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1 . enhancing investment returns

2 High Value Residential Services Following a series of recent key appointments, DGA has significantly increased it s capability to act in the role of Lead Consultant, Project Manager or Project Coordinator on high value residential developments, and where necessary can provide appropriate specialist services to support your projects including project planning, programme management, and contract advice. Our team is led by Richard Jenkinson, Director of Residential Services and a précis of experience is included here. Project Profile High-end Residential Development, West London. GDV 25M Appointed by a Development company, our Director of Residential Services and his team were initially commissioned to provide a Lead Consultant to obtain the planning approval and, thereafter, to provide a turn-key service of the project. The works comprised the significant re-structuring of 3 adjacent Grade II listed buildings with façade retention and the provision of six lateral residential properties. Pre-Contract Lead consultant advising on appointment of the design team and managing the design process up to procurement of a successful planning decision and the project design to RIBA Stage F. Post Planning Permission to Project Completion We were appointed under a JCT Prime Cost Contract to provide a full-service which included managing the remaining design phase, the construction phase and assistance on the completion of the developer s statutory duties through to disposal of the development to the Residents management company.

3 Project Profile Mixed Use Development, South London. GDV 70M Our Director of Residential Services was appointed to act as Project Coordinator for a Development company on a scheme requiring acquisition of various parcels of land from a number of vendors. The role was soon extended to act as Lead Consultant with responsibilities which included the master plan and outline design coordination, preparation and maintenance of the master budget and pre-contract quantity surveying reporting directly to the boards of the Development company and funding body. It was necessary to appeal the planning decision and we were responsible for the management of the appeal process with CBRE. The appeal was successful. The team were retained to prepare studies on procurement strategies and to develop the construction budgets. Simple two stage tendering was instigated for the eventual Construction Management contractual arrangement. The Contractor was procured and, as instructed by our Client we oversaw the planned disposal of the site.

4 Project profile High-end Residential Refurbishment The team were retained by an end user to reconfigure and extend a residential dwelling in South West London. The services comprised Lead Consultant and assisted with the appointments of all consultants, coordinating the design and the planning process and providing a turn-key service during the construction phase. Part of the brief was also to ensure that the end user s statutory obligations were satisfied and fulfilled.

5 Project Profile High-end Residential Development, North London. GDV 32M Appointed under the JCT Prime Cost Contract to provide a full-service, this scheme had a number of technical challenges which tested the team s management capabilities. This particular site was a derelict commercial block within a landmark grade II listed Victorian industrial building which had been subjected to significant post war alteration. The fabric of the building had deteriorated and the structure of the building was at risk. The large site was bounded on three sides and was situated on a busy transport junction. Access was extremely limited. For further information contact: Project Coordination The project comprised the retention of the facades, two of which adjoined the public highway and three elevations shared multi-party ownership. The design required the introduction of 3 levels of basement and, additionally, a vertical extension. Internally, the existing dilapidated structure was removed and a new steel frame installed. This was a significant technical challenge but was completed successfully and was later featured in the technical press. Richard Jenkinson Director of Residential Services Project Planning Julian Sutton Director of Planning Contract Advice Ken Sadler Principal Analyst

6 Bespoke Services to High Value Residential Development: Professional Service Schedules (A) PRE-CONTRACT STAGE: PROJECT STRATEGY This is the stage prior to any works being carried out, in other words, the stage prior to letting the Contractor s contract. Lead Consultant/Project Manager a) Understand and formalise Client brief. Higher rates of return on prime residential investment have likely been driven by sales value inflation often far exceeding forecasts. Indications of continued growth are reflected by the entry of institutional investment and Knight Frank s recent Wealth Report has suggested that London will retain its pole position as the global leading city for the next ten years. Reasons for this are manifold but the city s ability to provide security and diligence to international firms together with its cultural and economic transparency and, of course, the availability of luxury living are all significant factors. b) Establish hierarchy of drivers. e.g., Time v cost certainty v quality control. c) Recommend most appropriate procurement strategy. e.g., Traditional procurement through tendering on drawings and specification, design and build, management contracting. d) Advise on most appropriate Design Team members and produce terms of reference, including coordinated approach to Warranties or Third Party Rights. Make recommendations for appointments. e) Produce Master Programme, initial Cost Plan and Risk Analysis. (B) PRE-CONTRACT STAGE: DESIGN STAGE TO PLANNING PERMISSION Lead Consultant/Project Manager a) Fully develop the Client Brief in association with the Professional Team. b) Manage the designer s performance. c) Manage the Local Authority planning process. d) Act as design coordinator. Quantity Surveyor a) Provision of all contractual and financial advice including developing the initial cost plan into articulate financial budgets.

7 (C) PRE-CONTRACT STAGE: CONTRACTOR PROCUREMENT Lead Consultant a) Continue to manage consultants and provide Client interface. Quantity Surveyor a) Draft proposed Building Contract depending on the selected procurement route ensuring compatibility with all other consultants agreements. It is not surprising, then, that EC Harris s 2012 report on the state of the London prime residential market has highlighted a 65% year-on-year increase in the provision of units in London. There is currently a pipeline of over 15,000 residential units worth in excess of 38 billion at various stages of planning and delivery. Alarmingly, there is serious concern as to the Industry s ability to provide resource to cope with the anticipated peaks of output forecast in b) Produce tendering documents or pricing schedules and procure contractor through tender or negotiation as per selected procurement route. Make recommendation of appointment of contractor. (D) POST CONTRACT STAGE: ON SITE PERIOD This is the on-site period after the execution of the Building contract. Lead Consultant a) Continue to manage process and perform Client interface duties. Ensuring Professional Team continues to perform and that the Client discharges its statutory duties. Contract Administrator a) Administrate the Contract on behalf of the Client. b) Advise on quality control.

8 (E) POST CONTRACT STAGE: RECTIFCATION PERIOD TO COMPLETION Lead Consultant a) Continue to manage process and perform Client interface duties. Ensuring Professional Team discharges its contractual obligations. Contract Administrator a) Administrate the Contract on behalf of the Client, agree the Final Account. b) Ensure defects are remedied. Client disappointment and eventual dispute often arises from poor advice from the Professional Team at the outset. As a result of this poor advice Client expectations are unrealistic, risk is poorly allocated, contractual relationships are poorly defined, the pre-contract stage is inadequately managed and the construction project inappropriately procured. These are the classic symptoms of project failure and yet while they are widely recognised and understood there remains an unacceptable level of systemic repetition. c) Ensure Operation and Maintenance Manual is complete and Client is trained on usage. In addition to the traditional roles identified in the Schedule of Services above we also are able to provide a full turn-key service through a framework of carefully selected and preferred consultants, contractors and various supply-chain members.

9 At DGA we have the capacity and experience to act in the role of Lead Consultant, Project Manager or Project Coordinator on high value residential developments, and where necessary can provide appropriate specialist services to support your projects including project planning, programme management, and contract advice to projects in difficulty. Our team is led by Richard Jenkinson, Director of Residential Services. For further information contact: Project Coordination: Richard Jenkinson, Director of Residential Services:

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