Rushden Splash Pool

Client: East Northamptonshire Council

Contractor: Jeakins Weir Ltd

Consultant: Scape Framework

Project: Rushden Splash Pool

Value: £277,936

Date: February 2013 - April 2015

Project overview

The Rushden Splash Pool was refurbished within a very tight schedule with both the pool and changing facilities given huge improvements.

The project funded by East Northamptonshire Council had new air handling units and ducting, changing rooms, re-tiling, pool cleaning, showers and toilets, whilst new changing cubicles, lockers and benches were all installed.

The project management only had a two weeks lead-in period, with the project having a tight programme and budget with high political risks.

Project overview

With just a two-week lead-in, the project had a tight programme and budget with some high political risks. The local council could incur £12,000 weekly penalties if the project wasn’t delivered on time and this was the first task for the project manager to negotiate. Any delay would cause disruptions to pre-booked swimming classes, leading to unhappy customers and unrest within a tight-knit community.

Early warning notices were processed quickly

Throughout the project a large number of risks were identified, with a lot of issues from the start. A total of 26 early warnings notices (EWN), 32 PMIs (Project management instructions) and 31 CEs (Compensation events) were raised during the eight-week programme.

The alerts were made through the project management software, Sypro, which was instrumental in the success of the project. The Client’s needs and wants were reviewed and scope of works adjusted so the Works aligned to the project budget. Key to the success of the EWNs were the risk reduction meetings. They mitigated delays and costs and were held regularly with all key stakeholders.

All early warnings were closed and CEs (compensation events) agreed the day before handover. The final account was agreed and the project handed over on time.

High Political Risks

The Successful Delivery

Tight DeadlinesDespite an eight-week programme the NEC3 approach helped deliver the project more effectively. Risks were identified early, pre-contract, allocating owners with the contractor, meanwhile the Sypro tool gave all team members immediate access to risks raised and a platform for prompt response.

Through Sypro EWNs were raised to prevent any additional fees or delays to the project. The team reviewed these through regular consultation processes and risk mitigation meetings. These decision-making improvements allowed a transparent and collaborative open-book approach which contributed to a successful project.

ScapeThe project was procurred through the Scape framework which saved time and helped the team meet delivery targets. The early stages were important and were made easier because of the use of the Scape framework. Along with the use of the framework, having a contractor on board from the outset helped to speed up the project.

RecognitionThe initiative won the Small Project of the Year Award at the NEC Awards which recognises schemes that show evidence of best practice and collaboration. This recognises best practice collaboration achieved with particular emphasis on clause 10.1. The judges praised the project for full application of the contract which led to all sorts of issues being resolved openly, transparently and with evident collaboration.

Key Outcomes Of The Development

Events occurred which had an impact on time and cost; however early notification, collaborative discussion, decision-making and re-programming minimised delays.

The project manager and client insisted the contractual process was administered correctly and systematically actioned and reported.

Risks were identified on the risk register, early warning notices raised, compensation events notified, quote submitted, agreed, implemented and closed. Positive and proactive engagement by the contractor ensured this was successful.

Time ConstraintsHeat exchangers and filter

media could not be sourced. Risk mitigation meetings

were held by Pick Everard mechanical & electrical

engineers who advised where it could be locally sourced

within programme and budget.

Fire Damper DelayHigh-level fire dampeners had

to be changed due to their condition. The contractor raised an EWN notifying a

delay of six weeks.

The team liaised with scaffolders on site, costs were agreed and works carried out over the weekend, mitigating

delays.

Extra TilingCost savings were required to fund the project. A risk

reduction meeting was held 7 inititaive was ageed by fitting new locker doors rather than replacing any lockers which

saved £20,000.

Extra BenchesExtra benches were purchased in error – an EWN was raised

as an additional cost and a meeting held, resulting in an initiative to use wooden slats from benches to form locker

tops and plinths, achieving client satisfaction.

Using Sypro, collaboration meetings and discussions,

were key to cost cutting and overcoming the challenge.

Challenges Overcome

The completed project has been met with a glowing endorsement from the client:

Steven North, Leader of East Northamptonshire Council, said:

“Congratulations to Jeakins Weir and Pick Everard for winning in the small project of the year category at the NEC3 awards. This very much deserved.

“The quality of refurbishment work carried out at the Splash Pool has provided our customers with a much improved experience and clearly stood out amongst some tough competition at the awards.

“As well as refurbishing the changing areas and lockers, Splash has had significant work done to the mechanical parts of the swimming pool.

“The replacement of air handling units and ducts was a major part of the project and, whilst the pool itself won’t look that different, it will work more efficiently which means a more secure future for the centre.

Testimonials

• Reassurances: Budget was always key for the client. Therefore regular contact was maintained and reassurances were made. This was enabled by using Sypro which allowed notifications to be received by all stakeholders, informing them when a warning notice was placed.

• Managing An NEC Contract: An NEC3 project’s contract must adhere to the process from the start, including the initial brief being approved and significant warnings being made throughout the project. By using the Scape framework it saved time and meeting delivery targets were met. These ideas have been implemented for future schemes

• Maintaining Relationships: The contract was administered and all stakeholders worked well as a team to ensure there were no delays and that costs didn’t go over budget. The client’s aims and objectives for the scheme were met, thanks to the NEC3 approach. This was complimented with the Sypro tool which gave all team members immediate access to discuss any problems and ensure communication was held throughout the relationship of the delivery.

lessons learned

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