NEC3 contracts/options used: NEC3 Option C
Start-finish dates: March 2013 – November 2014
Main project team members:
Client: Lancashire Care NHS Foundation Trust
Architect: Gilling Dod
Quantity Surveyor: Drivers Jonas Deloitte
Consulting Engineer: Alan Johnston Partnership
Building Services: Hoare Lea
This scheme represents a truly unique and innovative funding mechanism combining public and private partners via the first LLP joint venture in the country - Redrose Corporate Services and Lancashire Care NHS Foundation Trust.
The new facility brings 5 services together under one roof, providing specialist Dementia, Advanced Care, Functional Acute and PICU wards plus Section 136 Suite, Therapy Hub and Community Team Base. These services are situated along the main ‘street’, a concept that links living/sleeping areas and activity/therapy zones with the main reception and shared spaces to create a real community feel.
The project was delivered under an NEC 3 Option C P21+ Framework Contract.
Prior to VINCI’s involvement the project was significantly above budget. Early engagement between client and contractor focused upon driving down costs whilst ensuring quality standards were maintained. This included:
- Appointment of VINCI’s supply chain partners to reduce ongoing design costs (architectural, structural and building service design costs),
- Engaging the overall project team (client to sub-contractors) through a full design review of the scheme to ensure the facility maximised its operational efficiency. Through this process the team were able to increase the capacity by an additional 11 beds and optimising circulation space whilst at the same time reducing the overall GIFA by 10%. All additional rooms were delivered and included without compromising patient care or whilst reducing the capital cost. Not only has this provided additional service user capacity, it has also reduced operating costs (maintenance / FM) associated with unnecessary floor space.
- Close working with clinicians and our supply chain partners to develop an off-site bedroom mock up. Through an iterative process a solution evolved that met all the clinical requirements. Integrating suppliers into the process also ensured reducing the number of pod moulds initially required for the scheme from 14 to 5.
In order to achieve Trust’s cost reduction requirements we also innovated throughout the construction process, notably during the major earth work phase in which the orientation and position of the building footprint were reconfigured on the site. This resulted in a saving in excess of half a million pounds and a four week programme reduction. The construction method was also changed from a steel frame solution to load bearing masonry which yielded a significant cost saving.
To ensure a ‘right first time’ ethos was instilled during construction period, a dedicated Quality Champion was appointed. Prior to works starting on site quality meetings were held to agree the quality regime. This was communicated to every worker on site together with our defect free golden rules. Quality and Defect Free Workshops were also held on site.
Throughout the project we supported the local community and economic development of the area by ensuring that over 70% of construction spend was re-invested back into the local Blackpool area through the placement of orders with local sub-contractors and use of local labour.
Close engagement with the community also involved regular meetings with the Chair of the Local Residents Committee, to ensure neighbourhood concerns were openly discussed, provision of gifts in support of the Friends Of Little Marton Windmill Fund, donating topsoil to Blackpool Council for the local Moorpark BMX track and providing a containerised office to Blackpool Federation Of Allotments for use as a learning centre.
As a result of such collaboration, the combination of off-site manufacturing, innovative construction and optimisation of design ensured overall scheme cost was reduced by £5M. Additionally the Final Account was in effect agreed prior to contract completion. Best Practice and lessons learned have now been transferred to the Trust next project which is currently being negotiated by VINCI.