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NatioNal Roads authoRity 2010 PRoject MaNageMeNt guideliNes
Kerry Co. Council Cover:Layout 1 2/9/10 10:29 AM Page 1

National Roads Authority Document Control Sheet
2010 Project Management Guidelines
2010 NRA Project Management Guidelines
Document Control Sheet
Document Ref: 2010 NRA Project Management Guidelines - Introduction

Revision No. Description of Revision Approved By Issue Date
01 Initial Issue – Working Document for Consultation P. Moran Jan 2010
Working Document Page 1 of 343 Version 1.0 January 2010
Kerry Co. Council 348 Inside 2.indd 1 2/9/10 10:14 AM

National Roads Authority Foreword
Foreword
The last decade has seen in excess of €10 billion invested in the
national road network. The lessons learned in carrying out that work
are reflected in these 2010 Project Management Guidelines.
The Project Management guidelines are complimentary to the

recently published Project Appraisal and Cost Management
guidelines, and also reflect the recently updated Department of
Finance guidelines on the management and delivery of Capital
Works in the public sector.
The level of investment in the National Road Network in the coming

decade will continue at a high level, even if perhaps below the level
of recent years. It is vitally important that we continue to manage our
projects well, and these guidelines, which are in force as of February
2010, will help us achieve that ambition.
Any current commissions should reflect the intentions of these

guidelines insofar as is possible and practical, and this should be
agreed with the NRA Regional Managers in each specific case.
I wish to thank the staff of the NRA, who together with the assistance
of the Kerry National Roads Design Office, prepared these
guidelines.
Fred Barry
Chief Executive
National Roads Authority

National Roads Authority Table of Contents
Table of Contents
No. Description Page
Introduction 9
i Purpose 11
ii Definitions 12
iii Interaction with Other NRA Guidelines 13
iv Interaction with Departmental Guidelines 13
v Mandatory Elements & Advisory Elements 17
vi Project Management Guidelines Applications 17
vii Publicity 18
viii Management Structure - Roles & Responsibilities 19
ix Meeting Types 36
x Fast-tracking Schemes 38
xi Contract Types 39
xii Decision Register 39
xiii Document Register 40
xiv Funding 40
xv Overview of the 7 Phases of Development 40
Introduction Appendices 45
Phase 1 Scheme Concept & Feasibility Studies 63

Phase 1 Scheme Concept & Feasibility Studies - Process Map 65
1.0 Purpose 66
1.1 Assessment of Project Need, Scope and Extent 66
1.2 Project Management 67
1.3 Project Initiation 68
1.4 Project Programme & Objectives 69
1.5 Project Execution Plan 70
1.6 Appointment of Service Providers 71
1.7 Health & Safety 73
1.8 Scheme Feasibility Report 74
1.9 Feasibility Working Cost 74
1.10 The Project Brief & Procurement Strategy 75
1.11 Deliverables & Approval to Proceed 76
Phase 1 Appendices 77


Phase 2 Route Selection 107
Phase 2 Route Selection - Process Map 109
2.0 Purpose 110
2.1 Previous Studies 110
2.2 Project Set-up Workshop 110
2.3 Publicity Requirements 111
2.4 Dealing with Landowners / Members of the Public 112
2.5 Constraints Study 112
2.5.1 Definition of the Study Area 112
2.5.2 Mapping 113
2.5.3 Identification of Constraints 113
2.5.4 Health & Safety 114
2.6 Route Selection Process 114
2.6.1 Consideration of ‘Do-Nothing’ and ‘Do-minimum’ Alternatives 115
2.6.2 Development of Feasible Route Options 117
2.6.3 First Public Consultation 117
2.6.4 Stage 1 - Preliminary Options Assessment 118
2.6.5 Second Public Consultation 120
2.6.6 Stage 2 - Project Appraisal of Route Options 120
2.6.7 Stage 3 - Selection of a Preferred Route Corridor 122
2.6.8 Walkover of Preferred Route Corridor 123
2.6.9 Route Selection Report 123
2.7 Value Engineering & Value Management 123
2.8 Route Selection Peer Review 124
2.9 Public Display of Preferred Route Corridor 124
2.10 Health & Safety Risk Assessment of Preferred Route Corridor 125
2.11 Planning Implications 125
2.12 Project Appraisal Guidelines Deliverables 126
2.13 Audit Requirements 127
Phase 3 Design 143

Phase 3 Design - Process Map 145
3.0 Purpose 146
3.1 Review of Outputs from Phases 1 & 2 146
3.2 Mapping & Surveys 146
3.3 Ground Investigation Works 148
3.4 Environmental & Archaeological Considerations 150
3.4.1 Archaeology 150
3.4.2 Other Environmental Considerations 150
3.5 The Design - Compliance with the Design Manual for Roads & Bridges 151


Phase 3 Design (continued)
3.6 Planning Control - Protection of the Preferred Route Corridor 152
3.7 Dealing with Landowners / Members of the Public 152
3.8 Approvals & Consents 153
3.8.1 Local Authority Section 85 Agreements 153
3.8.2 An Bord Pleanála EIS Direction (Sub-threshold Schemes) 154
3.8.3 OPW Consents 154
3.8.4 NRA Approval of Structures 155
3.8.5 Iarnród Éireann Initial Acceptance of Structures at Railways 156
3.9 Design Working Papers 157
3.9.1 Traffic Modelling, Road Type & Road Safety Audit 157
3.9.2 Geometry (Horizontal & Vertical Alignments) 159
3.9.3 Relaxations & Departures 160
3.9.4 Strategy for Junctions & Side Roads 161
3.9.5 Ground Investigation, Soil Classification & Earthworks Balance Optimisation 161
3.9.6 Drainage, Structures & Pavement 163
3.9.7 Services, Land Use, Accommodation Works & Maintenance 164
3.11 Additional Public Consultation 166
3.12 Design Peer Review 166
3.13 Scheme Cost Estimate 167
3.13.1 Preliminary Scheme Base Cost 167
3.13.2 Preliminary Risk Assessment Meeting 167
3.13.3 Preliminary Scheme Target Cost and Total Scheme Budget 168
3.14 Design Report 168
3.15 Dealing with Late Changes to Scope 169
3.16 Health & Safety Design Risk Assessment 169
3.17 Updated Project Appraisal Guidelines Deliverables 169
Phase 4 EIA/EAR & The Statutory Processes 189

Phase 4 EIA/EAR & The Statutory Processes - Process Map 190
4.0 Purpose 192
4.1 Land Acquisition Mapping 192
4.2 Procurement of Property Valuation & Legal Service Providers 193
4.3 Updated Land Cost Estimate 193
4.4 Duties of the Project Liaison Officer 194
4.5 EIA / EAR 195
4.5.1 Screening & Scoping 195
4.5.2 Design Report Information 196
4.5.3 Protected Sites - Licences and Appropriate Assessment 197


Phase 4 EIA/EAR & The Statutory Processes (continued)
4.5.4 Additional Surveys - Time Limits 198
4.5.5 Schedule of Environmental Commitments 199
4.6 Preparation of CPO/MO Mapping, Order, Schedule & Notices 200
4.7 Dealing with Late Changes to Scope 200
4.7.1 Revised Target Cost & Total Scheme Budget 201
4.7.2 Revised & Updated PAG Deliverables 202
4.7.3 Programme & Design Changes 202
4.8 Approvals 203
4.8.1 NRA Approvals 203
4.8.2 Local Authority Approvals 204
4.9 The Statutory Processes 204
4.9.1 Part 8 Planning Process 204
4.9.2 Cross-Border Schemes 205
4.9.3 EIS (Strategic Infrastructure) 205
4.9.4 CPO/MO 207
4.11 The Oral Hearing 211
4.13 An Bord Pleanála Decision 212
4.14 Report on Land Agreements / Updated Schedule of Commitments 212
4.15 Approval to Proceed to Phase 5 212
Phase 5 Advance Works & Construction Documents Preparation, Tender & Award 233
Phase 5 Advance Works & Construction Documents Preparation, Tender & Award - Process Maps 235
5.0 Purpose 237
5.1 Confirmation of Lands to be Made Available to the Contractor 237
5.1.1 Review of Design Report / EIS / ABP Scheme Confirmation 237
5.1.2 Review of subsequent Design Changes 238
5.1.3 Review of Land Agreements / Accommodation Works 239
5.1.4 CIE/IE Consent for Railway Structures 239
5.1.5 Other Consents 240
5.2 Advance Works Contracts 241
5.2.1 Service Diversions / Fencing / Hedge Clearing 242
5.2.2 Environmental Advance Works 243
5.2.3 Archaeological Services 243
5.2.4 Topographical Proof Survey 245
5.2.5 Additional Ground Investigation Contract 246
5.4 Revised & Updated Total Scheme Budget (incl. Pre-Tender Estimate) 246


Phase 5 Advance Works & Construction Documents Preparation, Tender & Award
(continued)
5.5 Revised & Updated PAG Deliverables 247
5.6 Construction Documents Preparation 247
5.6.1 Health & Safety Plan 248
5.6.2 Tender Drawings 249
5.6.3 Tender Documents 249
5.7 Due Diligence Check on Draft Tender Documents 250
5.8 NRA Approval of Tender Documents / Approval to Proceed with Tender Process 250
5.9 Tender Process 251
5.9.1 PIN / Contract Notices in OJEU 251
5.9.2 Pre-qualification of Tenderers 252
5.9.3 Tender Queries / Tender Bulletins 252
5.9.4 Meetings 253
5.9.5 Review of Consolidated Outline Proposals 254
5.9.6 Departure Applications 254
5.10 Tender Assessment & Award 255
5.10.1 Assessment of Non-Compliant, Conforming & Variant Tenders 256
5.10.2 Independent Arithmetical Check 256
5.10.3 Post-Tender Clarification Meeting 256
5.10.4 Confirmation of Insurances, Resources, Pension & Pay 257
5.10.5 Impact on Scheme Base Cost & Total Scheme Budget 257
5.11 Preparation of Tender Report 258
5.12 Approval of Deliverables & Approval to Proceed 258
5.13 Letter of Intent & Letter to Apparently Unsuccessful Tenderers 259
5.14 Letter of Acceptance 259
5.15 Health & Safety 259
5.15.1 Appointment of PSCS & PSDP 259
5.15.2 Transfer Safety File to PSDP 260
5.15.3 Notification to HSA of Works Commencement 260
5.16 Appointment of Employer’s Site Supervisory Team 260
5.17 Confirmation of Lands Made Available 261
5.18 Contract Signing & Publicity Requirements 261
Phase 6 Construction & Implementation 287

Phase 6 Construction & Implementation - Process Map 289
6.0 Purpose 290
6.1 NRA Construction Contract Administration Manual 290
6.1.1 Construction Stage Monitoring Meetings 291
6.1.2 Monthly Reports / Financial Reports / Payments 291


Phase 6 Construction & Implementation (continued)
6.1.3 Risk Management 292
6.1.4 Change Orders (Requests & Approvals) 292
6.1.5 Departures from Standards / Specification 293
6.1.6 Claims / Compensation & Delay Events 293
6.1.7 Value Engineering 294
6.2 Updated Target Cost (TC3) 295
6.3 Land & Property 295
6.3.1 PLO, Contractor and Landowner interaction 296
6.3.2 Land Agreements & Accommodation Works 296
6.3.3 Property Arbitration (if required) 297
6.4 ‘As-Built’ Document Requirements 298
6.5 Archaeology 298
6.6 Official Road Opening 299
6.7 Final Account 300
6.8 Final Account Report 301
6.10 Deliverables & Requirements for Closeout 302
Phase 7 Handover, Review & Closeout 313

Phase 7 Handover, Review & Closeout - Process Map 315
7.0 Purpose 316
7.1 Handover of As Built Drawings and Safety File to the Employer 316
7.2 Environmental Requirements 317
7.2.1 Confirmation of Implementation of Schedule of Environmental Commitments 317
7.2.2 Completion of Landscaping Contract 317
7.3 Defects Period / Defects Certificate / Retention Monies 318
7.4 Residual Network 319
7.4.1 Sign Declassification 319
7.4.2 Old National Road Rehabilitation 319
7.4.3 Per Cent for Art Scheme 320
7.5 Land & Property 321
7.5.1 Completion of all Outstanding Payments 321
7.5.2 Closeout & Completion of Land Acquisition Summary Sheet 321
7.5.3 Land Disposal Strategy 321
7.6 Scheme Final Outturn Cost 322
7.7 Phase 7 Cost-Benefit Analysis 323
7.8 Project Closeout Report 324
7.9 Post-Project Review 324
7.11 Deliverables & Closeout of Project 325

NATIONAL
A ROADS AUTHOR
RITY
2010 PROJECT MANAGEM
MENT GUIDELINES
INTRODU
UCTION
Phase 1 SCHEME CONCEPT & FEASIBILITY

Y STUDIES
Phase 2 ROUTE SELECTION

E
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
Phase 5 ADVANCE WORKS & CONSTRUC CTION DOCU

UMENTS
PREPARATTION, TEND
DER & AWARD
Phase 6 CONSTRUCTION & IMPLEMENTAT

M TION
Phase 7 HANDOVE
ER, REVIEW & CLOSEO
OUT

National Roads Authority Introduction
Notes

Introduction
i Purpose
These Guidelines outline a framework for the phased approach to the development,
management and delivery of Major National Road Schemes in Ireland. The
Guidelines are structured so as to ensure consistency in this approach throughout
the entire National Road Network.
The Guidelines divide the evolution and progression of the Scheme into 7 Phases as
illustrated in Figure A below:
Figure A 7 Phases of NRA Project Management.

Each phase is presented in a step-by-step manner, with Mandatory and Advisory
Elements of the Guidelines clearly outlined (refer to Section v Mandatory Elements &
Advisory Elements of this Introduction). Important Milestones and Statutory
Processes requiring Local Authority action, Public Consultation or NRA approval are
indicated in the Guidelines, so that the Local Authority, the National Road Design
Office and any Consultant Design Teams involved, can plan each phase in terms of
time, resources and cost.

Checklists and Sample Deliverable Document Templates are included as

Appendices, where appropriate. Reference to other NRA Guidelines are also made
where appropriate, in particular to the NRA Project Appraisal Guidelines, the NRA
Cost Management Manual, the NRA Construction Contract Administration Manual
and the NRA Environmental Assessment & Construction Guidelines. These
Guidelines also have regard to the Capital Works Management Framework – in
particular Guidance Note GN 1.1 Project Management.
It is anticipated that the use of these guidelines will ensure best practice in the
Project Management of Major Road Schemes.
The Project Management Guidelines 2010 are a guide on how a scheme should
develop and progress. Projects vary in length and complexity and schemes
such as a junction improvement for example may not require a route selection
phase. Therefore any deviations should be discussed with the NRA to ensure
that the best method of progressing the scheme is identified.
It should be noted that these Guidelines do not purport to

be a full statement of the duties and statutory obligations
of the Project Team. Responsibility for ensuring that the
scheme is progressed in accordance with applicable
legislation, standards and guidelines remains with the
Project Team.
These Guidelines supersede the previous version of the
National Roads Project Management Guidelines published 2000
by the National Roads Authority in March 2000.
ii Definitions
A List of Definitions and Acronyms for words and phrases referred to in these
Guidelines in contained in Appendix A0.1. It should be noted that certain words and
phrases have been omitted from this List as they are more appropriately defined
elsewhere (e.g. ‘Project Brief’ is defined in the NRA Project Appraisal Guidelines,
‘Environmental Impact Assessment’ is defined in the NRA Environmental
Assessment & Construction Guidelines etc.)
In addition, detailed descriptions of the principal NRA Service Units and key
stakeholders are contained in this Introduction (Section viii – Management Structure
– Roles & Responsibilities)

iii Interaction with Other NRA Guidelines

It is intended that the NRA Project Management Guidelines will be utilised as the
main guidance document with regard to the management of all National Road
Projects from initial inception through to planning, execution and closeout.
However, these Guidelines should also be read in conjunction with other published
NRA Guidelines including, but not limited to, those listed hereunder. References to
these other Guidelines are made within the 2010 NRA Project Management
Guidelines as appropriate.
• NRA Project Appraisal Guidelines
• NRA Cost Management Manual
• NRA Construction Contract
Administration Manual
• NRA Environmental Assessment &
Construction Guidelines
• NRA Chargeability of Expenditure to National Road Grants 2010
These Guidelines, together with other Guidelines, Circulars, Standards and Policy
Documents are available from the National Roads Authority website www.nra.ie
These documents form a hierarchy, with the NRA Project Management Guidelines
placed as the overarching document as illustrated in Figure B hereunder.
Figure B Interaction between Project Management Guidelines and other NRA

Guidelines, Standards & Policies

iv Interaction with Departmental Guidelines

The Department of Finance established the Capital Works Management Framework
(CWMF) in order to deliver the Government’s objectives in relation to Public Sector
Construction Procurement Reform. As NRA-funded Schemes constitute Public
Sector Procured Construction Projects, they are subject to the requirements of the
CWMF.
The CWMF comprises 4 pillars, namely:
Pillar 1 Public Works Contract
Pillar 2 Conditions of Engagement
Pillar 3 Cost Planning & Control
Pillar 4 Guidance Notes
It should be noted that:
• In relation to Pillar 1, all Tenders for Road Schemes will utilise one form or other
of the Public Works Contracts, and associated Model Forms, Instructions for
Tenderers etc.
• In relation to Pillar 2, all external consultancy services required for a road scheme
will be procured using the Standard Conditions of Engagement.
• In relation to Pillar 3, the NRA Cost Management Manual will generally be used
for Cost Planning & Control while Suitability Assessments will utilise the Standard
Suitability Assessment Questionnaires.
• In relation to Pillar 4, these NRA Project Management Guidelines will have due
regard to the Guidance Notes produced by the CWMF.
Further information, including downloads of these documents, is contained in the
website www.constructionprocurement.gov.ie.
Both the Department of Finance and the CWMF have developed ‘Stages of
Development’ for Public Sector Procurement projects.
The interaction between these Stages of Development and the 7 Phases of NRA
Project Management are illustrated in Figure C.
The interaction between the CWMF - Project Review Requirements, as outlined in
GN1.1 Project Management, and the 7 Phases of NRA Project Management are
illustrated in Figure D.
Other Departmental Guidelines that are of relevance to these Guidelines include:
• Guidelines for the Appraisal and Management of Capital Expenditure
Proposals in the Public Sector, Department of Finance, 2005
• Guidelines on a Common Appraisal Framework for Transport Projects and
Programmes, Department of Transport, 2009.

DEPARTMENT OF FINANCE 2010 NRA GCCC

CAPITAL WORKS PROJECT MANAGEMENT STANDARD CONDITIONS OF
MANAGEMENT FRAMEWORK GUIDELINES ENGAGEMENT
Appraisal
Phase 1
Approval in Principle Stage I
SCHEME CONCEPT
Feasibility Study /
&
Preliminary Report
FEASIBILITY STUDIES
Stage 1
Planning
(Initial)
Phase 2
ROUTE SELECTION
Phase 3
DESIGN Stage II
Design
Stage 2 Phase 4
Planning EIA / EAR

(Developed) & THE STATUTORY PROCESSES
Phase 5
ADVANCE WORKS & CONSTRUCTION

DOCUMENTS PREPARATION,
TENDER & AWARD
Stage III
Tender
Phase 6
Stage 3
CONSTRUCTION & Stage IV
Implementation
IMPLEMENTATION
Construction
Phase 7
Stage 4 Stage V
HANDOVER, REVIEW
Review Handover of Works
& CLOSEOUT

Figure C Interaction between the ‘Stages of Development’ within the
Capital Works Management Framework, the 2010 NRA Project Management
Guidelines and the GCCC Standard Conditions of Engagement.

Figure D Interaction between Capital Works Management Framework –

Project Review Requirements, as per GN 1.1 Project Management, and the 7
Phases of Development of the 2010 NRA Project Management Guidelines.

v Mandatory Elements & Advisory Elements

Throughout these Guidelines reference will be made to both Mandatory and Advisory
Elements of the Guidelines. These Mandatory and Advisory Elements are described
further in Figures E and F hereunder.
Mandatory Elements
) Certain items presented in the NRA Project Management Guidelines must
be complied with. Such items are classified as Mandatory Elements and
are presented in a text box with black border and accompanied by the
symbol on the left.
Figure E Mandatory Elements of the Project Management Guidelines.
! Advisory Elements
Certain items presented in the NRA Project Management Guidelines are
considered Best Practice Advice and should be complied with, where
practicable. Such items are classified as Advisory Elements and are
presented in a text box shaded blue and accompanied by the symbol on the
left.
Figure F Advisory Elements of the Project Management Guidelines.
vi Project Management Guidelines Applications

These Guidelines primarily target the planning, development and construction of
Major Road Schemes on behalf of the National Roads Authority.
A Major Road Scheme is as defined by
the Major Projects Unit of the NRA.
Improvements to the National
Secondary Network may have
significant lengths of the proposed
improvements ‘on-line’ and therefore it
will be at the discretion of the NRA as to
which parts of these Guidelines apply to
the Scheme in question. The NRA
Inspector will advise accordingly.
For other projects outside of Major Schemes, elements of these Guidelines may be
relevant to projects within these categories and it is advisable that a Technical
Meeting is held early in the development process to ascertain the aims and goals of

that specific project. The NRA Inspector will advise of the requirements of the
guidelines.
It should be noted that in certain circumstances, the NRA may assume the role of
design lead for the Scheme rather than the Local Authority and in these
circumstances, the role of the Project Manager and other Local Authority
stakeholders will be carried out by the NRA and their Consultants directly.
In relation to Public-Private Partnership (PPP) Schemes, specific guidance in relation
to the development of these schemes through Phases 5 to 7 will be provided directly
by the NRA PPP Units.
vii Publicity
All Road Schemes will be required to provide information to the general public at
certain stages during development. The National Roads Authority has protocols that
must be followed when submitting information about a Scheme into the public
domain. The Project Manager should liaise with the NRA Communications Unit in
order to comply with these protocols.
It is expected that the NRA will receive many queries from members of the public
and from the media in relation to the Road Schemes under its control. However,
during the day-to-day operation of individual Schemes, the NRA will rely upon the
individual Design Team and/or Project Manager to assist in dealing with these
queries. In this regard, the Project
Manager should liaise with the NRA
Inspector and NRA Communications
Unit in order to provide a coordinated
response to such queries during all
phases of a Scheme’s development.
A newsletter / progress update should
be prepared for each scheme and
submitted to the NRA and intervals to be
agreed with the NRA Regional Manager.
The following Road Scheme Documents
will be published both in Irish and in English:
• Scheme Information Leaflets/Brochures
• Public Consultation Documentation, including Questionnaires.
All other Road Scheme Documents will be published in English only.

viii Management Structure – Roles & Responsibilities

The National Roads Authority (NRA) was established in 1994 and has responsibility
for the provision of a safe and efficient network of national roads as provided for in the
Roads Act 1993. This includes the planning and construction of new roads and the
improvement and maintenance of existing roads within the entire National Road
Network. The NRA is comprised of many Service Units and details of the NRA
Organisational Structure is illustrated in Figure G hereunder.
Figure G NRA Organisational Structure.

The NRA has overall responsibility for the planning, construction, supervision and
maintenance of the National Road Network. Priorities within the Roads Improvement
Programme are determined by the Authority, taking account of the overall policy for
National Roads as decided by Government centrally in programmes such as the
National Development Plan and Transport 21.
Local Authorities, in their role as statutory road authorities, undertake the detailed
planning of individual road projects and are responsible for compliance with legal
requirements and procedures in respect of compulsory acquisition of land and
environmental impact assessments.
In recent years, to bring greater efficiency to the process, the NRA, in conjunction
with Local Authorities, has established National Road Design Offices (NRDO’s)
around the country with responsibility for the planning and delivery of Major Road
Projects. The NRA allocates funding to Local Authorities to meet the costs involved.
The purpose of this section is to set out the roles and responsibilities of both the
National Roads Authority and the various Stakeholders associated with the delivery
of Major Projects. The Key Stakeholders for a typical Major Project are shown in
Figure H hereunder.
NATIONAL ROADS AUTHORITY
Regional Manager (Majors) SENIOR ENGINEER

N.R.D.O.
Financial Control Unit PROJECT CONSULTANT
EU / NDP Unit SUPERVISOR ENGINEER
DESIGN PROCESS (IF REQUIRED)
Communications Unit
Archaeology Unit
Environment Unit
Planning Unit LEAD ENGINEER
Programme & Regulatory Unit
Land Acquisition Unit
NRA PROJECT
Major /Special Projects / NRDO’s Unit DESIGN TEAM
ENGINEERING INSPECTOR MANAGER
Cost Estimation Unit
Administration / PRS Unit
Safety Engineering Unit

Engineering Standards Unit
Procurement Unit
Structures Unit
LOCAL AUTHORITY
Network Operations Unit LIAISON OFFICER
Pavement & Maintenance Unit (IF REQUIRED)
LOCAL
AUTHORITY /
Strategic Planning Unit LEAD AUTHORITY
DIRECTOR OF
PPP Units SERVICES
Figure H Key Stakeholders for a Major Project.
The National Roads Authority fulfils the role of Sanctioning Authority, Senior
Responsible Owner, Project Sponsor and, in certain circumstances, Sponsoring
Agency as outlined by the Capital Works Management Framework (CWMF). Its
functions shall include, but not be limited to, those outlined hereunder.

The Sanctioning Authority

The Sanctioning Authority is normally the Government Minister, Department or Public
Body with responsibility for implementing Government Policy and for providing financial
assistance for capital programmes and projects. In the case of Major Road
Improvement Schemes, the NRA normally fulfils the role of Sanctioning Authority,
subject to certain exceptions, where the role is retained by the Department of Transport.
The Sanctioning Authority’s functions shall include, but not be limited to, the following:
• Evaluating Business Cases and Development Proposals, and giving projects
approval to proceed (within specified budgets, standards and time limits etc);
• Deciding whether a Steering Group is
necessary and, if so, clearly defining
and communicating to all parties at
the start of the project, its role,
composition, level of delegated
authority, responsibilities, and
structure;
• Considering major project change
requests – for example, those arising
from unexpected events; and
• Assessing project reviews and making decisions in a timely manner.
The Sanctioning Authority needs to be organised appropriately with sufficient
resources to be effective in this role. For the purposes of these Guidelines, the
Sanctioning Authority is also deemed to be the Senior Responsible Owner (SRO).
Sponsoring Agency
The Sponsoring Agency is the Government Department, Local Authority or other
State body or agency that requires the project to be undertaken.
Note: In some cases, the Sponsoring Agency and the Sanctioning Authority can be
the same body, as in the case of the National Roads Authority. Where this arises,
there needs to be a separation of responsibilities with clear demarcation lines
between the two functions of that body.
Where Local Authorities assume the role of Sponsoring Agency, they will nominate a
person to act as Project Co-ordinator as defined in CWMF Guidance Note GN 1.1
Project Management. In these circumstances, the Project Co-ordinator will also fulfil
the role of Project Manager with the exception of Fast-Track Schemes, where the
roles will be fulfilled separately (See Section x of the Introduction for further details).
Where the NRA assumes the role of Sponsoring Agency, it will appoint a Lead
Consultant to fulfil the role of Project Co-ordinator and/or Project Manager as
required.

It should be noted that, for ease of reference, the person fulfilling the combined role
‘Project Co-ordinator/Project Manager’ will be referred to as ‘Project Manager’
throughout these guidelines. Furthermore, these guidelines have been written on the
basis that the role of Sponsoring Agency is fulfilled by a Local Authority.
The Sponsoring Agency’s functions shall include, but not be limited to, the following:
• Overall planning and management of the Project;
• Gaining approval from the Sanctioning Authority for the original proposal and for
any subsequent changes;
• Nominating and appointing a Project Coordinator and/or Project Manager;
• Sanctioning the appointment of the members of the Client Design Team including
Consultants;
• Sanctioning the appointment of a Contractor for the Main Construction Contract
• Assuming the role of ‘Employer’ and Contracting Authority during the execution of
Public Works Contracts.
To ensure a successful Project outcome, the Sponsoring Agency needs to ensure
that sufficient resources are made available.

The following is a list of the Service Units within the National Roads Authority who
assist in the management and delivery of Major National Road Schemes:
Major / Special Projects / NRDO Unit

The delivery of Major Road Improvement Schemes lies with the Major Projects Unit
of the NRA. This unit reports to the Head of Engineering Operations and consists of
Regional Managers and Engineering Inspectors.
Regional Manager (Majors)

The Regional Manager (Majors) has overall managerial responsibility within the
National Roads Authority for delivery of Major Projects on time and within Total
Scheme Budgets. The time lines and budgets are identified and set by the
Programme Management Unit as necessary for the delivery of projects in
accordance with Government policy documents such as Transport 21 and the
National Development Plan. The Regional Managers (Majors) must take
cognisance of NRA policies in delivery of the Major Projects. The Regional
Managers are also responsible for the NRDO’s in their region. The Regional
Manager oversees and directs the Engineering Inspectors for their respective
functional areas which are assigned by the head of Major Projects.

The Regional Manager actively participates in the majority of specialist subgroups

which are in operation on an ongoing basis within the Authority e.g. revisions to the
DMRB, the Project Management Guidelines and updating of the model forms of
Contract. Additionally the Regional Manager represents the NRA on external bodies
and provides input on behalf of the Authority into the deliberations and documents
produced by these bodies e.g. the Traffic Signs Manual and the GCCC. The
Regional Manager is the primary contact between Senior Management and the Local
Authorities, this involves regular ongoing communication at the highest level and
ensures efficient two way flow of information and views between the parties.
Engineering Inspector (Majors)

The NRA will nominate an
Engineering Inspector who will assist
in project decisions made by the
Sanctioning Authority such as those
relating to delivery, quality and
budget.
The Engineering Inspector will deal
with all day to day issues on major
Schemes on behalf of the NRA
including payments to Local Authorities, ensuring that all Project Management
Guidelines approvals, expenditure monitoring and procurement procedures are in
compliance with NRA Policies for Major Projects Delivery.
The duties of the Engineering Inspector shall include, but not be limited to, the
following:
• Managing the Project Programme;
• Agreeing the Project Execution Plan with the Project Manager;
• Evaluating appropriate reports and ensuring that any project changes are reported;
• Ensuring the development of the Project Brief;
• Ensuring that claims for payments are submitted correctly through the Project
Reporting System (PRS);
• Approving payments;
• Ensuring that all stakeholders (including end users) are involved with and
committed to the Scheme;
• Managing project reviews and obtaining approval from the Sanctioning
Authority where required;
• Ensuring that the Sponsoring Agency’s Health and Safety procedures are
implemented on the Scheme, if applicable (i.e. where the NRA is the
Sponsoring Agency);

• Ensuring appropriate Risk Management and Value Management is carried out.

• Report to, and assist, the appropriate Regional Manager on various aspects /
decisions that are required in the delivery of the scheme.
Strategic Planning Unit

The Strategic Planning Unit is responsible for ensuring that decisions on road project
expenditure are made taking account of the best possible information. The functions
of the Strategic Planning Unit include, but are not limited to, the following:
• Ensuring compliance with Department of Finance Guidelines for capital
appraisal;
• Developing and managing a Scheme prioritisation methodology;
• Setting the framework, through the NRA Project Appraisal Guidelines, for
assessing whether Road Schemes provide Value for Money;
• Providing support services, in the form of training and advice, to those
undertaking appraisal of Road Schemes;
• Auditing Project Appraisal Deliverables;
• Maintaining the National Traffic Model;
• Ensuring that Lessons Learned from completed Schemes are documented as
part of Post Project Reviews and are fed back to NRA Standards and
Guidelines via a national database;
• Implementing strategic objectives (such as future road needs studies);
• Liaising with other Transport State Agencies (e.g. RPA, DTO).
Engineering Standards Unit

The Engineering Standards Unit decides on the
relevant standards to which projects are to be
constructed. The Unit provides guidance and
assistance on all matters related to engineering
standards and specifications. This function
includes the co-ordination and approval of all
Departure Applications submitted under the
Design Manual for Roads and Bridges (DMRB),
including Departure Applications relating to
structures. In this context, it is imperative that each NRDO co-ordinates effectively
with the Unit regarding anticipated workload at the commencement of each year.
Submission dates should be agreed with the Engineering Inspector for the Scheme
and forwarded to the Standards Unit.

Road Safety Unit

The Road Safety Unit has an extensive
road safety agenda aimed at reducing
the number of collisions occurring on the
road network. The Road Safety Unit has
responsibility for approving Road Safety
Audit Teams and assessing the quality of
their output, thus ensuring an acceptable
level of competence. This Unit maintains
an archive of all Road Safety Audit
Reports for analysis and evaluation.
Cost Estimation Unit / Administration & PRS Unit

This Unit is responsible for the management of the NRA multi-annual funding
programme including the preparation of plans consistent with National Policy for
approval by the Chief Executive and the NRA Board. The functions of the Cost
Estimation Unit include, but are not limited to, the following:
• Project/programme monitoring and reporting to the Chief Executive, NRA Board
and Government Department;
• Preparing Multi-Annual Programme Funding Framework Plans;
• Projecting Programmes and project costs and developing cost databases
including monitoring cost trends in road construction and implementation of
corrective action as required;
• Management of NRA Project Reporting System (PRS) and ensuring that Project
Expenditure Reporting is carried out in accordance with the PRS Manual.
Procurement Unit
The NRA Procurement Unit is responsible for formulating NRA Procurement Policy
for Major Schemes and for ensuring that this policy complies with various legislative
requirements such as EU Directive 2004/18/EC “Co-ordination of Procedures for the
Award of Public Works Contracts, Public Supply Contracts and Public Service
Contracts”. The objective of the NRA Procurement Unit is to implement control
measures which will ensure that all NRA-Funded Schemes are in compliance with
the various EU Directives and will also ensure a consistent approach to procurement
on all Schemes. In this regard, a number of ‘hold points’ have been developed which
require formal NRA Approval before the procurement can proceed further.

The NRA Procurement Unit also has responsibility for ensuring that all Works and
Service Contracts are prepared in accordance with the Department of Finance
CWMF Standard Forms of Contract for Public Works (PW-CF1 to PW-CF9) and the
Standard Conditions of Engagement for Consultancy Services (COE1 & COE2). In
this regard, the NRA Procurement Unit has developed generic worked examples of
Contract Documentation and Support Information for use on all NRA Schemes. This
information is available for download via a secure extranet. Standardised tender
documentation and guidance notes should be obtained directly from the CWMF
website (www.constructuionprocurement.gov.ie).
The Project Manager shall ensure that all Public Works Contracts and Public
Services Contracts for a Road Improvement Scheme are awarded in accordance
with the above-mentioned legislative and policy requirements and in accordance with
the Standard Forms of Contract and Conditions of Engagement.
Structures Unit
The purpose of the Structures Unit is to provide technical support to the Roads
Inspectorate and NRDOs on all matters relating to bridges and other road structures,
including retaining walls, culverts, overhead sign gantries etc. The functions of the
Structures Unit include, but are not limited to, the following:
• Liaising with consulting engineers and
local authorities in the development of
Bridge Preliminary Reports;
• Implementing technical approvals
procedures for bridge structures;
• Co-ordinating between Local Authorities
and Iarnród Éireann where schemes
interface with the Rail network;
• Approving relevant tender
documentation for conventional, Design
& Build and PPP forms of contract;
• Participating in tender process for D&B and PPP schemes including aesthetic review;
• Monitoring of bridge structures during the construction phase.

Communications Unit
The Communications Unit within the National Roads Authority implements a
proactively based day-to-day communications plan that emphasises accountability
and accessibility to the general public utilising all main communications channels
(Press, Web, Radio, TV, Signage, Public Events, Publications etc.).
As an organisation the NRA continually offers a relevant flow of information to the
general public through specialised in-house representation (Engineering,
Environmental, Public Policy, Archaeology, Planning, ITS, Safety, Research). This
strategy allows the general public to be reassured that the professionals within the
NRA not only understand the issues at hand, but can effectively resolve the matter in
question and achieve the greater organisational goals which are set out for the NRA
by the Department of Transport.
The Communications Unit should be notified of upcoming key milestones such as:
• Public Consultations;
• CPO / MO and/or EIS Publications;
• CPO Confirmations and EIS Approvals by An Bord Pleanála;
• PIN Notices / Invitations to Tender / Contract Awards;
• Contract Signings;
• Official Openings.
The Communications Unit has developed Guidelines for Official Road Openings. The
Project Manager should obtain a copy of these Guidelines from the Communications
Unit in advance of a Road Opening Ceremony in order to comply with NRA
Requirements.
Archaeology Unit
Archaeology is a major component of any road scheme,
and is directly managed by the NRA’s Archaeology
section with a view to meeting statutory obligations,
observing best practice, controlling costs, contributing to
the efficient delivery of road schemes and disseminating
the results of NRA-funded archaeological investigations.
The Archaeology section is responsible for the
management of the archaeological implications of
national road projects. The management function is
dictated by requirements in An Bord Pleanála approvals
(including comprehensively reviewing EIS’s), as well as
environmental and national monument legislation; in particular, conditions
(Ministerial Directions) imposed by the Minister for the Environment, Heritage and
Local Government as to how archaeological excavations are conducted and newly

discovered sites and features are dealt with. These management functions are
exercised through assisting in the procurement and management of archaeological
consultants and, where appropriate, the works are undertaken directly by the NRA
Archaeological Unit.
The primary objective is to complete all archaeological works in advance of the
commencement of construction so as to minimise the Authority’s exposure to risk
and to minimise the consequential exposure to costs. This is of particular relevance
to Design and Build contracts and Public-Private-Partnership (PPP) contracts.
It is also a key objective to ensure that the vast quantity of information created by the
Authority’s work can be realised to its full potential and that the knowledge generated
feeds back not only into the decision making and project planning process, but also
that this knowledge is disseminated to the general public.
Environment Unit
The Environment Unit is charged with
the responsibility of formulating the
NRA’s environmental policy for Major
Road Schemes, ensuring that such
policy is in compliance with legislative
requirements and, where feasible,
national and international policy.
The Project Manager is responsible for
ensuring the production of a satisfactory
Environmental Impact Statement (EIS)
in compliance with statutory obligations, including comprehensively reviewing EIS
drafts. This work involves the co-ordination of comments from the NRA Environment
Unit and the management of EIS revisions. In order to ensure the application of the
Authority’s policy and to assist NRDO’s/Local Authorities in the preparation of a
consistent and comprehensive EIS, the Environment Unit now provides
comments/feedback on final drafts of an EIS (see NRA Circular No. 05/2006).
! Project Teams are reminded that responsibility remains on the team and
experts in the relevant areas to address the key environmental issues
identified during planning and design of the scheme. The NRA Environment
Unit will raise issues that are pertinent to the scheme based on their collective
experience nationally but are not to be used as a substitute to the experts who
have responsibility for compiling the EIS.
The Environment Unit has produced a comprehensive suite of Environmental

Guidelines, collectively referred to as the NRA Environmental Assessment &
Construction Guidelines, which should be used in the course of any environmental

work to be carried out as part of the planning, construction or closeout of a Major

Scheme.
Planning Unit
The NRA Planning Unit facilitates the NRA’s role as a statutory consultee under the
Planning and Development Acts and associated Regulations for both the
development management and forward planning processes.
Section 22 of the Roads Act, 1993, enables the NRA to make recommendations to a
planning authority regarding the content of that planning authority’s development
plan. This is complimented by the requirement for Planning Authorities, under
Section 11(3)(c) of the Planning and Development Act, 2000, to consult with the
NRA in order to ascertain any long-term plans in respect of the provision and
upgrading of National Roads within their functional areas.
This provides a valuable mechanism whereby potential routes for new roads or
planned significant improvements to existing roads can be notified to planning
authorities and appropriate provision made in development plans to facilitate the
future delivery of these Schemes.
Other aspects of Development Plans which are of particular interest to the NRA
include proposed changes to Land Use, including rezoning, with implications for
access to National Roads and for the carrying capacity and operational efficiency of
such roads, including interchanges, as well as impact on the costs of Road Schemes
as a consequence of increased land values arising from rezoning. The Local
Authority is obliged to consider any recommendations made by the NRA in this
regard.
The Authority has set out its policies and objectives in relation to planning control in
the NRA Policy Statement on Development Management and Access to National
Roads.
The NRA also has the status of a Notice Party for development management under
Article 28 of the Planning and Development Regulations as amended. Local and
Planning Authorities must notify the NRA of planning applications which involve a
new access or intensification of use of an existing access along existing or planned
National Roads, or where the proposed development might give rise to a significant
increase in the volume of traffic using a national road, or accessing the National
Road via a Priority Junction. This referral shall be carried in accordance with, and
within the timeframe specified in, the relevant NRA Circular.
In circumstances where a Planning Application is referred to the NRA as outlined
above, the application should be accompanied by a Planning Application Referral
Form, a template for which is contained in Appendix A0.2.

Regional & Local Roads Unit

The Regional & Local Roads Unit has responsibility for the management of the
regional and local roads investment programme on behalf of the Department of
Transport. This includes the processing and administration of grant applications from
individual local authorities and the processing of claims and payments in relation to
specific grants. In the case of specific improvement schemes on the regional and
local road network, the Project Manager should liaise with this Unit to determine
what aspects of these guidelines, if any, apply to such schemes.
Land Acquisition Unit

The Land Acquisition Unit will provide guidance on a national basis to all project
design teams on matters associated with land and property issues and valuations.
The Unit has reporting requirements that are to be fulfilled before any scheme can
progress to the statutory procedures.
The Unit provides guidance on payments for land acquisitions, goodwill payments,
and fees payable to legal and valuation consultants. The Unit also provides guidance
on rates of compensation payable for intrusive works such as archaeological
trenches or ground investigation works.
The Land Acquisition Unit should be consulted in instances where land acquisitions
are being referred to property arbitration as they will advise on the appropriate
course of action to be taken on a case by case basis.
Financial Control Unit

The NRA Audit Unit carries out audits on all National Roads Projects. When the
NRDO/Local Authority has been notified of such an audit they should prepare
relevant documentation in advance of audit commencement and co-operate at all
times with the requirements of the auditors. In particular, draft reports prepared by
the Audit Unit requiring comment, clarification or change to procedures should be
dealt with in a timely manner allowing the closeout of the particular audit report.
Guidance on Audit Requirements is given throughout these Guidelines. Failure to
comply can result in further funding being withheld.
Reference should also be made to the Audit requirements outlined in the NRA
Chargeability of Expenditure to National Road Grants 2010
EU / NDP Unit
All Major Projects which are co-funded by the EU require certain documentation and
forms to be completed for submission to the EU. The EU / NDP Unit deals with this
documentation. Requests will be received from time to time from this unit for the
completion of documents. These documents should be completed and returned
within the time frame set out by the EU / NDP Unit. All documents completed and

submitted should be electronically copied to the Engineering Inspector for the Major
Project. Failure to comply with EU requirements could lead to the EU funding being
withdrawn.
The Department of Finance has particular requirements in relation to NDP-funded
schemes and the EU / NDP Unit should be consulted in order to comply with these
requirements.
Network Management Unit

The Network Management Unit is charged with the responsibility of the effective
delivery of the Authority’s programme of works on the national road network in terms
of its ongoing development, maintenance and operation in a safe, cost effective and
sustainable manner, and in compliance with prescribed procedures, standards and
policy.
The unit is currently divided broadly into two groups dealing with Pavement and
Minor Improvement & Maintenance and Network Operations.
Pavement, Minor Improvement & Maintenance has responsibility for Pavement,
Minor Improvements, Routine Maintenance, Winter Maintenance, Asset
Management including Condition Surveys and Regional and Local Roads.
Network Operations has responsibility for Network Resigning and Signing and Lining
Programmes, Intelligent Transport Systems and Operations, Motorway Service
Areas, Speed Limits, Planning, Incident Planning and GIS
Local Authority (Lead Authority)

In general the Local Authority in whose administrative area a major project is
situated is deemed to be the Road Authority for that scheme. When a Scheme
crosses a number of Local Authority administrative areas, it is a normal requirement
that an Agreement be made in accordance with Section 85 of the Local Government
Act 2001, whereby one Local Authority assumes responsibility for the entire Scheme
and will be referred to as the Lead Local Authority. When it appears to the NRA that
such an agreement is necessary it may request the Local Authorities involved to
enter into such an Agreement.
The Lead Authority will normally assume the role of Contracting Authority for all
Works and Services Contracts and the role of ‘Employer’ in the case of the Main
Construction Contract, unless otherwise agreed by the NRA.
Director of Services
The Director of Services (DOS) is a member of the Steering Group for the Scheme.
The DOS of the Lead Authority is also a key coordinator between the NRA and the
Local Authority. The DOS of the Lead Authority is responsible for requesting
approval from the NRA to set the Local Authority Project Budget for each project

within his/her remit. Once a Local Authority budget for a scheme is approved at
contract award, the Director of Service is responsible for ensuring that the project
remains within this approved budget on behalf of the Local Authority, and to approve
requests for any changes to the approved budget. The Director of Service is also
responsible for Change Order Requests as part of the Main Construction Contract.
Project Liaison Officer

The Project Liaison Officer (PLO), whose appointment or nomination shall be agreed
with the NRA, acts as a liaison between the landowners, the Local Authority and the
Contractor. The PLO endeavours to ensure the early delivery of accommodation
works agreements so that these may be incorporated into the Contract in advance of
the appointment of a Main Construction Contractor. The PLO also liaises with the
landowners during the course of the Contract. In cases where two or more Local
Authorities are affected by a Scheme, the PLO will also act as liaison between the
Lead Local Authority and the other Local Authorities.
Further details on the role of the PLO are included in Appendix A4.3 of these
guidelines. Where a dedicated Project Liaison Officer is not appointed for a Scheme,
this role shall be fulfilled by the Project Manager.
National Road Design Offices

The National Road Design Offices (NRDO’s), were established in partnership
between the NRA and the Local Authorities to oversee the delivery of Major Road
Improvement Schemes as part of the National Roads Programme. In addition to this
role, the NRDO’s now provide services over a wide range of areas for the NRA such
as minor works design, pavement works design, road safety works, bridge
management, and network management (including signs and maintenance).
Each NRDO is managed by a Management Steering Group, which consists of the
County Managers and Directors of Service from the relevant Local Authorities, the
NRDO Senior Engineer, the Chief Executive of the NRA, Head of Engineering
Operations, the Regional Manager (Major Projects) and/or the Engineering Inspector
(Major Projects). The following section outlines the key roles of NRDO personnel in
the delivery of Major Schemes.
Senior Engineer (NRDO)

The Senior Engineer (SE) of the NRDO has overall responsibility for the
performance and management of the NRDO. The Senior Engineer’s duties in
relation to Major Projects include, but are not limited to, the following:
• Setting, in conjunction with the Regional Manager for specific projects, Annual
Targets (Time & Budget) for all major projects within the office at the
commencement of each year;

• Notifying Targets to the Regional Manager with overall responsibility for the
particular NRDO;
• Setting out procedures within the NRDO to ensure that each Project Manager is
aware of his/her responsibilities;
• Setting out the NRDO procedures to deliver their schemes in accordance with
NRA policies and guidelines;
• Ensuring that all requests for project information received from the NRA is
forwarded to the NRA within a reasonable or specified timeframe;
• Ensuring that all information communicated to the National Roads Authority on
major schemes is copied to the relevant Engineering Inspector. When requested
by the Local Authority for submissions on issues relating to National Roads, the
Senior Engineer is responsible for ensuring that such submissions always reflect
NRA policies and guidelines on such issues, e.g. planning, signage, access, etc.
Project Manager
The Project Manager, typically a Senior Executive Engineer in the NRDO, will be
assigned a project or projects by the Senior Engineer and will ensure that the Project
is delivered on time, within budget and to the required standards and specifications.
The Project Manager is also responsible for managing the work of the in-house
Design Team and/or external consultants and the site supervisory team, allocating
and utilizing resources in an efficient manner and maintaining a co-operative,
motivated and successful team. The Project Manager’s duties in relation to Major
Projects include, but are not limited to, the following:
• Proactively manage delivery of the project by meeting annual targets and tracking
time and costs;
• Develop and maintain the Project Execution Plan as described in Section 1.5 of
these Guidelines;
• Oversee overall progress and use of resources, initiating corrective action where
necessary;
• Oversee the appointment of External Consultants, as required;
• Monitor project progress and performance;
• Manage Project deliverables in line with the Project Execution Plan and check all
documentation produced for publication for compliance with NRA policies,
guidelines and requirements in advance of submission to the NRA;
• Produce and submit all deliverables in accordance with NRA Requirements;
• Liaise with and provide status reports to the Sponsoring Agency / Steering Group
and Stakeholders and ensure the project meets their needs;

• Obtain NRA and Local Authority approvals, as necessary, to progress the

scheme, such as approval to proceed to the next phase etc.;
• Ensure compliance with public procurement requirements;
• Ensure payments are made in accordance with the NRA Chargeability of Expenditure
to National Road Grants 2010 and the Prompt Payment of Accounts Act;
• Prepare Project Reporting System reports and payments in accordance with the
programme set out by the NRA at the commencement of the project. The
accuracy and details of such reports and payment requests shall be in accordance
with the PRS User Manual.
• Take the lead in managing relationships including internal and external team
members, stakeholders and Sponsors/Steering Group.
• Develop contingency plans.
• Encourage the identification of risks and issues and ensure that these are
assessed and appropriately managed.
• Manage project scope and change control and escalate issues where necessary.
• Manage consultancy input and performance within defined budget.
• Proactively manage delivery of the project construction, tracking time and costs;
• Proactively manage delivery of the project construction within the approved
budget, notifying the Senior Engineer as soon as he/she becomes aware of
difficulties in relation to Project construction delivery and budget and making
recommendations to the Senior Engineer on the necessity to apply for a time-
scale or budget review;
• Prepare Change Orders in accordance with NRA requirements;
• Deal with queries on the scheme from Local Authority Elected Members,
members of the public and other interested parties;
• Provide briefing material as requested by the NRA;
• Manage the interface between the Client, monitoring staff and the Contractor;
• Manage dispute resolutions;
• Deal with the Residual Network (Percent for Art, Old Road Rehabilitation, Official
Opening etc.);
• Ensuring that the Sponsoring Agency’s Health and Safety procedures are
implemented on the Scheme, if applicable (i.e. where the Local Authority is the
Sponsoring Agency);
• Ensure that a Post-Project Review is carried out to assess how well the project
was managed and prepare a Post Project Review Report including lessons
learned of any follow-on action recommendations as required by the NRA Project
Appraisal Guidelines.

The Project Manager may, as agreed with the NRA Regional Manager and Director
of Services, delegate some or all of his/her functions to a Project Engineer for the
Construction Stage (PECS) during Phases 6 and 7.
Task Managers
The Project Manager will be required to appoint a number of Task Managers to the
Scheme who will assist in the design, development and implementation of the
Scheme through all Phases of
development. Task Managers will
generally be divided into three
categories:
a) External Consultants
b) In-House Design Team
c) Site Supervisory Team
a) External Consultants
The duties of the External Consultants (including Lead Engineer) shall be set out in
their Conditions of Engagement. The consultants shall be responsible for the content
of all documentation they are required to prepare for a Scheme. Where required, and
subject to prescribed thresholds, External Consultants shall be appointed in
accordance with the Standard Conditions of Engagement for Consultancy Services
as outlined in Section 1.6 of these Guidelines
b) In-House Design Team

For some Schemes, the Project Manager will have an In-House Design Team
available, comprising NRDO Engineers and Technicians, which will carry out some
aspects of the Scheme Design and/or supplement the work of External Consultants.
The Project Manager shall ensure that the roles and responsibilities of the External
Consultants and the In-House Design Team are clearly defined in order to avoid any
overlap or conflict between them.
c) Site Supervisory Team

During the course of the Main Construction Contract it will be necessary to appoint
an Employers Representative and Site Supervisory Team to monitor the Execution
of the Works on behalf of the Employer. Further details on the Site Supervisory
Team are provided in Section 5.16 of these Guidelines.
All communications between the Task Managers and the NRA and other
stakeholders shall be made through the Project Manager.

ix Meeting Types
There are effectively 2 distinct stages in the provision of any Road Scheme. Firstly,
the “Planning & Design” and secondly, the “Construction” of the Scheme. Planning
and Design comprises the development of the scheme from inception at Phase 1
through to the Planning and Statutory Processes at Phase 4.
Construction can broadly be defined as the procurement of a Contractor at Phase 5
and the building and close-out of the Scheme at Phases 6 and 7. Both the Planning
and Design and Construction stages demand different types of meetings that are
best suited to the delivery of the specific aims, objectives and goals of the phases
concerned.
For schemes managed by the National Roads Authority, which do not directly involve
the Local Authority, certain meeting types as described hereunder may not be
required.
A summary of the meeting types is provided hereunder and sample templates for
meeting agendas are contained in Appendix A0.3.
Management Meetings
Management Meetings for the region and/or County/City, should take place at least
once annually, preferably in the early part of the year so that finance and objectives
for the coming year can be discussed. These involve the principles of the Local
Authority(s) involved, senior management of the NRA and the Senior Engineer in
charge of the NRDO. These meetings discuss the schemes relevant to both
Authorities and the operating status of the NRDO in assisting in the delivery of the
various schemes. An outline of the content of the typical report to be prepared in
advance of this meeting is given in Appendix A0.3.
Phases 1-4 Planning & Design

The meetings that generally take place will be divided into 3 broad categories.
1. Steering Meetings: (Phases 2 to 4). The purpose of this meeting group is to
guide the scheme through its phased development in accordance with the
relevant requirements and policies that apply. It is generally chaired by the
DOS of the Lead Local Authority and attended by the NRA Inspector and/or
Regional Manager, the lead design consultants (if applicable) and the Senior
Engineer and Project Manager from the relevant NRDO. Recommendations
that have arisen from the Technical meetings will be presented to the Steering
Group for ratification or otherwise. These meetings are typically held on a
monthly basis or as otherwise agreed by the group. The minutes are recorded
and distributed by the Consultant or NRDO as appropriate. Issues associated
with scheme finance may be discussed with the Local Authority either at this
meeting or separately in advance/after as required.

2. Technical Meetings (Phase 1 to 4). The purpose of these meetings is to

develop and discuss issues that arise during the planning and design of the
scheme. They are to be attended by the NRDO staff, the Consultants and
relevant sub-consultants. The NRA Inspector may also attend. The output of
these meetings will be put to the Steering meetings above. Minutes are
recorded and distributed as above. The frequency of these meetings shall be
as required.
3. Co-ordination Meetings (Phases 1 – 4). These meetings may be between
multiple consultants and sub consultants working on a scheme and also
between Utilities and other third parties (e.g. Landowners) relevant to the
scheme planning and design. Minutes should be kept of any meetings held
and issues agreed between parties. The frequency of these meetings shall be
as required.
Phases 5-7 Construction

The meetings that take place will be as follows:
1. Tender Documentation Meetings (Phase 5 only): The purpose of this
meeting group is to guide the scheme through the development of the specific
contract documents in accordance with the relevant requirements and policies
that pertain. It is generally chaired by the DOS of the Lead Authority and
attended by the NRA Inspector and/or Regional Manager, the lead design
consultants (if applicable) and the Senior Engineer and Project Manager from
the relevant NRDO. These meetings are held on a monthly basis or as
otherwise agreed by the group. The minutes are recorded and distributed by
the Consultant or NRDO as appropriate.
2. Scheme Monitoring Meetings (Phases 6 and 7). This purpose of this
meeting group is to guide the Scheme through its construction in accordance
with the relevant requirements that pertain, in addition to progress,
programme, health and safety, risk, claims management and finance. It is
generally chaired by the DOS of the Lead Authority and attended by the NRA
Inspector and/or Regional Manager, the lead design consultants (if applicable)
and the Senior Engineer and Project Manager from the relevant NRDO. The
Contractor is not part of these meetings. These meetings are held on a
monthly basis or as otherwise agreed by the group. The minutes are recorded
and distributed by the Consultant or NRDO as appropriate. Supplementary
meetings may be held in the absence of the consultant to discuss broader
financial issues and to evaluate the performance of the consultant.
3. Site Progress Meetings (Phase 6 only). These meetings are attended by the
Lead Authority, the Employer’s Representative, Consultant and the Contractor
to discuss issues that affect progress, health and safety, quality control and
other issues as they arise. These meetings are held monthly or as agreed

between the parties concerned. Minutes to be taken and distributed by the

Consultant or NRDO as appropriate.
4. Project Closeout Meetings (Phase 7 only). This purpose of this meeting
group is to closeout matters and issues in accordance with the relevant
requirements and policies that pertain. It is generally chaired by the DOS of
the Lead Authority and attended by the NRA Inspector and/or Regional
Manager, the lead design consultants (if applicable) and the Senior Engineer
and Project Manager from the relevant NRDO. These meetings are held as
frequently as agreed. The minutes are recorded and distributed by the NRDO.
x Fast-tracking Schemes
Certain Schemes, due to time constraints, will need to be fast-tracked. It is essential
that the appropriate processes that will be required, are thought out carefully before
embarking on such an approach. The NRA has experience in this area and the
following need to be considered before the project strategy is agreed:
• The requirement for a dedicated team from the service providers, i.e. team
members working solely on the commission in hand, with commitment from
the company senior management that the appointed staff will not be
employed on any other commissions for the specified period/delivery time.
• Agreement, in advance, of the timeframe and sequencing for delivery of
project management and project appraisal deliverables with the Strategic
Planning Unit.
• Co-location offices/team for project, whether at a dedicated site office or at the
client offices.
• Use of NRDO and Local Authority staff to supplement project tasks better placed
within their remit.
• Inclusion in the brief of other services required to save on procurement
timescales and overall programme impacts. These could include site
investigation, topographical surveys, valuation and legal services etc.
• Use of a dedicated Fast-track Project Co-ordinator to trouble shoot areas of
conflict in an effort to maximise time available. This would be in addition to the
Project Management Team or indeed could be from that team, but would have
specific duties as outlined in Appendix A0.4.
• Carrying out several tasks/phases/stages in parallel to assist in accelerated
programme delivery, such as commencing Phase 3 midway through Phase 2
on the basis of analysis of risk on outcome of assessments yet to be
completed.
• Use of advance feasibility studies to fast-track areas of difficulty envisaged at
the front end of the programme.

• Careful consideration of how the required Environmental Studies and Surveys

will be carried out in the timeframe that is available. Where applicable, the
requirement to obtain licences/approvals from bodies such as NPWS, Irish
Rail and OPW need to be considered.
The decision to fast-track a Scheme requires the prior approval of the NRA Regional
Manager as significant costs could arise in the delivery of same given the need to
resource appropriately. Fast-tracking may apply to any scheme at any phase in
development should the need arise.
xi Contract Types
All Contract Types used on NRA-funded Schemes, where such contracts are
advertised by means of public tender, shall use the Department of Finance CWMF
Standard Forms of Contract for Public Works (PW-CF1 to PW-CF9) and the
Standard Conditions of Engagement for Consultancy Services (COE1 & COE2).
Refer to the roles and responsibilities of the NRA Procurement Unit as outlined in
Section viii of these guidelines for further details.
The Project Manager shall liaise with the NRA Inspector to ensure that the
appropriate Form of Contract is used for all Contracts awarded on a particular
Scheme.
xii Decision Register

As a Scheme progresses through the 7 Phases of
development, decisions or milestones are reached,
many of which may be recorded in the documents
approved and listed in the document register (see
Section xiii). However as the full progression of
any road Scheme can take as much as 10 years to
closeout, the staffing and service providers may be
subject to change during the scheme lifetime and a
record of key decisions is invaluable when certain
issues present themselves, either at an Oral
Hearing or an audit, several years later.
Therefore, a Decision Register should be produced
for each Scheme, recording the decision, the
relevant dates and referencing any related issues in the making of that decision.
Such a register will form part of the Project Execution Plan as described in Section
1.5 of these Guidelines.
A Sample Decision Register is contained in Appendix A0.5.

xiii Document Register

As part of a Quality Control System, a Scheme should maintain a record of all
Reports and documents produced during each phase identifying the Author, date of
production and the specific purposes of the report itself. This register can log all
other documented key aspects of the scheme/project as it progresses including
minutes of meetings with Third Parties such as NPWS or Utilities etc. which provide
backup and understanding on how the scheme progressed. Such a register will form
part of the Project Execution Plan as described in Section 1.5 of these Guidelines.
A Sample Document Register is contained in Appendix A0.6.
xiv Funding
Funding is available to the National Roads Authority through Government on a yearly
basis and can be part of a programme of proposed transportation infrastructure over
a defined period. Funding therefore can be on an individual annual basis or linked
into a multi-annual programme of investment. As it is subject to change, the NRA
continuously monitors its commitments to ongoing contracts in areas of construction,
land acquisition, staffing/supervision and design.
The decision to proceed with (a) the design of a Scheme, (b) the serving of the
Notice to Treat and (c) the award of the Main Construction Contract will be
determined by the funding available. Due to the significant funding commitment
required, these are key decision milestones for the NRA and are accordingly
designated as ‘NRA Hold Points’ throughout these guidelines.
In the event that a scheme cannot proceed further, the Project Manager shall ensure
that the deliverables completed to that point are available in both hard and soft
copies and that all relevant data is stored for start-up at a future date. This means
closing out and obtaining all relevant data from consultants and service providers.
xv Overview of the 7 Phases of Development

The NRA Project Management Guidelines were first published in March 2000. Since
then other NRA Guidelines and Manuals have been issued which have impacted on
the Project Management of Major Road Schemes. These include:
• NRA Project Appraisal Guidelines
• NRA Cost Management Manual
• NRA Construction Contract Administration Manual
• NRA Environmental Assessment & Construction Guidelines
The Department of Finance established the Capital Works Management Framework
(CWMF) in order to deliver the Government’s objectives in relation to Public Sector
Procurement Reform as outlined in Section iv of these Guidelines – Interaction with
Departmental Guidelines.

The 2010 NRA Project Management Guidelines incorporate the key requirements of
these various Guidelines and Publications, together with Best Practice and Lessons
Learned since the 2000 edition of the Guidelines.
The principal difference between the 2000 NRA Project Management Guidelines and
the 2010 Edition is the restructuring and renaming of the Project Management
Phases, as illustrated in Figure I overleaf.
The former Phase 1 Overall Project Planning has been renamed Phase 1 Scheme
Concept & Feasibility Studies. It incorporates the introduction of a Scheme
Feasibility Report for certain Schemes. It also incorporates the development of a
Project Execution Plan into the Project Management Process to replace the Phase
Questionnaires used in the 2000 Edition of the Guidelines, which are now
discontinued.
The former Phase 2 Constraints Study and Phase 3 Route Selection have now been
amalgamated to form the new Phase 2 Route Selection. The former Constraints
Study Report is no longer a formal deliverable but instead forms part of the Route
Selection Report. The selection of the Preferred Route Corridor is now a three stage
process:
Stage 1 Preliminary Options Assessment
Stage 2 Project Appraisal of Route Options
Stage 3 Selection of Preferred Route Corridor
The former Phase 4 Preliminary Design / Land Acquisition Procedures has now been
divided into two separate Phases – Phase 3 Design and Phase 4 EIA/EAR & The
Statutory Processes. The separation of the ‘design’ from the ‘Statutory Processes’
allows scope for greater progression of the Scheme design without initiating the
Statutory Processes. The Review of Geometric Parameters which took place at the
former Phase 4 has been replaced by the Geometric Parameters Report at Phase 3
Design. The use of Design Working Papers are now required as part of the Design
Process and these in turn form the basis of the Scheme Design Report. Provision is
also made for developing/progressing Phases 3 and 4 concurrently using the Fast-
Track Process.
The former Phase 5 Construction Documents Preparation / Tender / Award has been
restructured to include provisions for Advance Works Contracts and has due regard
to the CWMF Standard Conditions of Engagement and Standard Forms of Contract.
It has been renamed Phase 5 Advance Works & Construction Documents
Preparation, Tender & Award.
The former Phase 6 Scheme Construction has been renamed Phase 6
Construction & Implementation and incorporates the requirements of the NRA
Construction Contract Administration Manual and the role of the Employer’s
Representative under the CWMF Forms of Contract.

Figure I – Principal Differences between 2000 NRA Project Management

Guidelines and 2010 NRA Project Management Guidelines.

The former Phase 7 Final Account / Closeout has been re-structured to incorporate
Post Project Reviews and has been renamed Phase 7 Handover, Review &
Closeout.
The purpose of each Phase is clearly outlined at the beginning of each chapter and a
logic diagram, referred to as a Process Map, is also provided at the start of each
chapter to summarise the key steps for each Phase. These logic diagrams are
colour coded to distinguish between Project Management (green), Project Appraisal
(orange) and Cost Management (blue) requirements. The colour coding is similar to
that used in Figure J overleaf.
Each Phase requires a number of deliverables to be produced and approved before
the scheme can progress further. Details of these deliverables are provided in
Section 1.4 and are summarised in Figure J overleaf.

2010 NRA 2010 NRA NRA NRA

PROJECT MANAGEMENT Project Management Project Appraisal Guidelines Cost Management Manual
GUIDELINES PHASES Guidelines Deliverables Deliverables Deliverables
Phase 1
Scheme Feasibility Report Value Decisions Tracking Register
SCHEME CONCEPT Project Brief
Project Execution Plan Feasibility Working Cost (FWC)
& FEASIBILITY STUDIES
Traffic Modelling Report

Public Consultations (Route Options) Cost Benefit Analysis using OCE
Phase 2 Route Selection Report Options Comparison Estimates (OCE)
Reviewed/Updated Project Brief
ROUTE SELECTION Variation to County Development Plan Peer Review 1 Report
Preliminary Business Case
Public Display (Preferred Route)
Project Appraisal Balance Sheet
(Preferred Route Corridor Only)
Update
Value Decisions Tracking Register
Phase 3 Revised Traffic Modelling Report Risk Assessment Report
Design Report
DESIGN Cost Benefit Analysis Peer Review 2 Report
(using TC1/TSB)
Target Cost 1 (TC1)
& Total Scheme Budget (TSB)
Revised Traffic Modelling Report

Revised Cost Benefit Analysis
Phase 4 EIS or EAR / Part 8 Documents Quantified Risk Analysis Report
Updated Project Brief
EIA / EAR & CPO / MO Documents Update Target Cost 1 (TC1)
THE STATUTORY PROCESSES Revised Project Appraisal & Total Scheme Budget (TSB)
Balance Sheet
Business Case
Updated Traffic Modelling Report

Phase 5 Tender Documents (Advance Works) Updated Cost Benefit Analysis
ADVANCE WORKS & Tender Documents Updated Project Brief Target Cost 2 (TC2)
CONSTRUCTION DOCUMENTS (Main Construction Contract) & Total Scheme Budget (TSB)
Updated Project Appraisal
PREPARATION, Tender Report Balance Sheet
TENDER & AWARD
Final Business Case
Phase 6 As-Built Drawings & Documents Target Cost 3 (TC3)

CONSTRUCTION & Monthly Progress Reports
IMPLEMENTATION Final Account Report Value Engineering Register
Phase 7 Phase 7 Cost Benefit Analysis

Using Final Outturn Cost (if required) Target Cost Estimate 4 (TC4)
HANDOVER, Project Closeout Report
REVIEW & CLOSEOUT Post Project Review

Figure J – Summary of Key Deliverables for each Phase.

INTRODUCTION
APPENDICES

A0.1 List of Definitions and Acronyms

This is a List of definitions of words, phrases and acronyms as they relate to these Guidelines. Certain
words and phrases used in these Guidelines have been omitted from this List as they are defined
elsewhere (e.g. Project Brief is defined in the NRA Project Appraisal Guidelines). Refer also to
Introduction Section viii for details of NRA Service Units and Office Holders
Item Definition
Definitions
Design Team The group of experts, including NRDO designers and/or external engineering,
environmental, valuation and legal consultants, who are responsible for all
aspects of the scheme design, up to and including the award of the Main
Construction Contract
Fast-tracking The accelerated and, in certain circumstances, concurrent progression of a
Scheme through planning and design phases up to and including the statutory
processes.
Fast-track Project A dedicated, scheme specific appointee whose primary role is to ensure the
Co-ordinator smooth running of the fast-track approach and to facilitate conflict resolution as
and when it arises.
Framework Matrix A Summary, in tabular form, of the Stage 1 Preliminary Options Assessment,
under the assessment criteria of Engineering, Environment and Economy and
a confirmation of the refined number of route options that will proceed to Stage
2 Project Appraisal.
Lead Engineer An engineer, who may be an external consultant or an NRDO employee, who
has been assigned responsibility by the Project Manager to co-ordinate all
aspects of the Scheme design including technical, environmental, economic,
safety and legal requirements.
Main Construction The Contract, awarded at Phase 6, which appoints a Roadworks Contractor to
Contract (design and) construct the Scheme in accordance with Employer requirements,
environmental commitments and statutory obligations.
Programme A planned schedule of events or activities, which are organised to ensure the
successful delivery of a Project, or part of a Project, within a specified
timeframe.
Project A Project is a temporary endeavour undertaken to create a unique product,
service or result.
Project Appraisal A Summary, in tabular form, of the Stage 2 Project Appraisal of Route Options,
Matrix using the 5 Common Appraisal Criteria leading to the Selection of a Preferred
Route Corridor
Project Co-ordinator The person, usually an NRA Inspector, assigned responsibility for the decision
making process on behalf of the Sponsoring Agency
Project Execution The core document for managing a Project throughout its lifecycle, which
Plan outlines the policies, standards, procedures and controls to be used and
provides a concise description of the Project scope and objectives.
Project Management A structured and documented approach, comprising sets of behaviours,
methods and techniques, designed to ensure the successful delivery of a
Project to prescribed standards in a cost-effective, scheduled manner.

Item Definition
Project Manager The person assigned responsibility for the delivery of a Project
PSCS ‘Project Supervisor for the Construction Stage’ as defined in the Safety, Health
& Welfare at Work (Construction) Regulations, 2006
PSDP ‘Project Supervisor for the Design Process’ as defined in the Safety, Health &
Welfare at Work (Construction) Regulations, 2006
Scheduled Lands Land which is proposed to be acquired compulsorily for the purpose of
constructing a road Scheme and which is included in the relevant CPO or MO
Schedule.
Scheme For the purposes of these Guidelines only, a Scheme is defined as any NRA-
funded Road Improvement Project / Road Development Proposal which is
subject to requirements of the NRA Project Management Guidelines
Scope The total number of work elements, categorised under the principal headings
of Time, Cost and Quality, required to complete a Project
Task Manager Any person, or group of people, assigned or delegated responsibility by the
Project Manager for the delivery of certain elements of the Project.
Whole Life Cost Cumulative Costs associate with full replacement and/or maintenance over the
Design Life of the Scheme

Item Definition
Acronyms
AADT Annual Average Daily Traffic
AGS Association of Geotechnical (and Geo-environmental) Specialists
ASI Area of Scientific Interest
CBA / COBA Cost Benefit Analysis / Cost Benefit Analysis (Software)
CMM NRA Cost Management Manual
CPO/MO Compulsory Purchase Order / Motorway Order
CWMF Capital Works Management Framework
D&B Design & Build
DMRB NRA Design Manual for Roads & Bridges
DTM Digital Terrain Model
DOEHLG Department of the Environment, Heritage & Local Government
EAR Environmental Assessment Report
EIA Environmental Impact Assessment
EIS Environmental Impact Statement
ER Employer’s Representative
FOSD Full Overtaking Sight Distance
GCCC Government Construction Contracts Committee
GI Ground Investigations
GSI Geological Society of Ireland
HGV Heavy Goods Vehicle
HSA Health & Safety Authority
ITM Irish Transverse Mercator
ITS Intelligent Transport Systems
LA Local Authority
LMA Lands Made Available
MCC Main Construction Contract
NHA Natural Heritage Area
NRA National Roads Authority
MO Manager’s Order
NPWS National Parks & Wildlife Service
NRDO National Road Design Office
OPW Office of Public Works
OSI Ordnance Survey of Ireland

Item Definition
PABS Project Appraisal Balance Sheet
PAG The NRA Project Appraisal Guidelines
PECS Project Engineer Construction Stage
PEP Project Execution Plan
PLO Project Liaison Officer
PPP Public-Private Partnership
PM Project Manager
PRS NRA Project Reporting System
RMP Records of Monuments & Places
RSIA Road Safety Impact Assessment
SAC Special Area of Conservation
SPA Special Protection Area
SSD Stopping Sight Distance
TC Target Cost
TSB Total Scheme Budget

A0.2 Planning Application Referral Form (Sample Template)

This form shall be completed in respect of all planning applications referred to the
National Roads Authority for comment
Local Authority
Planning Reference Number
National Road Number
Speed Limit (km/h) (tick one) 50 60 80 100
Have any Road Improvements been carried out within 10 years? YES NO
Are there current road proposals affecting this application or YES NO

adjacent road?
Description of the Proposed Development
Local Authority / NRDO Comments on the Proposed Development

A0.3 Agendas for Various Meeting Types (Sample Templates)
Sample Report to Management Steering Group
1.0 Introduction & Summary
2.0 Office Workload

• Summary (in tabular form) for each scheme in current year including
¾ Scheme Description (name, length road type etc.)
¾ Target programme for current year (e.g. completion of Phase 4)
¾ Resource Allocation – staffing levels, consultants, contractors etc.
¾ Progress to date
¾ Other Comments – dependencies / obstacles to achieving targets
• Summary (in tabular form) for each scheme in subsequent year(s) including
¾ Scheme Description (name, length road type etc.)
¾ Revised Targets for subsequent years
¾ Revised Resource Allocation
¾ Future Grant Allocation sought to achieve targets
3.0 Staffing Levels

• NRDO Staff – Existing versus Approved Staff complement
• Other Staff – Including Local Authority Liaison staff, NRA Staff etc.
4.0 Financial Summary / Office Costs

• Complete the following Table for current and future year(s) as required
NRDO Current and Projected Costs
Cost Heading Projected Expenditure to Actual v
Expenditure Date Projected (%)
Staff (Salary, expenses, Overheads)
Training
IT (Hardware and Software)
Postage & Telecommunications
Printing and Office Consumables
Rent & Insurance
Office Equipment
Repairs and Maintenance
Energy
Miscellaneous and other Costs
Total

5.0 Scheme Progress Reports

• Summary of Progress on all NRDO Schemes to date.
• Append Project Execution Plan for each Scheme as appropriate (See also
Section 1.5)
AOB
Next Meeting

Steering Meetings – Sample Agenda
1.0 Agreement of Previous Minutes
2.0 Confirmation of Agreed Actions from Previous Meeting
3.0 Health & Safety
4.0 Progress
• Project Manager Reports
• Review of Technical Reports / Deliverables
• Review of Decisions reached at Technical Meetings
• Recommendations
5.0 Programme
6.0 Finance
AOB
Next Meeting

Technical Meetings – Sample Agenda
3.0 Health & Safety

• Report from PSDP
4.0 Progress
• Project Manager Reports
• Review of Technical Reports / Deliverables
5.0 Programme
6.0 PEP Reviews
7.0 Design Issues
8.0 Landowner Issues
9.0 Environmental Issues
AOB
Next Meeting

Tender Documentation Meetings – Sample Agenda
3.0 Programme
4.0 Tender Documents Preparation

• Pre-qualification
¾ Pre-qualification Evaluation
¾ Interviews
¾ Short-listing Report
• Draft Tender Documents
¾ Instructions to Tenderers
¾ Volume A – Works Requirements (including Health & Safety)
¾ Volume B - Form of Tender & Schedule
¾ Volume C – Pricing Document
¾ Volume D – Novated Design (if required)
5.0 Specimen Design

• Geometry
¾ Horizontal & Vertical Alignments
¾ Junctions
¾ Drainage
¾ Accommodation Works
• Stage 1 Road Safety Audit
• Topographical Proof Survey
• Ground Investigation
6.0 Scheme Cost Estimate
AOB
Next Meeting

Site Progress Meetings – Sample Agenda
2.0 Health & Safety
3.0 Progress Report
4.0 Progress v Programme
5.0 Collateral Warranties
6.0 Design Submissions

• Submission Schedule
• Submission Procedure
• Departure Applications
7.0 Mobilisation
8.0 Quality Assurance & Testing
9.0 Payments
10.0 Traffic Management
11.0 Utilities & Service Providers
12.0 Accommodation Works / Third Parties
13.0 Construction Issues

14.0 Design Issues
15.0 Surveys
16.0 Scheme Publicity / Monthly Newsletter / Scheme Signboards
17.0 Progress Photographs
AOB
Next Meeting

Scheme Monitoring Meetings – Sample Agenda
2.0 Confirmation of Agreed Actions & Decisions from Previous Meeting
3.0 Key Contract Details
4.0 Health & Safety
5.0 Progress v Programme
6.0 Finance
7.0 Adjustments, Compensation Events and Claims
8.0 Variant Design Proposals / Value Engineering Proposals
9.0 Departure Applications
10.0 Resource Allocation
11.0 Construction Issues
12.0 Design Issues
13.0 Utilities & Service Providers
14.0 Weather Conditions
15.0 Risk Management
AOB
Next Meeting

Project Closeout Meetings – Sample Agenda

2.0 Confirmation of Agreed Actions & Decisions from Previous Meeting
3.0 Main Construction Contract
• Landscaping
• Handover Requirements
¾ ‘As Built’ Drawings & Documents
¾ Safety File
¾ Environmental Operating Plan
¾ Confirmation of Completion of Environmental Commitments
• Final Outturn Costs
¾ Final Account
¾ Settlement of Disputes (Conciliation / Arbitration)
¾ Defects Period / Retention Monies
¾ Final Account Report
4.0 Site Supervision
• Demobilisation
5.0 Land & Property
• Completion of outstanding Agreements
• Arbitration
• Land Acquisition Summary Sheet
• Land Disposal Strategy
6.0 Archaeology
• Completion of outstanding Reports
7.0 Residual Network
• Sign Declassification
• Old National Road Rehabilitation
• Per cent for Art Scheme
8.0 Final Outturn
• Projected Outturn – Dependencies / Obstacles to Completion
• Phase 7 Cost-Benefit Analysis
• Post-Project Review
• Project Closeout Report
AOB
Next Meeting

A0.4 Summary of Duties of the Fast-track Project Co-ordinator

The Duties of the Fast-track Project Co-ordinator shall include, but not be limited to,
the following:
• Responsible for reporting directly to the Senior Engineer (NRDO) and for
reporting on progress (including any ongoing issues) to the NRA.
• Assist in the coordination of all site related activities to facilitate progress of
the Design Team.
• Establish and maintain a dedicated project office.
• Assist in early elimination of obstacles to progress to allow the planning and
design of the scheme to be completed expeditiously.
• Fulfil a key role in avoidance of conflict and in conflict resolution between all
stakeholders.
• Responsible for management and coordination of utilities conflict resolution.
• Provide a third party check on the constructability of various design proposals.
• Facilitate and coordinate Risk Workshops, Non-adversarial Workshops and
any other joint meetings required by the Client and/or NRA.
• Monitor the Project Programme, on behalf of the Client.
• Coordinate Site visits, including aerial inspections, on behalf of the Client.
• Provide ongoing liaison between the affected Local Authorities.
• Identify shortfalls in available resources for service providers and Client.

2/9/10 10:14 AM
0.5 Decision Register (Sample Template)
No. Decision Made / Milestone / Decision Approved? Date NRA Document Ref. File Location Follow up Action
Deliverable Y/N Required? Y/N
Kerry Co. Council 348 Inside 2.indd 60

A0.6 Document Register (Sample Template)

Incoming Documents
No. Date From Subject Author / File Location Reply Required? Reply Ref.
Document Ref. Y/N
Outgoing Documents
No. Date To Subject Author / File Location Reply Received? Reply Ref.
Document Ref. Y/N
2/9/10 10:14 AM

NATIONAL
A ROADS AUTHOR
RITY
MENT GUIDELINES
INTRODUC
CTION
P
Phase 1 SCH
HEME CO ONCEPTT&
FEA Y STUDIIES
ASIBILITY

E
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
Phase 5 ADVANCE
E WORKS & CONSTRUC CTION DOCU
UMENTS
PREPARATION, TEND
DER & AWARD
Phase 6 CONSTRUCTION & IMPLEMENTAT

M TION
Phase 7 HANDOVE
ER, REVIEW & CLOSEO
OUT

National Roads Authority Phase 1
2010 Project Management Guidelines Scheme Concept & Feasibility Studies
Notes

Phase 1 Scheme Concept & Feasibility Studies - Process Map

Assessment of Project
Need, Scope & Extent
(Ref 1.1)
Feasibility Study Report Feasibility

(Ref 1.8) Yes Study Required No
Yes / No
No Further Project Feasible

No Yes
Action Required Yes / No
Project Management
(Ref 1.2)
CWMF
PROJECT REVIEW 1 Project Initiation
(Red Review) (Ref 1.3)
Per GN1.1
(Ref 1.3)
Road Safety Impact

Assessment
(Ref 1.3)
Project Programme
& Objectives
(Ref 1.4)
Project Execution Plan

(Ref 1.5)
Appointment of
Service Providers
(Ref 1.6)
Health & Safety

(Ref 1.7)
Feasibility Working Cost

(Ref 1.9)
The Project Brief Design Team

CWMF (Ref 1.10) (Ref 1.2)
PROJECT REVIEW 2
LEGEND (Amber Review)
NRA Per GN 1.1
PROJECT MANAGEMENT GUIDELINES (Ref 1.10) Procurement Strategy
PROCESS & DELIVERABLES (Ref 1.10)
NRA
PROJECT APPRAISAL GUIDELINES
PROCESS & DELIVERABLES
NRA NRA HOLD POINT
COST MANAGEMENT MANUAL Deliverables &
Approval to Proceed
CWMF (Ref 1.11)
PROJECT REVIEW
(RED REVIEW) SANCTION FUNDING FOR DESIGN
CWMF
PROJECT REVIEW
(AMBER REVIEW)
NRA HOLD POINT Proceed to

NRA KEY DECISION MILESTONE

Phase 1 Scheme Concept & Feasibility Studies
1.0 Purpose
The purpose of Phase 1 is to identify the need for a Scheme and to establish a
Project Management Structure for the Scheme including the appointment of Service
Providers, where necessary. Phase 1 can also include feasibility studies that may be
carried out on aspects of investigation into whether a scheme is
warranted/necessary.
In addition, this phase should include the establishment of the following:
• Outline of the Scheme management structure;
• Define the role/responsibilities of key players and service providers;
• Sets out the deliverables and strategy to progress the Scheme;
• Establish and maintain a Project Execution Plan;
• Agree reporting requirements and development mechanisms
to ensure the Scheme development in a timely and efficient manner.
1.1 Assessment of Project Need, Scope & Extent

The Need for a particular Road Improvement Scheme will typically be determined
with reference to any relevant National Roads Authority Studies carried out and/or
Government Policy Documents such as National Development Plan and Transport
21. In assessing the need for a particular Scheme, the NRA, as the Sanctioning
Authority, will have regard to the integration of the Scheme with public transport
and/or other transport modes and will examine these other forms of transport as
possible alternatives to the Scheme as outlined in the Dept. of Transport Guidelines
on a Common Appraisal Framework for Transport Projects & Programmes.

On some Schemes, it may be required to further establish the Project Need by

means of a Feasibility Study Report. Further information on a Feasibility Study
Report is provided in Section 1.8.
The NRA will determine the approximate Scope limits of the proposed Scheme and
will assign the Scheme to a particular National Road Design Office (NRDO) through
the appropriate NRA Regional Manager and NRA Inspector. This will identify a key
section of the National Route (e.g. an Inter-Urban link or a Bypass) which will be the
subject of the Road Improvement Scheme.
The Scope shall be defined in terms of Time, Cost and Quality as illustrated in Figure
1.1 hereunder.
QUALITY
SCOPE
COST TIME
Figure 1.1 Definition of Scope within Time-Cost-Quality Triangle
1.2 Project Management

The NRA Regional Manager and NRA Inspector, together with the Directors of
Services from the Lead Local Authority and other Local Authorities affected by the
Scheme and the relevant NRDO Senior Engineer, will initially comprise the Steering
Group for the Scheme.
The Steering Group shall appoint a Project Manager and other Task Managers for
the Scheme including, where appropriate, External Consultants (including a Lead
Engineer).
The Steering Group, subject to the approval of the NRA, shall decide on the need to
appoint External Consultants for the Scheme and on the number of Phases to be
covered by such an appointment. Further information on the appointment of External
Consultants is provided in Section 1.6.

! Depending on the nature and extent of a particular Scheme and on the

availability of resources, the Design Team may be comprised of a variety of
Task Managers such as External Consultants (including a Lead Engineer),
an in-house NRDO Design Team or a combination of both. In the interests of
clarity, references throughout these Guidelines are confined to the Project
Manager and the Design Team and these terms are deemed to include
External Consultants, Lead Engineer and/or in-house NRDO Design Team
as appropriate.
During the development of a Scheme, the Project Manager will be required to

consult with several Service Units within the NRA (Refer to Introduction Section viii
Management Structure – Roles & Responsibilities for details of these Service Units).
It is imperative that the NRA Inspector is at all times aware of such consultations,
especially where decisions/advice may directly or indirectly effect the Scheme
Budget.
The Project Manager shall submit all communications to other NRA Units
) through the NRA Inspector and shall only consult directly with other NRA
Units with the prior knowledge and consent of the NRA Inspector. Similarly,
Task Managers shall submit all communications to the NRA Inspector
through the Project Manager.
The Project Manager shall have regard to the Capital Works Management
Framework (CWMF) suite of Guidance Notes aimed at facilitating the implementation
of Government reforms in construction procurement including Guidance Note GN 1.1
Project Management and other Guidance Notes which are referenced throughout
these Guidelines.
1.3 Project Initiation

Following the agreement by the Steering Group of the Project Management
Structure, the NRA will decide on a commitment of funding to the Scheme.
If funding is made available, the NRA will thereafter assign a Project Name and a
Project Reference Number to the Scheme.
The NRA has established a formal web-based Project Reporting System (PRS) and
all expenditure for the Scheme must be reported through PRS before funds will be
transferred to Local Authorities.

The Project Manager shall be responsible for completing monthly

) expenditure reports in order to ensure accurate and timely drawdown of the
Scheme Grant Allocation in accordance with the requirements of the NRA
PRS Web User Manual.
The decision by the NRA to initiate funding for the Scheme together with the
assignment of a unique Scheme Name and Scheme Number so that funding can be
reported and transferred through the NRA PRS System shall collectively constitute
Project Review 1 (Red Review) as described in the Capital Works Management
Framework Guidance Note GN 1.1 Project Management. (Refer also to Figure D in
the Introduction to these Guidelines)
It will be necessary to continuously monitor the Scope of a Scheme throughout all
Phases of development and formal reporting mechanisms are outlined throughout
these Guidelines for dealing with Changes to Scope.
A Road Safety Impact Assessment (RSIA), which will contribute to the

) determination of the Project Objectives, shall be carried out as part of the
Assessment of Project Need in accordance with EU Directive 2008/96/EC
Road Safety Infrastructure Management.
An RSIA is a strategic comparative analysis of the impact of a Scheme on the safety

performance of the road network. An RSIA must be carried out on all Schemes at the
initial Planning stage, i.e. during Phases 1 and 2. EU Directive 2008/96/EC defines
RSIA and requires it to be carried out for all infrastructure projects on the Trans-
European Road Network. An outline of the information to be included in an RSIA is
contained in Appendix A1.1. This assessment may also be carried out in the early
part of Phase 2 – refer to the NRA Inspector for advice on this issue.
1.4 Project Programme & Objectives

The Project Manager shall prepare a
Project Programme for the Scheme in
line with the key objectives of the NRA,
including confirmation of the need for the
Scheme, establishment of an approved
Project Management Structure, including,
where necessary, the appointment of
External Consultants and to progress the
Scheme through the phases of

development as agreed with the NRA.

Depending on the nature of the Scheme and its priority within the NRA Road
Improvement Programme, the Scheme objectives may not necessarily cover all
phases of development. For example, the objective may be to develop the Scheme
to the end of Phase 2 where a Preferred Route Corridor has been identified and has
been incorporated into a County Development Plan for further development as
available funding allows.
Conversely, the NRA may decide to Fast-track a Scheme and may require an
accelerated programme to the end of Phase 5 to the point where a Main
Construction Contractor has been appointed.
The Project Programme should identify the key deliverables required for each Phase
and should set realistic targets for their completion.
The Project Manager shall prepare and agree the Project Programme with
) the NRA Inspector in line with NRA Objectives and this programme will in
turn be included as part of the Project Execution Plan and Project Brief (See
Sections 1.5 and 1.10)
A Table, outlining the Key Deliverables, together with other Interim Output
Requirements for each Phase, is contained in Appendix A1.2.
Some deliverables will need to be updated, reviewed and refined through a number
of phases and a Deliverables Matrix outlining the evolution of each deliverable
through the 7 phases is contained in Appendix A1.3. This Matrix outlines when
Deliverables are:
• Produced – the deliverable is initiated or produced for the first time
• Updated – to take account of more recent information
• Refined – adding more detail to take account of development of the design
• Reviewed – usually by the NRA, to confirm whether further updates / reviews
are required for the Deliverables.
1.5 Project Execution Plan

In order to comply with the requirements of Capital Works Management Framework
(CWMF) Guidance Note GN 1.1 Project Management, it will be necessary to
produce a Project Execution Plan for the Scheme.
The purpose of the Project Execution Plan is to provide a core project management
document, which can monitor the Scope of the Scheme in terms of progress,
expenditure and compliance with standards and policy.
The Project Execution Plan shall be initiated during Phase 1 and shall be updated
throughout the Scheme’s development and shall be submitted for review to the NRA

Inspector at the end of each Phase. A sample template for a Project Execution Plan
is contained in Appendix A1.4.
The Project Manager shall prepare and submit the Project Execution Plan for
) review by the NRA Inspector and shall ensure that it is updated and re-
submitted for review at planned intervals thereafter.
! It is advisable to update the Project Execution Plan and submit it along with
key deliverables from each Phase and/or when requesting formal approval to
proceed to the next Phase of development, as outlined in these Guidelines.
Where possible, the Project Execution Plan should simply refer to (or
append) other deliverables that provide the necessary information for
completion of the Plan. (e.g. the Project Brief will fulfil many of the
requirements of ‘Section 2 Project Definition’ of the Project Execution Plan)
The Lessons Learned from the Scheme which will be incorporated into the Lessons
Learned database as described in Section 7.9 should be updated as the Scheme
progresses and recorded in Section 6 of the Project Execution Plan.
1.6 Appointment of Service Providers

The NRA will advise on the requirement to appoint External Consultants to the
Scheme to provide technical assistance with various aspects of the Scheme’s
development.
The Project Manager shall agree with
the NRA Inspector the exact nature and
extent of the Works Requirements for
the appointment of External Consultants
and the duration of their involvement on
the Scheme (e.g. in the case of the Lead
or Principal Consultants, the
appointment may extend to all 7 phases
or may only extend to the end of the
Statutory Processes in Phase 4 or such
other period as required.)
Further guidance on the use of the Standard Conditions of Engagement (Technical)
(COE1) is provided by the Capital Works Management Framework (CWMF) in
Guidance Note GN 1.6 Procurement Process for Consultancy Services (Technical).

Unless specified otherwise by the NRA, the appointment of External

) Consultants shall be in accordance with the Standard Conditions of
Engagement for Consultancy Services (Technical) (COE1) (available from
the CWMF website www.constructionprocurement.gov.ie) and shall use the
Restricted Procedure. No other Form of Contract shall be used without the
prior written approval of the NRA Inspector.
! The Standard Conditions of Engagement refer to appointment of Consultants

for defined Project Stages. In this regard, reference should be made to
Figure C contained in the Introduction to these Guidelines (Section iv
Interaction with Departmental Guidelines) in order to reconcile these Project
Stages with the 7 Phases of Development.
The NRA Procurement Unit has developed a suite of generic worked examples of
the procurement documents including Conditions of Engagement and Suitability
Assessment for the appointment of External Consultants to NRA-funded Schemes.
Guidance on the procurement process for both the Standard Conditions of
Engagement and for Civil Engineering Works Design by the Contractor is provided in
Appendix A1.5.
The Project Manager shall liaise with the NRA Procurement Unit, through the
) NRA inspector, to ensure the latest version of the generic documents is
being used. Refer to www.constructionprocurement.gov.ie for the generic
procurement documents.
Where the procurement of service providers involves pre-qualification and/or an

Assessment Board, the Project Manager shall prepare a debriefing document for
unsuccessful candidates as described in Section 5.9.2.
The Project Manager shall prepare the necessary Tender Documents and where
required, establish an Independent Assessment Board to undertake the quality
assessment of submissions.
The Project Manager shall obtain the approval of the NRA Inspector to
) proceed with the tender to appoint External Consultants for the Scheme and
shall obtain NRA approval to appoint a preferred candidate following the
assessment of submissions received.
! The Project Manager should also consult with the Lead Local Authority and
confirm their specific requirements for procurement such as tender
thresholds, tender opening procedures, Manager’s Order requirements, Tax
Clearance Certificate etc.

As part of the procurement process for these and all other service providers used on
the Scheme (e.g. specialist environmental consultants, ground investigation
contractors, Main Construction Contractor, Landscape Contractors etc.), the Project
Manager shall be required to set-up and maintain a Procurement File. A Checklist of
items to be included in the Procurement File is contained in Appendix A1.6
The Project Manager shall update and maintain separate Procurement Files
) as outlined above to include for all service providers engaged on the
Scheme.
The Procurement File needs to be updated and maintained throughout the Scheme’s
development and will be subject to NRA Audit in addition to the specific audit
requirements listed in these Guidelines.
A Procurement Brief, outlining the scope of services to be provided, will be required
when procuring Service Providers and this will address the need for a well-defined
Scope of Works in order to achieve a Fixed Price Lump Sum for all services being
provided. A Checklist of items to be included in the Procurement Brief is contained in
Appendix A1.7
1.7 Health & Safety

It will be necessary to appoint a suitably qualified Project Supervisor for the Design
Process (PSDP) in accordance with the Safety, Health & Welfare at Work
(Construction) Regulations, 2006 as amended.
! The Project Manager should consult with the Lead Local Authority and
confirm the specific requirements for the appointment of the PSDP as
typically this appointment would be sanctioned by means of a Manager’s
Order.
Once appointed, the PSDP will be required to set up a Safety File and will be
responsible for its maintenance and upkeep until it is handed over to the Contractor
at the start of the Main Construction Contract.
The identity of the PSDP shall be recorded in the Project Execution Plan
) (PEP) (Section 3) and any change to the appointed PSDP should also be
recorded in the PEP up to and including the appointment of the Contractor’s
PSDP
The PSDP will be required to notify the Health & Safety Authority (HSA) of
particulars of the Scheme at the commencement of the design process using Form
AF1, which is available from the HSA website (www.hsa.ie).

! It is now possible to complete Form AF1 online by registering with the HSA
via the secure website (https://webapps.hsa.ie/CIRW/)
It is the duty of the Client to ensure that a suitably qualified Project

) Supervisor for the Design Process is appointed for the Scheme, that a
Safety File is set-up and maintained and that the HSA is notified of the
commencement of the design process.
1.8 Scheme Feasibility Report

As mentioned in Section 1.1, it may be necessary in certain circumstances to further
verify the Need for a Scheme by means of a Scheme Feasibility Report. The NRA
Inspector will confirm whether or not it is necessary to prepare this Report. A sample
template for a Scheme Feasibility Report is contained in Appendix A1.8.
Feasibility studies can be carried out on
any aspect of the Scheme in advance of
the formal commencement of planning
and design. This is to allow a better
understanding of the issues at hand and
to assist in planning the direction of
further studies. Such studies may
comprise utility diversions, temporary
works, traffic management, junction
alternatives, traffic studies and
modelling etc.
Where required, the Project Manager shall prepare and submit a Scheme
) Feasibility Report to the NRA Inspector for approval.
1.9 Feasibility Working Cost

A Feasibility Working Cost (FWC) comprising a Level 1 Estimate1 shall be prepared
for the Scheme in accordance with the NRA Cost Management Manual. This
estimate should be as detailed as possible, taking account of limitations on the
extent of the Scheme at this early stage in development.

1
Refer to Section 3.6 and Appendix A of the NRA Cost Management Manual for details of Level 1, Level 2 and
Level 3 Scheme Cost Estimates.

The Project Manager shall prepare and submit a Feasibility Working Cost
) (FWC) to the NRA Inspector. It will be necessary to obtain confirmation from
the NRA Cost Estimation Unit that the Feasibility Working Cost has been
prepared in accordance with NRA requirements.
! If a Scheme Feasibility Report is required as outlined in Section 1.8, then the

Feasibility Working Cost (FWC) should be incorporated into this Report.
1.10 The Project Brief & Procurement Strategy

A Project Brief shall be prepared for the Scheme in accordance with the NRA Project
The Project Manager shall prepare the Project Brief for the Scheme and
) shall submit it to the NRA Strategic Planning Unit through the NRA
Inspector. It will be necessary to obtain confirmation from the NRA Strategic
Planning Unit that the Project Brief has been audited in accordance with the
requirements of the NRA Project Appraisal Guidelines.
! The completed Project Brief, as validated by the NRA Strategic Planning

Unit, should be read in conjunction with the Project Execution Plan as
described in Section 1.5.
When the Project Brief has been completed, the NRA shall agree on the proposed
Procurement Strategy for the Scheme based on the nature and scale of the Scheme
as outlined in the Project Brief. The Procurement Strategy will be based on one of
the Capital Works Management Framework (CWMF) Standard Forms of Public
Works Contract (PW-CF1 to PW-CF9) and will typically be based on PW-CF4 –
Public Works Contract for Civil Engineering Works Designed by the Contractor.
The appointment of the Design Team as outlined in Sections 1.2 and 1.6, the
completion of the Project Brief and determination of the Procurement Strategy for the
Scheme shall collectively constitute Project Review 2 (Amber Review) as
described in the Capital Works Management Framework Guidance Note GN 1.1
Project Management.

1.11 Deliverables & Approval to Proceed

The Key Deliverables from Phase 1 are:
• The Project Execution Plan as outlined in Section 1.5. (including the Project
Programme)
• The Scheme Feasibility Report(s), if required, as outlined in Section 1.8.
• The Scheme Feasibility Working Cost (FWC) prepared in accordance with the
NRA Cost Management Manual as outlined in Section 1.9
• The Project Brief prepared in accordance with the NRA Project Appraisal
Guidelines as outlined in Section 1.10
When submitting these and all other deliverables to the NRA for approval,
) the Project Manager shall ensure that the deliverables meet the objectives of
the Scheme. For schemes managed by an NRDO, this recommendation
shall also be endorsed by the NRDO Senior Engineer.

The Project Manager shall request formal NRA approval to proceed to

) Phase 2 Route Selection. This request shall be accompanied by a copy of
the approved Project Brief and Feasibility Working Cost as the decision to
proceed to Phase 2 marks an NRA Hold Point, which is to decide to sanction
funds for the design of the Scheme.

PHASE 1
APPENDICES

A1.1 Outline Requirements for Road Safety Impact Assessment

A Road Safety Impact Assessment (RSIA) shall include, but not be limited to, the
following provisions:
• A Definition of the proposal and a description of the understood need for the
Scheme
• An assessment of the existing road safety problems on the current road
network and the consequences of a ‘Do-Nothing’ option. This assessment
should cover the entire area of the network where route choice and traffic
patterns would be affected by the Scheme, which may be larger than the
defined Study Area.
• A description of the understood road safety objectives of the Scheme.
• An analysis of the road safety impacts of each of the proposed options. This
should cover effects on the network as well as on the proposed options, and
should take account of:
¾ All road users, including vulnerable road users;
¾ All effects on traffic flow and traffic patterns, including changes in modal
split and the differing effects on each vehicle category;
¾ The likely range of seasonal and climatic conditions;
¾ The provision of a safe number of parking areas.
• A comparison of the options using Cost-Benefit Analysis type assessment of
the road safety benefits and dis-benefits of each option, and a ranking of the
options in these terms. The comparison and ranking shall include the ‘Do-
Nothing’ option.

A1.2 Table of Key Deliverables and Interim Output Requirements for each Phase

Scheme Phase Interim Output Requirements Key Deliverables
Phase 1 1. Safety File Setup 1. Scheme Feasibility Report (if required)
Scheme Concept & Feasibility 2. Appointment of PSDP 2. Project Execution Plan (per GN 1.1)
Studies 3. Procurement File Setup 3. Project Brief (per NRA PAG)
4. Project Programme 4. Feasibility Working Cost (per NRA CMM)
5. Road Safety Impact Assessment 5. NRA Approval to Proceed to Phase 2
6. Value Decisions Tracking Register (per NRA CMM)
Phase 2 1. Project Set-up Workshop (if required) 1. Route Selection Report
Route Selection 2. Constraints Study 2. Options Comparison Estimates
3. ‘Do-Nothing’ / ‘Do-Minimum’ Review Study 3. NRA PAG Deliverables for Preferred Route
4. 3-Stage Route Selection Process 4. Variation to County Development Plan, if required
5. Road Safety Impact Assessment & Road Safety Audit 5. Public Consultations & Display
Stage F (Parts 1 & 2) 6. NRA Approval to Proceed to Phase 3
6. Route Selection Peer Review
7. Health & Safety Risk Assessments
Phase 3 1. Topographical Surveys & Preliminary GI 1. Design Report
Design 2. Approvals & Consents (Section 85, OPW, ABP, CIE etc.) 2. Target Cost (TC1) & Total Scheme Budget (Stage 1
3. Principal Geometric Parameters Report with Stage 2 in Phase 4)
4. Design Working Papers (incl. Road Safety Audit Stage 1) 3. Updated PAG Deliverables
5. Vertical Alignment Justification Report 4. NRA Approval to Proceed to Phase 4
6. Applications for Departures from Standards/Specification
7. Qualitative Risk Assessment Meeting
8. Updated Value Decisions Tracking Register
9. Design Peer Review
10. Health & Safety Risk Assessment
Phase 4 1. Procurement of Land Valuation Consultants 1. EIS or EAR/Part 8 Documents
EIA/EAR & The Statutory Processes 2. Updated Land & Property Cost Estimate 2. CPO/MO Documents
3. Quantified Risk Analysis Report 3. Updated PAG Deliverables, if required
4. Engineer’s Report recommending CPO/MO 4. Stage 2 Target Cost (TC1) and Total Scheme Budget
5. NRA Approval to Publish EIS/CPO/MO 5. An Bord Pleanála Decision
6. Engineer’s Brief of Evidence for Oral Hearing 6. NRA Approval to Proceed to Phase 5
2/9/10 10:14 AM
2/9/10 10:14 AM
A1.2 Table of Key Deliverables and Interim Output Requirements for each Phase (continued)
Scheme Phase Interim Output Requirements Key Deliverables
Phase 5 1. NRA Approval to Serve Notice to Treat 1. Tender Documents (Advance Works)
Advance Works and Construction 2. Confirmation of Lands Made Available to Contractor 2. Tender Documents (Main Construction Contract )
Documents Preparation, Tender & 3. Road Safety Audit Stage 2 3. Target Cost (TC2) & Total Scheme Budget
Award 4. Advance Works Contracts
4. Updated PAG Deliverables
5. Due Diligence Check on Draft Tender Documents
5. NRA Approval to Proceed to Phase 6
6. NRA Approval to advertise for Tender
7. Prescribed Notices (Letters of Intent, Acceptance etc.) 6. Signed Contract (Main Construction Contract)
8. NRA Approval of Tender Award
9. Appointment of Employer’s Representative
10. Appointment of PSDP/PSCS
Phase 6 1. Appointment of PECS, if required 1. Target Cost (TC3) & Total Scheme Budget
Construction & Implementation 2. Contractor’s Design Review Report 2. ‘As Built’ Drawings & Documents
3. Progress Reports / Finance Reports / Claims Register 3. Official Road Opening Ceremony
4. Risk, NCR/RFI & Value Registers
4. Final Account Report
5. NRA Approval of Change Orders, if required
6. NRA Departure Application Approvals, if required
7. Land Agreements & Arbitration if required
8. Road Safety Audit Stage 3
9. Certificate of Completion
10. Dispute Resolution, if required
Phase 7 1. Handover of Safety File 1. Completed Land Acquisition Summary Sheet
Handover, Review & Closeout 2. Handover of Environmental Operating Plan 2. Phase 7 COBA Report, if required
3. Land Disposal Strategy Report 3. Post Project Review, if required
4. Landscaping Contract
4. Project Closeout Report
5. Residual Network (Per Cent for Art, Old Road Rehab. etc)
6. Defects Period / Payment of Retention Monies
7. Final Outturn Cost

A1.3 Deliverables Matrix

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7
Scheme Route Design EIA/EAR Advance Construction & Handover
Concept Selection & Works & Implementation Review &
& Statutory Construction Closeout
Deliverables Matrix
Feasibility Processes Documents
Studies Preparation,
Tender &
Award
Project Brief Produced Reviewed Reviewed Reviewed
Scope
Scheme Feasibility Report Produced
Project Execution Plan (PEP) Produced Updated Updated Updated Updated Updated Updated
Appointment of Consultants Produced Reviewed Reviewed Reviewed Reviewed Reviewed Reviewed
Peer Review (Report) (Route Selection & Design) Produced Produced
Monthly Progress Reports Produced

Project
Final Account Report Produced
Management
Post Project Review Report Produced
Land Disposal Strategy (Report) Produced
Project Closeout Report Produced
Completed Land Acquisition Summary Sheet Produced
Feasibility Working Cost (FWC) Produced

Cost
Option Comparison Estimate Produced
Estimating
Target Cost Estimate (TC1,2,3 & 4) and Total Scheme Budget (TSB) Produced Refined Refined Refined Refined
Value Decisions Tracking Register Produced Updated Updated Updated
Risk Costed Risk Register Produced Updated Updated
Final Risk Report Produced
2/9/10 10:14 AM
2/9/10 10:14 AM
Deliverables Matrix
Tender &
Award
Claims / Compensation Events Register Produced Updated
Initial Value Report Produced Updated
Value Value Decisions Review Meeting Produced
Management Value Engineering Proposals Register Produced
Final Value Report Produced
Constraints Study, Route Appraisal & Selection Report Produced
Specification
Requirements Design Report Produced
& Design
Structures Report Produced
Preliminary Business Case Produced
Final Business Case Produced Refined
Business
Case & Traffic Modelling Report (TMR) Produced Updated Refined
Funding
Cost Benefit Analysis (CBA) Produced Updated Refined Refined
Project Appraisal Balance Sheet (PABS) Produced Refined Updated
Managing
Variation to County Development Plan (if required) Produced
Change
Public Consultation (Route Options) Produced
Public Public Presentation (Preferred Route) Produced
Consultation

Part 8 Produced
Contract Signing Produced


Deliverables Matrix
Tender &
Award
Official Road Opening Produced
Environmental EIS/Environmental Report Produced
Environmental Derogation Licences (per SI No. 94 of 1997) Produced
Orders CPO/MO Maps and Schedules Produced
CPO/MO Notices Produced
Road Closure Notices Produced

Other Notices
Notice to Treat/Notice to Enter Produced
PIN/Contract Notice in OJEU Produced
Public Inquiry CPO/EIS Oral Hearing Produced
Works Construction Documents Preparation Produced

Procurement Main Contract Tender Report Produced
NRA Approval EIS/EAR/Part 8/CPO/MO Produced
Local Authority Approval (MO/Council Meetings) Produced
Local Authority Section 85 Agreement Produced
OPW Section 50 Approvals Produced Updated

Approvals
NRA Acceptance of Structures Produced Updated
Iarnród Eireann acceptance/approval of Structures at Railways Produced Updated
Departures from DMRB Produced Produced Updated
An Bord Pleanála Scheme Approval Produced
2/9/10 10:14 AM
2/9/10 10:14 AM
Deliverables Matrix
Tender &
Award
DOEHLG Ministerial Direction for Archaeological Works to proceed Produced
NRA Approval of Tender Documents/Approval to go to Tender Produced
NRA Approval of Tender Report/Approval to proceed Produced
Procurement Procurement File Produced Updated Updated Updated Updated Updated Reviewed
Safety File Setup/Handover Produced Updated Updated Updated Updated Updated Reviewed
Health &
Appointment of PSDP & HSA notification Produced Refined
Safety
H&S Assessment of Constructability Produced Updated
Standards &
Road Safety Audit Produced Produced Produced
Specification
Certificate of Completion Produced
Handover Archaeology Final Reports / Dissemination of Services Produced
As-Built Drawings Produced
Key
NRA Cost Management Manual
NRA Project Appraisal Guidelines
NRA Project Management Guidelines

A1.4 Project Execution Plan (Sample Template)

Sample Project Execution Plan
1. Basic Scheme Data and Document Control
Scheme Name
NRA Project
Reference ID
Current
Project Phase 1 Scheme Concept and Feasibility Studies
Phase (Tick Phase 2 Route Selection
one Box only)
Phase 3 Design
Phase 4 EIA/EAR and The Statutory Process

Phase 5 Advance Works and Construction Documents Preparation,
Tender and Award
Phase 6 Construction and Implementation
Phase 7 Handover, Review and Closeout
Lead Local
Authority
(L.A.)
Other Local
Authorities
Scheme
Description

Basic Scheme Data and Document Control (continued)
Mainline
Length (km)
Basic Scheme
Data
Total Scheme Road Motorway Type 1 - Type 2 / 3 – Single

Length (km) Classification (Length Dual Dual Carriageway
km) Carriageway Carriageway (Length km)
(Length km) (Length km)
Of national roads
of which
Of non-national
roads (public
roads only) of
which
Of farm access/
accommodation
roads
The Scheme
Involves the
Construction of:
Element of Scheme Number (No.)
Number of grade-separated junctions
Number of at-grade junctions
Number of Overbridges
Number of Underbridges
Document Document approval must be sought from the following list of personnel after each
Approval revision of the Project Execution Plan.
Name Department Position Approval Date

Basic Scheme Data and Document Control (continued)
PEP Revision Each new revision of the Project Execution Plan must be reviewed and recorded in
History the table below.
Revision Authorised Reviewed by Reason for Date

by Issue
PEP Each revision of the Project Execution Plan should be distributed to the personnel
Distribution listed in the table below
Name Department Position
Related This Project Execution Plan should be read in conjunction with the following
Documents documents
Document Details

2. Project Definition
Background*
Project
Objectives/
Summary of
Project Brief*
Project Scope Inclusions
Exclusions
Pre-requisites
Constraints**
Interfaces
Assumptions
Key Issues
*Summarize details on Project Background, Objectives, Scope and Brief as outlined in the Scheme
Project Brief, prepared in accordance with the NRA Project Appraisal Guidelines.
**Summarize key constraints as outlined in the Route Selection Report

3. Roles, Responsibilities and Authority
Project Contact A Project Contact List is given in the table below:

List
Organisation/ Name Telephone Fax Email

Role
Sponsoring
Agency
Sanctioning
Authority
Client
Representative
Project
Coordinator
Project
Manager
Project Supervisor
Design Process
Lead
Consultant
Administrative
Lead
Design Team
Lead
Employer’s
Representative
PECS,
If required
Other
Consultants
Project Role For a description of Project Role Responsibilities refer to the Introduction
Responsibilities (Section viii – Management Structure – Roles & Responsibilities) of the NRA
Project Management Guidelines.
Project Insert Scheme specific chart or refer to the default Chart of NRA Steering Group
Organisational - Key Stakeholders as contained in the Introduction (Section viii – Management
Chart Structure – Roles & Responsibilities) of the NRA Project Management
Guidelines.
Project
Responsibility
Matrix

4. Programme Management
Project The Scheme will consist of a master programme which includes a hierarchy of
Hierarchy sub-programmes or stages, which are summarised here. Each sub-section below
Overview should include a summarised description of the stage and a reference to the
stages own PEP. Refer to NRA Project Management Flowchart Phases 1-7 in the
Introduction (Section iv - Interaction with Departmental Guidelines) of the NRA
Project Management Guidelines
Stages in Planning Initial Stage

Capital Works NRA Project Management Guidelines Phases 1-3 (Scheme Concept and
Management Feasibility Studies; Route Selection; and Design.
Planning Development Stage
NRA Project Management Guidelines Phases 4-5 (EIA/EAR and the Statutory
Process; and Advance Works and Construction Document Preparation, Tender
and Award.
Implementation Stage
NRA Project Management Guidelines Phase 6-7 (Construction and
Implementation; and Handover, Review and Closeout)
Schedule of Key Milestone Dates

Milestone Target Completion Actual Completion
Date Date
Project Commencement (year)
Route Selection Report
Design Report
Completion of Part 8 Planning
Publication of CPO/MO
Publication of EIS
Oral Hearing Date
EIS & CPO/MO Approval Date
Date of Notice to Treat
Date of Notice of Entry
Contract PIN Notice
OJEU Contract Notice
Tender Issue Date
Tender Closing Date
Contract Award
Main Construction Contract Commencement Date
Road Opening/ Final Execution Certificate
Final Post Execution Certificate
Contract Completion
Project Closeout (year)

Schedule of Programmed Procurement

*Description of Service Provision Form of Target Actual
Contract / Completion Completion
Method of Date Date
Procurement**
*Insert here summary details of programmed procurement of Service Providers through the various
phases of development
** State whether Standard Conditions of Engagement (COE1), Civil Engineering Works Design by the
Contractor (PW-CF4) or such other means of procurement as approved by the NRA.
5 Project Cost, Risk and Value Management
Cost, Risk & All Cost, Risk and Value Management Procedures for this Scheme shall be
Value carried out in accordance with the NRA Cost Management Manual. Project
Management Expenditure Reporting shall be in accordance with the NRA PRS Web User
Procedures Manual.

6 Project Control and Administration
Controlled Refer to the Introduction (Section iii Interaction with other NRA Guidelines and
Reference Section iv Interaction with Departmental Guidelines) of the NRA Project
Documents Management Guidelines. Insert other Controlled Reference documents as
appropriate.
Document Refer to the Introduction (Section xiii Document Register) of the NRA Project
Register Management Guidelines.
Decision Refer to the Introduction (Section xii Decision Register) NRA Project
Register Management Guidelines.
Lessons Refer to ‘Lessons Learned’ Section of Post Project Review Report as per the
Learned Log NRA Project Appraisal Guidelines

7. Communications Plan
Introduction The communication plan details all the communication necessary to keep key
stakeholders informed at the correct level.
Typical components include:
• Project reporting requirements and details of Project Reviews;
• Meeting Schedules.
Reporting The project reporting requirements and deliverables are outlined in the
Requirements Deliverables Matrix (Appendix A1.3) which details at which stage an element is
to be produced, reviewed or updated.
Meeting Refer to the Introduction (Section ix Meeting Types) of the NRA Project
Schedule Management Guidelines for details of meeting types and frequency.
8. Quality Plan
Quality Refer to the NRA Project Management Guidelines, the NRA Cost Management
Standards Manual, the NRA Project Appraisal Guidelines, the NRA Construction Contract
Administration Manual and the NRA Environmental Assessment & Construction
Guidelines. Insert hereunder any additional details of quality assurance systems in
place to guarantee quality of deliverables, both in-house and from service
providers (e.g. International QA accreditation, relevant qualifications, competence
and training of project team etc.)
Quality Standard Accreditation Body Accreditation Date Date for Accreditation

Renewal

A1.5 Guidance on Procurement Processes - Services

A1.5 Guidance on Procurement Processes - Services (continued)

Consultancy Procedure with Local Authority as Contracting Agent
RESTRICTED Procedures: Tender Definition & Advertising
RESTRICTED RESTRICTED
Above OJ Threshold Sub OJ Threshold
EU Directives Dept. of Finance
Treaty Principles
Yes PIN Notice? No
Place PIN Notice
Selection Criteria Selection Criteria
Award Criteria Award Criteria
Develop Tender Develop Tender

Documents Documents
Generate Support
Generate Support
Documentation
Documentation
(if applicable or necessary)
Use Standard Documentation Use Standard Documentation

as per as per
Dept. of Finance Website Dept. of Finance Website
Place Contract Notice Place Contract Notice
OJ and/or
Local Advert
Newspapers Advert
Expressions of Interest/ Expressions of Interest/

Request to participate Request to participate
Prequalification & Assessment. Prequalification & Assessment

Inform NRA before
Board assembled.
Board to include NRA.
Inform NRA of
outcome of Interview Board
Written Debrief should

Debriefing of Unsuccessful not contain any more
Applicants information than the Invite to Tender
Alcatel Letters
Invite to Tender Receive Tenders
Receive Tenders
Refer to NRA Procurement Unit


Consultancy Procedure with Local Authority as Contracting Agent
RESTRICTED Procedures: Tender Submission; Receipt; Opening & Assessment
RESTRICTED RESTRICTED
Above OJ Threshold Sub OJ Threshold
EU Directives Dept. of Finance
Treaty Principles
Receive Tenders
Tender Opening Report
Tender Assessment
Arithmetic Check
Independent QS
(Above €6.4m)
Yes Compliance Issues? No
NRA Review &

Recommendation
Is a
Yes Tenderer being No
Excluded?
Seek Independent
Legal Advice
(Project > €4m only)
Complete Tender Award

Recommendation Form
Forward Form for Approval to

County Manager



A1.6 Checklist for Procurement File

The Checklist for items for a Procurement File shall include, but not be limited to, the
following:
No. Provision 9
1 Include PEP Section 4 - Schedule of Programmed Procurement
2 Authorisation to proceed to Prequalification / Seek Expressions of
Interest / Tender (i.e. Letter of Authorisation or extract from Steering
Group Meeting etc.)
3 Contract Notice in OJEU
4 Newspaper Advertisements, Website Advertisements etc. (including
clearly displayed date of publication)
5 Procurement programme / timetables together with changes and
updates
6 All information downloadable from e-tenders or sent to Applicants.
(i.e. Suitability Questionnaire and other attached / published
information)
7 Record of contacts / communications from / to all interested parties.
(i.e. correspondence, phone calls, emails and e-tenders record of
interest)
8 Pre Qualification Assessment Procedures and Methodology
9 All Prequalification Queries from Applicants
10 All Circulars / Bulletins / Notices published or issued
11 Pre Qualification Submissions Opening Report
12 All communications and arrangements for Pre-qualification
Assessment Interviews
13 All communications with Applicants regarding Pre qualification
Interviews
14 Prequalification Assessment / Shortlisting Report signed by
Assessment Board including relevant marking sheets, as required by
Assessment procedures
15 Authorisation to proceed to Tender phase
16 Letters to unsuccessful applicants
17 Correspondence from / to unsuccessful Applicants
18 Letters of Invitation to Tender to Shortlisted Candidates / Tenderers
19 All Tender information issued to Tenderers

No. Provision 9
20 All communications to/from Tenderers (including correspondence,
emails, records of phone calls etc.
21 All Tender Queries received from Candidates / Tenderers
22 All Tender Circulars / Bulletins / Memoranda / Notices Issued to
Candidates / Tenders
23 All responses to Tender Queries not included in Circulars (e.g.
Commercial in Confidence responses
24 Tender Assessment Procedures and Methodology including
independent arithmetical check, if required
25 Tender Submissions Opening Report / Local Authority Tender
opening procedure
26 Communication and arrangements for Tender Assessment Interviews
27 Records of all Post Tender Clarifications and communications with
Candidates / Tenderers
28 Record of Marking Scheme including marks awarded and Debriefing
Notes
29 Tender Assessment report including all supporting documentation in
accordance with agreed tender Assessment Methodology
30 Local Authority Letter of Recommendation and County Managers
Order
31 Authorisation to proceed to Award
32 Letters to apparently unsuccessful Candidates / Tenderers
33 All communications to / from unsuccessful Candidates / Tenderers
34 Letter of Intent / Acceptance to successful Candidate
35 All correspondence to / from successful Candidate regarding
conditions of Letter of Intent / Acceptance (Insurances, Tax
Clearance etc.)
36 Extract of Signed pages from Signed Contract when available
37 Note of location of original signed Contract
38 Contract Award Notice in OJEU
39 Record of all payments made
40 Approvals for all expenditure in excess of the tendered amount, to
include details of Compensation Events, Variations, Agreed Claims
etc.

2/9/10 10:14 AM
A1.7 Checklist of Items to be included in the Procurement Brief for Service Providers
The Checklist of items to be considered for inclusion in the Procurement Brief shall include, but not be limited to, the following:
CWMF Stage NRA PMG Phase Required
Yes No
Stage 1 Feasibility Phase 1 Scheme Establishment of Project Programme & Objectives as per Section 1.4
Study / Concept & Feasibility Appointment as PSDP / Safety File Set-up as per Section 1.7
Preliminary Report Studies Preparation of Scheme Feasibility Report as per Section 1.8
Development of Feasibility Working Cost as per Section 1.9
Preparation of Project Brief as per Section 1.10
Stage 2 Design Phase 2 Route Review of Previous Studies as per Section 2.1
Selection Project Set-up Workshop as per Appendix A2.1
Participation in Publicity Requirements as per Section 2.3
Route Selection Report as per Appendix A2.5 including:
• Constraints Study as per Appendix A2.2
• ‘Do-Nothing’ / ‘Do Minimum’ Review Study as per Section 2.6.1
• 3 Stage Route Selection Process as per Section 2.6
• First / Second Public Consultation as per Sections 2.6.3/2.6.5
• Environmental Assessment as per Appendix A2.4
• Traffic Surveys (Counts, Origin-Destination etc.)
Preparation of Road Safety Impact Assessment as per Section 2.6.4
Preparation of Road Safety Audit Stage F as per Section 2.6.6
Preliminary Ground Investigation (If required)
Options Comparison Estimate as per Section 2.6.6
Development of Value Engineering Proposals Register as per Section 2.7
Undertake Route Selection Peer Review Process as per Section 2.8
Public Display of Preferred Route Corridor as per Section 2.9
Health & Safety Risk Assessment of Preferred Route as per Section 2.10
Incorporate Preferred Route into Development Plans as per Section 2.11
Preparation of Project Appraisal Guidelines Deliverables as per Section 2.12

Phase 3 Design Acquisition of Mapping & undertaking of Topographical Survey as per Section 3.2
Low-Level Ortho-rectified Aerial Photography
Traffic Surveys
Traffic Model Updates

Yes No

Stage 2 Design Phase 3 Design Preparation of Principal Geometric Parameters Report as per Appendix A3.1
(contd.) (contd.) Undertake Ground Investigation as per Section 3.3
Archaeological Assessment
Environmental Assessment
Preparation of Applications for OPW Consents as per Section 3.8.3
Applications for NRA Acceptance of Structure as per Section 3.8.4
Applications for Iarnród Éireann Acceptance of Structures as per Section 3.8.5
Preparation of Junction Strategy Report as per Appendix A3.2
Preparation of Design Working Papers as per Section 3.9
Preparation of Road Safety Audit Stage 1 as per Section 3.9.1
Preparation of Design Report as per Appendix A3.6
Vertical Alignment Justification Report as per Section 3.9.5
Value Engineering Meeting and Tracking Register as per Section 3.10
Design Peer Review Process as per Section 3.12
Preparation of Scheme Cost Estimate as per Section 3.13
Review Design & Costs arising from Scope Changes as per Section 3.15
Undertake Health & Safety Design Risk Assessment as per Section 3.16
Preparation of Project Appraisal Guidelines Deliverables as per Section 3.17
Phase 4 EIA / EAR & Land Acquisition Mapping as per Appendix A4.1
The Statutory Undertake duties of Property Valuation Consultant as per Appendix A4.2
Processes Updated Land & Property Cost Estimate as per Section 4.3
EIS Screening as per Section 4.5.1 if required
Prepare EIS as per Section 4.5
Prepare Schedule of Environmental Commitments as per Appendix A4.4
Preparation of CPO/MO Mapping, Order, Schedule & Notices as per Section 4.6
Review Design & Costs arising from Scope Changes as per Section 4.7
Revise & Update NRA PAG Deliverables as per Section 4.7.2
Prepare Total Scheme Budget as per Section 4.8.1
Prepare Documentation for Part 8 Process, if required as per Section 4.9.1
Prepare Engineer’s Report for CPO as per Appendix A4.7
Prepare Engineer’s Brief of Evidence for Oral Hearing as per Appendix A4.9
Prepare Updated Schedule of Commitments as per Section 4.14
2/9/10 10:14 AM
2/9/10 10:14 AM
Yes No
Stage 2 Design
(contd.) Phase 5 Advance Confirm Lands to be Made Available to Contractor as per Section 5.1
Works & Construction Review of Design Report / EIS / ABP Scheme Confirmation as per Appendix A5.1
Documents Apply for Iarnród Éireann Consent, if programmed, as per Section 5.1.4
Preparation, Tender & Advance Works Contracts as per Section 5.2 and Appendix A5.2 including
Award • Service Diversions / Fencing / Hedge Clearance as per Section 5.2.1
• Environmental Advance Works as per Section 5.2.2
• Topographical Proof Survey as per Section 5.2.4
• Additional Ground Investigation as per Section 5.2.5
Update Value Engineering Report as per Section 5.3
Prepare Revised & Updated Total Scheme Budget as per Section 5.4
Prepare Revised & Updated PAG Deliverables as per Section 5.5
Prepare Construction Documents as per Section 5.6
Carry out a ‘Due Diligence’ Check as per Section 5.7
Stage 3 Tender Oversee Tender Process as per Section 5.9
Carry out Tender Assessment & Award as per Section 5.10
Preparation of Tender Report as per Appendix 5.10
Ensure Health & Safety Requirements as per Section 5.15
Issue Letter to successful and unsuccessful tenderers as per Sections 5.13/5.14
Fulfill Duties of Employer’s Site Supervisory Staff as per Appendix A5.13
Collate Information for NRA Audit Unit as per Appendix A5.14
Stage 4 Phase 6 Construction & Carry Out Contract Administration as per Section 6.1
Construction Implementation Prepare Updated Target Cost as per Section 6.2
Land & Property as per Section 6.3
Ensure Delivery of As-Built Records to the Employer as per Section 6.4
Facilitate Official Road Opening as per Section 6.6
Process Final Account for Settlement / Agreement as per Section 6.7

Preparation of Final Account Report as per Appendix A6.4
Collation of Information for NRA Audit Unit as per Appendix A6.5

Yes No

Stage 5 Handover Phase 7 Handover, Handover of Safety File to the Employer as per Section 7.1
of Works Review & Closeout Ensure Contractor Compliance with Environmental Requirements as per Section 7.2
Oversee Closeout of Main Construction Contract as per Section 7.3
Preparation of Scheme Final Outturn Cost as per Section 7.6
Undertake Phase 7 Cost Benefit Analysis as per Section 7.7
Preparation of Project Closeout Report as per Appendix A7.2
Compilation of Records for Post Project Review as per Appendix A7.3
Collation of Information for NRA Audit Unit as per Appendix A7.4
2/9/10 10:14 AM
A1.8 Scheme Feasibility Report (Sample Template)

Sample Scheme Feasibility Report
1.0 Introduction
• Overview of the proposed Scheme and problems encountered.
• Existing Conditions on the National Route.
• Summary of Road Development Policy.
• NRA Requirement to prepare the Scheme Feasibility Report
2.0 Journey Time Assessments

• Traffic Counts & Surveys
• Summary of Journey Time Assessments along the route carried out in
accordance with Volume 13 Section 1 Part 5 of the UK Design Manual for
Roads & Bridges
• Confirmation of average journey time in both directions.
3.0 Traffic Volumes

• Results of Automatic Traffic Counts
• Comparison with NRA National Roads & Traffic Flow Figures
• Projected Traffic Figures to the Design Year
• Results of Origin-Destination Surveys, if carried out showing the predicted
volumes of traffic that would divert to the new route, if constructed
• Traffic Reports and Assessments
4.0 Safety Review

• Safety Assessment of existing National Route identifying particular hazards or
deficiencies along the route
• Recommendations for improvement to safety conditions
5.0 Cost Estimate

• Preliminary estimate of the Feasibility Working Cost of the proposed Scheme

6.0 Conclusions & Recommendations

• Summary of key findings of Scheme Feasibility Report
• Conclude whether the proposed Scheme is Feasible and whether it can be
shown to represent Value for Money
• Recommendations on further studies necessary
• Recommendation on whether the Scheme should proceed to Phase 2
Appendices
Journey Time Assessment Reports
Results from Traffic Counts and extracts from NRA National Roads & Traffic Flow
Origin-Destination Survey Report, if carried out
Safety Review Report / Road Safety Impact Assessment
Preliminary Cost Estimate


NATIONAL
A ROADS AUTHOR
RITY
MENT GUIDELINES
INTRODUCTTION
Phase 1 SCHEME CONCEPT & FEASIBILITTY STUDIES

S
P
Phase 2 ROU
UTE SEL
LECTION
N
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
S

UMENTS
PREPARATTION, TEND
DER & AWARD
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M ATION
Phase 7 HANDOVE
ER, REVIEW
W & CLOSEO
OUT

2010 Project Management Guidelines Route Selection
Notes

Phase 2 Route Selection - Process Map
Review of Phase 1
Findings & Deliverables
Constraints Study
(Ref 2.5)
NRA NRA
Route Selection Process
Cost Management Manual Project Appraisal
(Ref 2.6)
Deliverables Guidelines Deliverables
Do-Nothing & Do-Minimum

Alternatives (Ref 2.6.1)
Traffic Modelling Report
(Ref 2.12)
Development of Feasible
Route Options
(Ref 2.6.2)
First Public Consultation

(Ref 2.6.3)
Stage 1 - Preliminary
Options Assessment
(Ref 2.6.4)
Option Comparison
Estimates
(Ref 2.6.4)
Second Public Consultation
(Ref 2.6.5)
Cost Benefit Analysis
Report (Ref 2.12)
Stage 2 - Project Appraisal

of Route Options
(Ref 2.6.6)
Value Engineering Stage 3 - Selection of

& Value Management Preferred Route Corridor
(Ref 2.7) (Ref 2.6.7)
Project Appraisal Balance

Sheet (Ref 2.12)
CWMF
PROJECT REVIEW 3 Walkover of Preferred Preliminary Business Case
Part 1 Peer Review
(Amber Review) Route Corridor (Ref 2.12)
(Ref 2.8)
Per GN1.1 (Ref 2.6.8)
(Ref 2.8)
Project Brief
(Ref 2.12)
LEGEND
NRA
PROJECT MANAGEMENT GUIDELINES Route Selection Report
PROCESS & DELIVERABLES (Ref 2.6.9)
NRA
PROCESS & DELIVERABLES Public Display of Preferred
Route Corridor
NRA
(Ref 2.9)
COST MANAGEMENT MANUAL
CWMF Health & Safety Risk

PROJECT REVIEW Assessment of Preferred
(RED REVIEW) Route Corridor
CWMF
(Ref 2.10)
PROJECT REVIEW
(AMBER REVIEW)
NRA HOLD POINT Proceed to

Phase 3 DESIGN

Phase 2 Route Selection
2.0 Purpose
The purpose of Phase 2 is to identify a suitable Study Area for the examination of
alternative routes, to identify key constraints within that Study Area, to develop
feasible route options and to carry out a systematic assessment of these options
leading to the selection of a Preferred Route Corridor which will form the basis for
the detailed design to follow. This phase also outlines the requirements for public
consultation associated with the development of routes and alternatives. Both “on-
line” and “green field” route options are to be considered during the planning and
design of the preferred route for the scheme.
2.1 Previous Studies

The Project Manager shall initially agree the approximate scope of the proposed
Scheme with the NRA. This will identify a key section of the National Route (e.g. an
inter-urban link or a bypass) which will be the subject of the Improvement Scheme.
The Project Manager shall also agree the scope of the Traffic Modelling Report with
the NRA Strategic Planning Unit (Refer to Section 2.6.6).
Once the approximate scope has been agreed, the Project Manager shall consult
with the relevant Local Authorities regarding any previous studies (feasibility,
constraints, on-line upgrades etc.) that may have been carried out within the Scheme
Study Area.
Previous traffic studies may also be available which could provide some useful
baseline information and which could be updated by means of low-cost traffic counts
to validate any assumptions made in relation to traffic growth.
! Previous Studies may have identified key constraints or other issues that
exist which may assist in the development of the Scheme. However these
studies should be treated with caution as they may often be outdated in
terms of applicable design standards and/or road development policy.
2.2 Project Set-up Workshop

For complex, large-scale schemes, where the Project Team is comprised of multiple
consultants and other interested parties, the Project Manager shall consult with the
NRA Inspector regarding the need to hold a Project Set-up Workshop.

The purpose of the Project Set-up Workshop is to

establish an overall organisational structure for the
Scheme within which the key roles and
responsibilities of each team member will be
clearly identified. This will include matters such as
reporting and meeting requirements, accelerated
programme and delivery.
A Checklist of items to be included in the Agenda
for a Project Set-up Workshop is contained in
Appendix A2.1.
It may also be necessary to appoint a dedicated
Project Co-ordinator, particularly to cover the
upgrade of a National Route comprising 2 or more
Schemes, covering multiple Local Authorities
and/or National Road Design Offices (NRDO’s). The role and responsibilities of the
dedicated Project Co-ordinator are set out in the Introduction to these Guidelines
(Section viii)
The requirement to hold a Project Set-up Workshop and where necessary, to

) appoint a dedicated Project Co-ordinator, shall be subject to the approval of
the NRA Inspector and/or NRA Regional Manager.
2.3 Publicity Requirements

Prior to the commencement of the Route Selection Process for the Scheme, the
Project Manager should ensure that members of the public are made aware of the
proposal to develop a number of route options leading to the selection of a Preferred
Route Corridor.
It may be necessary to prepare publicity information (e.g. media advertisements,
postal drops etc.) in order to raise awareness of the Scheme.
! It is advisable that the Project Manager provides a briefing of the Scheme to

the Elected Members of affected Local Authorities as members of the public
will generally direct any queries through their Local Representatives. Local
Members of the Oireachtas should also be invited to attend the briefing.

The Project Manager should also initiate consultation with public bodies (utilising the
various Task Managers or relevant personnel as necessary) to inform them that their
views will be sought throughout the Route Selection process.
2.4 Dealing with Landowners / Members of the Public

Feedback on the scheme should be encouraged from landowners and members of
the public. In particular, key constraints and land ownership details within the Study
Area should be recorded, if such information is provided.
In response to general queries, landowners
and the public should be informed of the
various statutory processes and other
steps involved in progressing the scheme
and of the likely timescales involved. The
Project Manager should also indicate that
further information on the development of
road schemes is contained in the NRA
Guide to Process and Code of Practice for
National Road Project Planning and
Acquisition of Property for National Roads,
which is available on the NRA website
(www.nra.ie).
2.5 Constraints Study

The initial step in the Route Selection Process is to identify the nature and extent of
significant constraints within a defined Study Area. These constraints shall be
documented and mapped so that feasible route options can be designed to avoid
such constraints, where possible.
The Project Manager shall ensure that the findings of the Constraints Study
) are documented and mapped in the Route Selection Report and identify any
areas where further investigations might be necessary due to restricted
access etc.
2.5.1 Definition of the Study Area

The Project Manager shall ensure that the Design Team develops a Study Area
within which all feasible Route Options will be located. The Study Area should be
large enough to encompass all Feasible Route Options and zones of influence, but
not excessively so that it will incur unnecessary expenditure and time. The extent

should be examined and may be amended (increased/reduced) as studies proceed

and information becomes available.
The Project Manager shall agree the full extents of the Study Area with the
) NRA Inspector prior to the commencement of the Constraints Study and
shall ensure that the agreed Study Area is sufficient to meet the agreed
Scope Requirements for the Scheme as set out in the Project Brief.
! The Project Manager should also have regard to the NRA Guidelines for the
Assessment of Ecological Impacts of National Road Schemes when
determining the extent of the Study Area.
! Once determined and agreed, it is advisable to refer the Study Area to the
relevant planning authorities with a request to have all planning applications
within the Study Area referred to the Design Team for comment.
2.5.2 Mapping
The Design Team shall liaise with Ordnance Survey Ireland (OSI) in order to obtain
up-to-date vector mapping, at the highest available scale covering the entire Study
Area.
‘Discovery Series’ mapping and ortho-photography should also be obtained, where
available. It is important to obtain information on existing topography (e.g. 1 metre
contours or similar) as this will generally form the basis of the ground model and
vertical alignment for each route option.
! All early editions of OSI ‘6-inch’ maps should also be obtained as this will
assist in the Archaeological and Cultural Heritage elements of the
Constraints Study.
2.5.3 Identification of Constraints

While the Constraints Study will primarily be a Desktop Study, it will on occasion be
necessary to verify the nature and extent of certain constraints by means of
Windshield or Walkover Surveys, while having regard to Health & safety implications
of these surveys..
Route Constraints should be divided into 3 principal categories, namely:
• Natural Constraints (naturally occurring landscapes and features)
• Artificial Constraints (forming part of the built environment)
• External Parameters (design standards, policy, procedural and legal issues)

A Checklist of items to be considered as part of the Constraints Study, under the

principal categories outlined above, is contained in Appendix A2.2.
Further requirements for the Constraints Study are set out in the NRA Guidelines for
Assessment of Ecological Impacts of National Road Schemes.
2.5.4 Health & Safety

The principal constraints identified within the Study Area should be assessed from a
Health & Safety perspective to identify any unacceptable risks during the
construction, operation and maintenance of the scheme and to implement the
Principles of Prevention to mitigate against such risks as required by the Safety,
Health and Welfare at Work Act 2005 and the Safety, Health and Welfare at Work
(Construction) Regulations, 2006 as amended.
The Project Manager shall ensure that a Health & Safety Risk Assessment
) of the Study Area is carried out and included in the Safety File for the
Scheme.
2.6 Route Selection Process

Following the completion of the Constraints Study, the Route Selection Process shall
commence. The Design team shall develop a number of feasible route options in
accordance with the requirements of the NRA Design Manual for Roads & Bridges
while avoiding, where possible, significant constraints identified in the Constraints
Study.
The ‘consideration of alternatives’
(assessment of route options) and the
main reasons for selecting a preferred
route option is a key aspect of the
Environmental Assessment Process as
described in Phase 4 of these
Guidelines and is a requirement of the
Roads Act, 1993 as amended. Further
information on the importance of the
consideration of alternatives as part of
the EIA/EIS process is provided in the
NRA Environmental Assessment &
Construction Guidelines.2

2
Refer specifically to NRA Environmental Impact Assessment of National Road Schemes – A Practical Guide

The Route Selection Process will be a 3-stage process as outlined hereunder:

Stage 1 Develop a number of feasible route options (typically 6 or more and
including ‘Do-Nothing’ and ‘Do-Minimum’ alternatives) and carry out a
Preliminary Options Assessment using a Framework Matrix
(comprising the assessment criteria of Engineering, Environment and
Economy). This will result in the number of route options being refined
to a maximum of 3 - 5.
Stage 2 After Stage 1, carry out a Project Appraisal of these routes using the
Project Appraisal Matrix (comprising the 5 Common Appraisal
Criteria3 of Economy, Safety, Environment, Accessibility & Social
Inclusion and Integration).
Stage 3 After Stage 2, select a Preferred Route Corridor for the Scheme.
Following this, prepare a Project Appraisal Balance Sheet (PABS) for
the Preferred Route as described in the NRA Project Appraisal
Guidelines.
! It is important to note that the Stage 2 Project Appraisal Matrix is simply an

assessment of Route Options under the 5 Common Appraisal Criteria, and
does not require the qualitative or quantitative statements that are required in
a PABS. A PABS should be prepared for the Preferred Route Corridor only.
2.6.1 Consideration of ‘Do-Nothing’ and ‘Do-Minimum’ Alternatives

One of the first steps in the Route Selection process is to consider the feasibility of
‘Do-Nothing’ and ‘Do-Minimum’ alternatives. The ‘Do-Nothing’ alternative shall
comprise an investigation of the existing road infrastructure and its ability to meet
future demands for traffic and safety without any upgrade works, other than routine
maintenance. Investigation of the ‘Do-Nothing’ alternative should include an
examination of existing policy on improvements to certain National Routes, safety
and levels of service.
The ‘Do-Minimum’ alternative will generally comprise an investigation of the
feasibility of an ‘on-line’ upgrade of the existing route which would be capable of
delivering the required levels of service and safety in accordance with the applicable
design standards. This investigation should also examine the feasibility of a partial
‘on-line’ upgrade, where certain sections of the existing national route may be
suitable for upgrade, particularly where the road has been subject to a previous
improvement scheme and where additional landtake may not be required or will only
be required at a minimum level.

3
Dept. of Transport Guidelines on a Common Appraisal Framework for Transport Projects & Programmes

2/9/10 10:14 AM

Figure 2.1 - 3 Stages of the Route Selection Process
In situations where the ‘Do-Nothing’ and/or ‘Do-Minimum’ alternatives are not

feasible, then the reasons for this should be recorded in the Route Selection Report.
If ‘Do-Nothing’ and/or ‘Do-Minimum’ upgrades are feasible, then they should be
included in the Stage 1 Route Selection Process.
2.6.2 Development of Feasible Route Options

The Design Team shall develop a number of feasible route options in accordance
with the NRA Design Manual for Roads & Bridges while having regard to the findings
of the Constraints Study.
Both horizontal and vertical alignments
should be developed for each route
option (using 1m contours to generate a
ground model) in order to establish an
indicative footprint and indicative
earthworks quantities, including depths
of cuttings and heights of
embankments.
Design-related issues such as indicative
drainage outfalls and principal
accessibility/interaction between the Scheme and the existing road network (in the
form of a preliminary junction strategy) should also be developed for each option. As
the preliminary junction strategy will have a significant bearing on the Traffic
Modelling Report, it should also be referred to the NRA Strategic Planning Unit when
agreeing the scope of the Traffic Modelling Report (See Section 2.6.6)
The number of route options to be developed will depend on the scale of a particular
Scheme and on key constraints. The Project Manager shall liaise with the NRA
Inspector regarding the number of feasible Route Options to be developed and
progressed to the Route Selection Process.
! At this stage, it is advisable to provisionally establish the proposed Road

Type (i.e. single or dual carriageway) as different speed-related design
parameters may apply in the development of feasible route options. Refer to
NRA TD 9 Road Link Design for details.
2.6.3 First Public Consultation

Once a number of feasible Route Options have been developed and agreed with the
NRA, a Public Consultation should be held to inform members of the public and
affected landowners of these Route Options.
Where alternative route options are proposed by members of the public during the 1st
public consultation which have not previously been considered, the Design Team

should examine the feasibility of such options and report on whether they have merit
in being considered in Stage 2.
The Project Manager shall obtain approval from the NRA Inspector to
) proceed with the First Public Consultation and shall inform the NRA
Communications Unit accordingly.
A Checklist of items to be considered during non-statutory Public Consultations is

contained in Appendix A2.3.
! It is advisable that all publicity information prepared for the First Public
Consultation clearly states that a Preferred Route Corridor has not been
identified at this stage.
! Following the First Public Consultation, the Project Manager should refer the
Route Options to the relevant Planning Authorities with a request to have all
planning applications on or near these options referred to the Design Team
for comment. This will supersede the earlier referral request for planning
applications within the entire the Study Area as outlined in Section 2.5.1.
All work at this stage (identification of Constraints, Route Design etc.) is deemed
‘work in progress’ and is subject to change/refinement as Phase 2 continues.
2.6.4 Stage 1 - Preliminary Options Assessment

A Stage 1 Preliminary Options Assessment shall be carried out on all feasible route
options developed for the scheme utilising the assessment criteria of Engineering,
Environment and Economy. It should be noted that the Stage 1 Assessment does
not comprise an assessment using the 5 Common Appraisal Criteria as this is
carried out at Stage 2.
A Checklist of items to be considered in the Engineering and Environment
Assessments is contained in Appendix A2.4.
A Road Safety Impact Assessment shall be carried out as part of the

) Engineering Assessment.
The Economy Assessment shall comprise a Level 2 Option Comparison Estimate

(OCE) prepared for each route option in accordance with the NRA Cost
Management Manual.

! It should be noted that it will not be necessary to undertake a Cost-Benefit

Analysis of route options at the Preliminary Options Assessment Stage.
The findings of the Preliminary Options Assessment shall be summarised in the form
of a Framework Matrix. Using this matrix, the Design Team shall refine the number
of route options to in the range of 3 to 5 approximately and these options shall
progress to the Project Appraisal stage of Route Selection (Stage 2). A typical layout
of a Framework Matrix is illustrated in Figure 2.2.
Sample Framework Matrix
Route Options Engineering Environment Economy Progress to Stage 2 ?

Option 1 High Preference Medium Preference Medium Preference YES
Option 2 Medium Preference Low Preference Medium Preference NO
Option 3 Medium Preference Medium Preference Low Preference NO
Option 4 Low Preference Medium Preference Medium Preference NO
Option 5 Medium Preference High Preference Medium Preference YES
Option 6 Medium Preference Medium Preference High Preference YES
Figure 2.2 Sample Framework Matrix
The Project Manager shall liaise with the NRA Inspector to seek agreement
) on the Route Options (and the number thereof) that shall proceed to the
Project Appraisal Stage (Stage 2).
! As part of the Stage 1 Preliminary Options Assessment, consideration may

be given to the amalgamation of 2 or more options and to progress the
amalgamated route option to the Project Appraisal Stage.
! As part of the process to refine the number of route options, consideration

should be given to grouping route options into sets that have similar
characteristics (e.g. bypass options passing east or west of a town) and to
undertake an assessment leading to the elimination of one or more of these
sets. Further information on this route selection technique is provided in the
UK DMRB Volume 5 TA 30/82 Choice between Options for Trunk Road
Schemes.
A working paper summarising the findings of the Stage 1 Preliminary Options

Assessment, as outlined above, shall be compiled and presented to the Steering
Group.

2.6.5 Second Public Consultation

On some schemes, it may be necessary to hold a Second Public Consultation
showing the refined route options that have been selected to proceed to the Project
Appraisal Stage (Stage 2).
The Project Manager shall consult with the NRA Inspector on the
) requirement to hold a Second Public Consultation of the refined Route
Options following the Stage 1 Preliminary Options Assessment.
The requirements for the Second Public Consultation shall be similar to those for the
First Public Consultation as outlined in Section 2.6.3.
! Following the Second Public consultation, the Project Manager should refer
the refined Route Options to the relevant Planning Authorities with a request
to have all planning applications on or near these corridors referred to the
Design Team for comment. This will ensure that future planning applications
near the Route Options, which are no longer being considered, will not be
referred to the Design Team.
The Design Team should endeavour to ensure that the timeframe between the first
and second public consultations is minimised as much as possible in order to inform
concerned groups who are associated with particular routes that are no longer being
considered.
All work at this stage (identification of Constraints, Route Design etc.) remains ‘work
in progress’ and is subject to change/refinement as Phase 2 continues.
2.6.6 Stage 2 Project Appraisal of Route Options

The refined number of Route Options (3-5) shall be further appraised using the 5
Common Appraisal Criteria of Economy, Safety, Environment, Accessibility & Social
Inclusion and Integration.
As part of the Economy Appraisal, the
Options Comparison Estimate (OCE)
prepared for each option at Stage 1 in
accordance with the NRA Cost
Management Manual, shall be reviewed,
particularly if options have subsequently
been amended or amalgamated. A
Cost-Benefit Analysis of each Route
Option shall be carried out in
accordance with the NRA Project

The Project Manager shall submit the Options Comparison Estimate (OCE)
) and Cost Benefit Analysis Reports for each route option to the NRA
Inspector for formal validation by the NRA Cost Estimation Unit and the NRA
Strategic Planning Unit respectively.
A key aspect of the Economy Appraisal is the Traffic Modelling Report as this will be
critical in terms of producing monetised Scheme benefits, such as time and fuel
savings, accident reductions etc.
The Project Manager shall ensure that the Scope of the Traffic Modelling
) Report, including data collection, extents and methodology is approved in
advance by the NRA Strategic Planning Unit.
As part of the Safety Appraisal, an independent Road Safety Audit Stage F

) (Part 1) shall be carried out for each Route Option in accordance with NRA
HD 19 Road Safety Audit. The Road Safety Audit Stage F (Part 1) Report
will compare the Route Options in terms of Road Safety. Reference shall
also be made to the Cost Benefit Analysis Report regarding the forecast
reduction in traffic collisions for each option.
The Environmental Appraisal shall have regard to the impact of

each route option under the principal headings of Air Quality,
Noise & Vibration, Landscape, Flora & Fauna, Climate, Waste,
Soils & Geology, Hydrogeology, Archaeology & Cultural
Heritage, Non-Agricultural Properties and Agriculture. The
Environmental Appraisal shall also have regard to the NRA
Environmental Assessment & Construction Guidelines.
! The NRA Strategic Planning Unit has produced a spreadsheet of items to be

considered within the Environmental Criterion in the generation of a Project
Appraisal Balance Sheet (PABS). It is advisable to have regard to this
spreadsheet when carrying out the Stage 2 Environmental Appraisal.
However, it should be noted that Qualitative, Quantitative and Scaling
Statements will not be required at this Stage, nor will it be necessary to
prepare a PABS for each route option.
The findings of the Project Appraisal process shall be summarised in a Project

Appraisal Matrix. This Matrix shall be used in the selection of a Preferred Route
Corridor. A typical layout of a Project Appraisal Matrix is illustrated in Figure 2.3.

Sample Project Appraisal Matrix
Route
Economy Safety Environment Accessibility Integration Overall
Options
Option A Preferred Intermediate Intermediate Similar Similar Intermediate
Option B Intermediate Preferred Preferred Similar Similar Preferred
Least Least Least Least

Option C Similar Similar
Preferred Preferred Preferred Preferred
Figure 2.3 Sample Project Appraisal Matrix
A working paper summarising the findings of the Stage 2 Project Appraisal, as

outlined above, shall be compiled and presented to the Steering Group.
2.6.7 Stage 3 Selection of a Preferred Route Corridor

Following Stage 2, the final stage shall be the selection of the Preferred Route
Corridor for the scheme. Once selected, the Design team shall prepare a Project
Appraisal Balance Sheet in accordance with the NRA Project Appraisal Guidelines.
! As mentioned in Section 2.6.6, the NRA Strategic Planning Unit has

produced a spreadsheet of items to be considered within the Environmental
Criterion in the generation of a Project Appraisal Balance Sheet (PABS). It is
advisable to obtain a copy of this spreadsheet from the NRA Strategic
Planning Unit to assist in the preparation of the PABS.
The Project Manager shall submit the Project Appraisal Balance Sheet
) (PABS) to the NRA Inspector for formal validation by the NRA Strategic
Planning Unit.
A working paper summarising the findings of the Stage 3 PABS, as outlined above,
shall be compiled and presented to the Steering Group.
In the event that the Preferred Route Corridor does not produce the optimum
) Cost-Benefit Analysis results, the Route Selection Report shall provide a
statement / justification outlining the reasons for selecting such a route.

2.6.8 Walkover of Preferred Route Corridor

Following the selection of the Preferred Route Corridor, the Project Manager and the
Design Team shall undertake a Walkover Survey of the Preferred Route Corridor.
The purpose of this survey is to ensure that all significant features have been
identified and properly assessed in the Route Selection Process.
! It is advisable that the NRA Project Archaeologist accompany the Project

Manager and Design team on the Walkover survey of the Preferred Route
Corridor.
This should be in addition to any previous walkovers or site visits carried out on
Route Options Studies.
2.6.9 Route Selection Report
Following the completion of the 3-Stage Route Selection Process, it will be
necessary to prepare a Route Selection Report for the Scheme. A template for the
Route Selection Report, based on the working papers for each Stage of the Route
Selection Process as outlined above, is contained in Appendix A2.5.
The Road Safety Audit Team shall carry out a Road Safety Audit Stage F
) (Part 2) on the Preferred Route Corridor. The Road Safety Audit Stage F
(Part 2) Report shall form part of the Route Selection Report.
The Project Manager shall submit the Route Selection Report to the NRA
) Inspector for approval. The status of the Route Selection Report shall remain
‘Draft’ until after the completion of the Part 1 Peer Review (Section 2.8)
2.7 Value Engineering & Value Management

Following the completion of the Route Selection Process and the preparation of the
Route Selection Report, it will be necessary to undertake a Value Management
exercise on the Scheme in accordance with the NRA Cost Management Manual.
This will generally take the form of a Value Engineering Proposals Register.
The Project Manager shall liaise with the NRA Cost Management Unit
) through the NRA Inspector regarding the requirements for completing the
Value Engineering Proposals Register in accordance with the NRA Cost
Management Manual.

2.8 Route Selection Peer Review

It will be necessary to carry out a Peer Review of the Route Selection process in
accordance with the NRA Peer Review Handbook.
The Project Manager shall ensure that all key deliverables required by the
) NRA Cost Management Manual and the NRA Project Appraisal Guidelines
have been completed and signed off by the NRA Cost Estimation Unit and
NRA Strategic Planning Unit respectively, in advance of the Route Selection
Peer Review.
It will be necessary for the Project Manager to make a short presentation (of typically
20 minutes duration) to the Peer Review Group summarising the Route Selection
Process.
In some instances, the Peer Review Group may identify certain issues which require
further clarification by means of a formal Design Team Response.
The Project Manager shall ensure that an appropriate Design Team

) Response to issues raised at Peer Review is prepared and submitted within
the timeframe specified by the Peer Review Group. It will be necessary to
obtain formal acceptance of the Design Team Response from the Group.
Prior to the Peer Review, the Design Team should ensure issues such as those
outlined in Appendix A2.6. have been satisfactorily addressed.
This Peer Review shall also constitute the first part of Project Review 3 (Amber
Review) as described in the Capital Works Management Framework Guidance Note
GN 1.1 Project Management. Project Review 3 shall be completed following the
Design Peer Review (Refer to Section 3.12).
2.9 Public Display of Preferred Route Corridor

Following the formal sign-off by the Peer Review Group on the Part 1 Peer Review
process and the formal approval by the NRA Inspector of the Route Selection
Report, a Public Display should be held to inform members of the public and affected
landowners of the Preferred Route Corridor.
The format of the Public Display will be similar to the Public Consultation as
described in Section 2.6.3.

! Following the Public Display, the Preferred Route Corridor should be referred
to the relevant Planning Authorities with a request to have all planning
applications, typically within 200m of the centreline of the Preferred Route
Corridor, or such other distance as specified by the NRA Inspector, referred
to the Design Team for comment. This will remove from planning referrals all
other route options, which are no longer being considered.
Further public displays may be held for a Scheme (or part of a Scheme) as deemed
necessary by the Steering Group and as agreed with the NRA.
2.10 Health & Safety Risk Assessment of Preferred Route Corridor

It will be necessary to undertake a Health & Safety Risk Assessment of the Preferred
Route Corridor to identify any risks associated with the construction, operation and
maintenance of the Scheme. The assessment shall take account of the Principles of
Prevention to mitigate identified risks as outlined in the Safety, Health and Welfare at
Work Act 2005 and the Safety, Health and Welfare at Work (Construction)
Regulations, 2006 as amended.
The Project Manager shall ensure that the PSDP undertakes the Health &
) Safety Risk Assessment of the Preferred Route Corridor and includes it in
the Safety File for the Scheme.
2.11 Planning Implications

The Project Manager shall ensure that the Preferred Route Corridor is included in
the Development Plans of all affected Local Authorities. It may be necessary to
include the Preferred Route Corridor in the County Development Plan(s) by means
of a Variation to the County Development Plan in accordance with the Planning &
Development Act, 2000 as amended.
In such circumstances, the Project Manager shall provide the relevant Planning
Authorities with sufficient information to complete the Variation.
! It is advisable to ensure that the Preferred Route Corridor is included in all

future Development Plans until completion of the Scheme. The Project
Manager shall have due regard for the renewal date of all relevant
Development Plans and shall ensure that the Planning Authorities include
particulars of the route in all future Development Plans.

! It is advisable to ensure that the Preferred Route Corridor, as shown on the

County Development Plan, does not highlight the locations of principal
junctions along the Scheme, as they have not been fully developed at Phase
2 and may be subject to further change at Phase 3 Design.
The Project Manager shall consult with the relevant Planning Authorities to ensure
that any Local Area Plans adopted, which include the Preferred Route Corridor for
the Scheme, are consistent with the Corridor as shown in the County Development
Plan or the County Development Plan, as varied.
! It should be noted that the Planning & Development Act, 2000, as amended
states that in instances where a variation to a County Development Plan
conflicts with a Local Area Plan, the elements of the Local Area Plan which
are in conflict with the County Development Plan as varied, shall cease to
have any effect.
In the case of sub-threshold schemes, the Project Manager
shall refer the Preferred Route Corridor to the environmental
consultants who assessed and appraised the route options and
request that the route be screened to determine whether a
statutory EIS is required.
Refer to Section 3.8.2 for details of EIS screening and on
seeking the direction of An Bord Pleanála on whether an EIS is
required in respect of ‘sub-threshold’ schemes.
2.12 Project Appraisal Guidelines Deliverables

Following the selection of the Preferred Route Corridor for the scheme, it will be
necessary to prepare the full suite of deliverables required by the NRA Project
In the case of each route option, the following deliverables are required:
• Traffic Modelling Report.
• Cost-Benefit Analysis (using
Options Comparison Estimate).
These deliverables will assist in the
Route Selection process. For example,
the Traffic Modelling Report will form the
basis of the Traffic Assessment of Route
Options and the Cost-Benefit Analyses
of the refined number of route options
will form the basis of the Economy
Appraisal.

In the case of the Preferred Route Corridor, the following deliverables are required:
• Review of Phase 1 Project Brief and Update, if required.
• Project Appraisal Balance Sheet.
• Preliminary Business Case for the Preferred Route Option.
• The Preliminary Business Case will form the basis of the decision making
process to proceed with the scheme to Phase 3 Design.
The Project Manager shall submit all 5 key Project Appraisal deliverables to
) the NRA Strategic Planning Unit, through the NRA Inspector. It will be
necessary to obtain a certificate from the NRA Strategic Planning Unit that
these deliverables have been prepared in accordance with the standards set
out in the NRA Project Appraisal Guidelines.
2.13 Audit Requirements

The Project Manager shall have regard to the Audit requirements listed in the NRA
Chargeability of Expenditure to National Road Grants 2010
2.14 Deliverables and Approval to Proceed

The key deliverables from Phase 2 are:
• The Route Selection Report as outlined in Section 2.6.9.
• The NRA Cost Management Manual Deliverables including Options
Comparison Estimates (OCE) as outlined in Section 2.6.6 and Value
Engineering Proposals Register as outlined in Section 2.7.
• The complete suite of Deliverables required by the NRA Project Appraisal
Guidelines as outlined in Section 2.12.
In seeking approval for the Route Selection Report, the Project Manager shall
confirm to the NRA inspector that the deliverables required by the NRA Cost
Management Manual and the NRA Project Appraisal Guidelines as outlined above
have also been prepared and approved.
In seeking approval for the Route Selection Report from the NRA, the
) Project Manager shall also seek formal approval to proceed to the next
Phase of development, which is Phase 3 Design.
! In the case of Fast-track schemes and those schemes identified by the NRA
to proceed directly towards the Statutory Process, the Project Manager
should seek formal approval to proceed to Phases 3 and 4 concurrently. It
will be necessary to obtain the prior consent of the NRA Regional Manager
before proceeding in this manner.


PHASE 2
APPENDICES

A2.1 Checklist of Agenda Items for Project Set-up Workshop

The Checklist of Agenda Items for a Project Set-up Workshop shall include, but not
be limited to, the following:
No. Provision 9
1 Introductions
• Participant Introductions
• Workshop Objectives (rules and roles)
• Project Scope (need for Workshop)
• NRA Objectives
2 Project Organisation & Relationships
• Role of the NRA, NRDO and Local Authorities
• Role of the dedicated Project Co-ordinator (if appointed)
• Roles of the Consultants and other members of the Design
Team
3 Reporting Requirements
• Budgeting, Forecasting and Expenditure requirements
• NRA Guidelines requirements (PMG/PAG/CMM)
• Project Controls & Monitoring
4 Meetings
• Technical Meetings (attendees, frequency, remit)
• Steering Group Meetings (attendees, frequency, remit)
• Senior Management Meetings (attendees, frequency, remit)
• Common format for reports and meeting
5 Early Information Requirements & Fast-track Elements
• Identification of Early Information Requirements
• Identification of elements of the design process which can
be fast-tracked)
6 Effective Team-working
• Key Elements of Effective Team-working
• Identification of elements of Team-working that can go
wrong
• Identification of barriers to teambuilding and measures to
address these barriers
• Outline of measures to ensure non-adversarial approach

A2.1 Checklist of Agenda Items for Project Set-up Workshop (continued)

No. Provision 9
7 Feasibility Studies & Early Programme Activities
• Roles & Responsibilities
• Strengthening any previous Traffic Studies Undertaken
• Initial Junction Strategy
• Agree Scope of Traffic Modelling Report with NRA SPU
• Initial indicative selection of Road Type
• Compatibility/ Retro-fit with previous schemes
• Tie-in with adjacent Schemes
• Structures Feasibility Requirements
8 Early Scoping for EIA/EIS
• Key issues to be identified
• Decision making Process & Timescales
• Roles of the Consultants and other members of the Design
Team
9 Public & Landowner Consultation
• Proposed Approach to Public Consultation
• Proposed Approach to Landowner Consultation
10 Workshop Review
• Review of Agreed Actions arising from Workshop including
responsibility for each Action
• Review of Key Decision points on Scope / Programme
• Review of any other issues arising

A2.2 Checklist for Constraints Study

The Checklist of Items to be considered as part of the Constraints Study shall
include, but not be limited to, the following:
No. Provision 9
1 Natural Constraints
• Consider and assess items in the ‘Checklist for Constraints
Study’ contained in NRA Guidelines for Assessment of
Ecological Impacts of National Road Schemes.
• Topography & Landscape (terrain, hills and valleys,
floodplains etc.)
• Water Quality & Fisheries (rivers, streams, lakes including
watercourses of significant fisheries value)
• Geology & Topsoil (GSI database, vulnerable areas (e.g.
Karst), soil classification, areas of peat etc.), GSI Mapping
• Hydrogeology (aquifers, underground rivers, springs and
wells)
• Designated Sites & Protected Areas (SAC, NHA, ASI, SPA,
Geological Heritage)
• Nature Reserves and National Parks
• Woodland (naturally occurring broadleaf and commercial)
• Ecology (Flora, Fauna, Habitats and Protected Species as
described in the NRA Guidelines for Assessment of
Ecological Impacts of National Road Schemes)
2 Artificial Constraints
• Existing Road Network (National, Regional and Local
Roads within the Study Area)
• Traffic (current and future traffic volumes, accident data)
• Other Transport Modes (railways, road-based public
transport, ports, airports and walking routes)
• Houses (including curtilage)
• Other Buildings & Structures (commercial, agricultural,
protected structures, listed buildings)
• Planning Control (relevant development plans and all ‘live’
planning applications)

A2.2 Checklist for Constraints Study (continued)

No. Provision 9
2 Artificial Constraints (contd.)
• Archaeology & Cultural Heritage (RMP’s, potential
archaeological sites, architectural and built heritage and any
other sites of cultural significance as described in the NRA
Guidelines for the Assessment of Archaeological Heritage
Impact of National Road Schemes and NRA Guidelines for
the Assessment of Architectural Heritage Impact of National
Road Schemes)
• Population, Economy, Business & Tourism
• Air Quality & Climate
• Utilities Apparatus (electricity (including wind farms),
telecommunications, broadband, gas, cable TV, water and
wastewater)
• Noise & Vibration
• Agriculture (Farm types - dairy, beef, tillage etc.)
• Amenities (Amenity Zones, Local Amenities)
• Public Bodies and Local Interest Groups
• Land Use (Land Zoning - industrial, commercial, residential,
non-zoned - and Land Ownership)
• Waste Management (Landfill sites, transfer stations,
recycling plants, thermal treatment plants etc.)
• Quarries (commercial and private, used and disused)
• Burial Grounds
• Community Activities (Garda stations, fire stations, schools,
hospitals, churches, sports & leisure centres, golf clubs)
3 External Parameters
• Funding & Scope
• Construction Phasing
• Required Levels of Service
• Technical Standards (Design Speeds, Road Type etc.)
• Access Control
• Policy Documents
• Procedural & Legal Requirements

A2.3 Checklist for Non-Statutory Public Consultations

The Checklist of Items to be considered as part of non-statutory Public Consultations
shall include, but not be limited to, the following:
No. Provision 9
1 Provide Briefings on the Route Options or Preferred Route to
Senior Management and Elected Members of affected Local
Authorities in advance of the Public Consultation.
2 Notify landowners affected by the route(s) in advance of the Public
Consultation.
3 Notify Public Bodies in advance of the Public Consultation.
4 Arrange a suitable venue for the Public Consultation, near to the
scheme. On larger schemes, multiple venues may be required.
5 Arrange for sufficient display material, display boards, projectors
as required to be at the venue.
6 Prepare a Brochure for the Scheme and if required, a
Questionnaire. Set up a business reply (freepost) for return of
completed Questionnaires.
7 Prepare a PowerPoint presentation to run during the Public
Consultation.
8 Prepare press releases and public notices in advance of the Public
Consultation.
9 Inform NRA Communications Unit and submit copies of Brochures,
Press Releases and any other publicity information to them.
10 Arrange for consultants and/or NRDO staff to attend and ensure
that staff are fully briefed on the Scheme.
11 Ensure all display material, Brochures, Questionnaires and other
material is in place before opening the venue to the public.
12 Ensure that Local Authority offices and areas offices have
additional copies of display material for inspection.
13 Prepare an attendance sheet for the venue so that the number of
people who attended can be recorded.
14 Ensure that provision is made for returning completed
Questionnaires at the venue.

A2.4 Checklist for Preliminary Options Assessment (Engineering & Environment)

The Checklist of Items to be considered as part of Preliminary Options Assessment
(Engineering and Environment) shall include, but not be limited to, the following:
No. Provision 9
Engineering Assessment
1 Traffic Assessment & Route Cross-section (Traffic Modelling,
Agreed Scope, Design Year AADT, Proposed Road Type).
2 Technical Standards (DMRB, Minimum Horizontal Radii, Maximum
Vertical Gradients, Relaxations, Departures).
3 Principal Junctions and Interchanges, Access Control and
interaction with Existing Road Network.
4 Structures (River, Road & Rail bridges, culverts, underpasses and
other structures, clearances and headroom).
5 Geology (underlying ground conditions, sensitive areas / areas of
poor ground including karst, caves, peat etc.). Note if it is
necessary to undertake Ground Investigations works to assess
these conditions, this shall be carried out in accordance with
Section 3.3
6 Groundwater (aquifers, springs, wells and their vulnerability to
major earthworks).
7 Earthworks (Cut and Fill volumes, comparative earthworks
balance, maximum depth of cuttings and height of embankments)
8 Road Safety Impact Assessment (Assessment of Route Options).
9 Drainage (carriageway drainage, crossing of watercourses,
specific drainage requirements through high vulnerability areas).
10 Construction (Comparative ease of construction and Traffic
Management).
11 Comparative Service Conflicts (electricity, telecommunications,
gas, broadband, cable TV, water, wastewater etc.).
12 Comparisons on Land & Property (land take, land severance, land
use, residential acquisitions, accommodation works requirements).
Environmental Assessment
13 Human Beings including compatibility with development policy.
14 Flora & Fauna (comparative impact on designated sites/species
and other areas of national, regional or local ecological value).

A2.4 Checklist for Preliminary Options Assessment (Engineering & Environment)

(continued)
The Checklist of Items to be considered as part of Preliminary Options Assessment
(Engineering and Environment) shall include, but not be limited to, the following:
No. Provision 9
Environmental Assessment (continued)
15 Water Quality (comparative impact on watercourses, water
supplies and aquatic ecology).
16 Geology & Hydrogeology (comparative impact on vulnerable rocks
and soils, aquifers and wells of national, regional or local
importance.
17 Air Quality (comparative impact on air quality in the receiving
environment, including positive impacts).
18 Noise & Vibration (comparative impact including requirement to
provide noise barrier to achieve Design Goal).
19 Landscape & Visual (comparative impact on landscape character,
topography, vegetation, natural features, views and obstructions)
20 Material Assets (comparative impact on utilities, properties,
quarries, transport and infrastructure, etc.).
21 Agriculture (comparative impact on farm operations, farm types,
livestock and other agri-business).
22 Archaeology & Cultural Heritage (comparative impact on Recorded
Monuments and Places, areas of archaeological potential,
Architectural Heritage, and any other areas of cultural significance
as per NRA Guidelines for the Assessment of Archaeological
Heritage Impacts of National Road Schemes and NRA Guidelines
for the Assessment of Architectural Heritage Impacts of National
Road Schemes).

A2.5 Route Selection Report (Sample Template)

Sample Route Selection Report
Executive Summary
• Brief Summary of the Key Findings of the Route Selection Report.
1.0 Introduction & Description

• Brief Description of the Scheme including an overview of scheme
development to date.
• Purpose of the Route Selection Report.
• Scheme Operational Goals and Design Strategies.
2.0 Identification of Need

• Strategic Fit and Priority within the National Road Programme.
• Road Development Policy - National, Regional, and Local (reference to NDP,
T21, NRNS, NSS together with Regional and County Development Plans).
• Scheme Specific Need (National Road Traffic demands, completion of Inter-
Urban Link, removal of National Road through-traffic from urban bottlenecks
etc.).
3.0 Traffic Assessment & Route Cross-section

• Summary of the Traffic Modelling Report and agreed Scope.
• Initial Selection of Road Type Using incremental analysis.
• Consideration of Preliminary Junction Strategy as part of the Traffic Model.
4.0 Constraints Study

• Description of Natural Constraints.
• Description of Physical Constraints.
• Description of External Parameters.
5.0 Consideration of ‘Do-Nothing’ & ‘Do-Minimum Alternatives

• Summary of Consideration of ‘Do-Nothing’ & ‘Do-Minimum Alternatives stating
the reasons why such alternatives are either feasible or not feasible.
• If feasible, include in Stage 1 Preliminary Options Assessment.

6.0 Stage 1 Preliminary Options Assessment

• Description of Route Options identified
• Findings from 1st Public Consultation including responses from public bodies
• Engineering Assessment
• Road Safety Impact Assessment
• Environment Assessment
• Economy Assessment (Options Comparison Estimate)
• Framework Matrix (including any amended or amalgamated route options)
• Recommendation on refined number of Route Options to proceed to Stage 2.
7.0 Stage 2 Project Appraisal

• Description of the refined number of Route Options.
• Findings from 2nd Public Consultation, if held.
• Summary of Economy Appraisal (Options Comparison Estimate and Cost-
Benefit Analysis).
• Summary of Safety Appraisal (Road Safety Audit Stage F (Part 1)).
• Summary of Environment Appraisal.
• Summary of Accessibility & Integration Appraisals (typically confirmation of no
difference between various route options).
• Project Appraisal Matrix.
• Recommendation on a Preferred Route Corridor, including, where necessary,
a statement justifying the selection of the route if it does not have optimum
Benefit to Cost Ratio (BCR)
8.0 Stage 3 Preferred Route Corridor PABS

• Project Appraisal Balance Sheet (PABS) of the Preferred Route Corridor
• Summary of Road Safety Audit Stage F (Part 2)
• Recommendation that Preferred Route should form the basis of Phases 3 & 4.
Appendices
• Environmental Assessment Reports (Constraints and Route Options)
• Public Consultations Feedback (including correspondence from public bodies)
• Road Safety Audit Stage F Report (Parts 1 & 2)
• Options Comparison Estimates (OCE)
• Cost Benefit Analysis Reports (CBA)
• NRA Validation of OCE & CBA

A2.6 Route Selection Peer Review - Checklist of Key Issues

No. Provision 9
PROCEDURAL ISSUES
1 Has the Project Execution Plan, including the Project Brief, been
prepared and updated outlining need for the scheme?
2 Has the Scheme Feasibility Report, if required, been completed?
3 Has the Scheme Feasibility Working Cost (FWC) been prepared in
accordance with the CMM?
4 Has the Road Safety Impact Assessment (RSIA) been completed?
5 Have all Principal Constraints been identified?
6 Have the Principal Constraints within the Study Area been
assessed from a Health & Safety perspective to identify any
unacceptable risks?
7 Is the Study Area large enough to cover all Feasible Route
Options?
8 Has the First Public Consultation been carried out?
9 Have Alternative Route Options suggested at the First Public
Consultation been fully evaluated?
10 If applicable, has a Second Public Consultation been carried out?
11 If applicable, have Alternative Route Options suggested at the
Second Public Consultation been fully evaluated?
12 Have the relevant Planning Authorities been notified of the Route
Options for the scheme?
13 Have all the requirements of the Route Selection Process, outlined
in the NRA’s PMG been complied with, including:
Stage 1 6 (typically) or more Route Options developed -
including ‘Do-Nothing’ and ‘Do-Something’ Preliminary
Options Assessment using a Framework Matrix
Evaluation
Stage 2 Project Appraisal of Refined Route Options, including

Options Comparison Estimate & Traffic Modelling
Report
Stage 3 Selection of Preferred Route Corridor, production of

PABS
14 Has a Value Engineering and Value Management exercise been
carried out?

A2.6 Route Selection Peer Review - Checklist of Key Issues (continued)

No. Provision 9
ALIGNMENT, ENGINEERING ISSUES
15 Has the Road Type and Cross Section been confirmed?
16 Has the Design Speed for the Scheme been confirmed?
17 Have the Developed Route Options been amalgamated to create all
possible Route Options?
18 Is the alignment compatible with, and optimised for, the possibility of
developing adjacent schemes?
19 Does the vertical alignment provide a smooth flowing profile
consistent with the design speed?
20 Is the chosen route the optimum horizontal and vertical alignment?
21 Does the chosen alignment conform with NRA Objectives?
e.g. to accommodate strategic traffic.
22 Have the principal junctions and interchanges been assessed?
23 Has the impact of local traffic and adequacy of local road network
been assessed?
24 Are major utility diversions required, and if so, what form do they take
(e.g. diversions of live Bord Gais services, etc.) and what are the
principal costs involved?
25 What are the principal structures and has the alignment been
optimised to minimise the number of structures.?
26 Has the vertical alignment been optimised for earthworks balance?
27 Are there adequate watercourses for drainage purposes?
28 Have flood levels in the relevant area been established?
29 Has the “Constructability” of the chosen Route Option been
evaluated? e.g. maintaining existing traffic flows, etc.
ARCHAEOLOGICAL & ENVIRONMENTAL ISSUES
30 Are there any NHA’s or SAC’s along the Preferred Route Corridor &
have all alternative options been evaluated?
31 Has the Project Appraisal of the Route Options established any
protected species along the chosen route?
32 Is there any change in designation or proposed changes in relation to
designated sites and protected areas?
33 Has a detailed Archaeological & Cultural Heritage walkover and
desktop study been carried out of the relevant Study Area?
34 Does the Preferred Route Corridor impact on any recorded
Archaeological & Cultural Heritage monuments or areas highlighted
as having archaeological potential?
35 Are there any Karst Areas within the study area?

A2.6 Route Selection Peer Review - Checklist of Key Issues (continued)

No. Provision 9
36 STATUTORY AUTHORITIES
37 Does the Preferred Route Corridor impact or traverse, operational
or otherwise, a railway or railway lands and will new rail structures
be required to facilitate the Preferred Route Corridor?
38 If so have Irish Rail / CIE been consulted in relation to the Preferred
Route Corridor?
39 Have National Parks & Wildlife Services been consulted in relation
to the Preferred Route Corridor?
40 Have the Fisheries Board been consulted in relation to the
Preferred Route Corridor?
41 Has the Preferred Route Corridor been forwarded to the relevant
Planning Authorities for input into zoning and development of
County Development Plans?
42 Will the Preferred Route Corridor, or any required drainage works,
traverse their Local Authority functional areas?
43 Has a Preliminary Land Search been completed to establish
principal ownership of the required lands?


NATIONAL
A ROADS AUTHOR
RITY
MENT GUIDELINES
INTRODUCTION

S

E
P
Phase 3 DES
SIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES

UMENTS
PREPARATTION, TEND
DER & AWARD
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M ATION
Phase 7 HANDOVE
ER, REVIEW
W & CLOSEO
OUT

2010 Project Management Guidelines Design
Notes

Phase 3 Design - Process Map
Review of Phase 2
Mapping & Surveys

(Ref 3.2)
Approvals & Consents
(Ref 3.8) Ground Investigation
(Ref 3.3)
Environmental &
Archaeological
Considerations
(Ref 3.4)
Local Authority
Section 85 Agreements The Design -
(Ref 3.8.1) Compliance with the DMRB
(Ref 3.5)
Planning Control – Protection

of the Preferred Route Corridor
(Ref 3.6)
Design Working Papers NRA

An Bord Pleanála
(Ref 3.9) Cost Management Manual
EIS Direction
Deliverables
(Ref 3.8.2)
Traffic Modelling,
Road Type &
Road Safety Audit (Stage 1) Preliminary Scheme
(Ref 3.9.1) Base Cost
(Ref 3.13.1)
Geometry (Horizontal &
OPW Consents Vertical Alignments)
(Ref 3.8.3) (Ref 3.9.2)
Preliminary Risk
Relaxations & Departures Assessment Meeting
(Ref 3.9.3) (Ref 3.13.2)
Strategy for
Junctions & Side Roads
(Ref 3.9.4) Preliminary Scheme
NRA Approval of Structures Target Cost &
(Ref 3.8.4) Ground Investigation, Soil Total Scheme Budget
Classification & Earthworks (Ref 3.13.3)
Balance Optimisation
(Ref 3.9.5)
Drainage, Structures &

Pavement
(Ref 3.9.6)
Iarnród Éireann
Initial Acceptance of Services, Land Use & Value Engineering & Value
Structures at Railways Accommodation Works Management
(Ref 3.8.5) (Ref 3.9.7) (Ref 3.10)
Additional Public
Consultation
(Ref 3.11)
CWMF
Part 2 Peer Review PROJECT REVIEW 3
(Ref 3.12) (Amber Review)
Per GN 1.1
Design Report (Ref 3.12)
LEGEND (Ref 3.14)
NRA
PROJECT MANAGEMENT GUIDELINES Dealing with
PROCESS & DELIVERABLES Late Changes to Scope
NRA (Ref 3.15)
PROCESS & DELIVERABLES Health & Safety
NRA Design Risk Assessment
COST MANAGEMENT MANUAL (Ref 3.16)
Updated Project Appraisal
CWMF Guidelines Deliverables
PROJECT REVIEW
(RED REVIEW)
(Ref 3.17)
CWMF
PROJECT REVIEW
(AMBER REVIEW) Proceed to
Phase 4 EIA / EAR &
NRA HOLD POINT THE STATUTORY PROCESSES

Phase 3 Design
3.0 Purpose
The purpose of Phase 3 is to develop the design of a scheme, following the selection
of a Preferred Route Corridor, to a stage where sufficient levels of detail exist to
establish land-take requirements and to progress the scheme through the statutory
processes. The design may be completed to sufficient detail to identify junction
types, locations, accommodation works etc. and to assist in the scoping of the
environmental assessments required to develop proposals to go forward to the
statutory process in Phase 4.
3.1 Review of Outputs from Phases 1 & 2

Following the identification of the Preferred Route Corridor as outlined in Phase 2,
the Project Manager should carry out a review to ensure that the design of the
scheme along this corridor will not lead to significant changes to the scope of the
scheme (time, cost or quality) and that the corridor as selected is sufficient to meet
the scheme objectives as set out in Phase 1.
! In the case of schemes which do not meet the ‘threshold’ requirements

which automatically warrant an EIS, the Project Manager should request the
environmental consultants who assessed the route options to carry out an
EIS Screening on the preferred route in accordance with the NRA
Environmental Assessment & Construction Guidelines. In the case of
schemes in close proximity to designated sites, this may also include an
Appropriate Assessment Screening (per S.I. No. 94 of 1997). This will assist
the Lead Local Authority in seeking the direction of An Bord Pleanála to
direct that an EIS be carried out for the Scheme. (Refer to Section 4.5.1 for
details of EIS Screening.)
3.2 Mapping and Surveys

Prior to the commencement of detailed design work of the Scheme, all available
mapping should be updated and topographical surveys carried out along the
preferred route corridor to generate the Digital Terrain Model.

! It is advisable at this stage to convert all OS mapping from the Irish National
Grid co-ordinate system to the Irish Transverse Mercator (ITM) coordinate
system. The ITM system is more compatible with 3-D surveys (E,N,L), and in
particular with field surveys carried out using GPS equipment. This will help
eliminate distortion errors in background mapping. The Ordnance Survey of
Ireland (OSI) provides this mapping at no extra cost if the corresponding
mapping to Irish National Grid co-ordinates is already licensed from them.
OS Vector Mapping, at the highest available scale should be obtained for the entire
Preferred Route Corridor. Other mapping such as OS ortho-photography, OS
Discovery Series mapping and images of old mapping (e.g. old OS 6” maps) should
also be obtained. Consideration should also be given to obtaining low-level aerial
photography which provides a greater level of detail than the OS ortho-photography.
! If the scheme requires low-level aerial photography, it is advisable that these

images be ‘ortho-rectified’ i.e. aligned to the OS co-ordinate system.
For topographical surveys, permanent ground markers

should be put in place and GPS surveyed to establish co-
ordinates (to ITM co-ordinates) ahead of the topographical
survey. Consideration should be given to the procurement
of Lidar4 Aerial Surveys, particularly on larger schemes, as
a means of determining the Digital Terrain Model (DTM) as
this survey technique is becoming very accurate and can
be completed in a fraction of the time of ground-based
surveys.
Where required, The Project Manager shall liaise with the NRA Inspector
) regarding the procurement of specialist surveying companies to prepare the
Digital Terrain Model and on the method of procuring such services.
! It is advisable that the Project Manager liaise with the NRA Engineering
Inspector regarding the degree of accuracy and acceptable tolerances
required for a particular topographical survey in advance of preparing
documents to procure a service provider.

4
Lidar is an acronym for LIght Detection And Ranging. It is an airborne survey using a combination of GPS and
Laser Distance measurement.

For traffic surveys, the Project Manager

shall liaise with the NRA Strategic
Planning Unit to agree the scope of any
revisions or refinements to be carried
out to the Traffic Modelling Report
including updated counts, O-D surveys,
junction treatment etc.
3.3 Ground Investigation Works

It will be necessary to carry out ground
investigation works along the scheme to provide an
indication of the earthworks requirements for the
scheme and to identify areas where remedial works
may be required to render ground conditions
suitable for road works.
Targeted ground investigation should also be
carried out in the vicinity of proposed structures in
order to determine a suitable design for
foundations.
! It is advisable that the horizontal and vertical alignments of the mainline and
the locations of principal structures be reasonably established prior to
commencing the Ground Investigation Contract.
The Project Manager shall liaise with the NRA Inspector regarding the nature
) and extent of the ground investigation contract and on the method of
procurement of ground investigation contractors. If not already programmed
for the scheme, The Project Manager shall also liaise with the NRA Inspector
regarding the necessity to procure expert geotechnical advisors to assist in
the preparation of tender documents and in the interpretation of results
produced in the Factual Geotechnical Report. Tender Documents for the
Ground Investigation Contract shall be prepared based on the Form of
Tender, Conditions of Contract and Schedule to the Contract for
Investigation Contracts, which is available from the Construction
Procurement Reform Website (www.constructionprocurement.gov.ie).

The Project Manager shall liaise with the NRA Project Archaeologist regarding the
location of all known sites of cultural significance prior to carrying out ground
investigation works.
Following the receipt of tenders the Project Manager should prepare a Tender
Report outlining the tender process and recommending the appointment of a ground
investigation Contractor.
It will be necessary to obtain NRA Approval to appoint a Contractor to

) undertake the Ground Investigation Works. The Ground Investigation data
should also be presented to the Client in the standardised AGS format for
incorporation into future works requirements. Where it is necessary to carry
out ground investigation works within a designated European site, it will be
necessary to obtain Ministerial consent in accordance with the Habitats
Regulations (S.I. No. 94 of 1997).
! The preparation of Ground Investigation tender documents should have due

regard for the fact that the geology and hydrogeology chapters of the
EIS/EAR will rely upon the results of the ground investigation data. Further
guidance on this area is provided in the NRA Guidelines on Procedures for
Assessment and Treatment of Geology, Hydrology and Hydrogeology for
National Road Schemes.
It will be necessary to compensate landowners affected by the intrusive works

associated with the Ground Investigation Contract in accordance with the provisions
IFA/DOE/NRA Agreement, 2001.
The Project Manager shall liaise with the NRA Land Acquisition Unit to
) establish the current rates of compensation for ground investigation works.
The Project Manager shall prepare a Schedule of Payments to Affected
Landowners, based on these rates and shall submit the Schedule to the
NRA Inspector for approval.
! The ‘As-built’ locations of exploratory holes and pits should be established

before determining the compensation due to landowners as these locations
may vary from those proposed in the tender documents, which may in turn
lead to variations in the calculation of compensation due to landowners.

3.4 Environmental & Archaeological Considerations
3.4.1 Archaeology
It will be necessary during the design stage
to review the impact of the Preferred Route
Corridor for the Scheme on Archaeology and
Cultural Heritage.
The Project Manager shall liaise with the NRA Project Archaeologist to
) identify areas where the preferred route may impact on archaeology and
cultural heritage including Recorded Monuments, Zones of Archaeological
Potential, Architectural Heritage and other sites and places of cultural
heritage significance.
! It is advisable that the liaison with the NRA Project Archaeologist takes place
prior to any intrusive works (e.g. ground investigation works) on the Scheme
in order to allow the proper identification and, where necessary, investigation
and resolution of archaeological sites before such intrusive works
commence.
3.4.2 Other Environmental Considerations

It will also be necessary during the design stage to review the impact of the
Preferred Route Corridor for the Scheme on other environmental considerations
including:
• Human Beings
• Flora & Fauna
• Soils & Waste
• Noise & Vibration
• Air Quality
• Geology, Hydrology & Hydrogeology
• Landscape & Visual
• Material Assets
• Agriculture

The Project Manager shall refer the environmental assessment of route

) options / preferred route (prepared as part of the Route Selection Report in
Phase 2) to the NRA Inspector who will liaise with the NRA Environment Unit
and will advise on any additional environmental assessments that may be
required during the design phase, in advance of the formal environmental
screening and reporting requirements at Phase 4.
Where a project has been approved by the NRA to progress to the statutory stages,
then the design should be proceed where possible and practical, in tandem with
some of the environmental work outlined in Phase 4. In some cases it will be
necessary to adjust/alter the design due to impacts identified.
Where approval has been obtained to proceed with the design only (i.e. Phase 3),
then sufficient studies, as agreed with the NRA shall be carried out to allow a design
be developed. Areas of specific environmental concern should be identified for
further study, should the scheme progress to Phase 4, and the developed design
may need to be altered to accommodate findings.
3.5 The Design – Compliance with the Design Manual for Roads & Bridges
The design of the Scheme shall be undertaken in accordance with the NRA
) Design Manual for Roads & Bridges (DMRB), which is available from the
NRA website (www.nra.ie).
Prior to the commencement of the Design, the Project Manager shall prepare a
Principal Geometric Parameters Report outlining the main design parameters that
have been determined and/or assumed for the scheme mainline, which will form the
basis of the more detailed design to follow. A template, outlining the information to
be contained in the Principal Geometric Parameters Report, is contained in Appendix
A3.1.
The Project Manager shall submit the Principal Geometric Parameters

) Report to the NRA Inspector for approval prior to the commencement of
more detailed design work.

3.6 Planning Control – Protection of the Preferred Route Corridor

Following the selection of the Preferred Route Corridor for the Scheme and its
subsequent approval by the NRA, the Project Manager shall ensure that all Local
Authorities, within whose functional area the scheme is located, make the necessary
arrangements to protect or ‘freeze’ the preferred route of the Scheme by preventing
third party development within the selected corridor.
The Project Manager shall prepare a map of the Preferred Route Corridor,
) identifying an area 200m either side of the scheme centreline and shall refer
the map to the relevant planning authorities with a request to have all
planning applications located within this area referred to the design team for
comment prior to a decision on a grant of planning permission being made.
A digital copy of this map shall also be forwarded to the NRA GIS Unit.
It will also be necessary to ensure that the Preferred Route Corridor is consistent
with all relevant County Development Plans.
! It is advisable that the Project Manager liaise with relevant planning

authorities to ensure that the Preferred Route Corridor is consistent with their
respective County Development Plans. It may be necessary in some
situations to vary a County Development Plan in order to ensure that the
scheme is consistent with that Plan.
When submitting comments to Planning Authorities on planning applications

) near the Preferred Road Corridor for the scheme, the Project Manager shall
have regard to the NRA Policy Statement on Development Management and
Access to National Roads. Where it appears that a planning application may
impact on the carrying capacity and operating efficiency of the scheme, the
Project Manager shall also have regard to the NRA Traffic & Transport
Assessment Guidelines.
3.7 Dealing with Landowners / Members of the Public

Following the public presentation of the Preferred Route Corridor to members of the
general public, a number of follow-up queries from affected landowners / members of
the public can be expected.
Many of these queries can be dealt with by referring landowners / members of the
public to the NRA Guide to Process and Code of Practice for National Road Project
Planning and Acquisition of Property for National Roads, which is available to
download from the NRA website (www.nra.ie).

In particular, landowners should be alerted to the fact that access to their lands will
be required at various stages during the design phase. They should also be advised
of the Local Authority’s requirement to provide adequate written notice for access to
their lands and that compensation may be payable for access involving intrusive
works.
! Landowners affected by the scheme may wish to ascertain the extent of the
scheme’s impact on their property. It is advisable to prepare individual
landowner maps, on request, at a scale of 1:5,000, showing the extent of the
preferred route corridor together with the extent of the landowner’s property.
In cases where there is significant land severance, the approximate area of
severed land should be indicated on the map. The map should also include a
statement to the effect that “the Route as shown is indicative only and may
be subject to further change during the detailed design of the scheme.”
3.8 Approvals & Consents

3.8.1 Local Authority Section 85 Agreements
Where a Scheme is located in the functional area of two or more Local Authorities, it
is normal practice for one Local Authority to act as lead Local Authority and to
exercise the powers and functions of the other Local Authorities (e.g. powers of
compulsory land acquisition).
In such circumstances, it will be necessary to prepare an agreement between the
Lead Local Authority and each of the other Local Authorities affected by the scheme
in accordance with Section 85 of the Local Government Act, 2001. The agreements
can only be signed following a resolution of the elected members of each affected
Local Authority.
The Project Manager shall ensure that, where required, Section 85

) Agreements are prepared and submitted to the elected members of each
affected Local Authority for adoption by resolution.
! Notwithstanding the fact that a Section 85 Agreement may be in place

between two or more Local Authorities, some powers and functions cannot
be exercised by another Local Authority (e.g. schemes requiring a Part 8
Planning process; as described in Section 4.9.1). Furthermore, there may be
instances where a Section 85 Agreement is not required between 2 or more
Local Authorities (e.g. the maintenance and construction of national roads is
a function of a county council even within the functional area of a town
council). It may therefore be necessary to seek legal advice in some
instances to determine whether a Section 85 Agreement is required.

While there is no formal agreement procedure or protocol in place for Schemes

located in both the Republic of Ireland and Northern Ireland, representatives from the
Roads Service of Northern Ireland will from part of the Steering Group for such
Schemes. (Refer also Section 4.9.2 regarding the statutory processes in both
jurisdictions.)
3.8.2 An Bord Pleanála EIS Direction (Sub-threshold Schemes)

In cases where a road scheme does not automatically warrant an Environmental
Impact Statement to be carried out (a ‘sub-threshold’ scheme, refer to EIS Screening
& Scoping in Section 4.5.1), a Local Authority may nevertheless consider that the
scheme is likely to have significant effects on the environment and may refer the
scheme to An Bord Pleanála seeking a direction on whether an EIS is required.
In the case of ‘sub-threshold’ schemes, the Project Manager shall ensure

) that an EIS Screening process is carried out in accordance with Chapter 2 of
‘NRA Environmental Impact Assessment of National Road Schemes – A
Practical Guide.’ The findings of this Screening Process shall be referred to
the NRA Environment Unit for comment and review prior to being referred by
the Local Authority to An Bord Pleanála.
! In accordance with the requirements of the Roads Act, 1993, the Lead Local
Authority must be satisfied that the scheme “is likely to have significant
effects on the environment” before it refers the scheme to An Bord Pleanála
seeking a direction to prepare an EIS.
It should be noted that where the scheme crosses or impacts on a Gaeltacht area,
the An Bord Pleanála have previously required that both Volumes 1 and 2 (non
Technical Summary and Main Text) are required in Irish. The Appendices and
Drawings may remain in English due to their complexity and technical content. Refer
to the NRA for the latest advice on this as it may vary.
3.8.3 OPW Consents

Where the scheme proposes to cross a
watercourse, the consent of the OPW
will be required for the proposed
structure (bridge or culvert) in
accordance with Section 50 of the
Arterial Drainage Act 1945.

The OPW provide guidance on submitting applications for Section 50 Consent in

their “Guide to Applying for Consent under Section 50 of the Arterial Drainage Act
1945.” Further guidance on the crossing of watercourses is provided in the NRA
Guidelines for the crossing of Watercourses during the construction of National Road
Schemes.
It should also be noted that the consent of the OPW is also required for any
alterations, re-routing or other works to any watercourse in accordance with Section
9 of the Arterial Drainage (Amendment) Act, 1995.
! It is advisable to apply for OPW consent prior to the commencement of

Phase 4, or at least prior to the statutory processes, as the bridge or culvert,
as approved by the OPW, may change significantly from that which was
originally designed, particularly in relation to structural heights and
clearances. This may have implications for vertical alignments, earthworks
balance and the overall scheme footprint, potentially leading to difficulties in
constructing the scheme within the Lands Made Available to the Contractor.
! It is also advisable to consult with the relevant Regional Fisheries Board in

relation to their requirements for fish passage when designing bridges,
culverts, or any re-routing of watercourses.
3.8.4 NRA Approval of Structures

It will be necessary to comply with the
Technical Acceptance procedures for
Structures as set out in the NRA DMRB
Technical Standard ‘NRA BD 2 Technical
Acceptance of Structures on Motorways
and Other National Roads’. The
definition of a structure is set out in NRA
BD 2 and includes, but is not limited to,
bridges, tunnels, subways, culverts,
retaining walls, reinforced earth structures,
sign gantries and environmental noise
barriers.
As most schemes will be constructed on the basis of a Design & Build Contract,
formal Technical Acceptance will not be required until Phase 6. Notwithstanding this,
options reports and structures design reports for families of structures should be
referred to the NRA Structures Unit for review and comment during Phase 3 in
accordance with NRA BD 2.

The Project Manager shall refer the design proposals for all structures on the
) Scheme to the NRA Structures Unit for review and comment in accordance
with NRA BD 2 Technical Acceptance of Structures on Motorways and other
National Roads. The comments of the NRA Structures Unit shall be
incorporated into the design of all structures.
3.8.5 Iarnród Éireann Initial Acceptance of Structures at Railways

If the Preferred Route Corridor of a Scheme requires the crossing of a Railway line,
then a structure will be required to facilitate the crossing of the scheme over or under
the railway line. It will be necessary therefore to obtain Initial Acceptance and
Acceptance of the Design of the Railway Structure from Iarnród Éireann and possibly
also from the Railway Safety Commission.
The NRA Inspector, in conjunction with

the NRA Structures Unit, will advise, on
a case by case basis, on the
appropriate method of interacting and
communicating with Iarnród Éireann
and the Railway Safety Commission.
Detailed submissions, in accordance
with Iarnród Éireann Standard I-DEP-
0120 ‘Guidance on Third Party Works’
as well as liaison with Iarnród Éireann
personnel will generally be required.
The Project Manager shall agree with NRA Structures Unit, through the NRA
) Inspector, on the method of interaction and communication with Iarnród
Éireann. The Project Manager shall liaise with Iarnród Éireann personnel as
required by the NRA Structures Unit and shall refer any agreed design
submissions for structures to Iarnród Éireann and the NRA Inspector as
required.
! It is advisable to develop design proposals for Railway Structures and

commence the interaction and communication process with Iarnród Éireann
at the earliest possible date as there can be significant delays in obtaining
Iarnród Éireann / Railway Safety Commission acceptance of such proposals.

) Following receipt of Initial Acceptance and Acceptance of Design Proposals

from Iarnród Éireann, the Project Manager shall confirm that sufficient land
will be made available within the CPO/MO land-take to construct and
maintain the railway structures, including associated earthworks, taking
account of any conditions imposed by Iarnród Éireann in granting their
acceptance.
3.9 Design Working Papers

It will be necessary to develop the design of the scheme by preparing working
papers for various sections of the scheme design as outlined hereunder. These
working papers, when combined as chapters, will form the basis of the Scheme
Design Report.
3.9.1 Traffic Modelling, Road Type & Road Safety Audit

The Traffic Modelling Report developed during the route selection process in Phase
2 (see section 2.12) shall be revised to incorporate the Preferred Route Corridor and
to generate traffic forecasts for the Year of Opening and the Design Year5.
! It is recommended that the anticipated ‘Year of Opening’ and ‘Design Year’

for the Scheme be agreed with the National Roads Authority prior to
commencing the Traffic Modelling Report.
Traffic volumes predicted using the Traffic Modelling Report shall be projected to
future years using NRA Future Traffic Forecasts 2002-2040. Generally, the Traffic
Modelling Report should be developed in tandem with the geometric design (Section
3.9.2) and the Junction Strategy (Section 3.9.4)
It will be necessary to obtain confirmation from the NRA Strategic Planning

) Unit that the Traffic Modelling Report has been carried out in accordance
with requirements of the NRA Project Appraisal Guidelines. Refer also to
Section 3.17)
The Traffic Modelling Report, as approved by the NRA Strategic Planning Unit, will
be used to generate the forecast Scheme Annual Average Daily Traffic (AADT) for
the scheme Design Year. This in turn will be used to select the appropriate Road
Type for the Scheme in conjunction with other requirements such as Levels of

5
Scheme Design Year is generally defined as 15 years from Year of Opening as per NRA Circular Letter 01/2004

Service, Traffic Type (inter-urban or commuter) as outlined in NRA TD 27 Cross-

Sections and Headroom.
The selection of the Road Type for a Scheme will be based on an ‘Incremental
Analysis’ technique, whereby the Design Team will prepare a Assessment Report for
the selection of a particular Road Type.
! Further Guidance on the assessment and selection of a particular Road

Type and on the preparation of the Assessment Report is provided in the UK
Design Manual for Roads & Bridges, in particular TA30 Choice between
options for Trunk Roads and TA 46 Traffic Flow Ranges for use in the
Assessment of New Rural Roads.
Issues to be taken into consideration in the Incremental Analysis of Road Types

include, but are not limited to:
• Consistency of alignment with adjacent schemes along the inter-urban route;
• Predicted traffic volumes;
• Required carrying capacity in the design year;
• Scheme specific issues (e.g. topography, ground conditions, structures etc.)
• Access requirements and restrictions;
• Cost;
• Safety (reduction in frequency and severity of collisions);
• Government and/or NRA policy.
! In addition to these requirements, it may be prudent to undertake a Cost-

Benefit Analysis using two or more Road Types to investigate which Road
Type produces the optimum Benefit to Cost Ratio (BCR). In such
circumstances, the Cost-Benefit Analysis Reports should be referred to the
NRA Strategic Planning Unit for approval.
The Assessment Report for the selection of the Road Type for the Scheme
) shall form part of the Design Working Papers. For all Major National Road
Schemes outside of urban areas, the recommended Cross-Section for the
Scheme shall comprise one of the Road Types listed in Table 4 of NRA TD 9
Road Link Design and to the dimensions shown in the 000 Series of the
NRA Manual of Contract Documents for Roadworks Volume 4 Road
Construction Details.

! For the purposes of the Design Working Papers, the scheme cross-section
should include proposed side slope gradients and working space dimensions
in addition to the dimensions shown in the NRA Road Construction Details.
Following the selection of an appropriate Road Type and further

) development of the scheme design including alignments, side roads,
junctions and other accesses, a Road Safety Audit Stage 1 shall be carried
out in accordance with NRA HD 19 Road Safety Audits. A copy of the Road
Safety Audit Stage 1 Report, together with the Safety Audit Feedback Form,
duly signed by the Design Team and the Safety Audit Team shall be
included in the Design Working Papers.
3.9.2 Geometry (Horizontal & Vertical Alignments)

The geometrical alignments for all parts
of the scheme (mainline, side roads, slip
lanes etc.) shall be developed and
submitted to the NRA Inspector for
review. All alignments for National Road
Schemes shall be designed in
accordance with Volume 6 of the NRA
Design Manual for Roads & Bridges.
The designer shall ensure that road
alignments have adequate Stopping
Sight Distance (SSD) provided
throughout, particularly at tie-ins.
In the case of single carriageway alignments, the design shall take account of Full
Overtaking Sight Distance (FOSD), Overtaking Value and ‘Band C’ Horizontal Curve
Design requirements in accordance with NRA TD 9 Road Link Design.
For Road Alignments on hilly terrain, an assessment on the requirement to provide
Climbing Lanes shall be carried out.
The Project Manager shall liaise with the NRA Inspector regarding the
) requirement to provide additional design elements to Motorways and Type 1
Dual Carriageways such as Emergency Accesses, Emergency Crossing
Points, Emergency Turnaround Areas, Garda Observation Platforms,
Service Areas etc.

In the case of Minor Road Improvements (schemes typically less than 2km in
) length) the Design shall be carried out in accordance with NRA Interim
Advice Note IAN 85 Minor Improvements to Existing National Roads and for
Improvements included in the Low Volume Tourist Route Programme, the
design shall be carried out in accordance with NRA Interim Advice Note IAN
01/08 Design of Low-Flow Single Carriageway Roads.
3.9.3 Relaxations & Departures

Designers will have the discretion to introduce Design Relaxations in accordance
with the requirements and limitations of NRA TD 9 Road Link Design
The Project Manager shall ensure that all Design Relaxations proposed for
) the scheme are recorded and submitted to the NRA Inspector for review as
part of the Design Working Papers.
! Designers should review all proposed Design Relaxations to confirm that

there are no coincident relaxations (e.g. coincident horizontal and vertical
alignment relaxations) or no relaxations proposed in prohibited areas (e.g. on
the immediate approach to junctions) as such Relaxations may constitute a
Departure from Standards.
Ideally, for new National Road Schemes on ‘Greenfield’ sites, Departures should not
be proposed as this should be properly addressed during the Route Selection
Process. However, in exceptional circumstances and where there is limited scope for
alternative proposals (e.g. at tie-ins / interface with the existing road network and on-
line upgrades), Departures from Standards may be required.
The Project Manager shall liaise with the NRA Inspector regarding the
) necessity to apply for a Departure from Standards or to change the Scope of
the Scheme to avoid the Departure. Where required, applications for
Departures from Standards shall be submitted to the NRA Departures
Manager for approval using the Standard Form, which is available for the
NRA website (www.nra.ie)
! It is advisable to complete the Stage 1 Road Safety Audit prior to submitting

an application for a Departure from Standards in order to demonstrate that
the Departure as proposed does not compromise the safety of road users.

3.9.4 Strategy for Junctions & Side Roads

It will be necessary to develop a junction strategy for the scheme having regard to
NRA Policy Statement on Development Management and Access to National Roads,
local access requirements and the mainline Road Type and corresponding permitted
junction types. The Project Manager shall prepare a Junction Strategy Report for the
Scheme. A sample template for a Junction Strategy Report is contained in Appendix
A3.2.
The Design of Junctions for the scheme shall be carried out in accordance with
Volume 6 of the NRA Design Manual for Roads & Bridges. The assessment of
Junction options should be
assessed using incremental
analysis in a similar way to the
selection of Road Type (See
Section 3.9.1). Guidance on the
assessment and selection of a
Original
Roundabout
Layout
particular Junction Type is provided

Ballinorig
in the UK DMRB, in particular TA 30
Choice Between Options for Trunk
Roads.
The Project Manager shall submit the Junction Strategy Report to the NRA
) Inspector for review and approval. It will be necessary to obtain approval of
the Junction Strategy Report before completing the Junctions section of the
Design Report.
! For large, complex junctions and interchanges forming part of a Major

Scheme or as a Stand-alone Scheme, consideration should be given to
holding a Public Display of the Preferred Junction Strategy. The Project
Manager should consult with the NRA Inspector in this regard.
The Junction Strategy Report should also be forwarded to the NRA Signs Approval
Section for review in order to confirm that the proposed junction layouts can be
clearly and safely signposted in accordance with the requirements of the Traffic
Signs Manual.
3.9.5 Ground Investigation, Soil Classification and Earthworks Balance Optimisation

Following the completion of the Preliminary Ground Investigation Contract as
described in Section 3.3, the design team shall review the Factual Geotechnical
Report and to identify the principal earthworks quantities in terms of acceptable and
unacceptable material for use in roadworks.

! The Design team should endeavour to identify areas where unacceptable

material may have to be excavated below formation level and in-filled with
acceptable material. Similarly, areas where additional acceptable material
can be sourced within the approximate land-take line should be identified.
! Where areas of complex Ground Conditions are encountered, consideration

should be given to follow-up tests and studies that be required to establish
the full nature and extent of such areas .
A Summary of the ground conditions

encountered during the Preliminary
Ground Investigation should be prepared
alternating between areas of cut, fill and
at-grade. This summary should highlight
the maximum height of embankments
and maximum depth of cuttings
proposed along the scheme.
A Scheme Earthworks Balance shall be
prepared highlighting the principal
quantities along the scheme, including
areas where unacceptable material will need to be excavated and replaced and
areas where additional acceptable material can be sourced within the scheme
footprint. The net cut/fill surplus/deficit or balance should also be stated.
The design team is required to prepare a Vertical Alignment Justification

) Report. This study will analyse the vertical alignment and earthworks
balance section by section, along the full length of the scheme. Any
constraint to a cut/fill variation should be noted with the reasons outlined as
to why they cannot be either varied or removed. This study/report should be
reviewed by an appropriately experienced second party, not familiar with the
scheme, to verify its contents and/or identify possible weaknesses.
The Project Manager shall submit the Earthworks Balance along with this
) report to the NRA Inspector. It will be necessary to obtain the approval of the
NRA for a scheme design where a reasonable Earthworks Balance cannot
be achieved.

As part of the Earthworks optimisation,

construction energy and vehicle
operation energy as described by
‘Joulesave: Integration of the
Measurement of Energy Usage into Road
Design’, or similar exercise which
compares the carbon footprint of the ‘Do-
Nothing’ to the ‘Do-Something’, should
be assessed for the Scheme for use in
the EIS and justification for the scheme.
! The Design Team should consider constraints to mass haul routes (e.g.
major rivers and railway crossings) when assessing the overall Scheme
Earthworks Balance.
3.9.6 Drainage, Structures & Pavement

The Design Team shall prepare a preliminary
drainage design for the scheme in accordance with
Volume 5 of the NRA DMRB outlining proposals for
carriageway drainage (including sealed drains, filter
drains and open drains), for bridges and culverts
and at outfalls including any mitigation works such
as the provision of oil/petrol interceptors, silt traps
and attenuation ponds.
For schemes located in water-sensitive areas,
more specialised drainage proposals may be
required (e.g. combined sealed and filter drains).
The full extent of such drainage proposals should
be identified by the Design Team and discussed
with the NRA Inspector.
In the case of bridges and culverts, the Design Team shall confirm whether Section
50 consent of the OPW has been obtained. (See Section 3.8.3)
The Project Manager shall ensure that the drainage proposals for the
) scheme are mapped and tabulated and submitted to the NRA Inspector for
review. The NRA Inspector may refer certain aspects of the drainage design
(e.g. location and extent of attenuation ponds) to the NRA Environment Unit
for review.
The drainage proposals for the scheme shall be mapped and tabulated and
submitted to the NRA for review.

The Design Team shall prepare general

layout details for all structures (including
river bridges, road bridges and rail
bridges) together with any other
structures (e.g. accommodation
underpasses) and submitted to the NRA
Structures Unit as outlined in Section
3.8.4.
The Design Team shall prepare a
pavement design for the scheme in
accordance with Volume 7 of the NRA
DRMB and the NRA Specification for Roadworks. The design life of the pavement
and the pavement type (flexible, rigid etc.) shall be agreed with the NRA Inspector.
Side Roads shall be designed in accordance with the DOE Circular on Pavement
Requirements for Non-National Roads forming part of National Road Schemes
! Notwithstanding the requirements of the DOE Circular, consideration should

be given to the provision of a flexible/rigid/composite pavement design at the
junctions between the mainline and side roads in order to withstand the
turning forces generated by HGVs and avoid problems associated with
surface dressed roads such as ripping and stone-scatter caused by HGVs.
3.9.7 Services, Land Use, Accommodation Works & Maintenance

The Design Team shall document all service conflicts identified within the scheme
(e.g. electricity, telecom, water, gas, broadband etc.) and shall outline the proposals
for diverting these services, in particular in the case of service diversions to be
carried out prior to construction as outlined in Section 5.2.1.
! It is advisable to meet with service providers to determine their requirements

for service diversions. In the case of difficult or complex diversions (e.g. high
voltage power lines or fibre optic telecommunication cables) these diversions
can only be carried out by the relevant service provider and a cost estimate
for this work should be sought.
The Design Team shall prepare a cost

estimate for the diversion of all services
impacted by the scheme.
The Design Team shall indicate the
approximate land-take requirements for the
Scheme and shall indicate the total number
of land holdings affected and, if known, the
total number of people with an interest in the
affected lands. The current and/or proposed
land use for the scheme should also be

identified (e.g. agricultural, residential, commercial or other zoned lands). The

number, if any, of residential and other buildings required to facilitate construction of
the Scheme should also be stated.
The Design Team shall indicate the extent of accommodation works necessary to
afford landowners reasonable access to their retained lands, including underpasses
(livestock and machinery), access tracks, fencing requirements and, where
necessary, replacement farm buildings and other installations (e.g. cattle crushes).
! The Project Manager should ensure that meeting with landowners are held
as soon as possible to discuss access and accommodation works issues.
Assumptions of the levels of accommodation works required for a scheme
should be avoided as much as possible.
The Project Manager shall prepare an indicative cost estimate of the level of
accommodation works required for the scheme and shall submit this estimate with
the Design Working Papers.
Adequate provision should be made for traffic counters and weather stations,
including safe means of access. The Project Manager should consult with the NRA
Inspector in relation to the requirements for this apparatus.
The Design shall also examine how the Scheme will be maintained in the future and
Appendix A3.3 highlights key issues that should be considered when designing for
future maintenance. In this regard, the Project Manager should liaise with the
Network Management Unit, through the Engineering Inspector, to discuss these and
other maintenance issues.
The Draft Working Papers as outlined above shall form the basis of the Draft Design
Report. The Draft Design Report shall have the same format as the Final Design
Report as outlined in Section 3.14.

Following the completion of the Design Working Papers and preparation of a Draft
Design Report, it will be necessary to convene a Value Management Meeting, at
which the Value Decisions Tracking Register will be reviewed and additional value
opportunities will be explored. A Checklist of items to be considered in this Value
Management Meeting is contained in Appendix A3.4.
Careful examination of the vertical alignment shall be required to ascertain whether
any Value Engineering can be identified in the Cut/Fill Balances being proposed.
Refer to Section 3.9.5 on Earthworks Optimisation and Vertical Alignment
Justification Report.
The output/conclusions/recommendations from this Meeting should be presented in
a Report and presented to the Steering Group for review.

3.11 Additional Public Consultation

On some Schemes, particularly Fast-track Schemes where it is anticipated that
publication of the CPO/MO and EIS will quickly follow the Design Phase, it may be
necessary to hold an additional public consultation to alert the public to key elements
of the Scheme’s design including:
• Final Junction Layout;
• Key Structures along the Scheme
• Proposed Road Closures (roads being ‘stopped-up’ to facilitate the Scheme);
• Proposed extinguishments of public rights-of-way
• Proposed service diversions (e.g. High Voltage power lines etc.)
This additional public consultation is optional and should only take place if deemed
necessary by the Steering Group. The Project Manager should consult with the NRA
Inspector regarding the requirement or otherwise to hold a public consultation at this stage.
3.12 Design Peer Review

It will be necessary to carry out a Peer Review of the Design Working Papers in
accordance with the NRA Peer Review Handbook. The issues to be examined and
assessed prior to the Design Peer Review are outlined in Appendix A3.5.
The Project Manager shall ensure that all key deliverables required by the NRA
) Cost Management Manual and the NRA Project Appraisal Guidelines have
been completed and signed off by the NRA Cost Estimation Unit and NRA
Strategic Planning Unit respectively, in advance of the Design Peer Review.
In some instances, the Peer Review Group may identify certain issues which require
further clarification by means of a formal Design team Response.
The Project Manager shall ensure that an appropriate Design Team

) Response to issues raised at Peer Review is prepared and submitted within
the timeframe specified. It will be necessary to obtain formal acceptance by
the Peer Review Group of the Design Team Response. Such acceptance
does not remove any obligation from the designers in carrying out their
duties to ensure a fully considered design is completed and all issues
comprehensively addressed.
The Design Peer Review shall also constitute and complete Project Review 3
(Amber Review) as described in the Capital Works Management Framework
Guidance Note GN 1.1 Project Management.

3.13 Scheme Cost Estimate

It will be necessary to prepare a draft
Total Scheme Budget for the Scheme in
accordance with the process outlined in
the NRA Cost Management Manual.
The draft Total Scheme Budget shall be
comprised of the preliminary Scheme
Base Cost, inflation provision and
provision for Employer and NRA Risks,
all of which shall be determined in
accordance with the NRA Cost
Management Manual.
3.13.1 Preliminary Scheme Base Cost

The preliminary Scheme Base Cost shall be prepared by means of a Level 3 point
estimate for each of the 7 principal cost headings as outlined in the NRA Cost
Management Manual. The point estimate shall use current rates and shall not
include for inflation or any other risk.
The 7 Principal Cost Headings for NRA Schemes are:
• Supervision Construction Contract
• Archaeology (All Phases)
• Advance Works & Other Contracts
• Residual Network
• Land & Property
• Main Construction Contract (incl. VAT)
• Planning & Design Land & Property
Details of the items to be included in a Level 3 estimate, together with the items to be
included in the point estimate for the Main Construction Contract Cost Heading
(Typical Pricing Document), are contained in the NRA Cost Management Manual.
The preliminary Scheme Base Cost will be reviewed at Phase 4 when cost estimates
for Land & Property and Environmental Commitments will be finalised. (Refer to
Section 4.7)
3.13.2 Preliminary Risk Assessment Meeting

A Preliminary Risk Assessment Meeting shall be convened by the NRA to carry out a
high level risk assessment of the Scheme. The Project Manager shall ensure that a
draft list of key risks likely to impact on the Scheme is prepared in advance of the
Risk Assessment Meeting.

The Project Manager shall nominate a Risk Manager in accordance with the
) NRA Cost Management Manual to co-ordinate the Design Team and any
other specialist consultants to provide input into the Draft list of Key Project
Risks and to attend the preliminary Risk Assessment Meeting as required by
the NRA.
The NRA will arrange and facilitate the preliminary Risk Assessment Meeting. The
Risk Manager shall prepare a report summarising the agreed outputs from the
preliminary Risk Assessment Meeting.
3.13.3 Preliminary Scheme Target Cost and Total Scheme Budget

A scheme-specific preliminary Cost Estimate (pending finalisation of the Land &
Property and Environmental Mitigation Cost Estimates in Phase 4) shall be carried
out in accordance with the NRA Cost Management Manual.
The Preliminary Scheme Base Cost Estimate, presented in the Target Cost 1
) (TC1) format, together with the preliminary Risk Assessment Meeting Report,
shall be submitted to the NRA Cost Estimation Unit, through the NRA
Inspector, who will determine the preliminary Target Cost and draft Total
Scheme Budget (TSB) estimates for the Scheme. These figures shall be
approved by both the NRA Regional Manager and the Head of Major Projects.
3.14 Design Report

Following the preparation of the Design Working
Papers and the Peer Review of the Scheme, it
will be necessary to prepare a Design Report for
the Scheme. A template for the Design Report is
The layout of the Design Report will include all
the Design Working Papers as chapters and it is not envisaged that a significant
amount of reworking of the Design Working Papers will be needed other than
additional requirements arising from the Peer Review Process.
The layout of Design Report Drawings should take account of the need to co-
ordinate with EIS figures and CPO Maps in Phase 4. Refer to Section 4.5.2 for
further details.
The Project Manager shall submit the Design Report for the Scheme to the
) NRA Inspector for formal approval. It will be necessary to obtain NRA approval
of the Scheme before it can be submitted to An Bord Pleanála for approval.

3.15 Dealing with Late Changes to Scope

Some changes to Scope may have been introduced to the scheme during the Value
Management Meeting as described in Section 3.10
Furthermore, changes to Scope may also have been imposed as part of the Peer
Review Process as described in Section 3.12
The Project Manager shall ensure that these scope changes have been
) incorporated into the Design Report and that, where necessary, changes to
the preliminary Target Cost Estimate (TC 1) have been incorporated into the
draft Total Scheme Budget and agreed with the NRA Cost Estimation Unit.
The results of the Cost-Benefit Analysis shall also be updated as necessary
and approved by the NRA Strategic Planning Unit.
3.16 Health & Safety Design Risk Assessment

It will be necessary to examine the Scheme design, as described in the Design
Report, to ensure that it can be constructed, operated and maintained in a safe
manner in accordance with the requirements of the Safety, Health and Welfare at
Work Act 2005 and the Safety, Health and Welfare at Work (Construction)
Regulations, 2006 as amended.
The assessment shall examine the feasibility of implementing a suitable traffic
management plan and shall take account of the Principles of Prevention to mitigate
identified risks during construction.
The Stage 1 Road Safety Audit will highlight any safety problems of the end user
during the operation of the scheme.
The assessment will also examine how the scheme is to be maintained (e.g. grass
cutting on side slopes, maintenance of culverts etc.)
The Project Manager shall ensure that a Health & Safety Design Risk
) Assessment Report is completed and included in the Safety File for the
Scheme.
3.17 Updated Project Appraisal Guidelines Deliverables

At the conclusion of the Design Phase, the Project Manager shall review the NRA
Project Appraisal Guidelines Deliverables, which were produced in Phase 2 for the
Preferred Route Corridor.
The Traffic Modelling Report will be updated to take account of the design proposals
for the scheme including the updated Junction Strategy

The Cost-Benefit Analysis shall be updated to take account of revised Scheme

Target Cost (TC1) and Total Scheme Budget from the Options Comparison Estimate
(OCE) that was prepared in Phase 2. It shall also take account of the updated
Junction Strategy.
The Project Manager shall submit the revised Traffic Modelling Report and
) Cost-Benefit Analysis Report to the NRA Strategic Planning Unit, through the
NRA Inspector. It will be necessary to obtain a certificate from the NRA
Strategic Planning Unit that these revised deliverables have been
undertaken in accordance with the standards set out in the NRA Project

The Key Deliverables from Phase 3 are:
• the Design Report as outlined in Section 3.14;
• The Cost Management Manual Deliverables (TC1 Target Cost, Risk
Assessment Meeting Report and Total Scheme Budget) as outlined in Section
3.13;
• The Updated PAG Deliverables as outlined in Section 3.17.
In seeking approval for the Design Report, the Project Manager shall confirm to the
NRA Inspector that the Deliverables required by the NRA Cost Management Manual
and the NRA Project Appraisal Guidelines as outlined above have also been
prepared and approved.
The Project Manager shall also seek formal NRA approval to proceed to the
) next Phase of Development, which is Phase 4 EIA/EAR & The Statutory
Processes.

PHASE 3
APPENDICES

A3.1 Principal Geometric Parameters Report (Sample Template)

Sample Principal Geometric Parameters Report for the Scheme Mainline
Design Heading Design Element Design Requirement* Standards Ref.
Road Type Road Type All Purpose Road NRA TD 9/07
Road Menu Type Type 2 Dual Carriageway NRA TD 9/07
Traffic Type Rural Section 4.7 NRNS
Design Speed Mandatory Speed Limit 100 km/h DoT
Design Speed 100A km/h Fig. 1 NRA TD 9/07
Alignment Constraint Ac 12.000 Para 2.13 NRA TD 10/07
Layout Constraint Lc 12 Para 2.13 NRA TD 10/07
Sight Distance Stopping Sight Distance 215m Table 3 NRA TD 9/07
Full Overtaking Sight N/A Table 3 NRA TD 9/07
Distance
Horizontal Road Camber 2.5% Para 3.1 NRA TD 9/07
Alignment Superelevation Range 2.5% < S < 7.0% Para 3.2 NRA TD 9/07
Min. R (no superelevation) 2040m Table 3 NRA TD 9/07
Desirable Minimum R 720m Table 3 NRA TD 9/07
1-Step below Des. Min. R 510m Table 3 NRA TD 9/07
Vertical Desirable Minimum Crest K 100 Table 3 NRA TD 9/07
Alignment Desirable Minimum Sag K 37 Table 3 NRA TD 9/07
1-Step Below Des. Min. K 26 Table 3 NRA TD 9/07
Absolute Minimum Vertical 100m Table 3 NRA TD 9/07
Curve length
Desirable Max. Gradient 4% Para 4.1 NRA TD 9/07
Max. Gradient with Relaxation 5% Para 4.2 NRA TD 9/07
Minimum Gradient 0.5% Para 4.3 NRA TD 9/07
Cross-Section Cross-Section Type 2 Dual C/way Table 3 NRA TD 7/07
& Headroom Headroom (Road over 5.30m Table 7 NRA TD 7/07
Road) 5.13m Iarnród Éireann
Headroom (Road over Rail)
Overtaking Overtaking Value N/A Table 7 NRA TD 9/07
Value
Junctions Permitted Junction Types Simple: NO Table 2/1 NRA 41-42/09
for Type 2 Dual C/Way Ghost Island: NO Table 2/1 NRA 41-42/09
Left-in/Left-out: YES Para 2.32 NRA TD 10/07
Roundabout: YES Para 2.30 NRA TD 10/07
Compact Grade Para 2.31 NRA TD 10/07
Separation: YES
Grade Separation: NO Para 2.26 NRA TD 10/07
*Sample Design Requirements shown in italics are provided for illustrative purposes only

A3.2 Junction Strategy Report (Sample Template)

Sample Junction Strategy Report
1.0 Introduction
• Scheme Description summarising Preferred Route Corridor and Road Type
selected for the Mainline
• Provide a summary of the basis for selection of the Road Type for the
Scheme Mainline
• Principal function of proposed scheme (e.g. Inter-urban Route, Town Bypass
etc)
• Statement of Policy regarding access to National Road Schemes as outlined
in NRA Policy Statement on Development Management and Access to
National Roads in particular the requirement to maintain operating efficiency
and carrying capacity of the mainline.
2.0 Interface with existing Road Network

• List all existing public roads which are affected by the Preferred Route
Corridor from the start to end terminals of the scheme mainline and confirm
whether such roads are of National, Regional or Local Road status.
• Confirm the approximate distance between existing roads which are
intersected by the Scheme as measured along the proposed mainline.
3.0 Design Considerations

• Road Type and permitted junction types as outlined in Table 2/1 of NRA TD
41-42 and NRA TD 10 as appropriate.
• Access Control as outlined in NRA Policy together with any scheme specific
policy as advised by NRA Inspector (e.g. a primary access point to/from the
scheme and a nearby town)
• In the case of dual carriageways, requirements in respect of crossing the
central reserve
• Other design requirements such as the provision of tapers and slip lanes
(both converging and diverging), splitter islands, visibility envelopes etc.

4.0 Economics
• Provide a summary of all costs for various junction options
• Use traffic model to show impact of various junction options (including the
non-provision of junctions) and use in Cost-Benefit Analysis to show impact of
various junction options on economic viability.
5.0 Proposed Junction Strategy

• Provide a summary of all proposed junctions along the scheme from start to
end terminus. Existing roads which are to be bridged or stopped up with no
access to the mainline should also be included in the summary.
• Where appropriate, outline any alternative junctions considered for a
particular location (e.g. roundabout, compact grade-separation etc.) and
confirm the reasons for selecting the junction as summarised above.
• Where appropriate, provide a cost comparison of the alternative considered.

• Confirm that Junction Strategy has been prepared having regard to exiting
design standards and policy documents
• Confirm that the Junction Strategy as proposed is the most cost-effective
solution in meeting access requirements for the scheme
• Recommend that the proposed junctions as described in Section 5.0 above
be approved by the National Roads Authority.
Appendices
Drawings including:
• Scheme Map
• Existing Road Network
• Junction Locations
• Junction Layout Plans
• Layout of Alternatives Considered, where appropriate
Traffic Data including:
• AADT of Minor Roads (e.g. to confirm AADT less than 1,000)
• AADT of Major Road
• AADT of proposed junctions and confirmation that it is operating within
standards

A3.3 Checklist of Items to be considered when designing for Future Maintenance

The Checklist for Design Considerations for Future Maintenance shall include, but
not be limited to, the following provisions:
No. Provision 9
1 Road Pavement Materials
• Consider the whole life cost between various pavement
materials
• Consider issues pertinent to the repair and replacement of
localised failures
• Provide sufficient data about pavement design and
construction in order to identify aspects likely to pose
difficulty in future maintenance
2 Specialist Materials
• Identify where materials / products are of a non-standard or
specialist nature and whether they have specialist
maintenance requirements
• Confirm whether Local Authority or other maintenance
crews require specialist training for such materials or
products
3 Landscaped & Planted Areas
• Confirm that proposed grassed and planted areas are of a
size and nature to be effectively maintained.
• Confirm that trees and large plants are positioned to avoid
obstruction to visibility
• Consider the fully grown nature of the proposed
landscaping, particularly in respect of future maintenance
4 Drainage
• Consider the maintenance requirements for drainage
proposals (e.g. slotted drains, median drains, over the edge
drains etc.)
• Confirm that proposed drainage features such as headwalls
and interceptors are accessible for maintenance without the
need for excessive traffic management
• Ensure that testing records are provided at construction
stage (e.g. CCTV, Mandrill etc.) to confirm a fully
functioning drainage system at Handover.

No. Provision 9
5 Safety Barriers
• Consider whole-life cost of safety barrier systems including
future maintenance / replacement
• Consider proposed safety barrier systems for consistency
with adjacent / existing systems
• Confirm whether Local Authority or other maintenance
crews require specialist training for the proposed safety
barrier systems
• Confirm whether Local Authority will be required to maintain
a stock of spare parts for ongoing maintenance
• Confirm whether proposed safety barrier systems has been
designed so that damaged parts can be replaced easily
6 Traffic Management
• Consider whether routing maintenance will require
specialist traffic management arrangements
• Consider proposed layout configurations to facilitate
multiple routine maintenance activities under a single traffic
management arrangement
• Consider whether traffic management arrangements
required for routine maintenance will have an adverse
impact on road surfaces
7 Maintenance Access
• Consider design of safe and convenient access for
maintenance plant and personnel into the Scheme
• Ensure median and verge widths are of a sufficient width to
facilitate temporary traffic management signage.
8 Winter Maintenance
• Consider design of proposed surface course in terms of
maintenance requirements and their consistency with
adjacent schemes or other routes in the locality
• Consider requirement for the provision of a weather station
or relocation of an existing weather station from existing
national route
• Consider the requirement to protect the weather station and
to provide access for maintenance without excessive traffic
management
• Consider proposed junction layouts and locations in order to
provide optimum maintenance techniques

No. Provision 9
9 Boundary Treatment
• Consider design of boundary treatment to ensure that it is
suitable for its environment, that it is suitable for existing
ground conditions and that it requires little or no
maintenance over its lifetime
• Ensure that boundary treatment will be accessible for
maintenance / replacement
10 Intelligent Transport Systems (ITS)
• Consider the location of ITS equipment to ensure it is
protected and accessible without excessive traffic
management
• Consider the provision of sufficient service ducts and
access chambers for ITS equipment and ensure that
records of their location are maintained
11 Signing & Road Furniture
• Consider the design of Signs, lighting standards and other
upstanding road furniture to allow damaged poles, posts,
columns etc. to be replaced easily
12 Flood Management
• Identify areas of high flood risk and provide for mitigation
measures to be included in the scheme as appropriate

A3.4 Checklist for Value Management Meeting

The Checklist for items to be considered for a Value Management Meeting shall
include, but not be limited to, the following provisions:
No. Provision 9
1 Examine opportunities for value engineering in the scheme by
introduction of permitted design relaxations
2 Optimise horizontal alignment to avoid key constraints and bring
about indirect benefits (e.g. reduce land severance impact)
3 Optimise Vertical Alignment to get balanced earthworks thereby
minimising costs of disposal and importation of materials
4 Consider land-take requirements, in particular the cost of acquiring
small severed portions of land versus the cost of accommodation
works necessary to provide reasonable access to these lands
5 Consider Land-use requirements and possible changes to the
route that could be made to reduce the need to acquire high value
zoned lands
6 Consider alignment design in the context of service conflicts and
possible changes that could be made to avoid costly diversions
(e.g.. minor alteration to the route to avoid a high voltage power
line)
7 Consider alignment design in the context of ground conditions and
possible changes that could be made to avoid costly earthworks
through areas of poor ground (e.g. minor alteration to the route to
avoid areas of peat)
8 Consider optimisation of structures including accommodation
underpasses and overpasses
9 Consider structures height requirements, in particular minimum
requirements for OPW Section 50 consent, their subsequent
impact on the vertical alignment
10 Consider alignment design in context of avoiding excessive skews
to structures
11 Consider Junction Strategy and examine opportunities to optimise
junction frequency and type

A3.5 Design Peer Review - Checklist of Key Issues

No. Provision 9
Scheme Justification
1 Has the Project Brief been reviewed and updated?
2 Has the Target Cost 1 and the Scheme Budget been agreed?
3 Has the Cost Benefit Analysis been updated?
4 Have the key elements of the Project Appraisal Guidelines been
addressed/completed at this stage?
Road Type and Capacity
5 Has the proposed road type been determined having regard to the
existence of potential future road type of adjacent sections of the
corridor and any policy decisions of the overall corridor road type?
6 Is the road type adequate for the possible long-term traffic flows?
7 Is the road type selected justifiable on traffic grounds or on safety
grounds?
Junctions
8 Is the frequency of junctions excessive?
9 Are the junctions unnecessarily serving non-national roads?
10 Are the junctions appropriately sized to cater for traffic in the longer
term?
11 Is the junction strategy diluting or compromising the strategic
function of the road?
Horizontal Alignment
12 Is the horizontal alignment optimised with regard to key constraints?
(poor ground, contaminated areas, residential/non-residential
structures, archaeological sites, rivers, railways, etc.)
13 Does the alignment lead to an excessive number of structures or
junctions?
14 Is the alignment compatible with, and optimised for, the possibility of
developing adjacent schemes on the road corridor?
15 Does the alignment travel adjacent to any railway line, and if so, has
Iarnród Éireann been consulted?
Vertical Alignment
16 Does the vertical alignment provide a smooth flowing profile
consistent with the design speed?
17 Is there a balance between earthworks material import and export
and if not, has the alignment been optimised for the difference?
18 Where appropriate, has the vertical alignment been designed
against maximum flood levels and has an appropriate safety margin
been applied?

A3.5 Design Peer Review - Checklist of Key Issues (continued)

No. Provision 9
Geotechnical Issues
19 Have all quarries within the area been considered? (licensed or
unlicensed)
20 If there is contaminated land, has the potential impact been fully
considered?
21 Has the extent of soft ground been identified and fully considered?
22 Are there areas of karst, and if so, were measures considered to
deal with karst?
23 Has the earthworks been balanced in so far as is possible?
24 Has the disposal of excess material, including peat, been fully
considered?
25 Have all well and septic tanks been identified and dealt with?
Drainage
26 Has OPW approval been obtained?
27 Have flood levels been established?
28 Have return periods been checked and has the % uplift for climate
change been included?
29 Should any section of the route require specific drainage measures,
have these been fully designed?
30 Have Rights of Way been included, where necessary, for
maintenance to drains etc. outside the land take?
31 Have adequate land take been provided for treatment measures
and retention ponds?
32 Have adjacent Local Authorities been contacted to coordinate the
proposed drainage works downstream of the road scheme?
Structures
33 Is the aesthetic standard appropriate?
34 For online Improvement Schemes, has the method of bridge
construction been fully addressed?
35 Have excessive skews or excessive spans been avoided?
36 Is level of prescription of structure type and arrangement
appropriate?
37 Has a common structure type been adopted to the maximum extent
possible?
38 Is there an excessive number of structures provided for landowner
access?
39 If there are any ‘special structures’, is the structures type
appropriate and justifiable?
40 Is the horizontal alignment leading to an excessive number of
structures being required?
41 If there are any railway structures, have these been agreed in
principle with Iarnród Éireann?


No. Provision 9
Archaeological and Environmental Issues
42 Have all NRA Environmental Standards and Procedures, including
Archaeology, been complied with?
43 Are there any NHA’s or SAC’s within the Preferred Route Corridor,
and if so, has sufficient work been done to support the scheme
proceeding?
44 Has the Scheme Development Process and Option Choice Process
carefully considered the potential of significant Archaeological and
Environmental issues arising?
45 Has sufficient Archaeological investigation been carried out to
support the scheme proceeding as planned?
Have the various Environmental Statutory Agencies been consulted
46 in sufficient detail to clearly establish scheme requirements and
effects?
47 Are there any protected species affected by the route and have they
been considered in sufficient detail, including cost of mitigation?
48 Is there a definitive list of mitigation measures?
Has a robust Noise Model been developed to support Noise Barrier
49
Provision decisions?
50 Are all listed mitigation measures necessary, clear and definable?
Statutory Authorities
51 If the project crosses operational (including dis-used but potentially
operational) railway land, has such land been excluded from the
CPO?
52 If the project is adjacent to, but does not cross a railway line, has
Iarnród Éireann been consulted on railway implications?
53 Has agreement in principle been reached with CIE/ Iarnród Éireann
in relation to the project?
54 Have consultations been carried out with the National Parks and
Wildlife Services and their agreement in principle been obtained?
55 Have consultations been carried out with the relevant Fisheries
Board and their agreement in principle been obtained?
56 Have consultations been carried out with other relevant Statutory
Authorities and their agreement in principle been obtained?
57 Have consultations been carried out with the Emergency Services
to determine need for lay-bys, observation platforms and any
requirement for additional emergency access points to the road?
Landtake
58 Has the scheme considered the land take requirements at structure
locations to facilitate off-line construction where possible?
59 Has the scheme optimised the balance between acquisition of
severed land and provision of access structures/roads and
accommodation works?


No. Provision 9
60 Has the scheme considered the provision of access to severed
portions of land to facilitate future use or resale?
61 Where the scheme crosses, or is adjacent to, a railway line, has the
issue of land acquisition for possible closure of level crossings been
considered?
62 Has the land take considered the possible location of a construction
compound or compounds?
63 Has the land take considered the need for temporary river or stream
diversions for structure construction?
64 Has the land take included for all land necessary to build any
required boundary walls or fences including space for any
foundations extending onto the non-road side of the boundary wall
or fence?
65 If a Motorway Scheme, has the land take included a strip of land
(coloured grey on motorway schemes) outside the blue motorway
designated lands for all the fence/wall construction along the
designated boundary of the blue motorway area?
66 Has the land take included all land necessary to build any accesses
required, including regrading of any existing accesses?
67 Has the land take included for any possible watercourse regrading
that may be required, and for the construction of any outfall needs?
68 Is the land take sufficient for any attenuation ponds that might be
required?
69 Have all the CPO plots been referenced and included in the CPO?
70 Have all sight lines for private accesses and minor roads been
included in the CPO?
71 Have all lands required for Accommodation works been included in
the CPO?
72 Have all lands required for service diversions been included in the
CPO?
Interaction with Land Use Planning
73 Is the impact of adjacent land zonings consistent with the strategic
transport function of the national road?
74 Have any recent avoidable re-zonings impacted significantly on the
land cost of the project?

A3.6 Design Report (Sample Template)

Sample Design Report (based on Design Working Papers)
Executive Summary
• Brief Summary of the Key Findings of the Design Report.
1.0 Introduction & Description

• Brief Description of the Scheme including an overview of scheme
development to date.
• Purpose of the Design Report.
• Scheme Operational Goals and Design Strategies.
• Proposed Construction Procurement Method (e.g. Design-Build).
• Summary of Route Selection Process including the evaluation of alternatives.
• Summary of Peer Review Process, if completed.
2.0 Identification of Need

• Strategic Fit and Priority within the National Road Programme.
• Road Development Policy - National, Regional, and Local (reference to NDP,
T21, NRNS, NSS together with Regional and County Development Plans).
• Scheme Specific Need (National Road Traffic demands, completion of inter-
urban link, removal of national road through traffic from urban bottlenecks etc)
3.0 Traffic Modelling, Road Type & Safety

• Summary of findings of Traffic Modelling Report.
• Confirmation of Scheme Level of Service Requirements.
• Comparison with ‘Do-Nothing’ Scenario.
• Confirmation of Year of Opening and Design Year.
• Forecast Traffic Flows for the Design Year.
• Selection of Road Type (based on ‘Incremental Analysis’ Assessment
Report).
• Summary of Safety Assessment from Project Appraisal Balance Sheet
(PABS) per the NRA Project Appraisal Guidelines.
• Summary of the Road Safety Audit Stage 1 Report, including the Design
Team Response and Audit Team Acceptance.
• Summary of Health & Safety Risk Assessment confirming that the Scheme
can be constructed, operated and maintained in a safe manner

4.0 Geometry (including Relaxations & Departures)

• Applicable Technical Standards (DMRB).
• Confirmation of Calculation / Determination of Design Speed.
• Mainline Cross Section (dimensions per relevant Road Construction Detail
including side slopes and working space requirements).
• Summary of Horizontal Alignments.
• Summary of Vertical Alignments.
• Reproduction of approved Principal Geometric Parameters Report (See
Appendix A3.1).
• Confirmation of Stopping Sight Distance along the Scheme (including details
of any verge or median widening required to achieve SSD).
• For single carriageways, confirmation of Full Overtaking Sight Distance
(FOSD) and calculation of Overtaking Value.
• Summary of Relaxations and Departures for Standards (including approvals,
where necessary).
5.0 Strategy for Junctions & Side Roads

• Overview of Junction Strategy for the scheme (as per the Approved Junction
Strategy Report)
• Tabular Summary of Side Roads
• Tabular Summary of geometric parameters for each side road
• Tabular Summary of Interchanges (slip lanes, roundabouts etc.)
• Tabular Summary of geometric parameters for each Interchange
6.0 Ground Investigation, Soil Classification & Earthworks Balance

Optimisation
• Overview of Geotechnical conditions along the scheme
• Tabular Summary of Ground Investigation Contract
• Overview of soil classification along the scheme based on Ground
Investigation Contract
• Identification of areas of soft ground requiring infill and areas where additional
acceptable material can be sourced within the land-take.
• Tabular Summary of Earthworks Balance Optimisation

7.0 Drainage, Structures & Pavement

• Drainage Overview
• Summary of Carriageway Drainage (including tabular summary of drainage
design parameters)
• Summary of design of bridges and culverts (including a schedule of culverts)
• Summary of any scheme specific flood alleviation proposals necessary to
neutralise the risk of scheme runoff in flood sensitive areas
• Summary of any other drainage proposals (attenuation ponds, oil/petrol
interceptors etc.)
• Summary of Principal Structures on the scheme (Road, Rail, River bridges
etc.)
• Summary of Minor Structures (Culverts, Accommodation Underpasses etc.)
• Where necessary, provide a justification for the provision of each structure.
• Confirm that structural designs were referred to NRA Structures Unit for
comment and that these comments have been incorporated into the design.
• Confirm that consents / approvals have been obtained where necessary (e.g.
OPW Section 50 consents for crossing of watercourses, Iarnród Éireann
Letter of Initial Acceptance for crossing of railways etc.)
• Confirmation of pavement type (flexible, rigid or composite)
• Pavement design load (million standard axles) and Design life (years)
• Tabular Summary of pavement design for mainline, side roads, slip roads,
junctions and interchanges
8.0 Services, Land Use & Accommodation Works

• Overview of Service Conflicts along the scheme
• Tabular Summary of service conflicts for each of the principal service
providers (ESB, telecom, Bord Gais etc.) together with a recommendation on
diversion of services
• Summary of Land Acquisition Requirements for the Scheme
• Summary of Land use, affected landowners and requirements to acquire
residential properties and/or other buildings
• Tabular Summary of Proposed Accommodation Works including accesses,
Underpasses, access tracks etc.

9.0 Cost Estimation

• Summary of Scheme Base Cost and Total Scheme Budget (including the TSB
for the Main Construction Contract element of the scheme) determined in
accordance with the NRA Cost Management Manual
• Confirmation that a Preliminary Risk Analysis Report has been prepared for
the Scheme
10.0 Economic Assessment

• Where necessary, re-iterate the rationale for selecting this route if it did not
generate the most economical Cost-Benefit Analysis results (Benefit to Cost
Ratio) during the Route Selection Process in Phase 2
• Overview and Tabular Summary of Results of Cost-Benefit Analysis carried
out in accordance with the NRA Project Appraisal Guidelines
• Confirmation that CBA Results were certified by NRA Strategic Planning Unit

• Confirmation that the scheme will meet NRA requirements and that the Need
for the Scheme has been established
• Confirmation that the scheme as designed will be able to cater for forecast
Design Year traffic volumes
• Confirmation that the scheme will bring about a reduction in the frequency and
severity of accidents
• Confirmation that the scheme has been designed in accordance with
applicable standards and in accordance with policy documents
• Confirmation that the Cost-Benefit Analysis has shown that the scheme is
economically viable and a worthwhile project to progress
• Recommendation that the Scheme as described in this Design Report be
approved by the NRA so that it will form the basis for the Land Acquisition and
statutory processes to follow.

Appendices
• Copy of Approved Junction Strategy Report
• Copy of Road Safety Audit Stage 1 Report
• Copy of Preliminary Structures Reports together with approvals and consents
as necessary
• Copy of approval of NRA Project Appraisal Deliverables from NRA Strategic
Planning Unit
• Copy of outcome of Peer Review Process including copy of Design Team
Response, if required.
• Copy of Cost-Benefit Analysis Report
• Drawings


NATIONAL
A ROADS AUTHOR
RITY
MENT GUIDELINES
INTRODUCTION

S

E
Phase 3 DESIGN
P
Phase 4 EIA
A/EAR &
THE
E STATU
UTORY
PRO
OCESSEES

UMENTS
PREPARATTION, TEND
DER & AWARD
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M ATION
Phase 7 HANDOVE
ER, REVIEW
W & CLOSEO
OUT

2010 Project Management Guidelines EIA/EAR & The Statutory Processes
Notes

Phase 4 EIA/EAR & The Statutory Processes - Process Map

Phase 4 EIA/EAR & The Statutory Processes
4.0 Purpose
The purpose of Phase 4 is to provide guidance on the requirements for preparing
environmental assessments/reports/statements and on land acquisition, in addition
to the statutory processes necessary to confirm that the proposed scheme is in
accordance with planning and environmental legislative and procedural
requirements.
4.1 Land Acquisition Mapping

At the completion of the Design Phase, there should be sufficient information
available to determine the land-take requirements for both the CPO/MO and EIA
processes.
The Project Manager shall ensure that sufficient lands are included within
) the proposed land-take in order to facilitate the construction and
maintenance of the entire scheme including, inter alia, drainage outfalls and
attenuation ponds, working spaces, service diversions, signs and associated
foundations, severed holdings and accommodation works and shall ensure
that these lands are ‘necessary, suitable and sufficient’ for the purpose of
constructing the proposed scheme.
A Checklist for items to be considered as part of land acquisition mapping is

It should be noted that further revisions to the Land Acquisition Mapping may be
required following completion of the EIA/EAR processes as it may be necessary to
include additional lands within the proposed land-take in order to implement the
proposed environmental mitigation measures (e.g. earth bund noise barriers,
ecological compensatory sites etc.)
The Project Manager shall ensure that sufficient lands are included within
) the proposed land-take in order to implement all of the mitigation measures
contained in the EIS/EAR. Refer also to Section 4.7 Dealing with Late
Changes to Scope.

4.2 Procurement of Property Valuation & Legal Service Providers

It may be necessary to engage Property Valuation Consultants and/or Legal Service
Providers, if such services are not already included in the Principal Consultant’s
Brief, i.e. where principal consultants have been appointed to undertake the planning
and design of scheme, including Phase 4.
Where required, the Project Manager will procure both Property Valuation
) and Legal Services using the Standard Conditions of Engagement for
Consultants and/or such other procedures and provisions as may be agreed
with, and approved by, the NRA.
! It is advisable to liaise with the Land Acquisition Unit of the NRA prior to
preparing the Brief for Property Valuation Consultants as they will provide
guidance on the Pre-Qualification Questionnaire, the Type of Contract to be
used and the Scale of Fees (if not fixed price-lump sum).
Outline Briefs for both The Property

Valuation Consultants and the Legal
Service Providers are contained in
Appendix A4.2.
4.3 Updated Land Cost Estimate

Prior to preparation of the CPO/MO, it will
be necessary to undertake a detailed
point estimate of land costs, to take
account of all land associated costs including, landtake, injurious affection,
severance, disturbance (temporary and permanent), interest and fees. This estimate
will be carried out by the Property Valuation Consultant for the scheme.
The Land Cost Estimate shall be prepared by using the first part of the Land
Acquisition Summary Sheet contained in the NRA Cost Management Manual.
It will be necessary to obtain the approval of the Land & Property Cost
) Estimate from the NRA Land Acquisition Unit and in this regard, a detailed
review of the cost estimate will be carried out. The Property Valuation
Consultant for the scheme should attend this review to provide further
information on how the estimate, or any part thereof, was calculated.

! In order to make provision for the costs of interest and fees (both landowner
and local authority), it is normal practice to uplift the Land Cost Estimate.
Further guidance on this matter should be sought from the NRA Land
Acquisition Unit.
The updated Land & Property estimate, as agreed with the NRA Land Acquisition
Unit, shall be used to update the Scheme Base Cost Estimate. This is discussed
further in Section 4.7 Dealing with Late Changes to Scope
4.4 Duties of the Project Liaison Officer
For all Major National Road Schemes, the Lead Local Authority shall
) nominate a Project Liaison Officer (PLO) in accordance with the terms of the
Agreement between the IFA, DOE and NRA in December 2001.
The terms and conditions of the appointment of the PLO shall be agreed with the
National Roads Authority and the appointment process shall be overseen by the
NRDO Senior Engineer.
Full details of the duties of the PLO are provided in the “NRA Guide to Process and
Code of Practice for National Road Project Planning and Acquisition of Property for
National Roads” and are summarised in Appendix A4.3. The PLO shall also have
regard to the provisions of the Agreement between the IFA, DOE and NRA in
December 2001.
! In instances where the PLO is not specifically appointed for a scheme, the
functions and duties of the PLO as outlined above shall be fulfilled by the
Project Manager.
The PLO shall also be familiar with the CPO/MO processes, in particular with the
serving of necessary notices to landowners such as Notice to Treat and Notice of
Entry.
In instances where 2 or more Local Authorities are affected by a scheme, the duties
of the PLO shall extend to act as liaison officer to the Local Authorities who do not
fulfil the role of Lead Local Authority.
! The NRA Land Acquisition Unit provide guidance in the form of Circulars on
land-related matters from time to time (e.g. rates of compensation for ground
investigation work, fees payable for land acquisition etc.). The PLO should
liaise with the NRA Land Acquisition Unit to obtain the most up to date
guidance available for implementation on the scheme

4.5 EIA / EAR
4.5.1 Screening & Scoping

Full details of screening and scoping requirements for Environmental Impact
Assessment (EIA) are set out in the publication ‘Environmental Impact Assessment
of National Road Schemes – A Practical Guide’ produced by the NRA Environment
Unit and available from the NRA website www.nra.ie
Mandatory or ‘threshold’ schemes as prescribed in Section 50 of the Roads Act,
1993 will automatically require an Environmental Impact Statement (EIS) to be
prepared.
Discretionary or ‘sub-threshold’ schemes, may, in certain circumstances as outlined
in Section 50 of the Roads Act, 1993 require an Environmental Impact Statement to
be prepared.
An EIA Screening process for sub-threshold schemes shall be carried out in

) accordance with Section 2 of ‘Environmental Impact Assessment of National
Road Schemes – A Practical Guide’. The findings of this screening process
shall be referred to the NRA Environment Unit for review and comment prior
to being referred by the Lead Local Authority to An Bord Pleanála seeking a
direction on whether an EIS is required for the Scheme.
Where an EIS is required, the Scope of the EIS shall be determined in accordance
with applicable legislative requirements and the following:
• EPA Guidelines on the information to be contained in Environmental Impact
Statements.
• NRA Environmental Assessment and Construction Guidelines.6
In instances where an EIS is not required, an Environmental Assessment Report
(EAR) shall be prepared in accordance with the NRA Environmental Assessment
and Construction Guidelines. This report will form part of the Design Report. The
appropriate planning process in this instance is Part 8 of the Local Government
(Planning & Development) Regulations 2001, as amended, which is discussed
further in Section 4.9 The Statutory Processes.
It should be noted that all road schemes which require a statutory EIS to be carried
out are defined as Strategic Infrastructure development under the Planning &
Development (Strategic Infrastructure) Act 2006. This is further discussed in Section
4.9 The Statutory Processes.

6
Refer Specifically to Section 3 of Environmental Impact Assessment of National Road Schemes – A Practical
Guide

4.5.2 Design Report Information

All of the information contained in the Scheme Design Report, together with all of the
lands contained in the CPO/MO Schedule, shall be considered in the Environmental
Impact Statement.
The Engineering Drawings prepared as part of the Design Report should be
reproduced or directly referenced in the EIS. The Engineering Drawings should
include the following minimum requirements:
1. Horizontal & Vertical Alignments and Cross-sections
2. Junctions & Side Roads
3. Ground Investigation Details
4. Drainage Layout
5. Services
6. Accommodation Works
7. Signs, Gantries and Pylons
8. Landtake Boundary Line for Scheme Design
! It is recommended that Engineering Drawings and EIS Figures (e.g. noise

maps) are prepared to the extents shown in the CPO/MO Maps. They should
be prepared in A3 Format to a scale of 1:5,000. These can be enlarged for
display purposes at Oral Hearings to A1 format at a scale of 1:2,500, which
is the same format used for CPO/MO Deposit Maps. In this way, the
Engineering Drawings, EIS Figures and CPO/MO Deposit Maps will all cover
the same area leading to more consistency between them.
The Design Team and/or Environmental team undertaking the EIS should be aware of
the fact that there will be significant interaction between the EIA process and the design
process (e.g. implications for mitigation measures such as attenuation ponds on land-
take requirements) which may lead to modifications of the design and/or revisions to the
EIS. These interactions will also be iterative as the EIA process continues. Any major
design modifications required arising from the interaction with the EIA process shall be
dealt with as outlined in Section 4.7 Dealing with late changes to Scope.
! On some schemes (e.g. schemes which are being ‘fast-tracked’), the NRA
may convey approval to proceed with Phases 3 and 4 in tandem which may
in turn reduce the impact of the interaction between the design and EIA
processes. It is important to ensure however that the environmental team is
provided with a substantially developed scheme design from the outset of
the EIA process in order to properly assess environmental impacts of the
scheme.

Article 5 of European Directive 85/337/EEC requires that all of the data required to
identify and assess the main effects which the scheme is likely to have on the
environment should be included in the EIS. This includes all of the design
information contained in the Design Report. In order to reconcile this legal
requirement with the likelihood that the scheme will be constructed on the basis of
either a Design-Build or a Design-Build-Finance-Operate Contract, an EIS should
contain a statement to the effect that the scheme as constructed will at least be
equivalent to the scheme proposals outlined in the Design Report.
An EIS prepared for a major road scheme which will be constructed on the
) basis of a Design & Build or similar Contract shall contain the following
statement: “The detailed design will seek to develop the design report
proposals in a manner such that there is no material change in terms of
significant adverse effects on the environment. Opportunities may be
identified to further reduce the significance of adverse environmental effects
and, in some cases, improve the residual effect or impact.”
Where possible, mitigation measures proposed in the EIS should avoid being overly
prescriptive and should instead stipulate certain performance standards or
thresholds to be achieved or not exceeded.
4.5.3 Protected Sites – Licences & Appropriate Assessment

In schemes which impact upon
designated European sites (e.g. SAC,
NHA, SPA etc.) identified as Natura
2000 sites, the advice of the NRA
Environment Unit should be sought as
these schemes will have additional
requirements to EIS such as an
‘Appropriate Assessment’ as required by
the EU Habitats Directive 92/43/EEC
Further guidance on the assessment of
impacts on protected sites, including
Stage 1 Appropriate Assessment Screening, is provided in the ‘NRA Guidelines for
Assessment of Ecological Impacts of National Road Schemes’. In the case of sub-
threshold schemes, the Appropriate Assessment Screening shall be incorporated
into the EIS Screening process (See Section 4.5.1) as described in ‘Environmental
Impact Assessment of National Road Schemes – A Practical Guide’.

Any works or surveys required as part of the road scheme to be carried out
) in Natura 2000 sites may only be carried out with Ministerial consent in
accordance with the Habitats Regulations (S.I. No. 94 of 1997). The
procedure for applying for derogation licences is outlined in Appendix III of
the ‘NRA Guidelines for Assessment of Ecological Impacts of National Road
Schemes’.
! It is advisable to consult with interested statutory bodies as early as possible

in the EIA process in order to ensure, as much as possible, that their
requirements are taken into account.
! Any structure with a potential for a significant environmental impact or

located in a visually sensitive landscape may require the design to be
developed to such an extent to allow a proper assessment of the visual
impact of the Structure.
4.5.4 Additional Surveys – Time Limits

The Project Manager should take cognisance of the fact that many environmental
studies required as part of the EIS may have implications for the scheme programme
(e.g. the presence of bats along the scheme may require a 4-season bat survey to
be carried out). The requirement to carry out these surveys may only arise after
consultation with the statutory bodies such as NPWS and the DOEHLG.
The Project Manager shall immediately inform the NRA Inspector of

) additional survey requirements which will have an impact on the scheme
programme and/or the scheme budget. See also Section 4.7 Dealing with
Late Changes to Scope.
! Where specialist environmental consultants are being appointed to carry out

the EIS, a sufficient time period should be allowed in the Brief for completion
of the EIS in order to undertake additional surveys as required. Consultants
should be informed that their Tender prices, in particular rates for attendance
at meetings and the Oral Hearing must remain valid for a period of at least
36 months from date of appointment.

4.5.5 Schedule of Environmental Commitments

As part of the EIS for a road scheme, it
will be necessary to prepare a Schedule
of Environmental Commitments which
will summarise the mitigation measures
proposed in the EIS to avoid, reduce or,
where possible, remedy the significant
adverse environmental effects on the
environment. Further guidance on the
production of the Schedule of
Environmental Commitments is provided
by the NRA in Chapter 5 of
“Environmental Impact Assessment of National Road Schemes – A Practical Guide”.
The cost of these environmental commitments shall be included in the Scheme Base
Cost and Total Scheme Budget using current applicable rates. If the cost of a
particular commitment cannot be readily estimated, then a review of that specific
item should be carried out to assess if it can be better defined so that a reliable cost
estimate can be prepared.
! It is important, when compiling the Schedule of Environmental Commitments,

to use definitive language (e.g. ‘will’ or ‘shall’) and to avoid the use of
ambiguous language (e.g. ‘would’ or ‘should’).
All of the mitigation measures recommended in the

EIS should be extracted and included in a separate
chapter of the EIS entitled Schedule of
Environmental Commitments. This Schedule shall
contain an appropriate cross-reference from
paragraph or table of the Main EIS Report. A
recommended template for this Schedule is
Prior to the Oral Hearing, the Schedule of
Environmental Commitments chapter of the EIS
should be extracted and submitted to An Bord
Pleanála Inspector. The Schedule should be
updated to include any additional mitigation
measures proposed since publication of the EIS (e.g. in response to an objection).
These additional measures should be agreed in the first instance with the NRA
before commitments are entered into with third parties. The Schedule will also be
updated during the course of the Oral Hearing to take account of any further
mitigation measures agreed by the local authority and/or as recommended by the
Inspector to ensure full planning consent.

At the conclusion of the Oral Hearing, the final version of the Schedule of
) Environmental Commitments shall be submitted to An Bord Pleanála
Inspector. Following the conclusion of the Oral Hearing, the Project Manager
shall submit a copy of this schedule to the NRA Inspector.
It is imperative that the Schedule of Environmental Commitments contains

) clear, definitive and unambiguous mitigation measures, notwithstanding the
fact that in some instances, a performance standard will be specified.
4.6 Preparation of CPO/MO Mapping, Order, Schedule & Notices

Following completion of the EIS and the determination of the final land-take (to
include, where necessary, additional lands for environmental mitigation measures),
the CPO/MO Deposit Maps, Orders, Schedules and Notices shall be prepared.
The Project Manager shall ensure that CPO/MO Deposit Maps, Order,
) Schedules and Notices are prepared in accordance with current CPO
enabling legislation and in accordance with prescribed forms.
! It is advised that the Project Manager obtain expert legal advice when
preparing CPO/MO Deposit Maps, Orders Schedules and Notices as errors
or omissions can potentially jeopardise the validity of the compulsory
acquisition process. This procurement method for expert legal advice should
be agreed in advance with the Steering Group.
CPO/MO Deposit Maps should be prepared at a scale of 1:2,500

In addition to the Deposit Maps, individual Landowner Maps should be prepared to
show the extent of the proposed CPO/MO acquisition for every person with an
interest in the Lands in the CPO/MO Schedule. These maps should accompany the
prescribed notice to landowners.
When finalised, allow for sufficient copies (typically 6 copies) of all CPO/MO
documents to be made as 3 copies of all documents must be submitted to An Bord
Pleanála and copies must also be made available for inspection during the
consultation period as well as be on display during the Oral Hearing.
The NRA has, in conjunction with these guidelines, produced sample CPO/MO
documentation for use as a reference on road schemes. These documents are
available for viewing from the NRA website ( www.nra.ie ).

4.7 Dealing with Late Changes to Scope

Any increase to the Land & Property cost estimate, as described in Section 4.3, from
the approved Land & Property Cost Estimate, may increase the Scheme Base Cost
Estimate prepared at Phase 3 and may impact on the Total Scheme Budget.
The Schedule of Environmental Commitments may have a similar impact and the
cost of these commitments should be estimated and reported to the NRA Inspector.
The environmental mitigation measures may also impact upon the design of the
scheme (e.g. larger structures, additional access tracks, attenuation ponds, etc.).
There may also be interaction between
the environmental mitigation measures
and the Land & Property Cost Estimate
as there may be additional lands
required to construct the mitigation
measures. This may in turn impact upon
the CPO/MO mapping. Any changes to
the Land & Property Cost Estimate
should be referred to the NRA Land
Acquisition Unit for review.
Upon completion of the draft EIS, the Project Manager shall, if necessary,
) revise the Scheme Base Cost Estimate to take account of changes arising
from the EIS mitigation measures, design changes and/or CPO/MO mapping
changes, together with any changes to the Land & Property estimate as
outlined above.
4.7.1 Revised Target Cost & Total Scheme Budget

Following the update of the Scheme Base Cost Estimate, taking account of changes
to estimates for Land & Property and environmental commitments, a scheme-
specific Risk Assessment Workshop shall be carried out in accordance with the NRA
Cost Management Manual. The Project Manager shall ensure that a Draft Project
Risk Register is prepared in advance of the Risk Assessment Workshop.
The Project Manager shall direct the Risk Manager, nominated in

) accordance with the NRA Cost Management Manual, to co-ordinate the
Design Team and any other specialist consultants to provide input into the
Draft Project Risk Register and to attend the Risk Assessment Workshop as
required by the NRA.
The NRA will arrange and facilitate the Risk Assessment Workshop and will
subsequently generate a Quantified Risk Analysis Report for the Scheme.

The Scheme Base Cost Estimate, presented in the Target Cost 1 (TC1)
) format, together with the Preliminary Quantified Risk Analysis Report, shall
be submitted to the NRA Cost Estimation Unit, through the NRA Inspector,
who will in turn determine the indicative Target Cost and Total Scheme
Budget (TSB) estimates for the Scheme. These figures shall be approved by
both the NRA Regional Manager and the Head of Major Projects.
4.7.2 Revised & Updated PAG Deliverables

The revised Scheme Base Cost Estimate
and Total Scheme Budget shall be notified
to the NRA Strategic Planning Unit who will
advise on any requirement to update the
Cost Benefit Analysis (CBA) and Traffic
Modelling Report undertaken at Phase 3.
It will also be necessary to revise and
update all other PAG Deliverables, which
were undertaken at Phase 2, namely:
• Project Appraisal Balance Sheet
• Project Brief
• Business Case
All revised and updated PAG Deliverables shall be prepared in accordance with the
NRA Project Appraisal Guidelines.
The Project Manager shall submit the revised and updated PAG
) Deliverables to the NRA Strategic Planning Unit, through the NRA Inspector,
for approval.
4.7.3 Programme & Design Changes

In the event that the EIS requires additional surveys which could have an impact on
the project programme (e.g. a 4-season bat survey), the Project Manager shall notify
the NRA Inspector and agree a revised programme with them for the delivery of the
scheme to the end of Phase 4. The programme for subsequent phases will be
dependent on the date of approval of the scheme by An Bord Pleanála.
The Project Manager shall also inform the NRA Inspector in the event of
) significant design changes arising from the EIA process (See Section 4.5.2)
and the NRA Inspector shall advise on whether the Scheme Design Report
prepared at Phase 3 should be revised and/or re-submitted for NRA
approval.

It is important that the Project Manager identifies all of the critical parameters used at
this stage in the process such as Year of Opening, Design Year, AADT’s, proposed
Road Type, Junction Strategy, Total Scheme Budget etc. as it will assist the review
process later when further changes may occur.
4.8 Approvals
4.8.1 NRA Approvals

A copy of the First Complete Draft of the Scheme EIS shall be referred by the Project
Manager to the NRA Environment Unit and to the relevant NRA Project
Archaeologist for review. This process will normally be facilitated by the NRA
Inspector.
The Project Manager shall ensure that the EIS Consultants take cognisance
) of, and issue replies to, comments and queries raised by the NRA
Environment Unit in relation to the EIS prior to finalising and formally
submitting the report for approval. It will be necessary for the Project
Manager to obtain formal NRA approval to proceed with the publication of
the EIS and CPO/MO.
The Project Manager shall, in consultation with the NRA Inspector and the
) NRA Cost Estimation Unit, prepare the Total Scheme Budget (TSB) for the
Scheme, based on Target Cost 1 (TC1) as outlined in the NRA Cost
Management Manual. These revised Cost Estimates must be approved by
the NRA Regional Manager and Head of Major Projects before the Scheme
can proceed to CPO/MO and EIS publication.
It will be necessary for the Project Manager to obtain approval of the revised
) NRA Project Appraisal Guidelines (PAG) Deliverables from the NRA
Strategic Planning Unit before the Scheme can proceed to CPO/MO and EIS
publication.
As road schemes involving an EIS are deemed to be Strategic Infrastructure

Development, an application fee must accompany applications for approval of
schemes to An Bord Pleanála. The amount of the application fee is set by the Board.

The Project Manager shall submit the CPO/MO and EIS Documents to the
) NRA Inspector for approval. In seeking NRA approval to publish the EIS and
CPO/MO, the Project Manager should also seek approval to pay the
application fee to An Bord Pleanála from the specific road grant.
The requirements to obtain separate NRA Approvals of the Total Scheme Budget, the
revised Project Appraisal Deliverables and the CPO/MO and EIS documentation, shall
collectively constitute Project Review 4 (Red Review) as described in the Capital
Works Management Framework Guidance Note GN 1.1 Project Management.
4.8.2 Local Authority Approvals

The publication of both EIS and CPO/MO require separate Manager’s Orders from
the lead Local Authority. These Manager’s Orders shall be prepared in accordance
with individual Local Authority procedures and shall refer to the relevant enabling
legislation.
In respect of the Part 8 process, the scheme proposals must be noted by the elected
members of the Local Authority, prior to a decision being made to proceed or
otherwise with the scheme. In cases where the scheme is located within the
functional area of 2 or more Local Authorities, the scheme proposals must be noted
by the elected members of each Local Authority. See also Section 4.9.1 Part 8.
4.9 The Statutory Processes

4.9.1 Part 8 Planning Process
If, following the EIA screening process outlined in Section 4.5.1, an EIS is not
required for a scheme, then a public consultation process will be required for the
following road development schemes:
• The construction of a road of 100 metres or more in length in an urban area;
• The construction of a road of 1km or more in length in any other area;
• The construction of a bridge or tunnel.
The public consultation shall be carried out in accordance with Part 8 of the Planning
& Development Regulations, 2001 as amended.
In instances where the scheme is located in the functional area of 2 or more
) Local Authorities, separate Part 8 processes will be required for each Local
Authority, notwithstanding the fact that an agreement may be in place
between the Local Authorities under Section 85 of the Local Government
Act, 2001. The Project Manager shall ensure that the Part 8 process is
carried out by each Local Authority affected by the scheme.

A checklist of Part 8 Requirements is contained in Appendix A4.5.

A list of the Statutory Procedures that may relate to Road projects are listed in
Appendix A4.6 giving guidance to the Project Manager and Design Team on the
legislative context, Local Authority actions, estimated timeframes and possible pre-
conditions. The opinions expressed should be verified in each specific case.
4.9.2 Cross-Border Schemes
In situations where a Scheme is situated in both the Republic of Ireland and Northern
Ireland, each road authority (i.e. the National Roads Authority and local authorities in
the South and the Roads Service of Northern Ireland in the North) shall be
responsible for undertaking the statutory processes that apply in their respective
jurisdictions.
! It is important that there is proper co-ordination of environmental studies
carried out on both sides of the border, particularly in relation to potential
impacts on European sites, which may be impacted and/or located in both
jurisdictions.
4.9.3 EIS (Strategic Infrastructure)

For road schemes requiring EIA, once the necessary NRA approval to proceed with
publication of the EIS has been obtained, the Project Manager shall prepare a report
recommending to the County Manager of the Lead Local Authority that the EIS be
published. The report shall contain, but not be limited to, the following information:
• Confirmation that the scheme is a prescribed development (or in the case of a
‘sub-threshold’ scheme confirmation per An Bord Pleanála direction) in
respect of which an EIS is required;
• Confirmation that the scheme is now classed as Strategic Infrastructure
Development as defined in the Planning & Development Acts 2000-2007;
• Confirmation that an EIS has been prepared in accordance with prescribed
legal requirements;
• Recommendation that the Local Authority make an application to An Bord
Pleanála for approval of the Scheme in accordance with the Roads Act and
other all enabling legislation.
This Report shall be endorsed by the NRDO Senior Engineer and Director of
Services and submitted to the County Manager for approval by Manager’s Order.
Where a road scheme crosses a railway line, prior to submitting the
) application to An Bord Pleanála for approval, it will be necessary to obtain a
Letter of Initial Acceptance of the proposed structure from Iarnród Éireann
together with the consent (at minimum a letter of ‘No Objection in Principle’)
of/from the Railway Safety Commission to construct a bridge over/under the
railway in accordance with the Roads Act 1993 and the Railway Safety Act,

The EIS shall then be submitted to An Bord Pleanála. As road schemes

) requiring an EIS are deemed to be Strategic Infrastructure Development, the
submission shall be sent to the Strategic Infrastructure Division of the Board
and shall include the prescribed fee, as determined by the Board. The
Project Manager shall confirm the correct postal address of the Board prior
to submitting the EIS. Contact information is provided in the Board’s website
(www.pleanala.ie).
The EIS shall also be submitted to the prescribed bodies outlined in the Roads Acts
and the Planning & Development Acts.
! In order to ensure timely delivery of the EIS to all prescribed bodies, it is

recommended that the EIS be issued initially in CD format to each of the
prescribed bodies together with a statement that a hardcopy version of the
EIS is available, on request.
An Bord Pleanála may also attach a ‘community gain’ condition to any approval of
Strategic Infrastructure Development and in this regard, the Board recommends that
the Local Authority should indicate any proposals it may have for such ‘gain’ in its
application.
! For Road schemes, it is recommended that the local authority, in its cover
letter to the Board, outlines that the road scheme will reduce travel times and
increase efficiency resulting in economic benefits to the region and that this
in itself, will result in substantial ‘community gain’
! In relation to an EIS prepared for a PPP Scheme, guidance on the

application of tolls should be sought directly from the NRA PPP Units and
incorporated into the EIS in accordance with the NRA Environmental
Assessment & Construction Guidelines.
The local authority shall publish a Public Notice (typically in conjunction with the
CPO/MO Notice as described in Section 4.9.4) in the prescribed form which outlines
the nature and extent of the scheme.
As Strategic Infrastructure Development, the EIS Public Notice must alert the
) public to the fact that an observer fee, as determined by the Board, must
accompany all submissions in relation to the scheme, subject to certain
exemptions (such as prescribed bodies and affected landowners). The
Notice shall also state that the Board may, at its absolute discretion, hold an
Oral Hearing in relation to the scheme.

Further guidance on the preparation and submission of road applications for

approval by An Bord Pleanála is contained in:
• An Bord Pleanála November 2007 “Circular re: Important Information in
relation to Local Authority Development Approval and Compulsory Purchase
Order Applications to An Bord Pleanála.”
4.9.4 CPO/MO
Once the necessary NRA approval to
proceed with publication of the CPO/MO
has been obtained, the Project Manager
shall prepare an Engineer’s Report
certifying that the lands contained in the
CPO/MO Schedule are necessary and
sufficient for the purpose of constructing the
scheme and recommending to the County
Manager that the CPO/MO be published. An outline of the information to be
contained in the Engineer’s Report is contained in Appendix A4.7
This Report shall be endorsed by the NRDO Senior Engineer and Director of
Services and submitted to the County Manager for approval by Manager’s Order.
In the case of lands in the ownership of the CIE Group of Companies (i.e.
) railway lands) they should generally be included in the CPO/MO Schedule.
The Project Manager shall seek the advice of the NRA Inspector regarding
the inclusion or otherwise of CIE lands in the CPO/MO and shall in any
event, liaise with the CIE Group Property Management Division in relation to
these lands.
Notwithstanding the fact that some lands required to construct the scheme
) may already be in the ownership of the Local Authority or may have been
acquired as part of a previous CPO, it will nevertheless be necessary to
include all of the lands, which are required to construct the Scheme, in the
CPO/MO Order, Schedules and Maps.
In the case of a Motorway Order, the Project Manager shall agree with the NRA
Inspector the extent of temporary land acquisitions (e.g. for accommodation works
etc.) required for the Scheme, as provided for in the Roads Act, 1993.
! Prior to formally serving the CPO/MO Notices on affected landowners, it is

recommended that a Letter of intent to publish the CPO/MO is issued by
registered post to each affected landowner included in the CPO/MO
Schedule as a check on the accuracy of the records used to prepare the
Schedule. Sufficient time should be given to enable corrections to be made
to the Schedule, should some notices be returned undelivered.

! Any lands that are only required temporarily for construction or other
purposes, should be clearly identified. The strategy for dealing with these
lands should be considered in terms of cost effectiveness and discussed with
the NRA for advice as to how to proceed.
A copy of the CPO/MO Order shall be served on every person who has an interest in
the Scheduled Lands. In addition a Public Notice shall be published (typically in
conjunction with the EIS Notice, if required) in the prescribed form.
The CPO shall then be submitted to An Bord Pleanála for confirmation to the same
address used for submitting the EIS. The local authority shall submit the following to
the Board:
• CPO/MO Order, Schedule & Maps signed and
sealed in triplicate;
• Copy of the Newspaper Notice (to include EIS
Notice, if applicable);
• Copy of notice served on each person with an
interest in the Scheduled lands;
• Report of Engineer certifying that the lands are
necessary and sufficient as endorsed by the
NRDO Senior Engineer and Local Authority
Director of Services;
• In the case of Schemes not requiring an EIS,
the Part 8 Report together with a certified
record of the minutes of the Local Authority
Meeting where the Report was noted.
• Copy of Manager’s Order authorising the publication of the CPO/MO.
The period for which the CPO/MO Order may be inspected now runs concurrently
with the period for which objections may be lodged with the Board and this period
shall not be less than 6 weeks from the Date of Publication of the Public Notice.
In the case of a CPO/MO for Strategic Infrastructure Development (i.e. in conjunction
with an EIS), the Local Authority may also be liable for the application fee.
! In the CPO/MO cover letter to the Board, the Local Authority should confirm
that an EIS has already been submitted for approval and that an application
fee has already been paid. The Local Authority should accordingly apply for
a waiver of the application fee in respect of the CPO/MO.


The key deliverables from Phase 4 before a scheme is published are outlined in
Appendix A1.2. In seeking approval to Publish a Scheme the Project Manager shall
ensure that all the deliverables required have been submitted and NRA Approval
received.
In the case of a scheme going forward a PPP, the EIS will need to be reviewed by
the PPP Unit to ensure their requirements are fully met. The Project Manager should
allow adequate time in the programme for this review. The completed EIS will be
required and a draft version will not be accepted.
4.11 The Oral Hearing

In the event that there are objections to the EIS application and/or the CPO/MO, An
Bord Pleanála may, at its absolute discretion, hold an Oral Hearing into the matter.
In advance of the Oral Hearing, the Project Manager shall ensure that all
) participants in the Local Authority Team have adequately prepared for the
Oral Hearing. A Checklist of items to be considered for Oral Hearing
Preparation is contained in Appendix A4.8.
It is vital that the presentation of the environmental evidence in support of the

scheme is prepared, handled and communicated in a clear concise manner at
the oral hearing. All findings and recommendations need to be reviewed and
discussed with the relevant team members and key witnesses prior to Oral
Hearing. All issues likely to arise should be examined, and responses
prepared, to give An Bord Pleanála the clearest possible understanding of the
issues and resulting impacts, if any.
Prior to the Oral Hearing commencing, the Project Manager should consider holding
a workshop for the key witnesses and participants. This workshop would be similar in
nature to the Project Set-up workshop, described earlier, and will be chaired by a
suitable facilitator. Emphasis should be on the clear and precise communication of
key evidence and arguments in support of the scheme. The workshop may require
expert witness training/instruction. The outcome of this workshop should be a strong
unified team capable of delivering the best case to the Oral Hearing and doing
justice to the comprehensive studies and work undertaken.
Further information in relation to Oral Hearings is also provided in

An Bord Pleanála November 2007 Circular re: Important Information in relation to
Local Authority Development Approval and Compulsory Purchase Order Applications
to An Bord Pleanála

It is important to note that An Bord Pleanála is now legally required to ensure that
copies of the submissions and observations received and all other documentation
and correspondence relating to the application are available for inspection, by
appointment, at the offices of the local authority and at the Board’s offices prior to,
and during, the Oral Hearing.
The Project Manager shall ensure that all such documentation is available
) for inspection by appointment for a period of not less than 7 days prior to the
Oral Hearing at the offices of the Local Authority and that this documentation
is also available at the Oral Hearing venue for the full duration of the hearing.
If the proposed Scheme necessitated a Variation to a County Development
Plan, then a copy of this Plan, as varied should also be made available for
inspection.
! It is advisable to keep a register of persons who inspected the

documentation in advance of the Oral Hearing as proof that the
documentation was made available for inspection, as proof of inspection and
as proof that no person was prevented from obtaining reasonable access to
it.
The Board may request additional information to aid its decision making process. If
such a request is made prior to the Oral Hearing, then the information furnished by
the Local Authority must also be made available for inspection as outlined above.
The Local Authority team will be obliged to
prepare Briefs of Evidence which will be
read into the record at the Oral Hearing.
Specialist advisors will prepare evidence in
relation to their field of expertise (e.g.
noise, air quality etc.) The Project Manager
and/or Lead Engineer will be required to
prepare a more generalised Brief of
Evidence. An outline of the information to
be contained in this Engineer’s Brief of
Evidence is contained in Appendix A4.9


The NRA Audit Unit will undertake an audit of the statutory processes and will seek
confirmation of key decisions and confirmation that the various orders, reports and
notices were prepared in accordance with the legislation applicable at the time. A
Checklist of the key documents required by the NRA Audit Unit is contained in
Appendix A4.10
The Project Manager shall ensure that copies of these documents are
) retained in a manner such that they are capable of being retrieved in a
reasonable timeframe, for a period of years after completion of the scheme
! It is advisable that the Project Manager set up a dedicated directory in the

project filing system which will store documents required by the NRA Audit
Unit. It is also advised that these documents be stored in a stable, easily
accessible, digital format (e.g. Adobe Acrobat (pdf) or similar).
4.13 An Bord Pleanála Decision

At the conclusion of the Oral Hearing, the Inspector will prepare a report containing a
recommendation to An Bord Pleanála. The Board will then consider this
recommendation and will make a decision to either:
a) Approve the scheme,
b) Approve the scheme with modifications, or
c) Refuse to approve the scheme.
The Board will notify the local authority, in writing, of its decision which will also be
available for viewing, together with the Inspector’s Report on the Board’s website
www.pleanala.ie. The Board will also publish a notice of its decision in a local
newspaper.
! The Project Manager should ensure that all key stakeholders are informed of
the Board’s decision.
In the event that the CPO/MO for the scheme is confirmed or confirmed with
modifications, a Confirmation Notice in the prescribed form will be published in a
local newspaper and served on each affected landowner.
After the expiration of the statutory period for legal challenges to the Board’s
decision, an Operative Notice in the prescribed form will similarly be published in a

In the event of a Judicial Review of the Board’s decision, the Project Manager should
liaise with the NRA Inspector who will advise on how the Scheme is to proceed.
The Project Manager shall request NRA approval to serve the ‘Notice to
) Treat’ within the statutory timeframe from the date that the CPO/MO
becomes operative. This request shall be accompanied by a copy of the
approved Business Case for the Scheme as the decision to issue a Notice to
Treat marks an NRA Hold Point, which is the decision to sanction the
funding of land acquisition for the Scheme.
4.14 Report on Land Agreements / Updated Schedule of Commitments

Following the decision of An Bord Pleanála to approve the scheme with or without
modifications, the Project Manager shall collate details of all agreements entered into
with affected landowners prior to and during the Oral Hearing which secured the
withdrawal of objections to the CPO/MO and/or EIS
and which were conditional on the approval of the
scheme by the Board.
The Project Manager shall submit these details,
together with a copy of the updated Schedule of
Environmental Commitments as set out in the
conditions to the Board’s approval, together with
any other conditions attached to the approval by
the Board, to the NRA Inspectorate.
The Project Manager shall inform the NRA
Inspector of the implications, if any,that either the
land agreements or the conditions to the Board’s
approval may have on the scheme scope
(programme, budget and quality).
4.15 Approval to Proceed to Phase 5

The Project Manager shall request NRA Approval to proceed to Phase 5 Advance
Works, Construction Documents Preparation, tender and Award.

PHASE 4
APPENDICES

A4.1 Land Acquisition Mapping - Checklist

The Checklist for Land Acquisition Mapping shall include, but not be limited to, the
No. Provision 9
1 Finalise the road Geometry; Horizontal, Vertical and Cross-section
profiles for all mainline, side road, and junction alignments.
2 Make Provision for a 3.0m wide Working Space (measured from
the edge of side slopes or from the edge of open drains, where
provided)
3 Finalise the design of all drainage outfalls, culverts, headwalls
(including provision to locate outside clear zone), oil and petrol
Interceptors and attenuation ponds (including maintenance strips).
4 Finalise the locations and extent of all accommodation works,
including access tracks and underpasses, including associated
ramps and drains, ensure that they have been properly designed
to take account of existing topographical conditions. For access
tracks in excess of 300 metres in length, allow for passing bays
every 250 metres.
5 Agree all service diversions with affected utility companies. Include
sufficient lands for service diversions (e.g. ‘build-outs’ for cable
stays, trenches for underground utilities etc.)
6 Carry out a detailed land ownership search with the Land Registry
(including online searches via the Land Registry website
www.landdirect.ie)
7 Refer the Scheme footprint to the NRA GIS Unit to carry out a
check on all postal addresses using ‘geodirectory’ software.
8 Check all Rights-of-Way (public and private) and other burdens
which may need to be included in the CPO/MO Schedule.
9 In the case of unregistered lands, make all reasonable enquiries
(e.g. Checks with Registry of Deeds and with Companies Register,
landowner interviews etc.) to establish ownership.
10 Confirmation by the PLO of the accuracy or otherwise of the land
ownership records with individual landowners.
11 Identify all landholdings (i.e. holdings comprising 2 or more folios)
and identify all severed lands suitable for inclusion in the land-
take.
12 Include sufficient land at tie-ins to provide adequate sight distance

A4.1 Land Acquisition Mapping – Checklist (continued)
No. Provision 9
13 Issue a Letter of intent to publish CPO/MO by registered post to
affected landowners to check accuracy of the CPO/MO Schedules.
14 Following completion of the EIS/EAR, include sufficient lands in
the proposed land-take to ensure that the mitigation measures
outlined in the Schedule of Environmental Commitments can be
implemented.
15 Avoid, where possible, including unnecessary land-take
(particularly house curtilage) in the CPO / MO at mainline and
side-road tie-ins.
16 Allow for sufficient lands to be included at the cut/fill interface in
order to avoid ‘pinch points’ during the Design-Build tender
process.
17 Allow sufficient lands to be provided for the provision of cycle-
ways, where required
18 Allow sufficient lands to be provided for the provision of large
Traffic Signs, including foundations in verges and lateral
clearances, particularly for signs located on the approach to grade-
separated junctions and on roundabout splitter islands
19 In instances where it is proposed to include houses as ‘unfit for
human habitation ...’, ensure that an appropriate certificate has
been obtained from a suitably qualified Health Inspector together
with a Certificate from an Engineer stating that the house cannot
be rendered fit for human habitation at reasonable expense.

A4.2 Outline Briefs for Property Valuation Consultants and Legal Service Providers
The Brief for Property Valuation Consultants shall include, but not be limited to, the
following:
• Negotiate land agreements on behalf of the local authorities as part of the
CPO/MO Process, such negotiations to include meetings with land owners
and/or their agents and to include way-leaves and rights-of-way as required.
• Consult with statutory bodies in matters relating to land acquisition.
• Prepare Valuations and Compensation Offers and assess Compensation
claims on behalf of the local authorities in accordance with the relevant NRA
Circulars.
• Provide detailed breakdowns of monetary compensation which forms part of
land agreements as outlined in the NRA Scheme Compensation Claim Form.
• Prepare reports for land agreements requiring the prior approval of the
National Roads Authority (typically for large value agreements as advised by
the NRA Land Acquisition Unit).
• Provide regular progress updates during the land acquisition process of
claims received, offers made, agreements reached, agreements outstanding
etc.
• Advise the Project Manager in advance of CPO/MO publication of severed
lands to be included in the CPO/MO Schedule in lieu of reasonable access.
• Provide the Project Manager with expert advice dealing with land-related
objections to the CPO/MO and participate in negotiations with landowners to
seek a withdrawal of their objections, prior to or during the Oral Hearing.
• Provide expert advice on the nature, extent and cost of accommodation works
required in order to minimise the impact of the scheme on land holdings.
• Prepare a detailed land cost estimate prior to CPO/MO publication which will
require the approval of the NRA Land Acquisition Unit.
• Attend at meetings, prepare a Brief of Evidence and provide expert witness
evidence at the CPO/MO Oral Hearing.
• Provide advice on serving of statutory notices (Notice to Treat & Notice of
Entry).
• Participate in the Risk Assessment Workshop in order to identify, assess and
quantify the risk associated with Land & Compensation.
• Attend at meetings, provide expert advice in a timely manner on acquisitions
being referred to assessment / arbitration (Chartered Institute of Arbitrators
per IFA/DOE/NRA agreement and/or High Court Reference Committee).
• Prepare all necessary reports including Précis of Evidence and Unconditional
Offer and provide expert witness evidence at Arbitration Inquiries.

A4.2 Outline Briefs for Property Valuation Consultants and Legal Service Providers
(continued)
The Brief for Legal Service Providers shall include, but not be limited to, the
following:
• Prepare all necessary public and statutory notices associated with CPO/MO
and either EIS or Part 8 planning processes.
• Liaise with landowner legal representatives and complete all land transfers to
the ownership of Local Authorities as part of the CPO/MO process.
• Oversee the appointment of barristers for CPO/MO and Property Arbitration
as agreed with the NRA.
• Prepare and attend at CPO/MO Oral Hearing and instruct the Barrister on
behalf of the Local Authorities.
• Prepare and attend at Property Assessments and Arbitrations (Both
Chartered Institute of Arbitrators and High Court Reference Committee) and
instruct the Barrister on behalf of the Local Authorities.
• Prepare evidence in defence of the Local Authorities in the event of claims for
liability as part of the Main Contract (e.g. personal injury, damage to property
etc.)
• Prepare land transfers to landowners as part of an approved Land Disposal
Strategy in accordance with Section 183 of the Local Government Act, 2001.
• Prepare wayleave agreements and right-of-way extents, as required, for
individual landowners.

A4.3 Summary of Duties of the Project Liaison Officer

The Duties of the Project Liaison Officer shall include, but not be limited to, the
following:
• Provide information to landowners affected by the scheme in relation to, inter
alia, proposed landtake, proposed accommodation works and the statutory
processes e.g. by providing maps and information published by the NRA.
• Agree access to privately owned lands for Contractors carrying out advance
works and surveys (both intrusive and non-intrusive) as part of the scheme.
Adequate written notice (14 days in accordance with the IFA/DOE/NRA
Agreement) shall be given to affected landowners.
• In instances where access to lands cannot be obtained by agreement, make
the necessary provisions to exercise the Local Authority’s legal entitlement to
access lands pursuant to Section 78 of the Roads Act, 1993.
• Confirm, in writing where necessary, to affected landowners that Contractors
acting on behalf of the Local Authority to carry out the above works have the
necessary insurance in place to indemnify the landowners in the event of
personal injury or material damage.
• In the case of intrusive surveys (e.g. ground investigation, archaeological test
trenching etc.), determine the extent and quantum of compensation due to
each affected landowner and recommend payments to be made by the Local
Authority.
• Agree, as soon as possible, the nature and extent of accommodation works
required for each affected landowner for inclusion in the scheme design
and/or EIS.
• Advise the Property Valuation Consultant of instances where certain
landowners are not deemed to be entitled to the goodwill payment and outline
the reasons why this entitlement should not be paid.
• Assess the accuracy of land ownership records held by the Local Authority
and confirm these records with individual landowners. Particular attention
should be given to determining private rights-of-way and other burdens which
may be affected by the scheme and may require inclusion in the CPO/MO
Schedule.
• Make all reasonable enquiries to establish the identity of land owners where
no reliable records exist (e.g. unregistered land).
• Act as the primary point of contact / intermediary in dealings between the
main roadworks contractor and affected landowners in areas such as access,
disruption to services and disturbance/nuisance during construction.
• Ensure that any EIS Mitigation Measures relating to Land & Property are
implemented.

• Ensure that landowners have reasonable access to their lands at all times
during the construction of the scheme.
• Ensure, in conjunction with the Project Manager, that the necessary approvals
are in place to serve the statutory notices (Notice to Treat, Notice of Entry)
within the specified time limits.
• Maintain accurate records of the Date of Entry by the Local Authority onto
scheduled lands and advise the local authority of the total period, if any, for
which interest is payable (Date of Land Agreement – Date of Entry = total
number of days for which interest is payable).
• Ensure that pre-construction surveys on properties and monitoring of wells
during construction are carried out to the satisfaction of both the Local
Authority and the affected landowner.
• Assist the property valuation consultant and the Local Authority legal team in
cases where the matter of compensation for land acquisition has been
referred to arbitration.
In addition to the above, in cases where 2 or more local authorities are affected by
the scheme, the PLO shall have the following duties in relation to the Local
Authorities that do not fulfil the role of Lead Local Authority:
• Inform the Local Authorities of progress on the scheme and provide such
information necessary for these Local Authorities to make informed decisions.
• Co-ordinate arrangements between Local Authorities (e.g. Section 85
agreements, Part 8 planning processes, CPO/MO Planning reports etc.)
• Agree accommodation works with the Local Authorities
• Submit Land Agreements to the Local Authorities for approval

A4.4 Schedule of Environmental Commitments (Sample Template)

Sample Schedule of Environmental Commitments and Ameliorative Measures
No. Description Reference

Part 1 Mitigation Measures Contained in the EIS
1 Traffic (e.g. EIS Main
Report Volume 2
1.1 (e.g. Public lighting will be provided at roundabout locations for
paragraph 2.18 &
reasons of safety....)
Table 2.6 and
1.2 etc. EIS Figures
Volume 4
Figures 2.1 - 2.5)
2 Human Beings
2.1, 2.2 etc.
3 Flora & Fauna
4 Water Quality & Drainage
5 Geology & Hydrogeolgy.
6 Air Quality
7 Noise & Vibration
8 Landscape & Visual
9 Material Assets
10 Agriculture
11 Archaeology & Cultural Heritage
Insert additional headings as appropriate
Part 2 Additional Mitigation Measures proposed since EIS publication
Insert additional mitigation measures as required in similar format to Part 1 Insert reference
to additional or
revised drawings
& documents
Part 3 Additional Mitigation Measures agreed during Oral Hearing

Insert additional mitigation measures as required in similar format to Part 1 Insert reference
to additional or
revised drawings
& documents

A4.5 Checklist of Part 8 Requirements

The Checklist for the Part 8 public consultation process shall include, but not be
limited to, the following provisions:
No. Provision 9
1 Confirm that the proposed development meets the requirements
for which a Part 8 planning process is required (per Article 80 (1)
of the Planning & Development Guidelines 2001, as amended)
2 Publish a Public Notice in the prescribed form in a newspaper
circulating in the general area giving details of the nature and
extent of the proposed development.
3 Include in the Public Notice a statement outlining that the
proposals may be inspected for a period of not less than 6 weeks
and thereafter submissions or observations may be made within a
further period of not less than 2 weeks.
4 Make plans and particulars of the proposed development available
for inspection at the principal offices of each Local Authority within
whose functional area the proposed development is situated.
5 Notify the prescribed bodies as described in Article 82 of the
Planning & Development Regulations 2001 as amended with plans
and particulars of the proposed development and of the timeframe
for making submissions or observations.
6 Prepare a Report, giving details of the proposed development and
including a response to any submissions or observations made by
either the prescribed bodies or the general public and submit to
the elected members of the Local Authority for consideration.
7 Record in the minutes of the meeting of the elected members of
the Local Authority where it was decided to note the Report
prepared in respect of the Part 8 planning process.
8 Prepare a Manager’s Order authorising the Local Authority to
proceed, proceed with modifications or not to proceed with the
proposed development.
9 Notify, in writing, the prescribed bodies as outlined above together
with any other person who made submissions or observations of
the Local Authority’s intention to proceed, proceed with
modifications or not to proceed with the proposed development.

Appendix 4.6 Statutory Procedures – Synopsis and Inter-relationship
Statutory Legislative Local Authority Actions Estimated Timeframe Pre-

Process Context conditions
Approval by • Roads Act, • Prepare an EIS in respect of the • The Board must deal • Sufficiently
An Bord 1993, Part IV entire Project; consultation with with the matter as final plans
Pleanála • Planning and the Board, to scope the EIS, may expeditiously as and
Development be advisable. possible, and normally drawings.
Act, 2000, s • Apply to the Board for approval of within 18 weeks • Preparation
215 the Project. beginning on the last day of EIS.
• Roads • Undertake public notification and for making objections or
Regulations, consultation procedures, as observations.
2000. detailed in the Report. • Time period may be
• Notify prescribed bodies, as extended:
detailed in the Report. (i) in cases of complexity
(whether or not further
information is required),
(ii) where the Board is
unable to deal within the
application within that
timeframe, and
(iii) pending report from
oral hearing into any
related compulsory
acquisition order.
Foreshore • Foreshore • Apply formally to the Minister for • Consent of Minister to be • None
issues Acts, 1933 to Communications, Marine and sought as a matter of formally
1998 Natural Resources for consent to private law: no statutory (aside from
• Planning and use the relevant foreshore, if it is framework and therefore those rolled-
Development not to be acquired compulsorily. no set timeframe. up in Roads
Act, 2000, Part • Discuss the Project structure with • Role of Minister in oral Act
XV the Minister and agree which hearing relating to application
• Common Law entity (the Local Authority, or PPP compulsory acquisition to the
Company where applicable) of foreshore, and Board).
would be the more appropriate application for approval • Minister
applicant for consent. by the Board of might
• If the decision is taken to acquire proposed development, request EIS.
the foreshore compulsorily, is integrated within those
include the foreshore in the respective procedures.
relevant order, liaising with the
Minister’s office prior to doing so.
• Ensure that the EIS addresses all
issues relevant to the foreshore
and the marine environment.
Consent to • Roads Act, • Open communications with • No statutory timeframe is • Sufficiently
constructing 1993, Iarnród Éireann formally, ensuring prescribed. final plans
a bridge over s 15A that both the legal services and
a railway section, and the Civil Engineering drawings.
Department, are notified. • No formal
• Apply to the Minister for Transport requirement
formally for his consent to the of EIS.
construction of the relevant
bridge(s) over railway(s),
emphasising that lines of
communication have been
opened with Iarnród Éireann, and
also the PPP structure of the
Project (where applicable); seek
to have the consent worded so as
to contemplate the role of the
PPP Company in the construction
and operation of the bridge(s)
(when built).
issues relevant to the bridges.

Appendix 4.6 Statutory Procedures – Synopsis and Inter-relationship (continued)

Consent to Legislation • Apply formally to both the Minister • No statutory timeframe is • Sufficiently
constructing relevant to areas for Community, Rural and prescribed. final plans
a bridge over, such as: Gaeltacht Affairs, and to and
or a tunnel • Shannon Waterways Ireland, for the drawings.
under, a Navigation consent of each under the Roads • No formal
navigable Act, 1839 Act, 1993, s 15A, explaining in requirement
waterway • Roads Act, each application the statutory of EIS.
1993, s 15A anomaly regarding the particular
• Shannon function; in that application,
Navigation explain the PPP structure of the
(Extension of Project (where applicable), and
Limits of seek to have the consent (when
Navigation) forthcoming) worded so as to
Bye-Laws, contemplate the role of PPP
1998 Company in the construction and
• Minister for operation of the bridge(s) and
Arts, Heritage, tunnel (when built).
Gaeltacht and • The prudent course would be to
the Islands seek a separate consent in
(Powers and respect of each river crossing (i.e.
Functions) the tunnel, and each bridge which
Act, 1998 is to be over waters which would
• British-Irish be regarded as navigable);
Agreement reliance could probably be placed
Acts, 1999 in each application for consent on
the single EIS in respect of the
entire Project.
Consent to • Arterial • Apply formally to the • No statutory timeframe is • Sufficiently
constructing Drainage Act, Commissioners for consent, using prescribed. final plans
a bridge over 1945, s 50 the standard application form and
a watercourse which is available from the drawings.
Commissioners for this purpose; • No formal
in that application, explain the requirement
PPP structure of the Project of EIS.
(where applicable), and seek to
have the consent (when
forthcoming) worded so as to
contemplate the role of PPP
Company in the construction and
operation of the bridge (when
built).
Toll Scheme • Roads Act, • No actions required for local
1993, Part V authorities.
• Planning and
Development
Act, 2000,
Part XX


Compulsory • Transport Act, • Make the relevant compulsory • Application to the Board • This
acquisition of 1944, s 130 acquisition order, including all must be made within six procedure
land • Local parcels of land which it is weeks of the local authority (asking the
Government contemplated it may be complying with the statutory Board to
(No 2) Act, necessary to acquire for the requirements of public confirm the
1960 purposes of the scheme notification (see detail in the compulsory
• Housing Act, (including foreshore and land Report). acquisition
1966 belonging to third parties (which • The Board must deal with order) will be
• Planning and land would be necessary to the application as interwoven
Development provide access to lands which will expeditiously as possible. with the
Act, 2000 be severed by the road)). • Normally, an application application to
• Liaise closely with Iarnród should be determined within the Board for
Éireann in respect of Iarnród 18 weeks of the last date for approval
Éireann land which is required for making objections or under the
the Project. Whether or not that observations. Roads Act,
land should be included in the • An oral hearing need not 1993, and
compulsory acquisition order is a necessarily delay this the two will
matter of tactics and strategy, and timeframe, but may do so in be decided
not law. In practice, a failure to practice. together.
reach agreement with Iarnród • A decision of the Board on
Éireann prior to the oral hearing an application to confirm a
will delay that hearing, and may compulsory acquisition
lead to a confrontation with the order becomes operative
railway company, in the public three weeks after it is made.
domain. • Vesting procedures, by
• Undertake the public notification means of which a
and consultation obligations compulsory acquisition
detailed in the Report. order is enforced, then
• Within six weeks of making the follow if the relevant land is
order, submit an application to the not acquired voluntarily.
Board to confirm it. Vesting must occur within
• Ensure that the EIS addresses all two years and
lands which it is proposed will be approximately two months
taken for the Project, voluntarily thereafter, although (i) it
or compulsorily. may occur sooner, and (ii)
within that timeframe, the
local authority or its
delegate must have been in
possession of the relevant
lands for a period of at least
six months. Vesting might
occur more promptly with
the acquiescence of the
affected landowner(s).
• If applicable, the IFA
agreement sets internal
targets within the statutory
timeframe, each of which
specifies a shorter period
than the relevant statutory
maximum. The IFA
agreement, were it to apply
in any given case,
contemplates a compulsory
acquisition procedure being
finalised within
approximately eight months
of the scheme becoming
operative (i.e. approximately
eight months and three
weeks after it is approved
by the Board).


Waste • Environmental • Discuss the Project and its • EPA may not give notice
licensing Protection structure with EPA and (i) obtain of a proposed decision on
Agency Act, definitive ruling from EPA (on foot any application until at
1992 of a formal application by the least one month has
• Waste Local Authority for a waste elapsed from the date of
Management licence, if necessary) whether or application.
Acts, 1996 not EPA regards the proposed • The procedure can be
and 2001 activity as requiring a licence, and delayed by EPA
• Waste (ii) agree which entity or entities requesting further
Management (i.e. the Local Authority, or PPP information.
(Licensing) Company where applicable, or • If an admissible objection
Regulations, both) would be the more is made, the procedure
2000 appropriate applicant for the will be extended (by at
licence. least one month) by the
• If EPA determines formally that circulation and
the proposed activity would consideration of that
require a waste licence and that objection.
the Local Authority would be the • EPA may decide to hold
most appropriate applicant, apply an oral hearing into the
to EPA formally for that licence, application.
following the procedures detailed • Although normally EPA
in the Report. should be in a position to
• Ensure that the EIS addresses all give an objection to an
issues relevant to the spoil and application within four
how it is proposed it will be dealt months of it being
with. received, that timeframe
may be extended by EPA.
Water • Local • Notify the relevant local authority • No statutory timeframe is
abstraction Government of the intention to abstract water prescribed.
(Water at the relevant point(s).
Pollution) Act, • Ensure that the EIS addresses all
1977 issues relevant to the abstraction
of water for the Project.
Water • Local • Discuss the Project structure with • No statutory timeframe is
discharge Government the relevant section of the prescribed.
(Water appropriate local authority and
Pollution) Act, agree (i) whether the nature of the
1977 water discharges are likely to be
such as to require a water
discharge licence, and (ii) if a
licence is likely to be required,
which entity (the Local Authority,
or PPP Company, where
applicable, or both) would be the
more appropriate applicant for
that licence.
issues relevant to the discharge
of water associated with the
Project.
Areas of • Identify all applicable areas of • Not relevant • Not relevant
special special environmental and other
concern designations, relevant to the
Project.
• Ensure that the EIS addresses
the potential environmental
impact of the Project on each
such area.


Harbour • Harbour Acts, • Liaise with the relevant Port • No statutory timeframe is • Sufficiently
companies 1996 and Company to discuss the Project prescribed. final plans
2000 plans and the implications for the and
Port Company’s areas of physical drawings.
responsibility and legal
responsibility (shipping and
pilotage).
Regional • Fisheries Act, • Liaise with the Fisheries Board to • No statutory timeframe is • Sufficiently
Fisheries 1980 discuss the Project plans and the prescribed. final plans
Board implications for fisheries in the and
region. drawings.
• Ensure that the EIS considers the
potential impact on fisheries, and
discuss those potential impacts
with the Fisheries Board in detail.
Irish Aviation • Irish Aviation • Liaise with the Irish Aviation • No statutory timeframe is • Sufficiently
Authority Authority Act, Authority to identify the Authority’s prescribed. final plans
1992 needs in respect of its role with and
• Aviation responsibility for air safety in drawings.
Regulation Ireland.
Act, 2001 • Meet those requirements to the
extent that each such requirement
is reasonable; unreasonable
requirements may be challenged
by judicial review.
Designation • Road Traffic • Liaise with the traffic department • No statutory timeframe is • None.
of road as a Acts of the Local Authority and with the prescribed.
clearway divisional headquarters of An
Garda Síochána to determine
local procedures for applying to
the Commissioner to designate a
road as a clearway.
Project • Local • Ensure that the agreement under • Not relevant. • Not relevant.
collaboration Government s 85 of the Local Government Act,
Act, 2001, s 2001 covers the entire range and
85 scope of the activities which it is
• Roads Act, proposed will be undertaken by
1993, s 14 the Local Authority on behalf of
the other local authorities.
Although unlikely to be
necessary, the “s 85 agreement”
could recite that it is also for the
purposes of s 14 of the Roads
Act, 1993.

A4.7 Outline of Engineer’s Report Recommending CPO/MO

The Engineer’s Report, certifying that certain lands are necessary and sufficient for
the purpose of constructing a proposed road scheme shall include, but not be limited
to, the following:
• An outline of the total number of proposed land acquisitions as described in
the CPO/MO Schedule and Deposit Maps;
• An outline of the total number of extinguishments of public rights-of-way as
described in the CPO/MO Schedule
• Justification for acquiring the lands compulsorily to include, inter alia, the
following:
¾ It will secure the acquisition of all the lands required;
¾ It will provide objectors to the scheme (both CPO/MO and
extinguishments of rights-of-way) with a forum at which they can
outline their objections;
¾ It will facilitate the acquisition of the lands within a reasonable
timescale;
¾ It will afford an arbitration forum to assess compensation payable;
¾ It will permit the local authority to plan a programme for the scheme
confident in the knowledge that the lands required will be available;
¾ It will permit the local authority to acquire proper title to unregistered
lands;
¾ It will facilitate the implementation of the relevant Development Plan(s).
• Include copies or relevant extracts of the following documents in support of
the scheme:
¾ Relevant provisions of the National Development Plan, Transport 21,
the National Road Needs Study and the National Spatial Strategy;
¾ Relevant Provisions of the County / Town / City Development Plan
together with any other local plans or policy documents;
¾ The Scheme Route Appraisal & Selection Report;
¾ The Scheme Design Report together with NRA Approval of the Design
Report;
¾ Planning Report of each Local Authority, within whose functional area
the scheme is located, certifying that the scheme is in accordance with
the proper planning and sustainable development of the functional area
and that it gives effect to and facilitates the implementation of the
relevant County Development Plan.
• Confirmation that the lands as outlined in the Schedule are necessary
sufficient and suitable for the scheme to which the CPO/MO relates;
• A Recommendation that the lands be acquired by way of CPO/MO.

A4.8 Checklist for Oral Hearing Preparation

The Checklist for Oral Hearing Preparation shall include, but not be limited to, the
No. Provision 9
Preparation of Evidence
1 Ensure that all personnel representing the Local Authority at Oral
Hearing have sufficient prior experience and/or have attended an
expert witness course
2 Project Manager to ensure that Engineer’s Brief of Evidence is
prepared (See also Appendix A4.9)
3 Project Manager to prepare a written response to all objections
received in relation to the CPO/MO
4 Relevant Environmental Experts to prepare a written response to
all objections and submissions received in relation to the EIS
5 Project Manager to ensure that all relevant standards, guidelines
and policy documents referenced in the responses to the CPO/MO
and EIS objections are available at the Oral Hearing for reference,
if necessary, during cross-examination
6 The Legal Advisor shall ensure that all personnel who give
evidence on behalf of the Local Authority prepare a Brief of
Evidence
7 The Legal Advisor shall ensure that Briefs of Evidence are clear,
concise, factual and unequivocal and are consistent with each
other
8 The Legal Advisor shall convene at least one meeting or
‘workshop’ prior to the Oral Hearing to discuss and agree the Local
Authority presentation of evidence, including responses to
submissions and objections.
In Advance of the Oral Hearing
9 The Project Manager shall endeavour to meet with all objectors to
the CPO/MO and EIS to discuss their concerns and examine the
possibility of withdrawing the objection.
10 The Project Manager shall include any additional commitments
given to secure the withdrawal of CPO/MO and/or EIS Objections
are included in Part 2 of the Schedule of Environmental
Commitments (See also Appendix A4.4) to be given to the
Inspector at the end of the Oral Hearing.

A4.8 Checklist for Oral Hearing Preparation (continued)

No. Provision 9
In Advance of the Oral Hearing (continued)
11 If available, prepare a record of all meetings and correspondence
with landowners from the time of the publication of the preferred
route corridor up to the Oral Hearing.
12 Project Manager shall ensure that all copies of documentation
comprising the Local Authority’s CPO/MO and EIS application
submitted to An Bord Pleanála, (including the Engineer’s Report
outlined in Appendix A4.7) together with all subsequent
correspondence between the Board and the Local Authority
(including objections and submissions) is available for inspection
for at least 7 days prior to the Oral Hearing
13 The Inspector may request additional information prior to the Oral
Hearing and where such a request is made, copies of this
additional information must also be made available for inspection
as outlined above.
14 The Project Manager shall arrange for a senior member of the
design team/NRDO to be available to meet with objectors
immediately prior to and during the Oral Hearing with a view
towards securing further withdrawals of objections.
15 The Project Manager shall arrange for notices to be erected on
site outlining the nature and extent of the proposed
extinguishments of public rights of way (Similar to process outlined
in Section 73 of Roads Act, 1993)
16 One member of the Local Authority Team shall ensure that proof
of delivery of all notices to prescribed bodies and affected
landowners is prepared. (Note if notices are sent by registered
post, An Post provides a free Proof of Delivery service through its
website www.anpost.ie)
At the Oral Hearing
17 The Legal Advisor shall agree the order of evidence with the
Inspector
18 Information made available for inspection prior to the Oral Hearing
should also be displayed during the Oral Hearing
19 The Project Manager shall be assisted by members of the design
team to prepare responses to queries raised during the Oral
Hearing

A4.8 Checklist for Oral Hearing Preparation (continued)

No. Provision 9
At the Oral Hearing (continued)
20 One member of the Design Team should be in charge ensuring
that display material (including display boards etc.) is available for
inspection in a prominent location during the Oral Hearing.
21 Copies of all Briefs of Evidence should be made available for the
Inspector, objectors and members of the public present.

A4.9 Outline of Information to be contained in Engineer’s Brief of Evidence

The Engineer’s Brief of Evidence shall include, but not be limited to, the following:
• Introduction (Name, qualifications and experience of the person or persons
reading the Brief of Evidence);
• Project Description;
• Identification of Need:
¾ Road Policy at EU, National, Regional and Local Level;
¾ Specific Need (e.g. traffic volumes).
• Consideration of Alternatives:
¾ Summary of Route Selection Process;
¾ Overview of Non-statutory public consultation;
¾ Overview of Part 8 consultation process (if applicable).
• Design Criteria for the proposed development:
¾ Traffic Assessment & Route Cross-section;
¾ Road Geometry (Horizontal & Vertical alignments etc.);
¾ Structures including pylons and gantries;
¾ Pavement;
¾ Geotechnical (Ground Investigation Data and Earthworks Balance);
¾ Drainage Design (carriageway, outfalls, attenuation, etc.);
¾ Junctions, Side Roads & Interchanges;
¾ Minor & Ancillary Works (incl. Accommodation Works, Utilities, lighting,
property, safety, access control etc.).
• Economic Assessment:
¾ Confirmation of Total Scheme Budget;
¾ Summary of results of Cost-Benefit Analysis.
• Environmental Impact Statement (or Environmental Assessment Report):
¾ Confirm the necessity or otherwise to prepare an EIS;
¾ Outline of experts who will present evidence under various
environmental headings;
¾ Confirm that a Schedule of Environmental Commitments was prepared.
• Land Acquisition Requirements and Extinguishment of Public Rights-of-Way:
¾ Summary of land acquisition requirements (total land-take, number of
affected properties etc.);
¾ Summary of each extinguishment of public right-of-way and how the
public right-of way-will be re-established once the scheme is in place.
• Conclusions (confirmation that the scheme as proposed is the best option and
confirmation that the lands required for it are necessary and sufficient).

A4.10 Checklist for NRA Audit Unit

The Checklist for Phase 4 information to be retained for the NRA Audit Unit shall
No. Provision 9
1 Where required, copy of Agreement between 2 or more Local
Authorities as per Section 85 of the Local Government Act, 2001
2 A record of the decision to proceed with either the Part 8 process
or the EIA process.
3 Where applicable, a copy of the decision of An Bord Pleanála
directing that an EIS be carried out for a ‘sub-threshold’ scheme.
4 Copy of NRA approvals including Design Report and/or EIS
approvals, and approval to proceed with publication of the
CPO/MO and/or EIS.
5 Where applicable, NRA approval of the application fee to An Bord
Pleanála in respect of Strategic Infrastructure Development.
6 Copies of all public notices and notices to affected landowners and
statutory bodies as part of the CPO/MO and/or EIA processes.
7 Copies, where applicable, for each affected Local Authority, of the
Part 8 Reports together with extracts of the minutes of each
council meeting where the Part 8 Report was noted
8 Copy of the Engineer’s Report confirming that the lands required
for the scheme are necessary, suitable and sufficient and
recommending publication of the CPO/MO.
9 Copy of all Manager’s Orders sanctioning the publication of the
CPO/MO Order and/or EIS.
10 Record of the Oral Hearing, including notification from the Board,
dates, duration etc.
11 Copy of the decision of the Board to confirm, confirm with
modifications or refusal to confirm the CPO/MO and/or EIS
12 Copy of Confirmation Notice and Operative Notice published in a
13 Copy of NRA Approval to serve Notice to Treat.
14 Copies of the Notices to Treat and Notices of Entry served on
each affected landowner.
15 Copy of Valuer’s Land & Property Cost Estimate as verified by the
NRA Land & Property Unit

NATIONAL
A ROADS AUTHOR
RITY
MENT GUIDELINES
INTRODUCTION

S

E
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
P
Phase 5 ADV
VANCE WORKS S&
CONNSTRUC
CTION
DOCCUMENT
TS
PRE
EPARATTION, TENDER
E
& AWARD
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M ATION
Phase 7 HANDOVE
ER, REVIEW
W & CLOSEO
OUT

2010 Project Management Guidelines Advance Works & Construction Documents Preparation, Tender & Award
NOTES

Phase 5 Advance Works & Construction Documents Preparation,

Tender & Award - Process Map (Part 1)
Review of Phase 4
CWMF
Review of Subsequent PROJECT REVIEW 5
Design Changes (Amber Review)
(Ref 5.1.2) Per GN 1.1
(Ref 5.1.2)
Value Engineering & Value Revised & Updated Total Revised & Updated Project
Lands Made Available Management Scheme Budget Appraisal Guidelines
(Ref 5.3) (Ref 5.4) Deliverables
(Ref 5.5)
Advance Works
Confirmation of Lands to be Contracts (Ref 5.2)
Made Available to the
Contractor (Ref 5.1) Construction Documents
Service Diversions / Preparation (Ref 5.6)
Fencing / Hedge Clearing
(Ref 5.2.1)
Review of Design Report /
EIS / An Bord Pleanála
Scheme Confirmation Environmental Advance
(Ref 5.1.1) Works (Ref 5.2.2) Health & Safety Plan
(Ref 5.6.1)
Archaeological Testing
Review of Subsequent & Resolution (Ref 5.2.3)
Design Changes
(Ref 5.1.2)
Topographical Proof Survey Tender Drawings
(Ref 5.2.4) (Ref 5.6.2)
CIE / IÉ Consent for Additional Ground

Railway Structures Investigation Contract
(Ref 5.1.4) (Ref 5.2.5)
Tender Documents
(Ref 5.6.3)
Due Diligence Check on

Draft Tender Documents
(Ref 5.7)
LEGEND
NRA
PROJECT MANAGEMENT GUIDELINES Submit to
PROCESS & DELIVERABLES NRA for Approval.
Yes No
NRA Approved: Yes / No
PROJECT APPRAISAL GUIDELINES (Ref 5.8)
PROCESS & DELIVERABLES CWMF
NRA PROJECT REVIEW 6
COST MANAGEMENT MANUAL (Red Review)
PROCESS & DELIVERABLES Per GN 1.1
(Ref 5.8)
CWMF Tender Process
PROJECT REVIEW (Ref 5.9)
(RED REVIEW)
CWMF
PROJECT REVIEW
(AMBER REVIEW)
Proceed to
NRA HOLD POINT
Phase 5 (Part 2)


Tender & Award - Process Map (Part 2)


Tender & Award
5.0 Purpose
The purpose of Phase 5 is to provide guidance on the preparation of Advance Works
Contracts and on the preparation of the tender documentation, assessment of
tenders and award of the Main Construction Contract.
5.1 Confirmation of Lands to be Made Available to the Contractor

Following the approval of the Scheme and
confirmation of the CPO by the An Bord
Pleanála, the Project Manager shall ensure
that a Confirmation Notice in the prescribed
form is published in a local newspaper. Not
less than 21 days from this publication date,
an Operative Notice in the prescribed form
shall be similarly published. The Notice to
Treat may be served at any time up to 18
months after the publication of the Operative
Notice.
It will be necessary to obtain the formal approval of the NRA to serve the
) Notice to Treat, notwithstanding the provisions of the IFA/DOE/NRA
December 2001 Agreement.
The Project Manager will be required to confirm that the full extent of the Lands to be
Made Available to the Contractor are sufficient for the purpose of constructing the
Scheme, as approved and/or modified by the Board. The Project Manager shall
ensure that sufficient lands are available to construct the Scheme in accordance with
the requirements outlined hereunder.
5.1.1. Review of Design Report / EIS / ABP Scheme Confirmation

The Project Manager shall ensure that the Scheme as proposed in the Design
Report is adequate to meet current design requirements. The EIS Schedule of
Commitments, as approved by An Bord Pleanála, together with any conditions of
approval imposed by the Board shall also be reviewed.

The Project Manager shall review the Scheme design as outlined in the
) Design Report and the approved EIS Schedule of Commitments together
with any approval conditions imposed by An Bord Pleanála and shall ensure
that sufficient lands are available to construct the Scheme. A checklist of
items to be considered in this review is contained in Appendix A5.1.
As part of the design review, the Project Manager shall ensure that the Phase A
Signing Strategy, as described in the NRA Traffic Signs Approval Procedure, is
completed and submitted to the NRA Signs Approval Section for review.
5.1.2 Review of Subsequent Design Changes

There may in some instances be a significant time lag between the publication of the
Scheme CPO/MO and EIS and the progression of the scheme to Phase 5, following
the approval of the scheme by An Bord Pleanála. In these circumstances, the design
standards upon which the scheme was originally proposed may have been revised
or updated.
! The requirements of prescribed bodies should be confirmed and signed-off

at the earliest possible date after the Board’s approval so that late changes
to their requirements during the construction stage are minimised.
The Project Manager shall review all design standards applicable to the
) Scheme at the time it was submitted to An Bord Pleanála for approval and
shall ensure that any standards revised or updated in the intervening period
are examined for their implications on the lands necessary to construct the
Scheme.
The Project Manager shall notify the NRA Inspector in the event that Design
) Report/EIS/Statutory Confirmation Reviews as described above have
implications for the Scope of the Scheme, particularly the Total Scheme
Budget. If this review identifies additional costs not already provided for in
the Total Scheme Budget, then it will be necessary to obtain formal NRA
approval of the revised Budget before the scheme can proceed further.
The Design Report/EIS/Statutory Approvals Reviews outlined in Sections 5.1.1 and

5.1.2 above shall also constitute Project Review 5 (Amber Review) as described in
the Capital Works Management Framework Guidance Note GN 1.1 Project
Management.

5.1.3 Review of Land Agreements / Accommodation Works

The Project Manager shall review all
land agreements and/or agreed
accommodation works with affected
landowners to ensure that the lands
necessary for the construction of the
accommodation works will be available
to the Contractor.
Land Agreements shall also be
reviewed to ensure that they are
consistent with the Schedule of
Environmental Commitments
! It is advisable that any accommodation works agreements, which are to be

carried out on the lands retained by the landowner, should only be made
subject to the lands being made available to the Contractor for the purpose
of constructing these works. This should be done for the avoidance of
dispute with landowners and the avoidance of potential claims from the
Contractor.
5.1.4 CIE / IÉ Consent for Railway Structures

As part of the liaison between the Project Manager, the NRA Inspector and the NRA
Structures Unit during Phase 3 (See Sections 3.8.4 and 3.8.5), it will have been
decided whether Acceptance of the Detailed Design of Railway Structures should be
sought at Phase 5 or should instead be left to the Main Construction Contractor to
seek such acceptance during Phase 6.
Where Acceptance of the Detailed
Design is sought during Phase 5, the
structural design of railway structures
shall be developed through the detailed
design stage and shall take account of
any comments or conditions imposed by
Iarnród Éireann as part of the Initial
Acceptance process. Detailed proposals
shall be submitted to Iarnród Éireann in
accordance with their Technical
Standard I-DEP-0120 ‘Guidance on Third Party Works’ and where required, the
Design Team shall liaise with appropriate Iarnród Éireann personnel as required.

The Project Manager shall agree in advance with the NRA Structures Unit,
) through the NRA Inspector, on the method of interaction and communication
with Iarnród Éireann. The Project Manager shall liaise with Iarnród Éireann
personnel as required and agreed with the NRA Structures Unit and shall
refer agreed detailed design proposals for Structures at Railways to Iarnród
Éireann and the NRA Inspector as required.
Following receipt of the Acceptance of Detailed Design from Iarnród Éireann and the
Railway Safety Commission, the design, as accepted shall be included in the tender
documentation as a contract requirement. Where necessary in Design & Build
Contracts, the tender documents shall include arrangements to novate the design for
railway structures, as accepted by Iarnród Éireann, to the successful tenderer in
order that design responsibility for these structures is transferred to the Main
Construction Contractor.
It will be necessary to clearly state in the tender documentation that should the
Contractor wish to alter or amend the design for railway structures, as accepted by
Iarnród Éireann, responsibility for seeking revised acceptance from Iarnród Éireann
for such proposals rests solely with the Contractor.
The Project Manager shall ensure that Detailed Design of Railway Structures
) as accepted by Iarnród Éíreann shall be included, without amendment, in the
tender documents as a contract requirement. The Project Manager shall
ensure that the tender documents clearly state that responsibility for seeking
an amended Acceptance of the Detailed Design is a matter solely for the
Contractor in the event that the Contractor wishes to submit alternative
proposals to the accepted design.
5.1.5 Other Consents

The design for all other structures shall
be submitted to the NRA for approval in
accordance with DMRB Requirements
as outlined in Table 2/1 NRA BD 2.
Headroom and clearance requirements
should be agreed at an early stage in a
similar manner to those for railway
structures as outlined above.
The consent of the OPW7 will be
required for all proposed crossings of
watercourses in accordance with

7
Refer to OPW Guide to Applying for Consent under Section 50 of the Arterial Drainage Act, 1945.

Section 50 of the Arterial Drainage Act, 1945. A similar consent in accordance with
Section 47 of the Act will be required for the construction of any weirs as part of the
Scheme.
The requirements of the OPW regarding proposed crossings of watercourses may
lead to an increase the required size / headroom of culverts and bridges proposed
for the scheme. This will in turn have an impact on the earthworks and road footprint.
The Project Manager shall ensure that sufficient lands are available to construct the
Scheme which will incorporate the bridges and culverts to the sizes and dimensions
approved by the OPW.
The Project Manager shall notify the NRA Inspector immediately in instances
) where it may not be possible to construct certain aspects of the Scheme as
outlined above within the Lands to be Made Available to the Contractor.
Where such instances occur, the designer shall advise on alternative strategies and
the corresponding additional cost to the scheme, if any. Every effort should be made
during the earlier phases to ensure this does not occur as it may lead to significant
additional costs to the scheme.
5.2 Advance Works Contracts

Where it is proposed to construct the scheme on the basis of a Design-Build and/or
Design-Build-Finance-Operate Contract, it will be necessary to undertake advance
works contracts to ensure that the site for the main Roadworks Contract is
unencumbered.
The Project Manager shall agree the procurement strategy, including

) contract type, notices and award criteria, for all Advance Works Contracts
with the NRA Inspector. It will be necessary to obtain formal NRA Approval
to proceed with the tender and award of all Advance Works Contracts.
! Depending on the nature and scale of the scheme, different procurement

and contract strategies may be required for Advance Works Contracts.
Further guidance on the appropriate type of contract to use is provided in
Capital Works Management Framework Guidance Note GN 1.4
‘Procurement and Contract Strategy for Public Works Contracts’.
Standardised tender documents are available from the NRA Procurement
Division.

The different types of Advance Works Contracts include, but are not limited to, the
following works:
• Service Diversions / Fencing / Hedge Clearing;
• Environmental;
• Archaeological (Testing & Resolution);
• Topographical Proof Survey (including accuracy and tolerance requirements,
particularly at road tie-ins, structures, and watercourses);
• Additional Ground Investigations.
5.2.1 Service Diversions / Fencing / Hedge

Clearing
Service Diversion Contracts will be required for
most schemes. The Project Manager should liaise
with the NRA Inspector to determine whether the
service diversion contract is to be carried out in
conjunction with hedge clearing and fencing
contracts. A Checklist for Service Diversion,
Fencing and Hedge Clearing Contracts is
contained in Appendix A5.2. The Project Manager
shall ensure that sufficient ‘as-built’ records are
prepared for these contracts for inclusion in the
Main Contract tender documents.
! Where Fencing & Hedge Clearing Contracts are required, it will be

necessary to serve a Notice of Entry on all lands as it will no longer be
possible for landowners to occupy Scheduled Lands. Where only a service
diversion contract is required, the Project Manager should liaise with the
NRA Inspector to decide whether the Notice of Entry should be served or
whether some other means of access (e.g. wayleave) should be obtained.
! Where tree felling and/or hedge clearing is to be included as part of the Main
Construction Contract, the Employer’s Requirements should highlight the
time constraints and restrictions imposed by relevant legislation.

5.2.2 Environmental Advance Works

The Project Manager shall refer to the Schedule of Environmental Commitments
together with any additional environmental mitigation measures that may have been
included in An Bord Pleanála’s Confirmation and Approval of the Scheme and shall
also refer to the NRA Environmental Assessment and Construction Guidelines to
establish the full extent of environmental mitigation measures to be carried out as
part of an Advance Works Contract (e.g. badger, bat exclusions etc.)
! Environmental Advance Works may need to be sequenced with other

Advance Works Contracts. (e.g. badger exclusions and badger proof fencing
may need to be put in place in conjunction with the Fencing contract,
whereas bat exclusions may need to be carried out prior to the hedge
clearing contract). The Project Manager shall ensure that all advance works
contracts are properly sequenced in order to avoid one particular contract
being carried out to the detriment of another.
The advice of the NRA Environment Unit should be sought when preparing for
Environmental Advance Works Contracts. Pre-construction surveys and/or mitigation
measures shall be carried out in accordance with the appropriate NRA
Environmental Guidelines and where necessary, under licence from the National
Parks & Wild Life Service (NPWS).
5.2.3 Archaeological Services

A series of advance archaeological services
contracts may be required as part of the Schedule
of Environmental Commitments or may, in any
event, be required in advance of the Main
Construction Contract. All archaeological works
shall be carried out in accordance with the Code of
Practice8, the EIS Schedule of Commitments and
the Standard Conditions of Engagement for
Archaeology Services.
! The Project Manager should liaise directly with the NRA Project
Archaeologist regarding the programming and preparation of Archaeological
Consultancy Contracts including the preparation of Contract Documents and
the appointment of archaeological consultants, if programmed.

8
Code of Practice between the National Roads Authority and the Minister for Arts, Heritage, Gaeltacht and the
Islands, 2000.

A Checklist of items to be considered in the preparation of Archaeological Advance

Works Contracts is contained in Appendix A5.3.
Stage (i) Test Excavations, Surveys and Reporting
Stage (i) represents all Preliminary Archaeological
Services and can include Geophysical Surveys,
Topographical Surveys, Underwater Surveys, Survey of
Townland Boundaries, Architectural Surveys and any
other Surveys stated in the Schedule of Commitments of
the EIS or required by the NRA Project Archaeologist.
Stage (i) also includes Targeted Testing, Testing in
Wetland Areas and Centre-Line Test Trenching.
The Archaeology Service Provider will be required to
provide reports on the findings from all Surveys from
Stage (i) prior to moving to Stage (ii).
Stage (ii) Test Excavations, Surveys and Reporting

Stage (ii) Services consist of pre-excavation preparatory work for Stage (iii)
Excavation of Site.
During Stage (ii), a detailed Excavation Specification for the excavation of each
archaeological site shall be drawn up by the Client.
The Output Requirements for Stage (ii) Services are the Method Statements for
Stage (iii) Excavation Services which are based on the Excavation Specification
provided by the Client
Once the Stage (i) Advance Investigation services have been completed and
) reports prepared, the Project Manager shall liaise with the NRA Project
Archaeologist to establish the appropriate method of preservation (i.e.
preservation by record or preservation in-situ) of archaeological features /
sites and on the preparation of associated mitigation works.
Stage (iii) Excavation Services
! It is recommended that these works be carried out in Phase 5 in order to

minimise the impact on the Main Construction Contract in Phase 6.
Stage (iii) Excavation Services involves the preservation-by-record through

appropriate rescue excavation of any significant archaeological features or deposits
discovered by Stage (i) and Stage (ii) Services, so as to mitigate impacts on
archaeological remains that were discovered within the footprint of the project.

In the event that a National Monument is uncovered during the Archaeological

Advance Works, the NRA Archaeologist shall liaise with the Project Manager in order
to protect the site until formal decisions have been taken regarding its preservation
as per the National Monuments Acts 1930-2004 and subsequent amendments
thereof.
Stage (iv) Post-Excavation & DisseminationServices

Stage (iv) Services comprise all post-excavation analyses, environmental, dating,
illustrative, archival, etc arising from the relevant Stage (i)-(iii) site works. These
Services also comprise the production of detailed illustrated technical reports of all
excavations carried out during Stage (iii) as well as appropriate dissemination. These
works shall be finalized prior to Phase 7
! The Project Manager should ensure that other intrusive advance works, such
as the Service Diversion Contracts (Section 5.2.1) and the Additional Ground
Investigation Contract (Section 5.2.5), do not conflict with the archaeological
services described above.
5.2.4 Topographical Proof Survey

Prior to the commencement of the
Tender Process for the Roadworks
Contract, it will be necessary to verify
existing topographical surveys which
were used in the design of the Scheme
and the determination of the Lands
Made Available for the purpose of
constructing the Scheme. A checklist of
items to be considered in the
preparation of topographical proof
surveys is contained in Appendix A5.4.
! Prior to the commencement of the topographical proof survey, it is advisable

to convert all OS mapping from the Irish National Grid co-ordinate system to
the Irish Transverse Mercator (ITM) co-ordinate system, if not already done
at Phase 3 (Refer to Section 3.2 Mapping and Surveys).

5.2.5 Additional Ground Investigation Contract

Additional Ground Investigation (GI) work shall be undertaken to supplement the
Ground Investigations undertaken at Phase 3 in advance of the tender process for
the Main Construction Contract.
! In preparing documents for the additional GI Contract, it is important to have

regard to the fact that the risk associated with unforeseen ground conditions
will be borne by the Contractor. The additional GI Contract should therefore
target vulnerable areas (e.g. soft ground, peat, karst etc.), as identified in the
Phase 3 Ground Investigation.
The borehole, drill-hole, trial pit and other logs obtained from the Additional
) GI Contract shall be delivered to the Client in the standardised AGS format
for use by tenderers during the tender process.
! In some schemes, it may be necessary to procure expert geotechnical

advice in the preparation, supervision, analysis and interpretation of the
additional GI Contract. In such circumstances, the Project Manager shall
agree a procurement strategy with the NRA Inspector. In addition, having
suitable Professional Indemnity insurance in place should be seen as a pre-
requisite for such an appointment.

Following on from the Value Management Meeting undertaken at Phase 3, new
information arising from the Statutory Processes shall be considered by the
Designers and Employer. The Designer shall reassess the value engineering
opportunities in accordance with the NRA Cost Management Manual.
The Project Manager shall review and update the previous Value Report to
) take account of any changes as outlined above and shall submit to the NRA
for approval prior to the scheme proceeding to the Tender Stage.
5.4 Revised & Updated Total Scheme Budget (incl. Pre-Tender Estimate)
An updated Target Cost 2 (TC2) and Total Scheme Budget (TSB) shall be prepared
for the scheme in accordance with the NRA Cost Management Manual. The Main
Construction Contract element of the Scheme Base Cost shall be revised to
comprise a pre-tender cost estimate for the Roadworks Contract.
Any changes to other elements of the Scheme Base Cost (e.g. Land & Property)
shall also be included in the revised Base Cost Expenditure Heading of TC2.

The Scheme Base Cost Estimate shall be submitted to the NRA Cost
) Estimation Unit, through the NRA Inspector, who will in turn determine the
Target Cost (TC2) and Total Scheme Budget (TSB) for the Scheme. These
figures shall be approved by both the NRA Regional Manager and the Head
of Major Projects.
5.5 Revised & Updated PAG Deliverables

In the event of any changes to the Total Scheme Budget as outlined above, or any
changes to the project programme or scope, the Project Manager shall discuss with
the NRA Inspector, in consultation with the NRA Strategic Planning Unit, the
requirement to update the PAG Deliverables. It shall be necessary in any event to
prepare a Final Business Case in accordance with the NRA Project Appraisal
Guidelines.
In accordance with the requirements of the NRA Project Appraisal

) Guidelines, the Scheme Final Business Case together with any other revised
and updated PAG Deliverables, arising from cost, programme or other scope
changes, must be approved by the NRA Strategic Planning Unit before the
scheme can proceed to the Tender Stage.
5.6 Construction Documents Preparation

Prior to the commencement of the Construction Documents preparation, the Project
Manager shall ensure that the Phase B Draft Sign Face and Sign Location Design,
including, where required, ITS Signs, as described in the NRA Traffic Signs Approval
Procedure, is completed and submitted to the NRA Signs Approval Section.
! The construction documents outlined in this section are for Contracts based
on the Public Works Contract for Civil Engineering Works Designed by the
Contractor, (PW-CF4), issued by the Department of Finance. Further
guidance and information in relation to these contracts is available from the
Department of Finance Construction Procurement Reform Website
(www.constructionprocurement.gov.ie). The Project Manager should contact
the NRA directly for guidance in the event that a contract type other than that
outlined above is proposed.
The type of contract and method of procurement should be agreed by the tender
Documentation Committee from the outset of the tender process. Reference should
be made to the following guidance notes, produced by the Capital Works
Management Framework, when determining the appropriate contract type:

GN 1.4 Procurement & Contract Strategy for Public Works Contracts

• GN 1.5 Public Works Contract
• GN 2.3 Procurement Process for Works Contracts
Model Forms (Forms of Tender, Bond, Letters of Intent, Acceptance etc.)

) and an NRA pro-forma of each Public Works Contract are available from the
NRA Procurement extranet. The NRA Procurement Unit should be contacted
to access this information and to verify that the documents are the most up-
to-date. Contract Documents for all NRA-funded schemes must be based on
these pro-forma documents.
If consultants are to be engaged for the preparation of Construction Documents and

services required associated with Phases 5, 6 & 7, the procurement procedure
outlined in Appendix A5.5. should be followed and the Department of Finance
website checked for the latest version of the applicable procedures. Process Maps
are also included in this appendix for the Restricted Procedure in tendering a Public
Works Contract for Civil Engineering Works designed by the Contractor. The Project
Manager should check with the NRA Procurement Unit for any revisions to these
procedures.
5.6.1 Health & Safety Plan
! Existing legislation requires that a competent Project Supervisor for the

Design Process (PSDP) be appointed for all schemes. This function may be
fulfilled by the acquiring authority or lead consultant. In some schemes,
consultants may be appointed specifically for the purpose of preparing the
Tender Documents. In such circumstances, it is important to ensure that
such appointments are conditional upon the consultant fulfilling the role of
PSDP until such time as that role is transferred to the Contractor’s Designer.
The PSDP shall prepare the Preliminary Health & Safety Plan for the Scheme in
accordance with the relevant legislative requirements. A Checklist for items to be
included in the Preliminary Health & Safety Plan is contained in Appendix A5.6.

5.6.2 Tender Drawings

The list of drawings included in the Contract should be referenced as an Appendix to
the Specification.9 A Checklist of Drawings to be included in the Contract is
! Reference should also be made to the NRA Notes for Guidance on the
Specification for Roadworks (Manual of Contract Documents for Road Works
Volume 2) when compiling the list of drawings included in the Contract.
5.6.3 Tender Documents

The Tender Documents, which shall be compiled in conjunction with the NRA
Procurement Unit together with the Specification, which shall be compiled in
conjunction with the NRA Standards Unit, shall comprise:
• Instructions to Tenderers;
• Volume A Works Requirements;
¾ Parts 1 to 3 Introduction, Definitions & General Works Requirements
(note that these documents are generic for all Schemes and cannot be
altered without the permission of the NRA);
¾ Part 4 Particular Works Requirements;
¾ Part 5 Specification (Including appendices to the specification);
¾ Part 6 Drawings (see Section 5.6.2 above);
¾ Part 7 Public Works Contracts – Model Forms;
• Volume B Form of Tender & Schedules to Conditions of Contract;
• Volume C Pricing Document;
• Volume D Novated Design Documents (e.g. railway structures, if required);
• Relevant Background Information.
A Checklist of items to be included as Relevant Background Information is contained
in Appendix A5.8
! Environmental Impact Statements, together with any approval conditions

imposed by An Bord Pleanála are not included in the Contract Documents as
the implementation of the environmental mitigation measures is a legal
requirement. The EIS is generally included as Relevant Background
Information.

9
NRA Manual of Contract Documents for Roadworks Volume I ‐ Specification for Roadworks Appendix 0/4 List
of Drawings included in the Contract.

5.7 Due Diligence Check on Draft Tender Documents

Prior to submitting a formal request to
the NRA for approval to proceed with
the Tender process, it will be necessary
for the Design Team to carry out ‘Due
Diligence’ check on the Draft Tender
Documents.
The Due Diligence check will ensure
that the draft tender documents comply
with both NRA and Department of
Finance procurement requirements and
shall ensure that extensive stress
testing of the documents has been carried out. (e.g. checks on cross-referencing
within the suite of draft tender documents and checks on other documents brought
into the contract by reference).
! The Project Manager should liaise with the NRA Inspector who will advise on
whether some or all of the ‘Due Diligence’ check will be undertaken
externally (e.g. by another NRDO, experienced consultants and/or members
of the NRA). The Project Manager should facilitate and co-ordinate the
external check.
The Project Manager shall ensure that a ‘Due Diligence’ check on the draft
) tender documents is carried out in accordance with NRA requirements as
advised by the NRA inspector. It will be necessary to provide a record of the
‘Due Diligence’ check when submitting the documents for NRA Approval as
outlined in Section 5.8
5.8 NRA Approval of Tender Documents / Approval to Proceed with Tender Process
The Project Manager shall submit the Draft Tender Documents to the NRA
) for approval, together with a request to proceed to Tender. The Tender
Documents shall be accompanied by the revised Total Scheme Budget,
based on Target Cost 2, as approved by the NRA Cost Estimation Unit,
together with confirmation from the NRA Strategic Planning Unit that the
Project Appraisal Deliverables have been undertaken in accordance with the
NRA Project Appraisal Guidelines. The Project Manager shall not proceed
with the Tender Process until NRA approval to proceed is issued in writing.
The Project Manager shall notify the Engineering Standards Unit prior to the
) commencement of the tender process so that Tenderers’ Departure
Applications can be processed in a timely manner.

The requirements to obtain separate NRA approvals of the updated Target Cost
(TC2) and Total Scheme Budget (TSB) as outlined in Section 5.4, the revised Project
Appraisal Deliverables as outlined in Section 5.5, the Part 3 Peer Review as outlined
in Section 5.7, and the Draft Tender Documents as outlined above, shall collectively
constitute Project Review 6 (Red Review) as described in the Capital Works
Management Framework Guidance Note GN 1.1 Project Management.
5.9 Tender Process
! The Tender Process outlined in this section is based on a Restricted

Procedure used in conjunction with a Design-Build Contract (PW-CF4). This
is a 2-stage process; Stage 1 comprises the Invitations to Tender
(Expressions of Interest), including a pre-qualification process and Stage 2
comprises the Tender Process for Pre-qualified Candidates, based on the
approved Tender Documents. The applicable Instructions to Tenderers to
use for this Contract Type are Instructions to Tenderers under a Restricted
Procedure (ITTW1) issued by the Department of Finance. Further guidance
should be sought from the NRA if a different procurement procedure is
required.
The Project Manager shall complete the pre-qualification suitability assessment

questionnaire / Instructions to Tenderers prior to publishing the Invitation to Tender/
Expressions of Interest.
5.9.1 PIN / Contract Notices in the OJEU

The PIN and Contract Notices shall be posted on the Official Journal of the
European Union (OJEU) via the government procurement website
(www.etenders.gov.ie). The Project Manager shall agree in advance with the NRA
Inspector on whether the Prior Information Notice should be published as it may in
certain circumstances reduce the Tender Period. The PIN Notice may also be
published prior to commencement of the Tender process, subject to the approval of
the NRA.
Guidance on the publication of these notices including Common Procurement
Vocabulary (CPV) Codes, EU Thresholds and OJEU Standard Forms are also
provided on the e-tenders website.

5.9.2 Pre-Qualification of Tenderers

Stage 1 of the Tender Process requires candidates to submit a pre-qualification
questionnaire based on Suitability Assessment for Works Contractor Restricted
Procedure (QW1) prepared by CWMF.
Some elements of the Suitability Assessment will have pass or fail criteria while
other elements will be subject to a qualitative assessment.
Pre-qualification submissions received on or before the Closing Date shall be initially
assessed on the elements containing pass/fail criteria. Submissions which fail to
meet the prescribed criteria will not be given further consideration. All other
submissions will be referred to an independent assessment board who will undertake
the qualitative assessment.
! The Project Manager shall be responsible for assembling the Independent

Assessment Board in conjunction with the NRA Inspector and the NRA
Procurement Unit. The role of the Board shall be to shortlist candidates
(typically 3 to 5) to proceed to Stage 2 of the Tender Process. The
assessment criteria for short-listing candidates shall be agreed in advance
with the NRA Inspector. At the conclusion of the short-listing process, the
Project Manager should prepare a debriefing document for unsuccessful
candidates. The Assessment Board should provide sufficient information to
the Project Manager in order to compile this debriefing document.
! Unless otherwise agreed between the Employer and the NRA, the
Independent Assessment Board shall also fulfil the role of assessing the
competence of Tenderers to act as PSDP/PSCS on behalf of the Client in
accordance with Health & Safety Regulations.
The candidates short-listed to proceed to Stage 2 shall be furnished with the Tender
Documents as outlined in Section 5.6.3.
An indicative timeline of the Stage 2 Tender Process is contained in Appendix A5.9
5.9.3 Tender Queries / Tender Bulletins

During the Tender Process, Tenderers may
submit tender queries in relation to the
Works Requirements and/or the Contract.
Replies to tender queries are generally
issued to all Tenderers unless they are
submitted as ‘Commercial in Confidence’.
The means for dealing with queries
submitted as ‘Commercial in Confidence’
shall be as described in the Instructions to

Tenderers and as shown in Appendix A5.10.

Any changes to the Tender Documents or Works Requirements, arising from Tender
queries or from the Employer, shall be re-issued to all Tenderers in the form of
Tender Bulletins.
The Project Manager shall ensure that a comprehensive list of all Tender
) Bulletins is maintained.
The issuing of a Tender Bulletin should be accompanied by a statement outlining the

aspects of the Tender Documentation that have been amended, revised or deleted.
Each Tenderer should be requested to acknowledge receipt of a Tender Bulletin in
writing.
5.9.4 Meetings
A number of Consultation Meetings (typically 3) will be held during the Tender
Process between the Tenderers and the Employer. These meetings will deal with
queries relating to issues such as the Works Requirements, elements of the
specimen and conceptual designs, environmental undertakings, etc. and may also
include a review of the Tenderer’s ongoing works proposals.
There will also be a Facilitation Meeting held between the tenderers and service
providers who will impact on the Scheme (e.g. electricity, telecommunications,
broadband, gas, water and wastewater)
Full details of these Consultation Meetings, including conditions for

) participation, shall be set out in the Instructions to Tenderers. The Project
Manager shall consult with the NRA Procurement Unit regarding the specific
instructions for consultation and Facilitation Meetings to be included in the
Instructions to Tenderers.
! The Project Manager shall be responsible for organising the Consultation

Meetings and the Facilitation Meeting at appropriate stages during the
Tender Process. These meetings shall be treated as confidential and
informal.
The Project Manager should also ensure that there is proper liaison with the NRA
Structures Unit regarding the proposals for structures submitted as part of the
consultation process.

5.9.5 Review of Consolidated Outline Proposals.

Each Tenderer will be required to develop outline
proposals of their conceptual design for the
Scheme, culminating in the preparation of
Consolidated Outline Proposals. These proposals
will be submitted within a defined period in advance
of the Tender Closing Date.
The requirements for Consolidated Outline
Proposals shall be set out as an Appendix to the
Instructions to Tenderers and shall include Traffic
Management, Temporary Works, and tie-ins
(temporary and permanent) together with other
proposals for meeting the Works requirements.
The Employer shall review these proposals and
shall refer any comments to Tenderers who may in turn incorporate them into their
respective tender submissions.
The Consolidated Outline Proposals shall be accompanied by a Design Check
Certificate and Stage 1 Road Safety Certificate as additional information to be
submitted with the Tender in accordance with the Instructions to Tenderers.
The appointment of a Road Safety Audit Team to carry out a Road Safety
) Audit Stage 1 on behalf of the Tenderer shall be subject to the prior written
approval of the NRA Safety Engineering Unit.
Proposals for Structures submitted as part of Consolidated Outline

) Proposals shall be submitted to the NRA Structures Unit for approval in
accordance with NRA BD 2 Technical Approval of Structures on Motorways
and other National Roads.
! Where an innovative design solution is being proposed by a Tenderer as an

alternative to specified requirements, these proposals should be referred to
the Network Management Unit so that implications for future maintenance
can be assessed.
5.9.6 Departure Applications

Some Tenderers may wish to introduce a Departure from Design Standards (DMRB)
and/or a Departure from the Specification (NRA Specification for Roadworks) into
their design proposals. In such circumstances, it will be necessary to obtain the prior
written approval of the NRA DMRB Departures Manager as set out in the NRA
DMRB.

Details of how applications for Departures from Standards in the Design

) and/or Specification should be prepared and submitted by Tenderers will be
provided in the General Works Requirements (Volume A Part 3 of the
Tender Documents). Departure Applications shall be submitted using the
standard form, which is available from the NRA website (www.nra.ie).
! It is important that Departure Applications are appropriately processed and

approved during the Tender Process and not postponed or deferred until the
Construction Phase as delays or refusals to approve Departure Applications
during construction may lead to significant and costly scope changes.
Tenderers should be informed that Departures carried forward to the
Construction Phase shall be entirely at the Contractor’s risk.
5.10 Tender Assessment & Award

Tenders should be submitted in the prescribed format to the stated address of the
Employer on or before the Closing Date as set out in the Instructions to Tenderers.
Tenders received after the Closing Date (and time) should be recorded but should
not be opened or given further consideration in the tender assessment process.
! Individual Local Authorities may have specific procedures in place for the
receipt and opening of tenders. The Project Manager shall check in advance
if such procedures are in place and shall ensure that tenders are received
and opened in accordance with Local Authority requirements.
Further guidance on the tender assessment and award process is provided in

• GN 2.3 Procurement Process for Works Contracts
! Within 48 hours of tender opening, or such other period specified in the

Tender Documents, the Project Manager should ensure that a list of
uncorrected comparative cost of tenders, in ascending order, is circulated to
each Tenderer, along with the list of Tenderers, in alphabetical order. These
lists should be accompanied by the following statement: “The tender totals
are unchecked and uncorrected and the list of tender totals outlined herein is
issued for information only and does not confirm or warrant that a conforming
tender has been received.” The Project Manager should liaise with the NRA
before circulating the list of uncorrected comparative cost of tenders.

5.10.1 Assessment of Non-Compliant, Conforming & Variant Tenders

Tenderers will be required to confirm the
type of Tender being submitted. The
permitted types of Tender shall be as
stated in the Instructions to Tenderers
(typically D1 Tender, D2 tender and D3
tender).
The Project Manager shall ensure that
all Tenders are examined for
compliance with the Tender
requirements and shall confirm that
each Tender submission is as stated by
the Tenderer (i.e. D1, D2 or D3).
The Instructions to Tenderers outlines the measures for dealing with non-compliant
tenders.
! The Project Manager should refer any potentially non-compliant Tender to

the NRA Inspector who will advise on how to proceed with the assessment of
that Tender having regard to the EU Remedies Directive.
5.10.2 Independent Arithmetical Check

For all schemes procured on the basis of a Design-Build Contract, it will be
necessary to undertake an independent arithmetical check of the Pricing Document
(Volume C of the Tender Documents) submitted by each Tenderer. This check shall
be undertaken by a reputable firm of Quantity Surveyors. The check shall be
conducted on both the Tender Sum and the Comparative Cost of Tender.
Where required, the Project Manager shall ensure that the firm appointed to
) undertake the independent arithmetical check on tenders has adequate
Professional Indemnity cover of not less than €6.5 million for any one claim.
5.10.3 Post-Tender Clarification Meeting

It may be necessary to hold a Post-Tender Clarification Meeting between the
Employer and one or more of the Tenderers to clarify some aspects of their
respective Tender Submissions and/or the conceptual design proposals.
The minutes of the Post-Tender Meeting shall be compiled by the Employer and
referred to the Tenderer who shall in turn, confirm acceptance of the minutes, in
writing.

! It may be beneficial to the Tender Clarification process if some clarifications

are sought in advance of the Post-Tender Meeting by the Employer and
similarly responded to by the Tenderer.
The Minutes of the Post-tender Clarification Meeting, together with the

) written confirmation of acceptance of these minutes shall form part of the
Contract.
5.10.4 Confirmation of Insurances, Resources, Pension & Pay

As part of the Tender Submission, Tenderers will be required to submit confirmation
of the following:
• Required levels of Professional Indemnity, Employer Liability & Public Liability
Insurances are in place;
• A full list of the plant and resources the Tenderer proposes to use in order to
execute the Works;
• Confirmation that the Tenderer operates an approved Pension & Sick Pay
scheme;
• Confirmation that the Tenderer complies with industry requirements on rates of pay.
! Tenderers may have submitted some or all of this information during the Stage
1 Tender Process. However if the validity period of certificates has expired in
the intervening period, the Project Manager should seek evidence of renewal.
! The Project Manager should also ensure that the prospective Contractor will
indemnify the Employer against liability for damages arising from works
carried out by the Contractor outside of the Lands Made Available.
5.10.5 Impact on Scheme Base Cost & Total Scheme Budget

The Project Manager shall inform the
NRA Inspector in instances where there is
significant difference between the pre-
tender Main Contract Estimate and the
Comparative Cost of Tender which in turn
may have an impact on the Scheme Base
Cost estimate. The NRA Inspector may
instruct the Project Manager to refer the
Comparative Cost of Tender to the NRA
Cost Estimation Unit who will in turn
advise on any changes to the Total
Scheme Budget.

5.11 Preparation of Tender Report

Once the Tender Assessment Process is complete, a recommendation may be
made to the NRA to accept one of the tenders received and to award the Contract
for the Execution of the Works.
As part of the Tender Award Recommendation, it will be necessary to

) prepare a Tender Report, which will summarise the Tender Assessment
Process and formally recommend the Award of the Contract. A template
outlining the information to be included in the Tender Report is included in
Appendix A5.11.
The Project Manager shall submit the completed Tender Report to the NRA for
Approval with a recommendation to appoint a Tenderer.
The Tender Report shall be accompanied by a Tender Award Recommendation
Sheet, duly completed by the Project Manager, to be signed off by the NRA
Inspector, Regional Manager and Head of Major Projects as necessary. A template
for the Tender Award Recommendation Sheet is contained in Appendix A5.12 and a
digital copy of this form is available from the NRA website (www.nra.ie).
5.12 Approval of Deliverables and Approval to Proceed

In order to proceed with the Award of Contract, it will be necessary to obtain the
written approval of the Tender Report and recommended Tenderer by the NRA.
The Project Manager shall request formal NRA approval to Award the Main
) Construction Contract to the successful Tenderer. This request for approval
shall be accompanied by a copy of the approved Final Business Case as the
decision to Award the Contract marks an NRA Hold Point, which is the
decision to sanction funding for the Main Construction Contract.
The Tender Assessment process outlined in Section 5.10 and the Tender Report, as
outlined in Section 5.11, together with the requirement to obtain NRA approval to
Award the Contract as outlined above, shall collectively constitute Project Review 7
(Red Review) as described in the Capital Works Management Framework Guidance
Note GN 1.1 Project Management.
Subject to the approval of the NRA, it will be necessary for the Lead Local Authority
to authorise the Award of the Contract to the successful tenderer by means of a
Manager’s Order.

5.13 Letter of Intent & Letter to Apparently Unsuccessful Tenderers

Following receipt of the NRA approval to proceed with the Award of the Contract, the
successful Tenderer shall be issued with a Letter of Intent in the prescribed form
(Part 7 Volume A of the Works Requirements). This Letter is issued subject to
receipt of the required documentation as outlined in the Instructions to Tenderers.
The required documentation should also be outlined in the Letter of Intent.
All other apparently unsuccessful tenderers shall be notified, in the prescribed form,
of the decision to Award the Contract to the most economically advantageous
Tender. This is sometimes referred to as the ‘Alcatel’ Letter.10
5.14 Letter of Acceptance

A Letter of Acceptance, in the prescribed form (Part 7 Volume A of the Works
Requirements), may be issued to the successful Tenderer not earlier than 14 days
after the notification to unsuccessful Tenderers (the ‘Alcatel’ letter) was issued.
Once the Letter of Acceptance is issued, a Contract Award Notice shall be published
in the OJEU (via the e-tenders website www.etenders.ie) within 48 days or such
other period specified in the Instructions to Tenderers.
5.15 Health & Safety

In addition to the preparation of documentation for the Contract for the Execution of
the Works, separate collateral documentation will be required in order to fulfil Health
& Safety Legislative requirements.
5.15.1 Appointment of PSCS and PSDP

For Design-Build Contracts, the Contractor will be appointed as Project Supervisor
for both the Construction Stage and the Design Process (PSCS & PSDP).
A Prescribed Form of Appointment of Project Supervisor for Construction Stage and
Design Process (Part 7 Volume A of the Works Requirements) shall be used for the
appointment of PSCS and PSDP. These appointments should be made on the same
date as the date of issue of the Letter of Acceptance.
In addition, the appointment must be authorised by the Lead Local Authority in
accordance with Health & Safety legislative requirements, by means of a Manager’s
Order.

10
European Court decision in the case of Alcatel versus Austrian Government confirming that unsuccessful
bidders should be notified and given a period of 14 days to consider if their rights have been infringed by the
proposed Award of Contract. See also DOHELG Circular IPPP 03/04

The Project Manager shall ensure that the Health & Safety Authority is
) notified of the particulars of the PSDP and H&S Coordinator appointed for
the design process, once this function transfers to the Contractor’s Designer,
using Form AF1 from the HSA website (www.hsa.ie)
5.15.2 Transfer of Safety File to PSDP

The Project Manager shall ensure that the Safety File, prepared for the scheme in
Phase 1 and developed through to Phase 5, is transferred to the Contractor’s PSDP
for the duration of the Works. Typically, the Safety File will be included with the
Tender Documents as Relevant Background Information.
5.15.3 Notification to HSA of Works Commencement

The PSCS shall notify the Health & Safety Authority of the particulars of the
proposed works prior to commencement using Form AF2 from the HSA website
(www.hsa.ie)
! It is now possible to complete the AF1 and AF2 Forms online by registering
with the HSA via the secure website (https://webapps.hsa.ie/CIRW).
5.16 Appointment of Employer’s Site Supervisory Team

The Project Manager shall, in conjunction with the NRA Inspector, appoint an
Employer’s Representative together with a Site Supervisory Team to monitor the
Works on behalf of the Employer. The Duties of the Employer’s Representative will
be as stated in the Contract. A summary of the Duties of the Site Supervisory Staff is
The Employer’s Representative shall not have the authority to vary the
) Works, save for any variations permitted under the Contract, and the Project
Manager shall ensure that the Employer does not delegate any functions or
duties in this regard without the prior approval of the NRA.
The Staff Structure for the Site Supervisory Team (or Works Requirements,
) if Consultants are used) shall be approved in advance by the NRA.
! The Works Requirements should carefully consider the requirement of the

Employer’s Site Supervisory Team and the Contractor’s Site Supervisory
Team to work together to ensure the adequate regulation and closeout of
Non-Conformance Records (NCR) and Requests for Information (RFI).

5.17 Confirmation of the Lands Made Available

The Project Manager shall ensure, prior to the commencement of the works that all
lands identified as ‘Lands Made Available’ for the purpose of constructing the Works
are available for use by the Contractor. This is particularly relevant to schemes
where a Fencing / Hedge Clearing Advance Works Contract has not been carried out
in advance of the Main Construction Contract.
The Project Manager shall ensure that a Notice of Entry is served on all CPO
) lands a minimum of 14 Days prior to the construction commencement date in
order to allow the acquiring authority and the Contractor to enter into and
take possession of the CPO lands.
! The Project Liaison Officer should make contact with landowners affected by
the Scheme as early as possible prior to the commencement of the Works in
order to ensure that the Local Authority will not cause undue disruption in
exercising its powers of acquisition. Sufficient time should be given to
facilitate the removal of livestock and crops from CPO Lands and in
particular, to allow for dwelling houses and other buildings to be vacated.
5.18 Contract Signing & Publicity Requirements
! It may be necessary to obtain expert legal advice for the preparation and
signing of the Roadworks Contract. In such circumstances, the Project
Manager should consult with the NRA Inspector in order to obtain approval
to make such an appointment and to seek a direction on the appropriate
procurement process.
Prior to the commencement of the Works,

a formal contract signing will take place
between the Contractor and the Lead
Local Authority. The Project Manager
shall liaise with the NRA Communications
Unit who will advise on whether
representatives from Government, the
Department of Transport or the NRA will
attend the Contract signing. They will also
advise on other publicity requirements
including press releases.


The NRA Audit Unit will undertake an audit of the procurement process, from
invitation to award and will seek confirmation of key decisions and confirmation that
the various documents were prepared in accordance with the legislation and policy
applicable at the time. A Checklist of the key documents required by the NRA Audit
Unit is contained in Appendix A5.14
reasonable timeframe, for a period of up to 10 years after completion of the
scheme.

accessible, digital format (e.g. Adobe Acrobat (pdf) of similar).

PHASE 5
APPENDICES

A5.1 Checklist for Design Report Review of Lands Made Available to Contractor
The Checklist for Design Report information to be reviewed as part of the
determination of Lands Made Available (LMA) to the Contractor shall include, but not
be limited to, the following provisions:
No. Provision 9
1 Health & Safety – The Scheme can be constructed, operated and
maintained within the Lands Made Available (LMA) to the
Contractor
2 Any lands with specific agreements attached that may impact on
construction
3 Road Geometry - Sufficient curvature, cross-falls, gradients and
sight distances (SSD & FOSD) are provided throughout
4 Drainage – sufficient lands available for outfalls and attenuation of
runoff from the Scheme
5 Road Type – Cross-section as proposed remains adequate for
projected traffic flows and can be accommodated within LMA
6 Earthworks – Cuttings and Embankments. Any limitations imposed
on cuttings and embankments (e.g. by the Board) can be
adequately accommodated within the LMA
7 Junctions, Interchanges & Private Accesses – In compliance with
design standards and approved strategy for junctions and
sufficient sight distance (sight visibility triangle) is available,
particularly at interface with existing road network.
8 Services – All proposed services (e.g. cable stays) can be
accommodated within LMA
9 Road Safety Audit Stage 1– The recommendations of the Safety
Audit Team can be implemented within the LMA
10 Structures – All proposed structures, including associated
temporary works, can be constructed and maintained within LMA
11 EIS Schedule of Environmental Commitments – The EIS Mitigation
measures, as approved by the Board, (e.g. Earth Bund Noise
Barriers) can be constructed within the LMA
12 EIS Mitigation Measures as approved do not impact on the design
of the Scheme in an adverse way (e.g. additional landscaping
impacting on sight distances)
13 All conditions imposed by An Bord Pleanála in approving the
Scheme can be incorporated into the Scheme within the LMA

A5.1 Checklist for Design Report Review of Lands Made Available to Contractor
(continued)
No. Provision 9
14 CPO Lands – Any CPO lands, which are not being made available
for the purpose of constructing the Scheme (e.g. lands being
transferred to private ownership), are removed from the LMA
15 Ensure lands are unoccupied and available for use,
notwithstanding the fact that they have been compulsorily
acquired.

A5.2 Checklist for Advance Works Contracts – Service Diversions, Fencing &
Hedge Clearing
The Checklist for Advance Works Contracts consisting of Service Diversions,
Fencing & Hedge Clearing shall include, but not be limited to, the following
provisions:
No. Provision 9
1 Carry out necessary liaison with utility companies and other
service providers (e.g. Electricity, telecommunications, water,
wastewater, gas, cable, broadband etc.)
2 Review mapping and records and conduct surveys as necessary
to establish nature and extent of services affected by the Scheme
3 Undertake design of civil engineering works requirements to divert
existing services in order to avoid conflict with the proposed
Scheme while taking cognisance of possible design innovations
(e.g. structure inversion) during the D-B Tender process.
4 Prepare necessary tender documents in line with approved
procurement procedure.
5 Undertake a tender process and award the contract in accordance
with the specified award criteria.
6 Ensure that the lands necessary to carry out the service diversions
are available to the contractor either by agreement or by serving
Notice of Entry.
7 Appoint PSCS, prepare method statements and notify HSA in
accordance with H&S requirements
8 Prepare As-built Drawings for incorporation into the tender
documents for the Main Roadworks Contract as Relevant
Background Information
9 Fencing – Prepare mapping and set-out data for fence line
10 Fencing & Hedge Clearing – Ensure that Notice of Entry has been
served to allow for complete segregation of the LMA from
adjoining lands
11 Fencing & Hedge Clearing - PLO Liaison with affected landowners
regarding livestock and crop removal prior to fencing / hedge
clearing
12 Fencing & Hedge Clearing – PLO to ensure that reasonable
access for landowners is maintained to severed lands

A5.3 Checklist for Advance Works Contracts – Archaeological Works

The Checklist for Advance Works Contracts consisting of Archaeological Works shall
No. Provision 9
procurement procedure to include the requirements outlined
hereunder.
with the specified award criteria.
3 Stage (i) Survey Services – Develop proposals as necessary for
archaeological surveys to include: underwater, architectural and
built heritage, townland boundaries, topographical, site specific
metal detector, geophysical and aerial surveys.
4 Stage (i) Archaeological Investigation Works - Develop proposals
as necessary for investigation works to include: Standard test
excavation (centre-line test trench), site specific test excavation by
hand and test excavation in wetland.
5 Stage (i) Reporting – Prepare reports on all works (survey services
and archaeological excavation works)
6 Stage (i) Exclusion Areas to be identified and prepared
7 Stage (ii) Pre-excavation services – Preparation of Excavation
Areas
8 Stage (ii) Pre-excavation services – Specifications for each site to
be developed by the Client
9 Stage (ii) Pre-excavation services – Develop Method Statements
for Stage (iii) Excavations
10 Stage (ii) Pre-excavation services – Obtain Ministerial directions /
licences as necessary
11 Stage (iii) Excavation Services
12 Stage (iv) Post-excavation, reporting and dissemination services

A5.4 Checklist for Advance Works Contracts – Topographical Proof Surveys

The Checklist for Advance Works Contracts consisting of Topographical Proof
Surveys shall include, but not be limited to, the following provisions:
No. Provision 9
procurement procedure to include the requirements outlined
hereunder.
2 Survey to be comprised of a proof or validation of previous
topographical surveys and/or new or additional surveys required
(e.g. to take account of changes to LMA, revised alignments etc.)
with the specified award criteria. Confirm that the necessary
insurances, including professional indemnity insurance, are in
place prior to award of contract.
4 Establish ground control in Easting, Northing and Reduced Level
with permanent ground markers to specified requirements.
Prepare a control report to confirm control is within specified
tolerances.
5 Undertake ground survey to specified grid density to generate the
digital terrain model (DTM)
6 Prepare survey of other features as specified including
buildings/structures, boundaries, roads and tracks, street furniture,
water and drainage features, slopes and earthworks features and
woods, trees and recreation areas.
7 Deliverables – preparation of 3-D string DTM for incorporation into
software packages as specified (e.g. ACAD, MX Road etc.)
8 Deliverables – Verification Drawings to specified scale, symbols,
legend and text.
9 Deliverables – Survey Report to include survey methodology,
control details, data processing methodology, confirmation of
accuracy and tolerances permitted and achieved, and
demonstrable verification of all survey data.

A5.5 Guidance on Procurement Processes - Works
Procurement Procedure based on PWCF4 Public Works Contract for Civil

Engineering Works Designed by the Contractor
START
Prepare QW1 Form for the

Main Contract Assessment
Is the
Yes Role of PSCS No
Required?
Prepare Health & Safety

Supplement to QW1 3.4.2
for PSCS
Is the
Yes Role of Designer No
Required?

for Designer
Is the
Yes Role of PSDP No
Required?

for PSDP
Are
Yes Works Specialists No
required?
Prepare a QW3A Form for

the Panel Assessment
Prepare a QW3C Form

based on the QW3A Form
for the Main Contract
Tender
FINISH

A5.5 Guidance on Procurement Processes - Works (continued)



Procurement Procedure based on PWCF4 Public Works Contract for Civil
Engineering Works Designed by the Contractor
Works Procedure with Local Authority as Contracting Agent
RESTRICTED Procedures: Tender Approval, Award of Contract
RESTRICTED
Above OJ Threshold
EU Directives
Local Authority raises

Manager's Order subject to
Approval by the NRA
NRA Approval
Alcatel Letters
1. Tender Assessment Letter
1 forwarded to all
Unsuccessful Tenderers
2. Tender Assessment Letter
2 forwarded to
Recommended Tenderer
End of stand off period
Yes Challenge? No
NRA Approval to proceed
Letter of Intent sent to

Copies of Bonds and

Insurances forwarded to IPBMI
Letter of Acceptance once all

Bonds and Insurance in place
Written Debrief should

Debriefing of Unsuccessful not contain any more
Tenders information than the
Alcatel Letters
Contract Award Notice

to OJEU


A5.6 Checklist for items to be included in the Preliminary Health & Safety Plan
The Checklist for the Preliminary Health & Safety Plan shall include, but not be
limited to, the following provisions:
No. Provision 9
1 Confirmation of H & S legislation applicable to the Contract
2 Identification of the Project Supervisor for the Design Process
(PSDP) who prepared the plan.
3 Location and Description of the scheme, identifying principal
features
4 Period for Completion of the Works
5 Other work activities on the site including privately and publically
owned services, archaeology, site access/egress etc.
6 Requirements for Notification to the HSA
7 Elements of the Works involving particular risks and outline of
mitigation measures required to minimise these risks
8 Requirements for PSCS regarding access to site for personnel,
plant and materials, access for emergency services, access for
adjacent landowners and storage of materials.
9 Requirements for continuing liaison between the PSDP and the
PSCS.
10 Documents, including legislative, contract and third party, to be
read in conjunction with the H & S Plan
11 Requirements for Project Specific Risk Assessments

A5.7 Checklist of List of Drawings to be included in the Contract

The Checklist for the List of Drawings to be included in the Contract shall include, but
not be limited to, the following provisions:
No. Provision 9
1 Contract Specific Drawings Supplied to each Tenderer including:
• Location Plan
• Lands Made Available by the Employer
• References & Co-ordinates for the design of the Works
• Traffic Management Plan
• Fencing
• Accommodation Works
• Landowner Reference numbers (CPO)
• Archaeological Sites
• Site Clearance
• Employer Approved Road Signs
2 Standard Drawings Supplied to each Tenderer:
To include any contract specific standard details prepared for the
contract.
3 Drawings brought into the Contract by reference:
To include the NRA Road Construction Details (RCDs) and any
other Standard Details (e.g. UK Highway Construction Details)
required for the Contract.

A5.8 Checklist of Items to be included as Relevant Background Information

The Checklist of Items to be included as Relevant Background Information shall
No. Provision 9
1 Information Drawings – including location plans, CPO maps
2 The Environmental Impact Statement including the Schedule of
Commitments & Ameliorative Measures and any conditions
imposed by An Bord Pleanála
3 If Mandatory EIS is not required, copy of Environmental Report
together with Part 8 Maps & Reports
4 The Design Report and plans and profiles of mainline, side roads
and interchanges
5 Service Diversions – As Built Drawings (See Section 5.2.1)
6 Ground Investigations – Factual Geotechnical Reports
(preliminary, detailed, additional)
7 Topographical survey data – Digital Terrain Model, Control
stations, proof surveys etc.
8 Archaeological Data - Results of intrusive and non-intrusive
surveys, and any other available reports
9 Information on Planning Applications
10 CPO Order, Maps & Schedules
11 Road Safety Audit Reports (Stage F & Stage 1)
12 Drainage Data – design, carriageway drainage, outfalls,
attenuation
13 Approvals – OPW Section 50 Consents, NRA Structures
Approvals, CIE Railway Approvals
14 Preliminary Health & Safety Plan (See Section 5.6.1)

A5.9 Indicative Timeline of the Tender Process (Stage 2)

This timeline relates to the Stage 2 tender period and is indicative only.

A5.10 Dealing with Tender Queries

The following figures illustrate the steps to be followed when dealing with General
and ‘Commercial in Confidence’ Tender Queries:
TENDERER NO. 1
TENDERER NO. 2
EMPLOYER RESPONSE TENDERER NO. 3
TENDERER NO. 4
TENDERER NO. 5
Fig. 1: General Query – Response issued to ALL Tenderers.
TENDERER NO. 1
TENDERER NO. 2
EMPLOYER TENDERER NO. 3
TENDERER NO. 4
TENDERER NO. 5
Fig. 2: Commercial in Confidence Query – if confirmed Comercial in
Confidence Query by Employer, then Response issued to that Tenderer only.
1
TENDERER NO. 1
TENDERER NO. 2
2
EMPLOYER RESPONSE TENDERER NO. 3
TENDERER NO. 4
TENDERER NO. 5
Fig. 3: Commercial in Confidence Query – if Not confirmed Comercial in
Confidence Query by Employer, then:
1. Employer Informs Tenderer of Non-Comercial in Confidence Query,
2. Tenderer may withdraw the Query. Otherwise Response issued to ALL Tenderers.

A5.11 Tender Report (Sample Template)

The Tender Report shall include, but not be limited to, the following provisions:
1.0 Introduction
• General overview of the Scheme Works Requirements.
• Project Particulars including Employer, Employer’s Representative, Contract
Type, Procedure Type.
• Summary of the tender process to date including pre-qualification, tender
period, consultation meetings, facilitation meeting, uncorrected tenders.
2.0 Overview of Tenders Received

• Confirmation of Tenders received on or before the Closing Date (including
confirmation of compliance with local authority tender opening procedure, if
applicable).
• Summary of Tender disqualified, if any and reasons for disqualification.
• Confirmation of compliant tender submitted as D1, D2 or D3 tenders.
• Confirmation of Tender Documentation received including Form of Tender,
Pricing Document and information required in the Instructions to Tenderers.
• Confirmation of receipt of Consolidated Works Proposals in accordance with
the Instructions to Tenderers.
3.0 Assessment of Tenders Received

• Confirmation that an assessment has been carried out on whether any
Grounds for Exclusion apply.
• Confirmation that no qualified tenders or equivocal statements were received,
and where applicable, confirmation that the procedure for dealing with
qualified tenders or equivocal statements as outlined in the Instructions to
Tenderers was complied with
• Confirmation that all tenders received were as designated by the Contractor
(i.e. D1, D2 or D3)
• Where applicable, confirmation of process for dealing with Non-compliant
tenders was followed as outlined in the Instructions to Tenderers.
• Assessment to examine whether abnormally low tenders were submitted and
if applicable, details of breakdown of rates and prices and/or details of any
adjustments to rates and prices.

• Overview of Comparative Cost of Tenders, calculated in accordance with the

Instructions to Tenderers
• Confirmation of information submitted including Form of Tender and Schedule
and other information required as outlined in the Instructions to Tenderers
• Comparison of Breakdown of Tender Totals submitted with the Pricing
Document with sensitivity analysis based on the average for all tenders.
• Confirmation that Preliminaries and Mobilisation costs do not exceed the
proportion of the tender sum as stated in the Preamble to the Pricing
Document.
• Details of arithmetical checks on tenders including independent arithmetical
checks.
• Summary of Assessment of Tenderers including confirmation of tenderer who
submitted Lowest Comparative Cost of Tender.
• Confirmation that a Post-tender Meeting was held between the Employer and
the tenderer who submitted Lowest Comparative Cost of Tender
• Comparison of Lowest Comparative Cost Tender with Pre-Tender Cost
Estimate
4.0 Assessment of Consolidated Outline Proposals / Conceptual Design

Proposals of the Lowest Comparative Cost Tender
• Confirmation that the Conceptual Design proposals comply with the Works
Requirements and do not vary substantially from the Consolidated Outline
Proposals
• Summary of Employer response to Consolidated Outline Proposals and any
comments or observations by the Employer to the Conceptual Design
Proposals
• Confirmation that applications for Departures from Standards submitted as
part of the Consolidated Outline Proposals have been approved by the NRA
Standards Manager and that no additional Departures are included in the
Conceptual Design Proposals
• Confirmation that Design & Check Certificates as required by the Instructions
to Tenderers have been satisfactorily submitted
• Confirmation that Stage 1 Road Safety Certificates as required by the
Instructions to Tenderers have been satisfactorily submitted

5.0 Assessment of Other Information to be submitted with the Tender as

required by the Instructions to Tenderers
• Confirmation of the provision of a Form of Undertaking to Provide a
Performance Bond
• Confirmation of the provision of a Form of Undertaking to Provide a Parent
Company Guarantee
• Confirmation of the provision of a Form of Undertaking [Project Supervisor for
the Design Process (PSDP) and Project Supervisor for the Construction
Stage (PSCS)]
• Confirmation of written confirmation from the Tenderer that it has consulted
with or endeavoured to consult with relevant third parties including authorities,
utilities (public and private) and other service providers.
• Confirmation of receipt of proposed execution methods including traffic
management proposals
• Confirmation that Conceptual Design proposals are located entirely within the
Lands Made Available by the Employer together with any clarifications from
the tenderer where some or all of the design proposals are not within Lands
Made Available.
• Confirmation of receipt of an Outline Quality Plan which complies with the
requirements of the Instructions to Tenderers
• Identification of key personnel including site staff, designers, checkers and
safety auditors. Specialist staff including archaeologists and other
environmental staff required to be in attendance. Nominated sub-contractors

• Confirmation of receipt and assessment of all tenders
• Confirmation on number of disqualified tenders, if any
• Summary of corrections made to Comparative Cost of tenders, if any
• Confirmation of the tenderer who submitted the lowest comparative cost of
tender and that the tender was submitted in accordance with the Instructions
to Tenderers and was either a D1, D2 or D3 tender
• Confirmation that the Conceptual Design submitted by the lowest comparative
cost tenderer represents a reasonable response to the Works requirements
• Confirmation that the lowest comparative cost tenderer is competent to fulfil
the role of PSDP and PSCS
• Recommendation that the lowest comparative cost tenderer be appointed
subject to submitting all information and meeting all qualifying criteria required
by the Contract in the amount of the corrected comparative cost of tender
excluding VAT.

Items for inclusion as Appendices in the Tender Report

• Copy of all Notices (PIN & Contract) in newspaper, e-tenders and OJEU
• Copy of notices sent to tenderers identifying, in ascending order, the
uncorrected comparative cost of tenders received on or before the Closing
Date.
• Copy of assessment of breakdown of tenders included in Pricing Document
and Comparative Cost including sensitivity analysis of lowest comparative
cost tender with other tenders.
• Copy of Independent Arithmetical Check on tenders.
• Copy of Minutes of Post-tender Meeting together with written acceptance of
the minutes by the lowest comparative cost tenderer. Where applicable,
copies of written post-tender clarifications provided which do not form part of
the post-tender meeting.
• Copy of results of pre-qualification of Tenderers (Stage 1).
• Copies of insurances (PI, PL, EL) together with copy of IPBMI Report on
these insurances.
• Copies of all other post-tender correspondence between the Employer and
the lowest comparative cost tenderer.
• Copy of other documentation including, inter alia, pension & sick pay
participation, compliant rates of pay, plant & human resources, key personnel,
nominated sub-contractors.

A5.12 Tender Award Recommendation Sheet (Sample Template)

The template for the Tender Award Recommendation Sheet shall include, but not be
limited to, the following:
Part 1 to be completed by Project Manager
Project Title
NRA Project Ref. No.
DoF Contract Type

Procurement Procedure
(Open/Restricted/Negotiated)
Brief Description of the Project
Relevant Dates
Date of PIN Notice
Date of OJEU Contract Notice
Date of e-tenders Contract Notice
Latest Date for Expressions of Interest
Closing Date for Receipt of Tenders
Shortlisting
No. of Expressions of Interest
Date of Shortlisting
No. Shortlisted
Summary of Tenders
Tenderer Tender Total per pricing Comparative Cost of
document (excl VAT) Tender (excl VAT)
Comments

Award Recommendation
Date of Tender Report
Tender Total
Anticipated Commencement Date
Time for Completion / Duration
Signed Date
Project Manager
Part 2 to be completed by NRA
Recommended by Date
Engineering Inspector
Endorsed by Date
Regional Manager
Approved by Date
Head of Major Projects
Authorised by Date
Head of Engineering
Operations
Noted by Date
Chief Executive
Submit to Board YES NO Date

A5.13 Summary of Duties of the Site Supervisory Staff

The Duties of the Site Supervisory Staff shall include, but not be limited to, the
following:
• Provide for the monitoring of the Works to ensure that they are constructed in
accordance with the Works Requirements and the Contract.
• Maintain adequate site records including the preparation of Non-Conformance
Reports (NCR) as required and ensure that NCRs are properly closed off to
the satisfaction of the Employer’s Representative.
• Fulfil Client Health & Safety obligations during the execution of the Works.
Carry out routine H & S inspections. Ensure that key personnel are promptly
informed in the event of a Notifiable Incident on site
• Prepare recommendations on interim / milestone payments
• Prepare Justification Reports, as required by the Project Manager, in support
of Change Order Requests.
• Prepare recommendations on applications for compensation events allowable
under the Contract
• Provide all necessary backup information to the Project Manager in order to
claim payments from the PRS System
• Prepare agendas and minutes for Site Progress Meetings and circulate to Key
staff
• Provide briefings at Scheme Monitoring Meetings as required by the NRA
• Prepare Progress Reports, including progress photographs, at monthly
intervals or such other periods as required by the NRA.
• Agree ‘As Built’ Drawings with the Contractor and approve final issue
• Provide Backup on the assessment of validity of Contractual Claims
• Prepare recommendations on the Final Account
• Provide Backup services for Conciliation / Arbitration on Final Account
• Provide backup information to the Project Manager in the preparation of the
Final Account Report
• If required, monitor issues during the maintenance period
• Prepare for the handover of PSDP duties from Contractor to Client following
the Completion of the Works
• Ensure that the Safety File is transferred from the PSCS to the Client
following the Completion of the Works


The Checklist for Phase 5 information to be retained for the NRA Audit Unit shall
No. Provision 9
1 Record of approvals to proceed with Advance Works Contracts,
including, where applicable, record of tender process (invitation,
assessment and award) for each contract
2 Record of Decision to proceed on basis of Contract & Procurement
Type (e.g. Civil Engineering Works Designed by the Contractor
using Restricted Procedure)
3 Copy of NRA Approval to proceed with Tender Process
4 Record of Tender Notices (PIN, Contract & Contract Award) in
local and national press, e-tenders and OJEU
5 Record of pre-qualification assessment and short-listing of
tenderers
6 Record of issuing Tender documents to shortlisted tenderers
including any Tender Bulletins or additional information
7 Record of receipt of tenders on or before Closing Date including
where applicable, record of tender opening in accordance with
Local Authority procedure
8 Copy of notification of tenderers with uncorrected tender totals
9 Copy of Tender Report including recommendation to award the
Contract
10 Copy of NRA Approval to award the Contract
11 Copy of LA Manager’s Order to award the Contract
12 Copy of ‘Alcatel’ Letters and Letter of Intent
13 Copy of Letter of Acceptance
14 Record of Contract Signing including all model forms
15 Record of Collateral Agreement appointing Contractor as PSCS
and PSDP
16 Record of LA Manager’s Order appointing Contractor as PSCS
and PSDP
17 NRA Approval of appointment of Site Supervisory Team


NATIONAL
A ROADS AUTHOR
RITY
MENT GUIDELINES
INTRODUCTION

S

E
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
Phase 5 ADVANCE
UMENTS
PREPARA
ATION, TEND
DER & AWA
ARD
P
Phase 6 CONNSTRUCCTION &
IMPLLEMENTTATION
Phase 7 HANDOVER
R, REVIEW & CLOSEOUT

2010 Project Management Guidelines Construction & Implementation
Notes

Phase 6 Construction & Implementation - Process Map

Phase 6 Construction & Implementation
6.0 Purpose
The purpose of Phase 6 is to provide guidance on the proper administration of the
Main Construction Contract and on the management of the entire Scheme during the
Construction and Implementation Phase.
6.1 NRA Construction Contract Administration Manual

In addition to the Main Construction Contract and the Conditions for Engagement of
Consultants, Contract Administration for the Main Construction Contract shall be
carried out in accordance with:
NRA Construction Contract Administration Manual.
Further guidance on the implementation stage of Civil Engineering projects procured
under Department of Finance Conditions of Contract is provided by the CWMF in:
GN 3.1 Implementation Process
The Project Manager shall ensure, prior to commencement of the Contract, that a
person has been appointed to act as Employer’s Representative in accordance with
the requirements of the Main Construction Contract, if this appointment has not
already been made.
The functions and duties of the Employer’s Representative shall be limited to

) those stated in the Contract. These functions and duties are outlined in
Guidance Note GN 3.1 Implementation Process. Overall responsibility for the
delivery of the Scheme shall remain with the Project Manager.
! On some schemes, the Project Manager may act as proxy for the Employer
and may, for the purposes of the Contract, fulfil a number of the functions
and duties of the Employer. In such circumstances, it is important that these
arrangements are clearly communicated to the Contractor and to the
Employer’s Representative.
! On some schemes, the Employer may, in conjunction with the NRA, appoint
a Project Engineer for the Construction Stage (PECS). If appointed, the
PECS will also fulfil the role of the Project Manager as outlined in these
guidelines for this Phase.

The duties of the Project Engineer Construction Stage are summarised in Appendix
A6.1. The appointment of a Project Engineer Construction Stage for the Scheme
shall be subject to the approval of the NRA Regional Manager.
Prior to the completion of the Contractor’s Earthworks design and in order to ensure
that adequate provision has been made for traffic signs, particularly on steep
embankments or in cuttings, the Employer’s Representative shall ensure that the
Contractor’s designer completes Phase C Sign Design and accordance with the
NRA Traffic Signs Approval Procedure and submits it to the NRA Signs Approval
Section. Requirements for lining should similarly be referred.
The Contractor will be required to prepare an Environmental Operating Plan (EOP)
in accordance with the NRA Guidelines for the Creation, Implementation and
Maintenance of an Environmental Operating Plan. This Plan should be audited by
the Employer’s Representative and should thereafter be referred by the Project
Manager to the NRA Environment Unit for review.
In addition, the Contractor will be required to comply with requirements for waste
arising from site operations in accordance with the NRA Guidelines for the
Management of Waste from National Road Construction Projects.
6.1.1 Construction Stage Monitoring Meetings

The Construction Stage Monitoring Committee shall meet with the Employer’s
Representative at pre-defined intervals during the construction phase to discuss
progress and expenditure on the Main Construction Contract and shall also discuss
site specific issues including Health & Safety, Programme, Non-Conformance
Records, Compensation Events, Claims,
Contract Risk, Environmental Operating
Plan, Traffic Management and Contractor’s
Design Proposals including Value
Engineering.
The Construction Stage Monitoring
Committee shall also meet separately on
the same date to discuss overall Scheme
progress, quality and expenditure.
6.1.2 Monthly Reports / Financial Reports / Payments

The Employer’s Representative shall prepare Monthly Progress Reports and
Financial Reports relating to the Main Construction Contract in accordance with the
requirements of the Contract and as outlined in the NRA Construction Contract
Administration Manual. These reports shall be submitted to the Project Manager for
review.

The Project Manager shall be responsible for submitting Monthly Progress

) Reports and Financial Reports relating to the Contract to the NRA Inspector.
The Employer’s Representative shall receive interim applications for payment from
the Main Contractor and shall determine the amount payable in accordance with the
Contract. The Employer’s Representative shall submit a recommendation for
payment to the Project Manager and/or Employer.
The Project Manager shall ensure that payments are issued following receipt
) of the Employer’s Representative’s recommendation within the period
specified in the Contract.
! The Project Manager will also be required to submit applications for payment
to the NRA via the Project Reporting System (PRS) in order to draw down
payments from the Scheme Grant. As interim payments will typically exceed
the thresholds in PRS for which supporting documentation is required, the
Project Manager should ensure that such documentation is provided for
upload to the PRS System, so that payments are appropriately and promptly
claimed from the Scheme Grant.
6.1.3 Risk Management

The Employer’s Representative shall prepare and maintain a Construction Contract
Risk Register in accordance with the NRA Construction Contract Administration
Manual. This Risk Register shall form part of the Scheme Risk Register, prepared in
accordance with the NRA Cost Management Manual.
The Project Manager shall be responsible for incorporating the risks

) identified in the Construction Contract Risk Register into the Scheme Risk
Register and for ensuring that Risk Contingencies are released, reduced or
transferred to Scheme Base Cost, as the scheme progresses, as outlined in
the NRA Cost Management Manual. Further commentary on the Scheme
Risk Register shall be provided in the form of a Risk Summary as described
in the NRA Construction Contract Administration Manual.
6.1.4 Change Orders (Requests & Approvals)

The Employer’s Representative may approve Change Orders to the threshold
amount specified in the Schedule (Part 1A) to the Contract. Change Orders in
excess of this threshold amount may only be approved by the NRA.

The Project Manager, through the Employer’s Representative, shall prepare a

Justification Report for Change Order requests in excess of the threshold amount. A
Template outlining the items to be included in the Justification Report is contained in
Appendix A6.2.
The Project Manager shall complete and sign the NRA Request for Approval of
Change Form, a copy of which is contained in the NRA Construction Contract
Administration Manual. This form shall also be signed on behalf of the Employer by
the relevant Director of Services.
The Project Manager shall submit the Justification Report, together with the
) signed NRA Request for Approval of Change Form to the NRA Inspector for
approval. The Project Manager shall ensure that no payments are made in
respect of this Change Order, until formal NRA Approval is received.
6.1.5 Departures from Standards /

Specification
The Employer’s Representative shall
continue to monitor the Contractor’s
compliance with all design standards,
including the Roadworks Specification,
and shall ensure that any non-
compliance with the Standards /
Specification is regularised by means of
approvals from the NRA DMRB
Departures Manager.
In this regard, it should be noted that under no circumstances will the NRA DMRB
Departures Manager retrospectively approve applications for Departures from
Standards and/or Specification.
! It is important that the number of applications for Departures from Standards

and/or Specification is kept to an absolute minimum during the construction
stage as there may be a substantial risk to the Contract and/or the Total
Scheme Budget if the Departure Application is refused.
6.1.6 Claims / Compensation & Delay Events

The Employer’s Representative shall receive, acknowledge and process claims for
compensation and delay events and other contractual claims and shall maintain a
Register of these Claims in accordance with the Contract and the NRA Construction
Contract Administration Manual.

The Employer’s Representative shall notify the Project Manager of claims /

compensation and delay events as and when they arise and shall advise on the
validity or otherwise of these claims and on the potential liability to the Employer.
The Project Manager shall notify the NRA Inspector if there is a claims
) liability which may impact on the Scope of the Scheme (time, cost, quality)
and/or if there is an impact on the Total Scheme Budget. The NRA will
advise on how to deal with any changes to the scope of the Scheme.
! It is advisable that the Project Manager should informally notify the NRA
Inspector of any potential contractual claims as soon as the Employer’s
Representative becomes aware of them, regardless of whether the
Contractor has issued formal Notice of a Claim to the Employer.
The Employer’s Representative shall maintain such records as necessary in order to

properly assess and make a considered determination on any claim(s) submitted,
particularly where the issue of quantum is being claimed or disputed.
6.1.7 Value Engineering

The Contractor may, in accordance with the Contract, submit Value Engineering
proposals on either the design or construction of the scheme which may:
i. Reduce the cost of the Contract
ii. Accelerate the time for completion of the Contract or
iii. Improve the quality of the end product
It is imperative that value engineering proposals do not adversely impact on the
Scope of the Scheme i.e. on time, cost or quality.
The Employer’s Representative shall consider value engineering proposals and shall
establish and maintain a Value Proposals Register in accordance with the NRA
Construction Contract Administration Manual.
The Project Manager shall submit the Contractor’s Value Engineering

) proposals to the NRA Inspector for consideration as part of the Value
Management Strategy as outlined in the NRA Cost Management Manual.
! It should be noted that Value Engineering proposals must not lead to an

increase in Whole Life Cost or in an additional maintenance liability.
The Contractor should confirm to the Local Authority that the changes / value
engineering proposals are fully in compliance with statutory approval.

QUALITY
STANDARD OF
QUALITY
MAINTAINED
AGREED SCOPE
VALUE ENGINEERING
REVISED SCOPE
REDUCTION SCOPE
IN COST
ACCELERATED
PROGRAMME
COST TIME
Fig. 6.1 Example of Impact of Value Engineering on the Scope of the Scheme.
6.2 Updated Target Cost (TC3)

An updated Target Cost 3 (TC3) shall be prepared in accordance with the NRA Cost
Management Manual taking account of the Contract Sum and any changes to base
costs for other headings in the Scheme Base Cost (e.g. Land & Property).
It is generally expected that the TC3 Cost Estimate will not impact on the
) Total Scheme Budget (TSB) determined at Phase 5. In exceptional
circumstances, where it is felt that an adjustment to the TSB is necessary,
the NRA Cost Estimation Unit will determine the adjusted TSB in conjunction
with the Regional Manager and Head of Major Projects.
6.3 Land & Property

The Project Manager shall transfer the pre-tender Land & Property Cost Estimate to
the Land Acquisition Schedule, a template for which is contained in the NRA Cost
Management Manual. As the scheme progresses and land agreements are reached,
the actual land acquisition costs should also be recorded in the Land Acquisition
Schedule to provide an updated Target Cost and ultimately a Final Outturn Cost, for
Land & Property.
The actual Land & Property costs should include a breakdown of total compensation
paid to each landowner, together with other costs such as interest, claimant and
Local Authority fees and land transfer fees.

The Project Manager shall ensure that the Scheme Property Valuation
) Consultant provides the information required for inclusion in the Land
Acquisition Schedule as and when land agreements are finalised.
6.3.1 PLO, Contractor and Landowner Interaction

The Project Liaison Officer (PLO) appointed for the scheme shall ensure that the
provisions of the Agreement between the IFA, DOE and NRA in December 2001 are
implemented during the construction, in particular with respect to the provision of
reasonable access to retained lands during construction and to the implementation
of agreed accommodation works.
! If difficulties arise, the PLO should communicate the difficulties of affected

landowners to the Contractor (only after discussing/agreeing with the ER and
Project Manager) and should endeavour to ensure that all reasonable
landowner requirements are met without adversely impacting on the Scope
of the Contract.
6.3.2 Land Agreements and Accommodation Works
The Project Manager shall ensure that where land agreements are reached
) and where satisfactory evidence of title has been furnished and vacant
possession confirmed, payments are issued in accordance with the
provisions of the IFA/DOE/NRA Agreement, December 2001 subject to the
availability of funding.
The Project Manager shall further ensure that the claimant’s and the Local
Authority’s legal, valuation and other fees are discharged in accordance with current
NRA policy.
It may also be necessary to obtain the prior approval of the NRA where the
compensation amounts in land agreements exceed certain prescribed thresholds.
The Project Manager should liaise with the NRA Land Acquisition Unit to confirm the
monetary threshold which requires prior NRA approval.
Accommodation Works agreed prior to tender should be included as part of the
Works Requirements. However, it may not be possible to agree all accommodation
works at that stage and in such circumstances, the Project Manager should include
in the Works Requirements, the projected accommodation works which will be
required for the landowners’ retained lands.

Due to the limitations of the Contract, it may not be possible to agree

) accommodation works at Phase 6 over and above those agreed or projected
at Phase 5. The Project Manager shall liaise with the NRA Inspector and the
NRA Land Acquisition Unit as appropriate if additional accommodation works
are being sought and if they are critical in terms of reaching agreement.
Alternative means of providing these accommodation works or of providing
payment in lieu should be examined as they are likely to require a Change
Order to the Main Contract if not contained in the Works Requirements.
6.3.3 Property Arbitration (if required)

It may not be possible in all instances to
reach agreement with affected
landowners. The CPO/MO processes
allow for the determination of
compensation by independent
assessment in the first instance and
subsequently by means of Arbitration
through the High Court Reference
Committee.
Due to implications for costs, in the case of arbitration cases referred to the
) High Court Reference Committee, the Project Manager shall liaise with the
NRA Land Acquisition Unit to confirm whether an ‘Unconditional Offer’
should be prepared by the Property Valuation Consultant and submitted to
the Claimant and the Arbitrator.
Lands which are the subject of the Agreement between the IFA, DOE and NRA in
December 2001 have recourse to independent assessment through the Chartered
Institute of Arbitrators. This assessment is non-binding on either party but should be
availed of prior to referring the case to arbitration through the High Court Reference
Committee.
In both forms of independent assessment, but particularly in the case of High

) Court Arbitration, the Project Manager should consult with the NRA Inspector
regarding the necessity to obtain expert legal advice and the appropriate
form of procurement for such expert legal advice.

6.4 ‘As-Built’ Document Requirements

The requirements for ‘As–Built’
documents are set out in the General
Works Requirements (Volume A Part 3).
The particular requirements for ‘As-Built’
drawings are set out in the Particular
Works Requirements (Volume A Part 4).
The requirements for ‘As-Built’ drawings
and documents for Structures are set
out in NRA BD 2 ‘Technical Acceptance
of Structures on Motorways and other
National Routes’.
A copy of the ‘As-Built’ drawing and document requirements for use on NRA-funded
schemes is available from the NRA Procurement Extranet. The NRA Procurement
Unit should be contacted to access this information and to verify that the documents
are the most up-to-date versions.
The Project Manager, through the Employer’s Representative, shall ensure

) that ‘As–Built’ documents are prepared by the Contractor in accordance with
the Contract and handed over to the Employer upon completion of the
Works.
The Employer’s Representative should further ensure that the Contractor’s Designer
includes a copy of the ‘As–Built’ documents in the Safety File.
6.5 Archaeology
Pending results from the Advance Works (Stages (i) and (ii)) and Resolution Works
(Stage (iii)), the Project Manager shall liaise with the NRA Project Archaeologist
regarding the archaeological works required during the Main Construction Contract.
This may include archaeological monitoring of the topsoil stripping along the
scheme, while exclusion zones may also be present on the site if archaeological
resolution works have not been completed prior to the commencement of the Main
Construction Contract.
Monitoring of topsoil stripping during the Main Construction Contract may also
include consultation with the Department of the Environment, Heritage and Local
Government (DOEHLG). If the risk of finding archaeological remains has not been
transferred to the main Construction Contractor, a tender process may also be
required in order to engage the services of an archaeological consultant to carry out
the monitoring of topsoil stripping, the resolution of features found during the works
and the reporting of the findings.

In the event of archaeological sites/features being uncovered during

) monitoring of topsoil stripping, the Project Manager shall liaise with the NRA
Project Archaeologist to establish the preferred means of preservation (i.e.
preservation by record or preservation in situ).
The Project Manager shall liaise with the NRA Project Archaeologist to
) ensure that any commitments made in the Environmental Impact Statement
regarding the protection of the archaeological heritage are adhered to during
the Main Construction Contract.
The Project Manager shall liaise with the NRA Project Archaeologist to ensure that
the deadlines for the completion of the archaeological excavations within the
exclusions zones are met. The NRA Project Archaeologist will in turn liaise with the
Project Manager regarding the handing over of these zones to the Contractor.
In the event that a National Monument is uncovered during the Main Construction
Contract, the Project Manager shall liaise with the NRA Project Archaeologist in
order to protect the site until formal decisions have been taken regarding its
preservation as per the National Monuments Acts 1930-2004 and subsequent
amendments thereof.
6.6 Official Road Opening

The completion of road construction is
marked by an Official Road Opening
Ceremony. This usually takes place
immediately prior to the opening of the
road to traffic although this may not be
possible for all Schemes.
The Project Manager shall liaise with the NRA Communications Unit
) regarding the publicity requirements for road opening ceremonies. A
Checklist of items to be considered as part of an Official Road Opening
Ceremony is contained in Appendix A6.3
The Project Manager shall ensure that the Employer’s Representative has
) issued a Certificate of Substantial Completion to the Contractor in
accordance with the Contract prior to the Official Road Opening Ceremony.

! The Employer’s Representative should confirm that all Road Safety Audits
(at Stages 2 and 3) have been carried out in accordance with the Works
Requirements prior to the Official Road Opening Ceremony.
The NRA Communications Unit has produced specific Guidelines for Road Opening
Ceremonies and the Project Manager should obtain a copy of these guidelines from
the Unit.
! Prior to the official road opening ceremony, the Employer’s Representative

should ensure that the Contractor has completed Phase D Validation of As-
Constructed Signs in accordance with the NRA Traffic Signs Approval
Procedure and submits it to the NRA Signs Approval Section.
Prior to the official road opening ceremony, the Employer’s Representative shall
liaise with the PSDP to inspect the Safety File and ensure that all Health & Safety
issues are satisfactorily closed out prior to the opening of the road to traffic.
6.7 Final Account

Following the Substantial Completion of the Works, the Contractor shall be obliged to
submit a Final Statement of Account in accordance with the Conditions of Contract.
The components of the Final Account are as described in the NRA Construction
Contract Administration Manual. The Employer (through the Employer’s
Representative or such other person(s) authorized to act on its behalf) and the
Contractor should make attempts to resolve the Final Account by agreement. Where
agreement cannot be reached, either party may notify the other of their intention to
refer the Dispute to Conciliation. The process of Conciliation is as outlined in the
Conditions of Contract. Where agreement cannot be reached through Conciliation,
the Contract provides for binding resolution through Arbitration.
Further guidance on resolving disputes is provided by the CWMF in:
GN 3.1 Implementation Process
AR 1 Arbitration Rules for use with Public Works and Construction Services
Contracts
In the event that a Final Account (or any part thereof) is referred to
) Conciliation (and/or Arbitration), the Project Manager shall consult with the
NRA Inspector to confirm whether it is in order to engage expert/legal
advisors to assist in preparing the Employer’s case at
Conciliation/Arbitration. In such circumstances, the Project Manager should
also agree the appropriate procurement process with the NRA Inspector.

! The Employer’s Representative (and, where applicable, the expert advisors)

should make a fair assessment of payments deemed payable to the
Contractor under the Contract and as outlined in the Final Statement of
Account. Such payments should be discharged immediately in order to avoid
incurring an interest charge as provided for in the Contract and/or incurring a
subsequent claim from the Contractor for financial/consequential losses.
Where the Final Outturn Cost of the Final Account (as agreed or as
) determined by Conciliation or Arbitration) exceeds the Tender Sum, the
Project Manager shall be required to obtain the approval of the NRA to
discharge the balance payable to the Contractor. Similarly, it may also be
necessary to obtain a Manager’s Order or similar approval from the Local
Authority acting as Employer.
6.8 Final Account Report

Once the Final Outturn Cost of the Final Account has been determined, The Project
Manager, in conjunction with the Employer’s Representative, shall prepare a Final
Account Report relating to the Main Construction Contract. A Template outlining the
items to be included in the Final Account Report is contained in Appendix A6.4.
The Final Account Report should include a statement of ‘Lessons Learned’ from the
Main Construction Contract. This should highlight both the positive and negative
aspects of the Contract. These lessons learned will be transferred to a National
Database which will inform the NRA of improvements that can be made to standards
and policy for future Contracts.
! In many cases, the determination of the Final Account may be a protracted

process, particularly in the event of a dispute. As a result, the Final Account
Report may not be finalised until Phase 7. In such circumstances and in the
event that the Employer’s Representative is no longer retained, the Project
Manager should ensure that all information and records necessary to
complete the Final Account Report have been retrieved from site.
The Project Manager shall submit the Final Account Report to the NRA for
) approval. The ‘Lessons Learned’ section of the Report shall be extracted for
referral to the NRA Strategic Planning Unit for inclusion in the National
‘Lessons Learned’ Database as part of the Post-Project Review Process.
(Refer to Section 7.9)


The NRA Audit Unit may undertake an audit of the construction and implementation
process, from commencement to completion and may seek confirmation of key
decisions and confirmation that the various documents were prepared in accordance
with the legislation and policy applicable at the time. A Checklist of the key
documents required by the NRA Audit Unit is contained in Appendix A6.5
scheme.

accessible, digital format (e.g. Adobe Acrobat (pdf) or similar).
6.10 Deliverables & Requirements for Closeout

For the purposes of these Guidelines, Phase 6 will
conclude when the Main Construction Contract has
reached substantial completion and when the
Employer’s Representative has issued a Certificate
of the Date for Substantial Completion to the
Contractor in accordance with the Contract.
It is recognised that many of the key deliverables
required for Phase 6, in particular the Final Account
Report, may not be completed by the Date for
Substantial Completion.
These deliverables will therefore carry forward to
Phase 7. In addition, any monies due to the
Contractor from the Final Account may also carry
forward to Phase 7 expenditure, (including the
balance of retention monies).
The Project Manager shall advise the NRA Inspector of deliverables that will
) be required to carry forward to Phase 7 and shall also advise of any
outstanding payments and/or deductions to be made from the Main
Construction Contract under PRS 2.0 after the conclusion of Phase 6.

PHASE 6
APPENDICES

A6.1 Summary of Duties of the Project Engineer Construction Stage (PECS)

The Duties of the Project Engineer Construction Stage (PECS) shall include, but not
be limited to, the following:
• Responsible for liaison with the Employer, Employer’s Representative, the
NRA Inspector and other relevant third parties.
• Ensure timely response to NRA queries and delivery of NRA requests for
information.
• Ensure completion, in conjunction with the Project Liaison Officer (if different),
of all outstanding land acquisitions.
• Agree and complete, in conjunction with the Project Liaison Officer, all
outstanding accommodation works and advise the Employer’s Representative
of the requirement to prepare/approve Change Orders.
• Provide additional liaison between the Contractor, Employer’s Representative
and affected landowners during the construction of the Scheme.
• Take responsibility for Value Engineering during construction to ensure an
economical whole-life cost while maintaining quality requirements.
• Prepare and submit Justification Reports for Change Orders in excess of the
limits permitted under the Contract.
• Co-ordinate responses to Contractors Requests for Information.
• Co-ordinate the Road Opening Ceremony.
• Ensure Contractor complies with procedure for Applications for Departures
from Standards and/or Specification.
• Monitor overall Scheme expenditure and ensure that monthly returns are input
correctly in the PRS 2.0 system.
• Facilitate and support the Employer and Employer’s Representative in
negotiations with the Contractor on the Final Account including dispute
resolution, if required.
• Attend all Scheme Monitoring Meetings, Site Progress Meetings and such
other meetings as required by the Employer (e.g. Council and Local Area
Meetings etc.).
• Prepare briefing documents for these meetings and such other publicity
information as required by the Employer and NRA.
• Liaise with NRA Project Archaeologist to ensure mitigation measures are
implemented and that archaeological reports are prepared in a timely manner.
• Ensure the hand-over of the Safety File and ‘As-Built’ documents to the
Employer at the completion of the Works.
• Ensure that NRA Audit Requirements are met as outlined in Appendix A6.5

A6.2 Justification Report seeking NRA Approval of a Change Order (Sample

Template)
The following template outlines the items to be included in a Change Order
Justification Report:
1.0 Introduction
• Scheme Description.
• Contract Details including Conditions of Contract.
• Finance Details including Tender Sum, Contract Expenditure to Date, Total
Scheme Budget.
2.0 Description of the Change Order

• Detailed description of the nature and extent of the Works necessitating the
Change Order.
• Details of the particular Contract Clause(s) to which the proposed Change
Order relates.
3.0 Reason for the Change Order

• Outline of the reasons why these Works do not form part of the Works
Requirements included in the Contract.
• Outline of the risk to the Contract and the Scheme if the Change Order is not
approved (budget, programme, quality, claims etc.)
4.0 Alternative Measures Considered

• Outline of the measures, if any, which were considered as an alternative to
the proposed Change Order including an outline of cost estimates of these
alternative measures.
• Provide evidence of the value engineering opportunities, if any, availed of for
the alternative measures and the Change Order.

5.0 Detailed Costing of the Change Order

• Provide detailed breakdown of the proposed Change Order Cost Estimate.
• Confirm basis of valuation (i.e. based on tender pricing document, Contractor
fair valuation).
• Confirm that valuation is inclusive of all items necessary to complete the
Works outlined in the Change Order including, inter alia, preliminaries,
mobilization costs, out-of-sequence working, plant, labour, materials etc.
• Confirm that the Contractor will not submit a further claim (e.g. for
consequential losses) arising from the Change Order.
6.0 Funding
• Provide details of how the Change Order can be funded (i.e. through
contingencies, risk provision or other sources).
• Provide details, if any, of how the cost of the Change Order can be offset
against the Contract (e.g. through savings made in value engineering).
7.0 Recommendation
• Provide a statement to the effect that, “having examined the requirement for
the Change Order including any alternative measures considered, the Change
order as outlined in this Justification Report is recommended for approval.”

A6.3 Checklist of Items to be considered for Official Road Opening Ceremony

The Checklist of items to be considered for Official Road Opening Ceremonies shall
include, but not be limited to, the following:
No. Provision 9
1 Obtain the current version of the NRA Road Opening Guidelines
from the NRA Communications Unit.
2 Publicity Requirements – All publicity information (brochures,
invitations, plaque etc.) to feature logos and taglines of Transport
21, NDP, Department of Transport, NRA, Local Authorities and
where appropriate, EU. Ensure that this information is prominent at
the roadside ceremony (typically by use of flags).
3 Identify through the NRA Communications Unit the person (usually
a cabinet minister) who will officially open the scheme.
4 Publications – Brochures, Invitations and Press Releases to
include statements from Minister, NRA, County Manager, Director
of Services as appropriate and a statement from EU, if EU-funded.
5 Commission a Commemorative Plaque and organise for erection
on site at a suitable location.
6 Official Languages Act – All publicity information including the
commemorative plaque shall be bilingual and shall comply with the
requirements of the Official Languages Act, 2003.
7 Obtain press release from the NRA Communications Unit.
8 Liaise with Local Authorities regarding their specific requirements
for such events.
9 Arrange for a photographer and/or members of the local press and
media to attend at the official road opening ceremony.
10 If required, arrange for members of the clergy to attend at the
official road opening ceremony.
11 Ensure appropriate Traffic Management is in place to temporarily
divert live traffic from new road until completion of the roadside
ceremony.
12 Prepare and agree, with NRA Communications Unit and Local
Authorities, a full list of invitees to the ceremony.
13 If required, organise a suitable venue for refreshments to be
served and for speeches to be made. Confirm an MC for speeches
and agree seating order at the top table.

A6.4 Final Account Report (Sample Template)

The following template outlines the items to be included in a Final Account Report:
1.0 Project Summary Details

• Scheme Description including length, road type and key elements such as
structures, junctions and side roads.
• Pre-tender Details including Form of Contract, Competition Type, Tender
Process.
• Post-Tender Details including Tender Assessment, Contractor Appointed,
Contract Period, Substantial Completion Date and Date of Taking Over
Certificate.
• Finance Details including Tender Sum, Compensation Events, other Risks,
Value Engineering proposals, Price Variation (if applicable) and other Claims
forming part of the Contractor’s Final Statement, details of the Employer’s
Determination, and determination of the Final Outturn by Agreement or by
Dispute Resolution including Conciliation and Arbitration as required.
• Confirmation of Final Outturn Cost including comparison of Final Outturn Cost
as a percentage of the Tender Sum.
2.0 Introduction
• Detailed description of the scheme including scope of the Contract and
principal quantities.
• Timeline of the Main Construction Contract including Commencement Date,
Period for Completion, Date of Substantial Completion and Date of Taking
Over Certificate.
• Details of Contractor’s Pricing Document and Comparative Cost of Tender.
3.0 Contract Administration

• Provide Details of the Administration of the Contract by the Employer or its
representatives or agents including key aspects of health & safety, design and
construction.
• Provide a Summary of Site Instructions, Requests for Information and Non-
Conformance Records and details of how they were satisfactorily addressed.

4.0 Risk Management

• Outline of Risk Management processes adopted for the Contract including
details, if applicable, of how additional Value For Money was achieved.
• Provide a Summary of the Contract Risk Register including any residual risks.
5.0 Final Account Details

• Detailed description of the Contractor’s Final Statement issued in accordance
with the Conditions of Contract.
• Breakdown of the Contractor’s Final Statement under the headings of:
¾ Items claimed under the Contract Sum;
¾ Compensation Events (including basis of calculation);
¾ Approved Value Engineering Proposals;
¾ Change Orders including necessary NRA approvals as required;
¾ Price Variation (if applicable) including calculation method (PV1, PV2);
¾ Other Contractual Claims including basis for Employer’s assessment of
each claim.
• Details of any counter-claims submitted by the Employer including the basis
for calculation.
• Details of discussions held between Employer and Contractor to settle the
Final Account by Agreement including details of the Employer’s Decision on
the Final Account.
• Details, if applicable, of the Notification of Dispute and of the Dispute
Resolution including the outcome of the Conciliation and/or Arbitration
processes.
• Details of the Final Outturn Cost as agreed or as determined by dispute
resolution.
• Comparison of the Final Outturn Cost with the Tender Sum expressed as a
percentage.


• Conclude that the Final Outturn Cost represents the total liability of the
Employer under the Contract, that it is in full and final settlement of the
Contract including all claims and counter-claims between the Employer and
the Contractor and that it represents Value For Money.
• Include recommendations arising from lessons learned on the Contract:
¾ Aspects of the Contract that worked well;
¾ Aspects of the Contract that did not work well;
¾ Aspects of the Contract or Contract Administration that could be changed
or improved upon for future Contracts;
¾ Were scope requirements (time, cost and quality) achieved?
¾ Lessons that can be learned from Contractual Claims.
• Include recommendation that This Final Account Report be approved by the
National Roads Authority.
Appendices
• Copies of Tender Notices, Manager’s Order and NRA Tender Approval.
• Copy of NRA Approval of Site Supervisory Team and where applicable, copy
of approval of the appointment of expert advisors for the Final Account.
• Copy of Certificate of Substantial Completion & Taking Over Certificate.
• Copies of NRA Approval of Change Orders.
• Copy of NCR and RFI Register confirming closeout of all site issues.
• Copy of Value Engineering Proposal Register.
• Copy of Contractor’s Final Statement, issued in accordance with the Contract.
• Summary of Counter Claims, if any, submitted by the Employer.
• Summary of Employer’s Decision on Contractor’s Final Statement and if
applicable, copy of agreement of Final Account signed by both parties.
• If applicable copy of notices of dispute / engagement in dispute resolution.
• Copy of outcome of Conciliation and/or Arbitration processes.
• Copy of NRA approval of Final Outturn Cost and where this figure exceeds
the tender sum, copy of approval to discharge the balance payable.
• Copy of Manager’s Order or other sanction of the Employer authorising that
the balance due to the Contractor be paid.
• Schedule of cumulative interim payments up to and including final payment.

A6.5 Checklist for NRA Audit Unit (Phase 6)

The Checklist of Phase 6 information to be retained for the NRA Audit Unit shall
No. Provision 9
1 Copies of Monthly Certificates.
2 Record of payments together with necessary approvals and sign-
offs.
3 Copy of Application Forms for all Change Orders including
associated Justification Reports.
4 Copy of NRA Approval of all Change Orders.
5 Copies of all determinations made in relation to Compensation
Events, including where applicable, price variation.
6 Copies, where applicable, of approvals to appoint expert advisors /
legal advisors to assist in determination of Final Account.
7 Where applicable, record of Appointment of Conciliator.
8 Where applicable, record of referral to Arbitration.
9 Copy of recommendation of Conciliator and/or copy of award of
Arbitrator
10 Copy of the Final Account Report.
11 Copy of Certificate of Date for Substantial Completion.
12 Copy of Taking Over Certificate.


NATIONAL
A ROADS AUTHOR
RITY
MENT GUIDELINES
INTRODUCTION

S

E
Phase 3 DESIGN
Phase 4 EIA/EAR
R & THE STA
ATUTORY PROCESSES
Phase 5 ADVANCE
UMENTS
PREPARA
ATION, TEND
DER & AWA
ARD
Phase 6 CONSTRU
UCTION & IMPLEMENTA
M ATION
P
Phase 7 HAN R, REVIE
NDOVER EW
& CLOSEOUT

2010 Project Management Guidelines Handover, Review & Closeout
Notes

Phase 7 Handover, Review & Closeout - Process Map
Review of Phase 6
Handover of ‘As-Built’
Drawings & Safety File to
the Employer (Ref 7.1)
Residual Network Confirmation of Land & Property

(Ref 7.4) Implementation of Schedule (Ref 7.5)
of Environmental
Commitments
(Ref 7.2.1) Completion of all
Sign Declassification
Outstanding Payments
(Ref 7.4.1)
(Ref 7.5.1)
Completion of Landscaping
Old National Road Contract Closeout & Completion of
Rehabilitation (Ref 7.2.2) Land Acquisition Summary
(Ref 7.4.2) Sheet (Ref 7.5.2)
Defects Period / Defects

Percent for Art Scheme Certificate / Retention Land Disposal Strategy
(Ref 7.4.3) Monies (Ref 7.3) (Ref 7.5.3)
Scheme Final Outturn Cost

(Ref 7.6)
NRA
Project Appraisal
Guidelines Deliverables
LEGEND
Phase 7
NRA Cost Benefit Analysis
PROJECT MANAGEMENT GUIDELINES Project Closeout Report (Ref 7.7)
NRA
PROJECT APPRAISAL GUIDELINES Post Project Review
NRA
COST MANAGEMENT MANUAL
NRA Audit Requirements
CWMF (Ref 7.10)
PROJECT REVIEW
(RED REVIEW)
CWMF
PROJECT REVIEW
(AMBER REVIEW) Deliverables &
Closeout of Project
NRA HOLD POINT (Ref 7.11)

Phase 7 Handover, Review & Closeout

7.0 Purpose
The purpose of Phase 7 is to provide guidance on the completion of all outstanding
contractual and residual issues relating to the Scheme leading to the closeout of the
entire project and on the review of the Scheme to ascertain the key lessons to be
learned for future Schemes.
7.1 Handover of ‘As-Built’ Drawings and Safety File to the Employer

At the completion of the Main Construction Contract, the Employer’s Representative
should review the adequacy of the ‘As-Built’ Drawings and Documents prepared by
the Contractor in accordance with the Contract (See also Section 6.4).
The Employer’s Representative should verify that the ‘As-Built’ records are a true
representation of the scheme as constructed.
The Project Manager shall ensure that the ‘As-Built’ Drawings and
) Documents, prepared in accordance with the Contract and verified by the
Employer’s Representative, are handed over to the Employer at the
completion of the Main Construction Contract.
The Project Supervisor for the Design Process (PSDP) appointed for the purposes of
the Main Construction Contract will be required to hand over the Safety File to the
Employer once the road is opened to traffic.
The Project Manager shall ensure that the Safety File is handed over to the
) Employer once the road is opened to traffic and that copies of the ‘As-Built’
Drawings and Documents have been included in the Safety File.
The Employer’s Representative shall also ensure that the following documents are
handed over to the Employer at the completion of the Main Construction Contract:
• Confirmation of Closeout of Environmental Mitigation Measures (Section 7.2);
• Confirmation of satisfactory Closeout of all Non-Conformance Records;
• All Road Safety Audit Stage 1, Stage 2 & Stage 3 Reports;
• The Report of the Employer’s Representative on the Final Account (including
Claims and relevant back-up information);
• Certificates/Approvals from Third Parties (e.g. OPW).

7.2 Environmental Requirements

7.2.1 Confirmation of Implementation of Schedule of Environmental Commitments
The NRA Environment Unit will be
carrying out checks on a random
selection of road schemes to verify the
implementation of EIS mitigation
measures as outlined in the Schedule of
Environmental Commitments. The
Project Manager should ensure that the
Contractor has implemented all
mitigation measures to the satisfaction of
the Employer and/or relevant statutory
bodies, where necessary.
! On schemes which do not require an EIS, there will generally be

environmental mitigation measures proposed in an Environmental Report as
incorporated into the Works Requirements. The Employer’s Representative
should obtain verification from the Contractor that these measures were
implemented in compliance with the EIS Schedule of Environmental
Commitments.
The Employer’s Representative shall ensure that a copy of the Final Environmental
Operating Plan, prepared in accordance with the NRA Guidelines for the Creation,
Implementation and Maintenance of Environmental Operating Plans is handed over
to the Employer at the completion of the Main construction Contract.
7.2.2 Completion of Landscaping Contract

On schemes where the implementation of landscaping treatment to the road scheme
does not form part of the Main Construction Contract, it will be necessary to appoint
Landscaping Contractors to undertake landscaping on the completed scheme.
All landscaping to NRA schemes shall be carried out in accordance with the
) NRA Guide to Landscape Treatments for National Road Schemes in Ireland.
The Project Manager shall consult with the NRA Inspector regarding the requirement
to carry out a separate landscaping contract and on the procurement method to
appoint Landscaping Contractors.

! Where required, Landscaping Contracts should also have regard to the NRA
Guidelines on the Management of Noxious Weeds and Non-Native Invasive
Plant Species on National Roads in order to ensure that the legal obligations
in relation to the control of such plants are met. Depending on the nature and
scale of the scheme, the Project Manager should liaise with the NRA
Inspector regarding the need to obtain expert advice in the preparation of
tender documents for the Landscaping Contract and on the appropriate form
of procurement for such expert advice.
7.3 Defects Period / Defects Certificate / Retention Monies

The Defects Period, the duration of which shall be as stated in the Contract, shall
generally commence after the Certificate of the Date for Substantial Completion has
been issued to the Contractor.
The Employer’s Representative should prepare a Snag List outlining all outstanding
works and items to be addressed by the Contractor during the Defects Period,
together with such other information required for the Contract as outlined in the NRA
Construction Contract Administration Manual.
At the end of the Defects Period, the Employer’s Representative shall issue a
Defects Certificate in accordance with the Contract.
! In circumstances where the Employer’s Representative is no longer engaged

by the Employer after completion of the Main Construction Contract, the
Project Manager shall be responsible for ensuring that all defects are
satisfactorily addressed during the Defects Period and that a Defects
Certificate is issued in accordance with the Contract.
The Contractor shall be entitled to partially claim for retention money due upon
receipt of the Certificate for Substantial Completion and to claim for the balance of
retention money due upon receipt of the Defects Certificate.
The Project Manager shall ensure that adequate provision is made in the
) scheme budget to discharge retention monies and that any such payments
due to the Contractor are issued within the time periods specified in the
Contract.
The Project Manager shall seek confirmation from the Employer’s Representative
that all works (including accommodation works) have been satisfactorily completed,
prior to releasing the retention monies.


Following completion of the Main Construction Contract, most of the expenditure
incurred in the closeout of the scheme will be charged under the PRS heading of
‘Residual Network.’ This expenditure may include for preparation of final reports by
the NRDO responsible (if not already included as part of other contracts) and other
cost headings including:
• Sign Declassification;
• Old National Road Rehabilitation;
• Per Cent for Art Scheme.
7.4.1 Sign Declassification

Unless otherwise provided for in the Main Construction Contract (which is the
preferred approach), an allocation should be included in the Total Scheme Budget to
cover the cost of erecting new road signs, which are not included in the Works
requirements, to take account of any declassification of the road network arising from
the new scheme.
This would typically cover new traffic signs in bypassed towns where the national
road network no longer passes through the town and on Motorway schemes where
additional blue signs may be required on adjacent roads to alert motorists on the
approach to the motorway.
! Traffic Signs erected as a result of the declassification of public roads adjacent

to the Scheme should be covered until the opening of the new road to traffic.
The funding allocation for Sign Declassification shall be inclusive of sign design,
manufacture and erection on site.
The Project Manager shall liaise with the NRA Network Operations Unit to
) ensure that all traffic signs are designed and manufactured in accordance
with current standards including the Traffic Signs Manual and TS4:
Guidelines, Certification Scheme and Specification for the Construction of
Traffic Signs, both of which are published by the Department of Transport.
7.4.2 Old National Road Rehabilitation

An allocation for Old National Road Rehabilitation will be made to cover the cost of
carrying out repairs to the existing national road network adjacent to the scheme.
The Project Manager shall make a formal request to the NRA Inspector to
) allocate expenditure under the heading of Old National Road Rehabilitation
and it will be necessary to obtain the prior written approval of the NRA
outlining the approved allocation before any claim can be made under the
‘Residual Network’ heading in the NRA Project Reporting System (PRS).

In many instances, individual Local Authorities may undertake these works directly
as part of their ongoing maintenance programme.
The Project Manager shall ensure that requests for funding from Local
) Authorities under the heading of Old National Road Rehabilitation shall be
properly claimed from the appropriate Scheme grant under PRS (including
any support documentation required by PRS) and shall ensure that the total
amount claimed does not exceed the amount approved by the NRA.
7.4.3 Percent for Art Scheme

In accordance with Government policy, a
budget allocation should be made to
public bodies delivering capital projects,
including major road schemes, for public
art under the Percent for Art Scheme.
Guidance on the thresholds for public art
under this scheme are provided in
DOEHLG Circular LS 1/97 Artistic
Embellishment Scheme and guidance on
the commissioning of art work under this
scheme is provided in Guidelines for the Implementation of the Percent for Art
Scheme published by the Department of Arts, Sports & Tourism.
The Project Manager shall make a formal request to the NRA Inspector to
) allocate expenditure under the heading of Percent for Art and it will be
necessary to obtain the prior written approval of the NRA outlining the
approved allocation before any claim can be made under the Residual
Network heading in PRS 2.0.
! The NRA approved allocation under Percent for Art is an all-inclusive figure
and the Project Manager should inform the relevant Local Authority that this
figure shall include for procurement of the artist (including, where necessary,
the appointment of an expert selection committee), administration and
publicity costs as well as the cost of the artistic feature (including the design
and construction of any civil works (e.g. concrete plinths, erection costs etc.)
All proposals for artistic features under the Percent for Art Scheme shall be referred
to the NRA Regional Safety Officer for review in order to ensure that such features
do not pose a safety hazard to road users.

7.5 Land & Property

There may be a number of outstanding land acquisition cases carried forward to
Phase 7 and it will be necessary to complete all land transactions (either by
agreement or independent assessment) prior to determining the Final Outturn Cost.
7.5.1 Completion of all Outstanding Payments

It will be necessary to ensure that all compensation payments are made to affected
property owners so that the Final Outturn Cost for Land & Property can be
determined. This includes all compensation cases which may have been referred to
Arbitration.
All other costs associated with the acquisition of Land & Property should also be
finalised including valuation and legal fees for both claimants and the Local
Authority, any interest payments due, miscellaneous costs (e.g. Land Registry fees)
and the costs associated with Arbitration hearings.
! Arbitration cases may incur significant legal and other fees, particularly if the
Local Authority is required to pay Claimants fees in addition to its own fees.
Where a Claimant has submitted a fee for Arbitration costs, the Project
Manager should refer these fees to the NRA Land Acquisition Unit who will
advise on whether the fees should be referred to Legal Cost Accountants
and/or Taxation for independent assessment.
Once all land acquisition compensation payments are completed and prior to
) determining the Final Outturn Cost for Land & Property, the Project Manager
shall confirm that all property acquired as part of this scheme has been
properly registered in the ownership of the relevant Local Authority.
7.5.2 Closeout and Completion of Land Acquisition Summary Sheet

When all Land & Property costs have been determined, the Project Manager shall
complete the Land Acquisition Summary Sheet in accordance with the NRA Cost
Management Manual.
The Land Acquisition Summary Sheet shall be forwarded to the NRA Inspector and
the NRA Land Acquisition Unit for review.
7.5.3 Land Disposal Strategy

Following completion of the scheme, there may be surplus lands forming part of the
overall Land Acquisition which are not required by the relevant Local Authority for
any of its functions. In addition, there may be certain lands which the Local Authority
has agreed to transfer to the ownership of individual landowners as part of a Land
Agreement.

The disposal of Local Authority lands forming part of an NRA-funded scheme

) shall be subject to the advance approval of the NRA. It is also a reserved
function of the relevant Local Authority pursuant to Section 183 of the Local
Government Act, 2001.
! Where Land transfers are agreed between Local Authorities and individual
Landowners as part of a Land Acquisition Agreement, the special clause of
the Agreement outlining this land transfer should include the following
statement: “This land transfer is made subject to the agreement of the
elected members of [________] County Council pursuant to Section 183 of
the Local Government Act, 2001 and subject to the approval of the NRA”.
Where it is proposed to dispose of lands from an NRA-funded scheme, it will be

necessary to prepare a Land Disposal Strategy Report and submit with the
application for NRA approval of the proposed land disposal. A template for a Land
Disposal Strategy Report is contained in Appendix A7.1
The Project Manager shall submit the Land Disposal Strategy Report to the
) NRA for approval.
! Individual Local Authorities may have their own procedures for Land
Disposal. The Project Manager should check with the relevant section of the
Local Authority and where applicable should ensure that the proposed Land
Disposal Strategy complies with Local Authority procedures.
7.6 Scheme Final Outturn Cost

As the scheme nears completion, the Scheme final outturn costs for each of the
principal cost headings should be compiled. All such costs should be inclusive of
VAT. The Scheme Final Outturn Cost is the sum of all outturn costs from each cost
heading in the NRA Project Reporting System (PRS).
The Project Manager shall compile the Base Cost elements, based on Final
) Outturn Costs, of the Phase 7 Target Cost 4 (TC4) in accordance with the
NRA Cost Management Manual. The TC4 estimate shall be forwarded to the
NRA Cost Estimation Unit who will advise on the Target Cost 4 value.
As outlined in the NRA Cost Management Manual, it is not anticipated that there will
be any change to the Total Scheme Budget at Phase 7.

The Main Construction Contract element of the Scheme Base Cost should be as
determined in the Final Account Report and should be VAT inclusive.
The Site Supervision Costs should include for direct costs of Local Authority
personnel and/or consultancy costs, including any retention monies due in
accordance with the Consultant’s conditions of appointment.
The Archaeology costs should include for the costs of all works to date up to and
including the publication of results. The Project Manager shall liaise with the NRA
Archaeologist to ensure that all post-excavation works and all archaeological reports
summarising the findings have been completed and that adequate dissemination of
the findings was carried out where appropriate. The NRA Archaeologist shall ensure
that all payments have been made and all contracts have been closed out.
! It is recommended that all archaeological reports be published as soon as

possible after completion of the Main Construction Contract in order to avoid
delays at Project Closeout. The Project Archaeologist should follow up on
any reports awaiting publication.
The Advance Works Costs should include for all advance works contracts and
should include for costs associated with the design and tender of these contracts.
Residual Network costs should include for the costs of sign declassification, old road
rehabilitation and the Percent for Art scheme and should also include for NRDO
costs associated with closing out the scheme.
Land & Property costs should be as per the completed Land Acquisition Summary
Sheet outlined in the NRA Cost Management Manual
Planning & Design Costs should include for NRDO Costs, Lead Consultant’s costs
and/or specialist consultants costs (e.g. structural, environmental etc.)
7.7 Phase 7 Cost-Benefit Analysis

The Project Manager shall liaise with the NRA Inspector and the NRA Strategic
Planning Unit to determine whether a Phase 7 Cost-Benefit Analysis should be
carried out.
Where required, the Phase 7 Cost-Benefit Analysis shall be carried out using
) out-turn costs and actual traffic records on the new scheme in accordance
with the NRA Project Appraisal Guidelines. The CBA Report shall be
submitted to the NRA Strategic Planning Unit for verification prior to being
submitted to the NRA Inspector for approval.

7.8 Project Closeout Report

It will be necessary to prepare a Project Closeout Report, which will provide details
of the Final Outturn Cost for the scheme and for each of the seven PRS headings. A
template for a Project Closeout Report is contained in Appendix A7.2.
The Project Manager shall submit the Project Closeout Report to the NRA
) Inspector for Approval.
! In instances where some elements of Scheme Expenditure remain

outstanding, the Project Closeout Report should be completed to the extent
of known expenditure and have an estimate of any outstanding expenditure
included.
7.9 Post Project Review

It will be necessary for all schemes with a Contract Value greater than €30 million, or
such other limit as determined by the NRA (and for a representative sample of all
other schemes), to undergo a Post Project Review in accordance with the NRA
Project Appraisal Guidelines. This review will generally be undertaken by a person or
persons approved by the NRA who is/are not directly involved in the Scheme. A
Checklist of items to be considered for a Post Project Review is contained in
Appendix A7.3
Where required, The Project Manager shall provide the information

) necessary to complete the Post Project Review to the person(s) undertaking
the review within the timeframe specified.
! It is advisable on Schemes which will automatically require a Post Project

Review (PPR) that the information required to complete the PPR be
compiled as the scheme is progressing as it may take a significant amount of
time to retrieve the information once the Scheme is complete. Persons
compiling the information for Post Project Review should also be mindful of
the fact that the person(s) undertaking the PPR will not be familiar with the
Scheme.
The persons compiling the Post-Project Review will be required to meet with the
Project Manager and/or Employer’s Representative and any other relevant personnel
to discuss first-hand any issues arising from the Scheme.
The Strategic Planning Unit will compile a ‘Lessons Learned’ database of findings
arising from all Post-Project Reviews and will periodically refer these findings to
other NRA Units to determine what changes are required to the Authority’s practices,
procedures, standards and guidelines.


The NRA Audit Unit will undertake an audit of the Closeout phase and will seek
confirmation of key decisions and confirmation that the various documents were
prepared in accordance with the legislation and policy applicable at the time. A
Checklist of the key documents required by the NRA Audit Unit is contained in
Appendix A7.4
scheme.

accessible, digital format (e.g. Adobe Acrobat (pdf) of similar).
Key documents associated with the scheme shall also be copied (in pdf format) to
the NRA Inspector for storage on the Authority’s database.
7.11 Deliverables and Closeout of Project

The NRA will require a copy of the Project Closeout Report, which will provide a
statement of the Final Outturn Cost before the scheme can be properly closed out.
In conveying approval of the Project Closeout Report the NRA will advise the Project
Manager that no further monies can be drawn down under the scheme Grant. This
marks the formal Closeout of the Scheme.
Following receipt of the NRA approval of the Project Closeout Report, the
) Project Manager shall notify the Finance Department of the Lead Local
Authority and advise them that no further monies may be drawn down from
the Scheme grant.
! Due to the implications for the Project Closeout Report triggering the formal
closeout of the scheme, it is advisable that the Project Manager be satisfied
that there is no outstanding financial exposure for the scheme as the Lead
Local Authority may be responsible for this expenditure if the scheme grant
is closed out.
Unless otherwise agreed with the NRA, a 2-year time limit will apply to Phase 7 for
draw-down of payments from PRS.


PHASE 7
APPENDICES

A7.1 Land Disposal Strategy Report (Sample Template)

The following template outlines the items to be included in a Land Disposal Strategy
Report:
1.0 Background
• Scheme Description;
• Overview of CPO/MO process including relevant dates (confirmation, Notice
to Treat, Notice of Entry) together with details of additional lands, if any,
bought by agreement as part of the land acquisition process;
• Overview of the Main Construction Contract including principal Contractor,
start and end dates etc.
Table 1 Project Summary Details

Item Description
Project Name
NRA Project Reference No.
Scheme Length (mainline) (km)
NRA Marker Plate References (if available)
Mainline Road Type
Total Number of Structures
Total Length of Side Roads (km)
Principal Interchanges (No. & Type)
Minor Structures (e.g. underpasses and culverts)
Table 2 Land Acquisition Details

Item Description
Total Area of Land Acquired (Ha/Acres)
Total Cost of Land Acquisition* (€)
Total Number of Land Plots for Disposal
Total Area of Land for Disposal
*Include cost of land only. Exclude other lands costs such as interest and fees

2.0 Land Disposal Strategy

• Following completion of the N[___] Road Scheme, there are [___] No.
separate plots of surplus lands, which [__________] County Council proposes
to dispose of as they are no longer required for any of its functions. Details of
these lands are summarised in Table 3 hereunder
Table 3 Land Disposal Details
Plot No. Address Area Disposal Strategy Acquired From
1 Townland: [______] [____] Ha Auction / Offer for Sale in Name and Address
consideration of a sum of of person(s) from
DED: [________] ([______]
€[____] / Transfer per Clause whom property was
Acres)
County: [________] [___] of land agreement to acquired
[Name and Address of
(Include CPO/MO
Landowner]*
Map Reference No.
where applicable)
2 Insert additional
properties as
required per Plot
No. 1 above
*Delete as appropriate
3.0 Disposal Strategy Details

3.1 Plot No. 1
3.1.1 Particulars of Land

Land, comprising [__________] Ha ([__________] Acres) in area, situate in the
townland(s) of [_________], District Electoral Division(s) of [__________] and
County of [__________] as outlined in Drawing No. [__________], a copy of which is
enclosed in Appendix 1. The land is not required by [__________] County Council in
connection with the maintenance of the scheme or in connection with any of its
functions.
3.1.2 Person(s) from whom the Land was acquired

The land was acquired from [Insert Name and Address of person(s)] pursuant to
Compulsory Purchase / Motorway Order Ref. [__________] and forming part of
Property No. [__________] Map No. [__________] of the Deposited Map.

3.1.3 Person(s) to whom the Land is to be disposed of

The land is to be disposed of to [Insert Name and Address of person(s)]
3.1.4 Consideration proposed in respect of the disposal

Enter either
The lands are to be disposed of to the person(s) outlined above in consideration of a
sum of €[__________] payable to [__________] County Council.
or
The lands are to be disposed of by public auction, the proceeds of which shall be
payable to [__________] County Council.
or
There is no consideration proposed in respect of this disposal as it forms part of a
land agreement condition as described hereunder.
3.1.5 Covenants, Conditions or Agreements having effect in connection with this disposal
Insert, as appropriate, agreements for the purchase of land or relevant Clause of
Land Agreement outlining particulars of proposed land transfer.
3.2 Plot No 2
Insert, as required, for 2nd and subsequent land plots as outlined above
4.0 Recommendation
It is recommended that [__________] County Council’s Land Disposal Strategy for
the N[___] Road Scheme as outlined in this Report be approved by the National
Roads Authority.
Appendices
Appendix 1 Land Disposal Drawings
Appendix 2 Copies of covenants, agreements or conditions relating to the Land
Disposal Strategy
Appendix 3 Photographs.

A7.2 Project Closeout Report (Sample Template)

The following template outlines the items to be included in a Project Closeout
Report:
1.0 Introduction
• Provide a background to the scheme outlining the PRS expenditure headings
and other reports (e.g. Final Account Report, Phase 7 COBA Report) that
have directly input into this Report.
• Provide Basic Project Information per Table 1 hereunder:
Table 1 Summary of Project Information

Item Description
Project Name
NRA Project Reference No.
Scheme Length (mainline) (km)
NRA Marker Plate References (if available)
Mainline Road Type
Total Number of Structures
Total Length of Side Roads (km)
Principal Interchanges (No. & Type)
Minor Structures (e.g. underpasses and culverts)
AADT at Year of Opening
AADT at Design Year
• Provide a brief history of the scheme as it progressed from planning & design,
through the statutory processes, to tender and award, to construction and
completion of the Main Construction Contract.
• Provide a Safety Review of the scheme, summarising the key issues arising
from Stage F, 1, 2 and 3 Road Safety Audits.
• Provide a statement of the Final Outturn Cost, together with confirmation of
the Total Scheme Budget as determined in accordance with the NRA Cost
Management Manual (Base Cost, Project Risk and NRA Programme Risk).

2.0 Chronology of Key Project Dates

• Summarise the key milestone dates for the scheme for both planning &
Development and the Main Construction Contract as outlined in Tables 2 and
3 hereunder:
Table 2 Planning & Design Key Milestones

Item Date
Project Commencement Date
Date of Public Consultation (route Options)
Date of Approval of Route Selection Report
Date of Public Presentation of Preferred Route
Date of Part 8 Publication (if applicable)
Date of Part 8 Resolution (if applicable)
Date of Approval of Design Report
Date EIS submitted to An Bord Pleanála (if applicable)
Date CPO/MO submitted to An Bord Pleanála
Date of An Bord Pleanála CPO/MO/EIS Confirmation
Date of Notice to Treat
Date of Notice of Entry
Commencement Date of Main Construction Contract
Date of Official Road Opening
Date of Project Closeout

Table 3 Main Construction Contract Key Milestones

Item Description
Type of Tender (Open/Restricted/Negotiated)
Date of PIN
Date of Contract Notice in OJEU
Closing Date for Tender Submissions
Name of Successful Tenderer
Date of Contract Signing
Contract Period
Certificate of Date for Substantial Completion
Date Final Statement submitted by Contractor
Date of Employer’s Decision (if required)
Date of Conciliator’s Recommendation (if required)
Date of Arbitration Award (if required)
Date of Final Account Approval
3.0 Planning & Design

• Confirm the team involved in the Planning & Design of the scheme per Table
4 hereunder.
Table 4 Project Management Structure

Item Description
Client
Sponsoring Agency
Responsible NRDO
Project Manager
Design Team
Legal Advisors
Other Advisors (e.g. Environmental, Valuers, etc.)

• Summarise the total expenditure for Planning & Design per the PRS 2.0
System in Table 5 hereunder . Express this expenditure as a percentage of
the Scheme Final Outturn Cost and as a percentage of the Main Construction
Contract Outturn Cost
Table 5 Summary of Planning & Design Expenditure

Name of Service Provider Service Total Expenditure
Lead Consultant (Design) €
Ground Investigation €
Topographical Surveys €
Other Services as required €
Responsible NRDO €
TOTAL EXPENDITURE PLANNING & DESIGN €
4.0 Archaeology (All Phases)

• Summarise all Archaeological Works carried out to date including, inter alia,
non-intrusive surveys, advance works intrusive surveys, excavation works,
construction monitoring and associated resolution, post-excavation, reporting
and dissemination.
• Summarise the total expenditure for Archaeology (All Phases) per the PRS
2.0 System in Table 6 hereunder. Express this expenditure as a percentage of
the Scheme Final Outturn Cost.
Table 6 Summary of Archaeology (All Phases) Expenditure

Advance Surveys €
Advance Trial Trenching €
Resolution Works €
Construction Monitoring €
Reporting & Dissemination €
TOTAL EXPENDITURE ARCHAEOLOGY (ALL PHASES) €

5.0 Advance Works

• Summarise all Advance Works Contracts carried out to date including, inter
alia, service diversions, topographical proof surveys, additional GI contracts
and where required, advance hedge clearance and fencing contracts.
• Summarise the total expenditure for Advance Works Contracts per the PRS
2.0 System in Table 7 hereunder. Express this expenditure as a percentage of
Table 7 Summary of Advance Works Contracts Expenditure

Service Diversions (Civil) €
Service Diversions (utilities) €
Additional GI Contract €
Topo. Proof Survey €
TOTAL EXPENDITURE ADVANCE WORKS CONTRACTS €
6.0 Main Construction Contract

• Provide a summary of the Tender procedure including competition type,
relevant notices, Tender appraisal, recommendation and award.
• Provide an overview of the Scope of the Works Comprising the Main
Contraction Contract.
• Provide a Summary of the Make-up of the Final Account including the Tender
Sum, approved Change Orders, compensation events, value engineering,
contractual claims and dispute resolution (if required) as outlined in Table 8
hereunder. State the percentage increase of the Final Outturn Cost of the
Main Construction Contract over the Tender Sum. Express the Final Outturn
Cost of the Main Construction Contract as a percentage of the Scheme Final
Outturn Cost.

Table 8 Main Construction Contract Expenditure

Item Description
Tender Total incl. VAT €
Total of Approved Change Orders incl. VAT €
Total Value of Compensation Events payable €
Total Value of Savings arising from Value Engineering €
Total Contract Value per Contractor’s Final Statement €
Total Contract Value per Employer’s Decision €
Total Contract Value per Conciliator’s Recommendation €
Total Contract Value per Arbitration Award €
Total Outturn Cost per agreed Final Account €
Total increase (Outturn v Tender Sum) €
Percentage Increase (Outturn v Tender Sum) %
7.0 Site Supervision

• Provide a Summary of the Employer Site Staff Compliment, either direct
employees or Consultants per Table 9 Hereunder:
Table 9 Site Supervisory Staff Structure

Site Staff Grade No. Employed
Employer’s Representative 1
Add additional Site Supervisory staff as required
• Summarise the total expenditure for Site Supervision per the PRS 2.0
System. Express this expenditure as a percentage of the Scheme Final
Outturn Cost and as a percentage of the Main Construction Contract Outturn
Cost.


• Summarise all Residual Network expenditure carried out to date including,
inter alia, Official Road Opening Ceremony, Percent for Art Scheme, Old
National Road Rehabilitation, Sign Declassification, Landscaping Contracts
and where required expenditure for the preparation of reports (e.g. Final
Account, Phase 7 COBA, Land Disposal Strategy, Closeout).
• Summarise the total expenditure for Residual Network per the PRS 2.0
System in Table 10 hereunder. Express this expenditure as a percentage of
Table 10 Summary of Residual Network Expenditure

Publicity €
Percent for Art €
Old Road Rehabilitation €
Sign Declassification €
Landscaping Contract €
Phase 7 Deliverables €
TOTAL EXPENDITURE RESIDUAL NETWORK €
9.0 Land & Property

• Summarise Land Acquisition Process including details of CPO confirmation,
Notice to Treat, Notice of Entry.
• Summarise the total area of land acquisition in Hectares and Acres and
provide a summary of land-take per kilometre of Mainline (Ha/km).
• Confirm total number of land holdings affected.
• Summarise any land acquisition cases referred to Arbitration and the outcome
of this process.
• Provide details of any monetary amounts credited to the scheme arising from
the approved Land Disposal Strategy.
• Summarise the total expenditure for Land & Property per the PRS 2.0 System
and as outlined in the Land Acquisition Summary Sheet. Express this
expenditure as a percentage of the Scheme Final Outturn Cost.

10.0 Conclusions
• Summarise the Final Outturn Costs per Table 11 hereunder:
Table 11 Summary of Final Outturn Costs

Item Outturn Cost
Planning & Design €
Archaeology (All Phases) €
Advance Works Contracts €
Main Construction Contract €
Site Supervision €
Residual Network €
Land & Property €
SCHEME OUTTURN COST (PER TC4) €
TOTAL SCHEME BUDGET (PER TC4) €
• Confirm any outstanding works not completed at the time of the Closeout
Report and whether such works will be completed;
• Provide Summaries of the Value and Risk Management Strategies and
whether they were effective in maximising Value for Money and mitigating
against scheme risks (refer to results of Phase 7 COBA Report where
required);
• Summarise the evolution of the Scheme Budget from TC 1 to TC 4 per the
NRA Cost Management Manual;
• Provide Details of Lessons Learned from the Scheme which may benefit
future schemes. Refer, where necessary to the Lessons Learned in the Final
Account Report and transfer this data to the Post-Project Review Report for
incorporation into the NRA Lessons Learned Database;
• Recommend that the Project Closeout Report be approved by the NRA
marking the end of the scheme.

References
Include the following references to be read in conjunction with the Project Closeout
Report:
• Scheme Tender Report
• Scheme Final Account Report
• Phase 7 COBA Report
• Land Disposal Strategy Report
Appendices
1. Copy of Phase 7 Target Cost 4 (TC4) per NRA Cost Management Manual
2. Copy of Final Account Approvals
3. Copy of Approval of Planning & Design Team Structure/ Consultant Approval
4. Copy of Approval of Site Supervisory Team Structure / Consultant Approval
5. Copy of Residual Network Approvals (e.g. Landscaping Contract)
6. Copy of Land Acquisition Summary Sheet per NRA Cost Management
Manual.

A7.3 Post-Project Review - Checklist

The Checklist for Post-Project Review shall include, but not be limited to, the
No. Provision 9
1 Scheme Name / NRA Project Reference No.
2 Lead Local Authority / Other Local Authorities Involved.
3 Main Construction Contract Final Outturn Cost.
4 Scheme Final Outturn Cost.
5 Phase 2, 3, 4, 5 & 7 COBA Results (PVC, PVB, NPV, BCR).
6 Key Dates (Project Commencement, Route Selection Report,
CPO/MO/EIS/Part 8 Publication Dates, ABP Oral Hearing, ABP
Decision, Notice to Treat, Notice of Entry, Contract Notices (PIN
Contract, Contract Award), MCC Commencement date, Date for
Substantial Completion, Official Opening, Project Closeout).
7 Main Construction Contract (Contract Type, Employer, Year of
Opening, Design Year).
8 Lead Consultant / Site Supervisory Consultant.
9 Date of Project Inception.
10 Brief Description of the Scheme including description of principal
structures / signature structures.
11 Brief description of existing road conditions prior to scheme
completion (alignment, road surface, particular hazards, accident
history etc.)
12 Confirm Strategic Priority of Scheme (T21, NDP, NRNS, MIU,
Western Corridor, Key NP/NS targeted for upgrade etc.)
13 Provide Details of pre-construction traffic forecasts (AADT for year
of opening design year) and anticipated levels of service.
14 Where available, include principal findings / executive summary of
Traffic Modelling Report.
15 If Traffic Modelling Report is not available, summarise principal
traffic assumptions made in traffic forecasting.
16 Provide Details of all Project Appraisal Deliverables prepared for
the scheme at various phases(Project Brief, Business Case,
PABS, COBA, Traffic Modelling Reports).

A7.3 Post-Project Review – Checklist (continued)

No. Provision 9
17 Provide a Summary of the Route Selection Process (number of
routes considered, principal appraisal headings, details of
consultations, key benefits of the Preferred Route). Provide a map
of the routes and executive summary of Route Selection Report ,if
available.
18 Provide details of Principal Design Parameters (Design Standards,
Design Speed, Road Type and width, Departures from Standards,
Junction Strategy) used in scheme design including executive
summary of Design Report, if available.
19 Confirm whether scheme was approved using Part 8 / EIS and
reasons for selection.
20 Provide Details of CPO/MO process, outlining total land-take
requirement.
21 Provide Summary of Tender Process for Main Construction
Contract (Procurement Type, pre-qualification process, number of
candidates shortlisted to tender, tender period, tender appraisal
and award, details of Contract Notices (PIN/Contract/Contract
Award) Tender Report and NRA Approval of Tender Report).
22 Provide Details of Monitoring and Management of the Main
Construction Contract (details of progress meetings, Scheme
Monitoring meetings, progress reports, risk reports, value reports
NCR and RFI Registers, Change Orders, Compensation Events,
Contractual Claims, Final Account Resolution and MCC Final
Outturn Cost.) Include Final Account Report, if available.
23 Provide Details of Scheme Outturn Cost under each of the seven
headings in PRS. Include Project Closeout Report, if available.
Compare with Total Scheme Budget provided in Phase 7 Target
Cost 4 (TC4) per NRA Cost Management Manual.
24 Confirm Project Schedule compliance (commencement date, time
for completion, date of substantial completion outlining any
deviation (+/- No. of days) from Contract Completion Date.
25 Provide an overview of Risk and Value Management Strategies
implemented on the Scheme.
26 Compare pre-construction Traffic Forecasts with actual traffic
counts undertaken on the completed scheme and confirm any
deviation (+/- %) of predicted forecasts with actual counts.

A7.3 Post-Project Review – Checklist (continued)

No. Provision 9
27 Confirm percentage reduction in actual travel times (derived from
Phase 7 COBA) and confirm current Levels of Service
28 Confirm that the scheme objectives were met
29 Confirm road safety performance (All Road Safety Audit Stage 1,
Stage 2 & Stage 3 Report Recommendations adopted; post-
completion accident statistics, if available)
30 Extract Lessons Learned from Final Account Report (See Section
6.8) and include in PPR Lessons learned as outlined below.
31 Provide an Overview of Issues Arising for inclusion in the Lessons
Learned Database (Please provide as much detail as possible and
include both positive and negative feedback in particular
highlighting any innovations used on this scheme that could
benefit other schemes). Provide responses to the following:
• Were Project Scope, Time, Cost, Quality objectives met?
• Give examples of what went well on the project
• Give examples of what went wrong on the project
• Suggest what could be done differently if the scheme was
to start again
• What could be done differently on future projects based on
the experience of this scheme?


The Checklist of Phase 7 information to be retained for the NRA Audit Unit shall
No. Provision 9
1 Confirmation that any Contracts awarded under Residual Network
were procured in accordance with current policy (e.g. Landscaping
Contracts, Percent for Art Scheme, Sign Declassification Contracts
etc.)
2 Copies of NRA approvals (and where necessary appropriate
Manager’s Orders) of the award of these Residual Network
Contracts.
3 Evidence of payment of all outstanding monies from the Main
Construction Contract (including retention monies) as per the
agreed Final Account.
4 Copy of Completed Land Acquisition Summary Sheet.
5 Copy of Land Disposal Strategy Report.
6 Evidence that any payments made by landowners as part of the
Land Disposal Strategy have been credited to the scheme grant.
7 Copy of Phase 7 Cost-Benefit Analysis Report, where required.
8 Copy of Project Closeout Report.
9 Copy of Post-Project Review Report, where required.
10 Procurement File (completed for all service providers appointed to
the Scheme) (Refer to Section 1.6).

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NatioNal Roads authoRity 2010 PRoject MaNageMeNt guideliNes

Kerry Co. Council Cover:Layout 1 2/9/10 10:29 AM Page 1

2010 NRA Project Management Guidelines

Document Control Sheet

Document Ref: 2010 NRA Project Management Guidelines - Introduction

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2010 NRA Project Management Guidelines

The Project Management guidelines are complimentary to the

The level of investment in the National Road Network in the coming

Any current commissions should reflect the intentions of these

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2010 NRA Project Management Guidelines

No. Description Page

Phase 1 Scheme Concept & Feasibility Studies 63

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No. Description Page

Phase 3 Design 143

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No. Description Page

Phase 4 EIA/EAR & The Statutory Processes 189

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No. Description Page

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No. Description Page

Phase 6 Construction & Implementation 287

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No. Description Page

Phase 7 Handover, Review & Closeout 313

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Phase 1 SCHEME CONCEPT & FEASIBILITY

Phase 2 ROUTE SELECTION

Phase 5 ADVANCE WORKS & CONSTRUC CTION DOCU

Phase 6 CONSTRUCTION & IMPLEMENTAT

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2010 NRA Project Management Guidelines

Figure A 7 Phases of NRA Project Management.

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Checklists and Sample Deliverable Document Templates are included as

It should be noted that these Guidelines do not purport to

by the National Roads Authority in March 2000.

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iii Interaction with Other NRA Guidelines

Figure B Interaction between Project Management Guidelines and other NRA

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iv Interaction with Departmental Guidelines

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