The O.P.W. Statement of Strategy sets out the key objectives to be achieved over the period of the Statement.

Transcription

1 Overview and Key Objectives The O.P.W. Statement of Strategy sets out the key objectives to be achieved over the period of the Statement. Main Focus for 2013 In 2013 Architectural Services will continue to deliver a high quality service to its clients/customers. In the coming year Architectural Services will continue to build on the organisational changes already adapted. Further organisational changes in terms of work practice and structure will increase efficiency and flexibility in the coming year. As the OPW funding levels are constricted, particularly for new project work, Architectural Services will be commissioning less work to the private sector relying instead on its own resources. A new vision for the future of the Service over the period of the Statement and beyond is underway and should be available early in the New Year. This will show how both the OPW and non-opw funded work will be organised and managed. In addition Architectural Services will play a substantial role in the primary schools construction programme on behalf of the Department of Education and Skills and the government s stimulus package. Architectural Services can also be available to commission and monitor new school constructions through the private sector. For 2013 Architectural Services will endeavour to continue the many other duties and specific roles that lie outside the area of OPW voted funds. A number of projects will be undertaken on behalf of Fáilte Ireland, the Coast Guard Service, the Gardaí and the Courts Service. The Service will continue providing advice to Government and Departments on architectural matters, developing sustainable energy options, conducting universal access audits, assessing sites and certifying payments of certain sports grants on behalf of the Department Transport, Tourism and Sport. The Government Green Public Procurement for Construction document presently in preparation for the Minister of the Environment, Community and Local Government, will be completed in the first half of In addition, the Irish Arts Center in New York is progressing from brief to design stage. The actions scheduled in this business plan have been set out on a priority basis reflecting available resources. Actions in support of contract commitments and allocated funds will take precedence.

2 Conservation and Restoration Architectural Services will continue to develop and apply its acknowledged expertise in the conservation and restoration of historic buildings. Many Government Departments, most of the Cultural Institutions and all Historic Properties are Protected Structures and their development, conservation and maintenance must be undertaken in a manner that safeguards their character and significance. To ensure the conservation of the historic fabric of buildings such as Leinster House, one of Ireland s most important and iconic eighteenth century houses, considerable research is undertaken with specialist conservators and research bodies such as the Irish Architectural Archive and University College Dublin on all aspects of the building so that these buildings can retain their historic significance while meeting modern standards of services, fire safety and accessibility. Architectural Services is also engaged in the restoration of historic landscapes and gardens, such as the demesne at Castletown and Killarney where significant works will continue in Specialist conservation advice is provided across all business units to ensure that the State heritage and historic property portfolio is conserved and presented to best international standards. In order to achieve this the OPW is collaborating with various State agencies, universities and other bodies, researching topics that are directly relevant to the conservation of the States portfolio of protected structures ranging from international conservation policy to materials conservation. The consolidation of conservation expertise within the OPW will assist in developing Conservation Management Plans, demonstrating compliance with international best practice and government policy on cultural tourism.

3 Other Activities Architectural Services will continue in the coming year to maintain its I.S.O. system and accreditation and continue to update and improve the Practice Management System. Architectural Services will continue its development and application of strategies for sustainable development and universal access and will continue to apply its expertise in accessibility auditing and the upgrading of public buildings as required by the Disability Act It will continue to provide its customers with a quality, cost effective and efficient architectural service that recognises the importance of excellence in public architecture and makes provision for full life cycle planning In 2013 Architectural Services will implement the schedule of actions identified in the Risk Management Register. A full programme of courses and training for Continual Professional Development will be managed and administered throughout The Service will also retain its key roles as a major participant in the development of the profession in Ireland and, through the Principal Architect as State Architect, provide an important contribution to policy on Architecture. The OPW in association with the Department of Arts, Heritage and the Gaeltacht, and the Department of Environment, Community and Local Government, will host the European policy on architecture conference from the 8 th to 11 th of May as part of Ireland s EU Presidency in 2013.

4 Continuous Professional Development Challenges to the CPD system during 2013 In the coming year there will be many challenges which will impact on the 2013 CPD Programme for Architectural Services. The most significant issue relates to staffing levels. Retirements during 2011 and further retirements in early 2012 at senior management level in Architectural services represented a significant loss of corporate memory and experience. This loss will have to be addressed, and the CPD programme should play an important role in that process. While the role of CPD coordinator is primarily one of training facilitation and budget management, the principal responsibility in allocation of CPD courses to particular staff rests with senior architectural management who have a proper overview of the Business unit needs. Trim and Dublin The planning and implementation of Architectural Services CPD Programme for 2013 will require fulfilling the CPD needs of registered Architectural Services staff in the two principal locations, namely, Trim and Dublin. As in 2012, the CPD sub-coordinator in Dublin will work closely with the CPD coordinator in Trim H.Q. on the CPD programme for The CPD Programme will be implemented jointly by Trim and Dublin, and where feasible, video-conferencing and local staff feed-back will be used to ensure proper communication between the two locations and amongst the Architectural staff generally. Staff will continue to be responsible for preparing their own individual CPD plan, and approval for attendance at specific courses will continue to be via Line manager/cpd coordinator as heretofore. Lunchtime CPD presentations will be held in both locations, subject to room availability and local relevance. Over 25 cost-neutral, accredited, Lunchtime CPD presentations were held in both Trim and Dublin in 2012, and a similar number will be the target for 2013.

5 OPW Architectural Services and the RIAI CPD Engage System RIAI CPD Engage, the new online CPD service for RIAI members, has been in operation since the end of March Architects working within the OPW and who are members of the RIAI are required to use the CPD engage system, to record their CPD during the year. The OPW CPD hours have been adjusted to match the RIAI requirements. Under the CPD engage system registrants/members of the RIAI working within OPW are required to accumulate 40 hours of CPD activity, divided into 20 hours Structured CPD and 20 hours Unstructured CPD. The definitions of structured and unstructured CPD are included in the RIAI CPD policy document and OPW Architectural services will adopt and comply with these definitions, so that its own CPD programme may be validated. Where a staff member is required to maintain a particular specialist competence (e.g. Access Auditing or PSDP duties) then a minimum of 8 hours structured CPD in that particular speciality will be required per annum. The maintenance of specialist internal competencies is an important issue for Architectural Services and also for OPW, corporately. Financial Provisions. The CPD Architectural Services budget was fully expended in The provision of Lunchtime presentations (which were funded by the presenters and were generally outside of normal working hours) was a key factor in maintaining budgetary control in This control will be more difficult to achieve in 2013 for the following reasons. Mandatory CPD training will be required in order to maintain specialist competencies within Architectural staff. This specialist training will entail significant expenditure to cover the cost of external courses during the year.

6 ISO Requirements. Current ISO Procedures identify the main CPD skill requirements for OPW Architectural Services as follows: Core Maintenance: updating and maintaining the essential areas of professional knowledge and skill. Example: Statutes and Regulations Core Enhancement: Broadening knowledge or skills base, and extending areas of expertise. Example: Lecture from expert professional New Skills: Developing entirely new areas of knowledge, skill or expertise. Example: Learning to use new CAD and BIM programmes. The following is an outline of the key items, which should be addressed by the CPD Co-coordinator (Trim) and sub-coordinator (Dublin) in Courses and presentations should have an Architectural/Construction emphasis and be aimed at an Architectural/Construction audience. Line managers will encourage usage of CPD on-line system by their staff. There are certain areas where OPW could self-train, i.e. without significant cost and by utilizing the knowledge base within OPW Architectural Services itself.

7 C.M. Core Maintenance. CM.1 Health and Safety (Construction) Regulations: (Ongoing) Safety by Design Implementation of common system for Designers in their role under the PSDP. It is a priority to train younger Architectural design staff in this system aimed specifically at Designers. Sufficient Design Team Leaders have received training in the PSDP role. ISO Procedures /Protocols/Records may require adjustment and editing to integrate developments in the PSDP/Designer systems Closer co-operation with H&S unit within OPW should be addressed. Any on-site experience with statutory authority (H S A) should be shared between staff. CM.2 New Form of Contract for Public Works (Fixed Price) (Ongoing) Procurement Methods Implications for Architectural Services Revisions to ISO Procedures. Tender/Contract documentation/templates Cost Management Further in-house and case-study based training in the New Form of contract should be provided to AS staff. Any on-site experience with contentious contract issues should be shared between staff. CM.3 New Building Regulations: (Refresher) Opinions on compliance Part L. Energy conservation (BER) Part B (Fire) New Part M. (Universal Access)

8 CM.4 EPBD (Energy Performance of Buildings Directive) Implications for OPW Property Portfolio. Building Energy Rating Training for Architectural Staff is required in association with M/E section for non-domestic buildings. CM.5 Disability Act Access Auditing: DAC application procedures Review and retraining of Auditors. Analysis of Audit requirements for coming year. Programme for Auditing CM.6 Waste Management: C&D (Construction and Demolition) Waste: WEEE (Waste Electronic &Electrical Equipment) Directive. (Training in association with M/E section). Implications for Contract Documentation and Health & Safety

9 C.E. Core Enhancement CE.1 Conservation New Techniques. Case Studies and Peer training Survey /Review of Qualifications/Experience of Existing staff and distribution within consolidated OPW Arch services, (Trim/Dublin allocation) CE.2 CAD Skills Autocad Refresher Courses BIM and Revit courses as required Agreed Drawing Templates/Plot Styles/Layering/Palette Template Co-ordination of external Consultants Drawings to meet OPW requirements. Introduction of protocols for External consultants. Survey /Review of competency and range of CAD skills within Arch Services staff and distribution within consolidated OPW Arch services. CE.3 Specifications: Model Specifications Specification Assembly and Writing. Specialist specs (Conservation/Restoration) CE.4 Common Software Packages Updates Open Office Freeware packages training: Powerpoint, Word, MS Project, Excel refresher courses.

10 CE.5 New Trends & Developments in Architectural Design Lectures by Visiting Designer/Practitioners Site visits (Domestic & Foreign) Seminars CE.6 Self Training

11 The CPD Programme should utilise OPW s own internal specialists to train new Architectural staff, particularly Architectural Graduates. OPW has extensive knowledge within its own staff on the following (non-exhaustive) list. Percentage for Art Scheme / Art Management Urbanism Health & Safety Universal Access Sustainability/Green Issues. Fire Protection Conservation Project Management Plan / ISO interface. Information Technology Detailing of Buildings: Weathering (Roofs / External Envelope/) N.S. New Skills NS.1 New Software Packages/Internet/Intranet Intranet content management for Architectural Services Building Modelling Systems. (New younger staff can pass on knowledge to older staff) Sketch-up Gimp Photo manipulation and image management. Presentation Techniques. Programme preparation

12 Technical Trade Presentations These presentations at lunchtime are very useful and involve no cost to CPD budget. The content is generally more technical in nature. Greater involvement of Technicians/Arch Assistants in CPD has been identified by ISO audit. Increased attendance levels by Arch Assistants at CPD events, was a significant positive development during This trend will be maintained by the Dublin-based CPD sub-coordinator in Supplier/s Manufacturers Specialists will make trade presentations (with catering at Lunchtime): RIAI, IEI or RIBA CPD accreditation is a pre-requisite. Lunchtime CPDs will be mainly held mid-week.

13 Schedule of Risk Actions Organisation Charts Architectural Services & Associated Services Principal Architect Clerical Staff Ciaran O Connor Brid Coffey Assistant Principal Architect Senior Architects Architects Architectural Assistants Clerical Staff AS1 - Liam Egan I. Kelly S. Moylan A. Kinsella Terry S. Murphy C. McGahon A. NiBhrian K. McKenna J. Cahill H. Vandenberghe G. Fagan (D.I) A. Hurley Margot Healy G. Doyle Assistant Principal Architect Senior Architects Architects Architectural Assistants AS2 - Vacant P. Gannon G. Bourke T. Beagon R. Van Elsen (c.b.) F. Fay D. Wolahan M. McKenna Assistant Principal Architect Senior Architects Architects Architectural Assistants AS3 - Vacant G. O Sullivan S. Mathews Frances McGrath G. Harvey M. Ben Dayan (c.b.) E. Collins E. Meagher (c.b.) P. Boyle S. O Connor Terri Sweeney C. Moore L. Morgan Z. Gamiet-Parker S. Woods (m.l) R. Harli (c.b.) N. McManus (c.b.) M. Dowling I Kelly(c.b.) L. Sobiecki A. Davies G. Kudyba (m.l.)

14 Assistant Principal Architect Senior Architects Architects Architectural Assistants Clerical Staff AS4 - Vacant M. Carroll P. Clifford Margaret Treacy (p.t.) C. Leaden J. Kavanagh M. Cleary Assistant Principal Architect Senior Architects Architects Architectural Assistants Clerical Staff AS5 - Vacant N. Parsons K. Payne (c.b.) W. Sargent Peter Dockrell B. Kenny (js) E. Moran J. O Shea National Monuments Assistant Principal Architect Senior Architects Architects Architectural Assistants Clerical Staff A. O Shaughnessy M. O Dea J. O Brien P. McMahon F. O Mahony K. Curley G. Rourke G. Woods A. Dolan K. O Brien Fire & Security Senior Architects Architects Architectural Assistants Clerical Staff K. McLoone

15 Regions & District Offices Assistant Principal Architect Senior Architects & Architects Architectural Assistants District Inspectors Maint Co-ord A. Rolfe K. Wolahan C. FitzGerald (c.b.) K. Rogers P. Condron B. Cormican A. Hanly M. Brennan D. Hally P. Rogers S. Lynam D. Foran B. Hamilton M. Hoey D. Roban A. Fox M. Hennebry B. Rooney J. Healy B. Lonergan M. Smyth J. Fitzgerald D. Kiely G. Fuller J. Sweeney (pending) C. Donnellan (R.A.) R. Geraghy P. Moloney (M.Coord) O. Previté G. Hogan J. Cunningham J. McCann D. Currid J. Kelly L. White J. Carr K. Higgins D. Connolly T. Fannon T. Collins K. Valey M. Clarke F. Boyle R. Rooney

16 Job Types A B C D E F G H J K L M N P Q R Special Projects Garda Programme Office Refurbishments / Fit Outs Social Welfare Programme Agriculture Leinster House Heritage Services Properties (incl. Historical Properties) Cultural Institutions Minor Works Universal Access Health & Safety Decentralisation Courts Service Programme Coastguard Programme Prison Programme Dublin Zoo

17 S T U W Y Z Schools Architectural Advisory Other Security Mechanical & Electrical Capital Works Other Inspections

18 Architectural Services Practice Manual Stage 1 Project Planning Preliminary 1 Project Definition, Procurement Strategy and Design Team Selection Project Stages Project Management Plan (PMP) Stage 1 Preliminary Planning 1.1 Project Definition (Initial Budget) 1.2 Procurement Strategy 1.3 Consultant Appointment 1.4 Design Parameters Stage 2 Detailed Planning Stage 2 Project Planning Detailed Outline Sketch Design Outline Design & Cost Plan Developed Sketch Design, Prepare Statutory Submissions and Sketch Scheme & Cost Plan Developed Cost Plan Statutory Submissions Lodgments and Outcomes Statutory Submissions & Cost Check Detailed Design and Prepare Tender Documentation Detailed Design & Prepare Tender Documents 2.2 Issue Tender Documents, Tender Return Assessment and 2.2 Manage the Tender Process Recommendation Stage 3 Implementation (of the Design) Stage 3 Implementation (Construction Stage) 3.1 Construction (including Handover) 3.1 Construction (including Handover) 3.2 Defects Period (including Final Account) 3.2 Defects Period (including Final Account) Stage 4 Project Review 4 Project Review, Evaluation and Archiving of Hard Copy and Electronic Records Stage 4 Review 4 Manage Post Project Review Project Out Turn Analysis Performance Reviews Customer Feedback Enter Project for Award Scheme