, and;
(b) To allocate resources and priorities going forward. If a design review yields nothing
more than smiles and slaps on the back it has failed.
6. The design reviews will involve the participation of key design consultants and client
representatives who will:
(a) Brainstorm on possible errors and other risks for each critical sub-project constraints
of Cost, Schedule, Quality and Performance;
(b) Actively test for performance overshoot.
Planning Phase: Preliminary Design - 30% Design: Functional Requirements and Concept
Design Report Services
Without limiting the provisions of the Brief the project, the Consultant shall:
7. Interview stakeholders and line management executives and their advisers to gain an
understanding and appreciation of the Project objectives.
8. Consult with local authorities and integrate requirements where approved by the Principal.
9. Carry out analyses of the site conditions, infrastructure, traffic considerations, drainage and all
environmental matters consistent with achieving a cost effective design solution.
10. With the design team, develop preliminary building floor plan layouts and plant area
allocations including the provision of coordination and integration of the work of involved
sub-consultants including input from any other geotechnical or site surveying conducted.
11. Coordinate the design consultants in the preparation of the detailed Functional Requirements
Brief (FRB) to reflect the requirements of the project this will include reviewing updating and
reissuing the project brief as issued as a part of this tender. The Functional Requirements Brief
should include:

(a) Intent, quality and performance standards of the Project.

(b) The technical brief to define:
i. design philosophy
ii. existing infrastructure/conditions and interface requirements
iii. functional needs of users
iv. design performance criteria
12. Room data sheets will be required to be issued subject to design development and audited to
to ensure users have provided the necessary performance criteria upon which to develop the
Building Services Design.
13. Coordinate the formulation of conceptual designs and finalize the Concept Design Report
(CDR) that accurately reflects the requirements of the design brief and detail the following:
(a) Reconfirmation of the Functional Requirements Brief content.

(b) Inspection of existing infrastructure and actions arising.
(c) Design philosophy as updated to reflect design progression.
(d) Investigate and report on design options and alternatives, such as but not limited
to:
i. Capital cost of upgrade or replacement of existing systems
ii. Advantages and disadvantages of each option with firm
recommendations
iii. Relative operating costs
iv. Value analysis as required
(e) projected electrical and chilled water loadings and energy consumption profiles.
(f) life cycle/maintenance/ESD parameters (including assessment on lighting
options and potential mechanical services energy efficiency options).
(g) comparative industry benchmarks
(h) Assessment of authority requirements.
(i) Services cost budget (design input to Cost Planner).
(j) Commercial viability and sustainability parameters with particular reference to
energy use.
Assist and undertake redesign where necessary with the Project Manager and project Cost
Consultant, the project cost plan to comply with the overall project budget parameters
prescribed by the project manager.
9. Use best endeavours to ensure that the proposed buildings and services depicted by the
Functional Requirements Brief, and subsequently the Concept Design Report, complies with
the requirements of the project budget and cost plan.
10. Achieve the project manager’s approval and signoff of the Functional Requirements Brief and
subsequently, the Concept Design Report prior to commencing schematic design.
11. The Concept Design Report shall be sufficiently advanced and in sufficient detail that the
deliverables can be identified. All documents shall be based on the best available information
site conditions and its constraints. No assumptions will be made if these assumptions may be
reasonably checked out on Site.
12. Finalise the Concept Design Report in consultation with Functional Requirements Briefs,

Principal’s Representative, Project Manager and other nominated Consultants and Project
Manager.
13. Participate in the presentation of the Concept Design Report to stakeholders if required.
14. Obtain Principal/ Contractor’s sign-off of Concept Design Report before proceeding to the
next stage.
15. Test budget and return on investment.
25. Liaise with Authorities as necessary and report.
26. Review and adjust the design to satisfy emerging statutory requirements, key stakeholder
requirements, Project objectives as required.
27. Attend Project Coordination Group meetings and coordinate and minute Design Coordination
Meetings.
28. Develop and finalise the design drawings in accordance with the Client’s directions, producing
all necessary dimensions and details in order to allow final design rationalisation, coordinating
all elements of the design.
29. Integrate industry advice in consultation with the Design Team.
30. Assess the information within the project brief, review and update the brief together with the
other consultants, including indicative layout plans, designs and detailed room data sheets.
The room data sheets to include details of finishes and fixtures including indicative FF&E
items.
31. Participate in meetings with the client representatives to adequately understand and interpret
the objectives of the project.
32. The Scope of Works includes but is not limited to attendance at meetings, preparation of
alternative designs, submission of drawings and reports, as well as life cycle performance and
build ability advice. Particular care and attention will be required in the development of the
design in relation to:
(a) Services integration and coordination within the building structure, Mechanical
Services design for effective thermal control within the building and energy
management;
(b) Hospital grade ventilation systems for surgical areas and Laboratory HVAC exhaust
systems;
(c) Ease of maintenance and durability;
(d) Cyclonic design requirements particularly of roof mounted plant;
33. Actively participate in a value management review.
34. Liaise and incorporate the advice of the Authorities as appropriate.
35. Development of concept designs together with other consultants. The consultant shall provide:
(a) Computer generated 3D walk throughs of buildings and walkways;

(b) Coloured perspectives for each of the main buildings and the site to enable
understanding of the concepts and for presentation to internal and external
stakeholders;
(b) Presentations of designs to key user groups;

(c) Issue a concept design report to the PCG;

(d) Participate in presentation of designs to PCG’s as required;
(e) Issue of sketch plans;
(f) Participate in design review;
(g) Collate the concept design reports of the different consultants and coordinate the
documents so that it is a coordinated and cohesive report.
Planning Phase: Detailed Design & Contract Documentation Phase - 50% Design
36. Provide a developed design in accordance with the design brief, budget and any Principal
requirements for its approval before submission for PCG approval; and
37. Provide the developed design to be approved by the PCG by the date set out in the development
program. Refer deliverables as previously advised.
38. The format of the specification and drawings shall be agreed with Principal/ Contractor’s prior
to commencing Detailed Design. The Building Services Consultant shall provide examples of
documentation format for the Project Manager to review early in the Detail Design.
39. Trade packaging of documentation would be expected in line with the Building Services
Consultants normal practice. The headings below are general and the final scope of works may
have an impact on groupings
a) Mechanical Services
b) Electrical Services
c) Generator Power Plant Package
d) PV Array/ Solar system
e) Data and Communications
f) Security/ CCTV/ Access Control
g) Fire Electrical/EWIS (Dry Fire)
h) Fire Services (Wet Fire)
i) Hydraulics
j) Transportation Services (Lifts)
40. Only documents with sufficient details for accurate pricing as assessed by Principal/
Contractor’s will be allowed for use in Tendering. Where Project Manager’s considers that
insufficient information has been provided on a specific document or set of documents the
Building Services Consultant shall revise and provide additional information at the Building
Services Consultants cost.
41. Documentation shall be provided to allow the Contractor to issue separate trade contracts for
the construction of the Project.
42. The Building Services Consultant shall:

(a) Prepare Detailed Design (“DD”) drawings and supporting documentation to meet all
statutory requirements and take necessary actions to expedite the approval process;
(b) Establish a design development timetable and take reasonable steps to comply with
the timetable;
(c) Attend Project Coordination Group Meetings (minimum monthly) to be located
onsite in Suva;
(d) Coordinate and minute Design Coordination Meetings (minimum weekly), these
may be held at the consultant offices, however the Project manager or delegated
representative shall be invited, and a action listing of the outcomes of the meeting
shall be issued within 48 hours of the meeting;
(e) Supportively participate in design and cost reviews. Where required, adjust design
and documentation to suit revised cost parameters;
(f) Participate in build-ability reviews with the Project Manager’s, Contractor and
Principal’s representatives and Cost Planner;
(g) Develop and finalise the design drawings in accordance with the Principal/
Contractor’s instructions, producing all necessary dimensions and details in order to
allow final design rationalization, coordinating all elements of the design;
(h) Attend and supportively participate in two Value Management workshops in each
phase.
(i) Arrange for the services engineers to provide estimates and life cycle costing/value
engineering advice on: Capital cost and Operating cost;
(j) Establish a coordinated commissioning philosophy for all services;
(k) Review drawings and documents for compliance with the Fiji National Building
Code conditions and amend documents as necessary;
(l) Produce final Detailed Design documentation including all required drawings,
elevations, details and schedules of materials and finishes;
(m) Participate in the presentation of the Detailed Design drawings to stakeholders;
(n) Obtain Client sign-off of Design Development before proceeding to the next phase;
(o) Test budget and return on investment, iteratively until the Principal confirms
agreement;
(p) Full documentation of the buildings, including all necessary elevations, sections and
detailed sections required to fully understand and construct the works;
(q) Detailed room elevations of all plant areas;
(r) Detailing of construction details;
(s) Preparation of Specifications, Drawings, Schedules and other documents in order to
define the technical requirements of the Design.
(t) Submission of an image board/ schedule of all services fittings, switches, lights and
registers which will be incorporated into the project.
Planning Phase: Tender Phase Milestone Services - 90% Design
43. Ensure that the consultants produce a developed design in accordance with the design brief,
budget and any Principal requirements for its approval before submission for PCG approval;
and
44. Ensure that the developed design is approved by the PCG by the date set out in the
development program.
45. Without limiting the requirements of this section developed design documentation shall
include:
(a) Detailed design drawings that are coordinated across the design disciplines;
(b) Staging and Implementation drawings and documentation detailing project phases
and interface points to the existing structures and services;
(c) Updated asbestos registers (asbestos report and investigation by others);

(d) 100% Room Data Sheets;

(e) Furniture Finishes and Equipment Schedules detailed by Group 1 (Contractor supply
and install), Group 2 (Client supply, contractor install, and Group 3 (Client supply
and install) items;
(f) Design detailing of wall/ floor junctions, doors windows and changes in finishes and
levels;
(g) Coordination of services with the built elements;
(h) Service buildings, layouts plans and elevations with construction details;
(i) Finishes schedules (internal and external). Including submitting colour/finishes
boards for all areas;
(j) Complete Room Data Sheets including Furniture Fixtures and Equipment (including
Bio-Medical) Listed;
(k) Building Services Fixtures Schedule (including Plumbing and Electrical fixtures and
fittings).
(l) Provide Recommendations on proposed maintenance procedures and spare parts
holdings post construction.
(m) Submissions Schedule (detailing samples required to be submitted for approval);
(n) Trade Specifications for Services Packages including Equipment listings;
(o) Medical Equipment Schedule (detailing services requirements);
(p) Duplicate sample boards covering internal and external fittings, registers, switches
and light fittings for approval (images may suffice pending Principal input).
(q) Prescriptive documentation of equipment/system test requirements and quality
assurance and control requirements associated with the installation and
commissioning of all building services.
(r) Detailed listings of Commissioning and Handover requirements for all Building
Services.
46. Deliverables for the Detailed Design & Contract Documentation Phase.
By the completion of the Detailed Design stage, the Building Services Consultant shall
produce an approved Design Solution within the nominated Project Budget including but not
limited to documentation as follows:
(a) Document Register;
(b) Detailed design drawings for the required trade packages;
(c) Detailed specifications for the required trade packages;
(d) Detailed technical schedules for all specified equipment;
(e) Detailed requirements for obtaining maintenance procedures and spare parts
holding;
(f) The Building Services Consultant may be required to provide a Tender review report
at the completion of a Trade Package Tender period making a firm recommendation
as to the preferred tenderer and stating the reasons for their being preferred. This
report should identify all risks associated with the implementation and how those
risks will be managed. The Building Services Consultant will be required to
participate in all meetings and deliberations of the Tender Evaluation Committee in
evaluating tenders, formulating tender clarification requests and analysing
responses. The Building Services Consultant will assist the Project Manager and the
Tender Evaluation Committee in assessing the tender bids and formulating the tender
evaluation report.
Delivery Phase: For Construction Documentation

47. The Consultant must ensure that they produce and complete all documents required for
construction in accordance with the tender phase design approved by the PCG by the date set
out in the program.
48. Prepare contract drawings and documentation in accordance with the Contractor’s Trade
Package requirements.
49. Provide Technical Specifications for the trades and agree trade scopes with the Project
manager and provide documentation within the agreed framework.
50. Participate in a build-ability review with the project manager and Cost Planner with the project
manager and cost planner.
51. Provide final coordinated design and tender documentation for preparation of Bills of
Quantities in accordance with the design and documentation programme.
52. Issue specifications conforming to the building contract documents.
53. Provide coordination responsibility in the preparation of coordinated landscape, Building

Services, structural, civil drawings and services drawings.
54. Liaise with the Project Manager’s in the preparation of contract documents, including
warranties and guarantees.
55. Assist the Principal/ Contractor’s and other Consultants in the analysis of tenders.
56. Attend Project Coordination Group (PCG) meetings and other meetings as required.
57. Ensure that the detailed design, documentation and specifications comply with the developed
design approved by the Principal and all relevant statutory, regulatory codes, standards and
guidelines.
58. Conduct a coordination meeting, prior to tender issue, of all consultants and their respective
documentation.
59. Be responsible for coordination and quality conformance of all design documentation.
60. Obtain Project Manager’s approval for issue of final documentation for tender, including the
preparation and issue of addenda, during the tender process.
61. Assist the Project Manager’s during the tender process including answering queries from
tenderers and site inspections for tender inspection.
62. Take part in the tender review process providing written advice on the various tenders
including advice on cost saving proposals.
63. Test budget and return on investment.
64. Detail full maintenance and breakdown maintenance to be provided for a period of two years
from the Date of Practical Completion as a part of the Contract Documentation.
65. Include handover training with Principal’s representatives and subcontract maintenance staff
in all Construction Phase documentation. This will be a minimum of one day with manuals
and documentation that can be implemented immediately.
10 | HLK Jacob Limited

66. All documentation shall be produced in triplicate and provided in digital format in the most
current versions of Microsoft Office documents, PDF and AutoCAD drawings.
67. Certification of completed design work.
Delivery Phase: Construction and Post Construction Phase
68. Assist the Project Manager/Contractor to ensure that the contractor's requirements with respect
to documentation flow and on-site activities are satisfied.
69. Review and report on relevant technical sections of Contractor tenders.
70. Assess the Building Services component of the Contractor claims on a monthly basis in
accordance with the terms of the Building contract to verify the appropriate % complete and
associated fair and reasonable payment for the completed works.
71. Ensure that the documentation provides the Project Manager/Contractor with complete and
detailed information for the execution of the works under contract.
72. Inspect the Works and report to the Project Manager/Contractor and where appropriate supply
additional information to assist the Project Manager/Contractor when requested in checking
claims, issuing certificates, negotiating variations and other contractual matters.
73. Review submissions by the Contractor’s including workshop details and temporary works
documentation and use best endeavors to ensure that the safety, quality and intent of the design
are fully complied with.
74. Provide staff to clarify details of the design as and when required by the Project
Manager/Contractor (this will not be a variation to the design for this work as the Building
Services Consultant should have produced and checked detail in format that is clear and
concise).
75. Provide during the construction phase the services set out below:
(a) The Building Services Consultant shall as a minimum, visit the site fortnightly or
more as is required, during construction and observe work being executed to
determine that the work is in conformity with the design intent of the contract
documents, in compliance with sample construction elements and that the Work is
of the required quality and report in writing with photographs each time a site visit
has been undertaken to the Project Manager;
(b) Prepare and furnish to the Project Manager/Contractor additional documents with
respect to authorised variations;
(c) Review and examine, for compliance with the design intent of the contract
documents, submissions by the Contractor of relevant shop drawings, samples and
other submissions from sub-contractors, manufacturers, suppliers and fabrications;
(d) Evaluate and report on the Contractor’s alternative or substitution proposals for
compliance with the design intent of the contract documents;
(e) Prepare and furnish to the Project Manager/Contractor written advice and
documentation for the correction of errors or deficiencies in work executed by the
Contractor(s) if required;
(f) Participate in detailed reviews of the Project with the Project Manager/Contractor
for conformity of the Works to the design intent.

76. Review services shop drawings drawings and other detailed drawings provided by the
Contractor as required for construction of the works.
77. Prepare drawings and information associated with contract variations and assists the Project
Manager/Contractor with Variation Price Requests and variations.
78. Update the documents during construction as amendments and changes are made where
necessary due to change in scope brought about by the Principal’s revisions or the Contractor's
rationalisation so as to accurately reflect the current status of the design in a suite of “As-Built”
project documents.
79. Issue site and technical instructions through the Project Manager if required.
80. Attend site, Progress Control Group and other meetings as required.
81. Assist the Contractor to obtain all guarantees, warranties, etc., and issue to the Client.
82. Recommend alternative materials and finishes and provide any documentation required due to
material non-availability and perform the necessary co-ordination of drawings.
83. Certification that the works as constructed are in accordance with the design and instructions
as provided by the consultants.
84. Assist the Project Manager/Contractor to procure the Certificates or equivalent approvals by
provision of any necessary drawings required by the relevant authority.
85. Inspect relevant drawings submitted by the Contractor showing the works as executed.
86. Assist the Project Manager/Contractor to procure for the Principal occupancy, practical
completion and final certification of the Works.
87. Assist the Project Manager/Contractor with the administration of defects liability period and
warranties.
88. Review and ensure that the inspection start-up and commissioning procedures provided by the
Contractors comply with the Briefs and witness the operation of all services systems with other
Consultants to ensure the Brief is met.
89. Witness and sign off the commissioning of the Building services systems meets the
requirements for the design and commissioning of the systems.
90. Coordinate and check Operating and Maintenance Manuals. Check compliance with the
Principal’s/Project Manager’s requirements for manuals.
91. Assist the Project Manager/Contractor in commissioning planning, including Practical

Completion and Final Completion Certificates.
92. At all times, respond in a timely manner to not induce delay costs.
93. Deliverables for the Construction and Post Construction Phase. Written reports/responses
provided by the Building Services Consultant shall include but not be limited to:
(a) Requests for Information;

(b) Proposed Site Instructions;
(c) Proposed Variations Pricing Reports including estimate of costs/savings;

(d) Defect Lists;

(e) Revised drawings and/or specifications;
(f) Updated document registers/transmittals;
(g) Recommendation on proposed maintenance procedures and spare part holdings;
(h) Monthly inspection reports in a form approved by the Project Manager;
(i) As-Built documentation in both hard copy and electronic format and drawings that
accurately reflects the work undertaken including changes and variations.
(j) Negotiate costing of changes and variations and provide recommendations as to
correct valuation of these variations.
(k) Defect Lists
(l) Signed Test Certificates and witness tests
(m) Recommendations on proposed maintenance procedures and spare parts holdings.
(n) Certification that the installation meets the design intent.
Delivery Phase: Post Construction – Defects Liability Stage
94. Re-inspect the Works to verify outstanding matters are completed and issue or arrange for the
issue of the appropriate certificates in accordance with the provisions of this Agreement and
in association with the Project Manager/Contractor.
95. Arrange for the provision of all “As-Built” Building Services documents.
96. The “for construction” documents shall represent the works as as-built at project completion.
Contractor to mark a set of documents produced for the PDC to incorporate into “As-Built”
documentation. [The Building Services Consultant shall be entitled to rely upon the accuracy,
completeness and sufficiency of information provided by the Construction Contractor and
other third parties].
97. Assist the Project Manager/Contractor in compiling an index to the project documentation.


Appendix B
Project Documentation Manual

PROJECT DOCUMENTATION MANUAL

001 Tender Issue Satish Patel / Sanjay Kaba 2017.12.15

David Crute
VETERINARY HOSPITAL COMPLEX FOR THE FIJI NATIONAL UNIVERSITY VER T1 2017.12.15

DRAWING & DOCUMENTATION PROTOCOLS
Drawings shall have the following typical naming convention:
Building ID - Discipline - Organization Code - drawing number
For example: A-A-ABC-004 - This is an architectural drawing of Area A facility, produced by

company ABC and is a plan layout drawing.
All drawings are to be registered and subject to document transmittals.
Where not agreed otherwise the following convention will be adopted for all drawing numbering
(computer file references shall be identically identified and include revision number):
Building Identification Discipline Organisation Type/ number

Code
(2-4 letters)
(refer to Table 6 for
full list)
A (Main Building) A - Architect 000 - Site plans, layouts
B (Externals) SV - Surveyor 100 - Plans (1:100)
C (Car Park) S - Structural 200 - Elevations
Engineer
M - Mechanical 300 - Sections
Engineer
E - Electrical 400 - Construction Details
Engineer
C - Civil Engineer 500 - Schedules
H - Hydraulic 600 - Room Details
Engineer
ID - Interior 700 - Fitout Details
Designer
L - Landscape 800 - Details
Architect
F - Fire Engineer 900 - Shop Drawings
AC - Acoustic
Engineer
Where drawings are of works associated with the existing facilities, the drawings shall be numbered
to coordinate with the existing system. Discuss this with the THE PROJECT MANAGER Project
Manager to receive current drawing numbering and associated documentation.
Revisions issued during pre-working drawing phase to be numbered sequentially and revisions issued
during working drawings phase to be identified with letters.
For example: Preliminary Drawing revisions shall be numbered progressively from P1, P2, P3 etc
and when ‘approved for construction’ A, B, C etc.
All changes to working drawings or to any drawing issued in any tender documentation and
their subsequent revisions shall be clearly clouded with a brief comment on the changes to the
drawing included in the revision column.

VETERINARY HOSPITAL COMPLEX FOR THE FIJI NATIONAL UNIVERSITY VER T1 2017.12.15
Approved drawings shall be numbered progressively from A in an alphabetical manner.
(a) All drawings should be clearly marked as ‘PRELIMINARY’ or ‘SKETCH’ or

‘MEASURED DRAWING’ until approval of the drawing is provided by THE
PROJECT MANAGER.
(b) All drawings are to include a clear note stating ‘NOT FOR CONSTRUCTION’ until
THE PROJECT MANAGER approves a drawing ‘FOR CONSTRUCTION’.
(c) All drawings are to include the FNU and HLKJ logos as shown in the footer and the
Project Logo as applicable shown in the header of this document.
(d) Drawing file names shall be the same as the drawing number but with the revision
added so the file can be uniquely identified eg, drawing number OS-A-ABC-004,
file name OS-A-ABC-004-P1.
(e) All drawings shall be numbered and revision numbers updated in line with changes.
Changes to drawings to be detailed in the title bar next to the revision number and
the area affected highlighted i.e. clouded.
(f) All drawings in AutoCAD are to be in readable in AutoCAD 2010 format.
(g) All working drawings are to be typically in A1 format, with drawings suitably sized
for clarity and group to ensure effective sizing.
(h) Drawings are typically drawn with one drawing unit equalling one millimetre.
SOFTWARE REQUIREMENTS
The following computer software is approved for use on this project. FNU and HLKJ reserves the
right to reject documents or drawings submitted on incompatible versions or out-dated software
versions:
• Microsoft Office 2010 or later (with MS Access);

• Microsoft Project 2010;
• AutoCAD 2010 or later;
• Adobe Acrobat Professional 9.0;
• Winzip version 7.0;
• Revit Architecture/Structure/MEP 2010;
All external computer files must be checked for viruses prior to being copied or transferred to the
firm’s computer. Where computer files are protected by a password, the Project Manager must be
advised, in writing, the password.
Cloud storage of design documentation is expected to be utilised on this project and the Consultant
shall allow the necessary access fees to Dropbox or a similar platform to access and upload
information to the cloud. The access fees approximately $20 per month and should be allowed within
the Consultant’s Fee.

Appendix C
Functional Requirements Brief

FUNCTIONAL REQUIREMENTS BRIEF
VETERINARY HOSPITAL COMPLEX
PREPARED FOR THE FIJI NATIONAL UNIVERSITY (FNU)
19TH DECEMBER 2017

REV T2
Ref: FNU Veterinary Hospital and Laboratory Complex FRB T2 2017.12.19.docx Page 1 of 69
VETERINARY HOSPITAL AND LABORATORY COMPLEX PROJECT
FUNCTIONAL REQUIREMENTS BRIEF Rev T2

P1 Internal Issue Satish Patel / Sanjay Kaba 2017.12.07

David Crute
P2 Draft Client Issue for Satish Patel / Sanjay Kaba 2017.12.12
Review and Discussion David Crute
T1 Tender Issue For Client Satish Patel / Sanjay Kaba 2017.12.15
Review David Crute
David Crute
FIJI NATIONAL UNIVERSITY
COLLEGE OF AGRICULTURE,
FISHERIES AND FORESTS
(CAFF)
KORONIVIA CAMPUS
VETERINARY HOSPITAL
COMPLEX
FUNCTIONAL REQUIREMENTS BRIEF
APPROVAL OF THE FUNCTIONAL REQUIREMENTS BRIEF
The following Veterinary Hospital and laboratory complex (Functional Requirements Brief Draft
Rev T2 dated 19TH December 2017 will be deemed approved for implementation by FNU by
the following parties signing and dating this page:
................................................................... ....................................................................
Dean College of Agriculture, Fisheries and Forestry Date
................................................................... ....................................................................
Director Capital Projects and Infrastructure Date
TABLE OF CONTENTS
1 EXECUTIVE SUMMARY ................................................................................................ 7
2 INTRODUCTION .............................................................................................................. 8
2.1 Background ............................................................................................................ 8
2.2 Work Scope ........................................................................................................... 8
2.3 Method of Deriving the Functional Requirements ........................................... 9
3 KEY PERFORMANCE REQUIREMENTS ................................................................. 11

3.1 General Design Parameters ............................................................................. 11
3.2 Benchmark ........................................................................................................... 17
4 THE FACILITY LOCATION AND OPERATIONS .................................................... 17

4.1 FNU Facility ......................................................................................................... 17
4.2 Client Supplied Goods ....................................................................................... 18
5 PHILOSOPHIES, POLICIES AND OTHER CRITERIA ........................................... 19

5.1 Planning for Flexibility ........................................................................................ 19
5.2 Value for Money .................................................................................................. 19
5.3 Life Cycle Costs .................................................................................................. 20
5.4 Expected Life Cycle ............................................................................................ 20
5.5 Quality of Indoor Environment .......................................................................... 20
5.6 Energy Management .......................................................................................... 20
6 ARCHITECTURAL......................................................................................................... 21
7 STANDARDS .................................................................................................................. 22
7.1 Codes and Regulations ..................................................................................... 22
8 DEFECTS LIABILITY PERIOD ................................................................................... 24
9 WARRANTIES ................................................................................................................ 24
10 BUILDING ENVELOPES .............................................................................................. 24
11 FINISHES ........................................................................................................................ 25
11.1 Internal Finishes/Fixtures Indicative Schedule .............................................. 26
11.2 Office Planning and Fitout ................................................................................. 27
11.3 Laboratory Planning and Fitout ............................................................................. 30
12 ENVIRONMENTAL MANAGEMENT AND PROTECTION..................................... 30

12.1 Environmental Objectives .................................................................................. 31
12.2 Water Management ............................................................................................ 31
12.3 Waste Management ........................................................................................... 31
12.4 Access .................................................................................................................. 32
12.5 Occupational Health and Safety (OH&S)........................................................ 32

12.6 Building Form/Planning ...................................................................................... 33
12.7 Existing Systems & Equipment......................................................................... 34
12.8 Primary Building Elements ................................................................................ 34
12.9 Secondary Building Elements ........................................................................... 35
13 ROOM FUNCTIONAL AND SPATIAL REQUIREMENTS ...................................... 38

13.1 General ................................................................................................................. 38
13.1 Concept Plans ..................................................................................................... 38
13.2 Area Schedule ..................................................................................................... 39
13.3 Room Data Sheets (RDS) ................................................................................. 41
14 ENGINEERING ............................................................................................................... 41
14.1 Civil ....................................................................................................................... 41
14.2 Electrical General ............................................................................................... 42
14.3 Energy Management .......................................................................................... 47
14.4 Data and Communications ................................................................................ 48
14.5 Electrical Fire Services Design Parameters and Strategies Detectors ...... 48
14.6 Fire Detection and Protection ........................................................................... 50
14.7 Hydraulics ............................................................................................................ 52
14.8 Mechanical Services .......................................................................................... 56
14.9 Security................................................................................................................. 64
14.10 Security – Electronic........................................................................................... 64
14.11 Security – Physical ............................................................................................. 64
14.12 Structural .............................................................................................................. 65
15 BUDGET CONSTRAINTS ............................................................................................ 67
16 PROGRAM ...................................................................................................................... 68
17 APPENDICIES ................................................................................................................ 69
Appendix A – Preliminary Boundary Survey And Site Location Plan
Appendix B – Proposed Concept Layout Plans
Appendix C – Veterinary Hospital Design Reference Photo Report
Appendix D – Area Schedules
Appendix E – Room Data Sheets
Appendix F – Project Master Program
1 EXECUTIVE SUMMARY
Houng Lee Kaba Jacob (HLKJ) have been appointed Project Managers for this project
known as the Veterinary Hospital Complex. The Principal for this Project is The Fiji
National University (FNU) and the User Group is represented by the Dean of the
College of Agriculture, Fisheries and Forests (CAFF).
This document has been prepared by Houng Lee Kaba Jacob and represents the
Functional Requirements Brief (FRB) for the building project known as the Veterinary
hospital and laboratory complex.
This document describes the requirements for the new facility to be located on the
Koronivia campus. The role of this document is to summarise key information for use
by the design consultants to commence the design, construction and internal
configuration and to provide the Consultant’s and Contractor with sufficient information
to gain an understanding of FNU objectives and project requirements and to allow them
to prepare a cost estimation for construction of the facility.
For this purpose, it is intended that the document be used as follows:
• A concise statement of the functional requirements for the facility
• The principal source of information to be used by the design consultant for the
commencement of the design and internal configuration
• A secondary source of information (for remainder of project’s life) to be used in
conjunction with the completed design documentation as reference material
• Verification of concept design by comparing concept design deliverables against
the functional requirements specified in this FRB.
This document should be read in conjunction with the issues register for this facility so
that the reader understands the current feedback and further design development
issues that have been identified for action by the users.
The project will construct a two-storey building adjacent the existing FNU complex
consisting of the following elements:
a) A purpose built Veterinary Hospital.
b) Laboratory facilities including PC2 level facilities as well as wet and dry analytical
laboratory spaces.
c) An attached post mortem facility.
2 INTRODUCTION
2.1 Background
The Fiji National University recognises the need to provide a new teaching Veterinary
Hospital complex to support better learning environment for students. CAFF has expanded
in terms of the number of programmes and students since it was founded. The College is
consistently rated for the high quality of its teaching and research and it has cultivated
close and productive links with its local and regional community. It has however reached
a critical point in its development and expansion is essential if it is to continue to meet
national, regional and local policy objectives relating to higher education, employment and
economic success.
There is a country objective to have home grown veterinarians for our region and Fiji is
perhaps the best placed country to consider this option. The locally trained veterinarians
will be in line with the prevalent conditions and circumstances, some of which are unique
to this region.
This complex will be a first for Fiji. The project is to be designed and constructed to meet
functional criteria and to be delivered on time and on budget with consideration given to
minimise future maintenance and energy costs.
The project goal is to create an effective animal teaching hospital supported by appropriate
laboratory space and support functions such that the animal hospital can function
effectively.
FNU have prepared this document to inform the Consultant and Contractor team of its
general intentions for the facility that it requires. Nothing in this document will relieve the
Consultants and Managing Contractor of their expressed and implied responsibility to
provide advice, goods and services to FNU and the project that is of the highest
professional standard consistent with the consultant’s and managing contractor’s role as
an expert in their discipline. Should the Consultant or Managing Contractor believes that
any part of this document will prejudice the objectives of the project in any way they should
make FNU aware of the inconsistency for its determination before proceeding further.
2.2 Work Scope

The work scope for the Veterinary hospital and laboratory complex will include:
• Construction of a two level building with a foot print of approximately 60m x 30

metre (1800 m2) that will be connected to the main complex by pedestrian
bridges at the first and second levels. This will create a building with an internal
gross floor area of approximately 3600 m2 housing, the hospital functions,
laboratories, workshops and offices.
• There will be double floor height (2 level) Post Mortem facility building attached
to and accessible from the main hospital building. The footprint of the Post
Mortem facility will be approximately 73 m2.
• The main hospital building will include all support infrastructure such as HVAC,
IT, lighting, power, water supply, waste water drainage and fire protection
infrastructure mainly and other related building services systems.
2.3 Method of Deriving the Functional Requirements

The functional requirements contained within this document are derived from the
combination of the following methods:
2.3.1 External Requirements

Commercial best practices, regulatory and statutory requirements were considered in
deriving the functional requirements of the new veterinary hospital and laboratory
complex facility. These external requirements are detailed in the respective sections
contained in the Engineering Section of this document.
2.3.2 Functional Requirement Workshops

HLKJ facilitated functional requirement workshops/meetings over the course of several
months that were attended by FNU personnel associated with the facility operations. A
total of 7 such workshops / meetings were conducted during which the user
consultation, user inputs and functional requirements were extensively discussed and
developed.
The objective of the workshops were to ensure that all relevant operational and
technical functional requirements for the new facility were discussed and considered.
The workshop was structured to discuss the following topics:
• Operation scenarios; and

• Technical requirements.
Subsequent to the workshops the Users and FNU senior management have been
consulted in depth about the brief which is delineated in this document which can
therefore be assumed to represent the current requirements for the Institute.
Operations scenarios: The new facility will be utilised to house the following functions
over 2 floor levels and the roof level:
• Ground Level – Hospital, Surgery, plant, office and support spaces

• First Level - PC2 Laboratories and specialist spaces, Analytical
Laboratory, Interactive Tutorial Space, Meeting Rooms and Office Space
• Roof Level- Plant, lift machine room, stair
The facility is to cater for a maximum of workers on each level as follows:
• Ground Level - 20-25 personnel

• First Level - 25-30 personnel
2.3.3 Key Users

The design criteria of the Veterinary hospital and laboratory complex are based in part
on the feedback of the following key user representatives:
Key User Name Key User Role
Niranjwan Chettiar FNU Director of Properties and

Facilities
Professor John Chelliah Acting Dean, CAFF, FNU
Doctor Josephine Oliver Assistant Professor, Department
of Veterinary Science
Doctor Vingelle Jimenez Assistant Professor, Department
Doctor Tej Ram Assistant Professor, Department
Doctor Pranay Kumar Assistant Professor, Department
Doctor Gurdeep Kaur Assistant Professor, Department
Doctor Ramesh Jain Assistant Professor, Department
Doctor T.S.S. Sachdeva Assistant Professor, Department
Mr Iiatia Ledua Acting HOD, Animal Husbandry
Mr. Panapasa Cawaki & Mr Niko Lecturers
Kunavue
Mr. Jiteshnal Prasad, Ms Miliana Lab Technicians
Rokowaqa, Ms Karishma Murthy, Ms.
Rishal Chand, Ms Milikere Dinawa, Mr
Mosses Tule & Mr. Jalesi Tuamoto
Ms. Angelina Singh Administration and Operations Staff
FNU Projects Office Staff
3 KEY PERFORMANCE REQUIREMENTS

The project should have the following primary key performance requirements:
• Be fit for use. With ‘use’ being defined as being capable of undertaking the
principal functions of the Veterinary hospital and laboratory complex which are
described as:
• The project goal is to create an effective animal teaching hospital supported by
appropriate laboratory space and support functions such that the animal
hospital can function effectively.
• The new facility will provide FNU with modern building services, larger storage
space with appropriate temperature control and offices to assist in
administration synergy.
• This facility will also free up science offices adjacent to laboratories currently
utilised by administration personnel.
• It is also expected that the offices space include allowances to allow for the
suitable expansion of staff numbers expected and projected in the coming years
including the allocation of office space to collaborative researchers.
• Have an expected building lifecycle of 50 years.
• Be designed and constructed to enable future flexibility and future proofing in
the use and development of educational scientific research facilities (particularly
in relation to building services and communications).
• Have the functional capacity for 40 to 50 plus people to undertake research and
office work concurrently.
• The facility is to be approximately 3600m2 in gross floor area with verandas and
internal access ways, building walls and enclosed storage (link ways are
additional to this area).
• Achieve a high standard of energy and material efficiency as well as make a
positive contribution to the ‘Green at FNU’ initiative
• This being a project that is subject to contingency allowances (and hence further
works), the need to consider modularity, potential for extension (as per the
concept sketches), the ideal positioning of plant, services, etc to facilitate easy
extension from the current proposed footprint.
3.1 General Design Parameters

Based on the performance requirements as provided and feedback from the FNU
Management Group the following general design parameters adopted in formulating
the built solution to this Brief:
Parameter Detail
Location Located immediately to the west of the existing main
complex on the sports ground. Minimum of 6 metres from
the existing building to satisfy the relevant fire regulations
regarding building separation. Eastern end of the new
wing to be connected via bridge links at first floors.
Parameter Detail
Note the relative levels between the two sites
Master Planning This project scope currently under consideration is
expected to be phase one of several phases, budgets
permitting. This current phase of the project includes the
Veterinary hospital and laboratory complex.
Future phases of the project may include livestock farm

complex developments, additions or extensions to the the
Phase One development.
Future expansion options and the existing buildings and

infrastructure at the site must be taken into consideration
in the master planning of the project.
The planning of the Veterinary hospital and laboratory

complex will take into account a potential future expansion
to the west of the new building.
While the brief for the expansion is uncertain thought does

need to be given to how the planning of the new work so
that the future expansion options are as open as possible
Site Planning The site planning will take account of the following
requirements:
• Minimise need to relocate existing services, where

applicable
• Drive pedestrian traffic through common spaces
and avoid increasing traffic through laboratory
spaces
• Minimise heat loads on interior spaces
• Maximise natural lighting of interior spaces
• Allow for future expansion
• Maximise high value views
• Provide rigid vehicle access for unloading to
ground floor parking bay and also the Post Mortem
facility
• Maximise recreational value of proximate outdoor
spaces
Size & Configuration The new Veterinary Hospital Building will be a 2 level free
standing structure with a nominal 1800m² (30m x 60m)
foot print plus attached PM. The final structure grid can be
Parameter Detail
varied to suit the desired building program and
architectural ambitions. Consideration has already been
given to constructing a two level building with a larger
footprint and it has been decided that this would not be
desirable.
The floors will house the following activities:

- Ground Level – Hospital, Surgery, plant,
office and support spaces
- First Level - PC2 Laboratories and specialist
spaces, Analytical Laboratory, Interactive Tutorial
Space, Meeting Rooms and Office Space
- Roof Level- Plant, lift machine room, stair
- Attached Post Mortem facility
The office layouts should seek to maximise natural

lighting, maximise high value views, provide a sensible
mixing of the separate and open plan offices and minimise
the potential for overlooking between the new and existing
adjacent building.
Approximate RLs Floor levels to are:

• Ground Floor – 120
• First Floor – 124
Refer boundary survey plan in Appendix A.

Demolition Given the proposed location on the sports field no existing
facilities will be impacted.
Earthworks Pending flood assessment bulk earthworks to the site, are

not considered to be significant.
Connection to Main The Veterinary hospital and laboratory complex will be

Complex linked to the Main Complex via bridges at the floor levels.
The walkways will be vertically aligned so that the first
walkway will link to the ground floor of the existing
complex. Nominal vertical weather protection to be
provided to first floor walkways. Walkways to be open
sided, with railings as per code. Walkways will enable
access for wheeled trolleys to the building.
Parameter Detail
Example of raised walkway
Structure Floors to be concrete slabs with concrete columns.

External walls to be nominally, upper 20 % solid, central
40 % glass, lower 40 % solid. Openings in western walls
to be minimised and or shade protected.
Concrete in components with exposed surfaces should
contain additives to increase density / reduce porosity to
increase durability and service life.
Upper level may incorporate steel roof frame and columns
or similar lightweight structure.
Alignment The building will have its long axis in the east west
direction parallel to the existing entry road.
Landscaping The immediate surrounds of the Veterinary hospital and
laboratory complex will be landscaped to achieve the
following outcomes:
• Integrates the landscaped areas into the natural
environment by using suitable endemic species
and materials
• Enhances the experience of the building and
overall campus
• Achieves best practice in water sensitive design
outcomes
• Successfully deals with the civil engineering
challenges presented by the development
Access Passenger lift access to be provided to ground, first floors.
Provide stair access between the ground, first, and roof

levels. Ideally the stair will be located so as not to obstruct
the high value views. This stairwell to have doors to isolate
differing air conditioning environments between these two
areas.
Parameter Detail
Ensure that the plant rooms have access for maintenance
and replacement of equipment.
ESD The design team will present options for achieving a high
level of human comfort, efficient energy use, efficient
material use and waste minimisation for consideration as
part of the design development and budget setting
process. Generally the facility will be designed to achieve
5 Star NABERS rating for energy and water use and will
be guided by the design principles that would be adopted
in achieving 5 Green Star Office Rating.
Existing Services Given the proposed location on the sports field no existing
facilities will be impacted.
The facility will require connection to existing site services

provided however that the existing services have the
capacity to accommodate the development under
consideration.
The consultants will be expected to carry out extensive

reviews and measurements where required to determine
the capacity and current usage loading of all of the
existing site services infrastructure, including electrical
power, water supply, sanitary drainage and
telecommunications.
Storm water drainage is currently provided as a an

unformed open drain along the short end of the existing
sports field and appears to be discharging into the
adjacent lower level natural ground. It is expected that the
infrastructure design will take into consideration the
existing storm water drainage and provide sealed
underground drains as opposed to open swales for better
storm water drainage.
There are no fire hydrant services currently available on

site for the existing buildings. The design consultants will
be expected to review and provide a compliant solution to
the code requirement for fire protection infrastructure
including reticulated fire mains , associated water storage
and pump infrastructure.
In moving forward with the design, the designers should consult the user
representatives as detailed in the section key users.
An area of great concern to FNU staff is the level of ventilation in the facility especially
during the summer months. The current facilities have restricted ventilation and this
can affect the productivity and comfort of the workers.
A key consideration for the internal configuration of the new facility is the flexibility of
use.
3.2 Benchmark
The Charles Sturt University Veterinary Hospital in Wagga Wagga Australia and the
Massey University Veterinary Hospital in New Zealand are both considered
benchmarks with the Charles Sturt University Veterinary Hospital being the more
modern and appropriate reference. Refer Appendix C – Veterinary Hospital Design
Reference Photo Report for reference photographs taken by the user group of typical
spaces at these two reference sites.
The Biotechnology Wing of AIMS Facilities at Cape Ferguson in North Queensland

have been established as the benchmark facility for the laboratory component of this
project.
The main points that should be noted are as follows:
• apply current best practice thinking to workplace design opportunities

• apply current best practice thinking to environmental issues
• optimise useable floor areas as a proportion of total floor area
• high level of servicing particularly data and electrical
• selection of finishes to ensure cost effective durability
• careful planning of the services
It is not the Principal’s intention to copy the preliminary design shown in this document,
rather it is offered as a point of reference for the Project Team. It is expected that the
new facility will take the best aspects of the benchmark facilities and produce a design
that meets the specific needs of the Users. The perspectives and plans are intended to
demonstrate an overall planning concept but are not intended to lock in the form of the
building. The final building planning will be developed through a number of design
reviews during the Concept Design Stage.
Technical requirements: The combination of the above-mentioned operation

scenarios with various rules and statutory regulations influenced the technical
requirements of the new veterinary hospital and laboratory complex facility. The
following technical disciplines were discussed during the workshops: mechanical
(HVAC), civil, electrical, hydraulics, fire safety, safety equipment, security and
structural.
4 THE FACILITY LOCATION AND OPERATIONS

4.1 FNU Facility
The FNU Koronivia site is located approximately 15kms from Suva CBD. The site sits
adjacent to Rewa River and open farmland which is subject to fringe urban infill
development. The site encompasses an area of approximately 12 acres including the

adjacent crop farm.
Figure 1 - FNU Koronivia Site
The standard operating hours for the buildings are generally between 0800 and 1640
Monday to Friday excluding public holidays. At times the facility will be required to
operate outside of these hours on a needs basis and the facility shall be capable of 24
hours operation.
Storm water runs over land from the main building area via networks of lined and
unlined open drains and stormwater pipes. In significant storm events, flooding and
ponding occurs in a number of areas within the FNU site.
The average Suva summer temperature range is 28C-29C with an afternoon relative
humidity level of 74%, whilst during the winter months the average temperature is 20C-
22C with a humidity level of 73%. The average annual rainfall is 248mm. The highest
recorded temperature in Suva is 37C whilst the highest monthly rainfall is 368mm.
The design consultants should refer to the most current data from the Fiji Metrological
Department for details of climatic conditions all year around including temperatures,
humidity, rainfall and sunshine hours.
4.2 Client Supplied Goods

The project will involve the installation and connection of a number of specific client
supplied items these include:
Item Role of Designer & Main Consultant
X-Ray machine incl digital Allow for spatial allocation, services connections
capture and fit for purpose design of space to accommodate
the items
Medical Furniture, Fittings and Allow for spatial allocation, services connections
Equipment and fit for purpose design of space to accommodate
the items
Laboratory Equipment Allow for spatial allocation, services connections
and fit for purpose design of space to accommodate
the items
Loose Furniture Allow for spatial allocation, services connections

and fit for purpose design of space to accommodate
the items
Separate to the above items the designers shall liaise with user representatives to
identify the loose Furniture and Fixtures they wish to relocate from their existing areas
and these items shall be incorporated within the FF&E Schedule. The Managing
Contractor shall then provide relocation services for these items and relocate them into
the new facility.
5 PHILOSOPHIES, POLICIES AND OTHER CRITERIA

5.1 Planning for Flexibility
The siting, planning, design and servicing of the building area shall give consideration
to, and where possible, allow for the future expansion and flexibility of hospital and
surgical functions and sampling and laboratories and offices. In particular, the design
and internal configuration of the facility is to allow maximum flexibility with the position
of services and utilities (power, compressed air, breathable air). Services fixed in the
floor should be avoided to allow for reconfiguration of the facility. The quantities and
dimensions described in Section 12 – Functional and Spatial Requirements are the
minimum requirements. Where these requirements are not suitable or unable to be
satisfied FNU is to be informed.
5.2 Value for Money

The design, construction and internal configuration of the facility must represent value
for money. Extravagant and wasteful design which leads to higher facility operational
cost is not preferred. The design must offer good economy in relation to floor area,
construction techniques, build ability and finishes while achieving the necessary
functional requirements, work flow patterns and work environment required to fulfil the
function of the space.
5.3 Life Cycle Costs

In developing preliminary design concepts and preliminary estimates of costs, those
designs, materials, construction techniques, finishes, equipment and energy systems
which might develop economies for whole-of-life-cycle costing shall be considered and
incorporated in the design, where appropriate. In selection of services and associated
equipment, the capital/installation cost is to be balanced against operational and
maintenance costs. Particular consideration should be given to energy efficient design
solutions employing passive solar energy (including skylights). Operating costs and
comparisons are to be included in the life cycle costing analysis and shall be carried
out in accordance with AS3595 'Energy Management Programs – Guidelines for
Financial Evaluation of a Project'.
5.4 Expected Life Cycle

Building Structure – 50 years
Building Services – 15 years
Building Finishes – 15 years
5.5 Quality of Indoor Environment

The health and productivity of inhabitants and users should be maximised. As a
minimum, all relevant standards should be applied. Particular attention should be drawn
to:
• Enhanced indoor air quality;
• Adequate and efficient lighting;
• Effective air distribution patterns;
• Acceptable noise level; and
• Acceptable thermal comfort and compliance with legislation.
5.6 Energy Management

All designs will be required to comply with the new energy efficiency requirements
(Section J) of the current Building Code of Australia.
Energy consumption within the site, post construction and during the DLP should be
monitored and managed through the implementation of an Energy Management
Program. This process should include an energy audit to determine the “as built’
performance of the site in terms of energy efficiency. The level of audit shall be level 2
to AS3598 - 2000. Findings resulting from the audit procedure should be recorded in
the Energy Management Plan for the site and addressed accordingly.
6 ARCHITECTURAL
The architectural design of the buildings and environs encompassed in the Facility are
to be reflective of the physical site, the specific building functions, the functions and
aspirations of FNU and the times in which it is being designed.
The site, as an evocative piece of Fijian landscape, should elicit a response to place
on a level other than the purely visual and this aspect should inform the design on many
levels within the constraints of a functional science facility.
It is the intention of the FNU that the new building works will contribute to the existing
infrastructure of built structures both in terms of increased functionality but also in the
heritage of buildings that are developing on the site. To this extent the new buildings
should be designed to fit into a ‘campus of buildings’ rather than replicating the
architecture of the main complex.
The Architect is in a strong position to affect the overall amenity and operational cost
of the new facility though careful design. The new building should seek to maximise the
use of natural light and ventilation and to minimise energy loss thereby achieving an
optimal balance of natural and artificial environmental control.
The key stakeholders are prominent members of the academic community and an
important part of Fiji’s drive to remain at the forefront of tertiary education in the region.
In particular FNU seeks this facility to be a regional leader in the treatment and teaching
of veterinary skills and the new facility should reflect the pre-eminence of the work that
is being conducted within its bounds. Additionally, the built environment on the site
should reflect the stature of the organisation and leave a lasting impression upon all
users and visitors.
Example: 2 level Facility showing passive solar design responses
Example: 2 level Facility showing passive solar design responses
7 STANDARDS
The following section provides indicative base performance parameters.
In keeping with the intent of the facility of being a best practice research facility it is
expected that the Project Team will derive optimal results in excess of these
requirements.
7.1 Codes and Regulations
The following standards are to be applied to all elements of the planning and design of
this project:
• Fiji National Building Code
• Australian Standards relating to building design and practice
• OH&S (Commonwealth Employment) Act 1991
• Provision for the Disabled
• National Environmental Protection Council (NEPC) Standards
• The Manual of Fire Protection Engineering Second Edition 2005.
• Australian Water Quality Guidelines
• National Code of Practice Compliance
• Hazardous Substances Regulations
• Dangerous Goods Regulations
• ARPANSA Radiation Protection Series
• AS1668.2- Air Quality
• TEFMA Space Planning Guidelines, Edition 3 (Tertiary Education Facilities and

Management Association)
• ASHRAE Laboratory Design Guide, 2nd Edition
• ASHRAE HVAC Design Manual for Hospitals and Clinics, 2nd Edition
• AS2030- The verification, filling, inspection, testing and maintenance of
cylinders for storage and transport of compressed gases.
• AS2243.1:1990- Safety in Laboratories, Part 1: General
• AS2243.2:1990- Safety in Laboratories, Part 2: Chemical Aspects
• AS2243.3:1990- Safety in Laboratories, Part 3: Microbiology
• AS2243.4:1990- Safety in Laboratories, Part 4: Ionizing Radiation
• AS2243.5:1990- Safety in Laboratories, Part 5: Non Ionizing Radiation
• AS2243.6:1990- Safety in Laboratories, Part 6: Mechanical Aspects
• AS2243.7:1990- Safety in Laboratories, Part 7: Electrical Aspects
• AS2243.8:1990- Safety in Laboratories, Part 8: Fume hoods
• AS2982.1:1997- Laboratory Design and Construction
• AS4360: Risk Management
• AS9000: Quality Management and Quality Assurance Standards
• AS/NZS 3080:2003 & AS/NZS 3084:2003
• GMAC Guidelines
• Occupational, Health and Welfare Legislation
• Commonwealth Government Employment Code of Practice (Office and
Amenities Guidelines)
• The Australian Government Industry Guidelines for the National Code of
Practice for the Construction Industry
• Disability Discrimination Act (DDA)
• Considerations for incorporating Energy Efficiency into requirements for
Australian Government owned and leased buildings (DEH) – in particular a
detailed template of possible design and construction specifications.
• Energy Management Guide for Australian Government owned and leased
buildings (DEH) Environmental Purchasing Guide
• ESD Design Guide for Australian Government Buildings (DEH)
• Electrical Standard Engineering Inclusions.
Occupational Health and Safety (OH&S)

Facilities will be required to comply with the OH&S requirements of the following:
• Occupational Health and Safety (CE) Act, 1991
• Workplace Health and Safety Act 1995 and Regulations
• Installation of Emergency Showers and Eyewash Stations
This list is not exhaustive and may be amended and expanded as the project progress
or as the codes are amended. It is the responsibility of consultants to keep themselves
informed about the content and currency of the codes, regulations and standards that
affect this project.
All building work within the scope of the project will be fully assessed for compliance
with the current editions of the relevant codes by a licensed Building Certifier.
A Specialist Radiation Safety Officer, nominated by the FNU, will be required to review
and approve the Densitometer and X ray Room design prior to submission to the
relevant authorities.
8 DEFECTS LIABILITY PERIOD
The Defects Liability Period for the Works will be 12 months from Practical Completion
with a rolling defects liability period of 12 months for any defect rectified during this
period.
9 WARRANTIES
In general all plant and equipment procured for the project must have a minimum 24
month warranty. The cost and benefits of extended warranties will be assessed by the
Managing Contractor and presented to FNU for their consideration. The minimum
warranties for the major elements are to be as follows:
• Mechanical Services 2 years

• Electrical Services 5 years
• Fire Services 2 years
• Security 2 years
• Plumbing and Drainage 4 years
• Joinery 4 years
• Hardware 4 years
• Floor covering 4 years
• Painting 10 years
• Roofing 10 years
• Façade 10 years
10 BUILDING ENVELOPES
Building envelopes are to:-
• Comply with the provisions of the BCA (Section J)
• Be weather-tight and capable of withstanding local weather conditions.
• Prevent the entry of animals and roosting of birds in roof spaces.
• Be low maintenance and durable against demonstrated life cycle criteria.
• Insulate against thermal transfer for occupational comfort and energy efficiency.
• Be sound attenuating for occupational comfort and safety as required.
• Satisfy all specific requirements such as access for equipment, sound control
and dust control.
• Meet FNU security requirements and standards.
11 FINISHES
The finishes specified by the Project Team need to be consistent with the functioning
of a high usage, science laboratory environment. Finishes selections shall be based on
the suitability for the intended task, and life cycle performance. They shall primarily
meet the performance requirements of:
• User comfort and functionality
• Low maintenance
• Ease of serviceability
• Continued good presentation
• Low toxicity
• Low embodied energy
• External finishes must suitable for use in sites in close proximity to the
ocean
A cost verses presentation balance of 2-3 for finishes is defined on a scale of 1-5 where
cost is 1 and presentation is 5.
FINISHES BALANCE: COST VERSES PRESENTATION

Low Cost High Cost
1 2 3 4 5
Low Presentation High Presentation
Floor finishes in lab areas need to be resilient, chemical and stain resistant vinyl.
Carpets shall be resilient and resistant to humidity and therefore have a commercial
grade synthetic component of not less that 60%.
The Room Data Schedule nominates carpet to offices floors and vinyl to lab and utility
floors. This selection of finishes is open to review by the Architect in the Concept Design
Report.
The tropical coastal environment is extremely harsh on exposed materials and must be
considered not only on the selection of materials but also in the detailing of their
construction.
Exterior site applied paint systems shall have a minimum warranty of 5 years with
expected re-coat in 7 years. Interior paint systems shall be generally acrylic with ‘wash
and wear type’ paints of low sheen or similar.
The selection of all plumbing, door, cabinetry and electrical hardware items will be
made within the parameters of the project budget with a view to maximising the utility
of the item while seeking to minimise future operational expenses.
11.1 Internal Finishes/Fixtures Indicative Schedule

As a guide the following base performance requirements are to be applied in the
selection of fixtures and fittings.
Item Base Specification

Carpets Commercial grade carpet tiles loop pile preferably
Vinyl flooring Sheet vinyl should be welded, commercial grade with welded
coves and should be slip resistant to suit application
Shower/WC Concrete slabs laid to falls with ceramic tiles set down as
Area Floors required.
Toilet and Water resistant proprietary system with CFC epoxy paint finished
Shower faces. CFC to be one standard thickness greater than usual.
Partitions Fitting and fixtures should be heavy duty stainless steel.
Ceilings 1200 x 600 acoustic tiled ceiling set in two- way exposed
suspended grid to office and laboratory areas. Flush set fibre
cement ceiling on suspended batten system to areas unsuitable
for acoustic tiles. The ceilings shall be fit for purpose for medical
facility applications
Toilet Suites Vitreous China seal to wall and floor pan, heavy duty seat,
exposed china cistern. Dual flush.
Hand Basins Vitreous china, seal to face of hob basin.
Bathroom Heavy Duty purpose made fittings in satin stainless steel. Low
Fittings flow. All Fittings are to be robust and vandal proof.
Laboratory ‘Enware's Commercial Laboratory tap ware WaterMark licensed
Fittings to AS3718. Constructed from dezincification resistant (DR) brass
and powder coated for maximum durability. The handles colour
coded to international DIN Standard EN 13792 for media
identification. All assemblies are to be supplied complete with
handles, buttons and outlets
Mirrors Clear anodised framed glass mirrors
Taps and BWU Ram or similar capstan head vandal proof SCP.
Under-bench boiling/ chilled water tap to kitchenette suitable for
building occupant numbers to collectively meet within 5 minutes.
Stainless steel finish
Sinks 3.0mm thick 316 grade stainless in workshop areas.
3.0mm 304 grade stainless in cleaner’s sinks and general
laboratories.
Item Base Specification

Benches Fixed Laboratory benching shall be generally framed in stainless
steel grade 304, with selected benches, with alternate bench
finishes being vinyl and chemical resistant laminates.
Wiring Ducting Clear Anodised aluminium to open plan offices and work areas
mounted either at floor level or above desks as nominated
Window Where required for sun control and or privacy commercial quality
Coverings horizontal venetian type aluminium blinds are to be used
Veranda and Hot Dipped Galvanised steel SHS frame with Posts, top and
Stairwell middle rail and kick plate, painted in suitable and durable paint
Balustrades system.
FF&E selections will be made to exceed the standard prevalent in the existing FNU
facility. Where possible the cost savings resulting from bulk purchasing should be
achieved.
11.2 Office Planning and Fitout

Office planning will be informed by current best practice thinking in work place design
and will achieve a higher standard of appearance and user comfort and utility than
currently exists in the Main Complex. The planning and fitting out of the offices will
seek to enhance FNU’s aspiration to have a workplace that fosters openness and
collaboration while maintaining an appropriate degree of acoustic and visual privacy
that is consistent with the working requirements of research science workplace.
The Veterinary hospital and laboratory complex will have a higher proportion of open
plan office to separate offices than is currently the case at FNU. Consequently,
provision must be made for break out spaces for meetings and other activities that
require a degree of privacy or acoustic separation not afforded by an open plan layout.
The office layouts should seek to maximise natural lighting, maximise high value
views and minimise the potential for overlooking between the new and existing
adjacent building. The layout should provide a sensible mixing of the separate and
open plan offices whilst avoiding creating overly large blocks of either format.
An initiative that has been found to be successful is the Project Room. The room
provides a flexible space for small to medium sized casual meetings and project type
work as well as being a convenient space for short breaks.
Figure 2 - View of the Project Room in the South Wing
Office furniture shall be supplied as per the below table:
Office Type FF&E Comment

Open Plan One workstation with under desk Workstation equipped
Office (per mobile 3 drawer units, mobile task with free standing
person) chair. Partition system to allow for screens/shelf as part of
flexible placement of shelving and integrated system
other trays. Provide central
whiteboard and mail box.
General Offices Two desks with returns with under Desk equipped with
desk mobile 3 drawer units, 2 screens/shelf fixed to wall
mobile task chair, 1 whiteboard, 2
three drawer filing cabinet
Senior Office 1 desk and return with pedestal
drawers one bookcase, one
whiteboard, 1 mobile task chair,
two visitor chairs, 1 three drawer
filing cabinets
Figure 3 - FF&E Open Plan Office Workstation typical
Figure 4 - Typical 2 person shared office
As part of the Concept Design Report the Design Team will present various options for the
workstation and desk selections that can be accommodated within the budget.
11.3 Laboratory Planning and Fitout

Laboratory planning will be informed by current best practice thinking in laboratory
design and will achieve a higher standard of appearance and user comfort and utility
than currently exists in the Main Complex. The planning and fitting out of the
laboratory will seek to enhance FNU’s aspiration to have a workplace that fosters
openness and collaboration while maintaining an appropriate degree of laboratory
safety and separation of uses that is consistent with the working requirements of
research science workplace.
The below image is an example reference image for the Pc2 laboratory space which
reflects these design principles.
12 ENVIRONMENTAL MANAGEMENT AND PROTECTION
FNU are committed to a high standard of environmental management of the buildings

and infrastructure at the site.
In line with this commitment the FNU is commissioning a project specific Environmental
Management Plan to cover all the activities on the site.
If the Design Consultants have a particular concern regarding the design parameters
that may be affected by the Plan, they should seek clarification from the Project Team.
12.1 Environmental Objectives

The key environmental objectives for this project may be summarised as reducing the
whole of life environmental impacts, of the buildings including:
• Energy consumption
• Greenhouse emissions
• Potable water consumption
• Pollution and emissions
• Impact on local ecology
• Depletion of non renewable natural resources
• Generation of waste
• Toxicity of materials
In addition, the Facility must comply with the relevant energy efficiency provisions of
the Building Code of Australia.
The Facility energy efficiency measures should be clearly described at each design
phase and an energy modelling report must be submitted to FNU confirming that the
energy targets are achieved.
The design consultant team shall provide the Carbon Footprint of this facility.
12.2 Water Management

Water should be managed as a limited resource. Sustainable design of the facility
should consider:
• Utilising water-efficient plumbing fixtures; and
• Using water conserving principles in HVAC and plumbing system design.
Effective testing and commissioning in building and engineering services is essential

to ensure proper and optimal performance of all energy-consuming equipment.
12.3 Waste Management

FNU have both a self-stated and statutory responsibility to manage its waste outputs in
a manner that does the least amount of damage to the surrounding environment.
Facilities shall be designed to provide for waste collection, separation, storage,

recycling and disposal for different waste streams.
Waste Type and Quantity (assumed over one week)
Waste Type Quantity

Solid Waste Qty – Assume 2 x wheelie bins
Waste oil/Lubricants Qty – Assume 5L and 2L
Waste Ethanol To be transferred to Waste Disposal

Shed.
Waste Mixed Solvents (Thinner, Qty –Assume 10L

Degreaser, White Spirit)
Contaminated Water Qty – Assume 25L
12.4 Access
Access and facilities for the disabled personnel are to be provided in accordance with
the AS1428.1-2001 Designs of Access and Mobility. The design will also comply with
the Disability Discrimination Act. Tactile indicators are not to be incorporated within the
design where they present a safety risk.
Stairways will be provided between floors and walkways on grade are to be provided
on the first and second level to link back to the existing building.
12.5 Occupational Health and Safety (OH&S)

The design features of the facility must be compatible with the listed standards and
codes of practice as detailed in section 6.1. The design of the facility must not
jeopardise the occupational health and safety of the facility users.
The facility will include laboratory chemicals that processes that are inherently
hazardous and suitable health and safety equipment shall be installed in the basement
and the first level and should include:
• A safety shower and eyewash station.
• A separate hand basin to the laboratory sinks.
• A Safety Station (as per the photograph below).
Figure 5 - Safety Station
The following dangerous goods and chemicals that will be stored in the ground floor of
the new facility:
• Ethanol
• Solvent based paints
• Volatile adhesives
• Volatile solvents
At this stage it is not envisaged that dangerous or hazardous chemicals will be stored
in quantity on the first or second floors. The Design Team will reconfirm these design
parameters during the Concept Design Report phase.
The FNU Radiation Safety Officer must be consulted with regard to the design and
construction of any radiation emitting plant and equipment such as the X-ray and
Densitometer facilities.
12.6 Building Form/Planning

The design, construction and internal configuration of the building shall incorporate all
economies possible with regard to floor area and construction, whilst retaining the
necessary functional requirements and work flow patterns. Design of workspaces shall
allow as much flexibility as possible to permit the rearrangement of furniture, fittings

and equipment. Materials and built form shall allow the trouble free use of electronic
intruder detection systems, and the design should prevent unauthorized access to
secure areas. The design should concentrate on the centralisation and communal use
of amenities wherever feasible, and avoid duplication of facilities within reasonable
walking distances.
12.7 Existing Systems & Equipment

The design and construction process shall investigate the existing systems on site to
gain a full understanding of the expected interface requirements and protocols
necessary to enable a functional completed system. Spotless are the onsite service
and maintenance contractors who are responsible for all the facilities plant and
equipment. Interface is required with the following:
• Building Management System

• Fire Management System –
• EWIS – as above.
• Energy Monitoring System

• Data and Communications – Cat 6 cable.
• High and Low Voltage –FEA supply
• Reticulated gas – To Be Advised
• Security Systems
• Door Access Control
• Emergency and exit lighting monitoring and testing
The designers should contact the FNU Project Manager to enable a site inspection and
an understanding of the existing infrastructure prior to design works proceeding onsite.
12.8 Primary Building Elements

The design and construction of primary building elements in the new facility shall be in
accordance with the requirements described in this section. The project must
demonstrate current best practice design principles in building technology and building
services in such areas as energy conserving principles, robust low maintenance/ long
life materials, insulation, vapour barriers, sealing against air infiltration and physical
security.
Building construction shall be of a sound and durable nature with care being taken to
achieve a balance between initial cost and minimising both internal and external
maintenance costs over the life of the buildings. For example, external paint finishes
other than pre-finished metal products should be minimal and preference given to
materials having low maintenance requirements.
12.8.1 Building Orientation

Building orientation shall be taken into account the constraints imposed by the site and
surrounding existing structures and infrastructure. The building orientation will also
respond to the content of this document and seek to optimise the location of openings
to take advantage of favourable sun angles, moderate exposure to the western sun,
consideration of the predominant wind direction and reduce solar heat gain in order to
reduce cooling requirements. The building orientation must consider the requirements
of the BCA in determining the requirements for construction.
12.8.2 Site and Landscape

Building orientation shall take into account, surrounding landscape and openings in
walls and roofs relative to the prevailing winds. The use of the landscape design to
positively affect the microclimate of the building and its immediate environment shall
also be considered. The design of the facility is to achieve the following:
• Create efficient and legible circulation routes

• Minimise travel distances to fire escapes
• Minimise small unusable spaces
• Optimise energy consumption
• Optimise use of natural lighting
• Maximise use of existing infrastructure.
• Minimise disturbance to existing natural landscape
• Maximise use of local native species and land forms in landscape design
The structural grids are to be such that column spacing’s are maximised to improve
planning flexibility allowing the space can be easily divided with minimum loss of area.
The approach to service reticulation is to be carefully developed to allow an ordered
and efficient approach to reticulating services, data, power and voice to all work areas.
Building orientation and envelope materials shall take into account protection of the
building users and the surrounding areas from unwanted noise. The building materials
shall be weatherproof, provide a vapour barrier and require minimum maintenance
and easily cleaned.
12.9 Secondary Building Elements

Secondary building elements in all new buildings shall conform to the requirements
described below.
12.9.1 Floors
Floor loading is to take into account room functionality such as loadings from mobile
office shelving, vehicles, compactus or other items. Floor surfaces are to be durable,
low maintenance, and slip-resistant. Whole of life costing of floor finishes must be
considered. Sheet vinyl should be welded, commercial grade with welded coves and
should be slip resistant to suit application. Carpets should be of a commercial grade
carpet tiles to suit wear characteristics. Suitable water-resistant flooring is to be used

in all wet areas, including spaces that accommodate tea rooms.
12.9.2 Walls
Within office and training areas, the preferred solid partition wall is a paint-finished
lightweight plasterboard steel stud system insulated where required. However, all
internal partition walls must pass the above specification criteria. For wet walls,
masonry or in situ concrete is the required type of partition. Paint finishes shall consist
of, as a minimum, sealer/undercoat and two finish coats. Ceramic tiles are the required
finish for wet areas.
Where radiation hazards exist such as in the X-ray Room the walls and ceilings will
require supplementary lining to contain the radiation emissions via lead lining or similar
methods to ARPANSA standards.
12.9.3 Ceilings
Ceiling system selection shall be based on suitability for the function of the space
concerned. The issues to be considered in selection of a ceiling system should be as
follows:
• Accessibility to above ceiling services, appropriate for the frequency of access
required;
• Physical security for certain spaces;
• Aesthetic appearance appropriate to the function of a space; and
• Raked or suspended flat ceiling where appropriate.
Generally, suspended two-way 1200 x 600 exposed grid ceiling systems with drop in
acoustic tiles are preferred in office, circulation and laboratory areas.
Inaccessible, or difficult to access ceiling systems shall not be specified other than to
spaces that have no need for above ceiling access. Feature ceilings in foyer areas must
comply with the above selection criteria.
The design should account for any radiation containment required for the X-ray Room
and the Densitometer Room.
12.9.4 Doors
Personal Access (PA) should be built into the facility doors if possible or in a convenient
location. All timber doors are to be solid core and of standard commercial width.
External timber doors are to be solid core with pre-finished colour sheet metal enclosed
all surfaces, fixed with waterproof adhesive. Doors providing access to conference
room areas should be sound proofed, quiet closing and fitted with a small observation
window at head height. Doors in access routes shall have small viewing windows. The
provision of sliding doors shall be avoided if possible. All doors are to be fitted with
heavy-duty doorstops. All external opening doors, doors to toilet areas (including doors
to airlocks) and doors between air-conditioned and non air-conditioned spaces are to
be fitted with heavy-duty door closers. All external doorways are to be fitted with heavy-
duty doormats.
All external doors to the basement and first level rooms to have stainless steel kick
strips installed.
Roller shutter door controllers are to be fitted with safety limit switch prohibiting electric
operation of the motor with manual chain operation ‘override’, in the event of an
emergency.
12.9.5 Signage
Door signage is to be a slide-out removable strip system held by a guide rail fixed to
the wall. Signs shall be 250mm long and be positioned 50mm clear off the doorframe
on the wall or glazing next to the opening side of the door. All statutory signage shall
be provided.
Signage shall coordinate and utilise the existing graphics formats as adopted
elsewhere in the facility.
The signage for this building should allow for modification to the existing site signage
to enable the Veterinary hospital and laboratory complex to be located by casual
visitors to the site.
12.9.6 Locks
All internal doors should be lockable with the exception of toilets, lunchrooms, tearooms
and switchboard enclosures which shall be provided with latch sets. All external doors
including the main access door for the building are to be lockable only from the outside.
The electronic locking systems for external doors need to integrate with the current
system and have card swipe capability. All external doors are to be keyed alike. All
internal doors shall be keyed to differ. Master key capability is required with integration
to the existing master key system. All locks shall be the bilock system keyed to the
same systems and hierarchy as existing.
12.9.7 Windows
Design of windows and articulation of the building is to minimise the potential for nesting
or roosting of birds, animals and insects. All window sets are to be constructed of pre-
finished, heavy-duty commercial (not domestic quality) extruded sections. Double-
glazing or other high performance glazing treatment where appropriate should be
considered for energy and noise management purposes. The design of external
sunscreen devices shall control sunlight penetration in order minimise thermal loads.
Windows may need to be fitted with blinds or curtains to ensure an appropriate level of
visual privacy. Where any potential for glare is not adequately addressed through
external sunscreen devices, all external windows are to be fitted with internal screening
devices to aid in the control of glare and daylight penetration in to the habitable spaces.
Screening devices are to be cost effective, commercial quality, durable, simple to
operate and easy to clean and maintain. All conference rooms shall be fitted with a
screening device and blackout curtains.
12.9.8 Roofing
The design of all roofing elements and selection of materials must take into
consideration the proximity of the site to the ocean and the affects of sea mist and salt
spray that the building will be subject to throughout its service life. We note that eastern
end of the Veterinary hospital and laboratory complex in its preferred location is 350m
from the high water mark.
13 ROOM FUNCTIONAL AND SPATIAL REQUIREMENTS
13.1 General
The following section summarise the functional requirements of each room. The
internal configuration and location of the room should consider all of the relevant issues
outlined in the Engineering Section of this document and the functional workflow.
13.1 Concept Plans

The Project Managers in collaboration with the FNU User Group have prepared Area
Schedules and Concept Plans for the proposed facility. Refer to Appendix D for the
Area Schedule. Refer to Appendix B for the Concept Plans.
The consultant shall note that the Concept Plans, Area Schedules, reference photos
and images have been prepared to facilitate the Brief development process and do not
necessarily represent a preferred design outcome. As such the consultants are
encouraged to use the preliminary design as a point of departure in evolving a design
that best suits the FNU and objectives of the project.
13.2 Area Schedule

The Area Schedule summary below is presented as a guide to the FNU’s requirements
and may be modified over time to better suit the Users needs and the budget.
During the process of the development of the design it may become expedient or
necessary to create new rooms, combine or split some of the rooms nominated in the
schedule. In the cases where it is required to expand the scope of areas, it should be
done only after identifying a commensurate saving either in terms of a reduction in
another area or other alteration. The project team must approve changes of this nature.
Level Function Area Commentary

(m²)
L1 Post Mortem 72.59
L1 Cool Room 26.82
L1 PM Ante room 7.36
L1 External Kennels 26.43
L1 External Mobile Clinic 27.14
L1 Loading/Unloading 30.6
L1 External Plant 211.44
L1 Plant Room 149.97
L1 Store Room 124.64
L1 Cat Ward 11.66
(m²)
L1 Iso 1 11.66
L1 Iso 2 11.66
L1 Kennels 36.5
L1 X-Ray 36.5
L1 Dental 26.62
L1 Surgery/Treatment 162.79
Room
L1 Prep/Store 20.79
L1 Surgery 31.92
L1 Exam 1 17.3
L1 Exam 2 17.3
L1 Exam 3 17.3
L1 Exam 4 17.3
L1 Exam 5 17.3
L1 Exam 6 17.91
L1 Medical Records 35.58
L1 Laundry 15.12
L1 Cleaner's Room 15.12
L1 On-Call Room 9.58

(m²)
L1 Ensuite 9.58
L1 ICT Server/UPS 53.29
Room
L1 Project Room/Offices 160.26
L1 Womens Washroom & 46.03
Change Rooms
L1 Mens Washroom & 46.03
Change Rooms
L1 Female Toilet - Public 16.66
L1 Male Toilet - Public 17.29
L1 Lift 7.06
L1 Lift Lobby 12.42
L1 Reception/Waiting 200.52
Area
L1 Vestibule 16.79
L1 Air Lock/Vestibule 15.52
L2 Diagnostic Lab 172.65

L2 Histopathology Lab 163.7
L2 Chemical Storage 19.5
L2 Microbiology Lab 65.62
L2 Immunology Lab 73.06
L2 General Lab 268.96
L2 PCR Lab 34.49
L2 DNA Lab 25.91
L2 Cell Culture Lab 25.91
L2 Centrifuge Room 12.47
L2 Glass Wash 25.43
L2 Chem Prep 39.96
L2 Lab Ante Room 1 12
L2 Interactive Tutorial 173.39
Space
L2 Meeting Room 1 54.2
L2 Male Toilets 10.29
L2 Female Toilets 10.65
L2 Lift 7.06
L2 Lift Lobby 12.42
L2 Office Space 1 41.79

(m²)
L2 Project Room 92.89
L2 Post Mortem Gallery 24.42
L3 Covered Plant Room 316.4

L3 Open Plant Room 224.24
TOTAL 3808.13
The areas are inclusive of walls, door swings and miscellaneous ancillary spaces such
as small cupboards and minor riser ducts. In general, unidentified areas should be
subdivided off the identified areas so that the overall gross floor area is not increased.
Some additional spaces will be required such as those for the storage and handling of
medical gas. The consultant team is to review the proposed Area Schedule and provide
a return brief with their reccomendations.
13.3 Room Data Sheets (RDS)

The Room Data Sheets (RDS) templates are provided in Appendix E. The RDS are
presented as a detailed guide to the FNU’s requirements and may be modified over
time to better suit the Users needs and the budget.
14 ENGINEERING
The information contained in this section shall be read in conjunction with the entire
document and referenced material. Engineering services shall be installed in
accordance with the general requirements described in this section.
14.1 Civil
14.1.1 Introduction
The design and construction of civil elements for the facility shall be in accordance with
the requirements described below.
14.1.2 Basement
The site is known to have underground streams in the wet season hence below
ground level basements must be sealed to stop water intrusion, together with
adequate sub ground drainage adjacent the building linked to the site stormwater
system.
14.1.3 Pavements
Designs shall comply with the relevant Standards. Pavement loadings are to be
determined as part of the design process and be based on the forecasted ultimate
design loadings. As a minimum, pavements shall be designed to withstand loadings
from the following vehicles:
• T44 Truck;
• 3T Forklift; and
• Fire tender vehicles.
The following principles are to apply:

• Pavements for all roads and parking areas shall be a non-skid, concrete
surface;
• The design of pavement widths and curve radii is to be determined from analysis
of the width and turning characteristics of the largest vehicles to use the roads
being designed; and
• The grading of pavements shall be appropriate to suit the functional and
operational requirements of the building/facility that the pavement is servicing.
14.1.4 Car Parking

Car parking space (if required) and circulation to be based on AS2890.1. Car parking
requirements shall be in accordance with the local authority requirements with a
minimum of 20 additional car spaces allocated. These car parking spaces shall be the
same sizing as those adjacent the workshop building. Car park areas shall be provided
with concrete kerbs or swales designed to suit the drainage requirements of the car
park and its immediate surroundings. Disabled access and parking shall be allowed
for in the design.
14.2 Electrical General

The installation shall conform to the requirements of applicable legislation, AS/NZS
3000 (Wiring Rules), local Supply Authority’s Service and Installation Rules or Network
Service Provider (NSP) as applicable. Power (i.e. Switched Socket Outlets and the like)
will be provided throughout and protected by residual current circuit breakers where
appropriate and where required by code and in accordance with Workplace Health and
Safety Regulations. An earthing system will be provided to all new facilities in
accordance with the relevant standards.
14.2.1 Site and Service Conditions

All equipment shall be capable of correct operation under the service conditions that
are encountered at the location in which the equipment is installed when conditions at
the site are as specified below. This shall include suitable de-rating as a result of
elevated temperature. The design temperature for equipment shall be the Site
Maximum Ambient Temperature plus any temperature rise caused by environmental
factors such as exposed locations or the operation of adjacent equipment, together with
losses from the equipment contained within the enclosure. As a minimum, the following
temperature rises due to environmental factors shall be adopted in these calculations:
• Within well ventilated buildings: + 0oC.

• Within external enclosure not exposed to the sun: + 0oC.
• Within external enclosure exposed to direct sun: + 15oC.
Site Design Parameters

Maximum Ambient Temperature: 44oC.
Minimum Ambient Temperature: 5oC.
Yearly Average Temperature: 25oC.
Relative Humidity: Max: 100%, Min: 20%.
Altitude not Exceeding: 1000 m.
Ambient Air: Tropical/Marine to AS/NZS2312:1994.
14.2.2 Lighting
Internal Lighting
General lighting shall be provided to encompass the entire facility including corridors,
office areas, open areas, storage areas, plant rooms, ablutions, workshops and
ancillary areas with emergency and exit lighting provided to code requirements. The
levels of artificial lighting will be in accordance with the recommendations of AS 1680.
Interior lighting for the various tasks is to be provided in all of the internal spaces.
Artificial lighting levels are to be as prescribed by the various Codes of practice for each
area. The design of all lighting systems should take into account the patterns of
available natural light. Automatic daylight compensation and time clock switching
should be considered for inclusion subject to cost constraints.
General office and laboratory lighting should be achieved through the use of high
efficiency LED.
Low energy use, high efficiency lamp sources and luminaries will be selected to suit
the application.
Emergency and evacuation lighting will be installed in accordance with AS2293 and the
BCA. Luminaries’ construction type will allow regular cleaning and be suitable for its
application. Lighting for areas that require special attention, such as office areas, will
be designed in accordance with AS 1680. Electromagnetic radiation interference will
be specified to tolerances nominated in AS 4251.
Lighting control within separate rooms (offices and the like) will be controlled with
localized switching, that is one switch per room. Motion sensitive shut off switching will
be investigated and presented to FNU for consideration during the design development
and cost planning phase. Conference/meetings rooms and the like will be provided with
dimmable lighting. Centralised switching from a common area or areas will control large
areas. Corridor lighting will be controlled with local or central switching, dependent on
the application. Centralised switching shall be linked to the access control system and
switch off apart from nominated 24 hour lights when the area is unoccupied. Switching
is to be configured to provide an afterhours lighting in discrete areas.
External Lighting
External lighting will be provided to suit the tasks involved and to allow safe access and
usage of the facility. The external lighting will be designed in accordance with the
recommendations of AS/NZS 1158. The design of the external lighting will be suitable
for the purpose and meet any applicable OH&S requirements any Risk Management
assessment undertaken by the FNU External lighting will be designed in accordance
with the recommendations of AS/NZS 1158. External lighting will be under PE cell
control. Manual override will be provided at each building main switchboard.
Emergency and Exit Lighting

Emergency and exit lighting will be provided utilising single point, self-contained units
connected to a central testing facility within each building. The emergency and exit
lighting will comply with the requirements of AS 2293 Emergency Evacuation Lighting
for Buildings. This site wide computer monitored exit and emergency lighting system
shall be extended to incorporate the new facility.
14.2.3 Distribution and Accessories
General Power
The general power installation will comply with AS 3000. Generally the use of residual
current devices (RCD’s) will be provided in accordance with Wiring Rules requirements
and Workplace Health and Safety Regulations.
Final sub-circuits will be provided to fixed electrical equipment throughout the facility.
Sub-circuits switched socket outlets will be provided for the connection of all portable
and semi-portable electrical equipment and will be fitted with RCD’s in accordance with
the requirements of AS3000 and Workplace Health and Safety Regulations.
RCD’s shall be used on the applicable circuits only and not used unilaterally on all
circuits.
Care shall be taken to limit the number of points on a circuit to a maximum of 8 double
socket outlets ( or less where the anticipated load requires) and to distribute the points
with leakage current in order to avoid nuisance tripping. All power circuits shall be
provided with minimum 25% capacity for additional outlets on the MSB and minimum
75% capacity for additional outlets on all DBs.
Backup Power
Access to existing generator back up will be provided to all parts of the buildings
electrical distribution.
Various levels of security of electrical supply for the installed equipment and plant.
The classifications will be as follows:

I. Critical: requiring conditioned and uninterrupted power supply (UPS): Coloured
Red.
II. Essential: requiring connection to the essential supply ( diesel generator
backup) colour coded Black.
II. Normal (Non-essential): no additional supply security required, colour coded

white.
The electrical system will have connection to the essential and non essential supply
onsite.
Fifty percent of all power outlets in the laboratory and office areas shall be protected
from power loss by the supply of uninterrupted power supply (UPS) equipment via a
central reticulated system (with one UPS unit allowed per level with a 30 minute standby
capacity under the projected loading).
Electrical skirting duct containing the power and data outlets shall be extensively used
in laboratory areas and open plan office areas to maintain flexibility of use performance
requirements.
Cabling General
Cabling shall be protected to the recommended level in accordance with AS3013 and
will ensure that a minimum protection level as agreed with FNU is achieved. All wiring
systems shall be designed as appropriate for the zone in which it is installed which may
include the need for suitable hazardous rated wiring and accessories.
Building Sub Main Distribution

A sub main low voltage distribution system shall be installed from the facility Main
Switchboard (MSB) to reticulate power supplies throughout the building to distribution
boards and designated load centres (such as Mechanical Services Switchboards and
Fire Indicator Panels) as required, in accordance with AS 3000 and AS 3008.1.1. All
sub mains shall be provided with 25% spare capacity. All spare conduits, cable ladders
and trays shall be provided with capacity for 50% additional load, segregation between
power and communications shall be provided to ensure spare capacity.
Distribution Boards
Distribution boards in each building will be provided for general purpose lighting and
small or specialised power applications. All distribution boards will be provided with
25% spare pole capacity and 25% spare space for additional switchgear. Switchboards
will be labelled to ensure ease of operation and maintainability.
Final Sub-Circuits
All final sub circuits will be protected by suitably rated miniature air circuit breakers and
where appropriate, residual current circuit breakers. Spare capacity (25%) will be
provided on all lighting and power final sub circuits. All cable sizes will be selected in
accordance with AS 3008.1 Electrical Installation – Selection of Cables. All final sub
circuits will be run in suitable containment systems and concealed within false ceilings,
floor voids or walls as necessary. Final sub circuits in plant rooms only shall be surface
mounted.
Hazardous Areas
The extent of hazardous areas shall be determined during design. These may include
workshops, storage areas, flammable lockers, battery store, solvent stores and
cleaning areas. Any hazardous area installations shall be certified in accordance with
the requirements of the Queensland Electrical Safety Act and other relevant acts and
codes. Hazardous areas should be assumed to be anywhere in this facility.
14.2.4 Lighting Protection and Earthing
Lightning Protection
The new facility will be assessed and if necessary provided with a lightning protection
system in accordance with AS 1768.
Earthing
A Multiple Earthed Neutral (MEN) general earthing installation complying with
requirements of AS 3000 shall be provided at the substation with sub main earth cabling
to the building MSB and DB’s. Separate earthing systems or reference points are to be
bonded in accordance with AS 3000 and AS 1768 in such a manner as to ensure that
the design does not compromise the engineering requirements of the earthing systems
and that potential for earth loops in the facility are eliminated.
Equipotential Bonding
Provide equipotential bonding as necessary within all hazardous areas. Hazardous
areas should be assumed to be bulk store, and solvents stores.
14.2.5 Plant Rooms, Battery Rooms, Corrosive Stores and Flammable and
Combustible Stores
Battery installations shall comply with AS 2676 Guide to the installation, maintenance,
testing and replacement of secondary batteries in buildings and AS 3011 Electrical
Installations – Secondary batteries installed in buildings. All flammable and combustible
stores shall be designed in accordance with AS 1940 and corrosives’ stores shall be in
accordance with AS 3780.
14.3 Energy Management

The optimal management of energy consumption is a key responsibility of the Design
Team. The architecture of the buildings and the selection and implementation of the
services plant will all play a critical role in the shaping the energy usage character of
the facility.
Some desirable energy saving initiatives that the project team needs to consider
includes:
• Solar hot water systems
• After hours setback on air-conditioning
• Maximise indirect natural lighting
The use of life cycle costing analysis is a key tool that the team should use in
assessing the design options and it is expected that this type of data will be presented
in the Concept Design Report.
The facility will incorporate energy monitoring of power usage at the switchboards
within the facility. This monitoring shall be compatible to the proposed energy
monitoring system as installed.
14.4 Data and Communications
14.4.1 General Description

The following is a general description of the communication services requirements:
• A Cat 7 combined voice / data internal cabling system for the building internals
for the FNU network
• Building systems cabling for BMS and other building automation systems
• Interface to security and fire systems as necessary
• Voice to each work area (refer to Section 4) and adequate provision for copiers
and printers
• Wireless data distribution to all parts of the building
14.4.2 Communications Design Parameters and Strategies

The general strategy that will be used for communication services in the new facilities
is as follows;
14.4.3 Outlets
Communications outlets will be provided for all office areas, workshops and
laboratories and similar areas to suit the locations of furniture and equipment. The
use of IP telephones and interface with existing systems is required. Generally this
will involve a 2-gang labelled outlet at each desk or applicable item of equipment for
the FNU network. Outlets and associated wiring in the facility shall be positioned as
required taking into account the hazardous zones.
14.5 Electrical Fire Services Design Parameters and Strategies Detectors
14.5.1 General Description

The fire services will include the following:
▪ Automatic Sprinkler systems to all levels of the facility including concealed
sprinklers to meet AS codes. The requirement for sprinklers is above and beyond the
BCA required by FNU given the important scientific records held within the facility.
▪ Automatic fire detection, addressable type, to all buildings using smoke
detectors in office areas, corridors, switch rooms, laboratories and heat detectors in
workshops, plant rooms, amenities areas and roof spaces;
▪ Automatic shutdown of major air conditioning systems and lifts in each building
on activation of fire alarm as required by BCA;
▪ Interface and integration to existing Fire Panel (refer section 5.4.5);
▪ Master emergency control panel located within the building’s main entry
(adjacent fire indicator panel) as necessary;
▪ Interconnection of the fire panels to the NFA;
▪ Emergency warning systems in each building using loudspeakers and visual

alarms and warden intercommunication points as necessary; and
▪ Interface to suppression and smoke control systems and other plant shutdowns
as required.
14.5.2 Equipment
All fire detection and alarm equipment will be tested, registered and connected to the
Fiji National Fire Authority (NFA) with Automatic Alarm Signalling Equipment (ASE).
All equipment is to be new.
14.5.3 Detectors
Commercial detectors shall be used throughout. Detectors will be intelligent
addressable type with individual indication on the Fire Indicator Panel (FIP). All
detectors will be self-indicating with terminals for connection of remote indicator (if
required) and will comply with the relevant parts of AS 1603. Devices will have high
immunity to dust accumulation with provision for automatic gain control to minimize
deterioration of detector performance through dust build-up on optical surfaces.
Where suitable, multi-criteria detectors will be used to enhance detection while
minimising nuisance actuation through environmental factors. Beam detectors shall
be used in the workshop areas subject to compatibility with the building structure. If
not possible, then air sampling smoke detectors shall be VESDA™ or equivalent.
Flame detectors shall be provided to the workshops and areas where hydrocarbons
are present. Heat detectors will be either fixed temperature or rate-of-rise type to suit
the particular environment in which they are located.
14.5.4 Concealed Space Detection

Concealed spaces such as roof voids and deep ceiling voids shall be protected by
heat detectors in accordance with AS 1670, except where concentrations of electrical
equipment may require the use of smoke detectors.
14.5.5 Fire Indicator MIMIC Panel

A Fire Indicator MIMIC Panel (FIMP) shall be located internally at the main entry to
the facility and linked back to the main panel located at reception. The FIMP will be
suitable for monitoring of the various detector types proposed for use in the facility.
The FIMP shall be connected to a 240V power supply from the electrical main
switchboard.
14.5.6 Emergency Warning and Intercommunication System

An emergency warning system shall be provided in accordance with the BCA and
AS2220 for the new buildings as required. The system shall activate all loudspeakers
upon receipt of a fire alarm from anywhere in the building.
14.5.7 Loudspeakers
Fire alarm warning loudspeakers shall be provided in all areas in accordance with the
BCA and AS1670. Sound power levels in occupied areas on system operation shall
be in accordance with AS1670.
Where background noise levels may limit the audibility of the alarms, supplementary
visual alarms shall be provided using strobe lights located for ready viewing from any
location in the area protected.
14.5.8 Evacuation Plans

Existing Evacuation Plans have not been assessed at the present time and these will
need to be assessed and updated as a part of the fire safety design on this project.
14.6 Fire Detection and Protection
14.6.1 General Criteria

Fire detection and fire protection services shall be installed throughout the facility and
associated open spaces in accordance with the Fiji National Building Code, codes
and standards described in this sub-section and the requirements of the National Fire
Authority (NFA).
14.6.2 Fire Detection/Suppression

Fire detection and suppression systems are to be in accordance with the requirement
of the NFA . Detection/suppression systems installed are to be connected to the fire
panel and alarms to management and the NFA . To assist in the periodic monitoring
of storage practices, and uses of the facility, signs describing the design limitations of
the fire sprinklers by quantity or hazard classification shall be located within the Fire
Sprinkler Valve Enclosure and all designated store areas in the facility serviced by fire
sprinklers.
14.6.3 Fire Points

Fire points are to be provided throughout the facility. A fire point consists of a fire hose
reel and a selection of fire extinguishers appropriate to the fire risks present within the
building. Fire points are to be centred on fire hose reels located within 4 m of required
exits and at other locations as required by the BCA. Hose reels are to be in
accordance with AS 1221 and installed in accordance with AS 2441. The fire points
are to have extinguishers of type, size and quantity as required by AS 2444 (supplied,
installed and indicated). Hose reels which are located in working accommodation (i.e.
vehicle shelters, workshops, stores area and so on), are to be housed in a fit for
purpose metal cupboard.
14.6.4 Extinguishers (Portable Fire Equipment)

Fire extinguishers are to be provided for first attack fire fighting to the requirements of
the BCA, with design, installation and commissioning to AS 2444. In general fire
extinguishers shall be located adjacent or in close proximity to electrical cupboards,
switch rooms, plant rooms and at each fire hose reel position (refer section 8.6.3).
Final positions will be subject to authority approval.
Note fire hose reels are to be installed in lieu of water type fire extinguishers (refer
section 8.6.3).
14.6.5 Fire Blankets

Fire Blankets are to be provided for first attack fire fighting to the requirements of the
BCA, with design, installation and commissioning to AS 2444 and also within the
Safety Stations on each level and adjacent any high risk location as identified .
14.6.6 Fire Hydrants

Fire hydrants located external to the building are to be dual outlet provided to the
requirements of the BCA. Fire hydrants located internal to the building are to be dual
outlet provided to the requirements of BCA. External hydrants shall be located so as
to minimise the potential for accidental damage by vehicles, but accessible to the NFA
. Hydrant valves shall comply with AS2419.2
14.6.7 Emergency Egress Requirements

Emergency egress shall be provided in accordance with the BCA. Doors in required
exits shall be fitted with door hardware to BCA requirements.
14.6.8 Emergency Warning and Intercommunication Systems (EWIS)

EWIS design and installation are to be provided in accordance with the BCA and AS
2220.
14.6.9 Emergency Lighting and Exit Signs

Emergency lighting and exit signs shall be provided as required by the BCA. Design
and operation shall be in accordance with AS 2293.
14.6.10 Smoke Control

Smoke control shall be as required by the BCA (for other than Class 7 and 8) and in
accordance with AS 1668 or AS 2665 as appropriate. Smoke and heat vents shall be
installed in Class 7 and 8 occupancies over 1500 m². Vents shall comply with AS 2427
and system design and installation shall be to AS 2665.
14.6.11 Emergency Vehicles Access

Emergency vehicle access shall be provided in accordance with the requirements of
the BCA.
14.6.12 Manual Call Points (MCP)

MCPs are to be installed in accordance with the BCA requirements for installations
with fire systems. These should also be installed into the Safety Stations that are to
be located on each level as per the Standard FNU OH&S policy adopted.
Weather resistant types shall be used where MCPs are installed in exposed positions.
14.7 Hydraulics

The Hydraulic Design Consultant will make an assessment of the water supply and
waste treatment capacity of the existing infrastructure and advise the project team
accordingly.
Special attention needs to be paid to the disposal of radioactive and biologically

contaminated wastes. The Hydraulic Design Consultant will conduct a thorough
examination of the current waste water disposal methods and ensure that all outfalls
meet the requirements as prescribed in the FNU Environmental Management Plan.
Localised systems are to be investigated to supply of reverse osmosis, filtered water
to the lab sinks nominated in the brief.
Hydraulic services shall be installed in accordance with the requirements described

in this section, including all codes and standards, as follows:
14.7.2 Water Supply

Design shall conform to the Plumbing Code of Australia, all relevant Australian
standards, Suva City Council and Water Authority of Fiji requirements and standards
and the requirements of this document. Water supply design shall provide the most
cost effective (including WOL) means of meeting the AS/NZS 3500.1:2003
requirements for backflow prevention.
Concrete mounting slabs and galvanised steel tube protection bars are required for
all above ground valve installations in grassed areas and any other locations where
the assemblies are susceptible to damage. The facility shall be served with cold water
controlled by an easily accessible central control valve. All hydraulic fixtures will be
capable of being isolated without affecting water supplies to the fire hose reels.
14.7.3 Internal Water Services

Internal water services are to comply with the requirements and recommendations of
AS/NZS 3500.1:2003. Domestic hot and cold water systems will operate within the
pressure range of 150 kPa to 500 kPa and water velocity within such systems will not
exceed 2.1 m/s. Velocities within buildings will not exceed 1.5 m/s. Pressure reducing
valve sets are to be used where required to control building and equipment inlet
pressure. All internal water outlets will be fitted with a flow control balancing system.
A filtration unit will be installed in the basement for the domestic supply. It shall be
electrically connected and incorporate an automatic backwashing cycle. Stop valves
are required for the facility to enable isolation on each level and are to be located
within wall boxes or plant spaces. Water systems will only be further filtered where
specifically required either by end user needs (i.e. equipment) or by system design.
Connection is required to boiling water/ chilled water taps (similar to Zip Hydro Tap)
in the tea/ coffee station on the first floor and the Project Room on the second floor.
Figure 6 - Example of hot water/ chilled water tap for tea/ coffee areas
Water supply will be needed for the existing Milling Machine that will be relocated from
the Coral Workshop shed to the new Coral Processing Workshop on the ground floor.
14.7.4 Hot Water Systems

Hot water supply shall comply with Commonwealth, State and Territory legislation,
Building Code of Australia and AS/NZS 3500 series. The most stringent requirement
will take precedence. Controlled temperature hot water will be provided to specific
fixtures as detailed in AS/NZS 3500.4:2003. Prescribed warning notice shall be
provided at outlet of taps where water supply temperature is greater than 50ºC.
An appropriate temperature control device will be provided at each sanitary fixture to

avoid scalding by hot water delivered to sanitary fixtures used for personal hygiene
purposes. Hot water will be supplied to both kitchen and cleaner’s sinks at 60ºC and
to all personal hygiene fixtures at maximum temperature of 50ºC, except disabled
amenities at a temperature of 43ºC.
Hot water piping and ancillaries are to be fully lagged with high quality foam lagging
to prevent excessive heat loss. Systems with smaller storage requirement and boiling
water units will be mains pressure electric heated. Instantaneous gas hot water units
are to be provided where considered economical and appropriate.
Hot water will be provided to all sinks and hand basins in the new building from a solar
hot water system mounted on the roof.
14.7.5 Sanitary Drainage and Plumbing

The sanitary drainage and plumbing systems design must ensure that all liquid wastes
generated by the facility are lawfully trapped, treated and discharged in accordance
with statutory regulations. It is noted that all sewerage is treated onsite through an
anaerobic package system.
Trade waste discharges to the sewerage system will meet Water Authority of Fiji
requirements and, where required, pre-treatment of selected wastes is to be provided
at or close to the source of generation of the waste. Pre-treatment includes, and not
limited to, the following: sumps, sullage pumping wells, oil arresters/separators,
grease traps, neutralising and/or effluent treatment pits and any other hydraulic device
necessary to allow disposal of liquid wastes in accordance with all Government
regulations.
Consideration is to be given to detention of hazardous wastes including wastes

potentially contaminated by grease, oil and chemical elements. Provision will be made
for suitable test facilities prior to discharge to sewer.
14.7.6 Sanitary Fixtures

Measures will be adopted to minimise water use and wastage by use of water control
(valve) inserts to taps, low flow shower nozzles etc. All fixtures shall be AAA rated.
Emergency eye wash devices and hand washing facilities will be required in the
ground floor work area and on the first floor dry laboratory.
Figure 7 - View of typical eyewash facility in use at FNU
Figure 8 - View of typical hand washing facility in use at FNU
14.7.7 Roof Water Drainage

Design of roof water systems shall be in accordance with AS/NZS 3500.3:2003.
Rainwater gutters are to be designed to be low maintenance and should not be
susceptible to blockages from leaf litter and tree litter from surrounding vegetation.
Construct all gutters with falls to promote self-cleansing velocities. External
downpipes are to discharge over grated stormwater pits and or concrete splash pads
specifically designed to promote low maintenance. Box gutters should only be used
when no other alternative is available. All metal rainwater goods shall be selected and
installed in accordance with AS 2180. Where provided, eaves gutters and all
associated downpipes shall be sized for 1 in 20 year and 1 in 100 years Average
Recurrence Interval (ARI) respectively.
14.7.8 Stormwater Drainage

Design to be in accordance with the AS/NZS 3500.3:2003 and Building Code of
Australia. Unless specified otherwise, the performance of the drainage design is set
out in the table below:
Stormwater and Drainage Design Criteria

All Stormwater design as far as practicable shall be designed to meet the Stormwater
Management Targets for Suva Region. In general, the stormwater drainage system
shall incorporate best management practices. Design shall take into account all
external catchments that contribute to the site and allow for the potential expansion
of the development.
Underground stormwater drainage systems shall generally be designed for storms of

average recurrence interval not greater than 10 years, unless critical risk sites are
identified requiring a higher standard. Short-term temporary ponding for storms of
greater than 10 years average recurrence interval may, where appropriate, be
provided utilising roadways as stormwater channels. In such cases, velocities, depths
of flow and duration of ponding shall be limited to avoid significant disruption or hazard
to personnel and vehicles. Stormwater drainage shall be designed such that vehicle
movement around the site may continue by vehicles during a one in 10 year event
rainfall and by foot five minutes after the same rainfall event. Open unlined drainage
systems will be generally designed to carry a minimum Q10 storm flow without
overflowing.
14.8 Mechanical Services

This facility contains PC2 (Physical Containment Level 2) Certified Laboratories in a
Veterinary Hospital and Laboratory environment. The Consultants shall refer to the
publication issued by the Australian Government Department of Health and Ageing – The
Office of The Gene Technology Regulator (OTGR), titled “Guidelines for Certification
of a Physical Containment Level 2, Animal Facility”, Version 3.2– Effective 1 March 2013 for
background information into the certification requirements for a PC2 level facility.
The guidelines (Part A) contain the requirements for certification of a Physical Containment
Level 2 (PC2) Animal Facility issued pursuant to section 90 of the Gene Technology
Act 2000 (the Act).
Further reference is made to the following publications for Design Guidelines with respect to
Hospital and Laboratory Facilities:
• ASHRAE Laboratory Design Guide, 2nd Edition

• ASHRAE HVAC Design Manual for Hospitals and Clinics, 2nd Edition
The Design Consultants shall be knowledgeable in the design of PC2 Certified facilities.
14.8.1 Passive Controls

The construction requirements of the facility shall be in accordance with the
requirements described herein:
• Manual operation under mild ambient conditions to encourage natural
ventilation airflows.
• Roller doors exposed to sun will require heat reflective paint and have
insulation, or a second fabric door fitted, to prevent radiant heat entering;
• Vapour barriers and suitable airlocks/pressurisation to mitigate against high RH
outside air entry.
• Suitable shading and orientation of the windows and the facility to mitigate
against thermal and solar loading.
14.8.2 Mechanical Services Design Requirements

Mechanical services shall comply with:
• Fiji National Building Code;
• Related Codes of Practice; and
• Applicable Australian Standards (the latest edition unless otherwise specified in
the BCA).
In addition, matters relating to acoustic design shall comply with:

• Specific user requirements;
• National Standard for Occupational Noise, NOHSC:1007-2000;
• National Code of Practice for Noise Management and Protection of Hearing at
Work NOHSC:2009-2000; and
• AS/NZS1269 series, AS1276, AS1670.1, AS2107, AS2220 Series and AS2822.
The basis of the acoustic design shall be specified, including recommended design
sound levels, reverberation times, transmission, rain and intrusion criteria and speech
privacy requirements. Control requirements such as transmission control,
reverberation control and plant noise control shall be specified. Vibrations due to plant
shall not be structurally critical or unacceptable to the occupants. All mechanical

equipment shall be isolated from the structure to minimize any transfer of vibration.
14.8.3 Smoke Hazard Management

Smoke hazard management systems shall be as required by the BCA (for other than
Class 7 and 8) and in accordance with AS 1668 or AS 2665 as appropriate. Smoke
and heat vents shall be installed in Class 7 and 8 occupancies over 1500 m². Vents
shall comply with AS 2427 and system design and installation shall be to AS 2665.
The control location shall be deliberately located for easy access. The smoke
management systems shall be interfaced with the building Fire Indicator Panel and
Site Fire Indicator Panel.
14.8.4 Heating, Ventilation and Air Conditioning (HVAC) Systems

HVAC systems shall be designed to maintain conditions as scheduled below at the
stated design ambient loads (Continuous Maximum Ratings (CMR) of Performance
at full load):
Ambient Temperature Conditions – Comfort Criteria (HVAC)

• Summer Ambient 34.0°C DB 27.2°C WB;
Internal Office Temperature Conditions – Comfort Criteria (HVAC)

• Summer Room Condition 23±1.0°C DB, Relative Humidity control required (to
below 65% RH) to levels basement work rooms and storage and first level; and
no Relative Humidity control required to second level.
• Winter Room Condition 23.0°C DB ±1.0°C DB, Relative Humidity control
required (to below 65% RH) to levels basement work rooms and storage and
first level; and no Relative Humidity control required to second level.
• Server / Electronic Equipment Rooms 22°C DB ±1.0°C DB @ 45 – 55% RH.
Extreme ambient conditions within which plant shall be required to continue to

operate:
• Summer: 45°C and full solar load.
All HVAC areas are to be zoned to respond to changing internal and external room
loads. The design shall ensure accurate air balances between supply and exhaust
and systems are to be interlocked where required. Different use areas are to be
served by individual units such as: communications rooms, computer server rooms,
special training rooms and the like. Control systems are to be automatic, with manual
override.
14.8.5 Ventilated Spaces: Design Principles

Ventilation of non air-conditioned spaces utilising passive building design is
encouraged, however it shall be combined with the use of mechanical ventilation
systems where necessary. All designs must take account of climatic conditions, the
nature of the facility and the anticipated usage characteristics.
Where exhaust air is drawn from air conditioned spaces, any increase above code
minimum requirements shall not be at the expense of treating additional outside air to
provide make up air. Comply with sound design principals where air movement is from
clean areas to dirty areas.
Ensure that all fan motors comply with the requirements of AS/NZS1359.5 "Rotating
electrical machines - High efficiency and minimum energy performance standards".
14.8.6 Air Conditioning Systems

Temperature control zoning shall take into consideration all factors likely to
independently affect and vary heat loads between spaces, including solar loading
upon external zones, variable occupancy patterns, hours of usage, equipment
operation and space function.
Temperature control zoning will allow the implementation of after hour’s setbacks for
energy management purposes to the office and passageway areas.
Zones should also be linked via the access control system to enable after hours
operation if zone is occupied.
External plant shall be of outdoor durability (in a marine environment). Attention shall
be given to the visual appearance with larger units being screened from view from
main entry points of the buildings. All HVAC systems shall be capable of being
controlled via an individual Building Control and Management (BMCS), which is
suitable to be interfaced with the site wide building management system.
14.8.7 Dehumidified Spaces

In addition to the performance requirements as detailed previously, a number of the
spaces require control over high level RH within specific parameters.
The Storage area, the X ray and Densitometer room and work spaces in the
Basement and the Laboratory on the second level require temperature and humidity
control to meet the scientific equipment and storage requirements of the coral
samples.
The Designer will need to coordinate and resolve the specific performance
parameters with FNU prior to design documentation.
14.8.8 Outside Air

Designers shall wherever practicable limit the total system outside air impact by using
actual occupancy figures where known, grouping areas with similar outside air
requirements on common systems or utilising exhaust/spill air energy recovery or

other design solutions.
Outside air shall be positively introduced to all spaces and should in all cases pass
through a cooling coil prior to entering the space. Designers shall review the suitable
application of either the BCA or AS1668.2-2002 and provide a certification based on
the best performance outcome (within the context of suitable end use and energy
management).
14.8.9 Ductwork
Ductwork and fittings shall be supplied and installed in accordance with AS4254,
AS/NZS1668.1 and AS1668.2. Where details are not provided by these references or
where directed otherwise comply with "Low Pressure Duct Construction Standards"
as published by SMACNA of USA. All ductwork shall be suitable for a minimum
pressure class 500. Ductwork shall be suitably protected from corrosion noting that
FNU has experienced rusting of internal ductwork previously.
14.8.10 Air Filtering

Provide filter media material to all supply air systems unless specifically stated
otherwise. Filters shall comply with AS1324.1. Ensure safe and adequate allowances
are provided for filter maintenance in accordance with AS1657. Use standard size
filters where possible. Adjust connecting duct sizes to suit filter bank dimensions. All
transitions shall be gradual and shall allow full exposure of filtration media to the
airstream. Filters shall be labelled in accordance with AS1324.1. Where air handling
systems are located in plant rooms, provide a permanent schedule of each filter and
its design performance rating fixed in a visible location. Fire behaviour of filter media
shall be self-extinguishing. Filter media shall be microbiologically inactive and vermin
resistant. Media incorporating glass fibres or media with gel or adhesive coatings are
not acceptable.
14.8.11 Toilet Exhaust Systems

Toilet exhaust and mechanical exhaust systems shall be provided in accordance with
AS1668.1 & 2 and local regulations to ensure good class ventilation of toilet
compartments. Provide grilles or undercut doors to suit exhaust quantities.
14.8.12 Laboratory Exhaust Systems

Specialised extraction supply systems incorporating capture hoods and devices
appropriate to the process shall be installed to each of the rooms and laboratories
that require such equipment.
Figure 9 - Typical flexible exhaust arms for use
Where ventilation systems are required to collect noxious fumes that effluent shall be
collected or otherwise removed prior to discharge to the environment.
Suitable air conditioned make up air shall be provided in the air conditioning design
to recover air pressure within the facility.
Figure 10 - Example of chemical storage cupboards that are both linked to exhaust system
14.8.13 Sundry Ventilation Systems

Flame proof and explosion proof fan motors and fan controls shall be required in
rooms containing flammable gas and/or liquids such as battery charging rooms,
flammable products store rooms if the requirement occurs. Ventilation shall be

provided, but not limited to, sub-stations, switch rooms, plant rooms, pumprooms, and
the alike.
14.8.14 Piping Systems

Pipe work shall be installed in a neat, workmanlike manner with acceptable support,
alignment and grade and in accordance with AS4041. Pipe work shall be installed so
that it is free to expand and contract without causing damage to itself or other works
with due allowances for concrete shrinkage and deflection. All piping shall be tested
to 1.5 times maximum working pressure. Pressures shall not show a drop of more
than 2% in 24 hours and an independent witness shall record the successful
completion of each test.
14.8.15 Vibration Control

The transmission of noise and vibration from mechanical services and equipment to
the building structure shall be kept to a minimum in accordance with the design
parameters previously nominated. Select the type, number and spacing of mountings
to minimise the static load as well as oscillations and dynamic forces imposed during
operation and start-up.
14.8.16 Switchboards and Electrical Services

The power supply for all mechanical plant equipment shall be connected to and
controlled by a Mechanical Services Switchboard (MSSB). Only switchboards of
manufacture that have been type tested shall be used. Where switchboards are
required these shall comply with AS/NZS3000 and AS3439 series of standards and
shall be at least of Form 3 construction. All cabling in switchboards shall be provided
with suitable identifying labels.
14.8.17 Painting, Labelling and Identification

All installed, supplied and manufactured equipment such as plant, pipe work,
equipment and apparatus that is externally or internally located and exposed to view
shall be painted. Galvanised surfaces to be painted shall only be painted after
cleaning and etch priming. Colours shall be in accordance with AS1345 unless
otherwise required.
All equipment shall be identified with nameplates. Markers to identify type of service
and direction of flow shall comply with AS1345. All valves shall be tagged and details
of these valves shall be recorded including numbering in the appropriate contract
deliverables. Equipment identification description and numbers shall correspond with
schedule identification description and numbers.
All plant and equipment shall have engraved metal “name plates” mechanically
secured to readily observable areas of the item. Nameplate information shall include:
• Name of manufacturer, model number and serial number;
• Capacity of item;
• Electrical characteristics of item; and
• Supplementary data including refrigeration type, oil type, lamp type etc.
14.8.18 Weather Resistance

Special attention shall be given to the design details, construction methods and
workmanship to ensure weather tightness of all HVAC components, with special
emphasis placed on the serviceability of joint seals and penetrations under the design
exposure conditions.
14.8.19 Provisions for Maintenance

All mechanical services plant shall be designed to allow adequate maintenance of the
item and its various components. Ensure that sufficient isolating valves and
demountable joints are supplied on reticulated water systems to isolate and remove
individual items of plant whilst retaining operation of the remainder of the system.
Generally plant requiring ongoing maintenance shall not be installed in ceilings.
Items normally installed in ceiling spaces such as variable air volume terminals shall
be positioned where access is available to all sides and access panels shall be
provided. Where access is through ceiling linings, it shall be in compliance with the
State Health and Safety Authority recommendations for the use of ladders. All air
balancing devices shall be accessible both for initial air balance and for future
adjustments. Plant rooms shall be laid out to provide adequate working spaces for
servicing operations. In addition to the requirements specifically detail, design and
layout plant spaces to provide safe and reasonable working conditions for all normal
servicing operations. Where practicable, exhaust fans shall be mounted in plant
rooms or in accessible locations within the building rather than above roofs.
14.8.20 Reticulated Fluids and Pipe work Systems
Compressed Air
Compressed air supply is required to be connected into the ground floor of the North
Wing. The compressed air can be supplied from the existing compressor in the
basement of the Main Complex via pipe work fixed to the underside of the first level
bridge. All equipment and installations shall conform to AS1715, and all associated
standards and regulations.
The pipe work systems shall be designed to limit friction drop based on briefed or
expected usage patterns and sloped in the direction of flow to dispose of condensate.
Automatic condensate drains shall be fitted and shall discharge to a suitable location
outside the building, which does not cause a hazard, or alternatively above a sewer
drain point.
No main pipe work shall be less than 20mm diameter copper, or 15mm diameter
copper for final drops. Quick connect couplings are to be provided at all outlets unless
advised otherwise by users. Coupling types shall be compatible with the user group’s
equipment. In all cases, couplings shall be rated for a minimum flow of 15 l/min.
14.9 Security
14.9.1 Entry Control

Entry control measures shall ensure that only authorised people have unimpeded
entry and exit to the North Wing. The access control device should be installed at the
points at which the bridges attach to the building. Such control can be achieved by:
• Physical barriers;
• Electronic or mechanical devices;
• Visual recognition by employees; and
• Passes or identity cards.
Entry control to integrate with the existing security systems and include allowances
for connection and integration into the Building Management system for lighting and
air conditioning control options.
14.10 Security – Electronic
14.10.1 Security Alarm System (SAS)

The facility will be integrated with the existing SAS system and include intruder
detection on all external doors, stairwells and passageways, including interlinks with
the access control and CCTV systems for image capture and alarm functions.
14.10.2 CCTV (Closed Circuit Television System)
The facility will have CCTV cameras installed on each level and at each external
access point (a total of 6 cameras), these shall be IP based cameras that are
integrated into and can be monitored from the security station at the main facility
reception with colour reception at suitable resolution for personnel identification.
14.11 Security – Physical
14.11.1 Doors and Hardware

All external doors to the facility shall be appropriately installed as required for a
‘Intruder Resistant Area’. Doors shall meet AS2688. Outward opening doors shall
utilize hinge bolts and latch protector. Any roller shutter doors are to be of a design
specification that does not allow them to be lifted from their tracks without evidence
of tampering.
14.12 Structural
14.12.1 Introduction
The design and construction of primary building elements for the facility shall be in
accordance with the requirements described in this section.

The structured design shall be in accordance with all relevant Australian Standards,
the BCA and building regulations. The design shall not only have sufficient strength
to resist the statutory loads but shall also be serviceable with respect to short term
and long term deflections, vibrations and durability in accordance with industry best
practice and relevant Australian Standards.
The designed structure shall be able to support the loads of equipment including roof
mounted equipment (such as aerials and satellite dishes), plant items as well as dead,
live, wind and earthquake loads.
14.12.3 Design Loads

The structural design live loads shall be calculated in accordance with the latest
AS1170.1, “Structural Design Actions – Permanent, Imposed and other actions”
(including supplements). The importance level of the building is considered to be IP2.
The design shall provide for the following design live loads as a minimum: -
• Office Floors; General live load - 4.0 kPa + 1.0 kPa superimposed; Dead load
for demountable partitions
• Mobile office shelving (such as ‘Compactus’® systems) - the greater of 7.50 kPa
minimum or manufacturers specification
• Plant rooms – the greater of 5.0 kPa or as specified by mechanical engineer.
• Non trafficable roofs -0.25kPa
• Handrails- 0.75kN/m
14.12.4 Wind Loads

The design wind load shall be based on the appropriate parameters as they relate to
the site and as defined by AS1170.2 (including supplements). A 50 year working life
with an average recurrence interval of 1000 years shall be nominated.
The wind loads shall be determined for appropriate class of Region, Terrain Category
and Topographic, Importance and Shielding Multipliers. The design shall assume that
doorways to large enclosed spaces will be left open during storms including cyclonic
events.
14.12.5 Vehicle Loads

Internal ground slabs shall be designed to withstand the loadings as specified in
Section 5.1.
14.12.6 Serviceability Requirements

The structure shall incorporate adequate movement joints to accommodate
volumetric changes in the structural elements due to temperature and moisture
variations, load deformations and foundation movements. The joints between the floor
slabs require careful consideration. The designer shall ensure that areas subject to
heavy impact (e.g. basement, labs.) be designed to withstand impact and abrasion.
Walls subject to pressure differential, as a result of mechanically forced or drawn air,
are to be designed to pressures supplied by the mechanical consultant. These
pressures are to account for the effect of sudden events such as start up and vent
closure.
The building is to be designed to avoid perceptible vibrations with special

consideration for the plant and equipment, footfall induced vibrations and vibration in
office areas.
Appropriate allowances shall be made for the effect of vibrating plant and equipment
supported by suspended floors. Floors shall be checked to ensure that the effect of
the vibration is not structurally critical nor would it cause discomfort to the occupants
or affect the scientific equipment intended for location within the facility.
Where masonry walls are proposed, the actual loading and distribution is to be
considered. The structure supporting masonry walls is to be designed to ensure that
any movement is within the requirements of the latest edition of AS3600 (including
supplements). The design shall ensure elements are provided which can direct and
accommodate building movement without being detrimental to the wall’s appearance.
14.12.7 Termite Management

Consideration is to be given by the designers on the need for the implementation of a
termite management systems in accordance with AS3660.1-2000 Termite
Management.
Termite management systems may include, and not be limited to:

• Timber not be used in load bearing elements
• Non-structural timber to be protected via physical termite barriers
14.12.8 Steelwork
All design and detailing shall conform to the latest edition of AS4100 (including
supplements). The structures shall be designed for the worst loading combinations.
(Apply the appropriate factors specified in AS1170.1).
Corrosion protection shall be provided for all steelwork to achieve long-term protection
in accordance with the latest edition of AS2312 (including supplements).
14.12.9 Masonry
All brickwork and block work shall conform to AS3700 and the relevant referenced
codes.
14.12.10 Timber
All timber elements and connections shall be designed and detailed in accordance
with AS 1684, AS 1720 and referenced codes therein.
14.12.11 Reinforced Concrete

All concrete elements are to be designed to AS 3600 and AS 3610. All concrete
surfaces shall be cured according to compatibility with applied finishes. Generally, all
slabs on ground and foundation concrete on site shall have a minimum characteristic
compressive strength of 25 MPa. All suspended concrete slabs will have a minimum
characteristic compressive strength of 32 MPa. Concrete exposed to salt laden air
must be designed to comply with the relevant standards for this type of exposure
condition. All reinforcement covers shall conform to AS3600. Crack control of
concrete shall be considered in design and detailing as required by AS3600.
The dishes must be elevated so that at 0˚ azimuth the dish has a clear line of sight
over the library roof to the south and is not worse off than the current situation in its
line of sight to the west over the nearby mountain.
Provision should be made for installing a third satellite dish. Refer to drawing in
Attachment 2.
15 BUDGET CONSTRAINTS
The Design Team is at all times to be mindful of the financial parameters under which
this project is operating and to design the works accordingly.
In providing a final design submission for this project the Consultant is to review and
provide comment on the area and budget allocations and advise of their suitability.
Commitments to increasing the overall floor area within budget constraints would be
well regarded by the key project stakeholders.
The project budget is fixed and cannot be exceeded without the expressed written
authority of the FNU Council.
16 PROGRAM
Refer to the Preliminary Master Program in Appendix F for details.
Alternate programs providing early or accelerated handover may be well regarded by

the FNU Project Team.
The Consultant should review the program and advise if significant savings or
advantages may be achieved by alternative programs, accelerated or early works and
such like.
17 APPENDICIES
Appendix A – Preliminary Boundary Survey And Site Location Plan

Appendix B – Proposed Concept Layout Plans
Appendix C – Veterinary Hospital Design Reference Photo Report
Appendix D – Area Schedules
Appendix E – Room Data Sheets
Appendix F – Project Master Program
APPENDIX A – MASTER PROGRAM
post
mortem
lab
PURPOSE
L0T 1 - CIVIC (EDUCATION)
AREA AND DIMENTIION SUBJECT TO FINAL SURVEY
LAND TYPE - SATELAND
CONTOUR INCREMENT
MINOR - 0.3m
carpar
k
MAJOR - 1.0m
DATUMN LEVEL - ASSUMED @ IP2 (123.42m)
LEDGEN
MAIN SCHOOL BLOCK
DOMITORIES
STUDY SHED
TOILET BLOCK
CLASS ROOM
STORE ROOM
FOOTPATH
GENERATOR
LOCALITY PLAN ( NOT

SECURITY GUARD
WORKSHOP
TO SCALE)
WATER TANK
EXISTING ROAD
EXISTING DRAINS
ELECTRICITY BOX
SUBJECT SITE POWER POLE

MANHOLE
CONTROL MARKS
NOTES.
1. ALL BUILDINGS ARE MEASURED FROM THE EAVES
2.CONTROL MARKS
IP3 - Y- Z -122.54
3883743.02 1976803.70
3883693.60
IP4 - 3883640.29 Y - Z -122.27
COPYRIGHT PROJECT Surveyed by: E.MA'ATA Drawn by: Checked by: Scale:
The concept and information contained in this document are
J.B
01 the copyright of the DUTTS SURVEYING CONSULTANT
Use or copying of the document in whole or in part without
the written permission of the DUTTS SURVEYING CONSULTANT
constitutes an infringement of copyright.
PROPOSED SUBDIVISION OF
FNU KORONIVIA PTOF SO6042
J.BIU, A.DAVETAWALU, J,VUETI
Date:
30 01 2017
DISTRICT: NAITASIRI
MUNIL DUTT 1:1500 (A2)
PROVINCE : NAITASIRI
ISLAND OF: VITI LEVU
APPENDIX B – CONCEPT LAYOUTS
APPENDIX C – BOUNDARY DEFINITION SURVEY PLANS
CAFF ANIMAL HOSPITAL
Charles Sturt University
University of Melbourne
Entry Vestibule
Reception
Intensive care unit
Intensive care unit | Southwest Veterinary Medical Center | Albuquerque, New Mexico | Primary
architect: Wayne Usiak, BDA Architecture | Photo courtesy of Kirk Gittings, Kirk Gittings Photography
Waiting area
Waiting area
Vet Examination room
Conference Room/ workspace & interactive tute space for students
Massey University
Labs – Massey Uni
Labs – Massey Uni
Mobile clinic & parking – must be close to stores
Massey
Massey
Mobile clinic options
Dental Surgery
Surgery prep room
Scrub and clean area – Massey Uni
Surgery theatre
Surgery theatre – Massey Uni
Students working in groups performing surgery and suturing of sheep
Medical Records
Small lab/charting room
Dog run, Kennels, other animals
enclosures
Treatment Area
Cat ward
Office cubicles
Massey Uni
PPE/ safety items/ changing rooms
Massey uni
Vet Examination room
Storage & Pharmacy
Storage areas
Massey Uni
Foods Store
Massey University’s clinic – Pet products sales area
Massey uni – CCTV monitoring
Massey ‐ Miscellaneous
APPENDIX D – AREA SCHEDULE
Level Function Area (m²)
L1 Post Mortem 72.59
L1 Cool Room 26.82
L1 PM Ante room 7.36
L1 External Kennels 26.43
L1 External Mobile Clinic 27.14
L1 Loading/Unloading 30.6
L1 External Plant 211.44
L1 Plant Room 149.97
L1 Store Room 124.64
L1 Cat Ward 11.66
L1 Iso 1 11.66
L1 Iso 2 11.66
L1 Kennels 36.5
L1 X-Ray 36.5
L1 Dental 26.62
L1 Surgery/Treatment Room 162.79
L1 Prep/Store 20.79
L1 Surgery 31.92
L1 Exam 1 17.3
L1 Exam 2 17.3
L1 Exam 3 17.3
L1 Exam 4 17.3
L1 Exam 5 17.3
L1 Exam 6 17.91
L1 Medical Records 35.58
L1 Laundry 15.12
L1 Cleaner's Room 15.12
L1 On-Call Room 9.58
L1 Ensuite 9.58
L1 ICT Server/UPS Room 53.29
L1 Project Room/Offices 160.26
L1 Womens Washroom & Change Rooms 46.03
L1 Mens Washroom & Change Rooms 46.03
L1 Female Toilet - Public 16.66
L1 Male Toilet - Public 17.29
L1 Lift 7.06
L1 Lift Lobby 12.42
L1 Reception/Waiting Area 200.52
L1 Vestibule 16.79
L1 Air Lock/Vestibule 15.52
L2 Diagnostic Lab 172.65

L2 Histopathology Lab 163.7
L2 Chemical Storage 19.5
L2 Microbiology Lab 65.62
L2 Immunology Lab 73.06
Level Function Area (m²)
L2 General Lab 268.96
L2 PCR Lab 34.49
L2 DNA Lab 25.91
L2 Cell Culture Lab 25.91
L2 Centrifuge Room 12.47
L2 Glass Wash 25.43
L2 Chem Prep 39.96
L2 Interactive Tutorial Space 173.39
L2 Male Toilets 10.29
L2 Female Toilets 10.65
L2 Lift 7.06
L2 Lift Lobby 12.42
L2 Project Room 92.89
L2 Post Mortem Gallery 24.42
L3 Covered Plant Room 316.4

L3 Open Plant Room 224.24
FNU VETERINARY HOSPITAL COMPLEX: AREA SCHEDULE
Level Function Priority Proposed Facilities Staff Students Total Animal Capacity Estimated m2 Mechanical Services Comments
Staffing/Student
Cap Pax
Background This spreadsheet represents the Area Schedule of the facility. The Area Schedule has been extensively discussed with the User Group at 7 x PCG meetings. This final area schedule, V10, is dated 23rd November 2017,
Comments / at the conclusion of the PCG7 Meeting. Note that at this PCG7 meeting, the disussion had moved onto the alternative layout as proposed by the user group. The Area Schedule serves as a means of comparing the
Document History current layout plans with the previously developed plans and serves also as a checklist of functionality and spaces incorporated into the design.
Ground Level 1. Reception/ Admin

Reception/ Admin Must Have Entrance Lobby ? ? na 51.0 Naturally ventilated The entrance lobby is separate from the reception area
Must Have Reception Area & Registration 4 0 4 36.0 Naturally ventilated the reception area represents the seating space required and
is a separate office, similar to what is at MU (Massey
University)
Must Have Client Waiting Area 0 10 10 20.0 Naturally ventilated
Ground Level 2. Small Animal Examination/ OPD Section
Central Store room - Must Have Store Room 0 0 0 16.0 Airconditioned FNU have stated they need to have lots of storage space.
49 sqm Space for equipment, lockable space for medicines. ADPF
suggested a % of the adjacent funcational spaces be used as a
rule of thumb for storage spaces. Check on standard rules of
thumb, HLJK to check with TEFMA docs.
Rename last 3 items Must Have Theriogenology Unit 2 4 6 25.0 Naturally ventilated
as examination rooms Must Have Examination/ Surgery Room 3 12 15 36.0 PC2 Examination table x 3 1 staff and 4 students per table,
surgurical AC supply, one bg hall, doesn’t have to be as big as
the Physiotheraphy room. PC2 because of surgery
Must Have Examination/ Medicine Room 2 8 10 38.0 Airconditioned Examination table x 2 1 staff and 4 students per table,AC
Ground Level 3. Ambulatory Unit

Parking space Should Have Ambulatory Unit 0 0 24.0 open space Adjacent Lobby , parking for 1 vehicle
Ground Level 4. ICU

Must Have ICU Room 2 2 4 36.0 Airconditioned 4 tables / small animals, ICU room so less student/staff, allow
a total of 4
Ground Level 5. C-Arm Room

Nice to Have C-Arm Room ? ? ? 36.0 PC2 X ray facilities - operating X ray facilities for use in
operations, used whilst operating
Ground Level 6. Small Animal

Operation Section
Must Have Small Animal Post Operation Room 2 4 7 30.0 Airconditioned 2 beds, staff - 2 and students - 4
Must Have Small Animal Preparation Room 1 2 3 15.0 Airconditioned 1 bed, small room, animal preped for operation
Nice to Have Surgeon Prep Room 2 0 2 15.0 Airconditioned prep wash area sterile
Must Have Small Animal Operation Theatre 4 8 12 48.0 PC2 2 tables , 6 on each total 12, equipment to be confirmed
Ground Level 7. Pharmacy

Must Have Pharmacy 2 0 2 24.0 Airconditioned 2 people one dispensing plus storage, refrigerators - counters,
refrigerators, storage shelves
Ground Level 8. Washing Laundry

Must Have Washing/ Laundry ? ? 3 45.0 Naturally ventilated Drapes and gowns washing machine, need space for couple of
washing machines, one dryer, folding table, ironing table,
clean storage, dirty store, chemical store
1 of 4 Draft Preliminary Areas Only Subject to Verification for Fitness for Purpose by Design Team HLKJACOB
Staffing/Student
Cap Pax
Ground Level 9. Sterilization This spreadsheet represents the Area Schedule of the facility. The Area Schedule has been extensively discussed with the User Group at 7 x PCG meetings. This final area schedule, V10, is dated 23rd November 2017,
Room
Must Have Sterilization Room 2 0 2 32.0 Airconditioned Autoclave, TBC
Ground Level 10. Staff Washroom
Must Have Male 4 0 4 40.0 Naturally ventilated estimated

Must Have Female 4 0 4 40.0 Naturally ventilated estimated
Ground Level 11. X-Ray Room
Must Have X-Ray Room 2 10 12 80.0 Airconditioned X ray room specs (lead lined), digital X Ray equipment,
adjacent to OT, 1 large animal at a time, both standing and on
floor, padding not required, alllow for 10 students, 2 staff.
Casess may not come in all the time, when they do, we want
to be able to show students etc Students are there to observe
the X Ray process and not the X Rays themselves
Must Have X-Ray Technician 1 0 1 12.0 Airconditioned one workstation space
Ground Level 12. Scan Room

Must Have Scan Room 2 4 6 60.0 Airconditioned 1 large animal at a time, hydraulic table, needs larger space to
allow for scan equipment, may have more than one type of
equipment, mostly ultrasound, endoscopy, 2 staff and 4
students
Ground Level 13. Student Foyer
Must Have Student Foyer 200.0 Naturally ventilated Check area
Ground Level 14. Duty Rooms

Must Have Female Duty Room - students 0 2 2 25.0 Airconditioned ? 2 bed spaces in each of these spaces, intended to be used as
Must Have Male Duty Room - students 0 2 2 25.0 Airconditioned ? "on call"
2 bed rooms
spaces for students
in each of theseon internshhip
spaces, intended to be used as
Must Have Support Staff Night Duty Room 0 2 2 25.0 Airconditioned ? 2 bed spaces in each of these spaces, intended to be used as
"on call" rooms for staff
Must Have Clinical Duty Room - Staff 0 2 2 25.0 Airconditioned ? 2 bed spaces in each of these spaces, intended to be used as
"on call" rooms forstaff
Ground Level
Ground Level 15. Dentistry Unit
Must Have Dentistry Unit with Dental X-Ray 2 4 6 25.0 Airconditioned For small animal, 1 at a time, small equipment, portable, no
dental chair type of large equipment, 1 x crush, used for
teaching, generally for , by reference massey does not have
large animal dentisry room, 2 staff, 4 students. Not for large
animals and if needed for those can use the xray facility for
this purpose
Ground Level 16. Teaching
Staffing/Student
Cap Pax
Must Have This spreadsheet
Teaching represents
Diagnostics Lab the Area Schedule
2 of the facility.
14 The Area Schedule
16 has been extensively discussed with the User Group atAirconditioned
300.0 7 x PCG meetings. This final
It will area schedule,
be multi V10,
purpose lab, is dated
should 23rd
have November
spaces for 2017,
sterilisation (50 sqm alloed for), biochem, haematology,
microbiology, parasitology, clinical pathology, molecular
diagnostics. This is the hospital lab separate from the separate
lab building. Separate room needed for equipment such as
microscope. Maximum number of students is 14. Equipment
Ground Level 17. Kitchen

Must Have Kitchenette ? ? ? 30.0 ventilated used for staff who stay overnight, pantry micro wave, kettle,
sink, pantry, no cooktop
Ground Level 18. Generator Backup
Must Have Generator Backup Room 0 0 0 40.0
Ground Level 19. Access , Egress

and Support Services
Upper
Fire Stairs Must Have services spaces 40.0 these spaces will be developed in detailed at the design stage
Public Bathrooms Must Have services spaces 110.0 these spaces will be developed in detailed at the design stage
Cleaners Room Must Have services spaces 12.0 these spaces will be developed in detailed at the design stage
Lift Core and Lift Must Have services spaces 40.0 these spaces will be developed in detailed at the design stage
Lobby
Services Core Must Have services spaces 40.0 these spaces will be developed in detailed at the design stage
ICT room Must Have services spaces 32.0 these spaces will be developed in detailed at the design stage
Plant room Must Have services spaces 186.0 20% of airconditioned space
Circulation Space Must Have 186.0
Ground Level TOTAL 2100.0
Total
Level 1 31. General Surgery
Unit
Demonstration / Must Have General Surgery Unit - teaching 1 20 21 115.0 Airconditioned used to demonstrate surgery to students on mannequins,
Practical Room needs to be a room with tables, instructors and teachers. Will
also be used with live animals. Allow for 20 students, 4 tables,
1 lecturer. Flat floor not theatre seating. Reduced to 14
students
Level 1 32. Clinical Medicine

Unit
Level 1 34. Staff Male/

Must Have Staff Male/Female Washroom ? ? ? 66.0 number of persons TBC based on TEFMA guidelines
Level 1 36. Lecture Halls

Must Have Lecture Hall 2 1 30 31 62.0 Airconditioned allow for 30 students maximum, configuration shall be flat
floor configuration.
Staffing/Student
Cap Pax
Level 1 37. Clinical This spreadsheet represents the Area Schedule of the facility. The Area Schedule has been extensively discussed with the User Group at 7 x PCG meetings. This final area schedule, V10, is dated 23rd November 2017,
Conference Room
Must Have Clinical Conference Room 30 0 30 120.0 Airconditioned Massey has a large facility with multiple separate teaching
Level 1 38. Theriogenology

Lecture Office
Staff Room Must Have Theriogenology Lecture Office 1 3 0 3 40.0 Airconditioned Teaching Staff office - 3 officers, gynae, medicine and surgery,
Level 1 41. Storage

Must Have Storage 50.0 general storage for all of level 1
Level 1 48. Post Mortem Hall
Separate from the Must Have Post Mortem Hall 4 20 24 1L 144.0 air conditioned 1 large animal at a time, used for both large and small, gantry
main hospital Stores 0 0 0 20.0 for lifting,
Needs plan the
to store PPE,movement, entry and separate
Cleaning Chemicals, exit doors, entry is
spaces
Sample Room 0 0 0 needed
Tissue Samples with refrigerated units
Level 1 49. Isolation ward

Cattle from the
Separate Must Have Isolation Ward 0 0 0 2L 16.0 PC2 2 animals, items 49, 50 needs to be one common separate
main hospital building
Level 1 50. Isolation Dogs &
Cats
Separate from the Must Have Isolation Ward 0 0 0 2L 60.0 PC2 2 animals total , items 49, 50 needs to be one common
main hospital separate building
Level 1 52. Access, Egress &
Circulation
Fire Stairs Must Have services and utility spaces 40.0
Public Bathrooms Must Have services and utility spaces 110.0
Cleaners Room Must Have services and utility spaces 12.0
Lift Core and Lift Must Have services and utility spaces 40.0
Lobby
Services Core Must Have services and utility spaces 32.0
ICT room Must Have services and utility spaces 16.0 Airconditioned
Plant room Must Have services and utility spaces 106.0 20% of airconditioned space
Level 1 Total 1049.0
Level Function Priority Proposed Facilities Staff Students FFnE Total Estimated m2 Mechanical Services Comments
Staffing/Student
Cap Pax
Background Comments / This spreadsheet is an area schedule that defines the scope through spatial requirements and functionality of each space.
Document History
Single Level 1. Veterinary Pharmacology, Toxicology, Livestock Products, Nutrition, Animal Husbandry Combined Lab:
Drug Preparation Usage, simple common use drugs and toxic chemicals. It is a
pharmacology and toxicology lab. Lotions and creams are being made in this lab,
Demonstation of these. Some toxic drugs are used. Normal routine and drugs are
Combined Lab ? Veterinary Pharmacology Lab 2 25 128.5 used, normal PPE needed - gloves, coat, ppe.
Lab Tech 9
Store 11.7
Cleaning 8.66
Single Level 2. Veterinary Bacteriology, Mycology. Zoonosis, Epidemology Combined PC2 Super Lab
Veterinary Bacteriology, Veterinary Bacteriology, Bacteriology / Mycology Lab: Bacterial and Fungal Culture, Isolation etc. PC2 Lab.
Mycology. Zoonosis, Mycology. Zoonosis, (Mycology = Fungal). Handling of contaminated samples. Needs sterility and PC2.
Epidemology Combined Epidemology Combined Discussion on operation, layout, ante chambers etc. Main aim is to prevent spread
of pathogens such as Simonella etc. Yes agreed ante chambers to be used. Lab
also needs space for media preparation, cleaning, sterilisation etc. Zoonosis Lab -
Dealing with infectious diseases, need bio safety levels. Start with PC2. Zoonotic
Cabinets are used with the safety levels. Depends also on how the lab operates.
PC3 is hard to achieve. Not advisable to deal with such agents in academic
institutions. Hence not TB or similar pathogens. Can be combined with
? 2 25 128.5 PC2
Lab Tech 5.4
Store 5.4
Cleaning 7.2
Media Prep 5.4
Bio Safety 5.4
Ante room 5.4

Single Level 3. Anatomical Dissection Hall
Has to cater for 40 students, in 2 batches. 6 Tables, 4 per table, needs ventilation,
exhaust fans, working in fomalin throughout etc, fumes form formalin
Anatomical Dissection Hall ? Anatomical Dissection Hall 2 25 128.5 Exhaust fans/ fume arms
Lab Tech 9
Store 11.7
Cleaning 8.66
Coolroom 12
Single Level 4. Veterinary Immunology and Virology Lab
Immunology and Virology can be combined. Animal samples processing for virus
infections. Immunology tests are being done. (Elisa techique.test). Virology needs
Veterinary Immunology Lab ? Veterinary Immunology Lab 2 25 128.5 PC2 a section for cell culture.
Lab Tech 5.4
Level Function Priority Proposed Facilities Staff Students FFnE Total Estimated m2 Mechanical Services Comments
Staffing/Student
Cap Pax
This spreadsheet is an area schedule that defines the scope through spatial requirements5.4
Store and functionality of each space.
Cleaning 7.2
Media Prep 5.4
Bio Safety cabinets in use 5.4 Bio Safety Cabinets to be provided
Cell culture
Single Level 5. Animal Genetics, Breeding Lab + Biotechnology Lab + Parasitology Lab
Animal Genetics and Biotechnology Lab: Normal lab using computers,
microscopes. NOT PC2. Combined with Biotechnology Lab which is a normal lab
using computers, microscopes. NOT PC2. Not handling contaiminated samples.
Animal Genetics and Breeding Lab
? Animal Genetics and Breeding 2Lab 25 128.5 Sophisticated equipment, DNA Sequencers, PCR ?
moves to PC2 Super Lab Lab Tech 9
Store 11.7
Cleaning 8.66
Single Level 6. Amenities and Services

Amenities and Services ? Male Toilets - Students 20.7
Male Toilets - Staff 4 4 8.66
Female Toilets - Students 20.7
Female Toilets - Staff 4 4 8.66
Corridors and Passages 272
Plant room space to be allocated at approximately 20% of total space, provisional
space allocated here accordingly. Not all of these spaces are necessarily enclosed,
Plantrooms 360 some may be platforms
TOTAL SPACE 1496.3
APPENDIX E – PHOTOS FROM REFERENCE SITES
HOUNG LEE KABA JACOB LIMITED
FNU VETERINARY HOSPITAL AND LABORATORY COMPLEX PROJECT
ROOM DATA SHEETS
In order to properly understand and define the user needs and requirements for each of the spaces that are
to be developed we have created this form for user feedback.
It is intended that this form prompts you to consider your specific requirements for the use of the space as
nominated. We would appreciate if you could spend time in completing the attached form to the
appropriate level of detail. This will be the first step in a process that seeks your input into developing
facilities that meet the user requirements for a significant period of time.
Following completion we will contact you to discuss the content and details as completed.
We look forward to your cooperation and request that you return the form either via email, internal mail
or by hand to our site office adjacent to the west wind loading dock within the next 10 days.
ROOM/AREA:
ITEM COMMENT
1. SPACE DATA
SPACE TYPE:(Laboratory, Office, etc)
SIZE REQUIREMENTS: (width x length x
height)
2. USE REQUIREMENTS
MAIN USAGE: (Office, Clinic, Laboratory,
Storage etc)
NUMBER OF USERS:(No. present at any
one time)
SPECIAL USE
REQUIREMENTS/CLASSIFICATION:(eg,
PC2 for biological specimens)
PROXIMITY TO OTHER ASSOCIATED
ROOMS / SERVICES:
3. ACCESSIBILITY
PUBLIC ACCESS:VISUAL ACCESS (e.g.,
half clear glazed door):
PHYSICAL ACCESS (e.g., wide lab door,
2-panel door, hydraulic closer):
SECURITY:(eg, lockable)
KEYING SYSTEMS:(eg, swipe card,
number combination etc)
OPERATIONAL HOURS:(eg, office hours,
after hours, weekends)
EMERGENCY ESCAPE ROUTE:
4. ROOM ARCHITECTURAL
REQUIREMENTS
Sketch of requirements (see page 8).
Ref: FNU Veterinary Hospital Room Data Sheet V1 2017.12.04.doc Page 1 of 9

ROOM DATA SHEETS
ITEM COMMENT
Floor bunding; (slope to floor drain; high

traffic area; etc details:
Bare wall surface: (eg, smooth for semi-
gloss paint)
Built in cabinet work; benches etc:
Specific laboratory bench requirements:
Over bench shelf units (peninsular; island)
benches:
Under bench units(cupboards /drawers -
details):
Waste bin details:
Special fixed cabinet work - (wall mounted
cupboards; shelves; bookcases; glass fronted
shelves; pin up boards; whiteboards
projector screens
Weight loading anticipated in wall mounted
storage fixtures - details:
Fixed equipment to be fastened to walls
(compressed gas cylinder racks, fire
extinguishers etc) details:
Existing fixed equipment to be re-installed:
Weight and any special details:
New fixed equipment: Weight and any
special details:
New non-fixed equipment/furniture to be
supplied by builder:
New non-fixed equipment/furniture to be
supplied by UWA:(Details)
Existing departmental equipment/furniture
to be re-used:(Details)
5. ROOM FINISHES
Floor covering(Office - carpet; Office -
vinyl; Laboratory - seam-less vinyl
coved100 mm up walls, Floor dust trap mat
at doorway):
Finished wall surface details:(eg, washable
semi-gloss paint)
Window treatments:(decorative; light
control; etc) details:
Door(s):(Special details such as getting
equipment in, bump rails etc)
Ceiling finished surface:(eg, Removable
perforated panels for access to services
above, flush panel ceiling for dust control

ROOM DATA SHEETS
ITEM COMMENT
etc)
Special requirements(any other special
requirements not detailed elsewhere):
6. BUILDING SERVICES:
MECHANICAL
AIR CONDITIONING: Yes No
Time availability:
Main function (comfort; vapour dilution;
heat source control; apparatus requirements
;biological containment):
Relevant Standards: (eg, AS1668.2)
Temperature:(eg, nominal 21 to 252C)
Relative Humidity:(eg, nominal 40% to
60%)
Filtration (standard air conditioning; HEPA
filtration):
Recirculation of room air?(eg, within room
only, to other similar rooms, one-pass air
only)Noise Criteria:(eg, nominal 55 dBA)
Special requirements (including
pressurisation with respect to adjacent
spaces; restrictions on recirculation to
specific areas; etc):
Specific heat sources (Refrigerators;
freezers;-80oC freezers; drying cabinets;
refrigerated equipment; autoclaves;
computers; other heat producing equipment
etc) - details:
COMPRESSED GASES TO BE Yes No

STOREDAND OR USED IN THIS ROOM
Gas and cylinder capacity:
ODOUR PRODUCING MATERIALS Yes No
LIKELY TO BE USED IN THIS ROOM
Details:
ROOM GENERAL EXTRACT Yes No
VENTILATION
Purpose:
Time availability:

ROOM DATA SHEETS
ITEM COMMENT
Make up air from:

Detail of extract:
Specific discharge requirements:
Noise criteria:
Special requirements? e.g. filtration:
LOCAL EXHAUSTS Yes No
Purpose:(eg, remove oil vacuum pump

vapours)
Time availability:
Make up air from?:
Nature of chemicals; solvents; etc:
Exhaust filtration?- suggest type:
Type and dimensions of local exhaust:
Location in room:
Noise Criteria:
ACID STORAGE Yes No

CUPBOARD(continuously exhausted)
Location in room:
SOLVENT STORAGE Yes No

CUPBOARD(continuously exhausted)
Location in room:
FUME CUPBOARD Yes No
Purpose of use:
Acid Scrubber?:
Width:(1200, 1500, 2000 mm)
Time availability:
Type (by-pass; variable volume; auto sash;
face velocity indicator):
Make up air from?:

ROOM DATA SHEETS
ITEM COMMENT
Intended acids:
Intended solvents:
Specific hazardous chemicals?:(eg, osmium
tetroxide; perchloric, hydrofluoricacids,
phenol etc)
Intended heat sources:
SERVICES
Sink (type):
Cold water (detail requirement):
Hot water:
DI water:
GPOs (detail requirements): (eg, 2 doubles,
one each side)
Natural gas:
Nitrogen:
Carbon dioxide:
Compressed air:
Reticulated Vacuum:
Other?:
RECIRCULATING FUME CABINET Yes No
Intended chemicals:
Intended solvents:
Services?
HEPA FILTERED HOOD Yes No
Class 1? (Laminar flow discharging HEPA

filtered air over product, then operator):
Size?:
Class 1?(Exhaust type drawing air from
room over operator, then over product with
HEPA filtration before discharge into
room):
Size?:

ROOM DATA SHEETS
ITEM COMMENT
Class 2? (Biohazard hood providing product

and operator protection):
Class 3?(Carcinogens hood with charcoal
and HEPA filtration providing product and
Operator protection):
Services to any of the above hoods? Provide
details:(Normal to provide GPOs,
occasionally town gas and provision for
exhausting formaldehyde gas used in
sterilising them)
AUTOCLAVE Yes No
Type and size:

RETICULATED ROOM SERVICES Yes No
Compressed air outlets (number and

locations):
Compressed air pressure:
Piped nitrogen(number and locations):
Piped nitrogen pressure:
Piped vacuum(number and locations):
Other (give details):
7. BUILDING SERVICES:
HYDRAULIC
POTABLE WATER SERVICE Yes No
Cold water to:(Hand basin, eyewash hand

held shower on hose and drench shower)
Hot water to:(Hand basin)
Specific tapset details:
Safety drench shower: Location:
NON-POTABLE WATER SERVICE (To Yes No
laboratory fixtures)
Cold water to:
Hot water to:
DI water to:
RECIRCULATED COOLING WATER Yes No
Details and requirements:

ROOM DATA SHEETS
ITEM COMMENT
LABORATORY DRAINAGE Yes No

REQUIREMENTS
Special requirements (acid; radio-isotope;
formaldehyde etc):
Sink specifications(suggested sizes):
Special sinks? - detail:
Floor drains locations:
Safety drench shower location:
Tundishes, cooling water overflows etc:
List the known chemicals likely to be
discharged to drain and the likely annual
quantities:
RETICULATED NATURAL GAS Yes No
Number of points and locations:
8. ELECTRICAL REQUIREMENTS
Fixed hardwired equipment connected to
normal mains:
Fixed hardwired equipment connected to
emergency power supply:
GPOs requirements:(Laboratories normally
have one double every metre of bench with
RCD protection)
Special electrical outlets (15A; 20A; 30A
single phase;3 phase outlets; etc connected
to normal mains) details:
Special electrical outlets (15A; 20A; 30A
single phase;3 phase outlets; etc connected
to emergency power supply) details:
Lighting -(normal office; normal laboratory;
special requirements):
9. COMMUNICATIONS/DATA
REQUIREMENTS
Telephone outlets - details:
Fax outlets - details:
Computer/data outlets details: Include
special links to other rooms etc:
Ceiling mounted video projector:

ROOM DATA SHEETS
ITEM COMMENT
Wall bracket TV:

10. ANY OTHER INFORMATION NOT COVERED ABOVE
……………………………………………… ………………………………. ………….

Name Signature Date
ROOM LAYOUT SKECTH

(Please provide an indicative sketch of room layout detailing furniture and equipment locations)

ROOM DATA SHEETS
ITEM COMMENT

VETERINARY HOSPITAL COMPLEX PROJECT
MASTER PROGRAM REVISION 7
19th DECEMBER 2017
ID Task Name Duration Start Finish Predecessors 2016 2017 2018 2019 2020 2021
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
1 Project Management Programme 961 days Mon 30/01/17 Mon 5/10/20
2 Project Manager Procurement Stage 228 days Mon 30/01/17 Wed 13/12/17
3 Issue of RFT For Project Manager's Scope 0 days Mon 30/01/17 Mon 30/01/17 30/01
4 Tender Closure For Project Manager's Scope 0 days Mon 30/01/17 Mon 30/01/17 3
5 RFP Proposal Period 32 days Mon 30/01/17 Tue 14/03/17 4
6 Award Letter 1 wk Wed 15/03/17 Tue 21/03/17 5
7 Contract Document for Project Manager 19 wks Wed 22/03/17 Tue 1/08/17 6
8 Commence - Establishment, Site Investigation 5 days Wed 2/08/17 Tue 8/08/17 7
& Due Diligence, PMP, Master Programme
9 Project Kick-Off Meeting with Relevant 2 wks Wed 9/08/17 Tue 22/08/17 8
Stakeholders. Initial Briefing Meeting
10 Development of User Requirements, Area 70 days Wed 23/08/17 Tue 28/11/17 9
Schedule And Concept Layouts
11 Functional Requirements Brief - 15% 10 days Wed 29/11/17 Tue 12/12/17 10
12 Client Approval of PMP, Functional Design Brief1 day Wed 13/12/17 Wed 13/12/17 11
13 Consultant Procurement 86 days Thu 14/12/17 Thu 12/04/18 2
14 Architect & QS Procurement 39 days Thu 14/12/17 Tue 6/02/18
15 RFP Documentation - Architect & QS 2 days Thu 14/12/17 Fri 15/12/17
16 Client Endorsement of RFP 3 days Mon 18/12/17 Wed 20/12/17 15
17 Issue RFP Documents 0 days Wed 20/12/17 Wed 20/12/17 16 20/12
18 RFP Proposal Period 24 days Thu 21/12/17 Tue 23/01/18 17
19 RFP Assessment & Reporting 1 wk Wed 24/01/18 Tue 30/01/18 18
20 Client Review & Approval of Architect & QS,
1 wkContractsWed 31/01/18 Tue 6/02/18 19
21 Architect & QS Appointment 0 days Tue 6/02/18 Tue 6/02/18 20 6/02
22 15% Design Phase 18 days Wed 7/02/18 Fri 2/03/18
23 Architects Due Diligence and 15% Design
2 wks
Phase Wed 7/02/18 Tue 20/02/18 21
24 15% Design Submission 3 days Wed 28/02/18 Fri 2/03/18
25 Client and Project Managers 2 days Thu 1/03/18 Fri 2/03/18
Endorsment of 15% Concept Design
26 Civil/Structural, Building Services & 29 days Mon 5/03/18 Thu 12/04/18 22
Geotech. Procurement
27 RFP Documentation - CS, BS & Geotechnical
3 days Mon 5/03/18 Wed 7/03/18 21
28 MoF Endorsement of RFP 1 day Thu 8/03/18 Thu 8/03/18 27
29 Issue RFP Documents 0 days Thu 8/03/18 Thu 8/03/18 28 8/03
30 RFP Proposal Period 3 wks Fri 9/03/18 Thu 29/03/18 29
31 RFP Assessment & Reporting 1 wk Fri 30/03/18 Thu 5/04/18 30
32 MoF Review & Approval of CS, BS & 1 wk Fri 6/04/18 Thu 12/04/18 31
Geotech., Contracts
33 CS, BS & Geotech. Appointment 0 days Thu 12/04/18 Thu 12/04/18 32 12/04
34 Design and Documentation 127 days Fri 13/04/18 Mon 8/10/18
35 Site Survey & Geotechnical Investigations 2 wks Fri 13/04/18 Thu 26/04/18 33
36 Input from Civil/Structural, Building Services & 2 wks Fri 27/04/18 Thu 10/05/18 35
Geotech.
37 Architectural 30% Concept Design 3 wks Fri 11/05/18 Thu 31/05/18 36
38 30% Concept Submission with 100% FRB, Cost1 Plan
wk A Fri 1/06/18 Thu 7/06/18 37
39 Client Endorsement - 30% Design 3 days Fri 8/06/18 Tue 12/06/18 38
40 50% Developed Design Submission, Cost Plan6Bwks Wed 13/06/18 Tue 24/07/18 39
41 Client Endorsement - 50% Design 1 wk Wed 25/07/18 Tue 31/07/18 40
42 90% Detailed Design, Cost Plan C 7 wks Wed 1/08/18 Tue 18/09/18 41
43 Client Endorsement - 90% 4 days Wed 19/09/18 Mon 24/09/18 42
44 Tender Documentation 2 wks Tue 25/09/18 Mon 8/10/18 43
45 Issue Tender Documentation 0 days Mon 8/10/18 Mon 8/10/18 44 8/10
46 Local Authority Approvals 20 days Tue 9/10/18 Mon 5/11/18 34
47 Outline Application 1 mon Tue 9/10/18 Mon 5/11/18 21
48 Main Building Approval 1 mon Tue 9/10/18 Mon 5/11/18 42
49 EOI for Building Contractors 45 days Wed 22/08/18 Tue 23/10/18 41
50 EOI Process & Bids 1 mon Wed 22/08/18 Tue 18/09/18 41
51 Evaluations of EOI's Received 1 mon Wed 19/09/18 Tue 16/10/18 50
52 Client Approval 1 wk Wed 17/10/18 Tue 23/10/18 51
53 Project Tender Phase 45 days Tue 9/10/18 Mon 10/12/18 45
54 Tender Period 6 wks Tue 9/10/18 Mon 19/11/18 45
55 Tender Evaluation/Negotiation and Award 2 wks Tue 20/11/18 Mon 3/12/18 54
56 Contract Documentation (Vetting by Client 1 wk Tue 4/12/18 Mon 10/12/18 55
Legal Counsel))
57 Construction Phase 475 days Tue 11/12/18 Mon 5/10/20 56
58 Construction Duration 11 mons Tue 11/12/18 Mon 14/10/19 56
59 Handover/Commissioning 3 wks Tue 15/10/19 Mon 4/11/19 58
60 Defects Liability Period 12 mons Tue 5/11/19 Mon 5/10/20 59
Task Summary Inactive Milestone Duration-only Start-only External Milestone Manual Progress
Split Project Summary Inactive Summary Manual Summary Rollup Finish-only Deadline
Milestone Inactive Task Manual Task Manual Summary External Tasks Progress
Page 1
Appendix D
Concept Design Layouts

Appendix E
Boundary Survey Plan and Site Location Plan

post
mortem
lab
PURPOSE
L0T 1 - CIVIC (EDUCATION)
AREA AND DIMENTIION SUBJECT TO FINAL SURVEY
LAND TYPE - SATELAND
CONTOUR INCREMENT
MINOR - 0.3m
carpar
k
MAJOR - 1.0m
DATUMN LEVEL - ASSUMED @ IP2 (123.42m)
LEDGEN
MAIN SCHOOL BLOCK
DOMITORIES
STUDY SHED
TOILET BLOCK
CLASS ROOM
STORE ROOM
FOOTPATH
GENERATOR
LOCALITY PLAN ( NOT

SECURITY GUARD
WORKSHOP
TO SCALE)
WATER TANK
EXISTING ROAD
EXISTING DRAINS
ELECTRICITY BOX
SUBJECT SITE POWER POLE

MANHOLE
CONTROL MARKS
NOTES.
1. ALL BUILDINGS ARE MEASURED FROM THE EAVES
2.CONTROL MARKS
IP3 - Y- Z -122.54
3883743.02 1976803.70
3883693.60
IP4 - 3883640.29 Y - Z -122.27
COPYRIGHT PROJECT Surveyed by: E.MA'ATA Drawn by: Checked by: Scale:
The concept and information contained in this document are
J.B
01 the copyright of the DUTTS SURVEYING CONSULTANT
Use or copying of the document in whole or in part without
the written permission of the DUTTS SURVEYING CONSULTANT
constitutes an infringement of copyright.
PROPOSED SUBDIVISION OF
FNU KORONIVIA PTOF SO6042
J.BIU, A.DAVETAWALU, J,VUETI
Date:
30 01 2017
DISTRICT: NAITASIRI
MUNIL DUTT 1:1500 (A2)
PROVINCE : NAITASIRI
ISLAND OF: VITI LEVU
Appendix F
Project Management Plan

PROJECT MANAGEMENT PLAN
PROPOSED CONSTRUCTION OF VETERINARY HOSPITAL COMPLEX,

VETERINARY LABORATORIES AND LIVESTOCK FARM
COMPLEX AT KORONIVIA CAMPUS
VEYING SERVICES
Prepared for Fiji National University Project Management Consultancy Tender FNU 05-17
10th March 2017
Houng Lee Kaba Jacob Limited (hlkjacob)

Fiji National University
Project Management Plan
PROPOSED CONSTRUCTION OF VETERINARY

HOSPITAL COMPLEX, VETERINARY
LABORATORIES AND LIVESTOCK FARM COMPLEX
10th March 2017

PROPOSED CONSTRUCTION OF VETERINARY HOSPITAL COMPLEX, VETERINARY LABORATORIES AND LIVESTOCK
FARM COMPLEX AT KORONIVIA CAMPUS

001 DRAFT - for Fee Proposal Satish patel Draft for Review 22-02-17

Table of Contents
1.0. Purpose of Document 5
1.1. Intended Audience 5
2.0. Project Information 6
2.1. Project Specifics 6
2.2. Background to Project 7
2.3. The Project Objectives 8
2.4. Critical Success Criteria 9
3.0. Project Design Approach 10
3.1. Functional Design Brief (FDB) 11
3.2. Concept Design Report (CDR) 12
3.3. Detailed Design Report (DDR) 13
4.0. Stakeholder Identification and Engagement 14
4.1. Stakeholder Groups 14
4.2. Working Groups Structure and Attendees 14
4.3. Working Group Frequency 14
5.0. Project Organisation 15
5.1. Project Organisation Structure 15
5.2. Roles & Responsibility 16
5.2.1. Project Manager 16
5.2.2. Design Team 19
6.0. Programme Management 22
6.1. Programme and Time Management 22
6.2. Programme Drivers 23
6.3. Project Baseline Programme 23
6.4. Status Reporting 24
6.5. Liaison and Approval of Programmes 26
6.6. Corrective Action 26
6.7. Commissioning and Handover Procedures 26
7.0. Project Budget 29
7.1. Project Budget 29
7.2. Budget Risk 29
7.3. Contingency Management 29
7.4. Cost Planning 31
8.0. Project Procurement 32
8.1. Various Forms of Contract Procurement Methodologies. 32
8.1.1. Traditional Lump Sum 33
8.2. Suitability Matrix — Project Delivery Systems 36
8.3. Procurement Plan. 38

8.4. Procurement Phases 39

8.4.1. Planning Phase 39
8.4.2. Procurement Phase 39
8.5. Probity Management 40
8.5.1. Probity Framework 40
8.5.2. Identity of the Probity Advisor 40
8.5.3. Role of the Probity Advisor 40
8.6. Approvals Matrix 41
9.0. Project Design Management 42
9.1. Design Team 42
9.2. Design Stages 42
9.3. Design Scope & Meetings 42
9.4. Meeting Structure 43
10.0. Project Cost Management 44
10.1. Cost Management Principles 44
10.2. Cost Reporting 44
10.3. Contracts and Forecast to Complete 44
10.4. Payments 44
10.5. Scope Management and Variations 44
10.5.1. Scope Management 44
10.5.2. Value Management 45
10.6. Variations 45
10.6.1. Variation Approvals 45
10.6.2. Scope Changes 45
10.6.3. Variation Procedures 45
11.0. Project Communication and Reporting 46
11.1. Communication Principles 46
11.2. Project Reporting 46
12.0. Quality Management 47
12.1. Quality Policy 47
12.2. Quality Procedures 47
12.2.1. Quality of Design 47
12.2.2. Quality of Documentation 47
12.2.3. Quality of Construction 47
13.0. Risk Management 49
13.1.1. Applying risk management to the contracting process 49
13.2. Key Risks Apparent 51
14.0. Health & Safety Management 52

14.1. Safety in Design 52

14.2. Contractor’s Safety Plan 52
14.3. Project specific safety initiatives 52
14.3.1. Permits to Work 52
14.3.2. Traffic Management Plans 53
14.3.3. Cutover & Disaster Recovery Plans 53
15.0. Health & Safety Management 55
15.1. Safety in Design 55
15.2. Contractor’s Safety Plan 55

1.0. Purpose of Document

The purpose of this Project Management Plan is to provide a single definitive source of
information pertaining to the management of the Proposed Construction of Veterinary Hospital
Complex, Veterinary Laboratories and Livestock Farm Complex at Koronivia Campus. This
document is intended to be reviewed and updated during the project to reflect project
developments such that it remains a relevant reference document to the project stakeholders.
This document defines/provides:

 Background and issues that led to the need for this project;
 Objectives and benefits the project will deliver;
 Project scope and how changes to that scope will be managed;
 Project delivery programme with key milestones;
 Project cost control approach;
 The Project Organisation structure and roles and responsibilities;
 Planned approach to undertaking the project;
 Stakeholders, their needs and how these will be managed through the project:
 Project management controls to be used during the project lifecycle.
This document will be updated, and should be referenced throughout the project. It is also
intended for stakeholders to use to ensure a common understanding of the project.
Changes to this document will be subject to change control following its initial approval.
1.1. Intended Audience
The intended audience for this project management plan is any stakeholder of this project who
wishes to understand the scope and definition of the project and how it will be managed. This
includes all members of the project team, including consultants, contractors and key suppliers.

2.0. Project Information
2.1. Project Specifics
Client – The Client is Fiji National University

Project Manager – The Project Manager is Houng Lee Kaba Jacob (if awarded).
Site Details – The site details are as follows:
The proposed location of the new Proposed Veterinary Hospital Complex, Veterinary
Laboratories and Livestock Farm Complex is located in the vicinity of the existing Government
Veterinary Facility.
PROPOSED
SITE
Figure 1: Supplied in FNU Tender Documents
Environmental and Cultural Heritage Issues: The existing site is unknown to have any
heritage value and further investigation is envisaged upon engagement as Principal Consultant.
Cultural engagement with the local landowners is considered good practice in the project delivery
process and should be undertaken early within the project lifecycle.
Zoning: The site area zoning is required to be confirmed and approval received from the
Department of Town and Country Planning for this development. This is not considered
problematic or to develop issue in the project development phases.
Geology and Land Form: A topographic survey needs to be carried out for the site. The site
has existing buildings in the vicinity of the development. The surrounding area is highly
vegetative and further investigation that this development will have on the flora and fauna will
be undertaken.

Picture 1: Shed structures presently on site.
Presently, there does not appear to be any prior geotechnical investigations undertaken on the
site. It is important that in order to ascertain and optimise development options for the site that
preliminary geotechnical investigations are undertaken.
Current Land Use: The existing site is mostly vacant land with few structures. These structure
will be demolished to make room for the New Proposed Teaching Veterinary Hospital Complex.
2.2. Background to Project
The functional and design brief should be read in conjunction with this project management plan.
The functional and design brief describes in detail the project drivers and need. The basic need is
clear.
Given the growth in students taking up programs at Fiji National Universities Koronivia Campus,
the faculty has decided to expand on the building capacity to carter for the need of the students.
The strategic intent of the Fiji National University is to provide an international class learning
facility that must meets the latest in technology, distinct in its status, and provides the best of
working and learning environments.
Further project drivers are described in the project brief.

Picture 2: Current Land formation of the Site.
2.3. The Project Objectives
The functional & design brief describes the specific objectives of the project in high level
terms in this section.
In brief, the project objectives are to:
1. A Modern Veterinary Hospital facility

2. Design Functionality to be based on internationally recognised standards.
3. The new development to blending smoothly with the surrounding facilities
4. Abide by infection control risk management program in practice.
5. Improve the functions and services of Student Learning as required
6. Provide a euphoric environment where staff can work with less stress and maintain high
service delivery.
7. Provide appropriate learning space for staff and students
8. Work effectively with the onsite team.
9. Provide low maintenance, environmentally and efficient design to allow for reduced
operation and maintenance costs on a whole of lifecycle basis.
10. Minimise the impact of construction including dust control, worker traffic, noise vibration
and disturbance to neighbouring properties.
The reader should review the Functional & Design Brief for further detail of the project
objectives.
The project manager also suggests the inclusion of the following additional objectives:
1. Security for staff, families, students and visitors; and

2. Flexibility in design, including:
a. Flexibility to meet future models of care;
b. Flexibility to meet future changes in demand;
c. Ability to grow vertically;
d. Recognition that changes will occur during and after building;
e. Shell space and swing space;

f. Potential spaces that can be used for clinical and non-clinical use in the future; and
g. Accounting for future technology changes
2.4. Critical Success Criteria
The following Critical Success Criteria are nominated for this project:
1. Achievement of Project Objectives as defined within the Project Functional & Design Brief;
2. Completion within the allocated funding (to be determined during design).
The project team will test the design outcomes against the critical success criteria at each stage.

3.0. Project Design Approach

The project will be managed using a formal and structured consultative approach within a
staged programme. The staged programme follows a staged gate delivery process with hold
points as indicated in the below figure.
Cost Documentation Design Documentation

Area of Design Envelope
Preliminary estimate
Cost Plan 30%
Increasing Design Definition (staged-freeze)

Concept Design Report
Reducing Contingency
Cost Plan 50%

Design Development
Cost Plan 90%

Design Review
Cost Plan 100%

Design Documentation 90%
Tender
Contract Price Plus Contingency Construction
The Functional Design Brief (FDB) will revisit and reconfirm the Design Brief, and be
accompanied by detailed descriptions of the design intent.
A Concept Design Report (CDR) to be developed which will incorporate the initial schematic
plans with associated elevations and sections. The project Cost Plan will be developed and a
construction cost estimate will be prepared to ensure that the FDB and CDR reflects a scope that
complies with approved budget constraints. A project Overall Master Programme will also be
developed to define the timeline requirements for the project. The purpose of this is therefore as
follows:
 To define the project in a design sense this will form the basis of all subsequent design
documentation.

 To ensure that the scope accurately reflects the budget and that the project can be delivered
successfully within available funds.
 To provide a realistic and achievable delivery timeline that reflects Fiji National University’s
requirements.
 To establish the initial parameters for the project on which accurate and informed
stakeholder consideration can occur, and in the process ensure the successful delivery of the
project.
Upon approval of the FDB and CDR, the ongoing design and construction of the building
will be progressed by conducting a formal and structured management process which obtains
Fiji National University input at every step of the process.
The cost of the design will be reviewed and managed against the approved budget during each
stage. At the conclusion of each stage of design, the scope will be verified against
budget to determine whether value management is required. Fiji National University approval
will be sought before progressing with subsequent stages of design or procurement.
Formal design HOLD points are summarised as:
Hold Points
Concept Design Report
Design Development Report
Approval to Tender
Approval to Contract Works
3.1. Functional Design Brief (FDB)
A Functional Requirements Brief is a project specific document that comprises a written

statement of the functions to be accommodated and the inter-relationships of these
functions for a proposed capital project. On this project the Functional Requirements Brief
also incorporates the required feasibility study and business case for the project.
The purpose of the Functional Requirements Brief is threefold:

1. To obtain management commitment and approval for investment, through a clearly
presented rationale;
2. Provide a framework for informed decision making in planning and managing the project in
subsequent benefits realisation;
3. To provide the base design brief based on the preferred feasibility study option for use in the
design competition that will enable engagement of the Principal Design Consultant.
The Functional Requirements Brief will have the following components:
1. Statement of project objectives and critical success criteria;
2. A feasibility study that only determines if the project is financially viable and tests
various design alternatives with a recommendation as to which alternative provides the
best cost benefit outcome;
3. Scope statement including, area schedules, data sheets and preliminary design documents
accompanied by detailed descriptive summaries relating to design principals such that a
clear project scope is defined;
4. Space planning concepts;
5. An order of cost estimate and total project budget;
6. Project financial model and cash flow;

7. Risk Management Plan detailing apparent risks and risk control measures informing
contingency allowances;
8. Statement of design development issues;
9. Master Program with Milestones.
The Functional Requirements Brief will therefore be the core project document from which
all design documentation proceeds. The FRB effectively incorporates the business plan and
financial model for the project and provides the purposes and outcomes under the project as
described in the below figure.
The FRB requires extensive consultation between with the Stakeholders, User Groups and
the consultant team. The Project Manager will be seeking unconditional user sign-off on the
FDB prior to the design competition for the Principal Design Consultant.
3.2. Concept Design Report (CDR)
It is envisaged that the Concept Design Report will be developed by the Design team with
input from the Project Manager, Consultants User Groups and Stakeholders as required to
adequately develop the following sections:
 Functional Design Brief (largely the FRB restated)
 Site Master Plan & Locality Plan, Site Survey Plan
 Schedule of area & space requirements
 Scheme Design plans & elevations
 Preliminary Room Data Sheets
 Planning and development requirements / amendments
 Architectural intent description, schedule of proposed finishes and typical materials
 Project cost estimate and cash flow analysis
 ESD options and life cycle costs

 Project Master Programme updated to include: authority approvals; client approval

gateways; design documentation programme, contract procurement period and the
overall construction/fit out period.
 Safety in Design (SID) report following a full SID workshop with the project
stakeholders.
The project manager will be seeking unconditional user sign-off on the CDR prior to the
commencement of the Detailed Design Report. The overall master programme has a clear
block of time allocated for Fiji National University to achieve the required approvals.
3.3. Detailed Design Report (DDR)
It is envisaged that the Detailed Design Report will include the following sections:
 Final Functional Design Brief
 Developed design drawings fully design co-ordinated
 Developed design reports including specifications and schedules
 Final Room Data Sheets
 Environmental and Cultural Heritage Assessment
 DA Decision Notice compliances status report
 Status Update on Building Approvals/Hydraulics Approvals
 Status Update on any required Operational Works Permits
 Detailed cost estimates and cash flows
 Updated Project Master Programme
 Detailed Risk Matrix
 Updated Safety in Design Matrix
The DDR will be compiled by the Design Team under the guidance and supervision of the
Project Management Team.

4.0. Stakeholder Identification and Engagement
4.1. Stakeholder Groups
The Proposed Construction of Veterinary Hospital Complex, Veterinary Laboratories and

Livestock Farm Complex has an extensive network of Stakeholders that will require consultation
throughout all phases of the project. The following is an indication of the relevant groups that
will be involved. The Project Manager has developed a draft Stakeholder Consultation Matrix,
which defines the required input from each stakeholder during the initial FRB design. Specific
representatives from each stakeholder group will be identified by the Project Manager for the
purposes of progressing user sign-off at each stage.
The personnel from VC’s Office, FNU – Properties Office, FNU - Procurement Office and the
Koronivia Campus – Head of Veterinary Services.
Executive Stakeholder Group:

This may include the following representatives:
 VC’s Office: To be confirmed.
 FNU – Properties Office. Mr Krishna Swamy – Director Properties
 FNU - Procurement Office. To be confirmed.
 FNU Koronivia Campus – Head of Veterinary Services. To be confirmed.
The specific structure of the Executive Stakeholder group needs to be confirmed.
4.2. Working Groups Structure and Attendees
The attendance to the Executive Stakeholder & User Group coordination meetings will include
nominated representatives from the user groups, plus the Design Consultants, Quantity Surveyor
and Project Manager. A member of user groups will be nominated as the group’s coordinator who
is responsible for ensuring attendance of all members at scheduled meetings, co-ordinating input,
and acting as the primary point of contact between meetings. Minutes of each user meetings will
be taken and distributed by the Project Manager.
The group coordinators will join the Fiji National University, Project Sponsor, Principal Design
Consultant and Project Manager to form the Executive Stakeholder Group (ESG) which will be
used to agree on user input to be adopted into the design, plan future user group meetings and
identify items to be discussed at the monthly Project Control Group meeting. Minutes of each
ESG will be taken and distributed by the Project Manager.
4.3. Working Group Frequency
For the Design and Documentation phases it is intended that a schedule of 2-3 Executive
Stakeholder and User Group meetings will be programmed with the intention to achieve the
following:
 Round 1: will confirm the requirements for each function as per the design brief.
 Round 2: will be used for the presentation of the initial Design Solutions for review / input
 Round 3: is intended for the review and endorsement (Sign off) final design solutions by the
co-ordinator of the groups
This is coordinated within the framework of the consultation and planning strategy

5.0. Project Organisation

This section defines the organisational structure of the project including the roles and
responsibilities to be performed during the project. The organisation structure includes
consultants and contractors that are proposed.
5.1. Project Organisation Structure
The Proposed Veterinary Hospital Complex, Veterinary Laboratories and Livestock Farm
Complex project structure is as proposed as detailed in the following diagram.
The boxes highlighted in yellow need the specific names nominated and confirmed. In the
above proposal the Fiji National University is the ‘project sponsor’ and is a member of both the
Project Control Group and the Fiji National University Executive to provide a communication
conduit to the executive on project details and issues. Alternatively, an alternate person may be
nominated as the project sponsor.

5.2. Roles & Responsibility
The roles and responsibilities within the project organisation structure are summarised as
follows:
 Fiji National University Executive – Act as ultimate Approval Authority on the project.
 Executive Stakeholder Group/Project Control Group – Overall Project Control Group
that gives direction to the project team (under delegation by Fiji National University
Executive). The chair of this forum needs to be nominated by the Executive Stakeholders.
 Project Sponsor – To be nominated. Receive recommendations from Project Director and
submits, to the Fiji National University Executive. On direction from Fiji National
University Executive, will direct the Fiji National University Project Director accordingly.
 Fiji National University Project Director – To coordinate high-level approvals from the
Project Sponsor, Users & Stakeholders and to provide strategic advice and guidance to the
project manager as required. The Project Director will ensure all requirements of Fiji
National University are being met.
 HLKJ Project Manager/Project Director - Coordinate and direct technical design
consultants, contractors and related parties in the progression of the project. Provide all
reporting, analysis and recommendation to the Project Control Group relating to the design
and construction. Coordinate consultations with all affected stakeholders and incorporate
feedback into the delivery of the project. Be responsible for the overall management of
budget and scope of the project on behalf of Fiji National University.
 Contractor - Under the direction of the Project Manager / Superintendent undertake the
construction and delivery of the approval works.
 Principal Design Consultant – Undertake Architectural design and coordinate/direct the
design activities of all other design consultants particularly with regard to the Front of
House/Building elements of the project. The PDC will work with the Project Manager.
 Design Consultants – Work and act under the direction of the Project Manager and work in
coordination with the PDC in undertaking the technical design of the project.
 Project Quantity Surveyor – Provide estimates and cost information pertaining to the
progressing design to enable accurate and informed decision relating to the design. Report
to, and receive direction from, the Project Manager.
Specifically, the roles of the Project Manager and Principal Design Consultant are as
follows:
Project Manager
Design Phase:
Procure consultants through preparation of consultancy briefs, participate in negotiations,
recommend consultants fees to the Fiji National University Project Director and prepare
consultancy agreements for execution.
Co-ordinate, monitor and report on services provided by the consultants to Fiji National
University to ensure that design conforms to the requirements of the Functional Design
Brief
Establish the Project Cost Plan in conjunction with the Project Quantity Surveyor.
Obtain Fiji National University Approval and sign-off in conjunction with the Project
Sponsor at the following stages of design:
 Functional Design Brief (FBD)

 Concept Design Report (CDR)

 Detailed Design Report (DDR)

 Approval to Tender (Form 2)
 Approval to Construct (Form 3)
Ensure consultants produce and complete all Construction Documentation to

comply with final design approved by the PCG and Executive Stakeholder Group.
Pre-Construction Phase:
Assist the Project Director to obtain approvals from all Authorities to enable project
construction.
Provide recommendations on the preferred project delivery method to Fiji National

University based upon project programme and priorities, cost benefit and value and
available market resources.
Coordinate engagement of contractor through:

 preparation of tender documents
 prepare list of preferred tenderers
 call for tenders and evaluate and make recommendations on tenders received
 finalise contract conditions with the approved Contractor
 prepare final contract documents for execution
Construction Phase:
The Project Manager’s role during the construction phase includes:
 Superintendent for the Building Contract
 Monitor project budget and cost of works
 Assess payment claims from Contractor and Consultants and issue payment
certificates to the Principal
When construction is in progress, continue to monitor progress to ensure that the project
continues to meet agreed detailed design criteria, appropriate quality standards and
agreed time and financial milestones. Manage client-requested variations. Manage
extensions of time requests from the Contractor. Prepare and present monthly reports
based on submissions from the Architect, Cost Planner, Programmer, and other specialist
Consultants as relevant.
Post-Construction Phase:
The Project Manager will assess the Contractor’s application for Practical Completion
and issue the Certificate when it is determined that practical completion has been
achieved.
The Project Manager in conjunction with other Consultants will prepare a list of defects
to be rectified by the Contractor during the defects liability period and will manage the
Contractor in carrying out the rectification works.
The Project Manager will assist the Fiji National University team in the planning and
delivering of Operational Commissioning activities in order to prepare the facility for
occupation.
The PM will advise the Fiji National University PCG and Project Sponsor of the likely
date for the issue of the Final Certificate and will determine with the assistance of other
Consultants whether the Final Certificate can be issued to the Contractor.
Prepare a list of documents the Principal should receive prior to issuing the Final
Certificate.

Detailed Activities:
Develop a Project Functional Design Brief:
Meet with representatives of Fiji National University to ensure full understanding of the
Functional Design Brief, in particular items such as:
 Functional Criteria
 Design Criteria
 Budgetary and Financial Restraints
 Timeline and Programme to meet strategic needs
 Priorities for Delivery
 Project team Structure
Progress Control:
Throughout the project monitor agreed processes and programme planning to ensure that:
 Approval, Design, and Construction Milestones are being met
 Realistic resources are being provided
 Adequate liaison with third parties – including regulatory bodies is occurring
 Timelines are achieved
 Quality Standards are being achieved
Attendance at Meetings:
Attend meetings as follows:
Monthly Project Control Group Meetings:

 Present submissions, proposals, recommendations or information at the PCG
meetings;
 Record and issue minutes of meetings.
Stakeholder & User Group Coordination Meetings:

 Coordinate and attend meetings as appropriate;
Design Meetings:
 Coordinate and attend design meetings as appropriate;
Site Meetings:
 Coordinate and attend site meetings as Superintendent;
 Record and issue minutes of meetings.
Procurement Strategies:
Provide Fiji National University with specific advice on alternative Procurement
Strategies appropriate to meet project objectives, taking into account:
 Fiji National University Requirements and Risk Profile

 Project Programme and Priorities
 Cost Benefit and Value
 Available Market Resources
Once a strategy is agreed, review the tender process and audit the Design Team’s
evaluation and recommendations.
Stages of Project Review:

Carry out project reviews to ensure compliance with the agreed Brief, the Budget,
and scheduled timelines at each of the following stages:

 Functional Requirements Brief

 Concept Design stage
 Developed Design stage
 Pre-tender stage
Review Design Brief:

As the Design Team prepares and produces the Functional Design Brief, review this to
confirm that it meets Fiji National University requirements.
Review Design:
As the Schematic Design progresses through Design Development to Detailed
design, ensure that agreed design brief is being maintained in regard to:
 Function and Design Criteria
 Build ability and Technical Issues
 Value Improvement Processes to optimise outcomes
Review Budget and Financial Report:

Ask for and monitor Design Team reports, reviewing and auditing:
 Reality of Cost Plan
 Updates as design progresses
 Cash flow implications
 Cost control and achievement of project within budget
 Alternative strategies to bring project back on budget when necessary
Construction Monitoring and Liaison:

Continue to monitor Construction, and liaise with the Architect in order to report on the
following issues:
 Audit of Construction Contract Documentation
 Audit Progress Payment Recommendations
 Progress on Site against Project Programme
 Conformity with agreed design
 Quality of completed construction
Summary:
Overall the Project Manager role will be to act on behalf of Fiji National University to
ensure complete implementation of the project within agreed objectives. As such the
project manager must work on a collaborative basis with the entire consultant team to
achieve the best possible outcome, on time and within budget, for the client.
Design Team
Design Consultants Engaged Directly by FNU and Managed by Project Manager

(HLKJacob)
The Design Team will consist of various design consultants such as Architects, Engineers
and secondary consultants each of whom will be engaged and paid directly by the client.
The Project Manager’s role will be to manage the Design Team to ensure the project’s
deliverables are achieved successfully. The Design process will be as follows:
Functional Design Brief and Preliminary Schematic Design:

 Review existing DA and any articulated client requirements
 Review project budget and program

 Inspect site and assess site conditions and constraints

 Preliminary assessment of regulations and authority requirements
 Arrange and conduct meetings as required
 Co-ordinate sub-consultants to establish brief
 Analyse functional relationships and area requirements
 Confirm adequacy of budget and program in relation to the brief
 Prepare schedule accommodation
 Prepare floor plans, elevation, section and building mass perspectives.
 Develop the Functional Design Brief and ensure this is consistent with existing
Development Approval.
Concept Design Report:

 Prepare scheme design drawings to adequately explain design
 Prepare floor plans, elevation, section and building mass perspectives.
 Prepare preliminary furniture and equipment layouts
 Coordinate design input from sub-consultants
 Prepare and report on preliminary estimate and construction program
 Compile the Schematic Design Report with associated supporting material.
 Identify non-compliances with the existing DA and the approved FDB.
 Present as required to obtain client’s approval to sketch design documents,
estimates and programs
Design Development Report:

 Review and update CDR and identify non-compliances with the existing DA and
the approved FDB.
 Develop the approved scheme design into a final developed design including plans
at each level, elevations, sections and other details or schedules sufficient to fully
explain the design
 Coordinate and integrate the design work of all sub-consultants
 Prepare schedules of materials and finishes
 Prepare furniture and equipment layouts
 Prepare and report on estimate and program
 Obtain client’s approval of detailed design and updated estimate, budget and
project program
 Review client list of reused furniture and equipment
 Review design and confirm compliance with conditions of site designation.
Construction Documentation:
 Review detailed design against the existing Development Approval
 Review and update brief, budget and project program
 Refine developed design to incorporate any conditions of client or government
 Prepare documentation including dimensioned plans, sections and elevations to
adequately describe the design for the purpose of obtaining approval to construct
 Assist in obtaining approval to construct by negotiation, attending meetings
 Prepare larger scale sections and details
 Coordinate sub-consultants in the preparation of specialist design elements
 Coordinate and integrate sub-consultant design with the architectural drawings and
specifications contract documentation
 Confirm the type of building contract and the contract conditions to be used
 Prepare specification with preliminaries to suit the selected building contract
 Review any conditions of approval to construct and incorporate into contract
documentation

 Prepare details and other drawings at an appropriate scale

 Prepare schedules and other documents required for tendering
 Coordinate and integrate the work of sub-consultants with the architectural
documentation
 Prepare tender documentation
 Prepare and report on the pre-tender estimate and the project program
 Confirm client’s approval to proceed to tendering
 If required, assist client with selection of loose furniture purchased separately by
client
Tendering:
 Assist in selecting tenderers
 Assemble tender documents from design team
 Respond to queries during the tendering period
 Issue addenda as required
 Interpret and clarify ambiguities in documents
 Assist in negotiations with tenderers if required
Construction:
 Prepare contract documents for execution by client
 Undertake periodic site inspections, check work in progress regarding design
quality, material selection, workmanship and performance against the contract
documents and conditions
 Review shop drawings and other contractor’s submissions
 Respond to requests for information or clarification
 Provide supplementary details and information
 Provide instructions to clarify the contract documents where required
 Attend site meetings
 Prepare and issue ‘For Construction’ Drawings.
 Coordinate site inspections by sub-consultants
 Assess variations from design prospective
 Provide regular reports to the Project Manager
 Prepare lists of incomplete work or defects prior to practical completion
 Arrange the client’s and the builder’s rights and obligations under the defects
liability provisions of the contract
 Confirm and certify that all defects liability obligations have been discharged
 Coordinate certifications from sub-consultants and others as required final building
approval
 Assist in the transfer of responsibilities at handover of project
Post Construction:
 Assist client in respect of building performance
 Prepare schedules of defects for rectification by contractor
 Obtain all warranties, guarantees, certificates, manuals, maintenance schedules etc.
from contractor
 Participate in Post Occupancy Evaluations
 Participate in Post Implementation Reviews
Supplementary / Additional Services:

 Value management (attendance included in consultant’s fee)
 Model making services – large scale model (if required and funded)
 Marketing material as required to support the sales activities and the Project
Information Documentation (PID).

6.0. Programme Management
6.1. Programme and Time Management
A key project goal is to deliver the Project on time. Programme and Time management on
the project will be done through the use of programmes (Gantt charts). The objectives for
project programmes are to:
 Enable the project to be delivered on time by graphically depicting the sequencing of
required activities;
 Provide ongoing reporting on programme to the Client during the design and delivery of the
programme of projects;
 Provide timely and relevant time information to allow the project team to take corrective
action to control both the total project programme and the individual project programmes
within the approved programme;
 Identify in advance areas of risk which may adversely affect the programme.
The programme is therefore the summation of the planning activities of the wider project and
incorporates the agreed outcomes of the project delivery and staging strategy. The below
flow diagram provides a brief description of how the program is formulated associated
with the relevant inputs.
Figure : Programme Development Flow Chart

6.2. Programme Drivers
The primary driver for the project programme is to provide the new facility within the shortest
time period within the context of assuring design outcomes meet functional requirements
and value is created via appropriate risk transfer.
This requires the development of detailed staging plans, construction methodology plans and
access and traffic management plans. These plans require extensive liaison with the
stakeholders.
The staging of the works therefore needs to address the following specific project risks and
issues:
 Operational of the existing facilities;
 Level of Service – What is the minimum service level required;
 What is essential to operate? ;
 Impact on capacity and functions of the existing structure during construction;
 Impact of Design on Functionality;
 Service Infrastructure: Need to upgrade whilst maintaining existing functionality;
 Existing Conditions – we don’t know what we don’t know;
 Building it Safely.
The other significant program drivers are as follows:
 Operational nature of the existing and adjacent facilities.

 Need to update head end services infrastructure.
 Traffic management and engineering constraints.
 The programme requires the prompt response and action of Fiji National University
Representatives, delay or inconsistency in decision making will likely affect the milestones
as nominated.
 Sub ground works are ideally scheduled to occur outside the wet season to avoid dewatering
costs and delays if possible.
 The authority approvals are another important constraint that may impede the construction
works. However, the current program as developed with normal authority review and
approval timeframes indicates that these approvals are not critical path activities.
It is intended the scope and programme prioritisation and finalisation is undertaken in a

collaborative manner with Fiji National University representatives.
The Programme & Staging therefore needs to balance the operational needs of the development
verses the opportunity provided by a reduced service offering which provides for efficient and
quicker Construction.
The design therefore needs to where possible allow and design for less cross over between
construction and operations. Such an approach is safer and reduces the project risk profile.
6.3. Project Baseline Programme
A draft project programme has been developed for this project and is included in Appendix C.
The program will be further developed utilising an iterative process as the design information
and procurement and delivery strategies evolve to achieve the project objectives as detailed in the
below diagram.

Iterative Program development Process
Whilst the overall project dates are achievable it may be appropriate to review the specific
scope and staging of the works such that the design may be suitably optimised whilst
allowing sufficient durations for materials lead-times and authority approvals.
The following programmes will be prepared for the Project:

 Master Programme
 Detailed Design Programme
 Pre-tender Staging Narrative, Methodology and Master Programme (for Tender
Documents)
 Detailed Construction Programme (Provided by Preferred Contractor)
 Detailed Commissioning, Handover and Operational Commissioning (Developed in
conjunction between the project manager and the Contractor).
Related to the programmes provided the following supplementary support documentation

will be required:
 Agree and implement Early works strategy
 Temporary Works Designs
 Undertake Stakeholder consultation process - Detailed constraints mapping & Safety Case
 Develop Operational Strategy and Business Case – Define bottom line
 Develop Detailed Staging Programme and Tender Narrative
 Define Management Framework for interface with Stakeholders
6.4. Status Reporting
Programme delivery will be considered an important KPI for the project and will be regularly
reported against at each monthly Project Control Group meeting including the provision of a
statuses programme showing the progress of the work. This will be regularly monitored by the
Project Manager and whenever the programme does not represent on site activities an update will
be requested. Delivery of updated programmes can be tied into progress payments to ensure they
are submitted to the Project Manager for review. Programmes will be revised as follows:
 Master Programme - as required by major project scope or sequence change.

 Design Programmes - revise every month, or as required.

 Milestone Tracker – revise each month and included in monthly report
 Earned Value Analysis – updated by Quantity Surveyor
Example of a milestone tracker chart

Example of a Earned Value chart
6.5. Liaison and Approval of Programmes
The Project Manager will liaise with each party responsible for carrying out the programmed
tasks and generally seek agreement from those parties to the programmes.
6.6. Corrective Action
 Status Reports will identify corrective action required by each party.

 The Project Manager will manage the process of implementation of corrective action.
 The Proposed Veterinary Hospital Complex, Veterinary Laboratories and Livestock Farm
Complex Overall Master Programme is included in Appendix C.
6.7. Commissioning and Handover Procedures
The completion and handover of work requires a rigorous approach to the finalisation and
completion of works including the identification and close out of defects. This is due to the need
to maintain a quality experience as well as the difficultly, cost and delay in requiring the
contractor and subcontractors to return to the site.
An example completion and finalisation process is described below:
Further to the requirements as detailed elsewhere in the Contract, the Contractor is required
to;
 Inform the Contract Administrator when the subcontractor/s requests the issue of a
Certificate of Practical Completion.
 Determine in conjunction with the Contract Administrator whether there are any matters
which prevent the Contract Administrator issuing a Certificate of Practical Completion to
the subcontractor/s.

 Provide the Contract Administrator with a copy of the Certificate of Practical Completion
issued pursuant to the Subcontract.
 The following procedure is to be adopted by the Contractor twelve (12) weeks from
Completion to ensure the successful and timely handover of each stage of the Project to
Fiji National University.
Step 1
The Contractor is to convene a Project Finalisation Meeting (“PFM”) with the Contract
Administrator to discuss all outstanding and incomplete Works (including any defects) on-site,
outstanding Authority Requirements, and the like.
All outstanding Works are to be listed in a Completion and Compliance Register prepared and
maintained in accordance with the agreed format for the Completion and Compliance Register
included in the Contract Documents or similar as agreed between the Contract Administrator and
the Contractor, with responsibility noted and the Register issued to the relevant parties. The
Completion and Compliance Register must include a detailed program showing how (in terms of
sequence, activities and expected duration) the Contractor intends to complete all outstanding
obligations so as to achieve Practical Completion.
A completion program detailing all relevant survey/council/authority and/or other statutory

approval requirements which are to be carried out by Fiji National University and/or the
Contractor is to be tabled for review and comment at each PFM.
The outstanding items list is to be reviewed with the Contractor and checked for progress at
fortnightly intervals.
The Contractor must co-ordinate with the Contract Administrator to review any areas of major
concern in the Project.
The Contractor must table the updated Compliance Register at each PFM minutes of PFMs are
to be taken by the Contractor, reviewed with the Contract Administrator and distributed to all
relevant parties no later than five (5) Days after each PFM.
Step 2
Fortnightly PFMs are to be held prior to Practical Completion (yet may be excused by formal
advice of the Contract Administrator).
The agenda for the PFMs shall be:

(a) Review previous minutes.
(b) Review Authority Requirements as follows:
i. Consent authorities: each development consent or construction certificate (or
equivalent), and action to be taken;
ii. Water authorities;
iii. Electricity authorities;
iv. Workplace safety authorities;
v. Fire and essential services authorities;
vi. Communications authorities;
vii. Gas authorities;
viii. Environmental planning, monitoring and compliance authorities;
(c) Construction matters:
(d) Outstanding works list;
(e) Defects list;
(f) Commissioning Program;
(g) architectural finishes;
(h) all services (including Authority certificates and approvals);
(i) all soft and hard landscaping;

(j) irrigation systems;

(k) keys and security devices;
(l) Fiji National University requirements/Early occupation;
(m) Completion progress/Compliance Registers;
(n) As-built drawings and manuals;
(o) Warranties and guarantees;
(p) Documents package for Fiji National University;
(q) Site inspections as required under the completion pre-handover tasks;
(r) Staff training and orientation tasks.
Step 3: Completion.
Refer to the Contract conditions and Annexure for specific requirements. Further to these
requirements, and to ensure there is no confusion, the following is the sequence of Pre-Handover
tasks required to achieve Completion.
Pre - Handover Tasks.

(a) All services* commissioned by services contractors with commissioning data and
certifications as required by the consultants forwarded to the consultants.
(b) All services* performance checked and defects list issued by relevant consultants including
witness tests as detailed and required to verify commissioning has been completed.
(c) All training, manuals and orientation tasks complete and signed off training sheets completed
by the necessary client representatives.
(d) Defects rectified by services contractor
(e) Defect rectification checked and signed off by relevant consultants.
(f) Finishes and FFE completed by contractor
(g) Finishes and FFE checked by Architect and ID and defects issued.
(h) Contractor completes defects.
(i) Architect and ID check and sign off completion of defects.
(j) Installation and sign off of Equipment and FF&E items.
(k) Contractor and Contract Administrator inspect and issue defects list
(l) Contractors complete defect rectification and this is verified as complete by the Contractor.
(m) Contract Administrator inspect defect rectification
(n) If defects completed to enable occupation, Practical Completion is granted.
*The term “Services” as detailed above applies to all needs to make a given space to be fully
complete and functional. See detailed list below.
Definition of services (where applicable)

(a) Electrical system
(b) Gas system
(c) Water Hot and Cold
(d) Chilled water
(e) Data network
(f) MATV network
(g) PLC Controls and systems
(h) Fire detection systems / Fire Suppressions systems
(i) HVAC systems
(j) Communications networks.
(k) Audio system / Visual System / Acoustic systems
(l) Signage fixed and digital systems.
(m) Chillers Equipment
(n) IT systems
(o) CCTV and security systems
(p) Storm water systems
(q) Sewage systems

7.0. Project Budget
7.1. Project Budget
The project manager will determine the feasibility of the project during the development of
the Functional Requirements Brief. The Functional Requirements Brief will include an
assessment on the financial feasibility of the project and develop a project budget for the
endorsement of the Fiji National University Executive.
The Fiji National University has nominated total project budget, inclusive of consultants costs of
F$ 30 Million VEP as stated in the tender RFP documents.
7.2. Budget Risk
The project budget will need to be established to understand the funding capacity against the
desired Teaching Veterinary Hospital Complex.
Based on our review the following factors will drive the budget:
 The proposed scale of the project in terms of the required floor spaces and potential
additional link ways and paths and the potential for car parking, roading and traffic
management costs.
 Services Infrastructure upgrades as required.
 Additional measures associated particularly with disability compliance, fire safety and fire
egress provisions.
 Additional cost allocations are also required for operational constraints including temporary
works, out of hours and interrupted works.
 The cost of construction in Fiji is presently under significant escalation associated with the
overheated market conditions leading to a scarcity of capable firms and subcontractor’s
available.
 Expectations of transferring risk to the Contractor in a cost effective manner is unlikely.
 The nature of the works requires that the contract is let to firms that can handle the
complexity and quality of works that the facility requires. This further increases the scarcity
of available firms and the likely cost of the works.
In consequence, the role of the cost planner to progressively advise the relative cost
position on the project is an important one.
7.3. Contingency Management
The project manager in progressing the design through the key design approvals will revisit
the budget at each design approval gateway and on an ongoing iterative basis as each design
opportunity is explored and valued.
The project contingency and risk profile will be managed progressively as the level of
uncertainty is reduced and risks are allocated where appropriate. Contingency is defined as
‘The amount of funds budget or time needed above the estimate to reduce the risk of overruns of
project objectives to a level acceptable to the organisation’ (PMI 2004).

Contingency management and composition over the Cost Planning Process
The above chart provides an indication of how the contingency is progressive reduced over
the design phase of the project. The residual risk is therefore where practicable transferred
over the construction contract.
As stated previously the level of contingency required to address the mitigated residual risks of
existing conditions risk and operational risk will likely remain relatively high. Alternatively, the
Fiji National University may accept that the contingency reserve during construction may be
inadequate.
To take advantage of this ‘lost contingency’ it is necessary that during scope development
to highlight potential ‘deferred work’ items. These deferred work items are scope items that are
non-essential to the core project objectives, which have relatively short lead times which can
be progressively released to the Contractor. Ideally these scope items are priced during the
competitive tendering process and are approved to proceed only when the relative contingency
and cost position allows.

7.4. Cost Planning
The Project manager will develop together with the project Quantity Surveyor the following cost
control documentation. Remote location projects require a different approach to project costing
with specific and significant costs involved in both shipping and camp/remote accommodation.
For this reason the cost information will include the following initial deliverables that will be
developed progressively associated with the design and associated programme detail.
Elemental cost plan at 30% design documentation comprising:

 An initial elemental cost plan that details the project components on an elemental basis.
 A construction crewing and camp budget (Food and accommodation costs)
Detailed Cost Plan at 50% and 90% design documentation comprising:

 An detailed cost plan that measures at a detailed Bills of Quantity Level as per the Australian/
New Zealand Standard Method of Measurement.
 A temporary works budget that allows for the relocation/ hoardings and screening required
to execute the works.
The 90% Cost Plan is typically included as a ‘for information only’ document in the tender
documents and assists the tenders comprehend and correctly price the full scope of the works and
associated services required.

8.0. Project Procurement
Successfully achieving the project objectives is a real challenge for project clients.
Every project is different with varying project drivers, objectives and constraints. This gives rise
to a specific set of risks for each project which demands a unique approach from project to
project to ensure the objectives are realised.
The key to addressing this challenge is developing the right procurement strategy for the
project at the very outset and having the professional support to effectively execute that
strategy. Not only will this assist Fiji National University to ensure better procurement outcomes
for this project, it will enable the party who is best able to manage risk to do so. A successful
project outcome is achievable if the procurement strategy:
 effectively aligns key objectives and constraints of the project

 successfully addresses the project drivers
 appropriately apportions the identified project risks
 efficiently utilises and procures the right skills and resources to deliver the project
 suits the level of complexity of the project.
Achieving procurement objectives may not be simple, but the increased certainty of being able to
deliver project objectives in the most effective manner resulting from a robust procurement
strategy will more than justify the effort.
The aim of this section is to provide an analysis of the project construction delivery methods
considered for the new complex for the purpose of evaluation against the key project procurement
drivers for the project.
This project procurement section of the plan needs further development pending development of
the project risk management plan and input by the relevant stakeholders.
8.1. Various Forms of Contract Procurement Methodologies.
The following issues when developing our recommendation for a procurement strategy for
the project include;
 Developing Client Brief

 Unresolved Planning Strategy
 Unresolved design issues - Opportunities to improve Functional Outcomes and Commercial
Outcomes
 Unresolved technical design issues
 Likely need for Early Works Strategy to mitigate operational impacts.
 Very complicated staging requirements -The need to maintain operations during
construction

 Impact of seasonal issues (weather, travel and birthing patterns) on operations and
construction
 Political Influence / Expectation.
 Capability of Local sub-contractors and suppliers
 Capability of Local Head-contractors
 Local Access to construction and build ability expertise
 Local Understanding / Familiarity of modern procurement solutions
 Budget
Key Project Drivers are first identified as follows:
 Budget to be maintained.
 Planned project completion to be completed as soon as practicable whilst mitigating
operational risk
 Certainty on cost early in the construction process to avoid late redesign.
 Early expenditure of funds is desirable.
 Early/Enabling works and construction staging to enhance ability to meet project
completion timing.
 Appropriate stakeholder and user input to design.
 Limited depth of contractor expertise and capacity in project type and scale.
The following discussion reviews the pros and cons of the following options;
 Traditional Lump Sum

 Design and Construct
 Construction Management
 Managing Contractor
 Alliance Contracting
Traditional Lump Sum
This is the most common form of delivery used in the construction industry and is the
most common approach utilised in the Fiji Islands. The design team is engaged by the
Client and contract documentation is completed before engaging a contractor. Tenders
are requested from the industry or a pre-qualified shortlist and a lump sum price is
determined as the contract value/contract sum. Administration of the contract is
significant as generally the risk of documentation errors and omissions rests with the
client.
This form of delivery depends on the highest level of documentation quality, and a fixed
competitive price from the market. The risk for time and cost management is transferred
to the Contractor.
A key disadvantage with this form is that the design and documentation must be
completed before tendering can occur. However, this disadvantage may be mitigated via
the production of an early works package to enable the commencement of groundwork’s
prior to the completion of the design.
The sequential process also prevents any build ability advice from the contractor being
incorporated into the final design. Costs are inflexible for the contractor in this
environment, and any changes made by the Client or documentation errors and omissions
will be charged to the Client. A lump sum contract is most suitable when the client
requires a high level of price certainty before commencing any works.

The advantage of this approach is that the local construction industry is orientated
towards this type of delivery and the widest possible field of competitive bids is
likely to arise via this approach. By transferring the design risk to the Contractor
the project benefits from early contractor involvement, yet severely limits the
availability of local tenderers.
Design and Construct
This method of delivery has the contractor taking responsibility for the design,
documentation and construction of the works as defined by the Client's brief. It is
therefore critical that the user's requirements brief is well defined and not subject to
change. During the design phase the Client team must provide regular and timely
responses to ensure the program is not delayed and the briefed requirements are achieved.
The design and construct method transfers considerable risk to the contractor. On the
other hand it provides maximum opportunity for contractor innovation in design and
constructability as well as facilitating an early start to construction.
This approach relies upon the quality of the brief that can be provided by the Client. This
implies a sophisticated Client /end user who is able to define its requirements with
confidence at the beginning of the project. This situation occurs most commonly where
the project is part of a repetitive and known outcome. The risk transfer means the client
may pay a premium for risks which never eventuate.
Given the existing conditions risk and the present limited competition available in the
market for Design and Construct firms, it is unlikely that Design and Construct will
provide a value for money outcome given the extensive risk allocations and margin
expected to be allocated in this approach.
Construction Management
Using this process, the Client engages the design team. Once the initial concepts are
completed a Construction Manager is appointed to assist the design team and provide
practical building advice. Construction works are tendered to trade contractors who enter
into a contract directly with the Client. The construction manager performs the work on
a fee for service basis with a limited transfer of project risk. The construction manager
is responsible for the organisation, management and coordination of the works on a fixed
fee similar to a consultant. The construction manager does not have any financial risk to
the project as all tenders are open book and trades are contracted to the client.
Benefits of this system include an ability to commence construction sooner with the
introduction of early trades under the control of the construction manager. There is little
scope for adversarial issues to arise between the construction manager and the Client as
there is limited financial risk/gain to be made by the contractor. Changes can be
accommodated with less risk in this form of delivery.
Construction management will not provide the Client with price certainty at the time of
contractor engagement or at the commencement of construction. Most financial risk is
with the Client, and there is little incentive for cost savings to be introduced by the
construction manager.
It is considered that the issue of timing and of price certainty of the construction
cost outcome rules out this form of delivery.
Managing Contractor

The managing contractor form of delivery has been successfully used in recent years by
state and federal governments in Australia typically on large projects greater than $50
million dollars in value and in operational ‘brownfield’ environments. This form of
contract allows for the appointment of a contractor during the design process, with an
overall limit of cost agreed. The managing contractor is then able to provide build ability
advice during the remainder of the design process and manage any early works if
required.
The managing contractor’s appointment is competitively tendered by the Client. Initially

(First Stage of overall Tender Process) the managing contractor tenders for preliminaries
to set up the project, management costs, supervision and margin, and a percentage to be
applied to the outstanding design costs. The existing consultants are novated to the
managing contractor and the managing contractor becomes responsible for the
management of completion of the design process from that point in time.
The appointed managing contractor is then given a period of time to firm up a Guaranteed
Contract Sum (GCS) (Second Stage of overall Tender Process). Construction work is
divided into trade packages for competitive tendering in an open book arrangement. The
Quantity Surveyor remains engaged by the client with the role to check all aspects of the
GCS and trade tenders. Usually a share of savings formula is included in the contract,
often with 80% reverting to the client. A Partnering arrangement may also be
incorporated into the contractual arrangements.
Process for engagement diagram
This form of delivery is usually adopted when the Client wants certainty of outturn cost
during the design development process, build ability input is beneficial and an early start
to construction activities will enhance timely project completion. The GCS provides the
client with the least risk to outturn cost. The managing contractor is required to deliver

the project within the fixed time, cost, quality and scope as defined by the Client. This
includes the acceptance of the risk for design errors and omissions. Therefore the contract
sum/GCS cannot be varied unless the client requires a significant scope change.
Disadvantages with this process include a potential high margin for risk if time does not
allow for full investigation of all risk factors. Tendering the first stage in the competitive
environment is intended to reduce this level of risk to the client.
The Managing Contractor form of Contracting is potentially suitable given it has been
successfully utilised on many similar projects in Australia. However, this contracting
model has not been utilised in Fiji previously and the Contractor’s will need extensive
education on the required delivery model. Indeed, where this delivery strategy has been
presented to Contractor’s in Fiji most firm’s struggled to understand the contractual
incentives or Key Performance Indicators. Another significant constraint is that the
ability of the contractor to ‘self-deliver’ trade packages is much greater in Fiji and hence
the potential for conflict of interest between self-deliver and managing contractor
margins arising is much greater in Fiji than Australia.
Alliance Contracting
The concept of collaborative contracts has been developed over recent time to
mitigate the adversarial behaviour that often detracts from best for project outcomes in
"hard dollar" contracts. This approach has built on the early concepts of partnering and
in its purest form has evolved into alliance contracting. Alliance contracts work best
when the Alliance Contractor is appointed early in the design process and the project’s
goals are developed jointly by all team members.
The normal approach is to engage an expert facilitator to foster a “cooperative culture”,

by providing the team with a formal process of issues resolution coupled with training in
the interpersonal skills required to achieve maximum benefit. This assistance is usually
provided to the team at project initiation and during the tender assessment phase
(facilitate the presentations by Tenderers and assess their capacity to work
collaboratively). During the construction phase the process is sustained by establishing,
coordinating and maintaining a coherent leadership group for the project. There are two
elements to the alliance contract: the first is the risk allocation model and the second is
the behavioural covenant that all project participants are asked to commit to.
Collaborative contracting principles can add value to the project outcome across a wide
range of delivery models.
8.2. Suitability Matrix — Project Delivery Systems
In 1999, the Australian Constructor’s Association issued a publication titled “Relationship

Contracting – Optimizing Project Outcomes”. This publication was compiled after extensive
consultation with industry and it provides a framework for assessing risk on a project as it affects
the selection of a procurement system.
This matrix will be used as a part of the assessment process in selecting and defining an
appropriate procurement strategy.
The relative selection of the procurement strategy is influenced by the client’s perceptions and
needs in relation to the following:
 Cost Certainty
 Risk Allocation

The below chart indicates the likely relative outturn costs in a theoretical and fully informed
competitive market of the different procurement strategies as defined where the client
accepts a large portion of the project risk and hence contract cost certainty is not known until late
in the project. In this context contingency management becomes paramount.
Construction Managing Contract Lump Sum Contract Guaranteed Maximum Price

Management Contract
Client Side Risk Issues:
Existing Conditions,
Operational risk
Lump Sum Contract Amount
Client Side Risk Issues:

Operational risk,
Design risk Risk allowance
Client Side Risk Issues: Lump Sum Contract Amount

Operational risk
Client Side Risk Issues: Risk allowance
Operational risk Project Profit
Risk allowance
Risk allowance Project Profit/ Project Profit

Management Fee
Contractor Delivery Fees
Design Consultant Contractor Planning and
Fees Delivery Fees
Design Consultant
Contractor Delivery Fees
Design Consultant Fees
Pm Fees
Fees Design Consultant Pm Fees
Fees
Pm Fees Pm Fees
Subcontract Subcontract
Construction Phase Construction Phase
Subcontract
Packages Subcontract Packages
Construction Phase
Construction Phase Packages
Packages
Relative comparative outturn costs in a fully informed and competitive market.
In order to finalize the procurement strategy the Principal’s perceptions and attitudes to risk and
risk sharing need to understand as does the need for contracted cost certainty in light of the
project risk profile.
In addition, further specific assessment of the project risks is required to finalize this
recommendation.

8.3. Procurement Plan.
The decision and approach associated with the selection of the different delivery models and their
myriad hybrids is then documented in the procurement plan.
This Procurement Plan sets out:

• the procurement model and process that will be used to deliver the Project;
• the governance structure and approval process that will oversee the procurement process;
• an overview of the evaluation process;
• resourcing arrangements; and
• the probity framework.
This Procurement Plan will be submitted to the Fiji National University, Project Control Group
(PCG) and SSO/SP for endorsement and approval. Upon endorsement and subsequent approval
this Procurement Plan will provide the framework for the procurement of the Project.
This Procurement Plan is the overarching procurement planning document and will be
supplemented by a range of other documents during the procurement process, including the
documents described below.
Document Description
Probity Plan The Probity Plan will be substantially in the form set out in Attachment D
and will establish the probity framework and guidelines that will govern the
procurement process. The Probity Plan will assist in ensuring that the
integrity of the project management process is maintained to the required
standard, whilst endeavouring to ensure that all participants in the
procurement process are treated fairly and equitably.
Expression The purpose of the EOI Evaluation Plan is to put in place the evaluation
of Interest framework for the Evaluation Panel in assessing Respondents and for short-
(EOI) listing Respondents to participate in the RFP Phase. In particular, the
Evaluation Evaluation Plan will assist in the achievement of the following objectives:
Plan  identify the Respondents most suitable to progress to the RFP
Phase of the procurement process;
 ensure that the process is undertaken in an efficient and
equitable manner consistent with the Probity Plan;
 provide a clear, coherent and even-handed basis for the
evaluation process;
 facilitate the observation of procedural requirements during
the evaluation process;
 provide an evaluation process that is defensible, auditable and
consistent with the Invitation for EOI; and
 ensure that Evaluation Reports are appropriately documented.
Request for The RFP Evaluation Plan will be similar to the EOI Evaluation Plan, and is
Proposal intended to achieve the same objectives.
(RFP)
Evaluation
Plan
These documents will be prepared by the Project Team and will be endorsed, where required, in
accordance with the Approvals Matrix to be developed as a part of the project plan. Other project
documentation supporting delivery will be prepared by the Project Team as required, and will be
endorsed by the PCG.

8.4. Procurement Phases
The procurement process will be structured to identify the proposal which presents the best
value for money for the Project such that the contract handover point maximises value to Fiji
National University.
The Project will be undertaken by the Project Team broadly under the following phases:
Planning Phase
Identifies the procurement approach, undertaking of risk assessment, identification

of risk management strategies, finalisation of project scope, confirmation of cost
estimate, and commencement of development of contractual documentation for the
Project;
Procurement Phase
Will consist of the following stages:

1. EOI stage: Identifies market interest in the Project and identifies a shortlist of
capable Respondents to proceed to the next stage of the procurement process; and
2. RFP stage: Identifies preferred Respondent from shortlisted Respondents from the
EOI stage, presenting the best value for money Proposal to the State for the Project;
3. Negotiations Phase: Resolves all outstanding issues between the State and the
Preferred Respondent and finalises the contractual documentation with a view to
achieving contract close; and
4. Contract Management and Administration Phase: Manages and implements the
contract between the State and the Contractor and ensures Project is being
delivered in accordance with contractual terms.
The actual approach is likely to require flexibility to cater for circumstances that are not
identifiable until the procurement process has begun. The procurement documentation
will endeavour to ensure that the Fiji National University has maximum flexibility to
modify the procurement process. Any changes to the procurement process will be made
by the Fiji National University Procurement Office as may be required.

8.5. Probity Management
Probity Framework
The management of probity throughout the procurement process will be in

accordance with a Probity Plan which will be established by the project manager and
Fiji National University consistent with other major projects. The Probity Principles for
all Projects are as follows:
• Fairness and impartiality. Proponents are to be treated equally and must have the
same opportunity to access information and advice;
• Use of a competitive process. A competitive process will be used throughout the
Procurement Process, in accordance with the Procurement Plan and the Evaluation
Plans;
• Consistency and transparency of process. Proponents are to be evaluated in a
systematic manner against explicit predetermined evaluation criteria which may
be amended in accordance with the Terms and Conditions;
• Security and confidentiality. The processes adopted for receiving and managing
information are to ensure the security and confidentiality of intellectual property
and proprietary information;
• Identification and resolution of conflicts of interest. Any person or organisation
involved in the Procurement Process is to declare and address any actual or
perceived Conflict of Interest and to have that information recorded on a conflicts
register maintained by the Probity Advisor prior to undertaking any quotation or
evaluation; and
• Compliance with relevant State procurement and probity provisions.
Identity of the Probity Advisor
An individual within the Fiji National University Procurement Office will be appointed
as the Project’s Probity Advisor.
Role of the Probity Advisor
The primary role of the Probity Advisor is to provide independent probity advice
regarding the procurement process, the management of any conflicts arising within the
procurement process and providing assurance that each significant phase of the Project
is completed in accordance with Probity Plan. This involves monitoring, assessing, and,
where necessary, providing corrective advice to address any anomaly in the procurement
process.
The Probity Advisor will be given full access to all Project documentation, personnel,
meetings and premises to the extent required to perform the scope of services.
Procurement planning documentation and relevant meeting agendas will be provided to
the Probity Advisor to enable informed decisions on meeting attendances to be made.
The Probity Advisor will be accountable to the Project Director on a day-to-day basis and
will be ultimately accountable to the Fiji National University.

8.6. Approvals Matrix

The approval matrix for the key stages and documents for the procurement process is as follows:
Description
Procurement/
Fiji National
Fiji National
University
University
Executive
Manager
Project
Office
PCG
Procurement Plan
Release of EOI
Approval of EOI Evaluation
Report
Release of RFP
Approve the RFP Evaluation
Report
Recommendation to execute
the Contract Documentation
This table will be populated pending agreement with the stakeholders.

9.0. Project Design Management
9.1. Design Team
The New Proposed Teaching Veterinary Hospital Complex team structure is likely to be as shown
in the organisational chart below. Note that the chart represents the project organisational
hierarchy that HLKJ will manage but each organisation is directly contracted to and paid by FNU.
Houng Lee Kaba Jacob
Quantity Building Civil /

Architect /Interior Surveyor Services Structural
Designer
Fire Engineering Geotechnical
It is noted that the Architect should be suitably experienced in the provision of major
infrastructure and have specific experience in space planning and master planning such that the
interfaces with the surrounding facility and the symbiotic relationship of the various functions is
optimised spatially.
Building services is also a field that requires personnel with specific exposure and expertise in
design and operation.
9.2. Design Stages
The project will be broken into five key design stages being;
 Functional Design Brief;
 Design Competition;
 Schematic/Concept Design Report;
 Design Development Report; and
 Construction Documentation.
Throughout these stages the design will be developed in more detail through consultation with
the Executive Stakeholder & User Groups. At the completion of each of the stages a cost check
will be undertaken by the project quantity surveyor to ensure that forecast costs remain within
budget as well as client sign off of plans will be obtained by Houng Lee Kaba Jacob Limited. The
stakeholder management process detailed in section 4 will be the catalyst of the client sign-off.
9.3. Design Scope & Meetings
As part of the Schematic Design phase, a Functional Design Brief will be established that can be
referenced as the design progresses to ensure the initial intent and functional requirements are
being met. It is intended that the project will be procured under the traditional form of Contract
that will enable the design team’s control to be maintained under the client.

In each of the design phases, design meetings will be arranged and chaired by the Project
Manager. Attendees will also include representatives from the various design disciplines and the
Project Manager with the Building Certifier, Quantity Surveyor and Client on an as needed basis.
These forums will be used to introduce changes agreed through the user group process, raise
services co-ordination issues, identify value management opportunities and schedule/monitor
dates for release of plans for review/construction. Minutes are to be taken and distributed by the
Project Manager.
9.4. Meeting Structure
Meetings during the design stages are expected to occur during the early stages of the project at
closer intervals and expected to be fortnightly during the construction stages.

10.0. Project Cost Management
10.1. Cost Management Principles
The purpose of the New Proposed Teaching Veterinary Hospital Complex project cost
management system is to:
 Contain the cost of the project within the Project's approved budget;
 Provide ongoing cost reporting to the Client on all costs expended on the design and
construction of the project;
 Provide timely and relevant cost information to allow the project team to take
corrective action to control both the total project cost and the individual cost items
within the approved budget;
 Manage contingencies and budget transfers;
 Achieve cost control through forecasting cost at completion, and comparing "forecast
cost of completion" with "budgeted cost at completion".
10.2. Cost Reporting
The Project Manager will implement a project cost report throughout the delivery of the
project. The cost report is a specialised project cost reporting system that managers and
records project costs based on:
 Approved and revised budgets
 Contracts awarded or let
 Variations - committed and pending
 Forecast cost to complete
 Certified Payments
10.3. Contracts and Forecast to Complete
Fundamental to the cost control system will be the requirement to forecast the cost to completion
and to record commitments including contract packages let and variations against budgets. To
ensure this system provides forecast (rather than historical) information it should recognise an
estimated liability for each instruction issued by the PM. This ensures that cost information
reflects what is happening at the workface, rather than following the administration process. The
estimates of site instruction values are then adjusted as variations are received, assessed and
approved.
10.4. Payments
The certification process will be managed by the Project Manager.
Progress payments will be managed and processed in accordance with the respective
contract and relevant legislation.
10.5. Scope Management and Variations
Scope Management
The scope of the project will be defined by the Functional Design Brief and
Schematic Design Report. Any changes to the scope must be approved by Fiji National
University.
The Consultants will be responsible for designing within the approved budgets and as
such will be required to ensure scope creep does not occur during design. Regular cost

reviews will be undertaken during the progressing design to ensure adjustment to the
scope is implemented when necessary to comply with the approved budget.
Value Management
Value management will be implemented to ensure the design of the project progresses a
scope that is within budget provision. At the conclusion of each design phase a cost
estimate will be completed to confirm the project is within budget prior to progressing to
the next stage. If the design is over budget, measures will be investigated and proposed
in order to bring the design back to budget prior to proceeding to the next stage.
10.6. Variations
Variation Approvals
The Project Manager will act on behalf of Fiji National University. The Project Manager
is not assigned any delegated authority to approve variation claims but will assess and
make formal recommendation to Fiji National University based on the validity and
compliance of such claims and with input on cost from the relevant designer and other
consultants as required.
Variations can be initiated by either Fiji National University or the Contractor with a
separate process of assessment for each.
Scope Changes
Variations may arise through the following circumstances:
Client Requested Changes in Scope, where instructions are issued to change the scope
of the works, as a consequence of the alterations requested and authorised by the client.
These may require transfer of funds from contingencies or funds outside the project.
Variations for Contractor’s Convenience, where changes in scope may be requested

for the convenience of the Contractor
Variation Procedures
A variation under the Contract is any change to the Works. Contractor variations will be
handled in accordance with the Contract.
Variation Price Request (VPR)

 The Project Manager may issue a Variation Price Request to the Contractor in
respect of a variation which Fiji National University is considering.
 After receiving the VPR the Contractor must respond inclusive of costs and impact
on programme if any.
Variation Order (VO)

The Project Manager may issue a Variation Order (VO), which is an instruction to vary
the works under the Contract. This can be issued without previously issuing a VPR. No
work is to be carried out in respect of any pending variation until a signed Variation Order
has been received or unless the Contractor shows in writing that this will affect critical
path activities.

11.0. Project Communication and Reporting
11.1. Communication Principles
The key communication principles are:

 All formal communications with Users and Fiji National University representatives will be
through the Project Manager.
 All communications relating to design during delivery phases will be through the Project
Manager.
It is intended that formal project communication and documentation will be managed via web-
based project communications system (i.e. ACONEX). This will facilitate greater
efficiency and accountability within the project team. This will be confirmed with the Principal
during the initial stages of the project if awarded this contract.
11.2. Project Reporting
A project such as the The Proposed Veterinary Hospital Complex, Veterinary Laboratories and
Livestock Farm Complex requires accurate and comprehensive reporting of the issues affecting
the overall project as well as specific issues. The purpose of project reports is to keep Fiji
National University and members of the project team informed of progress and to highlight
matters requiring decisions.
The emphasis of reports is to provide early warning of potential issues and keep project team
members informed on issues which may affect them. Reports shall be forward looking in
emphasis and record actions as well as achievements within the reporting period
The designers and contractors will be required to prepare a written brief report outlining progress
made within the month, issues requiring decisions, corrective actions taken, progress to be made
in the following month, and highlight any areas of concern.
A monthly Project Report will be prepared by the project manager who will issue it prior to the
monthly Project Control Group meeting. The designers and contractor’s reports will be included
unaltered and in full.
Typical attachments to the monthly report will be:

 Programme, a statuses programme will be attached to give current and forecast milestone
dates.
 Contractors and Design Consultant Report, including design progress to date by all
consultants, critical actions to be taken, and decisions made or required.
 Project Progress Report, prepared by the Project Manager, highlighting current milestones,
critical activities, and progress achieved time performance and critical actions, expenditure
to date, forecast cost to complete against cost budget.
 Cost Report, including budgets at completion versus forecast cost at completion and noting
any variance and any significant changes for factors affecting the cost of the project.
 Risk Register, highlighting ongoing project risks, consequences and management measures
implemented to mitigate risks.

12.0. Quality Management
12.1. Quality Policy
The PMP has been based on the Australian Standard ASNZS ISO 9001:2000 - Quality Systems,
and incorporates the requirements of AS 9001 for designers. The procedures and methods
described in this plan must be implemented by all project team members applicable to the roles
and responsibilities described in this document to ensure that the project goals, requirements and
performance standards are met. It is incumbent on the team to advise of any system deficiencies
and to make positive suggestions for improvement and increase efficiency.
All consultants will implement quality assurance systems and prepare a Quality Assurance plan
in accordance with their respective Contracts.
A construction Project Quality Plan will be prepared by the relevant Contractor and submitted
for review prior to gaining access to site.
12.2. Quality Procedures
Quality assurance, control and audit shall generally be in accordance with ASNZS ISO 9001:2000
Quality System Guidelines. The Project Manager and relevant consultants will carry out quality
audit checks, throughout the design, construction and commissioning of the Project
Quality of Design
The quality of the design of the project is the responsibility of all Consultants.
Consultants are responsible for coordination and integration of all disciplines.
The quality of design will be ensured by:

 The professional advice of the Design Consultant and other Design Consultants
 Ensuring comprehensive consultation with Users to determine needs, and
documenting and minuting same;
 Ensuring the appropriate User requests have been incorporated in the design, and
obtaining formal sign-off by Users and the Client at each stage;
 Final formal presentation of design to the Users and the Client at respective design
stages;
 Quality Procedures and Project Quality Plans of the Consultants
 Quality Assurance procedures of the PM;
 Inspection of the Works by the Design Consultants.
Quality of Documentation
The quality of documentation will be the combined responsibility of the Project

Manager, Design Consultants and the Contractor.
Quality of Construction
The quality of construction is the responsibility of the Contractor. The Contractor is

ultimately responsible for constructing the Works in accordance with the Works
Description and this responsibility cannot be relieved by any act by the Project Manager.
During construction the Contractor shall be responsible for obtaining certification of

drawings and specifications from building surveyors and qualified geotechnical,
structural, mechanical, electrical, hydraulic fire engineers and quality consultants as

required. Critical design aspects must be verified in writing by professional designers.

The PM may make independent quality assurance checks and may carry out audits during
the preparation of design documents.
The Contractor is responsible for obtaining written approval from qualified relevant
professionals that all work has been carried out and commissioned in accordance with
the construction contract. These written reports are to include any materials, test results,
conformance or non-conformance with relevant standards, codes and requirements of
relevant authorities.
The Design Consultant and the Contractor shall comply in the design and construction of
the project with the statutes, regulation, and policies, ordinances and by-laws of all
relevant authorities. It is the responsibility of the Contractor to ensure that all
workmanship, materials, goods and equipment comply with any relevant Australian
Standard and shall be of a kind or standard which is suitable for its purpose and consistent
with the nature and character of the Project.
The quality of the Works shall be ensured by:

 The Contractor’s Project Quality Plan;
 Inspection of the Works by the PM and Consultants
 Testing of the works;
 Certification and / or written approval of drawings, specifications by qualified
professionals
 Effective management of the samples and submissions procedure.
 Successful commissioning and handover of the works;
 Maintenance during the Defects Liability Period (DLP);
 Correction of defects during the DLP.

13.0. Risk Management

Risk Management assessments and workshops will be commenced at key stages of design and
delivery. The output from these will be the project Risk Management Plan. This will identify
risks associated with the delivery of the project.
In summary, the aim of the Risk Management Process is to:

 Ensure that the project targets, budgets and objectives are realistic;
 Ensure risk management strategies are appropriate to the risk level of the project; and
 Ensure contractual obligations of all parties are known and met.
The contracting process involves the entire purchasing cycle from the identification of a need,
to pretender planning, development of the request documentation, assessment of offers,
negotiation and due diligence, contract award and the on-going management of the contract
relationship.
There are three major phases in the contracting process:
(a) Contract planning is the phase in which the analysis and planning is carried out. Decisions
are made regarding the method of procurement and the way in which the contract will be
managed.
(b) Contract formation is the phase in which the contract documents, such as the conditions of
contract, conditions of tendering, specification and description of work, are put together, and
the contract is established.
(c) Contract management is the phase in which the goods or services are provided by the
contractor in return for payment.
Applying risk management to the contracting process

At the contract planning phase:
 Assess the level of contracting risk.
 Prepare a Preliminary Risk Management Plan
At the contract formation phase:

 Re-check the risk level.
 Review the risk management plan, if applicable.
 Implement the risk management strategies relating to this phase.
 Determine what needs to be monitored during the contract management phase and
decide how it will be monitored.
In the contract management phase:

 Re-check the risk level.
 Implement the risk management plan, if applicable.
 Regularly review and revise the risk management plan.
 Monitor the progress of the contracting project objectives.

Contracting Project Risk Management Process
STEP 1 - RISK RATING STEP 2 - RISK MANGEMENT STEP 3 - RISK MONITORING

PLANNING
Procurement Plan
CONTRACT PLANNING
Carry out risk rating
Produce a Risk
Management Plan
for the contract
development
phase and a draft
risk management
Develop draft risk

Rerun risk rating Implement the contract
monitors
development Risk
Management Plan.
CONTRACT FORMATION
Review the contract

Contract Management
management RiskPlan
Management Plan
Rerun as Revise plan

required as required
Produce a Risk
Management Plan for Confirm risk monitors
the contract
management phase
Rerun risk rating Implement the Risk

Management Plan
CONTRACT MANAGEMENT
CONTRACTING PROCESS
Monitor the risk

Revise Risk situation
Management Plans as
required

The likelihood of the risk eventuating will be rated with a corresponding severity of
consequence if not mitigated. Action required to ensure the risk is mitigated will be
identified with associated responsibility.
The Risk Management Plan will be formally issued to all project team members. It will
be reviewed and updated at key stages of the project to reflect the changing risk profile
of the project.
The Risk Register will be contained within the Project Monthly Report with status of
changing risk profile reflected via a traffic light reporting system.
13.2. Key Risks Apparent
Following initial assessment following key risks are apparent associated with the project:
1) The public profile of the project

2) The tight project timeframe
3) The project design status and need to resolve design documentation.
4) The limited number of contractors and subcontractors available to execute on a project of
this scale and complexity.
5) There is a relative high risk of this project of encountering different conditions to that
expected and designed for as a part of the project. This includes the following risks:
a) Existing sub-ground services poorly documented.
b) Existing above ground services poorly documented.
c) Existing structural condition unknown.
d) Staging of works affecting existing services.
This results in a high likelihood of ‘unknowns’ affecting the project and impacting on both
planned cost and program.
6) The staging of the project.
7) The potential for authority approvals to impact upon the schedule.
8) The components overall project budget need to be defined specifically.

14.0. Health & Safety Management
14.1. Safety in Design
The Project Manager must proactively promote a focus on safety during the design phase of the
project to endeavour to improve safety outcomes rather than achieving minimum levels of
compliance. Safety will have a separate item on the agenda of the design meetings.
The Design Consultants will be required to prepare and implement a Safety Plan to be submitted
to the Project Manager. During the Design Phase, The Project Manager will monitor the
consultant’s compliance with procedures in the safety plan.
Design Risk Assessment workshops, facilitated by a safety specialist on projects with complex
OH&S issues are to be attended by all members of the design team. The Consultants will be
required to submit a detailed report outlining the design risk assessment and highlighting any
residual risk which was not eliminated in the design process.
14.2. Contractor’s Safety Plan
Safety on Construction works is imperative.
The Contractor’s Health and Safety Plan will be independently reviewed at the commencement
of the Construction Phase.
During the Construction Phase the Project Manager will ensure that the Contractor fulfils their
obligation to follow the procedures set out in the Safety Plan for any incidents or accidents onsite.
Ideally an independent 3rd Party Safety Expert may be engaged to conduct three-monthly reviews
of the construction safety management implementation to facilitate this. This requirement will be
reviewed and confirmed with Fiji National University’s OH&S Stakeholder representatives.
Safety will be a specified item on the agenda of the construction meetings and section of the
Contractor’s Monthly Report. This will require the Contractor to regularly report against the
Safety Plan advising of all incidents on site.
Safety will be a separate heading in the monthly report and within the Project Control Group
meetings.
During construction, safety will be a specific agenda item at construction meetings. The
contractor will be required to report safety issues such as implementation of safety induction,
Lost Time Incidents, compliance with contractual and legislated safety requirements etc. 3-
monthly independent reviews of the contractor safety plan implementation may be undertaken.
Spot checks of its implementation may also be carried out by the Project Manager.
14.3. Project specific safety initiatives
Given the works are being undertaken within and directly adjacent an operating facility the
following additional safety initiatives are required to be implemented.
Permits to Work
a) Permits to work are required where required under the Construction Safety Plan or
prior to commencing works on any services and prior to any demolition (including

drilling or cutting into existing structures) or excavation works. The requirement

for Permits includes circumstances where any adjacent services that may be
affected by the works (eg due to the proximity of work to the adjacent service, or
the high likelihood and /or consequence of impacting on the adjacent service if not
isolated).
b) All permits to work shall be controlled by the Contractor in association with
Project Manager where necessary.
c) The Contractor’s representative is to make an application for a permit to work to
the Project Manager for access to an area or service. Such an application should
reference work procedures, work method statements and specific risk assessments
as necessary.
d) This application must be made at least 7 days prior to the expected commencement
of works and in conjunction with the wider requirements of the staging plan.
Traffic Management Plans
a) Traffic management plans, including traffic control are required for all deliveries,
concrete delivery and the concrete pumping trucks involving access to the airside
of the development or where works will impact landside roads, pedestrian paths or
car parks.
b) Existing Services and Structures
c) Existing infrastructure records and information must not be taken to be complete
nor accurate. The Contractor must carry out investigations to verify services
locations prior to any excavations and prior to any work affecting existing services.
d) The Contractor must notify the Project Manager immediately upon the discovery
of services or obstructions not shown in Design Documentation or identified by
inspection.
e) The Contractor must ensure and allow for suitable site investigations and
dilapidation surveys are undertaken to verify the purpose, location, isolation point
and affected users of any services to be relocated, disconnected or removed as a
part of the Works.
f) The Contractor must immediately notify the Project Manager in the event of
damage to any water, gas, steam, compressed air, electric, drainage, sewerage,
telephone, fire alarm, control cable or other services in the area. The Contractor
must also repair, divert, relocate, cut, seal, disconnect or make safe as required by
the relevant authority.
g) The Contractor must, with every care and skill, support and protect all structures,
walls, fences and all services, property and existing landscaping which may, unless
so protected, be damaged as a result of the execution of the Works and must
comply with the reasonable requirements of Fiji National University, of relevant
authorities and others controlling those structures, fences, services, landscaping
and property for their protection from damage during construction or maintenance
of the Works.
Cutover & Disaster Recovery Plans
a) All works within the existing Facility carry the risk of affecting the operations of
the facility. To effectively manage the risk of interrupting the Centre’s operations,
a Cutover & Disaster Recovery Plan is to be developed whenever working in,
around or with existing services. The objective of the Plan is to:
b) Identify critical risk issues associated with the expansion, upgrade and integration
of the existing services that will require effective management, including the
possibility of an unplanned loss of service (this is to include all services that are
not directly involved in the works that may be affected as a side-effect);

c) Identify a project implementation program which schedules the project

requirements in a logical order (including detailed timing);
d) Detail the extent to which an additional system, required by the Contract, can be
independently tested both off-site and on-site before any attempt is made to
integrate and expand the existing services;
e) Identify the source, operation/function and method of isolation of all services in
and around the task that may be affected by the works;
f) Detail the proposed cutover procedures for each sub-system to provide the
necessary expansion/integration (step by step sequence of works);
g) Detail the commissioning tests to be performed for the expanded/integrated
systems and how those tests are to be performed with minimum disruption to
operations (including all signoffs and ITPs required); and
h) Clearly address the fall-back strategy (disaster recovery plan) for each sub-system
in the event that the expansion/integration is not immediately successful, and/or
another service has been inadvertently affected.
i) The Cutover and Disaster Recovery Plan must be submitted to the Principal a
minimum of seven (7) days prior to the undertaking of the task. All investigations
required to identify any service that may be affected by the works, including its
source, operation/function and method of isolation, must be completed prior to the
submission of the Plan.
j) Upon receipt of a Plan, the Principal will seek approval from the relevant
stakeholders. Works are to be programmed to minimise disruption to the facilities
operations (which may include night and weekend work).
k) Any aspect of the plan may be rejected at the Principal’s discretion. If the Plan is
rejected in part or whole, the Contractor is to revise and resubmit accordingly.
l) Works are not to proceed until approval is granted by the Principal.
m) A Cutover and Disaster Recovery Plan is also to be completed for any building
works that may affect existing services or may potential affect the operation of the
facility, aircraft safety or building users.

15.0. Health & Safety Management
15.1. Safety in Design
The Project Manager must proactively promote a focus on safety during the design phase of the
project to endeavour to improve safety outcomes rather than achieving minimum levels of
compliance. Safety will have a separate item on the agenda of the design meetings.
The Design Consultants will be required to prepare and implement a Safety Plan to be submitted
to the Project Manager. During the Design Phase, The Project Manager will monitor the
consultant’s compliance with procedures in the safety plan.
Design Risk Assessment workshops, facilitated by a safety specialist on projects with complex
OH&S issues are to be attended by all members of the design team. The Consultants will be
required to submit a detailed report outlining the design risk assessment and highlighting any
residual risk which was not eliminated in the design process.
15.2. Contractor’s Safety Plan
Safety on Construction works is imperative.
The Contractor’s Health and Safety Plan will be independently reviewed at the commencement
of the Construction Phase.
During the Construction Phase the Project Manager will ensure that the Contractor fulfils their
obligation to follow the procedures set out in the Safety Plan for any incidents or accidents onsite.
Ideally an independent 3rd Party Safety Expert may be engaged to conduct three-monthly reviews
of the construction safety management implementation to facilitate this. This requirement will be
reviewed and confirmed with Fiji National University’s OH&S Stakeholder representatives.
Safety will be a specified item on the agenda of the construction meetings and section of the
Contractor’s Monthly Report. This will require the Contractor to regularly report against the
Safety Plan advising of all incidents on site.
Safety will be a separate heading in the monthly report and within the Project Control Group
meetings.
During construction, safety will be a specific agenda item at construction meetings. The
contractor will be required to report safety issues such as implementation of safety induction,
Lost Time Incidents, compliance with contractual and legislated safety requirements etc. 3-
monthly independent reviews of the contractor safety plan implementation may be undertaken.
Spot checks of its implementation may also be carried out by the Project Manager.

Appendix G
Master Program
VETERINARY HOSPITAL COMPLEX PROJECT
MASTER PROGRAM REVISION 7
19th DECEMBER 2017
ID Task Name Duration Start Finish Predecessors 2016 2017 2018 2019 2020 2021
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
1 Project Management Programme 961 days Mon 30/01/17 Mon 5/10/20
2 Project Manager Procurement Stage 228 days Mon 30/01/17 Wed 13/12/17
3 Issue of RFT For Project Manager's Scope 0 days Mon 30/01/17 Mon 30/01/17 30/01
4 Tender Closure For Project Manager's Scope 0 days Mon 30/01/17 Mon 30/01/17 3
5 RFP Proposal Period 32 days Mon 30/01/17 Tue 14/03/17 4
6 Award Letter 1 wk Wed 15/03/17 Tue 21/03/17 5
7 Contract Document for Project Manager 19 wks Wed 22/03/17 Tue 1/08/17 6
8 Commence - Establishment, Site Investigation 5 days Wed 2/08/17 Tue 8/08/17 7
& Due Diligence, PMP, Master Programme
9 Project Kick-Off Meeting with Relevant 2 wks Wed 9/08/17 Tue 22/08/17 8
Stakeholders. Initial Briefing Meeting
10 Development of User Requirements, Area 70 days Wed 23/08/17 Tue 28/11/17 9
Schedule And Concept Layouts
11 Functional Requirements Brief - 15% 10 days Wed 29/11/17 Tue 12/12/17 10
12 Client Approval of PMP, Functional Design Brief1 day Wed 13/12/17 Wed 13/12/17 11
13 Consultant Procurement 86 days Thu 14/12/17 Thu 12/04/18 2
14 Architect & QS Procurement 39 days Thu 14/12/17 Tue 6/02/18
15 RFP Documentation - Architect & QS 2 days Thu 14/12/17 Fri 15/12/17
16 Client Endorsement of RFP 3 days Mon 18/12/17 Wed 20/12/17 15
17 Issue RFP Documents 0 days Wed 20/12/17 Wed 20/12/17 16 20/12
18 RFP Proposal Period 24 days Thu 21/12/17 Tue 23/01/18 17
19 RFP Assessment & Reporting 1 wk Wed 24/01/18 Tue 30/01/18 18
20 Client Review & Approval of Architect & QS,
1 wkContractsWed 31/01/18 Tue 6/02/18 19
21 Architect & QS Appointment 0 days Tue 6/02/18 Tue 6/02/18 20 6/02
22 15% Design Phase 18 days Wed 7/02/18 Fri 2/03/18
23 Architects Due Diligence and 15% Design
2 wks
Phase Wed 7/02/18 Tue 20/02/18 21
24 15% Design Submission 3 days Wed 28/02/18 Fri 2/03/18
25 Client and Project Managers 2 days Thu 1/03/18 Fri 2/03/18
Endorsment of 15% Concept Design
26 Civil/Structural, Building Services & 29 days Mon 5/03/18 Thu 12/04/18 22
Geotech. Procurement
27 RFP Documentation - CS, BS & Geotechnical
3 days Mon 5/03/18 Wed 7/03/18 21
28 MoF Endorsement of RFP 1 day Thu 8/03/18 Thu 8/03/18 27
29 Issue RFP Documents 0 days Thu 8/03/18 Thu 8/03/18 28 8/03
30 RFP Proposal Period 3 wks Fri 9/03/18 Thu 29/03/18 29
31 RFP Assessment & Reporting 1 wk Fri 30/03/18 Thu 5/04/18 30
32 MoF Review & Approval of CS, BS & 1 wk Fri 6/04/18 Thu 12/04/18 31
Geotech., Contracts
33 CS, BS & Geotech. Appointment 0 days Thu 12/04/18 Thu 12/04/18 32 12/04
34 Design and Documentation 127 days Fri 13/04/18 Mon 8/10/18
35 Site Survey & Geotechnical Investigations 2 wks Fri 13/04/18 Thu 26/04/18 33
36 Input from Civil/Structural, Building Services & 2 wks Fri 27/04/18 Thu 10/05/18 35
Geotech.
37 Architectural 30% Concept Design 3 wks Fri 11/05/18 Thu 31/05/18 36
38 30% Concept Submission with 100% FRB, Cost1 Plan
wk A Fri 1/06/18 Thu 7/06/18 37
39 Client Endorsement - 30% Design 3 days Fri 8/06/18 Tue 12/06/18 38
40 50% Developed Design Submission, Cost Plan6Bwks Wed 13/06/18 Tue 24/07/18 39
41 Client Endorsement - 50% Design 1 wk Wed 25/07/18 Tue 31/07/18 40
42 90% Detailed Design, Cost Plan C 7 wks Wed 1/08/18 Tue 18/09/18 41
43 Client Endorsement - 90% 4 days Wed 19/09/18 Mon 24/09/18 42
44 Tender Documentation 2 wks Tue 25/09/18 Mon 8/10/18 43
45 Issue Tender Documentation 0 days Mon 8/10/18 Mon 8/10/18 44 8/10
46 Local Authority Approvals 20 days Tue 9/10/18 Mon 5/11/18 34
47 Outline Application 1 mon Tue 9/10/18 Mon 5/11/18 21
48 Main Building Approval 1 mon Tue 9/10/18 Mon 5/11/18 42
49 EOI for Building Contractors 45 days Wed 22/08/18 Tue 23/10/18 41
50 EOI Process & Bids 1 mon Wed 22/08/18 Tue 18/09/18 41
51 Evaluations of EOI's Received 1 mon Wed 19/09/18 Tue 16/10/18 50
52 Client Approval 1 wk Wed 17/10/18 Tue 23/10/18 51
53 Project Tender Phase 45 days Tue 9/10/18 Mon 10/12/18 45
54 Tender Period 6 wks Tue 9/10/18 Mon 19/11/18 45
55 Tender Evaluation/Negotiation and Award 2 wks Tue 20/11/18 Mon 3/12/18 54
56 Contract Documentation (Vetting by Client 1 wk Tue 4/12/18 Mon 10/12/18 55
Legal Counsel))
57 Construction Phase 475 days Tue 11/12/18 Mon 5/10/20 56
58 Construction Duration 11 mons Tue 11/12/18 Mon 14/10/19 56
59 Handover/Commissioning 3 wks Tue 15/10/19 Mon 4/11/19 58
60 Defects Liability Period 12 mons Tue 5/11/19 Mon 5/10/20 59
Task Summary Inactive Milestone Duration-only Start-only External Milestone Manual Progress
Split Project Summary Inactive Summary Manual Summary Rollup Finish-only Deadline
Milestone Inactive Task Manual Task Manual Summary External Tasks Progress
Page 1
Appendix H
Proposed Conditions of Contract
FNU STANDARD CONDITIONS OF CONTRACT FOR CONSULTANCY SERVICES
1
The Fiji National University
Contract for Building Services Engineering Consultancy Services for the Veterinary
Hospital Complex for The College of Agriculture, Fisheries and Forests (CAFF) at the
Koronivia Campus
AGREEMENT FOR ENGAGEMENT OF CONSULTANT TO CARRY OUT BUILDING

SERVICES ENGINEERING CONSULTANCYSERVICES FOR THE VETERINARY HOSPITAL
COMPLEX FOR THE COLLEGE OF AGRICULTURE, FISHERIES AND FORESTS (CAFF)
AT THE KORONIVIA CAMPUS.
This AGREEMENT is made on the ______ day of __________ 2018
BETWEEN: Fiji National University a statutory body established

under the Fiji National University Act 2009 at Nasinu,
Suva, and Hereinafter referred to as the “Client”
AND: {{ Consultants Company Name }}, having its registered

office at {{ Address (‘ Building Services Consultant’) of other
part.
WHEREAS
A. The Principal engages the Building Services Engineering Consultant to provide Building
Services Engineering Consultancy for The Veterinary Hospital Complex.
B. The Principal agrees to pay the Building Services Engineering Consultant in the manner
set out in clause 3.1.
C. The Building Services Engineering Consultant agrees to provide Building Services

Engineering Consultancy for The Veterinary Hospital Complex.
The following documents shall form the Agreement in the order of precedence:
2
Appendix A: Terms of Agreement
Appendix B: Terms of Reference
Appendix C: Offer of Proposal
Appendix D: Acceptance of Offer
Appendix E: Principal’s Representative
Appendix F: Project Manager’s Representative
Appendix G: Tentative Work Program
D. In interpreting this Agreement, if any term or provision of the above documents is

inconsistent with a term or provision of another document, the term or provision of the
document listed first in the list above shall have priority to the extent of any inconsistency.
SIGNED by the Parties on the day and in the year first abovementioned.
Executed for and on behalf of the

Fiji National University by the
Vice Chancellor of Fiji National University:
Signature of Witness Signature of Vice Chancellor of Fiji National

University Prof. Nigel Healey
Name of Witness
Occupation of Witness
Address of Witness
Executed for and on behalf of
Project Manager
Signature of Director Signature of Director / Secretary
Name of Director (print) Name of Director / Secretary (print)
3
Appendix A
Terms of Agreement
1.0 Interpretation
1.1 Unless the context otherwise requires, then in construing this Agreement:
1.2 In this Agreement, except where the context otherwise requires:
(a) the singular includes the plural and vice versa, and a gender includes other
genders;
(b) another grammatical form of a defined word or expression has a corresponding

meaning;
(c) a reference to a document or instrument includes the document or instrument

as novated, altered, supplemented or replaced from time to time;
(d) a reference to a clause is a reference to a clause in this Agreement;
(e) a reference to a Party to a document includes the Party’s executors,

administrators, successors and permitted assigns and substitutes;
(f) a reference to a statute, ordinance, code or other law includes regulations and
other instruments under it and consolidations, amendments, re-enactments or
replacements of any of them;
(g) a rule of construction does not apply to the disadvantage of a Party because the
Party was responsible for the preparation of this document or any part of it;
(h) references to dollars and “$” refer to amounts in Fijian Dollars unless expressed
otherwise;
(i) the meaning of general words is not limited by specific examples introduced by
including, for example or similar expressions; and
(j) headings are for ease of reference only and do not affect interpretation.
Agreement: means the entire agreement between the Building

Services Engineering Consultant and the Principal and
other documents forming part of this Agreement.
Confidential Information: means any professional advice or other information of

sensitive nature, whether or not specifically identified
4
as confidential; and any information about the Parties,
or their business, or their Principals gained during the
duration of this Agreement that is not already in the
public.
Fees: The contract is for (( CONTRACT SUM TO BE STATED

HERE) inclusive of any other tax impositions. There shall
be no variations to the contract price unless specifically
agreed to in writing by the parties to this Agreement.
Force Majeure: means an event or circumstance which:

(a) is beyond the reasonable control of either Party;
(b) is not caused by either Party;
(c) may occur with or without human intervention; and
(d) was not reasonably foreseeable by the Parties at
the time of entering into this Agreement,
the consequences of which could not have been
reasonably prevented by the Party affected.
Project Manager: means the Party named as the Building Services

Engineering Consultant on page 1 of this Agreement.
Project Manager’s means the person named as the Lead

Representative: Consultant’s Representative in the Agreement.
New Intellectual Property: means all intellectual property rights including, but not
limited to, copyright, in all concepts, designs, drawings,
specifications, plans, studies, reports, and
documentation collated, prepared or created by the
Building Services Engineering Consultant (or person
on behalf of the Project Manager) in carrying out the
Services but not including Pre-existing Intellectual
Property.
Parties: means the Principal and the Building Services

Engineering Consultant.
Party: means either the Principal or the Building Services

Engineering Consultant
Pre-existing Intellectual Property: means all Intellectual Property rights owned by the
Building Services Engineering Consultant or any Third
5
Party and provided or used by the Building Services
Engineering Consultant in carrying out the Services.
Principal: means the Party named as the Principal on page 1 of

this Agreement.
Principal’s Intellectual Property: means all Intellectual Property rights owned by the
Principal and provided to the Building Services
Engineering Consultant for the purposes of carrying
out the Services.
Principal’s Representative: means the “the Vice Chancellor, Fiji National

University.
Services: means the Building Services Engineering Consultancy

provided in this Agreement including but not limited to
the scope of works set out in Terms of Reference in
Appendix B.
Third Party: means any other person or entity as the context

requires, including a contractor and other consultants
including sub consultants.
Variation: means any change in scope, time of supply or scale of

the Services.
Working Day: means a calendar day other than any Saturday,

Sunday or any public holiday.
2.0 Obligations of the Building Services Engineering Consultant
2.1 Services
The Building Services Engineering Consultant must:
(a) provide the Services as set out in the Terms of Reference in Appendix .B;
(b) perform the Services in accordance with the scope of services as set out in Terms
of Reference in Appendix B;
(c) advise the Principal promptly if additional briefing or information is required from
the Principal to avoid any delay to the provision of the Services; and
6
(d) Ensure that the Services are provided with the view to maximize value and
minimize costs of the Principal while ensuring that best practices are followed and
industrial standards are met.
2.2 Term
(a) The Building Services Engineering Consultant shall perform the Services within the
period specified in Terms of Reference in Appendix B or any other period as may
be subsequently agreed by the Parties in writing.
(b) The commencement date of the Agreement is the date of execution of this
Agreement.
2.3 Professional Standard of Care
In providing the Services, the Building Services Engineering Consultant shall:
(a) perform the Services to the standard of skill, care and diligence expected of a
skilled and competent professional practicing in the particular fields relevant to
the Services, or such higher standard as the Building Services Engineering
Consultant will provide;
(b) take full responsibility for the adequacy, stability and safety of all site operations;
and
(c) complete the Services in compliance with any relevant building code and to a
standard of workmanship acceptable to the Principal.
2.5 Duty of Independent Judgment
Where the Services require the Building Services Engineering Consultant to certify,
decide or use discretion under a contract between the Principal and a Third Party, the
Building Services Engineering Consultant must act independently, and with professional
skill and judgment, according to the terms of the contract between the Principal and the
Third Party, should the case arise.
2.6 Principal Endorsements
The Building Services Engineering Consultant must remedy any concerns notified by
the Principal under clause 3.3(c) to the satisfaction of the Principal, or recommend to the
Principal a plan for remedying any such concerns, for the Principal’s endorsement.
7
2.7 Conflicts of Interest
The Building Services Engineering Consultant must try to ensure that conflicts of interest
with any Third Party do not arise, and notify the Principal immediately in writing if it is
thought that a conflict of interest may arise or has arisen. Where a conflict of interest is
identified and the Principal has given informed consent, the Building Services
Engineering Consultant must establish structures and practices which ensure that the
conflict is avoided in practice; or if avoidance is not practicable, ensure that the effects
of conflict are minimized. In either situation, the Building Services Engineering
Consultant must inform the Principal of the structures and practices that have been
established.
2.8 Health and Safety
The Building Services Engineering Consultant must have in place a health and safety
management plan that is appropriate for the Services for each site at which the Services
occur. If there is a health and safety management plan already in place, then the Building
Services Engineering Consultant must comply with it accordingly.
2.9 Public Statements
The Building Services Engineering Consultant must not make any public or media
statements to anyone about this Agreement or the Services without the Principal’s prior
written approval.
2.10 Delay
If at any time the Project Manager’s performance falls behind the agreed program set
out in Appendix B (clause 19.0 – Work Program) (as amended from time to time in
accordance with the Agreement), then the Building Services Engineering Consultant
shall notify the Principal and, where such delays are due to matters within the control of
the Project Manager, the Building Services Engineering Consultant shall take all
practicable steps to remedy the delay.
2.11 Tentative Work Program
(a) Appendix G refers to tentative work program
(b) The Building Services Engineering Consultant must submit a tentative work program
prior to signing the Agreement and the same shall be adhered to, as far as
practicable.
(c) This tentative work program shall set out the schedule of work and the due dates for
8
the different phases of the Services.
(d) Any deviation from the tentative work program must be agreed to by both Parties.
(e) If the Parties do not agree to the terms of the tentative work program, then the
Principal reserves the right to appoint a different Building Services Engineering
Consultant to carry out the Services.
2.12 Additional Information Documents and other Particulars
If the Building Services Engineering Consultant considers that the information,

documents and other particulars made available to it by the Principal are not sufficient
for the Building Services Engineering Consultant to perform the Services in accordance
with this Agreement, the Building Services Engineering Consultant may advise the
Principal in writing who shall then provide such further assistance, information, or other
particulars as necessary in the circumstances, within 5 Working Days.
3.0 Obligations of the Principal
3.1 Payment
(a) The schedule of fees for the Services will be as agreed between the Parties as
specified in the Consultant’s Offer of Proposal in Appendix C.
(b) The Principal must pay the Building Services Engineering Consultant for the Services
according to the terms and conditions set out in Terms of Reference in Appendix B
and elsewhere in this Agreement.
(c) As far as practicable, the Principal shall pay the Building Services Engineering
Consultant the progressive fees within twenty [20] Working Days from the date of
receiving the progressive fee claim.
3.2 Provision of Information to the Building Services Engineering Consultant
The Principal must:
(a) provide free of charge, the information required for the Building Services Engineering
Consultant to provide the Services and declare any ownership or proprietary rights
any other person may have to this information and pay for any royalties or fees;
(b) in response to the Project Manager’s request, provide additional relevant information,
within a timeframe that does not materially delay the Services or the works;
9
(c) accept responsibility for the accuracy of information provided. The Building Services
Engineering Consultant is expected to review all the information provided to ensure
that it contains no manifest errors or omissions. No Variation will exist if the
information contains manifest errors or omissions that the Building Services
Engineering Consultant should reasonably have been expected to find.
3.3 Response to Principal Decisions
(a) The Principal must respond to any written request from the Building Services
Engineering Consultant for a decision within a reasonable time, to avoid or minimize
any delay to the provision of the Services.
(b) If the Services are to be provided in stages, then the Principal must approve the
current stage in writing before the Building Services Engineering Consultant may
proceed with the next stage.
(c) If the Principal has any concerns with the current stage, the Principal shall notify the
Building Services Engineering Consultant of these concerns in writing prior to giving
approval for the Building Services Engineering Consultant to proceed to the next
stage.
3.4 Assistance to the Building Services Engineering Consultant
(a) The Principal must cooperate with the Building Services Engineering Consultant and
not obstruct the proper performance of the Services.
(b) The Principal must, as soon as practicable:
(i) allow the Building Services Engineering Consultant to visit the site and
other locations associated with the Services;
(ii) Obtain and pay for all consents, certificates, approvals, authorities,
licenses and permits that are needed to lawfully carry out the Services,
except where they are to be obtained by the Building Services
Engineering Consultant as set out in Terms of Reference in Appendix
B.
3.5 Instructions to Others
If, under this Agreement, the Building Services Engineering Consultant has to direct
and/or coordinate work carried out by Third Parties directly or indirectly contracted by
the Project Manager, then the Building Services Engineering Consultant shall give all
instructions directly to such Third Parties.
10
3.6 Matters Affecting the Services
As soon as the Principal becomes aware of anything that will materially affect the scope
or timing of the Services, the Principal must inform the Building Services Engineering
Consultant in writing.
3.7 Approvals
(a) Where approval of the Principal is sought under this Agreement, it shall not be
unreasonably withheld or delayed.
(b) Where the Principal gives its consent, review or approval in respect of any matter
arising in relation to the Services, such consent, review or approval shall not reduce
the liability of the Building Services Engineering Consultant in respect of the matter
approved except:
(i) where the matter being approved reasonably carries some risk;
(ii) the risk has been identified to the Principal in writing by the Project
Manager; and
(iii) the Principal has accepted that risk in writing.
3.8 Delay Damages Claimable by the Principal
(a) The Building Services Engineering Consultant agrees that the due dates for the
completion of the Services will be as agreed in the tentative work program set out in
clause 2.11 and per the current version agreed program as set out in Appendix G.
If the Building Services Engineering Consultant fails to complete the Services within the
period specified in the tentative work program or any other period as may be
subsequently agreed by the Parties in writing, then the Building Services Engineering
Consultant shall pay the Principal the sum of $500.00 per Working Day not exceeding
to more than one hundred percent (100%) of the specific milestone sum for Building
Services Engineering Consultancy fees only, that the TOR Milestone is delayed due to
negligence/ unreasonable delay by the Consultant until the delay is rectified to the
satisfaction of the Client. Liquidated damages for delay will be deducted by the Client
from any sum(s) due for Building Services Engineering Consultancy fees only, or to
become due, by the Client to the Consultant relating to the specific TOR Milestone
payment, for Building Services Engineering Consultancy fees only set out in the
Payment Schedule.
11
(b) The Building Services Engineering Consultant shall without undue delay, give notice
of factors that the Building Services Engineering Consultant understands, maybe of
relevance to the completion of the assignment including any expected delays.
(c) The Principal has the right to issue a project deferment notice ten [10] Working Days
prior to the effective date of project deferment.
4.0 Personnel
4.1 Principal’s Representative
(a) The Principal’s Representative has the authority to give the Building Services
Engineering Consultant instructions on the Principal’s behalf and shall monitor,
review, approve, accept, reject or confirm any part, or all, of the Services.
(b) If the Principal changes the Principal’s Representative, the Principal shall first inform
the Building Services Engineering Consultant in writing.
4.2 Building Services Engineering Consultant’s Representative
(a) The Building Services Engineering Consultant’s Representative has the authority to
receive instructions on behalf of the Building Services Engineering Consultant and
for coordinating and providing the Services as agreed on a day-to-day basis.
(b) The Building Services Engineering Consultant’s Representative must communicate

with the Principal’s Representative when the need arises.
5.0 Disputed and Unpaid Claims
(a) The Principal shall have the right to withhold payments relating to any disputed claim.
(b) If the Principal disputes any claim, the Principal must promptly give the reasons for
withholding the disputed amount and pay any undisputed amount.
6.0 Indemnity and Insurance
6.1 Project Manager’s Indemnity
(a) Where the Building Services Engineering Consultant breaches this Agreement, the
Building Services Engineering Consultant is liable to indemnify the Principal against
all proceedings, claims, demands, liabilities or expenses of any nature brought or
12
alleged against the Principal arising from the actions, omissions, negligence or bad
faith of the Project Manager. This clause survives the termination of this Agreement.
(b) The Building Services Engineering Consultantshall be liable for any such breaches
of this Agreement unless the loss or damage is due to the actions of the Principal.
6.2 Insurance
(a) The Building Services Engineering Consultant must ensure that professional
indemnity insurance cover and other insurance cover referred to in Terms of
Reference in Appendix B are maintained in full force and effect during the term of
this Agreement.
(b) The Building Services Engineering Consultant must ensure that each insurance
policy:
(i) is with an insurer approved by the Principal;
(ii) is on terms and for an amount specified by the Principal (or, failing
specification, that a prudent person would obtain and maintain in the
circumstances);
(iii) covers events occurring while the policy is current regardless of when
claims are made.
(c) The Building Services Engineering Consultant must:
(i) pay all insurance premiums on any policies referred to in this clause 6.2
not later than the due date for payment specified in the first premium
notice or demand for payment;
(ii) on request, promptly deliver to the Principal a copy of each insurance

policy and any variations made from time to time;
(iii) not do or allow anything to be done or omit to do anything which might

cause an insurance policy, or a claim under it, to be prejudiced;
(iv) not materially change the cover under an insurance policy without the
Principal’s consent; and
(v) notify the Principal immediately if something happens which could give
rise to a claim under or could prejudice any policy or allow the insurer to
cancel the relevant policy.
13
7.0 Variations
(a) The Principal may order a Variation to the Services, in writing, or may ask the
Building Services Engineering Consultant to propose a Variation to the Services.
(b) The Building Services Engineering Consultant must notify the Principal in writing
within ten (10) Working Days if the Building Services Engineering Consultant is of
the view that a particular circumstance or a direction by the Principal would result in
a Variation of the Agreement.
(c) The Principal and the Building Services Engineering Consultant shall agree, in
writing, the value of the Variation and its impact on the program and completion date
for the Services, or the mechanism under which the value and impact on the
program and completion date for the Services will be derived.
(d) Where the Building Services Engineering Consultant notifies the Principal under
clause 7.0(b) that any direction or circumstance should be treated as a Variation,
the Principal shall as soon as practicable after receiving such notice, but within 10
Working Days, notify the Building Services Engineering Consultant in writing
whether or not it considers the direction or other circumstances to be a Variation.
(e) Where practicable the value of the Variation and impact on the program and
completion date for the Services shall be agreed between the Parties prior to the
Variation works progressing.
(f) In the event the value of the Variation cannot be agreed between the Parties prior
to the Variation works commencing, the Parties shall agree to a budget for the
Variation works that shall not be exceeded without further agreement between the
Parties.
8.0 Confidentiality
8.1 Building Services Engineering Consultant’s Obligations
(a) The Building Services Engineering Consultant must:
(i) keep all Confidential Information relating to the Principal or the Services
confidential and only use it for the purposes it was made available; and
(ii) not disclose any Confidential Information relating to the Principal or the
Services without the Principal’s written approval, unless it is necessary
for the purpose of the Services to disclose it to any appropriate Third
14
Party, or as required by law.
8.2 Exclusions
(a) Information shall cease to be Confidential Information when the information is

publicly available through no unauthorized act of the Project Manager.
(b) If the Building Services Engineering Consultant is legally bound to disclose

Confidential Information, the Building Services Engineering Consultant must first
advise the Principal what information will be provided and limit the information to
that required by the law.
8.3 Return of Confidential Information
Upon request, the Building Services Engineering Consultant must promptly return to the
Principal or destroy all Confidential Information which is in the Project Manager’s
possession or control.
8.4 The Principal owns, or has the right to use, Confidential Information disclosed or
provided to the Building Services Engineering Consultant under this Agreement.
8.5 These confidentiality obligations shall survive the termination of this Agreement.
9.0 Intellectual Property
9.1 All Pre-existing Intellectual Property shall remain the property of the original owner.
9.2 All New Intellectual Property shall be the property of the Principal.
9.3 The Building Services Engineering Consultant hereby grants to the Principal, or agrees
to procure the grant to the Principal of, an unrestricted royalty-free license to use and
copy Pre-existing Intellectual Property to the extent reasonably required to enable the
Principal to make use of the Services or use, adapt, update or amend the product of the
Services.
9.4 The Building Services Engineering Consultant does not warrant the suitability of the New
Intellectual Property for any purpose other than the Services or any other use stated in
the Agreement.
9.5 The ownership of data and factual information collected by the Building Services
Engineering Consultant and paid for by the Principal shall, after payment by the
Principal, lies with the Principal.
15
10.0 Disputes
10.1 If there is a dispute between the Parties in relation to this Agreement, or any matter
arising from it, the Parties will in good faith in the first instance use their best endeavors
to resolve the dispute themselves.
10.2 If the dispute cannot be resolved by the Parties themselves within a reasonable time,
then they must explore whether the dispute can be resolved by use of mediation or other
alternative resolution technique.
10.3 In the event a dispute between the Parties arises as to the interpretation of this
Agreement or as to any matter arising in relation thereto that cannot be amicably
resolved, the Parties agree that such dispute shall be submitted to a single arbitrator
pursuant to the provisions of the Arbitration Act [Cap 38], and the venue of this hearing
shall be in Suva, Fiji.
10.4 The arbitrator shall be agreed to by the Parties, and if the Parties are unable to agree
then the arbitrator shall be appointed by the court under the Arbitration Act [Cap 38].
11.0 Termination of the Agreement
11.1 Non-Compliance
If the Building Services Engineering Consultant fails to perform its obligations in

accordance with the terms of this Agreement or breaches this Agreement, the Principal
will have the right to terminate this Agreement if the Building Services Engineering
Consultant does not remedy the default within 10 days of the Building Services
Engineering Consultant receiving written notice from the Principal for such default.
11.2 Non-Payment of Dues to Building Services Engineering Consultant
If the Principal fails to pay such sums of money that become due to the Building Services
Engineering Consultant, the Building Services Engineering Consultant will have the right
to terminate this Agreement if the Principal does not remedy the default within 30 days
of it receiving written notice from the Building Services Engineering Consultant for such
default.
11.3 Criminal Offence or Illegal Activities
The Principal will have the right to terminate this Agreement if the Building Services
Engineering Consultant engages in any illegal activities, including but not limited to
bribery and corruption or commits any criminal offence pursuant to law during the
16
performance of this Agreement.
11.4 Discretionary
The Principal reserves the right to terminate this Agreement for any reason whatsoever
with 30 days’ notice in writing to the Project Manager, after ensuring that any due
payment to the Building Services Engineering Consultant has been settled.
11.5 Early Termination
In the event of an early termination under clauses 11.0 above, the Building Services
Engineering Consultant shall immediately reimburse to the Principal, monies already
paid towards the percentage fee specified in Terms of Reference in Appendix B for which
Services have not been completed or performed and any Government property which is
in its possession.
11.6 Insolvency
(a) The Principal reserves the right to terminate this Agreement immediately if the
Project Manager:
(i) being an individual, at any time be adjudged bankrupt or has a receiving

order for administration of the Building Services Engineering
Consultant’s estate made against the Building Services Engineering
Consultant or takes any proceeding or liquidation or composition under
the Bankruptcy Act [Cap. 48], or makes any conveyance or assignment
of the Building Services Engineering Consultant’s effects or
composition or arrangement for the benefit of the Building Services
Engineering Consultant’s creditors, or purports so to do;
(ii) being a company, passes a resolution or the court makes an order for
the liquidation of its affairs, or a receiver or manager on behalf of the
creditors shall be appointed or circumstance shall have risen which
entitles the court or creditors to appoint a receiver or manager or the
company becomes the subject of winding-up or liquidation proceedings;
or
(iii) fails to be able to pay its debts when due.
(b) In this event, the Building Services Engineering Consultant must immediately
provide an account of all the funds used and reimburse any unused funds.
11.7 Recovery of Sums Due

17
Any sums of money recoverable from or payable by the Building Services Engineering
Consultant under this Agreement may be deducted from any sum that is due, or which
at any time thereafter may become due to the Building Services Engineering Consultant
under this Agreement or under any other agreement with the Principal or with the
Government or any if its departments or offices thereof.
11.8 Should the Services as stipulated in this Agreement not be performed in accordance
with the requirements of this Agreement, the Principal shall be at liberty, without
prejudice to any other remedy for breach of this Agreement, at any time, to cancel the
unexpired portion of this Agreement by notice in writing addressed to the Project
Manager. The Principal may then obtain the Services elsewhere and charge the Building
Services Engineering Consultant the difference between the cost of obtaining the same
Services from an alternative consultant and the fee payable based on the percentage
fee specified in Terms of Reference in Appendix B.
11.9 On termination of this Agreement all rights and obligations of the Parties shall cease,
except:
(i) rights and obligations that have accrued on or before the date of
termination or expiration; or
(ii) rights that expressly survive the termination of this Contract.
11.10 This Agreement may be extended if agreed in writing between the Parties, in which case
the provisions of this Agreement shall continue to apply, unless agreed otherwise.
12.0 General Provisions
12.1 Moneys
All references to money in this Contract shall be deemed to be references to Fijian

Dollars.
12.2 Governing Laws
This Contract shall be governed by the Laws of Fiji.
12.3 Commerce Commission Decree 2010
The Principal and the Building Services Engineering Consultant agree that, where the
Services are provided for the Principal’s business purposes, the provisions of the
Commerce Commission Decree 2010 are excluded in relation to the Services to the
extent permitted by law.
18
12.4 Changes in Legislation
If, after the date of this Agreement, the cost or duration of the Services alter because of
changes or additions to any statute, regulation or by-law, or requirements of any
authority that has jurisdiction over any part of the Services, the agreed changes to cost
and duration of the Services will be treated as a Variation as agreed by the Parties.
12.5 Advertising
The Building Services Engineering Consultant must first obtain the Principal’s written
permission if it wants to put up a sign on or near the site of the Services (or to which the
Services relate) that directly or indirectly shows its involvement with the Services.
12.6 Reporting
The Principal and the Building Services Engineering Consultant shall review and discuss
the progress of the Services, as agreed from time to time, or as reasonably requested.
12.7 Notices
(a) All demands, notices, and approvals required under this Agreement, or that relate to
this Agreement, must be in writing and will take effect from receipt at any one of the
addresses referred to in Appendix E and F. These may be delivered:
(i) by hand; or
(ii) by facsimile, in which case a written confirmation of receipt is required;
or
(iii) by registered letter; or
(iv) by e-mail, in which case receipt will take effect upon receipt by the
sender of the e-mail message indicating that the e-mail has been
opened at the receipts terminal, provided if it is not a Working Day,
receipt shall be deemed not to have been received until the next
Working Day.
12.8 No Assignment
(a) The Building Services Engineering Consultant must not assign, transfer or
subcontract all or part of its rights, duties, liabilities, obligations and privileges under
this Agreement without the Principal’s prior written approval. This assignment may
be refused without the need to give reasons, except that, in the case where the
Building Services Engineering Consultant requests approval to subcontract to a
related company of the Project Manager, such approval shall not be unreasonably
withheld.
19
(b) If the Building Services Engineering Consultant assigns or transfers its rights, the
Building Services Engineering Consultant will remain liable for the performance of its
obligations under this Agreement, unless specifically stated to the contrary in any
written consent to an assignment or transfer.
(c) The Building Services Engineering Consultant is deemed to assign this Agreement
if:
(i) there is a chance in the legal or beneficial ownership of the Building
Services Engineering Consultant which has the effect of altering the
effective control of the Project Manager;
(ii) there is a change in the legal or beneficial ownership of the ultimate
holding company or other holding company of the Building Services
Engineering Consultant which has the effect of altering the effective
control of the Project Manager; or
(iii) there is a change in the person who controls any of the following in
respect to the Project Manager:
1. more than 50% of the votes eligible to be cast in the election of
directors or any similar matter;
2. the right to appoint or remove directors (or members of the governing
body having functions similar to the board of directors) representing
more than 50% of the votes exercisable by the directors (or persons
having similar functions); or
3. an interest of more than 50% in any category of profits, distributions
or net liquidation proceeds.
12.9 No Waiver
Any waiver given by either Party in connection with this Agreement is binding only if it is
in writing, and then strictly in accordance with the terms on which it is given. Subject to
this clause, no waiver given by either Party for the purposes of this Agreement affects
or limits that Party’s rights against the other Party under this Agreement.
12.10 Severability
Each term of this Agreement is separately valid and binding. If for any reason either
Party cannot rely on any term, all other terms will remain valid and binding, and the
Parties will negotiate in good faith for an alternative term with similar financial effect for
both Parties.
12.11 VAT & Provisional Tax
(a) Where there is a reference to any payment under this Agreement, VAT (or any similar
20
tax) is already included in the amount of that payment.
(b) Provisional Tax will be calculated on the VEP amount and deducted from the VIP
amount and paid to Fiji Revenue & Customs Authority.
12.12 Principal’s Regulatory Functions
The Building Services Engineering Consultant acknowledges and agrees that:
(a) the Principal has legislative, regulatory and statutory functions and those functions
are separate to the obligations of the Principal under this Agreement. If the Principal
has legislative, regulatory or statutory functions outside of this Agreement,
the Principal shall be deemed not to be acting in the capacity of the Principal under
this Agreement when exercising those functions; and
(b) the Building Services Engineering Consultant will not take any action or proceeding,
or make any claim or demand against the Principal under this Agreement arising out
of, or in any other way whatever in connection with, the exercise of any legislative,
statutory or regulatory function, discretion or implementation of any Government
policy.
12.13 Amendment
This Agreement may be amended in writing by mutual consent by both Parties.
12.14 Entire Agreement
This Agreement forms the whole of the agreement between the Parties on its subject
matter and no representation, warranty or statement not included or specifically provided
in it shall form part of the agreement between the Parties.
13.0 Corrupt Gifts & Payments or Commission
13.1 The Building Services Engineering Consultant must not:
(a) offer or give or agree to give any person employed by the Principal any gift or
consideration of any kind as an inducement or reward for doing or forbearing to do
or for having done or forborne to do any act in relation to the obtaining or execution
of this agreement with the Principal or for showing or forbearing to show favour or
disfavour to any person in relation to this or any other agreement with the Principal;
21
(b) enter into this Agreement with the Principal in connection with which a commission
has been paid or agreed to be paid by the Building Services Engineering Consultant
or on the Building Services Engineering Consultant’s behalf, or to the Building
Services Engineering Consultant’s knowledge, unless before the Agreement is
executed particulars of any such commission or payment have been disclosed in
writing to the Principal’s Representative.
13.2 The Principal may terminate this Agreement and recover from Building Services
Engineering Consultant the amount of any loss resulting from such termination and the
amount of any such gift, consideration or commission if:
(a) the Building Services Engineering Consultant breaches a condition listed in clause
13.1, whether with or without the knowledge of the Building Services Engineering
Consultant; or
(b) any offence is committed by the Building Services Engineering Consultant or by

anyone employed by the Building Services Engineering Consultant or acting on the
Building Services Engineering Consultant’s behalf under the Crimes Decree 2009.
13.3 If any dispute arises under this clause 13.0, in respect of any loss resulting from such
termination of this Agreement, the right of the Principal to terminate this Agreement, the
amount or value of any such gift, consideration or commission will be decided by the
Principal whose decision will be final and conclusive.
14.0 Force Majeure
14.1 (a) The Building Services Engineering Consultant is not liable for failure to perform the
Building Services Engineering Consultant’s obligations if such failure is a result of
Force Majeure.
(b) If the Building Services Engineering Consultant asserts Force Majeure as an excuse
for failure to perform the Building Services Engineering Consultant’s obligation, then
the Building Services Engineering Consultant must prove that it took reasonable
steps to minimise delay or damage caused by foreseeable events, that the Building
Services Engineering Consultant substantially fulfilled all non-excuse obligation, and
that the Principal was timely notified of the likelihood or actual occurrence of an
event.
(c) In circumstances where the Services or part of the Services have to be suspended
or delayed due to Force Majeure, the Building Services Engineering Consultant will
be allowed extra time to complete the Services and such extra time should be
reasonable in the circumstances and approved by the Principal.
22
(d) If as a result of Force Majeure the Services are suspended for greater than six 6
months or there is a reasonable likelihood that the Services are not able to be
recommenced, then this Agreement may be terminated by the Principal.
14.2 No Breach of Contract:
The failure of a Party to fulfill any of its obligations hereunder shall not be considered to
be a breach of, or default under, this Agreement in so far as such inability arises from
an event of Force Majeure, provided that the Party affected by such an event has taken
all reasonable precautions, due care and reasonable alternative measures, all with the
objective of carrying out the terms and conditions of this Agreement.
14.3 Measures to be taken:
(a) A Party affected by an event of Force Majeure shall continue to perform its
obligations under the Contract as far as is reasonably practical, and shall take all
reasonable measures to minimize the consequences of any event of Force Majeure.
(b) A Party affected by an event of Force Majeure shall notify the other Party of such
event as soon as possible, and in any case not later than fourteen (14) days
following the occurrence of such event, providing evidence of the nature and cause
of such event, and shall similarly give written notice of the restoration of normal
conditions as soon as possible.
(c) Any period within which a Party shall, pursuant to this Agreement, complete any
action or task, shall be extended for a period equal to the time during which such
Party was unable to perform such action as a result of Force Majeure.
(d) During the period of their inability to perform the Services as a result of an event of
Force Majeure, the Project Manager, upon instructions by the Principal, shall either:
(i) demobilize; or
(ii) continue with the Services to the extent possible, in which case the
Building Services Engineering Consultant shall continue to be paid
proportionately and on a pro-rata basis, under the terms of this
Contract.
(e) In the case of disagreement between the Parties as to the existence or extent of
Force Majeure, the matter shall be settled according to clause10.
23
Appendix E
Principals Representative
24
Name: Niranjwan Chettiar
Telephone: 3394000 Ext: 1304

Fax:
Mobile phone: 9992460
E-mail: dcpi@fnu.ac.fj
Address: Samabula Campus FNU
Postal Address: P O Box 7222, Nasinu
Appendix F
Building Services Engineering Consultant’s Representative
25
Building Services Engineering Consultant’s Representative:
Name: {{ }}
Telephone:
Fax:
Mobile phone:
E-mail:
Address: ………………….
…………………
………………….
Postal Address: …………………….

…………………….
26
Appendix G
27
Appendix I
Respondent’s Offer
BUILDING ENGINEERING CONSULTANCY SERVICES BID

SUBMISSION
RESPONDENT’S OFFER

001 Client Review Issue Satish Patel / Sanjay Kaba 2018.01.20

David Crute
David Crute
FNU VETERINARY HOSPITAL COMPLEX - VERSION T1
BUILDING ENGINEERING SERVICES – RESPONDENT’S OFFER
RESPONDENT’S OFFER
THIS DOCUMENT SHOULD BE COMPLETED BY THE RESPONDENT AND RETURNED TO THE PRINCIPAL
(REFER ‘SUBMISSION REQUIREMENTS” OF SECTION 14 PART A and SECTION 7 PART C).
1. NOTE TO RESPONDENT
In preparing its Offer, the Respondent must:
a) address each requirement in the form set out in this document;
b) take into account the proposed Conditions of Contract requirements as specified in the Consultancy Brief.
The Respondent must read these Conditions of Contract and ensure they understand the contents and are
in agreement with the provisions of the General Conditions of Contract;
c) in respect of the Qualitative Requirements, provide full details of any claims, statements or examples;
and
d) assume that the Principal has no knowledge of the Respondent, its activities, experience or any previous
work undertaken by the Respondent for the Principal or any other Public Authority.
2. IDENTITY OF RESPONDENT
The Respondent must provide the following details:
RESPONDENT TO COMPLETE:
(a) Name of Legal Entity: ......................................................................................................
(b) Business Name: ......................................................................................................
(c) Contact Person: ......................................................................................................
(d) Contact Person Position Title: ......................................................................................................
(e) TIN: ......................................................................................................
(f) Registered address or address of ......................................................................................................
principal place of business:
......................................................................................................
(g) Email: ......................................................................................................
(h) Telephone: ......................................................................................................
(i) Facsimile: ......................................................................................................
Houng Lee Kaba Jacob Ltd 1

3. STATUTORY COMPLIANCE REQUIREMENTS

The Principal will not consider any Offer that does not meet all of the following Pre-Qualification Requirements:
a) Provision of the following compliance documentation must be provided with the Respondent’s
Submission
1) Provision of a current Fiji Revenue and Customs Authority Tax Compliance Letter valid at the
time of submission;
2) Provision of a current Business License & Registration;
3) FNPF Compliance Letter valid at the time submission;
b) Attendance at the Site Briefing
The Respondent must disclose whether it, or its representative, attended the site.
(a) RESPONDENT TO COMPLETE:

(b) Did the Respondent attend the site?
(c) (Yes / No)
(d) If yes, please provide details of the person(s) who attended the briefing and the company they
(e) represented:
(f)
(g)
(h)
4. COMPLIANCE AND DISCLOSURE REQUIREMENTS

The Principal will, in its Value for Money assessment, consider the extent to which the Offer satisfies the following
Compliance and Disclosure Requirements. The Principal reserves the right to reject any Offer that does not
properly address any of the Compliance and Disclosure Requirements.
a) Compliance
Principal Contract
(a) The Respondent must confirm whether it will comply with the Principal Contract. If the Respondent
will not comply with any clause of the Principal Contract, the Respondent must set out:
(b)
1) the clause it will not comply with;
2) the extent of non-compliance – including the alternative clause, if any, or a description of any
changes it requires to the Principal Contract; and
3) the reason for non-compliance.
Does the Respondent agree to the Principal Contract?
(Yes / No)
If no, provide details.

b) Disclosures
1) Participants (including subcontractors)
Is the Respondent acting as an agent or trustee for another person or persons?
(Yes / No)
If yes, provide details.
AND
Is the Respondent acting jointly or in association with another person or persons?
(Yes / No)
AND
Has the Respondent engaged, or does the Respondent intend to engage, another person or persons as a subcontractor
in connection with the supply of the Products and/or Services.
(Yes / No)
2) Criminal Convictions
(c) The Respondent must confirm that neither the Respondent nor any person included in the Specified
Personnel has been convicted of a criminal offence that is punishable by imprisonment or detention.
(d)
(e)
Has the Respondent or any person included in the Specified Personnel been convicted of a criminal offence that is
punishable by imprisonment or detention?
(Yes / No)

3) Conflict of Interest
(f) The Respondent must declare and provide details of any actual, potential or perceived conflict of
interest.
Does the Respondent have any actual, potential or perceived conflict of interest in relation to the performance of
the Principal Contract (if awarded)?
(Yes / No)
If yes, the reasons why.
5. QUALITATIVE REQUIREMENTS
Qualitative Requirements. The Principal reserves the right to reject any Offer that does not properly address and
satisfy any of the Qualitative Requirements.
a) TASK APPRECIATION & DESIGN METHODOLOGY (30% WEIGHTING)
1) Detail your understanding of the task and the particular issues and constraints associated with the
project. Provide particular comments regarding the project programme and cost constraints.
2) Outline your proposed design methodology to address any issues or constraints. The Respondent
must provide a comprehensive timeframe for the delivery of the proposed Services, identifying
key dates and milestones and outlining how any timing requirements set out in Section 11 Part A
may be met.
3) Indicate in this section any value adding that your firm might bring to the project.
4) Given the time constraints for the preparation of submissions, bullet points will suffice,
together with key examples of cost and time control tools used on similar projects. The
Respondent must demonstrate that it has the organisational capacity to perform the Contract.
RESPONDENT TO COMPLETE (bullet points here – detailed response to be in RFP bid proposal):

b) DEMONSTRATED EXPERIENCE (15% WEIGHTING)

1) The Respondent must provide details of contracts for similar services provided for other clients.
The Respondent must provide:
(i) a detailed description of the Services provided;
(ii) similarities between the previous contract and this Quotation;
(iii) when the previous contract was performed; and
(iv) the outcome of the previous contract.
2) The Respondent must also provide a minimum of three [3] referees in respect of the contracts
detailed above. Referee details must include:
(i) the referee’s name and position;
(ii) company name;
(iii) the contact telephone number; and
(iv) the contract or project title.
Respondent to provide the demonstrated experience information required under this clause

c) PROPOSED PERSONNELL (25% WEIGHTING)

1) Proposed Personnel
2) Provide relevant details of (and attach CVs for):
i. Proposed Director in active charge;
ii. Proposed dedicated Engineers;
iii. Proposed technical support personnel;
iv. Proposed support personnel;
v. Direct involvement % and employment location and time all ocated in Fiji.
Details should include relevant experience, proposed role statements and an organisational chart for
your team showing links to the Client via the Project Manager and to the Design Consultants
and Contractors. Please concentrate on relevancy of information and be succinct.
Respondent to provide evidence to support the information required under this clause

d) SUBCONSULTANTS
The respondent is to detail the sub-consultants that are incorporated within the offer and to detail
their applicable experience to the associated scope of services.
Respondent to provide evidence to support the information required under this clause

6. PRINCIPAL CONTRACT INSURANCE REQUIREMENTS

The Respondent must demonstrate that it has the insurances required under Appendix E - Principal Contract
Details.
Does the Respondent have the insurance requirements set out in Schedule 1 - Principal Contract Details?
(Yes / No)
If yes, the Respondent must complete the following table:
Insurer TIN Policy Insured Expiry Exclusions, if

No Amount Date any
Public Liability Insurance
Professional Indemnity Cover
Workers’ Compensation Cover
OR
If no, does the Respondent confirm that if it is awarded a contract, then it will obtain the insurance policies set
out in Schedule 1 - Principal Contract Details prior to the Contract Commencement Date?
(Yes / No)
If no, the reasons why.

CWM HOSPITAL MATERNITY UNIT EXTENSION & UPGRADE
BUILDING ENGINEERING SERVICES - CONSULTANCY BRIEF, REQUEST FOR PROPOSAL (RFP)
7. PRICING SCHEDULE
Offered Price and Pricing Requirements. The Principal reserves the right to reject any Offer that does not properly
address and satisfy any of the Offered Price and Pricing Requirements.
OFFERED PRICE AND PRICE SCHEDULE
1) The Respondent must include in the Offer completed Pricing Schedules under this Section 7;
2) The Respondent must state the basis of its Offered Price in Fiji Dollars and any price variation
provision, arrangement or mechanism applicable to the Offered Price;
3) The Offered Price will be deemed to include the cost of complying with the full scope as described
and inferred by this complete document including the relevant documents as referenced under Section
2 Part A including the Principal Contract Details and the General Conditions (Appendix E) and the
cost of complying with all matters and things necessary or relevant for the due and proper
performance of the Principal Contract. Any charge not stated as being additional to the Offered Price
will not be payable by the Principal. The Offered Price is for a taxable supply under current taxation
legislation, the Offered Price will be deemed to be inclusive of all VAT and withholding Taxes as
applicable to the taxable supply at the rate in force for the time being.
RESPONDENT TO COMPLETE: Vat Exclusive Price (VEP)

Scope of Services Building Engineering Services Consultancy
Due Diligence/Site Investigations/User Group Consultation
Space Planning & FRB (10% Design)
Functional Requirement’s Brief (15% Design)
Concept Design (30% Design)
Design Development (50% Design)
Early Works (Potential)
Detailed Design Documentation (90% Design)
Local Authority Approval Submission Documentation
Tender Documentation
Contract Documentation
For Construction Documentation (25 Months Total)
Construction Administration
Defects Liability Period
Sub Consultants
Disbursements and Expenses
Other Items (please specify)
Total Fixed Lump Sum Price Offer (VEP)

9% Value Added Tax (VAT)
Total Fixed Lump Sum Price Offer (VIP)
Fixed Lump Sum to carry out the works as specified within this request.
$__________________(Inclusive of VAT)
(Amount in words)__________________________________________________________________
_________________________________________________________________________________
________________________________________________________________________________
All out of hours working should be allowed within this sum
VARIATIONS PRICE SCHEDULE

In addition to the above fixed lump sum fee, the consultant shall all confirm hourly rate[s] applicable
for specifically requested additional works.

Hourly Rate for Personnel
Specialist Veterinary Hospital Building Services Design

Engineer
Specialist PC2 Laboratory Facility Building Services Design

Engineer
Senior Engineer
Junior Engineer
Engineering Technician
Draftsman
Office Administration
Others (Please Specify)

Construction Stage Rates Rate per Month
Construction Stage ( 18 Months)
Construction Stage (> 18 Months)

DISBURSMENTS SCHEDULE
The Respondent shall detail below the site visits included in the fixed lump sum for disbursements as required by
Section 6 of Part A of the document to enable the Respondent to complete the required scope of services.
RESPONDENT TO COMPLETE: No. of Days On-Site including

Personnel Return Airfares and
Schedule of Visits for Disbursement and Expense as included in the
Accommodation
Consultants Lump Sum Offer of Overseas Consultants. Provide
brief description and purpose of each visit.
NOTES:
1. The Respondent should include all planned and required visits in the above schedule.
2. Disbursements incurred outside the above will be reimbursed at cost shall be charged at cost plus 5%.

Appendix J
Instructions To Bidders
BUILDING ENGINEERING SERVICES CONSULTANCY
INSTRUCTIONS TO BIDDERS

001 Tender Issue Satish Patel / Sanjay Kaba 2018.01.20

David Crute
FNU VETERINARY HOSPITAL COMPLEX VERSION T1
BUILDING ENGINEERING SERVICES CONSULTANCY BRIEF – INSTRUCTIONS TO BIDDERS
INSTRUCTIONS TO BIDDERS FOR THIS RFP

1. INFORMATION NECESSARY FOR SUBMISSIONS
a) Before completing the submission response respondents must carefully read and
comply with the Terms and Conditions for the RFP (this entire document);
b) Lodgement of a submission shall be taken to mean that the respondent has
obtained all information necessary for its accurate preparation. The information contained
in or attached to this document or subsequently provided, is provided in good faith.
However it is provided for guidance only and no guarantee is given as to its accuracy,
completeness, validity or applicability. No claim may be made against the Principal or its
agents for costs or losses which may arise from anything contained in or omitted from this
document or provided subsequently;
c) Claims by the successful respondent(s) for extra remuneration on the grounds of
not being furnished with sufficient, or accurate information, or any unforeseen terms will
not be considered by the Principal;
d) This document is not an offer and is to obtain information only.
2. CONFIDENTIALITY
a) Confidential information includes all information and documentation obtained

by or provided to you during this RFP process, including, without limitation, this
document but excluding all information which is in the public domain; is required to be
disclosed by law or was already known by you and is in the public domain (“Confidential
Information”). Respondents may only use Confidential Information for the purposes of
this RFT process;
b) By accepting this document, recipients agree to keep Confidential Information
confidential and will only use it for the purposes of this RFP. No information contained in
this document is to be shared or revealed to anyone not approved by the Principal or its
agents in writing;
c) The Recipient must:
1) Hold the Confidential Information in strict confidence and not disclose, or cause
or permit the disclosure of, the Confidential Information;
2) Keep the Confidential Information including without limitation any documents
secure and protected from any use, disclosure or access by any other party;
3) Promptly notify The Principal or its agents if it suspects, or becomes aware of,
any unauthorised use, storage, copying or disclosure of the Confidential
Information.
3. COST OF PREPARATION OF SUBMISSIONS
Respondents are responsible for their own cost of preparing and lodging submissions and all other
costs, including site visits, arising out of the process. For the avoidance of doubt, no claim can be
brought against the Principal or its agents if this process is aborted or if there is otherwise a
departure from the processes set out in this document at any time.
4. FORMAT OF SUBMISSION RESPONSE
a) The response must contain all the documents and information requested, and all
questions must be answered;

b) Submissions must include a complete response as per instructions in the

document and these conditions. Failure to observe these instructions may cause a response
to be considered non-compliant, however, the Principal or its agents reserves the right to
include same in its evaluation.
5. CLARIFICATION
a) Enquiries regarding aspects of this document should be referred to the

Principal’s Representative to the contact name that appears in the document;
b) The Principal or its agents reserves the right to inform all other respondents on
any question or matter raised and the clarification given.
6. DECISION PROCESS
Respondents are to submit their best proposal for all of the requirements listed. The decision
process is not solely dependent on price and issues in the RFP; design, service and quality levels
are also extremely important. Respondents’ offers may be accepted in part or in full at the sole
discretion of Principal. The Principal or its agents may select more than one respondent to provide
the requirements stated in this document.
7. LODGING THE SUBMISSION
a) Submissions must be lodged by the date specified in the document. Late

submissions may be considered invalid and excluded from the evaluation, however, the
Principal or its agents reserves the right to accept late submissions if in Principal’s
reasonable opinion the late submission was due to factors beyond the control of the
recipient and The Principal or its agents does not consider that acceptance is unfair to
other respondents;
b) Upon delivery of the responses in accordance with this document, the
submissions become the property of Principal, however the Principal or its agents agrees
to keep all Confidential Information, confidential and only use such information for the
purposes of this RFP.
8. ADDITIONAL INFORMATION
a) The respondent may be called upon to supply information additional to that

shown in its submission in respect of the services to be provided;
b) The respondent may be required to authenticate and, or provide evidence of
claims made in its submissions;
c) False or misleading claims or claims that cannot subsequently be authenticated
may disqualify a respondent from further consideration and render their submission
invalid;
d) Respondents can include in their submission any other information that may
enhance the competitiveness of their submission.
9. PRICES
The submission shall include price or rate details as required in Part B of this document.

10. ACCEPTANCE
a) The Principal or its agents shall not be bound to accept the lowest offer of any
submission and no submission shall be deemed to have been accepted until a formal
written agreement is executed by the parties.
b) An invitation to negotiate further with a respondent will not constitute an
acceptance of the submission by the Principal.
c) An acceptance of a submission or any invitation to negotiate or make an offer
will not constitute a contract to supply services to the Principal.
11. RESERVATION OF RIGHTS
The Principal or its agents reserves the right to:

a) Extend the submission closing date;
b) Amend the requirements at any time prior to the submission closing date,
provided that the amendment is notified to all respondents;
c) Include non-compliant responses in any evaluation;
d) Seek information from or negotiate with one or more of the respondents on any
issue at any time and to continue to negotiate with one or more of the respondents;
e) Discontinue negotiations at any time with any respondent;
f)Abandon this process whether before or after the receipt of submissions;
g) Make inquiries of any person, company or organisation to ascertain information
regarding the respondent and its submission;
h) Take any other action it considers appropriate.
And if The Principal or its agents chooses to exercise any of these rights, no claim may be made
against The Principal or its agents for any resulting costs or losses.
12. RESPONDENT’S EXPECTATIONS
Respondents may expect that:

a) The Principal or its agents will preserve the confidentiality of respondents’
confidential information;
b) The Principal or its agents will afford invited respondents the opportunity to
compete fairly for the business;
c) The Principal or its agents will provide advice to respondents on the outcomes of
their offer.

Appendix K
Resource Allocation Schedule

VETERINARY HOSPITAL COMPLEX
CAFF, KORONIVIA CAMPUS, FNU
Key Resource Allocation Company Represented PROJECT WORK STAGE

Due Diligence / Site Space Planning & FRB - Functional Concept Design (30% Design Development Early Works Detailed Design Tender Documentation Construction Construction Defects Liability Period
Investigations/ User 10% Design Requirements Brief Design) (50% Design) Documentation (90% Documentation Administration
Group Consultations - (15% Design) Design)
5% Design
state name of company state % of FTE Effective Hours spent in each stage. Include number and duration of trips, if based overshore
represented below
LOCAL (FIJI BASED) LEAD

CONSULTANT RESOURCE
ALLOCATION
Project Director AND/OR
Project Dedicated Engineer
SPECIALIST CONSULTANTS
LOCAL / OVERSEAS
CONSULTANT RESOURCE
ALLOCATION
Proposed Specialist Veterinary

Hospital Services Engineer With
Veterinary Hospital Design
Experience
Proposed Specialist Laboratory

Services Engineer With PC2
Laboratory Design Experience
Electrical Engineer
Mechanical Engineer
Hydraulics Engineer
Senior Technician
Senior Draftsman
Junior Draftsman
Administration
FTE = Means Full Time Equivalent
Veterinary Hospital Complex - Engineering Resource Allocation Schedule T1.xlsxVeterinary Hospital Complex - Engineering Resource Allocation Schedule T1.xlsx

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BUILDING SERVICES ENGINEERING CONSULTANCY

REQUEST FOR TENDER

VETERINARY HOSPITAL COMPLEX – KORONIVIA CAMPUS

Prepared for The Fiji National University (FNU)

Houng Lee Kaba Jacob Limited (hlkjacob)

APPROVAL OF THE CONSULTANCY BRIEF

............................................................................ .................................................................... 2018

............................................................................ .................................................................... 2018

............................................................................ .................................................................... 2018

Appendix A – Scope of Building Services Engineering Consultancy Services

2 BACKGROUND AND PROJECT CONTEXT

4 VETERINARY HOSPITAL DESCRIPTION

PROJECT SCOPE FOR BUILDING SERICES ENGINEERING FIRMS

• Architectural & Interior Design Services

5 SPECIAL CONDITIONS AND REQUIREMENTS

6 PROJECT PROCUREMENT METHODOLOGY

7 EXPENSES & DISBURSMENT

For this Fiji-based project, Joint-Venturing, sub-consulting and “Consultants in Association”

9 INSURANCES & PERFORMANCE BOND

(a) Professional Indemnity Cover (PI) of $ 1,000,000 minimum.

(b) Public Liability Cover of $1,000,000 minimum.

(c) Workers Compensation Cover of $250,000 minimum.

Certification & Checking

11 CLIENT SUPPLIED GOODS

(a) Project schedule

Phase Details Milestone Description Date Required

Tender Building Services Engineering Consultancy Tender 7th March 2018

Award Building Services Engineering Consultancy Award 4th April 2018

14.1 Evaluation Criteria

1. Task Appreciation 10%

2. Suitable Experience 20%

3. Design Methodology 15%

4. Specialist Veterinary Hospital experience 5%

5. Key Personnel - Balance of Building Services Engineering Team 10%

6. Consulting Fee 40%

14.2 Acceptance of Proposal

15.1 Please refer to the Appendices for the following:

16.1 Task Appreciation

16.2 Relevant Company Experience

16.3 Proposed Design Methodology

16.4 Proposed Personnel

• Proposed Director in active charge.

16.5 Resource Allocation Schedule

16.6 Basis for Remuneration

Building Services Engineering Consultancy

Due Diligence / Site Investigations/ User Groups $

16.7 Submission of Tenders

The Tender Board

The Director of Capital Projects and Infrastructure

Attention: Mr Niranjwan Chettiar

Appendix A – Scope of Building Services Engineering Services

Scope of Building Services Engineering Consultancy

FNU VETERINARY HOSPITAL COMPLEX

SCOPE OF BUILDING SERVICES ENGINEERING CONSULTANCY

Document Controls and Revision History

SCOPE OF BUILDING SERVICES ENGINEERING

1| HLK Jacob Limited

2. The Building Services Consultant is required to:

2| HLK Jacob Limited

sub-consultants or specialist consultants to ensure the Project Objectives are

3| HLK Jacob Limited

(a) To ensure the functionality, performance and producibility of the proposed

4| HLK Jacob Limited

(a) Intent, quality and performance standards of the Project.