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.
Community Engagement
Careers
- Two apprentices employed through the scheme
Key Challenges
Partial occupation of the building for the duration of the works
- Separate accesses and complete segregation agreed from occupied areas for our operations and workers using the rest of the building.
Challenging acoustic requirements for new office spaces created.
- An acoustic consultant was employed by Morgan Sindall to review all acoustic detailing and ensure service routes and penetrations were dealt with efficiently.
Adapting the existing M&E services to suit the new requirements.
- Thorough surveys undertaken prior to commencement of the M&E fit-out, minimise disruption and efficient programming.
Avoiding noise or disturbance to existing occupants of the building.
- Regular consultations with existing occupiers to ensure any unavoidably noisy works were undertaken outside of office hours, e.g early morning. Alternative methods of construction used wherever possible to keep noise and disturbance to a minimum.
Ambitious completion date to accommodate users from another building on which the lease was expiring.
- iESE 2 stage process for swift procurement and agreement of contract as well as collaborative planning from an early stage including key supply chain – total savings of £34,000.
Project Takeaways
Our Success
- Construction phase programme was reduced during the pre-construction period from 33 weeks to 28 through detailed review of the programme involvement of our supply chain.
- Morgan Sindall advised the client during mini competition stage that the M&E allowances were insufficient and enabled the whole team to undertake a value management exercise to bring the scheme to budget.
- Proposed value management ideas during mini-competition stage which gave the team a head start in achieving the savings required to meet budget minimising delays to the project – Saving = £83000 / 7%
- Collaborative approach using the Construction Lean Improvement Programme (CLIP), successfully used throughout the duration of the project resulting in the project completing 3.4 weeks early.
- 100% of subcontractors were SMEs of which 70% were based within 30 miles of site.
Our Learnings
- Although the tender documentation was received 5 weeks late, MS were able to recover 3 weeks during the tender period.
- Damaged existing fan coil units were not discovered until the works progressed; earlier M&E validation would have been beneficial.
Value Added
- Collaborative planning approach achieved completion of the construction phase 3.4 weeks early.
- Added value benefits to the scheme achieved total cost savings of 37%. The AV benefits signed off by HCC at Gateway 3 was £461,000 or 44%.
KPI’s & Statistics
| Contract | Gateway 3 | Gateway 4 | Variation |
| Cost | £1,127,776 | £1,177,185 | 4.4% * |
| Time | 24 weeks | 20.6 weeks | -3.4 weeks (-14%) |
* increase due to additional maintenance works and inclusion of new carpets in lieu of existing
Apprentices :2
Average AIR: 0
Waste diverted from Landfill: 99.5%
Completion KPIs: 91%
End user KPIs: 92%
Contact: Ray McAuley, Morgan Sindall
Email: ray.mcauley@morgansindall.com
