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

1. Rushden
Splash Pool

2. 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

3. 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

4. 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

5. The Successful Delivery
Tight Deadlines
Despite 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.
Scape
The 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.
Recognition
The initiative won the Small Project of theYear 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.

6. 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.

7. Time Constraints
Heat 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 Delay
High-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.
ExtraTiling
Cost 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 Benches
Extra 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

8. The completed project has been met with a glowing endorsement from the client:
Steven North, Leader of East Northamptonshire Council, said:
“Congratulations to JeakinsWeir 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

9. • 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

10. Find out more about Pick Everard:
www.pickeverard.co.uk
www.twitter.com/PickEverard
www.linkedin.com/company/pick-everard
https://www.youtube.com/watch?v=H4LtHyl7Ti0