PRDnationwide Strata and FM Consultancy Capability Statement 2015

C o n s u l t i n g
Creating Successful Communities
PRDnationwide Consulting
Capabilities Statement
T: +971 4 323 3928
E: info@prduae.com
W: 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
C o n s u l t i n g
We are …

To create successful communities
C o n s u l t i n g
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
PlanningandStrategy
Documentation
and
Construction
HANDOVER
Ongoing
Operations
Developm
entProcess
Com
m
unityBuilding
C o n s u l t i n g

 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
C o n s u l t i n g
 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

 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
C o n s u l t i n g

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 Dhabi
Saadiyat Island, Abu Dhabi
Dubai Festival City, Dubai
Waterfront City, Lebanon
Khams Shamat, Syria
The Wave Muscat, Oman
Emirates Living, Dubai
Bahrain Bay, Bahrain
Medini, Malaysia
Al Zahia, Sharjah
Al Forsan International Sports Resort, Abu
Dhabi
Al Ghadeer, Abu Dhabi
Arabian Ranches, Dubai
Seasons Community, Dubai
Sahara Meadows, Dubai
The Chedi, Maldives
Rihan Heights, Abu Dhabi
The Eight, Dubai
Shoreline buildings 1-10, Dubai
Fairmont Hotel, Dubai
Golden Mile 1 & 2, Dubai
Samara Dead Sea Resort, Jordan
Emaar projects portfolio, Dubai
CMA Tower, KSA
Park Lane Tower, Dubai
The Wave, Abu Dhabi
Burj Khalifa, Dubai
Project types
New York University
Masdar HQ, Abu Dhabi
Marina Apartments, Dubai
Shoreline buildings 11-20, Dubai
The First Group project portfolio, Dubai
ACW projects portfolio, Dubai
Chain Holdings project portfolio, Dubai
A 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.
“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
“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 water
sports, 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.

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 real
estate projects in Australia and the MENASA region. George joined PRD at its inception and has been instrumental in leading the consulting
division through the successful completion of major and prestigious projects. He is now a member of the executive team and is responsible for
overseeing 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 has
worked on a range of developments in the Middle East and wider Asian region, providing strategic advice on development structures and
preparing management and contractual documentation for their implementation. Zuleka is also responsible for cross-divisional project
management 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 of
successful 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 Facilities
Management, Security & PFI Contracts in the UK, Europe, Pan Asia Pacific and the Middle East. He has managed all commercial elements of the
tendering process to ensure delivery of FM services to various business entities. His experience extends to commercial fit-out projects, large
scale mixed used/residential developments and hotel projects.
C o n s u l t i n g

C o n s u l t i n g
George Panagakis
Director – Strata Consultancy & Legal
M: +971 50 104 7204
george.panagakis@prduae.com
Tim Leech
Director – Asset & Facilities Management
M: +971 50 440 4670
tim.leech@prduae.com
Zuleka Kaysan
Senior Consultant
M: +971 50 880 5747
zuleka.kaysan@prduae.com
Contact us
Paul Deacons
Commercial Manager
M: +971 56 724 2404
paul.deacons@prduae.com

PRDnationwide Strata and FM Consultancy Capability Statement 2015

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