Rushden Splash Pool - Small Project of the Year Winner

Rushden Pool
Value: £277,936
 
Contracts used: NEC3 Short Contract
 
Start/finish: 28 July 2014 – 19 September 2014
 
  • Client - East Northamptonshire Council
  • Project Manager - Pick Everard
  • Supervisor - Pick Everard
  • Contractor - Jeakins Weir Ltd
  • Refurbishment of Rushden Splash Pool including the installation of new air handling units and ducting, re-tiling and cleaning the pool and changing rooms, showers and toilets and installing new changing cubicles, lockers and benches.

    As PM/Cost Consultants, Pick Everard had only two weeks lead-in; the project had a tight programme and budget and high political risks – the council could incur £12,000 weekly penalty if not delivered on time. Procurement of Jeakins Weir via Scape Framework saved time, meeting delivery targets. Any delay would cause disruptions to pre-booked swimming classes, leading to unhappy customers. Pick Everard recommended amending the brief to meet time and cost targets.

    • Scape framework built on collaboration.
    • Risks identified pre-contract, allocating owners with the contractor.
    • Pick Everard’s preferred contract management solution, Sypro NEC3, gave all team members immediate access to risks/events raised and a platform for prompt response.
    • All events impacting time/cost were raised as early warning notices (EWNs) on Sypro and reviewed via telephone/conference calls, then, if necessary, risk mitigation meetings.
    • Events occurred impacting time and cost; early notification, collaborative discussion, decision-making and re-programming minimised delays: 
    1. E contractor could not source heat exchangers; risk mitigation meetings held by Pick Everard M&E engineers ensured these were sourced within programme and budget.
    2. High-level fire damper had to be changed due to condition; contractor raised an EWN notifying delay of six weeks. The team liaised with scaffolder on site, costs were agreed and works carried out over weekend, mitigating delays.
    3. Cost savings were required to fund extra tiling; a risk mitigation meeting with supplier saved £20,000 by fitting new lockers doors rather than replacing all lockers.
    4. Contractor accidently purchased extra benches; an EWN was raised as an additional cost to contractor and a meeting held, resulting in an initiative to use wooden slats from benches to form locker tops and plinths and achieving client satisfaction. 
    • A transparent and collaborative open-book approach was adopted with the ability/commitment to make decisions, contributing to project success.
    • The project manager/client insisted the contractual process was administered correctly and systematically actioned/reported (e.g. risks were identified on the risk register; EWN raised; Compensation Events (CE) notified; quote submitted, agreed, implemented and closed. Positive and proactive engagement by the contractor made this successful.

    Twenty-six early warnings, 32 PMIs and 31 CEs were raised during the eight-week programme. All early warnings were closed and CEs agreed the day before handover on 19 September. Final account was agreed and project handed over on time.

    JUDGES' COMMENTS

    "Full application of the contract led to all sorts of issues being resolved openly, transparently and with evident collaboration.

     

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