Project Competencies

Fair

Fair Payment Charter

Sustainable

Sustainable Development Charter

97% waste diverted from landfill

Safe

Health & Safety Charter

Zero RIDDORs
CCS Score 43

Legacy

Legacy Charter

14 apprenticeships, 6 of which were new jobs created
7 work experience placements
272 Trainee weeks
Schools engagement: 361 pupils

Aftercare

Handover & Aftercare Contractor Promise

Community Engagement

Career Opportunities

14 apprenticeships, 6 of which were new jobs created
7 work experience placements
Women in Construction Day held at Fulham Cross Girls’ School
Numerous career events and interview preparation days for students
Enhanced and worked closely with local agencies to achieve ESP targets

Outreach Programmes

Time capsule and summer barbeque joint activities held at the school
Morgan Sindall assisted with a ‘Fish and Chips Supper’ at a neighbouring elderly care home
Morgan Sindall supported the local charity Fulham Good Neighbours including the renovation of the charity’s garden in their HQ, sponsoring their AGM and decorating a local beneficiary’s stairway. They also introduced them to the school enhancing the profile of both.
Developed relationships with local suppliers and shop including a venture with a local cafe to encourage people to visit with a voucher awards scheme and a local gardening store was used for the site entrance flowers.

Key Challenges

Minimising disruption

The project saw the use of temporary modular classrooms to house students away from the works in order to minimise disruption as much as possible to the overall learning environment.

Last minute programme changes

As of March 2020 and amidst the COVID-19 pandemic, Fulham Cross Girls’ School new block was handed over successfully on budget and safely following the government guidelines. Last minute programme changes were made to suit the school amidst the COVID-19 outbreak. Morgan Sindall utilised their labour to help move the school in/out for handover 2-weeks early.

Noisy works

The school remained fully operational throughout the works which required Morgan Sindall to work closely with the school throughout to minimise the impact on teaching and learning. They re-programmed works to avoid noisy works during busy school time/utilising school holidays where possible.

Project Takeaways

Our Success

Throughout the project we engaged well with the School, coordinating the works around their requirements to ensure that the safety of pupils was the upmost priority. We included the students at various stages of the project, including time capsules, summer BBQ and work placements, including those with supply chain and consultants.
Foundation design: 142 piles at 300mm centres, total length 1,536m. The piles along with the raft slab form this innovative Comdeck solution that eliminates the need for additional pile cap/mat. This was implemented in partnership with Abbey Pynford and benefits include shorter programme, lower costs, safety, environmental and less disruption to the neighbourhood.
Offsite manufactured elements: Prefabricated concrete slabs brought in to site enabled the floor and roof to be installed in 3 weeks offering some level of waterproofing. Offsite manufactured stairs could be lifted and used straight away, bringing time and safety benefits.
Composite roofing units: Kingspan roof cassette system used to sports hall roof offering fast water-tight time scales for its installation.
Fibre gypsum boards: As an alternative to standard plasterboard, Fermacell boards were used in the sports hall that have high durability and impact resistance so good for use in sports hall. As a result, no wet trades were required for finishing. The Fermacell boards are composed of recycled gypsum and paper so are environmentally better as it has no COSHH substances or additional glues. Also provides good fire resistance, acoustic performance and impact strength.

Our Learnings

There was a requirement for additional car parking spaces than originally planned; we provided these by changing the logistics for staff parking and providing a better solution for all stakeholders.
The revised piling/ground works scheme was reviewed collaboratively with the client through early engagement and the new solution resulting in minimised wastage, noise, dust and material use also including the added benefits for the safety, environment, community and cost/programme gain.

Value Added

We enhanced and worked closely with local agencies to achieve the SCF ESP targets. In total 272 training weeks were delivered across the scheme including 14 apprentices, 6 of which were new jobs created and 7 work experience placements.
Changing the logistics for staff parking created additional car parking spaces for the school providing a better solution for all stakeholders.

KPI’s & Statistics

Contract	Gateway 2 Planning	Gateway 3 Contract Agreement	Variation
Time	71.7 weeks	63.6 weeks	-11.4%

Contact: Alan Smedley, Framework Manager
Email: alan.smedley@morgansindall.com

Sherborne Abbey CE Primary School

July 31, 2020/in Education: Primary Remodel, School/by Guy Davies

Sherborne Abbey CE Primary School

Sherborne, Dorset

Project Details

Client

Dorset County Council

Project Manager

Dorset County Council

Architect

Dorset County Council

Contractor

Morgan Sindall

Value

£1.46m

Contract Period

43 weeks

Procurement Type

Traditional

Form of Contract

JCT 2011 SFC/CDP/Q

GIFA

180m2

Apprentices

4

Project Brief

Sherborne Abbey CE Primary School is located on the western edge of Sherborne. The existing 1.5 form entry (FE) school was constructed in 1999 but due to an increase in the population of the school aged children in the area, the school needed to expand in size from 1.5FE (315 pupils) to 2FE (420 pupils).

A new single storey extension to the western elevation of the existing school was constructed. The new accommodation comprised of three new class bases, food technology room, two group rooms, toilets and associated ancillary spaces, landscape and drainage works. The existing reception area was also extended and internally re-modelled to provide adequate space.

To enable the construction works to progress whilst the school remained operational, temporary modular accommodation was installed and remained on site for 12 months during the course of the works.

The design of the new extension followed the style and rhythm of the existing traditionally constructed school, being a masonry walling envelope under a pitched tiled roof covering. This retained the established strong sense of identity and consistency. The landscape works included new footpaths to link all new external door entrances to existing paths, hard and soft play areas providing fully accessible circulation routes for disabled users.

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Community Engagement

Career Development

Four Apprentices provided with training through the project

Key Challenges

School remained fully operational throughout works

The school remained fully operational throughout the works and with shared site access the contractors worked closely with the school throughout to minimise the impact on teaching and learning.

Site access

Access to the site was via a bridleway that had to be maintained. Prior to works commencing, the bridleway was upgraded up to the temporary site access to avoid damage and mud onto the public highway. Works were agreed in advance with the Local Authority.

Out of hours work

Elements of the project required localised works within the existing school including classroom refurbishment, a new entrance canopy and reception area, service connections and switchovers. These works were carefully planned prior to commencement on site to be undertaken out of school term and at weekends/out of hours to avoid disruption to the school. Weekly discussions with the school took place on the planned works for the work to avoid impact to the day to day operations of the school.

Project Takeaways

Our Success

Throughout the project we engaged well with the school, coordinating the works around their requirements to ensure that the safety of pupils was the upmost priority. Consistently maintaining our relationships with local residents with our just in time deliveries and avoiding peak times with school drop off and pick up times. Communication and training with the school as part of the handover process was well received and resulted in the staff feeling confident and competent with their new teaching facility. Following on from a project review, the team received a 10/10 recommendation score from the client after handover.

Our Learnings

The project was fully detailed and specified with limited CDP elements to the works. Notably one challenge arose surrounding the subcontract complex cut roof design which was to interlink to the existing building causing significant delay to the project. We worked with the client team and subcontractors to find a solution as quickly and efficiently as possible through collaborative meetings to resolve the complex design coordination that worked for all parties.

Value Added

Early engagement with the supply chain particularly with the roof design solution resulted in an overall saving for the client.

KPI’s & Statistics

Contract	Gateway 2 Planning	Gateway 3 Contract Agreement	Gateway 4 Contract Handover	Variation
Cost	£1,682,019	£1,682,019	£1,460,147	-15.2%
Time	38 weeks	38 weeks	43 weeks	+5 weeks

University of Exeter Northcote House

July 21, 2020/in Education: Further / Higher Refurbishment, University/by Guy Davies

Northcote House

University of Exeter

Project Details

Client

University of Exeter

Project Manager

Faithful + Gould

Architect

Faithful + Gould

Contractor

Morgan Sindall

Value

£1.06m

Contract Period

25 weeks

Procurement Type

Traditional

Form of Contract

JCT 2011 SFC

Project Brief

The works involved removing and replacing all existing external windows and external doors, providing a new fire alarm and emergency lighting system, new sub-main power installation and new heating distribution pipework and radiators. Due to the pre-construction stage being very short, our team had to ensure a speedy and accurate order for new windows which were manufactured by Nordic and immediately delivered to site for just in time arrival for fitting.

The works were completed within an occupied building out of hours ie all works carried out overnight from 6pm – 7am leaving the areas in a suitable condition for re-use by the building users the following day which included the relocation of furniture and all associated equipment. The works also included floor slab concrete repairs acting as lintels. The works were completed within an occupied building over a series of 24 weekly phases.

These phases were programmed in detail with the stakeholders to incorporate each of their requirements ie to take into account their busy times; for example there was a 3 week period within the central block when it operated as a 24 hour call centre for a telethon. Within the programme, consideration was also given for graduation weeks, exam periods and open days. Each phase was vacated at the end of each working day and all works delivered out of hours. Works also included the erection and dismantling the scaffold around the live building, campus and the car park for Northcote House.

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Key Challenges

Senior management occupation of building

The building is the main HQ of the University which is occupied by all of the senior management team at the University including the Vice Chancellor.

The window installation around the Vice Chancellor’s office (Executive Suite) needed to be within strict timescales to be “seen and not heard”. We created a scheduled timetable with the building occupants so they were all aware of busy and noisy periods enabling them to plan their meetings accordingly.

Exam period

There were to be exams held within the building throughout the duration of our works therefore a schedule was worked out around timetables. Works were then planned to commence out of hours and at weekends to hand back the offices on the Monday.

Building remained fully occupied and operational throughout works

To enable the building to remain fully operational without disruption and accommodating the out of hours working, we photographed each room prior to the shift starting, moved all furniture away from the windows ready to remove and replace and then put the room back to how it was in the morning ready for staff to use the office space. The building was a large building and the works as such were done under multiple phases with each requiring very close liaison with the building users within each office area.

Project Takeaways

Our Success

Cost Management: Throughout the project as contract change was identified we provided quick quotations with supporting information and a detailed breakdown of the costs. All change and instructions were included in our valuation document with a rolling final account figure continuously reported on and advised to the client.
Delivered within budget: The project was delivered within the client’s budget with the final cost for the contract works coming in below contract sum. This allowed the client to spend additional funds and increase the scope of the project to include additional windows not included in the original scope with a number of additional internal doors and screens.
Value Management & VE: One area in which savings were made was by identifying areas where internal blind replacement was not required. This omitted a large portion of the works and provided a saving to the client. A number of works within the schedule were also reduced in number to provide additional value to the client in the form of savings.

Our Learnings

During the works to remove the windows, we encountered issues with the brick work at the heads, this was due to poor construction details when the building was first built back in the 1950s. To rectify this we had to undertake extensive remedial works to correct the head details with temporary work and structural designs. These works were all completed within a week, benefiting the already tight programme/phases. We fabricated our own steel lintels which were bespoke to the project and added another 2 trades into our process of works with great success and no impact to the programme.

Value Added

Morgan Sindall’s early engagement allowed them to complete a detailed appraisal of the project’s challenges and budget, offering their expertise and experience in dealing with the various logistical, design, financial and very specific working requirements of the project.

KPI’s & Statistics

Contract	Gateway 3 Contract Agreement	Gateway 4 Contract Completion	Variation
Time	24 weeks	24 weeks	0 weeks

Totnes St John’s C of E Primary School Extension

July 21, 2020/in Education: Primary Extension, School/by Guy Davies

Totnes St John’s C of E Primary School

Totnes, Devon

Project Details

Client

Devon County Council

Project Manager

NPS Group

Architect

NPS Group

Contractor

Morgan Sindall

Value

£1.6m

Contract Period

59 weeks

Procurement Type

Traditional

Form of Contract

NEC ECC Option A

Size

382 m2

Trainees

10

Project Brief

Works at Totnes St Johns CoE Primary School comprised the demolition of the existing temporary classroom and construction of a large two storey steel frame extension to the existing school. The new extension provided five new classrooms, group rooms, new toilet facilities, extension to existing hall and reshaping of the external footprint. The building was heated with underfloor heating and all classrooms had breathing systems installed, drawing fresh air in to the rooms, creating good working environments for the pupils.

The works all linked in to the existing school and required new openings and access ways formed to enable smooth passage from the existing school to the new extension.

Community Engagement

Career Development

Trainees provided with training through the project

Key Challenges

Working in a live school environment

The school remained fully operational throughout the works and with shared site access and segregation requirements required the contractors worked closely with the school throughout to minimise the impact on teaching and learning. Weekly meetings were held with the head teacher to plan works, ensuring they were planned carefully, enabling all users to maintain a high quality of safety throughout the contract.

High risk activities

Works were sequenced so that the high risk demolition and steel lifting activities were undertaken during the school holidays. We had to keep in regular contact with the school and would speak with the headteacher most days. These were highlighted as key objectives in our customer charter. All possible access points to the construction site were secured with solid hoardings / secured gates.

Detailed client co-ordination

The existing hall was extended to meet the requirements for the number of pupils currently at the school, requiring detailed client co-ordination and relocation of the school front entrance.

Project Takeaways

Our Success

Throughout the project we engaged well with the school, coordinating the works around their requirements to ensure that the safety of pupils was the upmost priority. We included the students at various stages of the project, including Ivor Goodsite Site Safety presentations, buried time capsules and prayers in the wall.

Our Learnings

There were several challenges surrounding the structure of the existing school and building which caused significant delay to the project but we worked well with the client team to find a solution that worked for all parties.

Value Added

Morgan Sindall’s early engagement allowed us to complete a detailed appraisal of the project’s challenges and budget, offering our expertise and experience in dealing with the various logistical, design and financial constraints of the project.

KPI’s & Statistics

Contract	Gateway 2 Planning	Gateway 3 Contract Agreement	Variation
Cost	£1,304,215	£1,304,215	0%
Time	45.3 weeks	45.3 week	0 weeks

Interior view of the refurbished Police and Community Hub

Midas

Deane House

July 20, 2020/in Civic and Community Council, Office, Police, Refurbishment, Remodel/by Guy Davies

Deane House

Taunton, Somerset

Project Details

Client
Somerset West & Taunton Council
Avon & Somerset Police

Project Manager
Somerset West & Taunton Council

Architect
HLM Architects

Contractor
Midas Construction Ltd

Value
£6.7m

Contract Period
55 weeks

Procurement Type
Competitive tender – 2 stage

Form of Contract
JCT Design & Build 2016

Size
5,600m²

Apprentices
17

Project Brief

This scheme saw the transformation of this flagship town centre office building to the north of Taunton town centre, headquarters of Taunton Deane Borough Council, to bring together a range of council services under one roof. Midas completed works to this live, three-storey building in phases to allow it to remain open and in use throughout.

Midas undertook this major project on behalf of joint clients Somerset West & Taunton Council and Avon & Somerset Police, to deliver an improved customer experience in a refreshed building that provided a modern and comfortable workspace for its staff. Bringing Taunton Police and the Council together in one building enables the community to access more public services from one convenient location.

The complete refurbishment of Deane House has produced a more energy efficient building that offers flexible, open plan working and communal spaces in Grade A office accommodation with high spec finishes throughout. The building can be adapted for future needs and has potential to accommodate additional public or private sector partners in the future.

The project received a score of 92% in the customer satisfaction survey at practical completion.

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“We’re delighted to be celebrating the completion of this high-profile project with our customer, Taunton Deane Borough Council. The result looks fantastic and has really given the building a new lease of life. The success of the project has been driven by the work of the site team liaising closely with the Council, its partners, local residents and businesses to ensure what was a complex project ran smoothly, with the minimum of disruption to council services and people living and working locally.”

Mike Borkowski, Business Development Director at Midas Construction

“I am delighted with these significant improvements to Deane House which reflect our new way of working, modernising what we do to focus even more on tackling customer needs, improving services and saving costs for our communities. The building is far more energy efficient, with a flexible working environment for our staff, and a new customer hub which provides a much better experience for our customers making processes more modern and efficient. Deane House is a superb local facility within the heart of the community where together with the Police we can now offer local people greater convenience by having public services under one roof.”

Councillor John Williams, Leader of Taunton Deane Borough Council

Community Engagement

Career Development

17 Apprentices provided with training through the project

Key Challenges

Building remained occupied by Council staff and open to the public throughout the project

To safely manage works in this occupied building whilst maintaining public access, Midas completely enclosed the site with hoarding and fencing. The team segregated public routes, employed a traffic marshal to control site access, and installed an overhead fan at the rear staff entrance to protect users. Routes to and from the building were controlled and described within the site plans, with each area locked off and controlled by site staff. The team completed works to the new reception prior to removing the old reception, to maintain public access, and kept access and fire routes clear for Taunton Deane Borough Council (TDBC) staff. Internally, Midas segregated the building using floor to ceiling temporary partitioning, erected in early stages of each phase. The team formed the partitions with metal stud plasterboard, decorated and with skirting fitting on public facing sides to appear like a permanent wall for the aesthetic principal, whilst also providing acoustic protection. The team attached translucent film to some windows in occupied parts of the building to provide additional privacy for TDBC staff.

Bringing the project in line with the budget

Midas completed an extensive best value review with the client in order to achieve a cost plan figure in line with their budget. Through early subcontractor involvement in design development at preconstruction, Midas delivered a total of £709k of savings to the client with a combination of best practice and added value reviews. The design team, led by the Midas Design and Build Manager, collaborated with subcontractors and specialist contractors to provide alternative best value product solutions and reviewed sequencing to resolve programme issues and mitigate delays, at a saving of £607k. The team saved an additional £39k through effective risk management and review.

Phased project with sectional completion

Midas met with key Taunton Deane Borough Council (TDBC) staff prior to commencing each phase of works to amend site logistics whilst preserving safe and secure access for building users. Midas established segregated public access routes using pedestrian barriers externally and temporary partitioning internally, with all gates and doors secured. The team maintained communication with TDBC staff to discuss and agree access provision and ensure the preservation of emergency escape routes, and provided advance notice of noisy, vibratory or dusty work activities, scheduling these in line with TDBC requirements. Simon King (Project Manager) and representatives from TDBC met weekly and before each new phase of work, with the agenda including upcoming risks, any issues, phasing, the current programme and an update on sections handed over to the client to resolve any outstanding issues. These open forum meetings helped to ensure on-time completion.

Project Takeaways

Our Success

Midas conducted snagging checks on subcontractor works packages at the end of each phase, prior to completing client snagging, to ensure the team addressed any issues at each phase of the works. This resulted in minimal outstanding issues at practical completion and all snags closed off within a week. The team managed the phased snagging process through the Midas Quality Plan, agreeing the standard of the works with the client as the project progressed to meet their requirements at the end of each phase.
The logistics of the site changed regularly as Midas handed over phases of the works and commenced new phases. Midas implemented a bespoke traffic management plan including timed deliveries to avoid peak traffic times, and banked plant movement supervised by a full time, fully trained traffic marshal. Midas provided suppliers with route directions to the site, programmed and coordinated deliveries and provided holding areas to limit disruption to local traffic. The team controlled pedestrian access with designated crossing points and rerouted the public across a dedicated timber bridge over the grass. The bridge had an anti-slip surface with ramp access. If deliveries crossed the pedestrian right of way, the team used temporary pedestrian barriers. The full time gate controller managed contractor and visitor parking, escorting and directing visitors.
The site team completed some works outside of the Council’s operational hours, to minimise disruption, including significant weekend working. Midas maintained utilities connections to live areas of the building, completing a full shutdown and service swaps outside of the building’s operational hours.

Our Learnings

The building contained live services. This was a high risk removal due to the complexity of services above the grid. Midas isolated and checked prior to commencing demolition and soft strip works, completing ten weeks of diversion works prior to commencing, closing off and disconnecting services and water to sections of the building in phases in preparation for demolition. Midas maintained utilities connections to live areas of the building, completing a full shutdown and service swaps outside of the building’s operational hours. The team took down the old entrance lobby later in the programme, once the new reception was complete and in use. The site zoned off areas for demolition and segregated waste, removing waste through the segregated dedicated site entrance away from the live reception.

Value Added

This project worked to the Employment Skills Plan (ESP), including: supporting three 16+ work placements and one 14-16 work placement; supporting five curriculum activities including hosting a school site visit, an Employability Day for Clyst Vale Community College and a site visit for students from Bridgwater & Taunton College; supporting eight apprentice starts, three existing apprentices and six apprentice completions; supporting eight NVQ starts and six NVQ completions for subcontractors; advertising nine jobs through local employment vehicles; delivering nine training plans, four supervisor qualifications gained and four leadership and management qualifications gained for subcontractors; 59 qualifications gained for Advanced Health & Safety for subcontractors. The site also employed a Taunton resident, who had previously been in the armed forces, as a Trainee Site Manager.
The site employed local labour with 75% of the workforce living within a 30-mile radius of the site. The project supported the local economy with 100% of the total firms on site being small and medium-sized enterprises (SMEs), of which 50% were based within the local authority boundary.

KPI’s & Statistics

Contract	Gateway 2 Planning	Gateway 3 Contract Agreement	Variation
Cost	£6,782,797	£6,752,576	-£30,221 -(0.4%)
Time	63 weeks	63 weeks	0 weeks (0%)

Apprentices: 17
Average AIR: 2.43
Average CCS score: 39.5
Waste diverted from landfill: 60.2%
Cost/m2: £1,178m²
Cost/m2 excl abnormals: £1,008m²

Midas Group Ltd

Construction Training Centre

July 14, 2020/in Education: Further / Higher College, Steel, Workshops/by Guy Davies

Construction Training Centre

Weston-super-Mare, North Somerset

Project Details

Client
Weston College

Project Manager
Weston College

Architect
View Architects Ltd

Contractor
Midas Construction Ltd

Value
£2.9m

Contract Period
33 weeks

Procurement Type
Competitive tender – 2 stage

Form of Contract
JCT Design & Build 2016

Size
1,809m²

Apprentices
7

Project Brief

Created to address the increasing demand for a skilled construction workforce in the region, the Construction Training Centre provides state-of-the-art specialised teaching space, offering training specific to the construction industry and designed with employers’ needs in mind. Midas delivered this single-storey building in a semi-rural location to the west of Weston-super-Mare.

Made possible by match funding from Weston College and the West of England Local Enterprise Partnership (LEP) through the Local Growth Fund, administered by the West of England Combined Authority, the Centre is taking a lead role in answering the construction skills shortage. The main teaching centre is a block of modular buildings, constructed off site, connected with a central corridor covered by a canopy. Adjacent to the modular block are three connected steel frame cladded sheds. The project includes several areas of storage and work yard together with a dig training area.

Enabling works included demolition and removal of old farm buildings, part piled foundations and excavations for ground beams, slabs and drainage, infill and diversion of two sections of a watercourse and formation of attenuation ponds with a new water route.

The client scored the project 91% in the customer satisfaction survey at practical completion.

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“The Construction Training Centre really is meeting the need of the industry. Construction workers were having to go as far as Birmingham to complete their training – which includes compulsory qualifications. This centre has brought all of the training under one roof, and is conveniently located just minutes from junction 21 of the M5. Our courses are industry-recognised and nationally accredited, which is a real plus for a new facility. This has helped to ensure that we have a busy start to life at the Construction Training Centre, and we look forward to this continuing over the coming months.”

Simon Werkshagen, Head of the Construction Training Centre

Community Engagement

Career Development

7 Apprentices provided with training through the project

Key Challenges

Weston College leased the land on a five-year basis

Due to the time limit of the lease, the Construction Skills Centre needs to be relocated at the end of the College’s contract on the land. Midas addressed this through design and construction of a combination of refurbished modular buildings and new build warehouse, to deliver a structure that can easily be dismantled and relocated at the end of the lease. The modular building is formed of 23 units that can be picked up and moved in blocks of 13, and use of off-site modular construction resulted in a shorter on-site programme time and less waste. As agreed with the client, Midas left bolts exposed in the warehouse unit to enable it to be easily dismantled and relocated. Midas amended the foundation design to pad and raft foundations, which will be easier for the client to clear at the end of their lease period. To manage the high water table with pad and raft foundations Midas completed an extensive drainage scheme under licence from the North Somerset Levels Internal Drainage Board (NSLIDB), bridging over the rhynes in several places and installing filtration systems to prevent run off.

The client required the project delivered to BREEAM Good

The project surpassed the client’s target and achieved BREEAM Very Good through numerous environmental measures. The team protected local wildlife, plants and waterways throughout the works; installed sensitive lights to prevent disturbance of bat feeding routes; used of off-site modular construction to reduce waste; installed permanent, secure bicycle storage for 20 bikes; diverted of 99.5% of waste from landfill; and used a community recycling scheme for wood waste and unwanted timber pallets. The project achieved an air tightness result of 4.23 & 3.68m³/hr.m² @ 50 Pa, against a maximum of 10.0m³/hr.m² @ 50 Pa. Early in the project, Midas commissioned an ecological survey that confirmed the rhynes (drainage ditches used as local flood management systems) did not contain any protected species and prior to works the site team completed a visual survey to check no significant wildlife was present.

A challenging site with a high water table and numerous watercourses, in an environmentally sensitive environmental area

Midas liaised with the NSLIDB to manage the risk of works in proximity to rhynes. The team secured a licence from the NSLIDB to work within nine metres of rhynes, ensuring they remained clear throughout the works. Midas identified drain routes and risk potential as part of site inductions, and managed surface water through an efficient drainage design. The site used silt busters to filter all water sent off site. At the start of the project Midas implemented a Construction Environmental Management Plan to manage the high pollution risk to adjacent properties and the rhynes; protected existing ditches and rhynes from site run off; and identified watercourses, drains and their outputs. The site controlled water run-off with straw bales placed along the rhynes and formed a clay earth bund to prevent polluting nearby watercourses, with spill kits stored on site and a pollution incident response action plan in place. Prior to undertaking diversion works to the rhyne within the site and for drainage works to the pond, the Assistant Site Manager contacted the inland drainage board and received verbal approval to pump extracted water into the grassland around the site.

The design team simultaneously worked on two projects for the client: the Construction Training Centre and the Health and Active Living Centre, and brought both in line with the client’s budget

Midas came onto this project at RIBA Stage 1, appointing our own design team with Smith Consult Limited novated to the M&E subcontractor. Both projects were initially over the client’s budget, and Midas completed an extensive and effective early value engineering exercise with them at RIBA Stage 3, providing design and material amendments to make the projects financially viable. Midas conducted stakeholder engagement exercises, working with the college and modular manufacturers to conduct a best value review of external finishes, delivering a cost-effective solution without compromising the quality of the finish. Midas also completed a total redesign of both the Health and Active Living Centre and the Construction Training Centre to ensure the architectural plans met the correct site requirements. The team designed out any challenges in the planning stages, tailoring the foundation designs to suit the site conditions following site investigation and completion of archaeological reports.

Project Takeaways

Our Success

Enabling works included demolition and removal of timber cattle sheds that had evidence of fragile asbestos cement roofing, asbestos containing materials and possible ground contamination. Midas appointed an asbestos surveyor and remover and produced an Asbestos Management Plan with a Cat B plus a Point of Work Risk Assessment for these works. The site had an asbestos-sealed waste skip, which the team had taken off site as soon as possible following completion of the removal works. Midas included asbestos awareness as part of site inductions.
To reduce inconvenience to local residents, Midas encouraged deliveries to use major routes into the town and approach the site via the more suitable A370. Deliveries entered the site via the shared access road off Churchland Way, which residents used to walk their children to school. Midas liaised with the neighbours to discuss access issues and the Assistant Site Manager provided them with hi-vis tabards to high light their presence during school walks along the lane. To reduce risk, the site scheduled deliveries; enforced a 20mph speed restriction on the lane; and established a suitable sized entry gate and hard standing area, which housed up to two simultaneous deliveries, to get deliveries in off the road as quickly as possible to avoid unnecessary congestion. The site unloaded deliveries using a telehandler and contained a turning circle to eliminate the need to reverse onto the highway. Site traffic exited under supervision by a vehicle controller to reduce risk to avoid risk of collision on the public highway and to reduce risk to pedestrians passing the site.
To manage the site’s high water table and proximity to rhynes, Midas implemented an extensive attenuation scheme, effectively selecting the most appropriate groundworks subcontractors to ensure success.

Our Learnings

Due to its proximity to a Norman fort, there was a risk of archaeological importance on the site. Prior to commencement, another company completed a site investigation (SI) to establish ground conditions. Midas accessed the SI information from a separate planning application on the site, which confirmed poor ground conditions and a known flood risk. Midas interrogated SI reports, including historic data provided at tender stage, and appointed Wessex Archaeology Limited to investigate the site and complete trench digs across the area prior to Midas commencing works.

Value Added

Midas delivered £511,960 (19.5%) of added value and best practice savings at Gateway 4. Savings included a reduction in the foundation design, following close review with the supply chain, for a saving of £205k; revision and reduction of the planned site entrance to one combined entrance, saving £9,460k; reducing the covered area and altering external finishes to save £90k; and retaining excavated soil onsite for a saving of £60k.
The site employed 83.3% small and medium-sized enterprises (SMEs), with 67.7% of the SMEs based within 30 miles of the site.
The project team collaborated with the team at the Construction Skills Centre site to deliver a combined Employment and Skills Plan. The sites supported eight work experience placements; created 13 jobs with the National Skills Academy for Construction, including six apprentices; supported 11 Construction Careers Information, Advice & Guidance events; delivered 218.9 training weeks on site; delivered four training plans for subcontractors; and supported the achievement of 85 NVQs and industry certifications. Representatives from the project attended the North Somerset Careers Convention and the Weston-super-Mare Careers Convention.

KPI’s & Statistics

Contract	Gateway 2 Planning	Gateway 3 Contract Agreement	Variation
Cost	£2,918,791	£2,631,357	-£287,434 (-9.8%)
Time	26.1 weeks	25.9 weeks	-0.29 weeks (-1.1%)

Apprentices: 7
Average AIR: 0
Average CCS score: 40
Waste diverted from landfill: 99.5%
Cost/m2: £1,455m²
Cost/m2 excl abnormals: £506m²

Midas Group Ltd

Oxford Advanced Skills Centre

July 14, 2020/in Education: Further / Higher College, Steel/by Guy Davies

Oxford Advanced Skills Centre

Abingdon, Oxfordshire

Project Details

Client
UK Atomic Energy Authority (UKAEA)

Project Manager
Ridge & Partners LLP

Architect
Ridge & Partners LLP

Contractor
Midas Construction Ltd

Value
£8.8m

Contract Period
54 weeks

Procurement Type
Competitive tender – 2 stage

Form of Contract
NEC3 Option A

Size
4,074m²

Apprentices
7

Project Summary

Delivered at the secure Culham Science Centre, a dedicated innovation and enterprise park in Oxfordshire, the Advanced Skills Centre is a flagship training facility. Owned and managed by the UK Atomic Energy Authority, Culham Science Centre is a world-class research site that hosts 40 businesses employing approximately 2,000 people in fields including aerospace, technology, autonomous vehicles and biotechnology.

Constructed in proximity to live business and educational facilities, the project included design and build of the Centre, together with sports and social facilities and associated external works. Works included site preparation and groundworks, followed by construction of two steel frame buildings – the Centre and a sports pavilion – with a cladding and render envelope and a single ply roof to the Centre. Midas completed full Cat A and Cat B fit out, including M&E, plumbing and service connections. Externally, the team completed car parking and hard and soft landscaping.

The purpose-built Centre has the capacity to train up to 350 apprentices per year, offering specialised training for apprentice engineers and technicians. Designed with these industries in mind and following consultation with local businesses, the three-storey centre provides labs and workshops to support training in specialised research areas including mechanical and electrical, robotics, cryogenics, fluids and vacuums.

“Starting the construction phase is hugely exciting for the project team as it marks the culmination of the efforts of many people.”

David MartinChief Operating Officer a UKAEA and sponsor of the Oxfordshire Advanced Skills project

Key Challenges

The client required the project delivered to BREEAM Very Good

Midas successfully achieved BREEAM Very Good with measures including PV panels installed on the roof; diversion of 94.55% of waste from landfill; bicycle storage and changing facilities; and by undertaking tree protection measures. Midas commissioned a prestart inspection by a suitably qualified ecologist – from Windrush Ecology – and, in line with their recommendations, delivered toolbox talks to site operatives on topics including protecting site ecology and compliance with ecological legislation. Midas delivered training for building users, including Building User Guides, and completed seasonal commissioning activities for the 12-month period after occupation. The team placed bird feeders at the site boundary, providing winter feed for birds, and rescued a mole from an existing building.

Achieving the client’s budget

Midas used a combination of best practice and added value solutions to offer the client £767k (8.7% of contract value) of savings at the Gateway 3 construction stage. Midas approached supply chain members including the roofing and cladding contractor and the piling contractor early in the programme and invited them to participate in design team meetings to aid with detailing. Solutions included retention of excavated materials for reuse in landscaping and site fill, for a saving of £117k; identifying £140k of best value savings at Cost Plan; and completing a post-tender best value review with our subcontractors, to offer £327k of savings to bring the works in line with the budget. Our supply chain partners re-appraised the ground investigation report to develop a vibro-compacted stone column solution in lieu of continuous flight auger piling piles. This saved £45k on the budget and mitigated any programme delays. The team proposed using face fix cladding panels with colour match fixings, to negate the need for helping hand brackets (saving £55k); and the project reused excavated topsoil in lieu of imported materials, saving £117k and achieving a BREEAM credit.

Managing works at a secure, sensitive site

Culham Science Park is a secure site with a security gate staff with security guards. UKAEA Security required advance notice of all visitors attending the site, with attendance tracked by their team. Midas erected Heras fencing and solid hoarding around our site to segregate works, with Heras fencing to the contractor car park and crowd control barriers forming separate client routes. The team shared construction access with a project to the north of the site, with UKAEA Security managing traffic access. Midas liaised with UKAEA site security and other construction project teams to coordinate and programme deliveries, and checked vehicles for the use of the Fleet Operator Recognition Scheme road safety provisions. To mitigate dust and noise disturbance to the science park, operatives used vacuum cleaners with filters; dust extraction on saws, sanders and floor grinders; and water suppression attached to the petrol disc cutter. The team used a dedicated cutting area, combined with acoustic panels to reduce exposure to others on site.

Project Takeaways

Our Successes

Midas worked simultaneously on two projects for the same client at the same site, and introduced savings and improvements to the programme and supply chain by sharing resources across the two projects. The two projects had separate access routes and security checkpoints, to avoid causing queues at the main gate.
Culham Science Centre has plans to substantially increase commercial activity and construct new buildings at the site. Midas completed additional infrastructure works, added to our project by the client during the programme, in order to prepare the site for potential future developments. The Midas team worked closely with the client to plan and review these additional works to future-proof the site.
Each subcontractor attended a prestart meeting to review safety and quality requirements, at least two weeks prior to their start on site. The project used Field View in tandem with 4Projects to track and manage snagging and defects. The client bought into this software and accessed Field View to complete their quality inspections. All subcontractors completed their inspection, test plan, risk assessments and method statements together as part of the pre-start process. The Midas site team used tablets with Field View to complete weekly quality and safety inspections of subcontractors and our supply chain.

Our Learnings

The site included an incoming underground high voltage electricity supply and fibre optic cables crossing the site, with live services within an adjacent block. The team pegged out the route of live services and identified them with signage. UKAEA diverted the fibre optics prior to Midas commencing ground excavations; Midas received written confirmation of disconnection from the client prior to commencement of works. The team battered back excavations, controlling the reduced and formation level excavations under permits to dig and protecting open excavations with Heras fencing.

Added Value

As part of this project Midas worked to an Employment & Skills Plan (ESP), including: five work experience placements; seven apprentices employed; 12 jobs created; 167.4 waged training weeks delivered on site; 32 workforce qualifications supported; and four training plans for subcontractors delivered. The site hosted a visit from six local college students.
The project supported the local economy with 93.3% of companies employed via the project being small and medium-sized enterprises (SMEs) and 55.9% of those based within 30 miles of the site.
The site held a topping out ceremony with a Christmas wreath on 11 December 2018, attended by over 30 people including representatives from MTC Training, the Science and Technology Facilities Council, Culham Fusion and UKAEA.

KPI’s & Statistics

Contract	Gateway 2 Planning	Gateway 3 Contract Agreement	Variation
Cost	£8,881,816	£8,810,919	-£70,896 (-0.8%)
Time	48.1 weeks	47 weeks	-1.14 weeks (-2.4%)

KPI Graphs

Apprentices 7
Average AIR 2.1
Average CCS score 37.5
Waste diverted from landfill 94.5%
Cost/m2 £2,170m²
Cost/m2 excl abnormals £1,542m²

Exterior view of the Weston College Health and Active Living Centre

Midas Group Ltd

Health and Active Living (HAL) Centre

July 13, 2020/in Education: Further / Higher, Sports and Leisure College, Health, Leisure/by Guy Davies

Health and Active Living Centre

Weston-super-Mare, North Somerset

Project Details

Client
Weston College

Project Manager
Weston College

Architect
View Architects Ltd

Contractor
Midas Construction Ltd

Value
£6.7m

Contract Period
48 weeks

Procurement Type
Competitive tender – 2 stage

Form of Contract
JCT Design & Build 2016

Size
2,841m²

Apprentices
7

Project Summary

Delivered for our valued clients Weston College, the Health and Active Living Skills (HAL) Centre is the region’s first state-of-the-art learning environment for sport, health and social care. The Centre provides modern facilities for students and the public, aiming to increase the community’s health and well-being.

Constructed at the college’s Loxton campus, to the south of Weston-super-Mare, this three-storey building houses a sports hall and associated changing facilities, classrooms and sport science labs. Outside are an all-weather 3G sports pitch and a natural football pitch.

The HAL Centre features a range of facilities to benefit the college and community. The multi-use sports hall includes provision for badminton, basketball, netball and five-a-side football, plus retractable basketball hoops; and the Centre includes community use space, a reception and public café.

The Centre provides an innovative learning environment with science labs, a health therapy suite with separate clinic and therapy room, and a six-bed simulation ward including high-tech patient mannequins.

The project received a customer satisfaction score of 92% in the survey at practical completion.

“This is an important investment in the future of healthcare in the region. We looked at a number of options when it came to building this new centre, but the one that was most viable was to build it at our Loxton Campus, which is a stone’s throw away from Weston General Hospital. The development will bring together the College’s health and social care, sports therapy and active living curricula into one bespoke facility, which will benefit our students as well as the wider community.”

Dr Paul Phillips CBEPrincipal and Chief Executive of the West College Group

“This is a fantastic opportunity for partnership working between Weston College and Weston General Hospital. This demonstrates the investment we are both making to support the learning and development of students. We hope it will also help the recruitment and retention of staff as well as supporting the increased demand on healthcare locally”.

James RimmerChief Executive of Weston Area Health Trust

“This is an ambitious project that will deliver important investment in skills for health and social care professionals working in our region. We need to train more people for future careers in our hospitals and community services – this will improve the quality of care and improve people’s lives. With more highly qualified professionals, and with people trained in a wider range of disciplines, people will be better cared for.”

Professor Steve WestChair of the West of England Local Enterprise Partnership

“We are very pleased to be taking forward our excellent relationship with Weston College on this exciting project which will bring significant positive benefits to the College, its students and staff and the local community. As we have done on our previous projects with the college, most recently at the Winter Gardens, we will be working closely with local people and our local supply chain to ensure that we maximise the economic benefits of the construction project in the Weston and North Somerset areas.”

Derek QuinnExecutive Director for Midas Construction

Key Challenges

The client required the project delivered to BREEAM Excellent

The client set an ambitious BREEAM requirement of Excellent. Midas successfully attained this level by commissioning significant ecological surveys at the start of the project; enhanced the local ecology through planting of native trees and shrubs; used an efficient drainage design to manage surface water, and protected local waterways from runoff or contamination; provided permanent, secure bicycle storage; and diverted 100% of waste from landfill. The ecological surveys identified the site as a bat corridor, which the team protected through retention of trees and by directing site and permanent lighting away from the route. The centre has four bat boxes, and the landscaping forms a corridor for wildlife. The building design maximises natural ventilation, including wind catchers, and features a 20.8kW SunGift Solar PV array.

Weston College’s Loxton campus, where the project took place, remained open throughout the project.

To manage works within the live college campus, Midas used a combination of timber hoarding and Heras fencing to secure the site boundary and implemented parking restrictions on Loxton Road, with a bespoke traffic management plan and a vehicle controller to supervise deliveries and access. At the start of the project, Midas issued a letter to the local neighbours advising them of the planned works, expected duration and providing contact details for feedback. The team issued regular updates with 24-hour contact information and notice in advance of potentially disruptive works. To reduce disturbance to the college and neighbours, Midas established a dedicated and screened cutting zone, kept construction noise below background noise levels at the nearest noise sensitivities and appointed a suitably qualified acoustician to carry out a noise impact testing.

The design team simultaneously worked on two projects for the client: the Health and Active Living Centre and the Construction Training Centre, and brought both in line with the client’s budget.

Midas came onto this project at RIBA Stage 1, appointing our own design team with Smith Consult Limited novated to the M&E subcontractor. The Health and Active Living Centre and the Construction Training Centre projects were initially over the client’s budget. At RIBA Stage 3, Midas completed an extensive and effective best value review with the clients, providing design and material amendments to make the projects financially viable. Midas conducted stakeholder engagement exercises, working with the college and modular manufacturers to conduct a best value review of external finishes, delivering a cost-effective solution without compromising the quality of the finish. Midas also completed a total redesign of both the Health and Active Living Centre and the Construction Training Centre to ensure the architectural plans met the site requirements. The team designed out any challenges in the planning stages, including a piled foundation solution with piles at a maximum depth of between 5m and 11m to manage the granite layer below the topsoil.

Project Takeaways

Our Successes

Working with the client’s design team and Sport England, Midas ensured the new centre facilitated the best possible ‘Community Use’ of its amenities – as defined by Sport England – when not in use by the college. By changing the building’s internal layout and configuration, Midas delivered the project to a Sport England Community Use Agreement and increased the extent of community use areas of the Centre. Midas designed the facility in compliance with Sport England Design, Specification and Construction Guidance.
The building is in proximity to an environmentally sensitive area to the north and adjacent to a high-risk watercourse area. Midas liaised with the North Somerset Levels Internal Drainage Board (NSLIDB) to manage the risk of works in proximity to rhynes (drainage ditches used as local flood management systems). The team secured a licence from the NSLIDB to work within nine metres of rhynes, ensuring they remained clear throughout the works. Midas identified drain routes and risk potential as part of site inductions, and managed surface water through an efficient drainage design. The site used silt busters to filter all water sent off site.
The Midas team installed an observation board at the site welfare area with a progress board highlighting defect-free areas and providing example posters confirming quality requirements and correct finishes. The client scored the project 9/10 for quality for workmanship in the satisfaction survey at practical completion, with an overall score of 92%.
To achieve BREEAM Excellent and provide an improved whole life value for the centre, Midas installed enhanced cladding, insulation and insulated render. The composite cladding panel insulation on the external walls has an approved environmental profile with a BRE Ecopoints score of 0.497; the acoustic stud insulation achieve summary ratings of A+; and the cavity wall insulation achieves a Green Guide Rating of A+. The completed building has an air tightness (m³/(h.m²) at 50Pa) rating of 5.00, against the maximum of 15.00, with an Air Leakage Rate less than 5m³/hr/m².

Our Learnings

Restrictions on the client’s funding meant the team had to complete project works and spend allocated monies by the end of their financial year (01 April 2019). Weston College could not set a contract end date beyond this point, putting pressure on the programme; however, during contract negotiations with Midas, the client agreed a three-week extension of time to allow completion of the works. Midas led collective subcontractor coordination meetings, worked to short-term programmes to hit deadlines, maintained regular communication with suppliers, subcontractors and the client, and effectively selected subcontractors to ensure a suitable team that delivered on time. Adaptations included the use of a mechanically fixed single ply membrane waterproofing system on the roof. This incorporates a PVC pad fixing system that secures the membrane and insulation with the same fixing, reducing the site installation programme and providing water tightness at an early stage in the construction programme. The team also completed works such as coating the floors with latex over weekends, to minimise disruption to other trades. This enabled Midas to finish three weeks ahead of the anticipated completion date

Added Value

Midas delivered £230,500 (3.4%) of added value and best practice savings at Gateway 4. Savings included: £116k of design review and rationalisation savings; using specialist contractor advice to make an acoustic design change to the hall, saving £25k; and increasing the Structural Steel Framing System (SFS), including changing the precast concrete staircase to steel, limiting the required amount of brick- and blockwork to save £55k.
The site employed 60% local labour; with 93.1% of total firms on site being small and medium-sized enterprises (SMEs). Midas used local resources wherever possible with 71.4% of the SMEs based within 30 miles of the site.
The project team collaborated with the team at the Construction Skills Centre site to deliver a combined Employment and Skills Plan. The sites supported eight work experience placements; created 13 jobs with the National Skills Academy for Construction, including six apprentices; supported 11 Construction Careers Information, Advice & Guidance events; delivered 218.9 training weeks on site; delivered four training plans for subcontractors; and supported the achievement of 85 NVQs and industry certifications. Representatives from the project attended the North Somerset Careers Convention and the Weston-super-Mare Careers Convention. The project had five site visits from students of Weston College, with almost 100 students visiting in total, plus a site visit from students with the Positive Steps project. The site directly employed a management apprentice.
Midas liaised with a local church, collected food on site to donate to their food bank. The team also contacted a local financial institution, who agreed to offer free financial aid to the community, with Midas welfare offices available for this use. The team donated unwanted wooden pallets to neighbours for their wood burning stoves.

KPI’s & Statistics

Contract	Gateway 2 Planning	Gateway 3 Contract Agreement	Variation
Cost	£6,918,904	£6,780,718	-£138,186 (-2%)
Time	46.4 weeks	46.4 weeks	0 weeks (0%)

KPI Graphs

Apprentices 7
Average AIR 0
Average CCS score 40
Waste diverted from landfill 100%
Cost/m2 £2,352m²
Cost/m2 excl abnormals £1,799m²

Robert May’s School

July 6, 2020/in Education: Secondary Remodel, School/by Guy Davies

Robert May’s School

Client
Hampshire City Council
Contractor
Value
£6.1m
Completion Date
October 2018

Expansion of school by 1FE providing an open and welcoming entrance to give the school a presence in the local community.

Robert May's School image 3 - SCF NEW TEMPLATE

The Challenge

The project involved the expansion of Robert May’s Secondary School in Odiham by 1FE, which included a two-storey new-build block and refurbishment within the existing building. External works included demolition of the caretaker’s bungalow and remodelling of the carpark; as well as works to the MUGA to the rear of the school and a grass playing field on a steeply sloped area adjacent the school. As part of these works, the team faced two key challenges;

The school was on a very tight site with high levels of coach drop-off demands and remodelling of the front of the school
The project was being delivered in a live school environment where pupil/ pedestrian safety was key, along with maintaining their safety routes during construction.

The Solution

To enable the new coach drop-off, a new carpark was built first, where the caretaker’s bungalow was located.

Pupil/ pedestrian routes were improved during construction works by directing them along hoarded/ fenced routes to and from the buses and emergency access routes to muster points. Deliveries were only allowed between drop-off and pick-up periods with the construction site gates closed outside these times. We also chaired weekly meetings with the school to discuss the forthcoming works and anticipated vehicle movements. Daily ‘Stand Up’ meetings were undertaken with all operatives on site, to make sure they were aware of what was happening on site that day.

Robert May's School image 2 - SCF NEW TEMPLATE

Robert May's School image 1 - SCF NEW TEMPLATE

The Results

The proactive approach and professional team meant communication between all parties, including the design team and the school was productive, with relationships maintained to the end of the project. Early liaison with the supply chain ensured professional buildability advice and working closely with the school we were able to minimise disruption. The client was also pleased with the successful delivery of the project, giving us a recommended score of 10/10.

2

Apprentices

100%

SME Spend

£514,000

Added Value

9/10

Client Satisfaction

Client Testimonials

“The sheer professionalism and attention to detail demonstrated by the architectural and construction team was exceptional. Liaison between them and the client was thorough, consultive and led directly to those remarkably improved vistas, buildings and walkways.”

Joanna WestHeadteacher, Robert May’s School

“I wanted to email you as the overriding message from the school was what a fantastic project that you have contributed to and built for them. In particular they highlighted Jim’s approach to the management of the site and his client/end user engagement as being exemplary but also the emerging site management/communication skills of Shane. This only tells part of the story and, not to in anyway diminish the praise rightly for Jim and Shane, this feedback reflects on the construction team as a whole and the approach by Morgan Sindall and I wanted to thank you.”

Liam Presley Design Manager, Architecture, Hampshire County Council

Contractor Performance | Commitments

Fair

100% payment within 30 days terms

Sustainability

100% waste diverted from landfill

100% timber responsibly sourced

Safe

Zero RIDDORs

CCS Score 39/45

Legacy

36 No of SMEs delivering 100% of project value

17 beneficiaries

8 jobs created

120 trainee weeks

Schools engagement: 1031 students

£20 donations to charity

22 volunteer hours

88% social value created

Aftercare

Soft landings for handover

Dedicated Morgan Sindall point of contact

On-line portal for notifying any defects with 3 priority categories for response times

SCF Framework Manager

James Wright

Email: james.wright@hants.gov.uk

Phone: 07761 330560

Contractor Framework Manager

Alan Smedley

Email: alan.smedley@morgansindall.com

Phone: 07967 686066

Gilbert Inglefield Academy

June 24, 2020/in Education: Secondary Extension, Refurbishment, Remodel, School/by Guy Davies

Gilbert Inglefield Academy

Client
Gilbert Inglefield Academy Trust
Contractor
Value
£6.5m
Completion Date
December 2020

Two storey teaching block providing 10 classrooms and a 3-court sports hall new build, and a combination of 4 separate refurbishment areas including 2 IT labs as well as remodelling the existing school to provide improvements to the school’s catering facilities, and administration areas. In addition, the project introduced new SEND therapy spaces and an external MUGA.

–

The Challenge

Initial feasibility studies completed for the project identified the requirement for multiple extensions and alterations to the existing school.
Phasing of works
The location for the new sports hall and teaching facility was on the existing school hard-play courts, which doubled as their fire muster point.

The Solution

Through initial buildability engagement we were able to advise a review of the design to amalgamate the sports hall and teaching facility into one new standalone facility. Due to the design and build process, there was a variety of reviewable design data where approvals where required from the school. During the Client Engagement Meetings we set these as a key part of the agenda to ensure the data was reviewed with the school appropriately providing enough information to allow decisions to be made on time, such that on site activities were not impacted.
Client engagement meetings (CEM) were carried out regularly with the project team during both the precon and construction phases. These meetings were especially productive for the site team to engage with the school’s headteacher, teachers and facilities manager to create a robust phasing plan due to the nature and number of small extensions and refurbishment areas located across the existing school.

3. The provision of the new multi-use games area (MUGA) court would provide the new play area and fire point, however, this commenced at the same time as the new build.

The Results

Reviewing the data was especially beneficial for the refurbishment areas where the new finishes were installed early in the programme. Following further engagement, the existing kitchen and dining spaces were able to be relocated to an area of the school that had better construction access and existing services to facilitate.
A detailed construction programme was produced accompanied with a master phasing plan, highlighting the programme periods in each section of work. Where possible, each section was coordinated to commence and complete in line with the school’s academic timetable. From this master phasing plan, detailed access and logistic plans were presented to the school for each work section. Through careful consideration of the school’s current operation, the phasing plans were tweaked to minimise disruption. As part of the induction process on site all operatives were briefed on the phasing plans for the project and the importance of the live school environment.

3. Through negotiation with Central Bedfordshire Council, we were able to re-surface the adjacent youth centre car-park in return for the school to use this facility as a muster point whilst the MUGA courts were being constructed.

4. Collaborative delivery of scheme within original programme parameters despite being impacted by COVID-19.

4

Apprentices

70%

SME Spend

£322,727

Added Value

9/10

Client Satisfaction

Client Testimonials

”The relationship between the school and the project manager is key to ensure we both manage the day to day challenges of a live site. Morgan Sindall have understood and adapted to the challenges of a working school. Sharing our priorities and working together to mitigate any barriers has helped enormously and this can only happen with the project manager always on site. The project manager has been incredibly flexible and supportive in ensuring we get the best building within the budget. The school community comment regularly on the professionalism and work of Morgan Sindall. Students have enjoyed the updates and learning about the building trade.”

Francis Murphy Headteacher, Gilbert Inglefield Academy

”It has been a really good experience working with the MS team and issues raised have always come with solutions. The team worked well together and as a result the project went well.”

Tom ColemanTom Coleman, AMR Consult

Contractor Performance | Commitments

Fair

100% payment within 30 days terms

Sustainability

94% waste diverted from landfill

100% timber responsibly sourced

Safe

Zero RIDDORs

CCS Score 42/45

Legacy

During the first month on site the construction team delivered a safety assembly to all students and staff at the school. With the help from Ivor Goodsite (CCS Mascot) a fine balance between humour and seriousness was struck to reinforce the importance for all stakeholders to be conscious of the construction works in a live school environment.

Virtual video tour for the local technical college

99 Apprenticeship weeks, 14 No of SMEs

14 beneficiaries, 7 jobs created, 114 trainee weeks,

Schools engagement: 600 students

£50 donations to charity, 20 volunteer hours

80% social value created

Aftercare

Soft landings for handover

Dedicated Morgan Sindall point of contact

On-line portal for notifying any defects with 3 priority categories for response times

Any site specific process/initiatives

SCF Framework Manager

James Wright

Email: james.wright@devon.gov.uk

Phone: 07761 330560

Contractor Framework Manager

Alan Smedley

Email: alan.smedley@morgansindall.com

Phone: 07967 686066

Archives

Fulham Cross Girls’ School

London Borough of Fulham

Project Details

Project Summary

“We are proud to be working closely with the Department for Education on both Fulham Cross Girls’ School and Fulham College Boys’ School on this series of important projects, helping to reshape the local area into a hub of excellence for STEM subjects.”

Project Competencies

Fair

Sustainable

Safe

Legacy

Aftercare

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Sherborne Abbey CE Primary School

Sherborne, Dorset

Project Details

Project Brief

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Northcote House

University of Exeter

Project Details

Project Brief

Key Challenges

Project Takeaways

KPI’s & Statistics

Totnes St John’s C of E Primary School

Totnes, Devon

Project Details

Project Brief

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Deane House

Taunton, Somerset

Project Details

Project Brief

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Construction Training Centre

Project Details

Project Brief

Community Engagement

Key Challenges

Project Takeaways

KPI’s & Statistics

Oxford Advanced Skills Centre

Abingdon, Oxfordshire

Project Details

Project Summary

“Starting the construction phase is hugely exciting for the project team as it marks the culmination of the efforts of many people.”

Key Challenges

Project Takeaways

Our Successes

Our Learnings

Added Value

KPI’s & Statistics

Health and Active Living Centre

Weston-super-Mare, North Somerset

Project Details

Project Summary

Key Challenges

Project Takeaways

Our Successes

Our Learnings

Added Value

KPI’s & Statistics

Robert May’s School

Hampshire City Council

£6.1m

October 2018

The Challenge