renewal update magazine issue 13 into Africa Tatu City takes shape record house building commercialising the public sector planning white paper the keys to project management success
renewal inside this issuecontents two Goodwood Festival of Speed central sculpture pays homage to car giants three Glasgow’s Riverside Museum the new £74m museum is unveiled three Coronation Street two new bespoke centre at MediaCityUK four into Africa Capita Symonds appointed to $5bn Tatu City development six on your marks… get set… go the race to complete 101 homes at ten sites in Salford four seven commercialising the public sector the benefits of a commercial approach eight that’s the plan? the implications of the government’s public services white paper nine project management: the keys to success six how to manage a construction scheme
foreword introductionWelcome to the thirteenth issue of our update magazine renewal.In this issue we’ll be looking at our latest acquisitions – architecture and design group ESA andthe health & safety and water management business of Managed Support Services (MSS) Plc; theTatu City project in Kenya; our work with Wates on a revolutionary new school building model;and the Airbus Aerospace Park project near Bristol.We’ll also be looking the implications of the government’s public services white paper for theplanning sector; how to manage costs during a construction project; the commercialisation of thepublic sector; and how to build 101 new homes across ten sites in record time.If you would like to discuss any of the projects or issues raised in renewal then please do nothesitate to get in touch or visit our website at www.capitasymonds.co.ukI hope you enjoy reading our update magazine and invite you to send any comments, questionsor suggestions to firstname.lastname@example.orgJonathan GoringManaging DirectorCapita SymondsNovember 2011
Capita Symonds appoints new executive directorCapita Symonds has appointed Richard Richard McCarthy said: “I am looking forwardMcCarthy as executive director for to driving the business forward in this sectorcentral government. Richard joins from and further cementing Capita Symonds’the Department for Communities and status as a leader in delivering a wealth of threeLocal Government (DCLG) where he was property and infrastructure solutions.”director general for neighbourhoods for Jonathan Goring, managing director, Capitaeight years. Symonds, said: “There is an overwhelming need for government to realise efficiencyRichard will develop Capita Symonds’ savings and rationalise revenue generationprovision of services to the public sector, and asset management. Richard’s experiencespecifically central government, alongside and enthusiasm relating to how publicthe wider Capita Group. Richard previously private partnerships can achieve this will beheld positions at DCLG, the Peabody Trust invaluable in helping Capita Symonds toand Horizon Housing Group. meet the needs of this sector.” Glasgow’s Riverside Museum unveiled news in brief Tim Laurence Vice Admiral Tim Laurence CB MVO ADC has joined the board of Capita Symonds as a Non-Executive Director. Tim brings skills and experience developed during a distinguished naval career which included four warship commands. Latterly his roles as a key strategist and resource planner within the MOD culminated in his appointment as Chief Executive of Defence Estates. Highways Agency schemes Capita Symonds has been appointed by the Highways Agency to support the development of a new four mile dual carriageway which will connect the M6 and M56 in south east Manchester. Capita Symonds is working with The new £74m Riverside Museum in collection to create a dramatic and iconic construction partner Costain on the scheme Glasgow has been unveiled. Situated on international destination. The Glenlee is which is one of the 14 Highways Agency road the banks of the River Clyde in the heart one of only five Clyde-built sailing vessels schemes due to start construction in the next of the city’s harbour development, the afloat in the world today and the only one five years, subject to the completion of new museum will reinforce Glasgow’s in the UK. statutory processes. global transport heritage, giving visitors access to more than 3000 exhibits. As well as the old, there are more recent Leicester Health star attractions including Graeme Obree’s NHS community partners across Leicester, Capita Symonds provided project hand-made bikes which made him a Leicestershire and Rutland (LLR) have appointed management, CDMC and QS services on world-champion, and the late Colin Capita Symonds to carry out a strategic review the Zaha Hadid-designed scheme. McRae’s Subaru Impreza that he drove to of their £550m estate. During a two stage win the World Rally Car Championship. exercise, Capita Symonds will look at options The Tall Ship Glenlee is moored in front of for the 496,000sqm estate – made up of over the museum’s dramatic south façade, The new museum has been funded by 160 NHS owned buildings including acute bringing her together, for the very first Glasgow City Council, the Heritage Lottery hospitals, community hospitals, community time, with the city’s unrivalled ship model Fund and the Riverside Museum Appeal. facilities, and NHS owned GP practices. www.capitasymonds.co.uk/news
renewal into africa programme delivery team in major international winfour Capita Symonds has been appointed as Capita Symonds’ role will involve helping Nairobi, the largest city in Kenya, has a Programme Delivery Partner for the $5bn the client translate its vision and strategy population of over three million people. Its Tatu City development in Kenya. for this new city into reality. This will entail airport, Jomo Kenyatta International, is the overseeing all aspects of the programme largest and busiest in East and Central Africa The 1000ha project, the largest of its kind in including stakeholder management; the – with over 49 airlines servicing the Kenyan Africa, comprises the construction of a new pre-construction programme; project and market. The Eastern Bypass Highway, city located within Greater Nairobi, East design management; development of a currently under construction, will link the Africa’s economic hub. The mixed-use programme management office; airport to Tatu City. development, which will be home to 62,000 procurement; and overall programme residents, also includes retail, commercial, management in the post-construction tourism, social, and recreational facilities. phase. school revolution New school spaces can now be delivered up to 60% cheaper through a groundbreaking new model which enables existing buildings – such as offices and vacant or distressed properties – to be adapted for use as schools while The solution: to just £2.38m; significantly reducing the cost of new • Cuts construction phase of new school • Standardised designs can be tailored to school buildings. delivery from typically 60 weeks to just local needs. 36 weeks; The first model of its kind, Adapt Schools • Includes a solution for converting existing With a shortfall of 70,000 school places Solutions – from leading education buildings for use as primary and secondary expected in London alone over the next contractor Wates and Capita Symonds – schools; four years, the blueprints will enable provides four educationally led, blueprint • Efficient design and procurement can save schools and cash-strapped local designs for 21st-century schools that can be over £1,000 per sqm, cutting the cost of a authorities to address the urgent need for implemented at any suitable site in the UK. new primary school from typically £4.5m more capacity.
ESA joins Capita Symondsboost for company’s commercial design offering fiveCapita Symonds has announced the position as one of the UK’s largest and organisation and this acquisition emphasisesacquisition of architecture and design leading practices. ESA’s current workload our commitment to investing in success bygroup ESA for an undisclosed sum. includes high profile new HQ offices and fit bringing in strong businesses to supplement out projects, central London office and our existing capability in key sectors.”With offices in London, Hull and Katowice, mixed use retail schemes, hotel and leisure Alastair Roberts, Managing Director, ESA,Poland ESA employs over 60 staff, providing projects, and a wide range of challenging said “Our commercial private sectordesign-led architecture, planning and project conservation-led West End projects. expertise and excellent client base, inmanagement expertise across the conjunction with the strong Capita Symondscommercial sector. The company will John Southgate, Executive Director (Design brand, particularly in the public sector, offersintegrate with Capita Symonds’ existing & Infrastructure), Capita Symonds, said: our combined team excellent opportunitiesarchitecture business, strengthening its “Capita Symonds is a constantly evolving for the future, both in the UK and Europe.” Airbus Aerospace Park lifts off Capita Symonds has been appointed by Airbus Operations Limited to provide multidisciplinary management and design services for the multi-million pound Airbus Aerospace Park project in Filton, Bristol. The site, which adjoins the A38, will feature Deco Pegasus House, which was Capita Symonds will be providing a range of a campus-style development comprising a constructed in 1936, will be refurbished to real estate services including project mix of new build and refurbished office provide a 3600sqm of modern office management, architectural design, accommodation that will provide modern accommodation for 450 staff including a acoustics, landscape design, structural integrated facilities for 2750 staff. café and a 350 seat auditorium. engineering, cost management, CDMC, and BREEAM consultancy. M&E design input will The project includes a new build low-rise The project also involves the refurbishment be provided by AECOM which will join the 24,000sqm main office building for over and reworking of Old Filton House, a team specifically for this project. 2300 staff while the site’s existing listed Art vernacular scaled Georgian farmhouse.
renewal on your marks…get set…go with the HCA setting a tight pace, the race was on for Urban Vision to complete 101 homessix at ten sites in Salford… The task was certainly a daunting one, council taking the project budget up to enabled Urban Vision came up with a neat but when asked to squeeze four to five £13.5 million, the stage was set to begin twist on the standard delivery pattern – months work into a mere fortnight, turning aspiration into inhabited homes. creating a two stage format for the delivery Urban Vision – Capita Symonds’ joint of designs. This enabled sites to be venture with Salford City Council – took The brief was to deliver family sized homes, mobilised before full detailed designs were to it with gusto. built to Lifetime Homes Standard, along completed. with wheelchair accessible bungalows, all of The challenge began in late 2009 when the them built to high environmental standards Modern methods of construction were city council was looking to make the most (meeting Level 4 of the Code for Sustainable applied to the scheme, not only to provide out of the Local Authority New Build Homes). for a faster build time, but also to enhance Scheme. Urban Vision was called in to the environmental performance of the provide a feasibility study on some 16 Initial designs created as part of this building, thereby assisting in meeting the brownfield sites across the city. planning process had to be developed into criteria for Level 4 of the Code for full working drawings, alongside all the Sustainable Homes. With feasible sites soon identified, the city myriad preparatory details that went into council asked Urban Vision to assist them in getting the schemes ready for go, including The final flourish for achieving the 44 per putting together a full bid proposal to procurement issues, securing building cent improvement in performance over the deliver to the HCA – all within two weeks. materials, and sorting out the logistics of stipulated Building Regulations was the Getting this right was critical since to managing the project’s ten different sites installation of measures such as heat stumble at this hurdle would have simultaneously. recovery systems and solar thermal panels compromised the entire development, but to help heat hot water. There are also some Urban Vision’s team – working closely with Partnership was an essential part of the ‘quirky’ tweaks to the designs across the Salford City Council – pulled it off to secure process with constant dialogue between sites so that each have something of their approved bidding partner status with the stakeholders. This approach enabled own character, such as the inclusion of a HCA and win the project £8.2 million of everyone around the table to work together wildlife habitat on one of the sites that grant funding. With match funding from the to find answers to problems. This approach enabled a pre-existing population of greater crested newts to continue living happily alongside their new human neighbours. Given the demanding timescale, effectively from October 2009 to March 2011, Urban Vision and its partners have pulled off a rapid fire delivery against the odds. Darren Clegg (email@example.com) is Project Manager at Urban Vision
commercialisingthe public sector sevenJohn Bandler on the benefits of a commercial approach…A lot of Capita Symonds’ success has the host body in terms of more effectivebeen built around taking on public sector service.services and commercialising them. Sowhy can’t the public sector take more Asset Portfolio Managementof a commercial approach itself? This With local authorities focussing onwould certainly appear to be a major efficiencies of scale, shared servicesplank in coalition policy and protocols and selective departmentalphilosophy. outsourcing of services, the opportunities to rationalise the surplus built assets areProperty and infrastructure is perhaps the enormous. As operational assets becomemost obvious quick win in this area – under or non-utilised, internal pressure maywhether it is looking at services provided by be to simply dispose of assets to generatelocal authorities or investment plans for cash. This may be the right move, but aregeneration and economic growth. In fact, more strategic asset management approachthe entire public sector appears to be is to ask fundamental questions as the tofocused on cost reduction but savings are medium and long term value of assets.not the whole answer – the governmentmust put more pressure on the public sector Within a more balanced portfolioto raise money too. management approach, asset disposals will Commercialisation of services to sell to be balanced with medium and long termLet’s explore some of the opportunities: other public sector agencies as well as asset retention and investment strategies. private sector organisations This thinking is rooted in adopting some ofCommercial approach to infrastructure Some local authorities excel in some the commercial characteristics of intelligentdevelopment and regeneration areas, whilst others excel in others. The developers, rather than immediately puttingThe public sector’s role in regeneration or commercial opportunity is for those who all eggs into the ‘disposal’ basket.economic development has been at best excel in property and/or infrastructureplace shaping and at worst passive management to sell their services to other We live in a new world. And politicians needregulation. But 2011 is the year when local authorities as well as other public to support their officers in taking a morestimulation of growth is critical at regional bodies and even the private sector – and commercial approach. If not, they missand local level. This means being really make a profit? Yes that dirty word ‘profit’ opportunities to mitigate the pressure onproactive and commercial. Now is the time – but why not? If a service has invested in public serviceswhen the public sector needs to embrace the staff, systems, and processes to excelthe localism agenda and partner with why should it not make a return on this John Bandler (firstname.lastname@example.org) isdevelopers rather than fear them, and start investment? The economies of scale Director of Regeneration at Capita Symonds.to consider how it can help to make developed through development of the Further information at:mothballed schemes viable. business should also flow back through to www.capitasymonds.co.uk
renewal that’s the plan? Dave Jolley of Capita Symonds looks at the implications of the government’s public services white paper for the planning sector…eight The White Paper on Open Public Services experience, capacity, organisational stability makes it abundantly clear that the and standards of probity. The body would coalition government does not have an also operate a renewal process for re- ideological presumption over whether the accreditation. In turn, the proposed service private or public sector should run provider would also have to be able to services. The paper is unambiguous in its demonstrate there would be no conflicts of belief that high quality value for money interest and that the highest standards of services can be provided by the public probity would be maintained. sector, the voluntary and community sector, or the private sector. There are a number of further options that should be considered to ensure proper and Some local authorities have already chosen robust accountability. For example, the the private sector path. For example Salford approved planning service provider would City Council and Breckland District Council have the authority to process the planning have already outsourced their planning applications and set their own planning fees, services to us through a competitive route in but only after a competitive tender process. order to secure cost savings and provide Also, having processed the planning robust quality services. application, the service provider would report to the planning committee or By opening up planning services, the planning authority’s designated officers for government is recognising that there are to traditional provision by in-house local the planning decision. Finally, in the era of number of ways in which planning services authority teams. localism, local communities could even be can be delivered more cost effectively whilst delegated the authority to make planning decentralising services to the lowest Nevertheless, the key to the successful, decisions and commission their own service possible level including: open, accountable delivery of planning provider. services will be ensuring that only approved • Local communities producing providers of planning services are eligible to Alternative services providers, be they neighbourhood plans; undertake those services. A key feature of community operators, mutuals, charitable • Local authority planning teams competing the new approach could be the trusts or private companies, have much to provide cost effective planning in other establishment of a robust and effective value to add in relation to the provision of regions; mechanism for formally approving the planning services. The key now is how far • Mutual/Cooperatives etc providing not for providers of planning services. This could will the industry go? profit services; involve the introduction of an ‘Approval • Approved private sector organisations Body’ which would operate a robust process providing services such as the processing to review key features of a service provider Dave Jolley (email@example.com) of planning applications as an alternative e.g. demonstration of expertise and is Director at Capita Symonds
Mecanooproject management: ninethe keys to successChris Paxford with five tips on how to manage costsduring a construction project…Tip 1 – Timing you, challenge and help draw out the detail Tip 5 – ContractDon’t leave it to the construction phase of your requirements. Identify the Buy the right thing! Make sure your tenderbefore you start wondering how you are stakeholders and decision makers. As you documentation clearly reflects what yougoing to control your costs – it’s too late by engage your design team make sure their want and the contract you choose suits thethen! Instilling a ‘culture of care’ in your scope of services is clearly defined and be circumstances of the project, yourteam right from the outset ensures that mindful of the interfaces with the team and, organisation, and appetite for risk. Don’t getcosts can be controlled from a project’s in particular, any design overlaps where one drawn in to choosing the current fashion –inception. part of the project affects another. Leave ‘design and build’ might not be best for you. nothing to chance. Continue to manage the The market will also have a bearing on your interfaces and co-ordination through your contract choice. Changing markets and project/cost manager. external factors can make different contract forms more or less attractive at different Tip 4 – Change and Risk times in the economic cycle. Make sure you have a robust and clearly understood change control process – it’s as much about self discipline as it is about managing your team of designers andTip 2 – People contractor! Your project or cost managerChoose the right people. If you think back to will set up and manage your change processyour most successful projects, it’s not the in accordance with your corporateform of contract you remember, it’s the requirements and manage and control thepeople and the relationships. Work hard to process.get the right people on your project andalways take time to build a team spirit and Also, at the earliest opportunity, discuss,common understanding of the objectives. identify and record the risks to your project Allow time to ensure tender documents areRun a workshop with your team and develop and allocate a budget to them. Work with fully co-ordinated and completed to thethe relationships throughout the project to your team to mitigate as much as possible agreed level (it isn’t normal to be doing thisget the best out of people. When you get a and make sure you do not shove your head at 2am the day before the tender is due outproblem you want people ready to help in the sand with regards to those that are – whatever the architect tells you!). Makesolve it, not make money out of it. It helps if left. A workshop is a good way of dealing sure the programme is well developed,you can think in terms of an ongoing with risks. Also, make sure you regularly re- agreed, communicated and mostrelationship. visit your risk schedule and review the risks, importantly managed and understood. not forgetting to add new ones when theyTip 3 – Brief are identified (things change). Finally,Make sure your brief is absolutely clear. A remember that risks can develop outside of Chris Paxford (firstname.lastname@example.org)good project/cost manager will work with the immediate construction process. is Head of Projects at Capita Symonds