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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.

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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

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

Gatwick Diamond

Gatwick Diamond

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Gatwick Diamond

  • Client

    Surrey County Council

  • Contractor

    Willmott Dixon logo

  • Value

    £17m

  • Completion Date

    October 2016


Gatwick Diamond

The Challenge

Surrey County Council appointed Willmott Dixon to develop a brownfield site which has been pre-let by the South East Coast Ambulance Service. The council wanted the Gatwick Diamond development close to the airport, to become a ‘Blue Light’ centre.

There was a very short preconstruction period to start on site date. This meant that the procurement and early engagement of the supply chain was critical to obtain a robust design, procurement and cost certainty in order to meet the required programme.


The Solution

The Gatwick Diamond project is a new single emergency and dispatch and headquarters facility for the South East Coast ambulance service (SECAmb).

The project main works included the construction of a four-storey office development comprising steel frame/curtain walling and rain screen cladding. This phase also included extensive elements of external works and new car parking facilities.


The Results

The design and build project created a new headquarters, including an emergency and dispatch facility for the South East Coast Ambulance Service. This allowed the pockets of accommodation occupied by the SECAmp to be released. This will permit a fire station to be constructed which will serve the Burgh Heath area with wider regeneration and reconfiguration opportunities.

Willmott Dixon were also able to engage 23 apprentices throughout the project and deliver school health and safety show talks to a local primary school.

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Apprentices

£2.5m


Added Value

96%


Client Satisfaction

Contractor Performance | Commitments


Fair

Regular payments and have payment periods not exceeding 30 days


Sustainability

98% of waste diverted from landfill


Safe

Zero harm

43/50 CCS Score


Legacy

Following the success of the Gatwick Diamond office built for Surrey CC, Willmott Dixon teamed up again with the council to deliver two buildings that are vital for the UK’s aviation industry at the Nexus Training and Production Facility

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

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