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Thorn Turn Highways Depot

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Thorn Turn Highways Depot

Houghton Regis, Bedfordshire


Project Details



Client
Central Bedfordshire Council

Project Manager
Central Bedfordshire Council

Architect
Atkins

Contractor
Morgan Sindall

Value
£18.7million

Contract Period
71 weeks

Procurement Type
Traditional

Form of Contract
JCT 2011 SFC / CDP

Size
2,795 square meters

Apprentices Employed
Two

Project Brief

The project consisted of the construction of a highways and waste disposal depot to service the maintenance requirements across the council’s highways whilst relieving pressure on the existing household waste and recycling centre (HWRC) nearby.

A new modular office was built to accommodate approx. 100 highways staff, a large tension fabric salt barn, a Highways Maintenance Dry store warehouse which enables the ongoing maintenance of fleet vehicles, whilst providing a suitable storage area for high value materials. The building was also fitted out with a small office provision for up to 10 staff. A refuelling area was also provided on the site.



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“I am delighted that this ambitious project continues to progress so positively. We went through a highly competitive exercise to appoint them [Morgan Sindall] and were impressed with their ambitious vision for the new highways depot and household waste recycling centre.”

Community Engagement

Careers

  •  Two apprentices employed through the project

Key Challenges

  • At Gateway 2, we presented a very open and honest cost plan to give CBC sight of the initial deficiencies. We then worked closely with CBC on an extensive Value Engineering exercise, resulting in all four main buildings being taken on as CDP’s. By doing so, we were able to deliver the project in line with the Employers Requirements whilst offering considerable savings on the initial design. The VE exercise resulted in a saving of nearly £2m.
  • We provided accurate forecast figures for the main contract sum, which gave CBC confidence to issue a notice to commence for £3m to undertake initial earthworks ahead of bird nesting season – without this, the project start date would have slipped by six months.
  • Early engagement and involvement with CBC and Ringway Jacobs throughout the design phase of the S278 works enabled the programmes to run concurrently without causing delay to the programme.

Project Takeaways

Our Success

  • Employment and skills plan targets were exceeded
  • Full team collaboration from appointment to completion
  • Early and continued engagement with CBC fostering a good relationship with the client

Our Learnings

  • Interpretation of the end user requirements has meant that some areas of the site are not being utilised to their full extent, e.g. the vehicle wash bays and the vehicle maintenance store.
  • The project would have benefited from buildability input from Morgan Sindall during the design stage.

Value Added

KPI’s & Statistics

Contract
Gateway 2 PlanningGateway 3
Contract Agreement		Gateway 4 Completion
Cost£24,284,755£16,952,854£18,714,980
Time63 weeks63 weeks71 weeks
Value Engineering
Saving
Change construction of Salt Barn£300,000
Use alternative supply chain partner for Highways Depot£500,000
Change construction of Maintenance Shed£450,000

Apprentices: 2

Average AIR: 0

Average CCS score: 46 (out of 50)

Waste diverted from landfill: 99.95%

Contact: Tom Martin, MS Project Manager
Email: Thomas.Martin@morgansindall.com

Woodmansterne Secondary School

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Woodmansterne Secondary School

Streatham, Lambeth

Project Details


Client
Lambeth London Borough Council

Project Manager
Faithful and Gould

Architect
Peter Taylor Associates Limited

Contractor
Willmott Dixon

Value
£21.3 million

Contract Period
48 weeks

Procurement Type
Two Stage Open Book Design and Build

Form of Contract
Jct 2011 Minor Works

Apprentices Engaged
5

BIM
Level 2 Construct

New 5 full education secondary school with 150 pupil sixth form. Works to be undertaken within the demolition area and consist of an RC Frame / Gebrik Cladding system and Glazing to the envelope, associated MUGA Pitches and external works and include the installation and removal of temporary classrooms.

Urban Beach Programme for Inner City Schools

Due to the temporary loss of access to the schools’ ecological area, the site team have developed an Urban Beach Programme to bring the coast to city pupils, raising their awareness of the coastal environment and the need to protect it. Woodmansterne school is the pilot for the Urban Beach Programme, and is partnered with the Marine Conservation Society, with Willmott Dixon fully funding the pilot programme by providing resources, staff and funding the coach trip to the Grain Coastal Park.

It is based on the Wildbeach programme developed by the wildlife Trusts and has been fully adapted to be delivered in inner city schools with the aim to get the children to the beach by the end of the programme. A new topic is introduced each week covering areas such as species ID, tides, human impact, food webs, marine processes and more.

The programme began with two year 3 classes of 30 and ran for 6 weeks, culminating in a field trip to the beach. The majority of the sessions are delivered in the school field to promote outdoor learning.

Local volunteers were sought through the Marine Conservation Society, providing an opportunity for anyone looking for a career in marine education.

The programme will continue with one of the volunteers taking over the project to deliver to the next year group selected by the school. The Marine Conservation Society is also looking out for the right candidate so this can be rolled out to other schools.

ContractGateway 2 PlanningGateway 3 Contract AgreementVariation
Cost£2,5532,4122 (£141.00)
Time48 weeks48 weeks0

KPI Graphs

Apprentices 5

Average AIR NIL

Average CCS score 47(out of 50)

Waste diverted from landfill 99%

Cost/m2 £3,1K/m2

Collaborative KPI 10/10


Contacts:

Guy Dawes
Framework Manager
Email: Guy.dawes@Willmottdixon.co.uk

Erika Buckenham
Framework Coordinator
Email: Erika.buckenham@Willmottdixon.co.uk

Heathfield Academy

Croydon

  • Client

    London Borough of Croydon

  • Contractor

    Willmott Dixon logo

  • Value

    £10.2m

  • Completion Date

    October 2017

Architects: Hunters

Project Managers: Mott MacDonald

Quantity Surveyors: Keegans

Services: Van Zyl & de Villiers

Heathfield Academy

The Challenge

Heathfield Academy had plans on being the “school of choice” for parents and children in the near future following our work to create its new home. Prior to the team building their new school home, Heathfield Academy was on a temporary site before moving to its new purpose built facility in Aberdeen Road. Extremely tight and built up surrounding residential property meant detailed planning was needed for just in time deliveries of materials and plant. Willmott Dixon meticulous logistical planning ensured zero harm and delivered on time.

The Solution

Early supply chain engagement ensured Willmott Dixon Technical Programme Manager was able to increase productivity to the benefit of LB Croydon. Having a tight site significantly reduced site storage putting pressure on timeline. Engaging a logistics-led solution throughout preconstruction and then into construction significantly reduced construction risks. The project went smoothly and was completed to budget and on time.

The Results

Now the new school boost brilliant facilities with two halls, modern ICT suite, library, learning deck on the roof, plus small group rooms and a therapy space to support children with special educational needs. Heathfield was awarded 2019 SECBE ‘Project of the Year’.


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Apprentices

85%


SME Spend

20%


Added Value

10/10


Client Satisfaction

Client Testimonials

“This beautiful new school is a brilliant addition to Croydon’s ever-growing number of places where parents can choose to send their children. Croydon has invested hugely in ensuring every child has a place, and as a result every parent who applies on time is assured of getting an offer.“

“Thank you so much to your team for doing such an amazing job. The word “no” has been in no one’s vocabulary this week and we really appreciate your support! Neil and his team have been absolutely incredible. We have been very fortunate to have them “watching our backs” and seeing to all our requests no matter how big or small! They will most certainly be missed once they move out. It will be bitter sweet.“

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Contractor Performance | Commitments


Fair

Regular payments and payment periods not exceeding 30 days


Sustainability

99% of waste diverted from landfill


Safe

Zero harm


Legacy

  • All the future pupils visited the site during construction. They also witnessed the dismantling of the crane. A good opportunity to introduce construction to the children.
  • Willmott Dixon have been offering additional training through Fushion. They have been providing facilities training to the Academy.
  • Fushion are going to continue support by regularly visiting the Academy for retraining on the facilities.


Aftercare

Handover & Aftercare Contractor Promise

SCF Framework Manager

James Wright

Email: james.wright@hants.gov.uk

Phone: 07761 330560

Contractor Framework Manager

Guy Dawes

Email: guy.dawes@willmottdixon.co.uk

Phone: 07989179444

Kings Hill Primary School

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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!”

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

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

Worked through with the various contractors.

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

Change from clients requirements and signed off design.

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

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

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

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

ContractCTB Gateway 4
Cost£6,173,736
Time296

Average CCS score: 39

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

Middle Row Primary School

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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.”

Community Engagement

Key Challenges

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

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

ContractGateway 2 FormationGateway 2 Final AccountVariation
Cost£9.68m£9.68m0
TimePhase 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

  • 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

I would like to congratulate the team who have worked on the project and who have delivered this amazing facility in such a short space of time.

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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

High Wycombe Leisure Centre

Buckinghamshire

  • Client

    Wycombe District Council

  • Contractor

  • Value

    £39m

  • Completion Date

    January 2016

The Challenge

In 2009, Buckinghamshire Council adopted a sports facility strategy that recommended the support of a new stadium and sports hub, along with the development of a new sports centre for High Wycombe, replacing a facility that had served the local community for four decades. Over the years the centre expanded, and many hundreds and thousands of people used it.

One of the issues with the existing gym was that there wasn’t much room to fit many people in, which would make them feel cramped and was limiting membership growth.

The existing leisure centre continued to operate throughout this project which meant the new one had to be delivered without impacting the operations. There were access difficulties at the original leisure centre’s existing car park and to reduce the loss of parking capacity at the existing site, works accelerated on the car park which helped release 100 spaces four months early.

The Solution

In order to make the project a success, it was essential that the design and construction teams worked collaboratively, particularly when building the Olympic size swimming pool.

The new design for the gym has been a significant improvement, providing lots of natural light due to the high ceilings and open spaces which also creates more room for people to exercise in.

The Results

Since opening the centre in 2016 opened there has been a real sense of excitement in the local area. The 10,750m2 rectangular sports centre is one of the biggest sports facilities in the South East

Members and staff can enjoy the exciting new facilities such as a 150 station gym, indoor cycling studio, 50 metre competition pool, 12 badminton court sports hall, steam room and sauna and more. Since opening, the centre doubled its number of memberships from 2000 to 4000.


360 training weeks


Apprentices

£250,000.


SME Spend

£5,000,000.


Added Value

8.3


Client Satisfaction

Client Testimonials

“The swimming pool caters for everyone, from elite athletes right the way through the community and teaching beginners of all ages to swim is tremendous. Around the country, swimming facilities are very, very expensive to run so when I heard the leisure centre was moving, the concern was that a lot of councils are doing away with swimming pools. The centre shows the commitment Wycombe has put into the community. The Sports centre, old and new, is much more than elite athletes, we do have athletes training here that will be in Rio in a few months time and that is a great thing, but it is about getting the community active and involved and the number of clubs involved here is incredible.”

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Contractor Performance | Commitments

Fair

Regular payments and have payment periods not exceeding 30 days

Sustainability

99% of waste diverted from landfill

Safe

42/50 (Bronze award achieved)

Legacy

360 Training weeks achieved and 11 apprentices

Aftercare

Handover & Aftercare Contractor Promise

SCF Framework Manager

James Wright

Email: james.wright@hants.gov.uk

Phone: 07761330560

Contractor Framework Manager

Guy Dawes

Email: guy.dawes@willmottdixon.co.uk

Phone: 07794218011

Surrey Police – Salfords

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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.”

“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

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

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

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.

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

ContractGateway 3 Contract FormationGateway 4 Final AccountVariation
Cost£5,008,192£5,016,1960.16%
Time27 weeks27 weeks0%

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

Canterbury College Block 17

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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.”

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

  • Early engagement and constant liaison with the college including weekly meetings and careful planning of all vehicle and staff movements
  • Utilising lessons learnt from previous schemes provided
  • 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
  • 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

ContractGateway 3 FormationGateway 4 Final AccountVariation
Cost£6,601,489£6,671,1321.1%
Time61621.63%

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

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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

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.

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.

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

ContractGateway 2 FormationGateway 2 Final AccountVariation
Cost£4.3m£4.3m
Time53.6 weeks46.3 weeks7.3 weeks

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