Download - PRDnationwide Strata and FM Consultancy Capability Statement 2015

C o n s u l t i n g

Creating Successful Communities

PRDnationwide ConsultingCapabilities Statement

T: +971 4 323 3928E: [email protected]: www.prdconsulting.com

C o n s u l t i n g

Who are we?

a consultancy firm that specialises in tailored strata and facilities management

solutions and technical services

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We are …

To create successful communities

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Our vision and mission

To create communities that people want to live, work and visit; communities in which the quality of life, property values and service levels exceed those

of comparable developments; and communities that maximise stakeholder value.

C o n s u l t i n g

What do we offer?

• Our capabilities and services span the entire length of the development process. At each stage of the development we offer our support in understanding, adjusting and documenting operational, technical and financial challenges.

• We ensure our clients receive the best possible advice and make decisions based on thoroughly researched, informed opinions and best practice principles.

• Our unique position allows us to leverage the resources from our sister companies to provide a comprehensive service:

• PRDnationwide Property: project marketing, sales, leasing and management services

• PRDnationwide Survey Services: survey consultancy and plan preparation

• Novus Community Management: owners association/ community management

• Reserve fund specialists: reserve fund studies (asset lifecycle modelling)

Visit our group website for more details: www.prduae.com

• We also provide services and support via our strategic partnerships with other legal firms, architects and project management firms.

Our services span the entire development process

Project Concept

Market Research

Feasibility Study

Financing

Design Development

Engineering Development

Subdivision and Titling Strategy

Governance and Management Strategy

Asset Identification and Adoption Strategy

Operational and Life-Cycle Cost Modelling

Preparation and Registration of Survey Plans

FM Strategy, Specification and Procurement

Management/Establishment of Owners Association

Sales Program

Project Marketing

Strategic Review and Adjustment

Construction

Preparation of Community Management Documentation

Property Management

Sales and Leasing

FM Technical Services (e.g. asset audits)

Asset/Owners Association Management

FM Operations

**Transition to a successful community**

Handover and Fit-Out

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Facilities management services tender preparation and procurement

Review and recommendation in relation to services contracts/agreements

Operational audits and manuals

Energy efficiency and waste management audits, analyses and strategy development

Statutory asset condition assessments, remedial plans and process mapping

Planned preventative maintenance plans

Claims and disputes assessments

Carrying out health and safety assessments and developing procedures

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Development of detailed strategies that set out how a project will be governed and managed and supporting implementation plans

Preparation of constitutional/management and disclosure documentation

Preparation of operational material such as owners information manuals, community rules etc.

Advice and recommendations on sales and purchase agreements and marketing material

Advice on the requirements / best practices concerning strata (or jointly owned) property

Assessment of uses, shared facilities, services and costs in mixed-use and structurally integrated developments and determination of cost allocation for each use type

Recommendations relating to serviced/branded and pooled investment projects

Independent advice and due diligence checks

Strata Consultancy

Design review from a facilities management perspective at both concept and detailed design stages and recommendations for change of design

Strategies relating to the ownership, management and maintenance of major infrastructure

Facilities Management operations strategies confirming Service Level Agreements and Key Performance Indicators

Cost modelling and service charge calculation; analysis of the projected long-term operational performance of projects with built-in powerful “what-if” scenarios and sensitivity analysis tools.

Reserve fund studies/asset lifecycle modelling that determine asset replacement periods and costs

Cost Modelling and Facilities Management Consultancy

Technical Services

Our core services

C o n s u l t i n g

Why us?

Best practice principles:

Our strata experts have experience in Australia, the birthplace of the concept of strata, and all of our

consultants have comprehensive development experience (both in the capacity of developer and

consultant). Our FM team works from international best practice principles (RICS) and is a member of local and

international FM institutes (e.g. BIFM and MEFMA).

Client objectives:

We protect your commercial interests by developing contractual and operational

mechanisms to safeguard these interests. We enhance your brand by helping you to actualize

your vision for the project in a way that will attract investors and end-users while

minimizing your exposure.

C o n s u l t i n g

Our approach

Our approach spans four key areas that are fully integrated to make sure you get the most accurate and suitable advice for you and your project.

Regulatory framework:

We have substantial experience working with regulatory frameworks in a number of countries, including the UAE. However, where we need to, we have proven ways of working with local authorities, key entities and individuals to make sure we can support you by having a comprehensive understanding of local requirements.

Project enablers and constraints:

Whether at concept stage or at the stage of handover, we work within the existing project environment and adapt as required to develop the best possible solutions. We have a proven track record of developing innovative mechanisms within the constraints of the project while taking advantage of elements that support your project objectives.

Regulatory

framework

Project constraints

Best practice principles

Client objectives

C o n s u l t i n g

Adding value to your project

• Providing a targeted governance and management structure and phasing strategy that will ensure that component user interests are effectively separated and supported through well structured management platforms and regulatory frameworks

• Allowing an understanding of the project from an FM operations perspective and giving you the opportunity to mitigate design issues prior to completion of the project

• Providing an indication of operational expenditure and capital replacement costs over a set period of time

• Ensuring the separation of costs from those that will provide commercial benefit to you as the Client (i.e. revenue generating)

• Quantifying and minimizing developer exposure to operational costs.

• Safeguarding standards of quality and care through a determination of SLAs and KPIs for the ongoing management of the development

• Reducing the likelihood of sales disputes through the adjustment of sales and marketing documentation that provides buyers with project information – thus optimising the appeal of the project and ensuring it is effectively communicated to investors

• Ensuring compliance with regulatory and legal requirements by liaising with the authorities on your behalf in terms of document preparation

• Establishing strong contractual obligations that ensure your vision, as a developer, is retained post-handover and that disputes relating to ongoing management are minimised.

• Providing an integrated service that ensures a consistent approach across all services, that supports you and minimises the need for your resources to manage multiple contracts

• By making sure that the community is given every chance for success, harmony and sustainability, with your brand enhanced for ongoing success

Our experience

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C o n s u l t i n g

PRDnationwide Consulting and its members have undertaken a large number of projects worldwide for a range of clients and project types.

We have been operational in MENASA since 2008 and have experienced the changes and challenges of this region. Our project range from large scale master communities to mixed-use and single-use projects.

Some examples of our projects are noted on the following pages.

International expertise

Master and horizontal

communities

Mixed use developments

Single-use developments

C o n s u l t i n g

Al Maryah Island, Abu DhabiSaadiyat Island, Abu DhabiDubai Festival City, DubaiWaterfront City, LebanonKhams Shamat, SyriaThe Wave Muscat, OmanEmirates Living, DubaiBahrain Bay, BahrainMedini, MalaysiaAl Zahia, SharjahAl Forsan International Sports Resort, Abu DhabiAl Ghadeer, Abu DhabiArabian Ranches, DubaiSeasons Community, DubaiSahara Meadows, Dubai

The Chedi, MaldivesRihan Heights, Abu DhabiThe Eight, DubaiShoreline buildings 1-10, DubaiFairmont Hotel, DubaiGolden Mile 1 & 2, DubaiSamara Dead Sea Resort, JordanEmaar projects portfolio, DubaiCMA Tower, KSAPark Lane Tower, DubaiThe Wave, Abu DhabiBurj Khalifa, Dubai

Project types

New York UniversityMasdar HQ, Abu DhabiMarina Apartments, DubaiShoreline buildings 11-20, DubaiThe First Group project portfolio, DubaiACW projects portfolio, DubaiChain Holdings project portfolio, DubaiA number of projects in JLT (Dubai) including, X- cluster and The Dome.

Our approach

Client impactProject deliverables

Client situation/objectives

• PRDnationwide was initially approached to provided assistance with the calculation of service charges for the client to proceed with various plot sales.

• The very nature of such a request also required a detailed analysis to be undertaken to determine the most suitable governance and management structure and the preferred facilities management strategy for implementation across the Island as a whole.

• The extended scope of services ultimately provided the client with a clearer direction on the future management of the Project and was able to provide its buyers (including sub-developers) with clearer disclosure on their purchase and future responsibilities, obligations and commitments. (including those relating to master community charges).

• Analysed the island components and considered those parts more suitable for adoption by local authorities and those to remain under the management organisation to be established (SIDCO), thereby defining the role and scope of the SIDCO, government and local authorities and local community entities (e.g. owners associations).

• Developed a comprehensive community fee cost model that defined costs of operation of the island in steady state on a per square foot of GFA basis, with additional breakdowns of proposed staging and determined the process for the calculation, distribution and collection of service charges among the entities and use components.

• Developed an Adoption Matrix and Strategy confirming handover and ownership of public realm and the timing of handover from a construction and phasing perspective.

• Met commercial objectives, was compliant with proposed incoming Strata Laws, integrated with local authorities and determined the process of distribution and collection of community charges among entities

• Clear distinction made between “not for profit”, “for profit” and “public”” operations and the impact each has on future operations and charges to be imposed

• Strategic decisions accordingly made in relation to the handover of significant and expensive public realm (in particular, bridges) to Government, which resulted in considerable reductions in community charges and developer contributions

• Island-wide governance and management structure plan (including a subdivision and titling strategy).

• Detailed and flexible cost model for future operations and asset life cycles across the entire master community.

• Adoption Matrix confirming the approach to be taken with the ownership and control of the master community common property and public realm.

• A detailed facilities management strategy for the ongoing maintenance and upkeep of the common and public areas and plot level service level standards.

Client: Mubadala

Engagement period: March 2010 – December 2010

Engagement value: AED 960,000

Project summary: Designed as a best-in-class model for urban living and sustainability, Al Maryah Island will have a working population of 75,000 and will be home to over 30,000 residents living in a contemporary cityscape enlivened by everything the modern city dweller demands: parks and open spaces, a wide array of street cafés and world-class restaurants, community centers, healthcare facilities, and top-tier retail and hospitality amenities.

Case study: Al Maryah Island (formerly Sowwah Island), Abu Dhabi

C o n s u l t i n g

Our approach



• TDIC proposed to take its initial Villa product within the Island to the market for sale and required service charge estimates for marketing purposes.

• TDIC also wanted to understand project costs relating to the Island Master Community in order to maximize efficiencies and overall profits.

• TDIC understood the need to develop a number of strategies and make key development decisions to preserve the value and integrity of the Project and take its product to the market using best practice principles and clear and concise methodologies .

• In anticipation of new strata and community title laws being introduced in Abu Dhabi , such best practice principles included the preparation of management documentation that would seamlessly dovetail with the requirements under the new laws.

• The approach taken was a “top down” approach where the master level decisions were made first, followed by district, precinct and plot level considerations.

• The Masterplan as a whole was analysed in detail to confirm development plots and master common property and public realm for adoption by Government Authorities.

• This led to the development of a comprehensive cost model which was used to test the analysis, assess various adoption scenarios and make key development decisions regarding standards and service levels.

• In line with this, was the development of a governance, management and subdivision structure plan and strategy report to roll out across the Island as a whole, which then led to the preparation of various survey plans and management documents for disclosure to buyers in connection with specific plot developments. (e.g. St Regis and Beach Villas).

• Island-wide governance and management structure (including the establishment of the special purpose vehicle) that met the client’s commercial objectives, was compliant with proposed incoming Strata Laws and integrated with local authorities

• Determined the process of distribution and collection of community charges among the entities and facilitated the sales of residential product released to the market.

• Clear distinction made between “not for profit”, “for profit” and “public”” operations and the impact each has on future operations and charges to be imposed.

• Strategic decisions made in relation to the handover of significant public realm (in particular, bridges) to Government, which resulted in considerable reductions in community charges and developer contributions.

• Governance and management strategy for the Island and sub strategies for the Beach Villas precinct and St. Regis project.

• Management documentation and disclosure statements to accompany SPAs to support the sale of the Beach Villas and residential product within the St Regis project.

• An adoption matrix and strategy confirming ownership of the public realm and the handover in accordance with the existing construction timeline

• A high level facilities management strategy.

• Cost model for the island as a whole and individual districts (e.g. Saadiyat Beach) and project specific plots (e.g. St Regis)

• Survey plans to support management documentation

Client: Tourism Development & Investment Company (TDIC)

Engagement period: December 2009 – July 2013

Engagement value: AED 3,650,000

Project summary: Saadiyat island is TDIC’s flagship development project. This multi-faceted island destination features a wide range of luxury-based experiences, including hospitality, leisure and retail, residential communities as well as world-renowned educational opportunities. The project is supported by strong infrastructure including 12km of highways, 10km of light rail network, substations, cooling plants.

C o n s u l t i n g

Case study: Saadiyat Island, Abu Dhabi

Our approach



• The Chedi Dhapparu is the first project in the Maldives with a license to sell leasehold real estate titles to villa buyers.

• One of the developer’s key objectives was to go to market as soon as possible using best practice strata consultancy and FM advice.

• The developer needed to understand the options available in structuring the governance and management arrangements for the Island, taking into account the proposed hotel operation and the developer’s desire to market the sale of villas with an option to opt in and out of the rental pool scheme at any time.

• In going to market on this basis, the developer needed a robust and scenario-based cost model developed, a strategic and flexible FM strategy prepared and a binding master declaration document to be imposed on all incoming buyers for the collection of charges and to commit to various management arrangements, standard and policies.

• A detailed review of all relevant project material was undertaken and an assessment made of the pre-existing and proposed titling and management arrangements for the Project.

• Developed a governance, management and titling strategy.

• Procured the appointment of external lawyers for the preparation of SPAs and associated rental and management agreements.

• Prepared a comprehensive master community declaration to regulate the Island as a whole and a supporting disclosure document to further supplement the legal documents developed by the external lawyers.

• Worked closely with the developer, its project consultant, hotel operator, and lawyers to ensure consistency across all deliverables.

• Developed a detailed scenario-based cost model and FM strategy based on decisions made to determine master community charges, service standards and levels of responsibilities.

Client: AuR Holdings Overseas Ltd (BVI)

Engagement period: October 2013 – September 2014


Project summary:

Located in the Northern Maldives on the 55-hectare Dhapparu Island, The Chedi Dhapparu is a branded resort complex that comprises between 130-150 high end properties that are intended for sale but may potentially be placed back into a hotel rental pool. The project includes additional hotel amenities as well as back of house facilities that support operations.

• Governance, management and titling strategy for the resort as a whole.

• Master Community Declaration.

• Supporting operational standards, codes and policies.

• Disclosure Statement.

• Detailed scenario-based cost model for master community and associated charges.

• Detailed facilities management strategy.

• Benchmarking rates for master community charges and villa charges in similar master communities/resorts

• A team approach was implemented by bringing together all relevant appointed service providers on the Project to develop the required set of legal and management documents and cost model and operational strategies in an open forum.

• Best practice (and internationally recognised) principles were applied in order to maximise product marketability and target sophisticated investors locally and overseas.

• Client was able to market the Project based on full disclosure and transparency.

• The documentation prepared secured the interests of the developer while allocating costs and responsibilities across the Island on a fair and equitable basis, bearing in mind the ‘resort’ nature of the Project.

C o n s u l t i n g

Case study: The Chedi Dhapparu, Maldives

Our approach



• To delineate the necessary boundaries throughout the community to identify public realm and neighbourhood and precinct communities.

• To fairly and equitably allocate costs and management responsibilities across the Project as a whole.

• To implement governance and management arrangements across the community in a manner that achieves a uniform level of service and consistent operational practices.

• To develop a consistent set of rules and regulations for the community and neighbourhoods which are reflective of the client’s brand standards.

• To register the required survey site plans to enable individual titles to be issued by the Land Department and handed over to owners or other relevant stakeholders (as the case may be).

• Reviewed and advised on the client’s structuring strategy (governance, subdivision, titling and management) for the master community.

• Assisted the client on the identification of master common areas (roads, facilities and utility infrastructure), Government Authority controlled areas, commercial assets and designated master, precinct and neighbourhood boundaries.

• Reviewed the master community budgets and determined plot entitlement allocations.

• Prepared a number of Jointly Owned Property Declarations (including rules and regulations) for the master community and individual precincts and neighbourhoods.

• Advised on Community Management contracts and other corporate governance documents.

• Provided the client with a strategic and flexible governance, subdivision and management structure plan identifying “master/public realm” property (either retained and owned by master developer or adopted by Government Authorities e.g. RTA), boundaries for precincts and neighbourhoods and areas within master community earmarked for future development.

• Confirmed the outer boundaries of the master community, the master community common areas, jointly owned property neighbourhoods and stand alone plots which provided context to the overall Project and a clearer and better defined method of allocating costs and responsibilities across plots.

• Registered individual unit site plans, common area site plans and future development plots across the master community as a whole allowing separate titles to be issued by the Land Dept.

• Governance, management and titling strategy report.

• Concept master community plan delineating the outer boundaries of the master community as a whole, master common areas and individual neighbourhoods and commercial facilities.

• Jointly Owned Property Declarations at Master, Precinct and Neighbourhood levels together with accompanying community rules.

• Plot entitlement allocations across master community neighbourhoods and within individual neighbourhoods

• “Theoretical” land common area site plans identifying master common areas within the community, various villa plot site plans and neighbourhood land common area site plans for both verification and registration purposes.

Client: Emaar Properties PJSC

Engagement period: July 2009 - May 2011


Project summary: Combining communities of The Lakes & Hattan, The Meadows and The Springs, Emirates Living offers a vast array of villa sizes and styles, in addition to schools, nurseries, retail outlets and supermarkets as well as doctors, pharmacies, mosques and a hotel. All set amid sprawling green landscaped areas with paths around lakes, Emirates Living provides serene tree-lined eighbourhoods, just a stone’s throw from the bustle of the city.

C o n s u l t i n g

Case study: Emirates Living, Dubai

Our approach



• To develop a legal structure, and market its initial villa and apartment product for sale, in compliance with Dubai’s new Jointly Owned Property Laws and proposed Directions.

• To provide the client with best practice solutions and facilitate the potential future sale of other components within the project (e.g. commercial, retail and hospitality components).

• Identify and, to the extent possible, isolate potential business opportunities within the Project.

• In conjunction with the appointed external lawyers, develop JOP compliant Sales and Purchase Agreements, disclosure statements and supporting management/constitutional documents in line with selected structure and JOP Law and Directions for sales purposes.

• Conducted a series of workshops and meetings to fully understand stakeholder issues and requirements.

• Considered the procurement of service providers with a focus on the mechanism of entering into contracts at all levels of the structure.

• Considered the provision of utility and other services (both profit and not‐for‐profit) and developed an adoption matrix and strategy confirming handover and ownership of public realm.

• Developed a governance and management structure, after considering a number of options, and presented structure, and decisions made in relation to ownership, subdivision, titling, public realm, contractual matters, operational issues and all other associated matters in a detailed Structure Report and Implementation Plan.

• Achieved the client’s commercial objectives, was compliant with the proposed newly implemented jointly owned property laws and integrated with local authorities requirements

• Clear distinction made between “not for profit”, “for profit” and “public”” operations and the impact each had on future operations and charges to be imposed.

• Work carried out dovetailed with the facilities management and service charge costings work undertaken by the client’s FM Consultant.

• Strategic decisions made in relation to the handover of significant and expensive public realm to Government entities, which resulted in considerable reductions in community charges and developer contributions.

• Workshop presentation to consider options and make decisions on the structure for the Master Community

• A detailed and comprehensive governance, subdivision, management and titling structure report (including associated strategies at Master, Precinct and Neighbourhood levels, details of the strategic commercial decisions made in support of the structure and phasing and staging considerations).

• A detailed implementation plan to enable the execution of the chosen structure.

• Pro forma disclosure statements for use in connection with the sale of each type of villa and apartment product marketed for sale.

Client: Al Futtaim Group

Engagement period: June 2008 - January 2010

Engagement value: AED 1,879,000

Project summary: Dubai Festival City covers 5.2 million sq ft; it is a mixed use destination interconnecting residential, shopping, dining, leisure & entertainment, international hotels, schools, golf course, automotive park and offices. There are three distinct districts and connected by a 30 km internal road network and creek side promenade. Upon completion, the community will be home to 50,000 residents and the ideal place to work for 50,000 office staff.

C o n s u l t i n g

Case study: Dubai Festival City, Dubai

Our approach



• To fully understand and appreciate the ‘product’ being sold by the client, the governance and management structure strategy needed to be properly defined and documented.

• The development of the strategy was facilitated by a stakeholders’ workshop and confirmed in a governance and management strategy report.

• The strategy then gave clear direction on the documentation and plans that needed to be prepared as part of the sales launch of each individual product.

• As a result, the review of the existing legal documents was undertaken with specific purpose and direction.

• The budgets and service charge estimates were then developed with a clear understanding of where the costs should fairly and equitably be allocated.

• Clearly delineating the outer boundaries of the master community, the master common property and the individual development plots and developing the required structures gave the client a clearer understanding of the issues to be considered at various levels and a more directed focus on its longer term commercial interests and objectives.

• Our deliverables, coupled with the documentation finalised by the client’s external lawyers, provided the client with a set of JOP law compliant and ‘best practice’ documents for sales purposes.

• Client was able to strike an appropriate balance between transparency and risk management and in doing so was able to go to market in a timely manner.

• Workshop with all stakeholders to confirm governance and management structures at master level and plot level, with a particular focus on 4 individual projects within the community.

• Governance and management structure report confirming the structures to be implemented at master level and at plot level for the 4 individual projects referred to above.

• Recommendations for change to existing draft legal documents.

• Management documents for one of the plot projects.

• Operational and reserve fund budgets and service charge estimates for disclosure.

• Survey site plans (including master community common property and common areas within development plots the subject of a sales launch) and area calculations.

Client: Sobha LLC

Engagement period: April 2014 – October 2014


Project summary: Sobha Hartland is designed as a complete community and features lifestyle amenities such as freehold villas, mid and high-rise apartments, hotels, offices, two international schools, a clubhouse, mosques and retail centres.The development covers eight million square feet which forty per cent is dedicated to green living, featuring sprawling cycling and walking tracks, ideal for families and community living.

• To market for sale its villa and apartment product in compliance with Dubai’s Jointly Owned Property Law and Directions.

• Adopt best practice principles for the sale and future management of the Project.

• Preserve the client’s commercial interests and need to carry out staged development and construction of the Project.

• Develop a governance and management structure for the master community as a whole (including jointly owned property schemes where required for plot developments).

• Review existing legal documents prepared by external lawyers and provide recommendations for change to support selected structure.

• Develop budgets, service charge estimates and survey site plans for disclosure purposes to potential buyers.

C o n s u l t i n g

Case study: Sobha Hartland, Dubai

Our approach



• To release its apartment “gated community “product to the market.

• Keep its marketing strategy flexible enough to undertake development in phases.

• Adopt best practice principles and disclose relevant details of apartments and proposed structures and arrangements to buyers at time of sale.

• Develop a governance and management structure that integrates with existing governance and management structure at master community level.

• Determine service charge estimates, including assumptions, and make provision for adjustments for the first two years of operations.

• Undertake a detailed assessment of all project material and ascertain and analyse client objectives and desired project outcomes.

• Review Sharjah property laws (including joint ownership and disclosure requirements).

• Assess costs at master level and incorporate within budgets at project level to calculate apartment service charge estimates.

• Prepare draft Joint Ownership Contract and pro forma Disclosure Statement to accompany sales and purchase agreements and integrate into existing management arrangements at master level.

• Finalise all drafts for disclosure purposes.

• Provided the client with the unique opportunity to deliver best practice to the market in connection with Sharjah’s first gated community.

• Provided flexibility to the client’s phased approach to development of the Project.

• Further enhancement of the client’s brand by introducing internationally recognised governance and management principles to Sharjah and integrating them with existing laws and regulations.

• Joint Ownership Contract to regulate the Apartments Gated Community.

• Pro forma Disclosure Statement to accompany Sales and Purchase Agreements.

• General Fund and Reserve Fund budgets for the first two years of operations.

• Service Charge estimates for the first two years of operations.

• Review of pro forma sales and purchase agreement and sample survey plans with recommendations.

Client: Majid Al Futtaim Properties

Engagement period: September 2014 - present


Project summary: Al Zahia is set to become Sharjah’s first gated community, spanning a total area of over 1,500,000 sqm. Al Zahia has areas for recreation, worship and childcare, in addition to communal areas and retail facilities. Home to over 12,000, it offers a range of villas townhouses and medium-rise residential apartments, as well as commercial mixed-use buildings. Al Zahia is truly a comprehensively designed, integrated community offering a well-rounded lifestyle.

C o n s u l t i n g

Case study: Al Zahia, Sharjah

Our approach



• Developer intended to create a flagship project

• Master development set over two jurisdictions (and thus under the control of two different authorities)

• Third party plot owners contained in parts of the development

• Required an exit strategy once the construction phase was complete while putting into place mechanisms that will ensure the project is managed and maintained at set standards to protect the developer’s brand

• Outlined the governance and management structure for the Project, the strategy for community and facilities management and adoption of public realm and infrastructure, the ongoing involvement of the Developer from a cost contribution and control perspective and the Developer’s ultimate exit strategy.

• Reviewed SPAs for residential product and made recommendations for change to achieve required level of flexibility and control during development phase and in doing so rely on principles of international best practice for disclosure.

• Determined component uses and access and utility requirements, community rules and subdivision strategies

• Determined revenue streams, both profit and non-for-profit, for the Client and the community respectively.

• International best practice applied in the absence of mature strata regulations, setting the project apart from its competitors

• Set out mechanisms to attain buy-in from third party plot owners on the branding of the project and in terms of contribution to service charge fees

• Identified potential revenue generating schemes both as a business stream generating profit for the Developer and not-for-profit schemes that would benefit the master community as a whole.

• A comprehensive structure and management strategy

• A detailed implementation roadmap setting out actions to be taken and timeframes

• Created an adoption matrix for key infrastructure

• Developed a facilities management strategy in line with the developed governance and management structure.

Client: Waterfront SARL (JV between MAF & Joseph Khoury)

Engagement period: Oct 2011 & Aug 2012 – Feb 2013


Project summary: Waterfront City is a master‐planned mixed‐use community located on the 700‐berth La Marina Joseph Khoury opposite the Dbayeh area of Lebanon. It comprises multiple land uses, including residential, commercial and civic facilities, and covers a total area of 193,600 square metres. It is planned for release in a number of stages over the coming years.

C o n s u l t i n g

Case study: Waterfront City, Lebanon

Our approach



• The Client (“AFISR”) wanted to understand the likely operational and facilities management costs and for these to be defined;

• AFISR aimed to have a long term sustainable and cost effective FM operation for the retail, leisure and commercial compound once the development was operationalized;

• In doing so, it required an understanding of:

o The management of the common areas and facilities

o Management and operation of infrastructure and common use facilities of the residential leisure and commercial compound

o Facilities management model that the AFSIR could implement.

Engagement is currently in progress. The proposed approach is as follows:

• Assess the master community as a whole and the client’s vision and expectation for the project

• Review the design of the project and provide recommendations on changes that would support operations

• Develop an operational facilities management strategy that sets out the business model for FM operations and the SLAs and KPIs that the development should adhere to

• Develop a scenario based cost model on the basis of the operational strategy for the master community as a whole and then the retail, leisure and commercial compound. Use this to confirm service charge allocations.

Engagement is currently in progress. It is intended that once the project is complete the client will:

• Operationalise the facilities management business and operational model in relation to the Master Community as a whole and the retail, leisure and commercial compound

• Have an established set of metrics to which the facilities management standards and operations will be measured against to ensure the client’s vision for the project is actualised

• Have a detailed understanding of the operational and facilities management costs and the ability to manage these in a way that benefits the client’s commercial interests

• Facilities management design review report

• Facilities management operations strategy report

• Detailed cost model for the master community and for the residential, leisure and commercial compound and the District cooling plant

• Establish books and records for the owners association

Client: Al Forsan International Sports Resort LLC

Engagement period: December 2014 - ongoing


Project summary: Al Forsan Resort is comprises a sports resort (with watersports, horse riding, shooting, go‐karting, paintballing and other recreational activities), residential apartment buildings and villas, retail facilities, a 500 key hotel, a community centre, a district cooling plant, sewerage treatment facilities, vacant land available for future development and external facilities including roads and other infrastructure.

C o n s u l t i n g

Case study: Al Forsan International Sports Resort, Abu Dhabi

Our approach



• The infrastructure for the project was nearing completion and the client was wanting advice on collecting levies and the financial implications if the collection of levies was delayed

• The client further wanted to determine the most appropriate method of allocated service charges to the various user types within the 1.45 million sq ft development

• Confirmation was sought on whether the internally developed charges were sufficient based on the completion of the infrastructure and the rollout of finishes between 2011-2013

• There was a drive to protect the Client’s brand as part of its commitment to deliver a unique neighbourhood and lifestyle with the highest standards in all aspects of construction and operations.

• Assess existing project information including the MCD, SPAs, Master plan, operational strategies and stakeholder expectations

• Develop the model to establish a community service charge based on SLAs, KPIs, development budget information and areas

• Adapt the model to run adoption scenario strategies relating to the ownership of key infrastructure.

• Adapt the model to run weighting and proximity scenarios

• Input development dates and ascertain a staged community fee in line with construction timeline.

• Understanding of operational costs through the phased delivery of infrastructure completion (including finishes)

• Ensured the correct levies were collected to keep operations going at established service levels

• Allowed an understanding of different methodologies of service charge allocation and for the most appropriate method to be applied.

• Enabled the effective control and management of the master plan.

• A master development asset model

Client: Bahrain Bay Development B.S.C.

Engagement period: January 2011 – May 2011


Project summary: The master plan consists of an island connected to the mainland by two road bridges with a central harbour for leisure and commercial vessels. The total floor area is 1.45 million sq. m. and is divided into 7 key zones: The South Marina Water Residences and Yacht Club, South Green Park, Ocean Front West Coast Community, Marina and Canal Townhouses, Residential and commercial, Ocean Front North Coast Community and North Tower.

C o n s u l t i n g

Case study: Bahrain Bay, Bahrain

Our approach



• Protect the client’s commercial interested particularly in relation to the golf course and other retail facilities and amenities

• Protect the client’s brand and reputation as a prestigious developer that embodies the highest standards

• Ensure costs are accurately apportioned to the various uses in the fairest way

• To implement governance and management arrangements across the community in a manner that achieves a uniform level of service and consistent operational practices.

• Assess existing project information including the SPAs, Master plan, operational strategies and stakeholder expectations and marketing material

• Outlined the governance and management structure for the Project, and the ongoing involvement of the client from a cost contribution and control perspective.

• Reviewed existing OA minutes and assessed the current issues raised by the board and assessed the validity and fairness of such requirements

• Ascertained shared areas versus owned areas and assessed methodology for calculating service charge allocation for each use type

• The implementation of a single OA structure with detailed breakdown of the components/communities within the structure and the fair and equitable allocation of costs to those communities

• Established a mechanism for voting within the OA that ensured the full and fair representation of each community/component owner

• Developed a consistent set of rules and regulations for the community and neighbourhoods which are reflective of the client’s brand standards.

• Review of current strategy for structuring the project and preparation of a structure report and implementation plan

• Identification of boundaries of infrastructure and commercial facilities

• Review of budgets and service charge allocation methodology

• Preparation of master jointly owned property declaration to govern the development as a whole

Client: Emaar Properties PJSC

Engagement period: June 2009 – November 2012


Project summary: This truly integrated community, which is also home to the Arabian Ranches Golf Club and Dubai Equestrian & Polo Club, features 4,000 villas in distinct neighbourhoods. A village community centre with retail outlets, cafes and restaurants, together with vast expanses of open space, bicycle trails and walkways are other key features of Arabian Ranches. Educational institutions and healthcare centres add to the integrated lifestyle.

C o n s u l t i n g

Case study: Arabian Ranches, Dubai

C o n s u l t i n g

Our reports

Flexible to suit the specific requirements of the Client, our principal aim is to create accurate user-friendly reports that can be presented to a number of stakeholders. Our renowned reports and cost models are fully customised; the cost models are scenario-based and include sensitivity analysis modules allowing them to be used for the lifetime of the project.

C o n s u l t i n g

Our team

George Panagakis: Director – Strata Consultancy and Legal

George is a qualified lawyer with extensive experience in structuring and implementing arrangements for large and complex mixed use realestate projects in Australia and the MENASA region. George joined PRD at its inception and has been instrumental in leading the consultingdivision through the successful completion of major and prestigious projects. He is now a member of the executive team and is responsible foroverseeing operations and management of the PRDnationwide|Novus Group.

Zuleka Kaysan: Senior Consultant

Zuleka has a solid background in the real estate industry of over 7 years, both from a developer and a strata consultancy perspective. She hasworked on a range of developments in the Middle East and wider Asian region, providing strategic advice on development structures andpreparing management and contractual documentation for their implementation. Zuleka is also responsible for cross-divisional projectmanagement within the PRDnationwide|Novus Group.

Key members of our team

Tim Leech: Director – Asset & Facilities Management

With over 20 years’ experience, Tim is recognised as a leading Facilities, Asset and Property Management professional. He has a proven record ofsuccessful and creative delivery in a wide range of environments and sectors including Government, Health, Education and the private sectors,both across the GCC, Egypt and the U.K. This is further enhanced with his unique experience of working in all segments from in-house design,management and delivery, through contracted service provision to Consultancy, Strategic planning, specification and procurement.

Paul Deacons: Commercial Manager

Having worked in Construction and Facilities Management for over 10 years, Paul has solid experience delivering and running FacilitiesManagement, Security & PFI Contracts in the UK, Europe, Pan Asia Pacific and the Middle East. He has managed all commercial elements of thetendering process to ensure delivery of FM services to various business entities. His experience extends to commercial fit-out projects, largescale mixed used/residential developments and hotel projects.

C o n s u l t i n g

http://www.prduae.com/wp-content/uploads/2010/06/G.Panagakis.jpg


C o n s u l t i n g

George PanagakisDirector – Strata Consultancy & Legal

M: +971 50 104 7204

[email protected]

Tim LeechDirector – Asset & Facilities Management

M: +971 50 440 4670

[email protected]

Zuleka KaysanSenior Consultant

M: +971 50 880 5747

[email protected]

Contact us

Paul DeaconsCommercial Manager

M: +971 56 724 2404

[email protected]



Download - PRDnationwide Strata and FM Consultancy Capability Statement 2015

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