Whole Building Refurbishment

Aims and Objectives

Description of the Works:

Refurbishment of a 9 bed and two 6 bed residential building on a complex specializing in care for young people with severe epilepsy. The first phase was refurbishing ‘Willow House’ and the second phase looked at ‘Elm and Hazel’ houses.

Client Brief:

The clients brief was compiled by an independent loss adjuster and circulated to various companies as part of a tender package.

Aims and Objectives at the outset:

To refurbish the buildings so as to provide the vulnerable residents with a comfortable and suitable living environment. The refurbishment must be long lasting and easy to maintain while considering the needs of the residents and staff. The layout of services must be suitably positioned to ensure easy of use.

Implementation

Pre-Construction Services:

The scope of works was reviewed and on site surveys conducted to assess the suitability of the works and the end results required. Some items in the “YE Willow Scope” document were omitted and some additional works were added at the client request.

A meeting was held with all parties and chaired by the clients representative and minutes of this were taken. This was then repeated for the 2nd Phase which dealt with ‘Elm’ and ‘Hazel’ Buildings.

Construction Phase Health and Safety Services:

The following pre-contract documents were issued:

• CDM Documents
• HSE File
• Construction Phase Plan
• Programme of Work
• Full Design package
• RAMS
• Pre-Start Meeting Minutes

Cost Planning and Management:

During the works all Provisional Sums were converted into fixed costs and agreed with the clients representative. On agreement the client’s representative would issue a formal variation order for the works. Tesla Group would also issue a fixed cost quotation for any additional works requested by the clients representative or the client. These were again approved and a variation order issued. Overall, once all Provisional Sums were expended and all additional works completed, the project came in under budget.

Specific working methods for providing and maintaining high customer satisfaction:

Customer satisfaction is at the heart of all of our operations. On this project a site foreman was appointed to oversee works on site. Whilst he was a working foreman one of his responsibilities was for continual snagging. He would ensure that the quality of works were to a high standard throughout the project.

In addition to this the project PM would review the works on a weekly basis. Looking at the deliverables and installations completed to ensure standards are maintained.

Any items being assembled off site would be inspected prior to delivery to make sure they are correctly manufactured and without fault.

Details of trades and disciplines sub-contracted out and how suppliers were managed:

Tesla Group Ltd would be responsible for the overall programme of works, including 4 of the client’s own contactors. These were the fire alarm contractor, the data suppliers and the Audio-Visual contractor. In addition to this we were requested to source a suitable sub-contractor to install a Trend BMS system.

All the client’s contractors were approached prior to the commencement of works to ensure the brief and scope were understood by all parties and the programme of works was achievable. Works on site would be reviewed and snagged and Tesla would ensure any remedial works were completed to a satisfactory standard.

In sourcing a Trend BMS contractor Tesla Group spoke with Trend, the manufacturer, to ensure any contractor selected was suitably approved and competent in undertaking the works required. Three such contractors were approached, and quotations sought for the project, as well as referencing and completion of our standard sub-contractor pre-qualification document. On receipt of the quotations a discussion was held with the clients representative, and a suitable contractor chosen. This contractor was then managed in the same way as the client own contractors.

Details of meetings, communications, and interactions between all parties:

During the works weekly site meetings were held with the Tesla Group Ltd project manager and all on-site staff. These meetings would discuss progress, any programme issues, quality of works, HSE and any safety concerns, any client variations not notified directly to the PM by the client, risk management, staff housekeeping, and any other issues or points for note.

A weekly inspection of the works would also be carried out by the PM and a full photo log taken and recorded.

A weekly email would be issued to the client and the clients representative to provide an update on progress.

Every alternate week a separate site meeting would be held with the Tesla Group Ltd PM, the client and the clients representative to view the works, discuss programme and risk management, and to assess the quality of the deliverables. This was minuted by the Tesla Group Ltd PM and circulated accordingly.

Every 4 weeks the company directors would inspect the site to review specifically compliance with all CDM requirements, HSE regulations and Quality Control and Management. Toolbox talks would be held if required to discuss any items of note and this is recorded internally. These inspections would not be pre planned.

The clients on HSE consultant would also spot check the site to ensure compliance with the clients own HSE requirements. There were no issues to report.

Description of approach to handover:

On this project, 2 weeks prior to the completion date the Tesla Group PM would commence internal snagging and liaise with the site manager about any issues noted. In the final week of the project the client and client’s representative were invited to attend a snagging visit.

Following completion, a post project evaluation meeting was held in which feedback was provided and training provided on all relevant equipment. On this particular project the client uses a range of standard specification items and so is aware of their functionality. A full demonstration of all equipment was displayed to ensure client satisfaction.

A full O&M file is then drafted and all certificates collated and supplied to the client for their records.

Outcomes

How successful was the project:

Overall, the project ran very smoothly and was considered a success by all parties involved.

It has led to the second phase of the refurbishment being delivered directly between Tesla Group and the client. The client’s agent and the client decided that there was no need for supervision on further projects by a client appointed representative.

Were there any variations to the delivery of the project that caused a cost time variation:

On this project the main risk was the COVID-19 pandemic and subsequent lockdown that commenced in week 3 of the project. This raised 2 main issues. The first was one of staffing. In keeping with government guidance anyone with any symptoms was isolated and therefore did not attend site. Social distancing was also introduced which limited staff numbers. To ensure the timely delivery of the project Tesla Group introduced staggered shifts and weekend work. The client required the project

to continue as there was concern that, in the event of a pandemic on site, the site would be required as a possible emergency medical centre.

The second main issue was sourcing the required materials. On March 23rd 2020 a number of suppliers shut down. This was overcome in part by a resourceful administration team within Tesla Group Ltd but some items had to be removed from the scope of works to be installed post-completion. Where an item would affect the operation of the building a suitable alternative was offered and installed.

Lessons Learnt:

One of the main learning outcomes of this project was the uncertainty of the economic climate. On the refurbishment there were several specific materials and items that need to be sourced. Following completion of the project at Willow House we are working to source all bespoke materials well in advance so that they can be stored in our own storage units prior to delivery, thus minimizing issues with the delay of materials and goods due to COVID19 or other reasons.