QEQ_8.1_CWM by Make It Fresh

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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8.1. Project Delivery 1.1 Model Projects:

St Kenneth’s Primary School

Please provide details on one model project within each of the three categories listed below. The projects should be those that you consider best illustrate the expertise / benefit / value that your company could bring to the CWM framework. The three categories are:-

St Kenneth’s Primary School is one of the 124 existing primary schools within South Lanarkshire to be upgraded or replaced within the South Lanarkshire Primary Schools Modernisation Programme.

Primary Schools Housing Refurbishment Leisure

“ The Lend Lease Framework Team has delivered all the projects allocated to them within our programme, on time, within budget and to a quality which has always been within and in many cases, beyond our expectations.” Frank ME Caffery SLC Priamry Schools Programme manager

Section 1.1 | Page 01

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Model Projects

Client: South Lanarkshire Council Housing & Technical Resources Atholl House Churchill Avenue East Kilbride G74 1LU Tel : 01355 – 806000 Fax: 01355 – 806955 Contacts: Ian Douglas – Project Services Manager Frank McCafferty – Property Manager – Design Programme Lend Lease Team: Principal Contractor: Lend Lease Architect: Holmes Partnership Structural Engineer: URS Corporation M&E Engineers: Wallace Whittle Cost Consultant: Brown + Wallace Landscape Architect: Ian White Associates With the exception of Wallace Whittle, who replaced previous the M&E Engineers (Rybka Battle) in early 2009, all of the other designers have been involved on this Programme since 2004. All the main core team principals of each organisation have remained relatively unchanged since programme outset, providing a huge knowledge bank of lessons learned and experience. Client Budget: £10,004,257 Maximum Price: £9,689,597 Target price: £9,618,442 Completion date: 23 July 2010 (handover) Start on site: July 2009 Location: East Kilbride, South Lanarkshire

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Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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A summary of the Client’s Initial Brief Background

Design – General principles

St Kenneth’s Primary School in East Kilbride was scheduled to be rebuilt as part of South Lanarkshire Council’s £850 million South Lanarkshire Primary Schools Modernisation Programme, which included construction of 33 new primary schools over the four years of the programme. The Council entered into a partnership agreement with three construction firms, which included Lend Lease, to work on the first tranche of the second phase of primary schools. The PPC2000 partnering contract was used.

1. The new school will accommodate the following uses:

The new St Kenneth’s Primary School was rebuilt on the old school site and has capacity of 495 pupils and included 17 primary classrooms with additional nursery accommodation for 80 children The construction of the new school began in July 2009 with the original completion date of December 2010. However, due to additional works and an enhanced specficiation for the sports pitches the completion date was extended to April 2011. Site context Originally, the Client’s intention was to relocate St Kenneth’s Primary to a new joint campus site adjacent to the existing Kirktonholme Primary school. This did not transpire and the new St Kenneth’s Primary facilities were constructed within the boundaries of the existing school, as a tandem build operation.

1.1. Primary School ( 17 classrooms); 1.2. School Nursery ( 30/30); 1.3. Kiwi Pre-School Play Group ( 20/20) 2. The new school should be constructed (subject to detailed ground condition surveys) within the grounds of the site identified 3. The building should be constructed, where possible, as a two storey building. 4. The design of the new school is required to comply with the Technical Standards of the Building Standards (Scotland) Regulations 1990. The purpose of the standards is to ensure the health, safety and welfare of the occupants of a building, the conservation of fuel and power and the accessibility and usability of buildings by everyone irrespective of their abilities and disabilities. 5. Summary of accommodation required:

Total School Area Total Nursery Area Total Partnership Nursery Area Gross Floor Area

3139m² 178m² 121m² 3438m²

Policy context The new school grounds are designated as part of the Residential Area within the Hamilton and District Local Plan.

Section 1.1 | Page 03

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Model Projects

Programme and Budget Constraints Originally the new school was to be located about half a mile from the existing school, adjacent to and on the same site as Kirktonholme Primary, another new school in the programme. For many reasons this did not happen, including consultation and planning objections by some local residents, and the new St Kenneth’s Primary School was built adjacent to the existing school whilst it was still in operation. For this reason, the new school required careful design, programming, phasing and logistical management so as not to affect the operation of the existing school or continued use of the shared access road by private residents. For logistical and school operational reasons construction had to be carried out in three phases: • Phase 1 of the St Kenneth’s School project was the advance works that were necessary to facilitate the construction of the main school adjacent to the existing one. The site for the new school was constricted by the existing school and the facilities which had to remain operational throughout the works. Phase 1, therefore comprised the construction of the car park, dropoff area and access road, which continued to be used during construction and shared by residents in the adjacent 40 house estate. Congestion along the existing access road was alleviated by constructing the drop off area early on and building a temporary access road for construction traffic. • Phase 2 was the construction of the new school and the majority of playground area, including further staff car parking areas. The works were completed in close proximity to the existing school with careful consideration taken to ensure that the health & safety of the school community was unaffected. The works were completed without any recorded incidents. • Phase 3 was for demolition of the old school building and completion of the hard and soft landscaping including the installation of a full size 3G sports pitch and associated fencing. Completion of this phase and, consequently overall completion of the project was in early April 2011.

Page 04 | Section 1.1

The programme constraints identified by LL and actions proposed to ensure the programme of works was developed so that the completion date coincided with the school academic calendar and limited the disruption for staff and pupils when relocating to the new school: • Following the Notice to Proceed from the Client, Lend Lease instructed an ecological survey that included a full bat survey of the existing school to be completed. This information supported the Planning Application and informed our designs in that we incorporated bat boxes in the new school to encourage continued roosting of bats from the old school. • Lend Lease proposed the earliest commencement date for the Phase 1 car park, drop off and access road works which started during the 2009 school summer holidays when the school was closed. The design of the Phase 1 works was carried out earlier than originally planned to enable construction to start immediately following Planning Approval. Works were successfully completed during the holiday period prior to the school re-opening. • The Client originally required completion in September 2010 but Lend Lease programmed the works to achieve completion of the school and adjacent external areas during the 2010 summer holiday closure. This allowed any equipment and learning materials from the existing school to be decanted in to the new school, without disrupting the normal school routine. Additionally, pupils and staff were able to start their new term in their new St Kenneth’s School after their summer holidays. Lend Lease did not encounter any further major constraints during the construction works and minor ones were dealt with as a matter of course by the project team in liaison with the Client, Head Teacher and staff. At the start of the project the budget constraints were very simple but the Lend Lease open book accounting system enabled additional monies to be released during the works for enhanced design features and aesthetics that could not have been realised otherwise: • A maximum budget of £10,004,257 was approved by the Client that could not be exceeded. • Fixed cost items such as design fees, Lend Lease preliminaries and staff costs.

Phase 1 - Site Plan PEDESTRIAN CROSSING POINT PEDESTRIAN / VEHICLE SEGREGATION BARRIERS

PHASE 1 WORKS - 6 WEEK PERIOD - SECURE SITE BOUNDARY, FORM TEMPORARY ACCESS FROM EAST MAINS ROAD.

VEHICLE DIRECTIONAL ROUTE FOR WEEK 1

- CONSTRUCTION OF NUMBER 1 CARPARK TO COMPLETION TO BE HANDED OVER FRIDAY 14TH AUGUST INCLUDING ALL DRAINAGE, STREET LIGHTING, CCTV, LINE MARKING AND SOFT LANDSCAPING

Holmes Partnership accepts responsibility for this document only to the commissioning party and not to any other. Holmes Partnership does not accept liability for accuracy or veracity of survey information provided by others and used in the preparation of this drawing. All vertical and horizontal dimensions and levels provided by Holmes Partnership and based on the survey information provided by others must be checked and verified on site. This map is reproduced from Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty's Stationery Office. © Crown copyright. Unauthorised reproduction infringes Crown copyright and may result in prosecution or civil proceedings. 100020730 2006 NOTES

VEHICLE DIRECTIONAL ROUTE FOR WEEK 2

- CONSTRUCTION OF NUMBER 2 CARPARK UP TO BASE COAT TO ACCOMMODATE SITE WELFARE FACILITIES FOR PHASE 2 INCLUDING ALL DRAINAGE, STORM BLOCK, CULVERT TIE IN, KERB LOGS AND KERBS

SECURITY CHECK POINTS

- ERECT PERMANENT SCHOOL BOUNDARY FENCING AND GATES PERMANENT FENCING

CARPARK NUMBER 1

- ERECT TEMPORARY HOARDING BETWEEN THE EXISTING AND NEW SCHOOLS HOARDING LINE - CONSTRUCT VIBRO MATT

PERMANENT FENCING

SCHOOLS SEGREGATION HOARDING PEDESTRIAN / VEHICLE SEGREGATION

DRAWING UPDATED AS PER CONTRACTOR COMMENTS

24.06.09 SG

HOARDING LINE UPDATED ACCESS ROAD REMOVED

11.05.09 SG

SITE PLAN UPDATED ACCESS ROAD ADDED -

29.04.09 SG -

REV NOTES

DATE DRAWN CHECKED

TRAFFIC MARSHALL FOR 1 WEEK

VEHICLE ENTRANCE FOR 1 WEEK OFF DAMELLINGTON AVENUE

VEHICLE ACCESS/EGRESS AND MARCHALL POINT FROM 2ND WEEK FOR DURATION OF PROJECTOFF EAST MAINS ROAD VIBRO MATT TO LEVEL FOR PHASE 2 COMMENCING

Architects



Brown Wallace: 

IAN WHITE ASSOCIATES

temp. skip area ORIGINATOR

TRAFFIC ROUTES MAX SPEED 5MPH

Holmes Partnership PROJECT

South Lanarkshire Council Primary School Modernisation Programme

CARPARK NUMBER 2 temp. accom area

SCHOOL TITLE

St. Kenneth's Primary School PEDESTRIAN ACCESS AND SECURITYPOINT FOR DURATION OF PHASE 1 AND 2

DRAWING TITLE

Phase 1 - Logistics Diagram

N muster point W

SCALE

DRAWN

A1 1 : 250 A3 1 : 500

CHECKED

DATE

06.04.09

NUMBER

AL (00) 502 C

S STATUS

INFORMATION

Section 1.1 | Page 05

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Model Projects

Ground Floor

SCHOOL ZONE HT

MAIN ST.

SWITCH

MAIN ST.

DIS. CH

STORE

SWITCH

CHANGE

DIS. CH

STORE

CHANGE

STAGE

30/30 NURSERY ZONE

ST.

CL. KITCHEN

OFFICE

DINING

STAGE

GYM CHANGE

ZONE

REPRO

ST. MAIN STORE

ENTRANCE

KIWI NURSERY ZONE

Refer to drawing AL(68)101

1. GP AREA

ZONE

SERV.

DWC

ROL REQUIRED KING DEVICE)

Refer to drawing AL(68)102

MAIN STORE

Refer to drawing AL(68)101

3. 1.

RWP

INFANT ENTRANCE

SENIOR/JUNIOR ENTRANCE

DWC

1. INFANT ENTRANCE

Lift Door to be controlled by Janitor through shut down turn key.

GP AREA

FWC

CLASS 5 CLASS 7

MWC

Refer to drawing AL(68)102

NURSERY ENTRANCE

FIRST ISSUE

08.09.09 sg

NOTES

DATE DRAWN CHECKED

INFANT ENTRANCE REV

RWP

DB.

30/30 NURSERY

RWP

EXT. ST

INFANT ENTRANCE

SENIOR/JUNIOR ENTRANCE

INFANT ENTRANCE RWP

JUNIOR ENTRANCE

TOY ST. BIO STORE

STAFF

doors at Ground & First Floor levels. Double and single swing hold open doors. recessed floor boxes which are overridden in emergency situations to the fire alarm. Other ironmongery:- kick plates, push plates & oor signage.

CLASS 6

INFANT ENTRANCE

EXT. ST

BOILER - PLANT

AHU

TOY ST.

CLASS 7 ICT

KIWI NURSERY

STAFF TUT. DWC

DWC

Refer to drawing 2. AL(68)103 1.

BK ST.

Architects

SERV.

LIBRARY

CLASS 13

CLASS 12



1. CL. FWC

GP ROOM

CLASS 11

KIWI WC ENTRANCE

Brown Wallace: 

MWC

INFANT ENTRANCE

DWC RWP

CLASS 10

BK ST.

DHT

e doors secured via panic bolts with push bar ironmongery on the inside of doors ers to secure the door in the locked position after use. Pupil entrance doors are ide a secure building line during class time whilst are left open during intervals l access to toilets located within. During interval times an inner set of doors anic bolts with push bar ironmongery provides the line of security to the school fabric.

DHT WC

SENIOR ENTRANCE

controlled by Janitor through shut down turn key.

DB.

1. CLASS 4

CLASS 3

CLASS 2

CLASS 6

DWC

KIWI NURSERY

Refer to drawing AL(68)103

Pupil Entrance doors secured via panic bolts with push bar ironmongery on the inside of doors with door closers to secure the door in the locked position after use. Pupil entrance doors are locked to provide a secure building line during class time whilst are left open during intervals to enable pupil access to toilets located within. During interval times an inner set of doors secured via panic bolts with push bar ironmongery provides the line of security to the school fabric.

ORS

CLASS 1

RWP

INFANT ENTRANCE

TOY ST.

KIWI ENTRANCE

SERV.

DWC

CL.

VISITING SERVICES

Corridor pass-doors at Ground & First Floor levels. Double and single swing hold open doors. Held open by recessed floor boxes which are overridden in emergency situations and are linked to the fire alarm. Other ironmongery:- kick plates, push plates & Fire Escape door signage. DWC

JANITOR / ST

EXT. ST

BOOK STORE

RWP

BK ST. TOY ST.

CLASS 5

RWP

HOLD OPEN DOORS

OL REQUIRED ING DEVICE)

DB.

CHANGE DHT WC

CLASS 4

DINING STORE

CL.

NURSERY ENTRANCE

30/30 NURSERY

GYM

ENTRANCE

FWC

MWC

ACCESS CONTROL REQUIRED TO DOOR (LOCKING DEVICE)

DB.

CLASS 3

CLASS 2

DWC

3.DINING

REPRO CLASS 1

ENTRANCE

VISITING SERVICES

CL.

BK ST. JANITOR / ST

BOOK STORE

OFFICE

DWC

ACCESS CONTROL REQUIRED TO DOOR (LOCKING DEVICE)

ENTRANCE

KITCHEN

DINING STORE

CL.

2. DWC

CL.

IAN WHITE ASSOCIATES

RWP

CLASS 14

EXT. ST

ORIGINATOR

Holmes Partnership CLASS 9 PROJECT

CLASS 15

JUNIOR ENTRANCE

South Lanarkshire Council Primary School Modernisation Programme

SENIOR ENTRANCE CLASS 8

SCHOOL TITLE

St Kenneth's Primary School

CLASS 16 DRAWING TITLE

Proposed Internal Access Control Strategy SCALE

DRAWN

CHECKED

DATE

A1 1 : 200 A3 1 : 400

lkw

03.09.09

NUMBER

AL (68) 104 STAFF

BIO STORE

BOILER - PLANT

STATUS

AHU

INFORMATION

Page 06 | Section 1.1 ICT STAFF TUT. DWC

BK ST.

. Double and single swing hold open doors. ridden in emergency situations y:- kick plates, push plates &

own turn key.

TOY ST.

CLASS 7

KIWI NURSERY DWC

Refer to drawing AL(68)103

FIRST ISSUE

INFANT ENTRANCE REV

KIWI ENTRANCE

RWP

push bar ironmongery on the inside of doors position after use. Pupil entrance doors are ss time whilst are left open during intervals ring interval times an inner set of doors provides the line of security to the school fabric.

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

RWP

EXT. ST

NOTES

1.0

JUNIOR ENTRANCE SENIOR ENTRANCE

First Floor

BIO STORE

STAFF

BOILER - PLANT

AHU

ICT STAFF TUT.

Architects

DWC

2. LIBRARY

BK ST.

3. SERV.

CLASS 13

CLASS 12

1. CL. FWC

GP ROOM

CLASS 11

MWC

DWC WC

DHT

CLASS 10

BK ST.

IAN WHITE ASSOCIATES

CLASS 14

ORIGINATOR

Holmes Partners CLASS 9 PROJECT

CLASS 15

South Lanarkshir Primary School M Programme SCHOOL TITLE

CLASS 8

St Kenneth's Prim

CLASS 16 DRAWING TITLE

Proposed Interna Control Strategy SCALE

DRAWN

A1 1 : 200 A3 1 : 400

NUMBER

AL (6 STATUS

Section 1.1 | Page 07

INFOR

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Model Projects

â&#x20AC;&#x153; The programme of works was developed so that the completion date coincided with the school academic calendar and limited the disruption to the normal school routine.â&#x20AC;?

Page 08 | Section 1.1

3675 3675

2700

4. PPC ALUMINIUM GLAZED CURTAIN WALLING 5. PPC ALUMINIUM GLAZED WINDOWS 6. PPC ALUMINIUM GLAZED DOORS 7. STEEL DOOR MATERIAL KEY:

FIRST FLOOR FFL +3.675m

GROUND FLOOR FFL +0.00m

FIRST FLOOR FFL +3.675m

1. 2. 3. 4. 5. 6. 7.

FACING BRICK - TYRONE BRICK_DRUMQUIN METAL CLADDING - DARK GREY HOESCH MATRIX TIMBER - SCOTLARCH PPC ALUMINIUM GLAZED CURTAIN WALLING PPC ALUMINIUM GLAZED WINDOWS PPC ALUMINIUM GLAZED DOORS STEEL DOOR

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7 MATERIAL KEY:

NORTH ELEVATION 2.

1. 2. 3. 4. 5. 6. 7.

GROUND FLOOR FFL +0.00m

Holmes Partnership accepts responsib to the commissioning party and not to

Holmes Partnership does not accept lia of survey information provided by othe of this drawing. All vertical and horizon provided by Holmes Partnership and b provided by others must be checked a NOTES

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Holmes Partnership accepts responsib to the commissioning party and not to

Holmes Partnership does not accept lia of survey information provided by othe of this drawing. All vertical and horizon provided by Holmes Partnership and b provided by others must be checked a NOTES

NORTH ELEVATION

FIRST FLOOR FFL +3.675m

GROUND FLOOR FFL +0.00m

NORTH ELEVATION

FIRST FLOOR FFL +3.675m

NORTH ELEVAT

REV

NOTES

GROUND FLOOR FFL +0.00m 2700

3675

2700

FIRST FLOOR FFL +3.675m

GROUND FLOOR FFL +0.00m

3675

2700

NORTH ELEVATION FIRST FLOOR FFL +3.675m

SOUTH ELEVATION

GROUND FLOOR FFL +0.00m

SOUTH ELEVATION

FIRST FLOOR FFL +3.675m

NORTH ELEVATION UPDATE

REV

NOTES

2700

Architects

2700

3675

NOTES

FIRST FLOOR FFL FLOOR FFL FIRST +3.675m +3.675m

GROUND FLOOR FFL FLOOR FFL GROUND +0.00m +0.00m

2700

REV

SOUTH ELEVATION

3675

NORTH ELEVAT

GROUND FLOOR FFL +0.00m

2700

NORTH ELEVATION UPDATE

REV

NOTES

SOUTHWEST ELEVATION ELEVATION

FIRST FLOOR FFL +3.675m

Architects

GROUND FLOOR FFL +0.00m

IAN WHITE ASSOCI

ORIGINATOR

WEST ELEVATION

FIRST FLOOR FFL +3.675m

Holmes Par

Architects

PROJECT

GROUND FLOOR FFL +0.00m

IAN WHITE ASSOCI

South Lanar Primary Sch Programme ORIGINATOR

2700

WEST ELEVATION 5.

SCHOOL TITLE Architects

PROJECT St Kenneths South Lanar DRAWING TITLESch Primary Proposed E ORIGINATORProgramme

IAN WHITE ASSOCIATES 2700

3675

Holmes Par

FIRST FLOOR FFL +3.675m FIRST FLOOR FFL +3.675m

2700

GROUND FLOOR FFL +0.00m GROUND FLOOR FFL +0.00m

1. 4.

EAST ELEVATION WEST ELEVATION

Holmes Partnershi

FIRST FLOOR FFL +3.675m

3675

2700

GROUND FLOOR FFL +0.00m

SCHOOL TITLE SCALE

St Kenneths A1 1 : 200 sg Section 1.1 | Page 09 South Lanarkshire A3 1 : 400 IAN WHITE ASSOCIATES DRAWING TITLE Mo Primary School NUMBER Proposed E Programme PROJECT

FIRST FLOOR FFL +3.675m

EAST ELEVATION

ORIGINATOR STATUS SCHOOL TITLE SCALE

PL DR Holmes Partnershi St Kenneths Prima

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Model Projects

Summary specification for the primary building and services elements Item

Description

Benefit- cost/ programme

Construction

2-storey steel frame construction, with SFS inner leaf external walls, generally clad with facing brick and composite cladding panels, providing a robust facade.

This sped up the enclosure of the building thereby allowing first fix trades to start earlier which saved time and money.

Curtain walling

Full height curtain walling to provide excellent natural light into the corridor, break-out spaces , dining hall, library and other similar areas. Aluminium windows generally throughout, to same system as curtain walling.

LL designed and developed a standardised widow and curtain walling system throughout the School Modernisation Programme which enabled easy installation and resulted in reductions in time and cost.

Roof

Standing seam aluminium construction, with minimal penetrations to reduce potential for leaks and to reduce the requirement for Client maintenance staff to access roof.

LL developed the roof design to allow early installation thereby providing a substantially weathertight environment below.

In-situ reinforced concrete ground and first floor slabs with precast stairs.

LL designed and developed a standardised approach across the Schools Programme. Benefits included economy of scale across all projects and reductions in programme and cost accordingly.

Blockwork internal walls to plantroom areas only with all other walls formed with painted plasterboard metal stud partitions.

LL proposals limited the wet trades and consequent waste and drying out times. The installation of partitions enabled more flexible construction sequencing and greater flexibility for the end user.

Generally tegular grid ceilings with areas of feature plasterboard.

Enabled ease of installation, future flexibility, and easy access to services

Installed as part of the fit-out works, which included all joinery, ceilings, tiling and floor coverings. These were a mixture of marmoleum, linoleum and broadloom carpet

LL developed the FF&E design to reduce the number of fixed items in classrooms to worktops, sink unit and teaching wall only. All other units were factory manufactured with castors to reduce installation times and enabling greater flexibility for the end user.

Floors

Internal Walls

Ceilings

Fixed furniture and fittings

bulb planting

Woodscape timber planters (1500 x 1500 x 560/700) planted up by school

feathered birch tree mixed groundcover planting pedestrian access gate

marshalls saxon paving

area to be planted up school

beech hedging amenity grass

Woodscape hardwood Type 2 benches

mixed groundcover planting

bulb planting

Page 10 | Section 1.1

CONSTRUCTION South Lanarkshire Council St Kenneths Primary School Eco Garden

LL(90)04

Scale 1:200 Ian White Associates 24th May 2010

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Summary cost analysis Contract Sum Analysis

Total

Design Work

8.50%

Preliminaries

£1,178,671

Construction Costs

£7,130,387

A Substructure

£505,596

B Superstructure

£706,357

£2,1669,385

C Finishings

£390,672

D Fittings / Fixtures

£246,308

E Services Installations

£1,842,927

F External Works

£1,975,500

Insurance (included with prelims)

included Sub Total - Amount of Net Construction

£9,015,415

Inflation Pre-Construction

0.00%

During Construction

0.00%

Sub Total

Risk: Construction

2.22%

£213,165 Sub Total

Risk: Overheads

0.70% 3.5%

£9,228,580

£64,600 Sub Total

Risk : Profit

£9,015,415

£9,293,180

£325,261 Sub Total

£9,618,442

Cost / m²

£2,695 /m²

Section 1.1 | Page 11

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Model Projects

Delivering Optimum Value for Money for the Client Month 1

We should focus all project members on a delivery strategy that matches client requirements to deliver the best results. The flow chart right illustrates the key aspects of the pre-construction period and generic timescales that was used to generate early agreement of the team which helped to optimise value for money. By carrying out full investigative surveys (as required) and completing the design to include considerable detail, specifying work fully, investigating all options as possible we will be able to provide long term benefits to both cost and quality of the final product.

Month 2

Month 3

Month 4

Month 5

Construction Phase

Month 1

BLL Appointment

Stage D Design

Place Order

Value engineering workshops were undertaken to ensure that the proposed technical solutions meet the brief and provide a cost effective solution. Design Cost Process

Final Review of Scope / Contracts

Prepare Cost Plan Key Design Decisions / VE Options

Procure Work Packages

Establish Procurement Strategy

Month 1

Risk Management Process

Page 12 | Section 1.1

Planning Approval

Mobilisation

Commence on Site

Risks

Site Investigation

2nd Stage Negotiation

Procure Work Packages

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

Achieving Cost and Time Targets The construction of the new St Kenneth’s school formed part of Lanarkshire Council £37 million programme to redevelopment six schools across the county. Careful control of costs on the St Kenneth’s school was paramount as part of the overall protection of costs to the Primary Schools Framework in South Lanarkshire. Lend Lease successfully handed over the new school to South Lanarkshire Council 'Defects Free' and on time. In consultation with our Client and other Project Team members, we initially developed a Project Plan to identify the cost and time targets that incorporated a Target Project Cost Plan. The Target Project Cost Plan was used to manage the project costs from inception to completion, as follows: • We used benchmark data from other projects in the School Modernisation Programme to determine the target costs for the individual elements of the project and monitored performance against them at monthly valuations. • We developed a project risk register and risk mitigation plan that were both regularly updated each month. During the project we were able to develop mitigation strategies to manage any risks arising Using this approach, we were able to effectively manage the level of contingency required throughout the project and reduced it at key stages to release finance for other works in the programme.

• The South Lanarkshire Council Primary Schools Programme commenced in 2004 and we were able to utilise the benchmark data compiled by all the Framework Contractors alongside our value engineering workshops to inform the Target Project Cost Plan. We optimised value for money throughout the project and have realised extensive shared savings for our Client and Lend Lease. • Procurement of subcontractors was carried out in conjunction with the design and client team. Initially a Project Procurement Strategy was established reflecting the Primary School requirements. Package Acquisition Plans were prepared within each plan we detailed the scope of package, design information to be included, design responsibilities, interfaces, procurement strategy and the agreed list of tenderers. Each package acquisition plan is distributed to the design team and client to ensure that all members of the team are familiar with the content and procurement objectives within each of the packages, allowing the team to focus on short term goals.

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• We operated an open book accounting system throughout the supply chain and the commercial staff of South Lanarkshire Council was able to easily access all subcontract accounts, purchase orders and invoices. Independent auditors have confirmed that a fully auditable open book system has been operated on St Kenneth’s and the other projects constructed by Lend Lease within the Primary Schools Modernisation Programme • We managed cost variations throughout the project to protect the overall budget and achieved the Target Cost Plan figures for phases 1 and 2. We are close to completing the final phase and the Forecasts of Final Cost demonstrate that the project will be completed within the Target Cost (with instructed adjustments) and will realise a substantial shared saving for both South Lanarkshire Council and Lend Lease.

A minimum of three suppliers were sought for each package, although further consideration may be required on certain key elements. All contractors are selected following the principals of our ‘Performance Led Procurement’ approach (refer to illustration right).

Procuring Excellence - Performance Led Strategy Accreditation Building Confidence Emphasis on Safety, Sustainabilty and Quality. More robust evidence based audit. Benefits Greater Visbility Action Plans to address Weaknesses Efficient online PQQ & Audit Time & Cost Savings

Performance LL Supply Chain Database Red, Amber & Green Project Feedback Quarterly, Objective Review using Model Answers Red actions addresses monthly with supply chain Information available to whole business via intranet 360° Reviews via SRM Process

Workload Internal & External tracking Actual and Potential workloads Analysis & Reporting Benefits Risks & Opportunities from visibility Understanding Capacity & Exposure

Finacial Alerting Dunn and Bradstreet Portfolio Manager (200 companies) Equifax via Building Confidence LL Assessment More detailed BLL Assessment via in house Finacial Assessor

Section 1.1 | Page 13

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Model Projects

We used Primavera P7 to manage all project activities during the design and construction process to improve predictability, maintain the programme and coordinate the activities of other users with whom we had to interact and accommodate. The result was that: • We completed the phase 2 contract 2 weeks earlier than planned which enabled the Client earlier access to install the loose furniture they supplied and to decant necessary equipment and materials from the existing school. It also allowed a relaxed change over for the staff during the summer holiday period with time to fully understand and familiarise themselves with their new school. • The new St Kenneth’s School building and external works were handed over without any defects at Practical Completion. The new St Kenneth’s school was built close to the existing school and required careful design, programming, phasing and logistical management so as not to affect the operation of the existing school or cause any nuisance or disturbance to the adjacent private residents, who shared the same singular access road to the school. The continued health & safety of all pupils, staff and other users was of paramount importance and careful programming and cost management has ensured that we maintained a 100% accident free record. We were also able to make it fun by making regular progress and safety presentations to pupils and staff at their morning assemblies. This kept everyone informed and contributed to the school curriculum, including art, maths and English. Throughout the duration of the various phases of the programme, Lend Lease and their Design Team have worked closely with the Client to develop functional and cost effective designs. The designs provide excellent learning facilities that meet with the operational aspirations of the school community whilst being sympathetic to the neighbouring environment.

Page 14 | Section 1.1

Design and Build Quality The measure of achievement in design and build quality at St Kenneth’s and the wider Primary Schools Programme is best assessed by the benefits it brings to pupils, staff and the community. Leader of South Lanarkshire Council, Councillor Eddie McAvoy, summed this up best when he expressed his enthusiasm at the latest additions to the schools’ modernisation programme by saying:

“ The completion of these six primary schools (including St Kenneth’s Primary School) is a further illustration of our investment in education”...that...”will enhance the learning environment and enrich the academic experiences of pupils and teachers. The wider community will also benefit from the new schools when they take advantage of the all-weather pitches which will be available for public use in the evenings and at weekends.”

Lend Lease were able to draw on the experience of all the Framework Contractors within the Lanarkshire Primary Schools Programme and use an agreed 'book of details' to simplify and replicate design and components. This helped to standardise construction methods, speed up production, reduce procurement costs and enable a common approach to maintenance to be adopted across the educational estate. The approach was reviewed and evolved during the programme to ensure continuous improvements and efficiencies were made...” We used the Royal Incorporation of Architects In Scotland “Quality Indicators in the Design of Schools” (QIDS) checklists as part of the design evaluation process to provide a structured approach to design evaluation and monitoring by all stakeholders, not just the designers or contractor. Lessons learned from the design construction, operation of the school have been used to inform the South Lanarkshire Primary Schools Programme and improve future solutions and processes. Assessments have included aesthetics, function, construction cost, whole life costs, and operational costs together with “end-user” feedback.

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

Environmental Considerations (in both design and construction)

Supply Chain Excellence

Low operating and maintenance costs are of paramount importance in managing a school budget. Careful choices at the design stage have helped to minimise the effect on the environment, reduce project expenditure and save in the long term with lower maintenance requirements and resultant environmental benefits.

Evidence of excellence in our Supply Chain is best assessed by the continued involvement of contractors from the earliest days on our first school (High Blantyre Primary, January 2005) to their continued involvement today. Whilst we have introduced new contractors to our Supply Chain over the years, these original contractors have provided the backbone of our Supply Chain and contributed to the successful delivery and quality record to date at St Kenneth’s.

South Lanarkshire Council and the Framework partners established KPI’s for use across the whole South Lanarkshire Primary Schools Programme that included environmental. These were incorporated into the Project Plan to direct the approach to design and construction and were supported by a waste management plan in accordance with WRAP guidelines. The outcome was: Design • A BREEAM ’Good’ rating for the completed St Kenneth’s Primary School. Construction • 75% of the construction phase waste was diverted from landfill, which exceed the Lend Lease target at that time Community Benefits All Lend Lease projects are registered with the Considerate Constructors Scheme. St Kenneth’s new primary school also brought benefits to the local community by: • Improved educational standards from a better learning environment, enriched academic experiences for pupils and teachers, better access to ICT, and a healthier community. • Visible evidence of investment in the future with modern, bright and inspiring buildings. • An integrated approach to children by incorporating nurseries into the completed building. • Enabling local sports clubs and private individuals to use the gym and external synthetic pitch after school hours. • Opportunity for trainee positions with Lend Lease and their supply chain within the Primary Schools Modernisation Programme.

• Whiteinch Demolition / Whiteinch asbestos –13 existing schools to date • Luddon Construction – sub and superstructure concrete / groundworks / hard landscaping – 14 schools to date • Bone Steel – structural steelwork – 9 schools to date (ceased trading) • R&S Dri-wall – steelwork fire protection – 15 schools to date (ceased trading) • Lesterose Scotland – brick and blockwork – 17 schools to date • Veitchi Scotland – full internal fit-out ( excluding ff&e and decoration ) – 14 schools to date

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In addition, the long term framework has provided excellent opportunity for staff progression among all disciplines that is not easily achieved on one-off projects. The Client has recognised the benefits of the long term relationships that have been developed and the resultant mutual trust, respect and openness that have been built. Lend Lease monitors performance monitoring of its supply chain each quarter using its Supply Chain Solution (SCS) website. SCS is Lend Lease’s UK intranet tool for measuring and monitoring performance of our Supply Chain. SCS contains all contractors performance reviews carried out on LL projects and is used to score contractors against a number of criteria including; Quality Management System, Quality, Programme, Management, Cost/ Commercial Management, Sustainability, Safety, Environmental, Partnering Culture and Continuous Improvement. The system highlights the sub-contractors strengths and weaknesses. Sub-Contractors are given access to review their scores, and there is a ‘Peer Review’ comparison to shown how the sub-contractor has performed and is benchmarked against their peers / competitors.

• Esa Mcintosh – ff&e – 14 schools to date

Should a sub-contractors performance score falls an immediate action plan is put in place and closely monitored. This is an excellent tool for reviewing performance and potential tenderers track record when compiling the proposed tender list for framework projects. The Project Manager for each site is responsible for updating performance scores.

• Miller Fabrications – architectural metalwork – 14 schools to date

Integrated Project Team Working

• James Scott & Sons – kitchens – 14 schools to date

Lend Lease has adopted a flexible approach for the South Lanarkshire Framework projects whereby Partner Supply Chain collaboration is operated through a Supply Chain Forum. The three Framework partners and the Client jointly approached suppliers and contractors applying bulk leverage in order to obtain competitive sourcing. The success of this approach has resulted in increasing the sub-contractor discount and bulk supplier discounts. The Client has also benefitted from standardised components for reduce life cycle cost.

• Albann – curtain walling and windows – 17 schools to date • McKay Roofing – roofing & cladding – 12 schools to date

• Fes ltd – M&E installations – all 18 schools to date On early schools all packages were competitively tendered but for Phase 1, with agreement of the Client, Lend Lease negotiated certain packages such as curtain walling and M&E. LL has continued to benchmark these and other packages by competitive tender at certain stages throughout Phase 1 and 2 and in most instances have demonstrated best value by continued use of the long term supply chain. The longevity of the Supply Chain, and indeed the management and staff has led to demonstrable improvements to the programme, interfaces, and coordination of design and construction solutions. The usual “learning curve” was reduced and a collaborative approach enabled sharing of ideas across the Framework projects which result in optimum cost efficiency and added benefit to the Client.

Section 1.1 | Page 15

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Model Projects

Achieving High Levels of Customer Satisfaction (Client and End User) South Lanarkshire Council has rewarded the performance of Lend Lease on their Primary Schools Programme by increasing the allocation of projects and it is frequently selected to deliver the more technically demanding and time constrained projects within the programme. A recent quote from Frank McCafferty, SLC Primary Schools Programme Manager captures this view: “ The Lend Lease Framework team has delivered all the projects allocated to them within our programme on time, within budget and to a quality which has always been within and in many cases, beyond our expectations. In the delivery of these projects Lend Lease has set the benchmark for delivery within the Framework, both in terms of pre-construction activities and their management of on-site activities. Lend Lease and their team have the capability and willingness to tailor their services to accommodate our requirements and have proven this with a successful dedicated team of professionals who have worked within what has been an ambitious and challenging programme of works. That team, since very early within the programme, interfaced with our Council’s in house technical team and are now considered almost an extension of our own team.”

The SLC New School Completion and Handover Protocol document was developed in conjunction with Lend Lease during the Phase 1 programme, where the Client required direction. This document was utilised by all Framework Contractors and the Councils’ own Building Services Department who carried out some of the smaller refurbishment primary school upgrades within the Programme. St Kenneth’s Primary School was completed substantially free of defects. Lend Lease completed 3 additional items of work required by the Client without detriment to the end users. These could not be accommodated within the programme due to their late instruction and included the ECO garden, playground equipment and planting. Lend Lease success for SLC Primary Schools Programme can be measured as follows: • Ten primary schools awarded with a combined value of £78m delivered to programme, on budget and to end user satisfaction. • Six additional projects (mainly decant facilities) with a combined value of £11m delivered to fast track programmes, on budget and to end user satisfaction.

Item

Requirement

Definition

Assessment of the level of satisfaction of end users with the service provided by the delivery team during the process of delivering a completed school.

Method

Questionnaire completed by SLC Education Project Officers during interview with Head Teacher.

Scoring

Based on level of satisfaction in terms of Constructor service performance.

Timing

Measured within one month of the move-in date (either practical completion or beneficial occupation) of completed schools.

Measures

Blockwork internal walls to plantroom areas only with all other walls formed with painted plasterboard metal stud partitions.

The assessment process and results of the Lend Lease Key Performance Indicators 1A end user satisfaction (Service) survey were as follows:

Overall performance/Meeting expectations/ Communications with staff and pupils /Level of attentiveness/ Courtesy demonstrated/ Attention to quality of completed items/ Resolution of any defects/Trust and overall confidence in ability. Responsibility

Page 16 | Section 1.1

Responsibility for Collection & Reporting SLC Education

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

1.1 Model Projects:

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Housing Refurbishment Wolverhampton Homes

Housing Refurbishment

Leisure

â&#x20AC;&#x153; The year 2 outputs including voids extended the commencement agreement by 429 property components whilst still maintaining the overall budget.â&#x20AC;?

Section 1.1 | Page 17

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Contact:

Model Projects

Shaun Aldis, Director of Property Services

Address: Chillington Fields Industrial Estate, Off Hickman Avenue, Wolverhampton, WV1 2BY Tel No:

01902 552956

A Summary of the Client’s Initial Brief FHM is one of three construction partners delivering the housing refurbishment programme to council homes across Wolverhampton. The Decent Homes programme is a national scheme aimed at raising the standard of social housing. Wolverhampton Homes has already brought 14,000 homes up to the Government standard that requires homes to: • Be in a reasonable state of repair.

Subcontractors: Dodd Group

• Be warm.

S & D - Plastering

• Meet current legal housing standard.

N Speed - Plastering

• Have modern facilities and services which means:

DAM - Plumbing

A kitchen that is no more than 20 years old.

GJT - Carpentry

A kitchen with adequate space and layout.

SRH - Carpentry

A bathroom that is no more than 30 years old.

K & M Flooring

An appropriately located bathroom and toilet.

Caliber - Tiling

Bowater - External Doors

Burrow - Insulation

Premier Heating - Heating

Value:

£17 million (Year 2 of 5 year Partnering Framework)

Duration:

April 2009 to March 2010

Location:

Wolverhampton

• Adequate noise insulation. • Adequate space and layout in common areas of flats. Wolverhampton Decent Homes is a Strategic Partnership operating under the PPC 2000 Partnering Agreement with Commencement Agreements issued annually. The period from April 2009 to April 2010 is year 2 of a 5 year Partnering Framework comprising mainly Decent Homes works, although there are High Rise works and Special Projects works carried out within the Framework. FHM was issued with 3 Commencement Agreements for year 2 works as follows: • Decent Homes, area 3 West (2009-10) Low Rise Decent Homes, Voids, External Roofline Works and Roofing (£13,792,540) • Decent Homes Merry Hill High Rise - Internal Works (£3,851,164) • Decent Homes Vauxhall - Internal Works (£1,419,710)

Page 18 | Section 1.1

“ The works were target costed in a Guaranteed Maximum Price Framework and performance linked to KPIs with an expectation of year on year improvement and efficiency gains.”

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Project: Wolverhampton Decent Homes Programme Site:

Various Properties within City of Wolverhampton – Approx 1,698 properties in total

The works comprise the replacement and upgrading of kitchens and bathrooms, heating, doors, and insulation to achieve the required Decent Homes standards in accordance with the Scope of Works and Survey information. High expectations of customer and tenant satisfaction were required with measured performance against related KPIs. In addition to the Decent Homes work, external works to Multi Storey Flats were completed having been carried over from the year 1 works and due for completion in year 2. The works were target costed in a Guaranteed Maximum Price Framework and performance linked to KPIs with an expectation of year on year improvement and efficiency gains. Programme The programme for the internal works at Wolverhampton Homes is shown in the Wolverhampton Year 2 - Route March and covers the period from April 2009 – March 2010. A further breakdown of the programme is available if required.

Wall unit fixings  where metal / timber stud walls are present

noggins must be fixed by the developer at specified heights (available on request) Wall unit fixings  (into dot & dab walls) a solid dab line must be applied at specified heights (available on request)

Customer : FRANK HASLAM MILAN

House Type : 10 BARNFIELD ROAD

Drawing Number : 69101424 Revision: B Additional Info :

Date : 21/01/2010 Scale: Sc

© Moores Furniture Group Ltd. 2009 Moores Furniture Group Ltd. cannot accept reponsibility for the accuracy of this layout should it be used for ordering purposes. It is our customers responsibility to ensure all details & dimensions a

prior to calloff.

Section 1.1 | Page 19

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Model Projects

Programme and Budget Constraints The programme constraints were: • The overall programme detailed the order and location of all properties requiring work. Previous consultations with tenants and agreement to the programme start and completion dates raised expectations and required strict time controls to complete the works as agreed. • FHM were required to resource the delivery of 4 streams of work for 10 properties per week on a 4 week turnaround per property, which meant strict time management of the workforce. • The programme to complete works to the vacant properties was integrated into the overall programme to meet the Clients’ timescale and cost allocation. This enabled vacant properties to be re-let thereby increasing the income and reducing anti social behaviour. • Working in occupied properties - excellent tenant liaison was essential to ensure that tenants bought into the scheme and FHM operatives were able to gain access to their homes as required to ensure the programme was met.

In January 2011, the Audit Commission proposed further programme efficiency savings on the Framework Contractors by: • Requiring the time taken to complete repairs to vacant properties to be reduced. FHM preformed well and the overall performance across the programme was benchmarked with other social housing providers. The budget constraints were: • An overall budget of £17m for April 2009 – March 2010 was approved by the client that could not be exceeded. In addition, during the contract additional constraints became evident for a variety of reasons, which included: • Autodesk Buzzsaw being introduced at the start of the partnership as a central repository for all project information. Access was either directly from the Buzzsaw application or via an email link and subject to access protocols. It helped save time and costs with users no longer having to receive, store and redistribute email attachments and document copying. It also enabled effective collaboration between the other Framework Contractors.

Page 20 | Section 1.1

“ FHM were required to resource the delivery of 4 streams of work for 10 properties per week on a 4 week turnaround per property.”

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Section 1.1 | Page 21

Wall unit fixings  where metal / timber stud walls are present

noggins must be fixed by the developer at specified heights (available on request)

Customer : FRANK HASLAM MILA

House Type : 10 BARNFIELD ROAD

Drawing Number : 69101424 Revision:

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Model Projects

Page 22 | Section 1.1 Wall unit fixings  where metal / timber stud walls are present

noggins must be fixed by the developer at specified heights (available on request)

Customer : FRANK HASLAM MILAN

House Type : 10 BARNFIELD ROAD

Drawing Number : 69101424 Revision: D

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

1.0

Section 1.1 | Page 23

Wall unit fixings  where metal / timber stud walls are present

noggins must be fixed by the developer at specified heights (available on request)

Customer : FRANK HASLAM MILA

House Type : 10 BARNFIELD ROAD

Drawing Number : 69101424 Revision:

1.0

Model Projects

Summary Specification for the Primary Building and Services Element There were a variety of works undertaken in delivering the Decent Homes programme and resultant improvement of people’s properties. These are defined in general by the HCA and more specifically by the Scope of Works and Survey information issued by the Client, and included: • Internal works- new kitchens, bathrooms, re-wiring, new front or rear doors, central heating and other improvements. • External works- new guttering, external insulation/cladding, roofing and painting, as well as other improvements. A typical specification for the works included: Internal work

External work

Item

Description

Benefit- cost/ programme

Item

Description

Benefit- cost/ programme

Kitchens

New melamine faced units and worktops.

Use of standardised products that are readily available from our Supply Chain, cost effective to fit with long life.

Guttering

112mm half round PVC-U guttering and downpipes.

Use of standardised products that are readily available from our Supply Chain, cost effective to fit with long life.

External insulation/ cladding

Blown glass mineral wool cavity wall insulation

Easy installation in reduced time.

Roofing and painting

150 mm mineral fibre loft insulation.

Easy installation in reduced time.

Stainless steel sink and drainer. Vinyl floor covering. Bathrooms

Replacement white proprietary bathroom suite or a partial refurbishment. Over bath shower fitted where practicable Vinyl floor covering.

Use of standardised products that are readily available from our Supply Chain, cost effective to fit with long life.

Concrete interlocking roofing tiles.

Ceramic wall tiles.. Re-wiring

Full or partial rewiring to IEE wiring regulations (BS 7671) and modern standards.

Improved health & safety for tenants.

Front or rear doors

New hardwood, painted front and rear doors Use of standardised products that with integral lazing panel as required. are readily available from our Supply Chain, cost effective to fit with long life. Improved security for tenants.

Central heating

Replacement gas fired central heating system or upgrading of a partial system to a full one.

Other improvements

Page 24 | Section 1.1

PVC-U double glazed windows to high rise properties.

Repairs to asphalt roof to BS 6925:1988. PVC-U cladding to concrete works. Replacement tarmacadam to damaged paving.

Installation of additional sockets.

Or, full electric storage heater system or upgrade to a partial system.

Other improvements

Use of standardised products that are readily available from our Supply Chain, cost effective to fit with long life. Improved health & safety for tenants. Use of standardised products that are readily available from our Supply Chain, cost effective to fit with long life.

New proprietary roof sheet to relevant British Standards and BBA Certificates to replace damaged roofs. New painted steel up and over garage doors and entrance gates.

Use of standardised products that are readily available from our Supply Chain, cost effective to fit with long life.

Section 8.1 | Page 25

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Model Projects

Project Commentary

• Finance

The prime objective for the year 2 works for FHM was to:

Target Cost review meetings with Collaborative Working Centre (CWC) and Wolverhampton Homes and Constructor Partners to set ambitious but achievable Target Costs. These included reviewing the frequency of the variations target, re-aligning the scope of works, and re-allocating risk where appropriate to the relevant constructor.

• Refurbish 1698 homes to Decent Homes standards. • Complete refurbishment of vacant properties to reduce the financial burden to the Council from voids. • Improve performance from the previous year’s results (Pilot Works, Year 0 and Year 1 decent homes delivery) to raise standards from the benchmark data of previous years to achieve even better performance in the future. Improved Processes for Better Service Delivery FHM continued to develop its processes to improve performance, deliver better outcomes for tenants and improve financial results for all partners. Improvements were made in a number of areas and included: • Customer Care Increased tenant liaison prior to commencing work. Particular attention was paid to those tenants who had special needs or required additional support. FHM Direct, a team of directly employed multiskilled operatives provided a one-stop service to minimise disruption to tenants during the works. We used daily diaries that were updated by the relevant Supply Chain members to keep tenants informed of progress. Regular Supply Chain meetings were held to determine methods of minimising the effects of our work on tenants who remained in occupation throughout. Additional security measures were introduced to improve protection of tenants’ homes and property.

FHM carried out an E-Auction for key members of its Supply chain both to benchmark the current market conditions and re-align the scope of works and partnership objectives. The results demonstrated value for money within our existing supply chain with the key members re-procured. In addition, FHM commercial teams focussed on improved valuations forecasting, more accurate final accounts, and scope checks as the work proceeded. Lazars LLP audited our open book management system and gave an exemplary report with no findings or recommendations for improvements. Risk Management and Target Cost review to optimise financial performance. • Programme Delivery Improved operational efficiency through effective programming and Supply Chain awareness of overall objectives. Risk Management review to improve delivery. The result of these initiatives led to improved processes that were adopted by all Constructors and the Client, increased tenants satisfaction (measured by KPI results), and better awareness to the Scope of Works and Decent Homes Delivery for all the teams. This was demonstrated by: • Extension of the Partnership • FHM Tenant Satisfaction Score averaging 91% • FHM Considerate Constructors Rolling Average of 34 • Joint Corporate Social Responsibility Charter agreed with Client • Bronze Award given to FHM for the Wolverhampton Sites at the 2009 Considerate Constructors Awards

Page 26 | Section 1.1

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

1.0

Summary Cost Analysis Careful cost control is required when dealing with the wide variety of works and house types across the programme. To ensure that we carefully manage costs to facilitate accurate reporting we undertake regular cost analysis at pre-construction stage and at regular periods throughout the works. The summary of our target cost analysis identifies each element of the work in relation to each property type at Wolverhampton Homes. Please see the tables below and on the following two pages.

Constructor Partner: Frank Haslam Milan

Kitchen

Bathroom

Shower

Full Heating

Upgrade Heating (Pipework & Radiators)

Boiler Replacement (Inc Programmer)

Electric Heating

Rewire

Front Door

Back Door

Fire Door

Loft Insulation

Gas & Elec Survey

Asbestos Survey

Property Average

0 Bed Bedsit

1,722.86

1,249.95

517.48

2,548.06

1,315.37

1,232.69

2,034.72

1,568.97

488.25

474.25

670.14

180.00

35.00

120.00

6,775.81 241.40

1,011.84

1 Bed Flat

1,722.86

1,249.95

517.48

2,548.06

1,315.37

1,232.69

2,034.72

1,568.97

488.25

474.25

670.14

180.00

35.00

120.00

6,775.81 241.40

1,011.84

Asbestos Removal

Variations

2 Bed Flat

1,739.46

1,249.95

517.48

2,548.06

1,264.56

1,283.50

2,245.77

1,692.81

488.25

474.25

670.14

180.00

35.00

120.00

6,912.04 200.00

1,040.92

3 Bed Flat

1,739.46

1,249.95

517.48

2,548.06

1,264.56

1,283.50

2,245.77

1,692.81

488.25

474.25

670.14

180.00

35.00

120.00

6,912.04 200.00

1,040.92

4 Bed Flat

1,739.46

1,249.95

517.48

2,548.06

1,264.56

1,283.50

2,245.77

1,692.81

488.25

474.25

670.14

180.00

35.00

120.00

6,912.04 200.00

1,040.92

1 Bed Bungalow

1,681.12

1,323.45

517.48

2,613.55

1,330.05

1,283.50

2,245.77

1,969.62

488.25

474.25

670.14

180.00

35.00

120.00

9,332.94 150.00

1,155.70

2 Bed Bungalow

1,681.12

1,323.45

517.48

2,613.55

1,330.05

1,283.50

2,245.77

1,969.62

488.25

474.25

670.14

180.00

35.00

120.00

6,232.40 150.00

1,155.70

3 Bed Bungalow

1,681.12

1,323.45

517.48

2,613.55

1,330.05

1,283.50

2,456.82

1,969.62

488.25

474.25

670.14

180.00

35.00

120.00

5,570.52 156.00

1,191.87

1 Bed House

1,681.12

1,323.45

517.48

2,613.55

1,330.05

1,283.50

2,245.77

1,969.62

488.25

474.25

670.14

180.00

35.00

120.00

6,443.72 156.00

1,155.70

2 Bed House

1,681.12

1,323.45

517.48

2,613.55

1,330.05

1,283.50

2,245.77

1,969.62

488.25

474.25

670.14

180.00

35.00

120.00

7,044.26 156.00

1,155.70

3 Bed House

1,681.12

1,323.45

517.48

2,613.55

1,330.05

1,283.50

2,456.82

1,969.62

488.25

474.25

670.14

180.00

35.00

120.00

7,197.09 161.08

1,191.87

4 Bed House

1,887.60

1,404.43

517.48

2,740.82

1,384.32

1,356.50

2,878.92

2,011.78

488.25

474.25

670.14

180.00

35.00

120.00

8,955.24 156.00

1,207.26

5 Bed House

1,887.60

1,404.43

517.48

2,740.82

1,384.32

1,356.50

2,878.92

2,011.78

488.25

474.25

670.14

180.00

35.00

120.00

8,955.24 156.00

1,207.26

6 Bed House

1,887.60

1,404.43

517.48

2,740.82

1,384.32

1,356.50

2,878.92

2,011.78

488.25

474.25

670.14

180.00

35.00

120.00

8,955.24 156.00

1,207.26

Section 1.1 | Page 27

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Model Projects

Build-up of the Cost of the Internal Decent Homes Works Taking Account of Proposed Efficiencies Constructor: FHM Ltd

1 bedroom flat

2 bedroom flat

2 bedroom house

3 bedroom house

4 bedroom house

Frequency of occurance as a %

Kitchen Total Cost (inclusive of kitchen units) =

£1,722.86

£1,739.46

£1,681.12

£1,887.60

£1,249.95

£1,323.45

£1,404.43

£517.48

£1,568.97

£1,692.81

£1,969.62

£2,011.78

Potential ‘risk items’ for inclusion within ‘Target Cost’ Bathroom Total Cost = Potential ‘risk items’ for inclusion within ‘Target Cost’ Provisional Target Cost for New Shower Installation Total Cost for Shower Installation Complete (Inc Electrics) Electrics Scope of Work Total Cost = Provisional Target Cost for a Complete Electrical Upgrade

Total Cost =

50.00%

Below are based on a schedule of rates - partials can vary from property to property. All below rates are for 1No £830.76

£830.76

£2,034.72

£2,245.77

£2,456.82

£2,878.92

Potential ‘risk items’ for inclusion within ‘Target Costs’ Provisional Target Cost for Electrical Heating Total Cost =

Page 28 | Section 1.1

Comments

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

1.0

Build-up of the Cost of the Internal Decent Homes Works Taking Account of Proposed Efficiencies Constructor: FHM Ltd

1 bedroom flat

2 bedroom flat

2 bedroom house

3 bedroom house

4 bedroom house

Frequency of occurance as a %

Comments

Central Heating Scope of Works Total Cost =

£2,548.06

£2,613.55

£2,740.82

Excludes extending horizontal flue

£1,132.69

£1,183.50

£1,256.50

Excludes extending horizontal flue

£247.40

£272.88

£298.36

£323.84

£349.32

£1,315.37

£1,264.56

£1,330.05

£1,384.32

£1,360.09

£1,436.38

£1,461.86

£1,487.34

£1,585.82

£35.00

£1,011.84

£1,040.92

£1,155.70

£1,191.87

£1,207.26

Provisional Target Cost for a Partial Central Heating Installation: Boiler Only Total Cost = Provisional Target Cost for a Partial Central Heating Installation: TRVs & Programmer Only Total Cost = Provisional Target Cost for a Partial Central Heating Installation: Pipework & Radiators Only Total Cost = Provisional Target Cost for a Partial Central Heating Installation: Boiler, TRVs & Programmer Only Total Cost = Potential ‘risk items’ for inclusion within ‘Target Cost’ Provisional Target Cost for Elec & Gas Testing/ Survey Total Cost for Gas & Electrics Survey & Testing Total Cost for VO Provisions

£1,121.52

Section 1.1 | Page 29

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Model Projects

Delivering optimum value for money for the client

Design and Build Quality

Optimum value for money has been realised for the Client in Year 2 of the programme which forecast a gain share of 1.75% on turnover for the year, subject to financial account audits. This is representative of the cost efficiencies FHM has made in target cost reviews, supply chain benchmarks, reduction of time in property and risk management allocation.

The design and build quality of our work on the Wolverhampton Homes Decent Homes programme is best measured using the Audit Commissions assessment, which scored the service as excellent.

FHM has assisted Wolverhampton Homes to make further target reductions for the Year 3 works for all Constructor partners which further demonstrates willingness between all partners to drive down cost and provide optimum value for money for our client. Payment of any gain share is directly linked to satisfactory performance against our KPIs. To date FHM has achieved a Tenant Satisfaction Score averaging 91% and a Considerate Constructors Rolling Average of 34. The benefits that our Client has derived have led to a further extension of the Partnership. FHM also sets aside some of the profits from the gain share for community development funding. This figure is still to be decided in liaison with Wolverhampton Homes. At present gain share remains and accrual in our clients’ budget for future spend. All of our costs are market tested and benchmarked using facilities like e-Procure to maintain value for money and a healthy supply chain. Achieving Cost and Time Targets The Year 2 outputs including voids exceeded the commencement agreement by 429 property completions whilst maintaining the overall budget compliance with our Client. In addition 94.5% of these properties were delivered within the time constraints and property specification, and measured against the KPIs. These figures demonstrate FHM achieved and exceeded both cost and time targets demanded by its Client.

Page 30 | Section 1.1

• Decent Homes work is carried out in a very customer-focused way which includes a positive focus on the needs of vulnerable and disabled tenants. • Repairs are now completed quickly and in a customer-focused way. • Empty homes are effectively managed and repaired and re-let quickly to a standard agreed with service users. • All homes with a gas supply have an annual safety check. • The adaptations service is promoted well, customer focused and tenants are generally receiving a prompt service. • The appearance of estates and flatted blocks is very positive and supported by effective estate inspections. • Leasehold management is effective and leaseholders are influencing service improvements. We have trialled innovative, environmentally designed technologies to make the designs more sustainable and have a positive effect on people’s lives. Of course, since we are working in people’s homes the greatest testament is the Tenant Satisfaction Score where FHM has scored an average of 91%.

“ Work is carried out in a very customer-focused way which includes a positive focus on the needs of vulnerable & disabled tenants.”

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

Environmental Considerations (in both design and construction)

Construction

We are committed to reducing our impact on the environment and to ensuring that dedicated resources are available to provide focus on our environmental objectives. The same principles are applied to all of our contracts including our Decent Homes programme for Wolverhampton Homes. Through effective design and construction considerations we have substantially exceeded the Client’s expectations in reducing the carbon contribution of our works on this scheme.

Having reviewed the potential environmental impacts related to the construction works associated with the contract we identified the following as key areas we would target to reduce our carbon contribution on the programme:

Design During the period of 2009 – 2010 FHM piloted Eco Voids. The aim of the eco voids pilot was to install environmentally designed technology to a limited number of properties that could later be implemented across the Decent Homes programme dependant on their effectiveness in supplying cost and energy benefits. The Eco Voids incorporated the following technology: • Solar panels to reduce the reliance on the main grid and reduce the cost of electricity to tenants. • High efficiency ventilation systems that reduce potential damage to properties by removing condensation before it becomes a problem. • Efficient boiler systems that reduce costs for tenants and are more environmentally sustainable. • Low energy lighting systems that that reduced electrical usage, being better for the environment and saving the tenant money through lower energy costs.

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• Waste recycling on the scheme. • Carbon contribution through travelling to site and the transport of materials. • The use of sustainable materials and technology was utilised on the contract to reduce our negative environmental impact. Site Waste Management Plan FHM and Wolverhampton Homes identified and agreed Key Performance Indicators for the Decent Homes programme to set monthly targets. A target of 65% for all construction waste to be recycled was agreed. By the end of April 2010 FHM achieved 98.94%, which was maintained throughout that year. We achieved this through the following: • Avoiding the over ordering of materials. • Identifying at an early stage where waste could be recycled or reused elsewhere. • Nominating a waste management coordinator on site to monitor waste considerations of operatives. • Providing Waste Management inductions for staff to ensure effective waste segregation on site.

• Grey water recycling to reduce the water consumption. We piloted the scheme on four properties on Gower Street in Wolverhampton with tenants moving into the void properties upon completion. We then assessed the best methods of further reducing carbon emissions and the cost of energy bills for the tenants. The introduction of the technology and continued assessment throughout the year has helped us to introduce a variety of environmental technology to the Decent Homes programme.

Section 1.1 | Page 31

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Model Projects

Community Benefits We place our customers and their communities at the centre of all that we do. We work closely with local people to involve them in the decisions and changes which affect their neighbourhood. Sustainable communities are built when people feel fully involved and have ownership of the changes in their community. We work as a team with a wide range of community groups - and go the extra mile to provide a lasting and sustainable legacy. Examples of how we have implemented this on our Wolverhampton Homes scheme include: Considerate Constructors As a major supporter, and associate member of the Considerate Constructors Scheme all of our sites are registered to ensure works are undertaken in a considerate, clean and environmentally friendly way. These include: • Sites are well signed, with plenty of notification given to residents prior to works commencing. • Deliveries to site are made outside peak hours e.g. after 10am and before 4pm, so as not to disrupt the local traffic. • Works are carried out between 8.30am and 5pm, to minimise disruption. • Waste material is segregated - currently over 98 % of our waste on Wolverhampton Homes is recycled. • All work areas are fully cleaned each evening • Clean welfare facilities, including drying rooms, canteens • Regular meetings with local residents • Health and safety visits to all local primary schools in close proximity to our schemes. • No radios or smoking are allowed on site. • Site Managers have certification in the Site Managers Safety Training Scheme. • Health and safety inductions are carried out with any residents who may be affected by works. The effective approach we take to CCS on all our schemes is reflected by the scores we receive across our sites. At Wolverhampton Homes we have maintained high scoring reports throughout the Decent Homes programme: • CCS Audit 1 from October 2009 where we scored 33.5 out of a possible 40 • CCS Audit 2 from November 2009 to January 2011 scored 36.5 out of a possible 40

Page 32 | Section 1.1

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

Construction Training in Wolverhampton

Further Community Initiatives

In partnership with the City of Wolverhampton College and the Bilston Development Project, we are jointly running an ‘Introduction to Construction’ training programme for local unemployed people aged 19+.

In line with our Corporate Social Responsibility, FHM has worked hard within the community of Wolverhampton to provide charitable donations and contributions to worthy causes that include:

Candidates take basic skills lessons focusing on literacy, maths and English. Candidates then progress to the next stage where we provide 12 weeks on site training working alongside various trades. We employ candidates in apprentice positions and enable them to study for NVQ qualifications in their chosen trade, whilst working on our Decent Homes programme with Wolverhampton Homes.

• Kitchen refurbishment at St Paul’s C of E (£1,500)

An excellent example of this is 24 year old Delroy Bent who won Wolverhampton Homes’ “Apprentice of the Year” Award in 2009. Delroy completed his 12 week training programme and we have appointed him to a full time position as an Apprentice Carpenter/Joiner. He is working towards NVQ Level 3 and intends to start Level 4 next year. Delroy has proved a popular and reliable member of the team who is showing great promise for the future.

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• St Paul’s Church of England School art competition (£100) • Bench donated to Harroeby and Patshull Court (£150) • Bench donated to Whitmore Reams (£150) • Campion House Boat donation (£500) • Timkin Centre donations (£5000) • Close Down Lunches(£200) • Decorated East Park Communal Room(£200) • Donations to East Park Communal Facilities: TV stand, books, games, coffee table, TV, DVD player, Microwave, Dining Tables and Chairs (£500)

Keepmoat Foundation

• Donated a mower to Tenant, Ann Guest (£100)

The Keepmoat Foundation has made a £6,000 donation to the Wolverhampton based educational support charity, Re-Entry. Re-Entry is an educational support unit which provides a development programme for pupils in secondary education who are non-attendees or excluded from the mainstream education system, with the aim of returning them to school with ongoing support.

• Took residents to Harrogate housing conference 2009/2010(£1000) • Sponsored Wolverhampton Garden Competition (£400) • Since start of partnership provided free goods and assistance for City Show (£300) • Provided prizes for tombola (£100) • Sponsored Women in construction Event (£300) • Team of 10 entered the Wolverhampton Marathon(Raised £4,000) • Donation to Longfield House. Resident association for community event. (£1,950) • Wolverhampton Marathon Sponsorship 2009 (£200) • The Acres close down party and garden furniture donation (£300) • Auction of promises - donated a TV as a raffle prize (£200)

Section 1.1 | Page 33

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Model Projects

Supply Chain Excellence

Core Group Agreement

Partnering Workshops

Our delivery team includes Supply Chain members for major components of our output requirements including mechanical, electrical, roofing, insulation and kitchen units. Most of these supply chain members have repeat business with us and understand our expectations. We share performance information and KPI results with our teams to enable continuous improvement in our works.

At the start of the partnership, we established a Core Group in agreement with Wolverhampton Homes to help drive the project. As part of our commitment to the core group and Wolverhampton Homes we brought our Supply Chain partners to the group to assist in specification and design development.

We actively seek to improve our relationships with clients. On the Wolverhampton Homes programme, we implemented partnering workshops with the Collaborative Working Centre to establish stronger relationships between all 3 contractors and the client. This included:

In addition, we work with our Supply Chain to drive down cost and we will expect further efficiencies during year 4 of our programme to meet our Clients’ budget demands and cuts against a background of rising raw material prices. We expect to reduce our waste figures and make further improvements within our resource driven programmes incorporating our Supply Chain. Our Supply Chain is vital to the success of the partnership and we work closely with all the team members at Wolverhampton to ensure this is not compromised.

As a direct output from the Core Group we were able to assist Wolverhampton Homes with: • participating in scheme panels formed to keep residents informed of the progress • proposing work streams and programmes around: available budgets materials procurement

Stage 1 – All staff attended initial workshop to: • develop a basic understanding of partnering • understand how partnering arrangements can work in the public sector • identify the implications for our teams Stage 2 – All staff attended partnering workshops (externally facilitated) to: • Demonstrate how companies could work co-operatively • Identify barriers to preventing internal co-operation

• workload balancing techniques

• Establish what people thought of the company

Integrated Project Team Working

• introducing full open book accounting

As a result of our considerable experience of partnerships we have evolved tried and tested systems to ensure that partnerships develop and operate to the benefit of all stakeholders. This means integrating the project teams to enable coordinated and efficient working processes. They include:

• proposing and agree KPIs to show continuous improvement and aid benchmarking

• Understand where we are today scored against areas such as leadership, trust, responsibilities, and problem resolution etc.

Shared Warehouse To enable Wolverhampton employees and FHM to work cohesively we took steps to integrate both parties ICT systems within the office facility to enable time savings in manual filing and to make access to information easier. We also used the Wolverhampton office as a training facility for apprentices who worked on the Decent Homes scheme. The Wolverhampton stores cover 40,000sq ft of flooring and also house shared office space for Wolverhampton Homes and FHM employees. We achieved the following through utilising a shared warehouse: • We operate a ‘Just in Time’ warehousing system. • Kitchen and Bathroom units delivered pre-packed to our secure warehouse unit. • Warehouse Supervisor ensures stock levels are maintained through bespoke IT systems and ordering interface. • Units safely stored in dedicated racks. • Units collected by sub-contract and direct labour installers each day and delivered to site in specialist vehicles.

Page 34 | Section 1.1

Stage 3 – Workshop with staff teams, customer and clientrepresentatives to:

More tangible benefits

• Understand the principles and concepts of partnering

FHM has generated savings across the scheme which has enabled more properties to be added. Despite additional works, FHM completed the schemes one week ahead of programme. The Core Group acts as a central point of focus for the project. From this, specialist groups have been created on this scheme. The specialist groups consist of Commercial Focus Groups, PR and Marketing and Planning and Programming groups.

• Apply these principles of effective internal and external relationships • Agree a process for removing internal impediments and barriers and agree new ways of working • Identify and develop partnering champion • Identify the partnering core competences and skills • Develop an internal ‘change programme’ to support the introduction of the partnering approach

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

Achieving high levels of customer satisfaction

Customer Satisfaction Questionnaires

Working in occupied properties on this scheme we have implemented bespoke customer care procedures which include a structured tenant liaison process to make sure we inform tenants, liaise with them effectively and measure the their overall satisfaction with regards to the works.

Customer Satisfaction is of paramount importance on any scheme of works and this is monitored through the use of Customer Satisfaction Questionnaires. These questionnaires can take a variety of formats, from our standard in-house questionnaire, to a bespoke questionnaire designed within a partnership with the input of all stakeholders.

Open day held locally to introduce FHM and the choices available to Tenants in regards to the works

Tenant Choice Visit – Appointment letter sent to tenant with DVD

Tenant Choice Visit – TLO visits the tenant with information pack, shows brochure, takes choice, collates tenant details, identifies tenant needs and introduce TSQ

28 day letter – Provides the tenant with a provisional start date 14 day visit – To discuss with tenants the work due to take place and advise on storage of property, conduct a de-lap survey and assessment of tennants' individual needs. 7 day letter – Gives confirmed start date

Pre Start Visit – TLO carries out courtesy visit 3 days before the works to ensure the tenant has no access problems, packing is complete, refresh programme of works and complete disclaimer

Works Start – TLO visits the tenant daily to inform of progress and deal with any issues that may arise. Daily tenant diary to be completed in the property

We work with our partners at monthly site meetings to receive feedback on our performance rather than waiting until the end of a project to establish ways in which we could improve. Our performance is measured monthly against our KPIs. Importantly, we are also able to talk with partners to let them know our satisfaction with their performance. This ability to review each other’s performance through 360º as projects progress helps to demonstrate where improvements in the level of customer satisfaction can be made. In addition, a Client Satisfaction Questionnaire is sent to all Clients at Practical Completion. Our Business Development Managers conduct quarterly reviews with the Client to highlight any issues and further develop our relationship.

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“ Tony the foreman is a very hardworking, courteous and helpful person. Always ready to help with any queries or problems. A Nice Man.” Mr B. Dale – 50 Burcot Avenue “ The workmen in my home have been doing a very good job. They have all worked very hard.” Mrs Louise Waters – 27 Rowlands Avenue “ I would like to thank Tony Butler and his team for all the hard, excellent work they put in to my home. Welcome anytime” P. Lowbridge – 56 Burcot Avenue

TLO to issue tenant with a Tenant Satisfaction Questionnaire ensuring this is returned to Wolverhampton Homes

Section 1.1 | Page 35

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Model Projects

The following chart details the analysis of our Customer Satisfaction Questionnaire return rate % and the average CSQ score over April 2009 â&#x20AC;&#x201C; March 2010 for Wolverhampton Homes: 100%

April

Month

Run Rate

CSQ Score

April

86%

91%

90%

May

87%

89%

80%

July

June

90%

93%

July

85%

96%

August

90%

89%

September

91%

87%

August

70%

September October

60%

November December

50%

January

40%

October

90%

96%

November

92%

97%

30%

December

93%

97%

20%

January

95%

96%

February

93%

95%

March

91%

97%

Page 36 | Section 1.1

June

February March

10% 0% Return Rate

CSQ Score

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

1.1 Model Projects:

Sports Facilities HMP Featherstone

New sports facilities at HMP Featherstone, Wolverhampton for the Ministry of Justice as part of a 10 year framework agreement carried out by Shaylor Group.

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Primary Schools

Housing Refurbishment

Leisure

“ One intervention brought the project in lower than the budget, saving £600,000 on the overall agreed.”

Section 1.1 | Page 37

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Model Projects

Client: Ministry of Justice

A summary of the Client’s Initial Brief

Programme and Budget Constraints

Abell House John Islip Street London SW1P 4LH

The capacity expansion programme across the Prison Service estate included the new rapid build residential unit (RBRu) at HMP Featherstone, being the first of its kind in the prison estate. Known as House 7, the new RBRu helped swell inmate numbers by 64, giving the category C prison in Wolverhampton a total prison population of 679, and resulting in the need for new, modern sports accommodation to meet the evolving needs of the population.

The programme constraints were:

The project was for the design and construction of new sports pitches outside the secure prison boundary, including demolition of existing buildings, relocation of existing prison boundary fence and provision of new changing facilities.

In addition, during the contract, additional constraints became evident for a variety of reasons, which included:

Contact Name: Chris MacKenzie-Grieve Phone Number: 0207 217 5967 Shaylor Group Team: Principal Contractor: Shaylor Group plc Architect: Supporta RPD Quantity Surveyor: W.T Partnership

Playing fields consisted of a 7 aside floodlit all weather sports pitch and full size combined FA & RFU pitch with under pitch lateral drainage and semi-automatic irrigation system. The project also included 1 year’s full maintenance.

Structural Engineer: Jenkins & Potter

Summary of the client’s initial brief:

Value: £3.43m

• Installation of a 5.2m high permanent security fence, demolition and removal of existing concrete bunkers.

Project Manager: Faithful & Gould

Duration: 32 weeks (Completed on 4th April 2009) Location: Wolverhampton, West Midlands

• Site clearance, earthworks and construction of new sports pitches totalling 9,200 m² in area and 10,800 m² around the perimeter of the pitch and changing room facility. • The installation of a dual purpose natural turf sports pitch complete with line markings for association football and rugby including under-pitch and perimeter surface water drainage. • The installation of a MUGA (Multi Use Games Area) sports pitch to provide 2 separate 5 a side football pitches. Specialist weld mesh rebound fencing all around and ball stop fencing at the sides and behind the 4 goal ends; the area will also be floodlit. • The design, installation and commissioning of a single storey, modular construction changing room building to provide the following accommodation; 2 individual changing rooms each with a 22 person capacity (26.30 m²) and dedicated toilet facilities (6.20 m²)

Page 38 | Section 1.1

• Fixed commencement date to incorporate key critical milestone dates related to the laying of the turf and the subsequent feeding and cutting of the grass to reach the required quality at handover. • Fixed completion date to facilitate release of site previously used for sports facilities

• Off-site modular fabrication was used to ease working during the winter months and reduce the flow of people and materials onto the site thus reducing security risks. • Adverse weather which required reprogramming of works so not to affect the completion date. The budget constraints were: • A budget of £3.3m approved by the client that could not be exceeded. • Fixed cost items resulting from working in a prison environment. These included the requirement to use a specified prison approved regional sub contractor for certain works such as, fire alarms, general alarms, CCTV cameras and the business management system for the M&E installations. Also, the MoJ specified its own sub-contractor for the telephone and data and the security fencing package had to come from one of two suppliers. In addition, it was agreed at the outset that 10% of savings against the initial budget would be made and this was the budget reduction that was achieved.

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Section 1.1 | Page 39

1.0

Model Projects

Page 40 | Section 1.1

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Summary specification for the primary building and services elements Modular Changing Accommodation Item

Description

Benefit- cost/ programme

Construction

Non-combustible “Galvatite” steel, being an advanced zinc-rich “self-healing” material used for the structural cladding in the wall and roof construction. Profiled sections form the floor and ceiling joists.

Its most important characteristic is an ability to resist corrosion, even after the galvanised surface is chipped or cracked, thereby giving longer life and lower maintenance requirements

Foundations

Trench foundations designed and monitored in accordance with HSE guidelines and Shaylor temporary works procedures.

Ease of construction

External Walls

85mm 1.25mm “Galvatite” structural steel panels, integrally braced, welded and insulated complete Ease of construction, high quality, long life product that helped reduce costs and programme. It with 55mm CFC free polyurethane insulation complete with vapour barrier and 6mm plywood bonded to will also reduce ongoing maintenance costs. internal face. BBA certified resin based texture coat spray applied to external surfaces followed by one coat of spray applied semi-gloss fast enamel to BS4800 or standard RAL colour range.

Floor

15mm thick BBA certified, moisture resistant high density tongued and grooved flooring grade Cement Particle Board fixed to 1.25mm thick interlocking and load bearing, fully galvanised steel floor trays insulated with 90mm non-combustible glass wool fibre and under drawn with 35mm CFC/HCFC free rigid foil faced urethane insulation.

Extensive use of dry trades to speed construction and limit wet trades to enable following trades to commence earlier.

Flat Roof

Steel skinned self supporting cold formed 1.25mm/18g 275g/m2 bright galvanised steel roof tray, riveted, bonded and sealed with polyurethane adhesive.

Pre-finished construction to speed construction and save costs

External Doors

External single doorsets were constructed from galvanised steel, and fully insulated, single inward / outward opening doors are hung on zinc plated, full height piano hinges and fitted with MoJ approved locksets provided to meet the programme in accordance with the approved locking schedule.

Longer life and lower maintenance

Security Grille Gates

External doorsets were provided with specialist manufacture externally mounted Security Grille Gates with lock back facility compliant with MoJ standard drawing STD/M/168

MoJ approved locksets were provided to meet the programme in accordance with the approved locking schedule.

High Level Windows

High level windows were fitted top hung opening lights which will restrict the window opening to a maximum of 100mm at cill level, windows will be also be provided with internally fixed approved mild steel security grilles with painted finish.

Standard product to enable standardised maintenance across MoJ estate

Internal Joinery

New single or double internal doorsets were 54mm thickness internal grade solid core timber flush doors to comply with the requirements of BS 4787, ply faced for painting and fitted within softwood rebated frames with 1.5 pairs of 100 x 76mm stainless steel butt hinges with nylon washers, all in accordance with Supporta drawings and specifications.

Standard product to enable standardised maintenance across MoJ estate

Floors

Welded 2mm Polysafe Hydro vinyl manufactured to Class 1 Fire Rating to shower areas. Welded 2mm Non-Slip vinyl manufactured to Class 1 Fire Rating to all other areas.

Reduced costs of installation and better quality for the long term

Shower Cubicles

Armitage Venesta H.M. Prison Service SH CUB 1 ”Millenium” cubicles complete with decency length doors will be provided to each of the shower areas in Changing Rooms 1 & 2 together with the Staff Showers/Lockers

Standard product to enable standardised maintenance across MoJ estate

Toilet Cubicles

Armitage Venesta H.M. Prison Service WC CUB 1”Tufwall” cubicles complete with decency length doors Standard product to enable standardised maintenance across MoJ estate will be provided to each of the toilet areas in Changing Rooms 1 & 2.

Section 1.1 | Page 41

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Model Projects

Artificial Playing Surface Item

Description

Benefit- cost/ programme

Intended Pitch Use

The synthetic surface will be used mainly for soccer, but will be used from time to time for other general- Drainage designed to allow for a 100-year rainfall event and it is expected that the synthetic pitch purpose sports. The level of use expected is considered ‘intense’ use. will remain free of surface water i.e. unsaturated in all weather conditions. The synthetic carpet will comprise of a long pile sand/rubber in-filled turf system. This will meet the requirements given in Table 3. This will overlie a dynamic stone layer

Line Markings

Line markings will be accurately set out and installed, the top surface of all line markings shall be within a tolerance of plus/minus 2mm of the adjacent carpet surface when measured under a 300mm straightedge regardless of type.

Top Dressing

A minimum of two applications of infill will be provided; top dressing as necessary and secondly redressing at six months.

Environmental Considerations

The infill materials will be inert i.e. they must not leech out contaminants which would find their way into local water courses, drains or affect users playing on the surface.

Improved sustainability

Item

Description

Benefit- cost/ programme

General

The fence shall have ‘358’ panels to the entire perimeter of the MUGA. The fencing above the 1.2m 358 panels will be “zaun” type panels (refer to below) on the remainder of the fence to a finished height of 3.0m

Weld Mesh Panels

The fence will be constructed of galvanized welded mesh supplied in panel form, generally using a “zaun” type mesh, which is 50mm x 200mm with wire sizes as vertical 6mm, 2 x horizontal 6mm wire.

Goal Recesses

The fence will incorporate goal recesses to the full height of the panels on either end of the pitch.

Central Kickboard and Dividing Fence

An easily-removable kick-board dividing fence will be provided between the two sub-pitch areas,

Fencing and Gates

Page 42 | Section 1.1

Panels were treated to prevent corrosion of the non-galvanized core and all cut faces were positioned such that they cannot cause injury to fingers.

A suitable trip-free capping of the post holes when the central divider is removed was provided.

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Summary Cost Analysis Contract Sum Analysis Site Overheads

Total Ptich

£362,170.40

MUGA

£68,744.00

Planning Delay

£12,306.50

Pre Construction Fees

£121,100.98

Demolition Works

included

Civil Engineering

£384,419.69

Ditto Addendum works

£140,007.49

External Landscaping Works

£103,953.50

M & E Works incl CCTV Installation

£211,213.08

Specialist Pitch Installation & Associated Works

£265,235.86

MUGA Synthetic Pitch

£329,150.18

Modlar Changing Room Facility

£352,443.40

Fencing & Associated Works

£219,786.48 Net Build Cost £ Add Design Fees

£2,570,530.56 £260,565.63 £2,831,096.18

Add Design Contingency

Add 7.5% Overheads

£225,447.01

Add 4.5% Profit

£135,268.21 £

£3,366,675.41

Draft A.M.P 15/10/08 £

£3,366,675.41

Experience gained • Shared learning brings greater efficiencies • Partnering reduces overall project timescales • Removal of the tender process allows the contracting partner to focus on objectives of the client such as best value, sustainability and innovation • Open book culture reduces disputes and provides greater control over budgets • Informal VM benefits include improvements in leadership and decision making, effective team working, innovation and defect reduction • Collaboration between client and framework provider delivers best practice and continuous improvement Achievements delivered • 15% reduction in budget • Project completed on time • Zero defects • 87% achieved on KPI’s in customer satisfaction survey • 95% of demolition material recycled • 83% of construction phase waste was diverted from landfill

Section 1.1 | Page 43

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Model Projects

Delivering Optimum Value for Money for the Client Under the £52m Ministry of Justice framework, Shaylor Group was appointed to deliver projects across the entire estate. As an integral member of the partnering team at HMP Featherstone, Shaylor was charged with delivering optimum value for money in collaboration with its client, consultants and specialists. Being party to one form of contract, under PPC 2000, rather than a series of two-party contracts as in traditional relationships, meant that interface risks were reduced and direct contractual relationships between all partnering team members enabled a close working relationship to develop that was engendered in a spirit of trust, fairness and mutual cooperation. We managed an open book accounting system throughout the contract, which included our supply chain partners. This allowed us to prepare and maintain a draft Final Account from the outset and achieve settlement of the Final Account prior to Practical Completion. This is consistent with our success of achieving settlement of the Final Account in 90% of cases across the entire MoJ framework. Specifically, we delivered optimum value for money for our client by: • Agreeing the Target Project Cost Plan at project inception and using national statistics and benchmark data from the framework to measure the value for money of the project costs. • Preparing and maintaining a project risk register that was used to identify and manage the project risks and enable a risk mitigation plan to be developed. This list of 98 items included an agreed fixed sum for risk. This provided the client with cost certainty, knowing that all associated costs regarding those risks were covered by Shaylor. • This Framework agreement allowed for single point suppliers to be appointed so there was no need for Shaylor to tender against others during a traditional tender period. This saved approximately 4/6 weeks and allowed us to make an early start on site by reducing the pre-construction programme.

Page 44 | Section 1.1

• Undertaking value engineering exercises at the commencement of the project to identify £600,000 of potential savings through innovative construction techniques, that included: Relocating the changing room facilities closer to the main road to reduce the length of the access road. Using crushed glass instead of traditional fill materials to achieve a small cost saving but with a much larger environmental benefit. The use of offsite manufactured modular units, similar to the rapid build residential unit, for the changing facilities rather than traditional build on site techniques. Raising the finished level of the pitches to reduce the amount of cut and fill, with all cut material reused on site. This resulted in reduced costs for transport, disposal of waste material, and lower amounts of imported material and lower environmental impact by removing the need for 3000 potential lorry trips. At the completion of the project we were able to demonstrate that our intervention brought the project in at the lower budget of £3.43m, (£3.3m agreed contract sum plus agreed client variations) rather than the initial £3.9m , saving £600,000 on the overall agreed contract sum. The project was also completed on time despite a potential 8 weeks delay from inclement weather which we avoided by introducing the lime stabilisation solution to allow works to continue throughout the bad weather. This was confirmed by the Client satisfaction survey and achievement of an 87% score on achieving the project KPIs upon completion of the project.

“ value engineering exercises at the commencement of the project to identify £0.6m of potential savings through innovative construction techniques.”

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Achieving Cost and Time Targets

The result was that:

Environmental considerations (in both design and construction)

To achieve the cost and time targets we initially developed a Project Plan in consultation with our client and other project team members that incorporated a Target Project Cost Plan.

• All activities effectively managed on a weekly basis to control variations to the programme.

The MoJ has established KPIs for environmental issues across the entire framework. These were incorporated into our Project Plan along with a waste management plan in accordance with WRAP guidelines that resulted in:

The Project Plan and Target Project Cost Plan were used to manage the project costs as follows:

• We avoided a potential 8 week delay by incorporating innovative ground stabilisation techniques with LPT to overcome problems from exceptionally inclement weather.

• We used benchmark data to determine the target costs for individual elements of the project and monitored performance against them at monthly valuations.

• The lime/cement ground stabilisation process that was carried was a key factor in the programmes success in allowing works to progress in wet winter conditions.

• The project risk register was used in conjunction with the risk mitigation plan. Both were regularly analysed and amended to accord with monthly valuations and final cost reporting to show when risks are negated or realised. Using this approach, we were able to effectively manage the level of contingency required throughout the project. • The conclusions from our value engineering exercises were incorporated into the Target Project Cost Plan to improve value for money throughout the project. • MoJ commercial staff was actively involved with all subcontract procurement and provided their input on tender package enquiries and adjudications. • All supply chain members operated an open book accounting arrangement and MoJ commercial staff had easy access to all subcontract accounts, purchase orders and invoices to ensure compliance with subcontract orders. • We provided MoJ with monthly cost valuations which helped determine the draft Final Accounts and assisted in effectively managing the cost variations throughout the project. • We settled the Final Accounts within 4 weeks of Practical Completion.

Design and Build Quality During the pre-construction stage, we developed and agreed a quality plan with our client, other supply chain members and specialist suppliers. This was regularly updated and used throughout the process to record the brief, identify KPIs, manage the processes and control the final results. It included: • Schedule of quality checks for all works underground. A visual and photographic record of all underground installations provided the client with the benefit of a clear and accurate record. It allowed for speedy responses and minimises disruption if things went wrong once these installations were covered.

Design • Maintaining the natural water table level of the area through careful design, which was of paramount importance. • Achieving a balance of cut and fill that diverted 3,000 lorry loads of waste from the roads. • Incorporating energy saving devices in the changing facilities, including automated light switches, water saving taps, time and sensor controls for the heating system and sensor controls on the showers. • Time control for automatic switch off to the lighting to the MUGA pitch. • Modular construction to reduce the time spent on site and the resultant waste from traditional construction. • Incorporation of bird and bat boxes and the re-instatement of new meadows around the perimeter of the site. • Planting of 45 number trees to replace those lost with a resultant increase of 15 trees.

• At the end of the project, we achieved high standards of quality with zero defects on completion. • The project was audited via the MoJ Appendix A form. This form is used during a prescribed 6 week handover period. The client, the client team and the contractor all review each stage and complete and sign off each element. It is recorded as part of this form that the specification was in accordance with the client’s original brief.

The building programme for the entire prison dictated a fixed completion date for the project as the relocation of sports facilities to the new site was crucial to the redevelopment of the former sports site. We used Lean Programming Techniques (LPT) to manage all project activities during the design and construction process to improve predictability and ensure that work was completed when promised. We engaged the main project subcontractors and suppliers from the outset and incorporated risk analysis so that manageable buffer time was built in where it best protected programme integrity and predictability.

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Model Projects

Construction

Supply Chain Excellence

Integrated Project Team Working

• 83% of the construction phase waste was diverted from landfill.

We achieved supply chain excellence by:

• 95% of all the demolition material created from the enabling works re-used on site or re-cycled.

• Using our established and approved supply chain of companies that demonstrate adherence to our CSR values and competence in all areas of their business activity in line with ISO9001. This encompasses health and safety and environmental systems and local employment initiatives were applicable.

Integrated project team working started at project inception, with the development of the Project Plan, Target Cost Plan and Communication Charter. This required the input of our client, subcontractors and specialist suppliers to ensure a comprehensive, integrated team approach.

• Use of re-cycled crushed glass as a substitute for traditional and less sustainable pea gravel. • A considerable amount of soil was saved from the site by utilising our specialist subcontractor’s innovative Rotadairon stone buriers. Community Benefits All Shaylor projects are registered with the Considerate Constructors Scheme and despite the MoJ not subscribing to the scheme Shaylor carried out its operations to the same standards. The new facility at Featherstone also brought benefits to the local community by: • Enabling local sports clubs to use the facilities to play with the inmates. Shaylor also played friendly game with staff, many of whom live locally, and inmates during the contract • Improving the health and well being of inmates encouraging them to improve their lives and reduce offending behaviour. • Demonstrable improvements to the local environment from the planting of new trees and meadow and construction of new habitats for birds and bats. • Development of a new initiative by Shaylor for inmates to enrol on a groundsman training course to be run alongside the regular maintenance of the pitch.

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• At Featherstone HMP, 90% of the suppliers were local with the remainder being selected on the basis of their specialist expertise. • Creating a forum of innovative thinking coupled with our LEAN programme management techniques and value engineering to improve performance, achieve the best solution to problems and assist where needed. • Operating an open book accounting system across all supply chain companies resulting in controlled cost management throughout the project and early finalisation of the Final Account. • Collecting benchmark information for use elsewhere on framework projects and advising the client on how to achieve best value.

“ Shaylor provided a good team which were very pro-active, open and easy to work with.”

The process included monthly team meetings that enabled timely decisions to be made and had the benefit of keeping the prison management team up to date with progress. Specific smaller meetings were identified at these larger team meetings to allow greater collaboration and communication on specific areas. For example the prison’s sports team held regular meetings to allow familiarisation with the new facilities before they were handed over. We achieved a 90% score in the client satisfaction survey for quality of service and the client’s representative said, “...Shaylor provided a good team which were very pro-active, open and easy to work with...” Achieving High Levels of Customer Satisfaction (Client and End User) Shaylor achieved very high levels of customer satisfaction on this project with client satisfaction survey scores for quality of product and service collectively scoring 90%. We also achieved an overall average score for all key performance indicators of 87%. These scores are above industry standards when compared with national benchmarking KPIs published by Constructing Excellence. Latest statistics for 2009 were just 48% for the KPI of cost predictability compared to the 90% reached by Shaylor on this project and 70% for time predictability compared to a national average of 45%.

Constructing West Midlands Framework | Capital Building Works - Contract No. 72170 - Lot 7

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Achieving High Levels of Customer Satisfaction (Client and End User) Shaylor achieved very high levels of customer satisfaction on this project with client satisfaction survey scores for quality of product and service collectively scoring 90%. We also achieved an overall average score for all key performance indicators of 87%. These scores are above industry standards when compared with national benchmarking KPIâ&#x20AC;&#x2122;s published by Constructing Excellence. Latest statistics for 2010 where just 48% for the KPI of cost predictability compared to the 90% reached by Shaylor on this project and 70% for time predictability compared to a national average of 45%.

Client Satisfaction - Quality of Product 100

90 Project Time

Client Satisfaction - Quality of Service

60 50 40 Project Cost

Defects

30 20 10 0

Health & Safety

Predictability of Cost

Output

Predictability of Time

Supply Chain

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Model Projects

1.2 How have you approached assessing the level of staff resources indicated in the Pricing Document in respect of Standard Preliminaries and how will you manage this on a project by project basis to ensure that projects are effectively and efficiently resourced on site?

The level of competent staff resource required on an individual project will be dependent upon the duration, complexity, value and end user operational circumstances of that project. Within the Pricing Document Standard Preliminaries, we have modelled the criteria to allow for the creation of a template definition of the requisite staff resources that might be foreseen as being reasonably applicable to each pricing category within the parameters provided at tender stage. Our assessments are based upon our knowledge of current market conditions and job types as defined within the tender documents and tender ranges. Details provided at tender stage are often somewhat limited and this militates against completely accurate assessments of the required staff resources. Historical tendering documentation has, therefore, also been utilised to validate the resource levels on similar contracts across similar frameworks. Work under these frameworks has been won under open tendering conditions and provides indicative resources that can be valued. We have also utilised indicative contract averages within the current market to cross check data. Rates utilised for the selected quality and type of resource have been priced at current market rates with due cognisance given to impending market fluctuations to ensure that an element of certainty can be provided at the start of the framework with rates that would become applicable. Naturally this involves us at this stage in an element of risk which is accepted in respect of holding these market prices. When actual contracts are awarded, project specific information will be available that enable the formulation of a project preliminary book. This provides both the Client and ourselves with the ability to accurately resource and plan project expenditure on a clear open book basis so appropriate resources are optimised for efficiency and quality. Specific contract award details will also provide the opportunity to select the best fit solution for staff resources so that the most appropriate people are selected. This will maximise efficiency at site level and give us a good basis for demonstrating value for money on the project. People who have specialist knowledge and skills on particular contract types can be utilised to their strengths in order to improve efficiency and thereby maximise value. Clearly the project preliminary expenditure target will be formed by the tendered standard preliminaries applicable to that job category and value range. This will act as a target cost for the purpose of delivering savings that can be recycled back in to the Framework thus providing improving value for money and offering transparency of costs.

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Excellent team working will ensure that opportunities for efficiency savings and targeted savings are spotted early. Where contracts are of an exceptionally complex nature we will manage resource expenditure proactively rather than reactively so that any potential overspend can be avoided or under spend noted early enough to divert funds to more useful activities. During the course of the framework, it will also be possible for efficiencies to be driven into the processes on site through collaborative working. The framework preliminaries that are priced at tender stage will be continually reviewed with the aim of achieving better value for money for the Client. The sharing of ideas between all Framework Contractors should generate greater value for money by reducing waste and inefficiency. By utilising the open book accounting techniques and pain / gain sharing techniques savings can be “handed back” to the Client for use on subsequent projects. Our approach will be to: • Consider current staff rates and productivity levels • Forecast expected inflation over the first 18 months of the contract • Model potential workload to be allocated over the first two years – to allow all economies of scale and efficiency gains to be recognised in our tendered percentages • Undertake due diligence by senior representatives of our consortium members • To resource each project on the basis of allocating the ‘best personnel for the job’ • Where new people are brought in to work on projects within the framework we will thoroughly induct them in to the CWM/WM3 way of doing business. • Adopt standardised approaches for undertaking work on site, commercial processes, and all associated documentation.