Archive for: Brick

Kings Hill Primary School

May 21, 2018/in Education: Primary Brick, Council, School, Steel/by Guy Davies

Kings Hill Primary School

Kings Hill, Kent

Project Details

Client
Kent County Council

Project Manager
Donald Farquharson

Architect
Burns Guthrie & Partners

Contractor
GallifordTry

Value
£6.1 million

Contract Period
49 weeks

Procurement Type
2Stage

Form of Contract
Develop and Build

Project Brief

Construction of a new 1FE primary school for Kent County Council (KCC). External works comprised of a new car park, hard landscaping around building including MUGA pitch (MUGA is a sports surface which can be used for multiple different activities) and soft landscaping for sports pitches and temporary covering where future phases are planned. Installation (and removal) of temporary accommodation for school to occupy September 2015.

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“I just wanted to pass on my thanks for all your help and care with our building. I feel very lucky to have worked with Dave and his team at Galliford Try – their kindness and consideration at every level has been fantastic and we are now privileged to have a just amazing building and space for the children! It is like winning the lottery!”

Maurice Swain, City of London Corporation

Community Engagement

Education

Site team engaged with the school for a number of events. These included assemblies, numerous site visits for the school staff, site visits for the school children, and issuing virtual reality headsets for the periods when access on to site would be too hazardous.

Additional Support

A sand pit was constructed from surplus materials and issued to the school as was furniture and pin boards following hand over of the building.
Site Personal Protective Equipment (PPE) was issued for the schools use and “goody” bags were handed out at handover.

Community

Regular newsletters were issued to the surrounding properties (commercial buildings).

Labour

Local labour included technical apprentice.
Labour was locally recruited.
Six apprentices employed – two with GT & Trac and four with supply chain

Key Challenges

Inclusion of fully functioning kitchen.

Late change accommodated by site along with the management of the client’s contractor.

Projecting steels to roof and 1st floor levels – missed on the design stage.

Worked through with the various contractors.

Clash with steel frame and render finish/build up.

We held early workshops with the façade contractor to manage this and alter the design at an early stage.

Change to ceiling finishes in the hall.

Change from clients requirements and signed off design.

External canopy - derogated to achieve budget requirements but client didn’t understand the necessity for both areas.

Worked with consultants and client to agree on finishes within budget.

Roofing works.

Design developed with contractor and architect to ensure best possible solution.

Acoustic and air testing.

Worked through design with early engagement with Stroma (accredited certification). Site visit beneficial and assisted with project achieving required levels at first attempt.

Clashes with pop ups and steel columns.

Early intervention allowed for issues encountered with locations of soil vent pipe and base plates to be resolved.

Project Takeaways

Our Success

Excellent relationship with KCC but also the end user.
Aligned supply chain members performance.
Early engagement with supply chain for design input with consultants.
Proactive team approach all pulling in the same direction.
Regular engagement with the school for assemblies.
Newsletters to residents and local parish council.

Our Learnings

Value Added

KPI’s & Statistics

Contract	CTB Gateway 4
Cost	£6,173,736
Time	296

Average CCS score: 39

Contacts: Chris Nickolls
Email: Chris.nickolls@gallifordtry.co.uk

Middle Row Primary School

May 18, 2018/in Education: Primary Block, Brick, School/by Guy Davies

Middle Row Primary School

Kensington

Project Details

Client
Royal Borough of Kensington and Chelsea

Project Manager
ECHarris

Contractor
BAM

Architect
Penoyre & Prasad

Value
£9.68m

Contract Period
Phase 1 – 63 weeks
Phase 2 – 21 weeks

Contract Type
Design and Build

Efficiency Savings
£955,000

Project Brief

Middle Row Primary School is an existing school, on an urban site in West London, and currently accommodates a primary school with limited play areas.
BAM is building a new primary school, which will cater for 420 pupils, a special needs facility for 16 pupils and 30 nursery places.
The new building is being constructed on the footprint of the previously demolished junior and nursery school.
The project faces many challenges with the existing school situated just three metres away from the building works, working in a live environment is just one of the challenges the project team has to tackle. Logistics is another area that calls for BAM’s expertise, with the site located in a densely populated residential area.

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“This is well deserved recognition for BAM, the project and the site. Everyone I have spoken with who has visited the site (not least of all the Client) has commented on how tidy, well run and maintained it is overall.”

Christian Beal, Project Manager, E C Harris

Community Engagement

Key Challenges

Achieving a BREEAM ‘Excellent’ rating

Close relationship with architect and contractors in order to create a building in line with BREEAM requirements.

Budgetary constraints

The initial cost plan forecasted a near £1m budget deficit. BAM led structured value engineering workshops, collaborating closely with the Client and the design team to ensure the original design was not compromised and the budget has been achieved.

Project Takeaways

Our Success

Effectively by running a detailed pre-construction stage, the project has been significantly derisked in order to fulfil the clients expectations.
The project achieve Health and Safety excellence – there have been no reportable accidents
The site has assisted the teaching staff in familiarising themselves with their new school by arranging site visits throughout the construction phase.
The team earned extra Breeam points by donating excess wood packaging to the College of North West London (CNWL) construction department.

Our Learnings

Value Added

Considerate Constructors Scheme – significantly higher than the industry average. – Average 42.50 / 50 UK industry average is 35; Middle Row scores are in top 5% of all registered UK projects.
The use of BIM and 3D modelling throughout the design and construction phases has eliminated any potential co-ordination and spatial-fit issues.

KPI’s & Statistics

Contract	Gateway 2 Formation	Gateway 2 Final Account	Variation
Cost	£9.68m	£9.68m	0
Time	Phase 1 – 63 weeks Phase 2 – 21 weeks	Phase 1 – 63 weeks Phase 2 – 21 weeks	0

Contact: Darren Birch
Email: dbirch@bam.co.uk

Dover Leisure Centre

May 4, 2018/in Sports and Leisure Block, Brick, Leisure/by Guy Davies

Dover Leisure Centre

Client
Dover District Council
Contractor
Value
£20.5m
Completion Date
February 2019

BAM Construction built a new leisure centre which includes swimming pools, sports hall, squash courts and a gym. The new leisure centre has been designed to meet the latest Sport England facilities requirements, including access for people with a wide range of disabilities.

Key Features:

Eight-lane, 25m swimming pool
- Spectator seating at high level
- Learner pool with movable floor
- Poolside sauna and steam room
- Wet changing village
- Clip ‘n climb feature
- Two squash courts
- Four-court sports hall
- Fitness suite

The Challenge

Site Conditions: Due to the quality of soil and level differences, more than 12,000m3 of topsoil and material needed to be removed from site to form the level base and pits for the pool and squash courts.

Budget: Challenging budget requiring innovative cost effective design solutions.

The Solution

Site Conditions: BAM established a link with a local waste centre just 3.3 miles away. The material was removed from site and delivered to the centre as capping material, on return, these lorries delivered recycled aggregates for use on site. To reduce disruption to local communities, BAM used precast piles instead of traditional continuous flight auger piling. Traditional piling would have needed an additional 80 lorry movements for the concrete deliveries and soil removal. Using the alternative BAM reduced this to just 16 deliveries keeping our impact on the community to a minimum.

Budget: Redesign led to the omission of the basement and the relocation of the substation saved significant cost and 4 weeks on programme. Fortnightly design and cost review meetings were held and early engagement with BAM on the MEP package meant that we could optimise the ventilation design, changing it to cross-ventilation. As well as saving over £100k, combining this solution with CO2 sensors and control units throughout the building, enabled the management team to create a better and fresher indoor environment for the user.

The Results

The Dover leisure project team (led by Dover District Council) developed into a strong and organised group working towards the common goal – the opening of the leisure centre – on time, to budget and the right quality.
The building represents a major investment in the health and well-being of the district that is fit for the 21st century that sets new standards in facilities, access, and sustainability. The new leisure centre is accessible to all, providing easy access to the swimming pools, and wheelchair accessible gym and changing facilities.
Fully transparent cost management built trust and confidence early on. BAM were instrumental in delivering £1.4m of added value benefits during the design development process.

304

Apprentice weeks

£3.8m

SME Spend

£3m

Added Value

100%

Client Satisfaction

Client Testimonials

Contractor Performance | Commitments

Fair

Payment periods not exceeding 30 days

Safe

Zero RIDDORs

Aftercare

SCF Charter

Legacy

60% local labour / £6.4m social value delivered

20 local school and college visits; 14 weeks of work placements provided; 21 advanced H&S qualifications

36 qualifications were achieved by those working on this project.

Created more than £250,000 worth of value in local skills and employment

Sustainability

The Centre is the most energy efficient leisure centre in Kent with a Grade A energy certificate rating. The new building uses a gas combined heat and power (CHP) plant which produces electricity and hot water for the site.

70 solar panels producing 27.22 MWh of electricity since opening and saving 69,567.15kg of CO2 emissions.

The local branch of Community Wood Recycling was engaged to transfer waste timber from site.

SCF Framework Manager

James Wright

Email: james.wright@hants.gov.uk

Phone: : 07761 330560

Contractor Framework Manager

Darren Birch

Email: dbirch@bam.com

Phone: 07920 134843

Torbay Hospital – Devon

May 4, 2018/in Fire, Police and Health Services Block, Brick, Health, Steel/by Andrew Real

Critical Care Unit, Torbay Hospital – New Build

Torquay, Devon

Project Details

Client
South Devon Healthcare
NHS Foundation Trust

Project Manager
South Devon Healthcare
NHS Foundation Trust

Architect
Avanti

Contractor
Interserve

Value
£9.1m

Contract Period
90 weeks

Procurement Type
Design & Construct

Form of Contract
NEC (Option A)
with activity schedules

Size
2625m2

Local SME’s employed
60% within 30 miles
20% within 60 miles
20% over 60 miles

Project Brief

This major investment project for the hospital delivered a 14-bed Critical Care Unit that has all the associated technology and equipment required to provide a modern, patient focused environment. A dedicated facility for relatives recognises the emotional effect on families and friends that can occur when loved ones are in hospital. This is transforming the delivery of care for patients, visitors and staff.

A warm and inviting new main entrance was built with pleasant waiting and café areas, a shop and additional public amenities. A new health and wellbeing zone offers the opportunity for advice, support and carer liaison services.

The project was delivered on a very busy hospital site and adjacent to the Accident and Emergency department. The building has been designed and constructed with the future capability of extending upwards to provide an additional two ward floors.

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“Teamwork has been the essence of our project, we’ve worked together on creative problem solving, value engineering, involving the clinicians, the clinicians have all had the phone numbers of the Interserve team so have been able to ring them any time. The organisation could not be more pleased with the outcome, we’ve got a fantastic building, high quality, a fantastic outcome for the patients and it was delivered on time and within budget.”

Lesley Darke, Director of Estates and Commercial Development for Torbay and South Devon NHS Foundation Trust

Community Engagement

Key Challenges

A 23 week enabling phase included extensive intrusive surveys, services diversions (telecoms, water, steam main), bus stop relocation, and the demolition of the existing shop and main entrance.

We relocated the main entrance of the hospital to Level 2 (instead of Level 4) temporarily whilst the works were carried out, this included redirection of traffic whilst ensuring the ambulance route remained free at all times.

Delivery on a busy hospital site.

All works were carried out in strict coordination with the Trust’s Estates department, and included consultation with stakeholders to implement logistics planning and out-of-hours working. Liaison with ward matrons to agree mitigation measures, i.e. infection prevention procedures, took place prior to works being undertaken. The welfare and absolute minimisation of disturbance to patients, visitors and hospital staff was of paramount importance throughout the contract programme.

Project Takeaways

Our Success

Open and honest collaborative team approach played a large part in the success of this project.
The access road passing the compound and to the main work site is an emergency blue route and therefore could not be obstructed at any time. The hospital complex is exceedingly busy and access roads are very narrow. Both of these points were always highlighted in orders placed with subcontractors, again repeated via phone calls to the subcontractors and through site inductions. A traffic management plan was circulated to suppliers, timed deliveries were put in place, non-critical materials were delivered to compound, a lay by for lorry waiting was put in place, we had banksman supervision and there was no parking on the road with contractor parking in the compound only.

Our Learnings

A more robust solution in terms of floor screeds could have improved the building.

Value Added

The Framework processes put in place enabled a quality on time delivery.
£9.1 million facility

KPI’s & Statistics

Contract	Gateway 3 Contract Formation	Gateway 4 Final Account	Variation
Cost	£8,813,488	£9,912,651	£1m – change in glazed screens with integral blinds
Time	3/2/17	24/2/17	3 weeks due to a large void being found during enabling works.

Average CCS Score: 41
Cost per sqm: £3445

Contact:
Email:

Surrey Police – Salfords

May 4, 2018/in Fire, Police and Health Services Block, Brick, Office, Police, Steel/by Guy Davies

Surrey Police – Salfords

Surrey, UK

Project Details

Client
Surrey Police

Project Manager
Pick Everard

Architect
Mace Design

Contractor
Mace

Value
£5 million

Project Dates
2013

Procurement Type
2 Stage Fixed Price Lump Sum

Form of Contract
JCT Design and Build 2011

Size
1,600 square metres

Apprentices Employed
2

Project Brief

This project provides Surrey Police with a new Custody Centre. The works comprise fit out of an existing Client owned warehouse building into a Police Custody Facility with 24 cells, charge area, vehicle dock, plant rooms, ancillary rooms for staff and solicitors, reception and a locker room with washing areas.

A key part of the building is the provision of the cells for which Mace has developed in conjunction with supplier Wernick a prefabricated solution. Integration of the ICT is also a key element of the project and Mace sought early agreement to enable the client’s installer to commence works with a successful early handover of the TER (Technical Equipment Room).

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“I believe this project will not only provide Surrey Police with a much better working environment for our officers and staff but will also hopefully give a welcome boost to the local economy.”

David Munro, Police and Crime Commissioner

“I am writing to thank you personally and on behalf of Surrey Police for the outstanding work that Mace team carried out in the design and construction of our Salfords Custody Centre.”

Alison Barlow, Superintendent Surrey Police

Project Competencies

Fair

Fair Payment Charter

The Mace team worked hand in glove with the Pick Everard client team ensuring payments were always made within the agreed timescales.

Sustainable

Sustainable Development Charter

Prefabricated off-site manufactured custody cells reduced not only saved time and cost but also significantly reduced waste to landfill.

Aftercare

Handover & Aftercare Contractor Promise

The project was handed over on time and on budget, with our Mace M&E Manager staying on for 4 weeks after PC to support the building operation.

Safe

Health & Safety Charter

The site achieved an exemplary safety record with no accidents during the construction programme.

Community Engagement

Careers

Two apprentices employed through the project

Local Community

The site team organised a family fun day at the end of the project which was attended by over 400 local residents.

Key Challenges

Integration of client ICT contractor.

Early engagement and agreement on logistics and programme.
Early order placement and construction of prefabricated cell units.

Delivering the project in line with the client’s budget following an extensive VE exercise, whilst maintaining the operational and robust construction requirements.

Engagement with tried and tested Mace supply chain members.
Using lessons learnt and tried and tested design solutions from previous Met Police Custody Projects.
Excellent working relationship and problem resolution with Clients team.

Delivering the project in a fast track 27 weeks.

Excellent working relationship and problem resolution with Clients team.

Project Takeaways

Our Success

Two Stage approach worked very well with a truly collaborative approach with Surrey Police and wider team.
Meeting the client budget through a number of Mace instigated value management opportunities.
Integrating tried and tested design solutions into the works.
Use tried and tested supply chain members who are fully conversant with the demands and requirements of Custody.
Excellent Client/Contractor working relationship established and maintained.

Our Learnings

Earlier contractor appointment would have been beneficial and may have provided additional value management opportunities

Value Added

Mace was able to utilise their experience of delivering similar facilities to identify value management solutions in order to meet the budget. Mace worked closely with their supply chain partners to generate savings in the dry lining, joinery and security packages amounting to in excess of £400k.
Mace also engaged with a number of SAVE suppliers including door sets, ICT and floor coverings which further added to the value management agenda.

KPI’s & Statistics

Contract	Gateway 3 Contract Formation	Gateway 4 Final Account	Variation
Cost	£5,008,192	£5,016,196	0.16%
Time	27 weeks	27 weeks	0%

Apprentices: 2
Average CCS score: 34/40
Waste diverted from landfill: 99%
Cost per Sqm: c£3135

Contact: Nick Abbey, iESE Framework Director

Email: Nick.Abbey@macegroup.com

Contact: David Chambers, iESE Framework Manager

Email: David.Chambers@macegroup.com

Contact: Allan Cowie, Senior PM Pick Everard

Email: allancowie@pickeverard.co.uk

Exmouth Community College

May 4, 2018/in Education: Further / Higher Block, Brick, College, Council/by Andrew Real

Exmouth Community College Academy Trust

Exmouth

Project Details

Client
Exmouth Community College Academy Trust

Project Manager
NPS

Architect
NPS

Contractor
Interserve

Value
£2.1m

Contract Period
44 weeks

Procurement Type
Construct

Form of Contract
JCT with CPD elements

Size
950m2

Project Summary

This project delivered a high quality, fit-for-purpose learning facility and social space for Exmouth Community College Academy Trust. The new building provides the College with a two storey, eight-classroom block with the future potential to extend to add a further eight classrooms and link corridor.

The maths block has been built on a brownfield site within the existing school campus. Several old buildings including an automotive workshop and a stable block were stripped of asbestos and demolished to make way for the new development.

Interserve provided support to the College and NPS to compile a grant application to secure the required funding for the project. Funding was provided by the Education Funding Agency Condition Improvement Fund, Devon County Council and the College. The college has also invested in new technology for the building, including eight virtual smart boards.

Additional car parking has also been provided for the school.

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“The new mathematics block is a wonderful example of what quality building can be achieved by close communication between the school, architects and builders. The rooms are bright and airy with adequate storage space and state-of-theart heating, cooling and lighting. The whole environment is conducive to high-class teaching and learning.”

Tony AlexanderPrincipal

“The Interserve preconstruction team went above and beyond with their support to help achieve a common goal. The team were brilliant to work with.”

Kim DearslyDirector of Finance & Resources, Exmouth Community College

Community Engagement

Local SME’s Employed

53% (SME’s)
64% within 30miles
22% within 60miles
14% 60miles +

Key Challenges

Site at the far side of the college

We built a new entrance at the back of the college and next to site to ensure vehicles and deliveries did not go through the school. We employed a full time gateman to manage this entrance and had delivery embargoes around school drop off and pick up times.

Regular communication between the College and our site team ensured that works / deliveries stopped whilst pupils walked over the pedestrian bridge, which links the two college campus’s together, between lessons. We were also able to ensure that all noisy works were programmed to occur outside of exam times for the pupils.

Challenging site due to previous buildings

The building was on the site of an old swimming pool. It would have been risky and expensive to use traditional footings due to the depth required to reach firm ground. We built a large raft footing which spanned the old pool and reduced risk, time, and excavated material.

Project Takeaways

Our Successes

The client wanted an additional car park but did not have the funds. We proposed to omit the demolition of one of the buildings to free up some budget for the parking. We then worked with our local supply chain to arrive at a low cost solution to meet the budget

Our Learnings

Construction tolerances must be built into the designs. Where large tolerance items such as structural steelwork meet low tolerance items such as windows and doors the interface must be designed to take the large tolerance into account.

Value Added

Through a local delivery team we pushed for a local supply chain which ensured that both management and subcontractors had local knowledge in terms of roads, the community and the school itself.
This also encouraged a sense of ownership, our Project Manager’s son and his friends children both attend the College.

KPI’s & Statistics

Contract	Gateway 3 Contract Formation	Gateway 4 Final Account	Variation
Cost	£2.161m	£1.992m	£169k saving due to part of works transferred to next phase
Time	10/6/16	24/6/16	14 day increase. Work added late in contract, EOT agreed

Average CCS Score: 39
Cost per sqm: £2096

Canterbury College Block 17

May 4, 2018/in Education: Further / Higher Block, Brick, College, Steel/by Guy Davies

Canterbury College Block 17

Canterbury, Kent

Project Details

Client
Canterbury College

Project Manager
AECOM

Architect
Archial Architects

Contractor
Morgan Sindall

Project Value
£6.6m

Contract Period
62 weeks including demolition

Procurement Type
2 Stage Design and Build

Form of Contract
JCT 2011

Size (sqm)
3300

BREEAM Rating
Very good

Apprentices Employed
7

Project Brief

Canterbury College asked for a vibrant heart for their new ‘Block 17’ campus building. Replacing their outdated Herring building, the design introduced an atrium space through the building. Upper floor accommodation is dedicated for training space, independent living and skills.

The ground floor reception area and café is separated from the above to maintain privacy and security, this space also acts as an exhibition and social space for the students. To allow easy access, a pedestrian link connects the adjacent St Nicholas special needs accommodation. The construction standardised the building of other blocks at the college using the same windows, lock suiting and swegon air handling units.

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“The exceptional sports centre gives visitors a real sense of arrival as they enter the campus and will provide students with a first class sports facility and learning environment. Morgan Sindall has extensive experience in delivering high-quality education schemes across the country and we are delighted to add this project to that record.”

Stephen Paine, Project Manager, Morgan Sindall

Community Engagement

Learnings Experiences

Community engagement and having learning experience on site was used to the College’s advantage as a real live project to visit as the College delivers construction courses

Careers

Seven apprenticeships provided through the scheme

Key Challenges

Logistics related to a land-locked site within the centre of the campus

Early engagement and constant liaison with the college including weekly meetings and careful planning of all vehicle and staff movements

Coordination and integration with existing M&E systems

Utilising lessons learnt from previous schemes provided

Achieving practical completion to allow the college’s FFE fit-out prior to the term start in September 2013

Implementation of specific subcontractors at an early stage enabled design development within tight timescales and best value.
Fibre reinforced concrete floors were used rather than steel mesh which allowed the floors to be poured quicker reducing the programme time
Introduction of BIM/3D modelling providing virtual walkthrough of the building and earlier identification of the few services clashes encountered

Delivery of the project within budget

Procurement via the Framework in 5 weeks
Collaborative approach to agreeing contract sum and required VE which continued throughout the project
Second stage achieved in just 16 weeks from tender receipt to starting on site

Project Takeaways

Our Success

Our Learnings

Value Added

KPI’s & Statistics

Contract	Gateway 3 Formation	Gateway 4 Final Account	Variation
Cost	£6,601,489	£6,671,132	1.1%
Time	61	62	1.63%

Apprentices: 7 no.
Average AIR: 0
Average CCS score: 45/50
Waste diverted from Landfill: 99%
Completion KPIs: 91%
End user KPIs: 90%

Contact: Ray Mcauley
Email: ray.mcauley@morgansindall.com

Horley Primary School

May 4, 2018/in Education: Primary Block, Brick, Council, School/by Andrew Real

Horley Primary School

Surrey

Project Details

Client
Surrey County Council

Project Manager
Hampshire County Council

Architect
Hampshire County Council

Contractor
Miller

Value
£4.3m

Contract Period
46.3 weeks (reduced from 53.6 at Gateway 2)

Procurement Type
Develop & Construct (2 Stage Open Book)

Form of Contract
NEC 3

Size
£1344 sqm

Project Brief

Horley Primary School is one of many schools procured within the Education Basic Needs Programme as part of the Property Services Cluster initiative, which includes ten school projects delivered by Miller Construction for Surrey County Council on Tranche 2 (phase 2 of a larger programme):

In excess of £600,000 benefits identified at Contract Formation – Gateway 3.
13% saving on construction programme (7 weeks) achieved through design review.
£233/sqm savings through standardisation and alternative specification.

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Key Challenges

Transfer of knowledge from Tranche 1(a previous phase of the programme), significantly assisted the collaborative 2 stage open book procurement to improve on the procedures and processes.

Having created a Cluster Delivery Team (CDT) with the other contractors on Tranche 1, we were able to utilise the knowledge gained from taking the lead. Design management strategy was to integrate with the client design teams at the earliest opportunity, to identify key stakeholder requirements and maximise opportunity for standardisation and value engineering through our supply chain engagement.

Collaborative Engagement prior to Planning Application.

Meetings with Miller consultants, client and Planning Authority led to alternative positioning and design of building, to secure a timely planning consent whilst also achieving significant cost savings.

Early Engagement with Designers, Sub Contractors and Product supply Chain.

Value engineering sessions with designers and subcontractor led to alternative substructure and ground floor solution to address nature of ground conditions, and simplification of roof levels and Parapet design.

Project Takeaways

Our Learnings

Supply Chain Benefits – Early engagement of the supply chain has positively influenced outcomes, maximising overall efficiencies for cost, time and quality delivery. Miller Construction has utilised the early activities of the CDT to improve supply chain and cashable efficiencies.
Collaborative Engagement prior to Planning Application – A collaborative process takes time, but through engagement prior to RIBA Stage D, we secured a time saving in the planning application decision making process by approx 4 weeks (there is a statutory period of 8 weeks for the planning application). Miller Construction worked with our design team, Capita, to take the scheme back an RIBA workstage to Stage B in order to address buildability issues and produce a more cost effective building
Our Employment and Skill plan enabled employment training, apprentices and community engagement across a programme of works, providing continuity of employment across several projects.
A collaborative team with long term relationships across a programme of works also helps with many other wider objectives.

KPI’s & Statistics

Contract	Gateway 2 Formation	Gateway 2 Final Account	Variation
Cost	£4.3m	£4.3m
Time	53.6 weeks	46.3 weeks	7.3 weeks

Contact: Steve Cresswell, Miller Construction
Email: steve.cresswell@miller.co.uk

Vertex House

May 4, 2018/in Civic and Community Block, Brick, Council, Office/by Guy Davies

Vertex House

Basingstoke, Hampshire

Project Details

Client
Hampshire County Council

Project Manager
Hampshire County Council

Architect
Hampshire County Council

Contractor
Morgan Sindall plc

Project Value
£1.3m incl client direct works

Contract Period
24 weeks

Procurement Type
2 Stage

Form of Contract
JCT 2011 ICD

Size (sqm)
3,276

Apprentices Employed
2

Project Brief

The fit out of an open-plan speculative office building to suit the needs of Hampshire County Council. The refurbishment included partitioning, flooring, new kitchenettes and associated mechanical and electrical and IT cabling works.

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Community Engagement

Careers

Two apprentices employed through the scheme

Key Challenges

Partial occupation of the building for the duration of the works

Separate accesses and complete segregation agreed from occupied areas for our operations and workers using the rest of the building.

Challenging acoustic requirements for new office spaces created.

An acoustic consultant was employed by Morgan Sindall to review all acoustic detailing and ensure service routes and penetrations were dealt with efficiently.

Adapting the existing M&E services to suit the new requirements.

Thorough surveys undertaken prior to commencement of the M&E fit-out, minimise disruption and efficient programming.

Avoiding noise or disturbance to existing occupants of the building.

Regular consultations with existing occupiers to ensure any unavoidably noisy works were undertaken outside of office hours, e.g early morning. Alternative methods of construction used wherever possible to keep noise and disturbance to a minimum.

Ambitious completion date to accommodate users from another building on which the lease was expiring.

iESE 2 stage process for swift procurement and agreement of contract as well as collaborative planning from an early stage including key supply chain – total savings of £34,000.

Project Takeaways

Our Success

Construction phase programme was reduced during the pre-construction period from 33 weeks to 28 through detailed review of the programme involvement of our supply chain.
Morgan Sindall advised the client during mini competition stage that the M&E allowances were insufficient and enabled the whole team to undertake a value management exercise to bring the scheme to budget.
Proposed value management ideas during mini-competition stage which gave the team a head start in achieving the savings required to meet budget minimising delays to the project – Saving = £83000 / 7%
Collaborative approach using the Construction Lean Improvement Programme (CLIP), successfully used throughout the duration of the project resulting in the project completing 3.4 weeks early.
100% of subcontractors were SMEs of which 70% were based within 30 miles of site.

Our Learnings

Although the tender documentation was received 5 weeks late, MS were able to recover 3 weeks during the tender period.
Damaged existing fan coil units were not discovered until the works progressed; earlier M&E validation would have been beneficial.

Value Added

Collaborative planning approach achieved completion of the construction phase 3.4 weeks early.
Added value benefits to the scheme achieved total cost savings of 37%. The AV benefits signed off by HCC at Gateway 3 was £461,000 or 44%.

KPI’s & Statistics

Contract	Gateway 3	Gateway 4	Variation
Cost	£1,127,776	£1,177,185	4.4% *
Time	24 weeks	20.6 weeks	-3.4 weeks (-14%)

* increase due to additional maintenance works and inclusion of new carpets in lieu of existing

Apprentices :2
Average AIR: 0
Waste diverted from Landfill: 99.5%
Completion KPIs: 91%
End user KPIs: 92%

Contact: Ray McAuley, Morgan Sindall
Email: ray.mcauley@morgansindall.com

Dersingham Primary School & Sheringham Primary School

May 3, 2018/in Education: Primary Block, Brick, Refurbishment, School/by Guy Davies

Dersingham Primary School & Sheringham Primary School

London Borough of Newham

Project Details

Client
London Borough of Newham

Architect
IID Architects

Contractor
Willmott Dixon Construction

Value
DPS – £6.9m, SPS – £7.5m
7% Added Value

Contract Period
DPS – 61 weeks
SPS – 77 weeks

Procurement Type
2 stage Traditional

Form of Contract
JCT D&B 2011

Size
DPS -3600m2, SPS – 3496m2

Apprentices Employed
1

Contacts:

Wilmott Dixon
Danny Corley
danny.corley@willmottdixon.co.uk

London Borough of Newman
John Cochrane
john.cochrane@newham.gov.uk

Project Summary

Redevelopment and Construction of a part new build /part refurbishment of two junior schools and separate nursery for the London Borough of Newham to form two new primary schools: Including part demolition of the existing schools. The existing schools were kept in operation throughout.

The Dersingham Primary School (DPS) project delivered a new Key Stage 2 Building, new nursery and kitchen extension, with refurbishment of the existing 1950’s and key stage 1 buildings. The new KS2 building is situated on the school playground space with access provisions, and remodelling of classrooms and a new reception. The buildings are formed from a cross laminated timber structure on a suspended concrete slab and provide 12 new class rooms, new hall and associated WC’S and offices. The building fabric is formed of Velfac glazing, facing brickwork and insulated render. The roof creates a 750m2 playground with an EPDM rubber crumb finish, which also houses the roof lights to act as the ‘chimney’ to the passive ventilation system. The existing building was extensively remodelled and required considerable structural alterations including demolition of a concrete stair and associated core.

The Sheringham Primary School (SPS) included elements of demolition. New buildings included new classroom block, raised play deck and other new classrooms. Existing classrooms and the reception area were remodelled and extended with provision for new kitchen and toilet facilities.

Key Challenges

Live school sites to be kept in operation throughout build

Review of Phasing Proposals
Novated architect IID brought into to WDC team

Challenging logistics due to very tight sites within residential area

Review of Phasing Proposals

Very nervous client due to the volume of work required

Early engagement with Client team – both LB Newham and Headteachers, Jo Beazer and Gary Wilkie
Early and continued engagement with Client to understand budget and aspirations. Transparent costs

Tree protection and issues accessing the site

Regular engagement and planning with Highways Authorities and Tree Officer which enabled site to beoperational at all times

Our Successes

Common Design team across both projects
Common Products across both projects
Early engagement with Highways Dept
Off site modular construction decision – KLH
Early engagement with supply chain partners
Delivery of over £1m added value savings to meet budget and quality required

Our Learnings

Ensuring the scope and brief are agreed
Ensure budget is clearly defined
Election periods can impact approval process

Value Added

Aggregated procurement across both projects including use of SAVE contractors
Early engagement of Willmott Dixon at RIBA Stage C enabled design solution to be influenced
Early engagement of specialist subcontractors – KLH (Cross laminated timer structural solution) & Smith Group (M&E)
Collaboration with stakeholders

Contract	Gateway 3	Gateway 4	Variation
Cost	DPS – £7,293,896 SPS – £7,902,102	DPS – £7,293,896 SPS – £7,902,102	0%
Time	DPS – 61 weeks SPS –77 weeks	DPS – 61 weeks SPS – 86 weeks	0% 6.5%

KPI Graphs

Apprentices 6 no.
Average AIR 0 target
Average CCS score 40
Waste diverted from landfill 80%

“Our new KS2 building and nursery has been built around us while we have continued to operate as a school. Our school site is very small and this at times was problematic as we became a building site and the buildings took shape. However, Willmotts were very conscious of the fact that we are a school and ensured that health and safety was their first priority, keeping our children, parents and staff very safe and we were able to keep the doors open and be a school. The weekly team meetings were great and kept everyone up to speed with what was happening. Plus they were always at the end of a phone. The children enjoyed their weekly visits to the new buildings during construction and watched the building grow and take shape.”

Jo Beazer
Headteacher
Dersingham Primary School

Kings Hill Primary School

Kings Hill, Kent

Project Details

Project Brief

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Middle Row Primary School

Kensington

Project Details

Project Brief

“This is well deserved recognition for BAM, the project and the site. Everyone I have spoken with who has visited the site (not least of all the Client) has commented on how tidy, well run and maintained it is overall.”

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Dover Leisure Centre

Dover District Council

£20.5m

February 2019

The Challenge

The Solution

The Results

Apprentice weeks

SME Spend

Added Value

Client Satisfaction

Client Testimonials

Contractor Performance | Commitments

Fair

Safe

Aftercare

Legacy

Sustainability

James Wright

Darren Birch

Critical Care Unit, Torbay Hospital – New Build

Torquay, Devon

Project Details

Project Brief

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Surrey Police – Salfords

Surrey, UK

Project Details

Project Brief

“I believe this project will not only provide Surrey Police with a much better working environment for our officers and staff but will also hopefully give a welcome boost to the local economy.”

“I am writing to thank you personally and on behalf of Surrey Police for the outstanding work that Mace team carried out in the design and construction of our Salfords Custody Centre.”

Project Competencies

Fair

Sustainable

Aftercare

Safe

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Exmouth Community College Academy Trust

Exmouth

Project Details

Project Summary

“The Interserve preconstruction team went above and beyond with their support to help achieve a common goal. The team were brilliant to work with.”

Community Engagement

Key Challenges

Project Takeaways

Our Successes

Our Learnings

Value Added

KPI’s & Statistics

Canterbury College Block 17

Canterbury, Kent

Project Details

Project Brief

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics