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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

Vertex House

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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

  • Separate accesses and complete segregation agreed from occupied areas for our operations and workers using the rest of the building.
  • An acoustic consultant was employed by Morgan Sindall to review all acoustic detailing and ensure service routes and penetrations were dealt with efficiently.
  • Thorough surveys undertaken prior to commencement of the M&E fit-out, minimise disruption and efficient programming.
  • 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.
  • 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

ContractGateway 3Gateway 4Variation
Cost£1,127,776£1,177,1854.4% *
Time24 weeks20.6 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

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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


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

  • Review of Phasing Proposals
  • 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
  • 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

ContractGateway 3Gateway 4Variation
CostDPS – £7,293,896
SPS – £7,902,102		DPS – £7,293,896
SPS – £7,902,102		0%
TimeDPS – 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