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.

1 2

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.

1 2 3 4

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

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