The regeneration of Walsall’s Old Square shopping centre was successfully delivered as part of a complex, local authority backed retail development which was critical to improving the town centre.
The regeneration of Walsall’s Old Square shopping centre was successfully delivered as part of a complex, local authority backed retail development which was critical to improving the town centre.
2016 Harry H. Mellon Awards in Job Order Contracting | GordianGordian
Gordian's Harry H. Mellon Awards in Job Order Contracting honor building owners, managers and contractors who use JOC best practices to complete construction projects. The annual awards recognize Job Order Contracting construction procurement innovation. Read case studies from 2016 award winners.
Presentation slides provided by Robert Holloway from Stantec on 10 May 2022 at the North West Branch Conference in Manchester on the Warrington Western Link project.
2016 Harry H. Mellon Awards in Job Order Contracting | GordianGordian
Gordian's Harry H. Mellon Awards in Job Order Contracting honor building owners, managers and contractors who use JOC best practices to complete construction projects. The annual awards recognize Job Order Contracting construction procurement innovation. Read case studies from 2016 award winners.
Presentation slides provided by Robert Holloway from Stantec on 10 May 2022 at the North West Branch Conference in Manchester on the Warrington Western Link project.
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Jackie Smith explains the ins and outs of ECCI's Smart Accelerator Project.
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"Of course, you prefer to take players who are fully fit, but that's okay. We want to wait and be patient for some players even if they cannot play in those first matches," he told a press conference. The 37-year-old Vertonghen, Belgium’s Euro Cup 2024 most-capped international with 154 appearances, is struggling to shake off a groin injury.
"He will be there normally. This also applies to Youri Tielemans and Arthur Theate. The latter's position is very sensitive. We don't have many choices at left back. "It will only change if it turns out that they will only be available when, say, the final of the Euro 2024 Championship comes around. That's too long to wait. "However, I am confident that the injured boys are on track for the Euros.
Belgium vs Romania: Radu Dragusin Prepares for Crucial Role in Euro Cup Germany
Some of them have taken not one but two steps forward in their rehabilitation," he said. None of the injured players will feature in this week’s warm-up friendlies against Montenegro and Luxembourg. Romania centre-back Radu Dragusin found chances limited at Tottenham Hotspur in the second half of the 2023-24 season.
But is crucial to his country's cause at UEFA Euro 2024 where his aerial ability, physicality and hard graft make him a standout player. The 22-year-old moved to North London from Italian side Genoa in January but was kept on the sidelines by the form of another new arrival for the season, Mickey van de Ven, something Romania coach Edward Iordanescu admitted was a concern.
It will mean limited game-time going into the finals, but Dragusin, who cites Netherlands defender Virgil van Dijk as a role model, started every Euro Cup Germany qualifier as Romania went through the campaign unbeaten in their 10 games. He will be among their most important players in their first game in Germany against Ukraine in Munich on June 17, taking the right centre-back role in what is likely to be a back four.
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Results for LtCol Thomas Jasper, Marine, for the 2010 Marine Corps Marathon held October 31, 2010, marking the 35th annual marathon known as "The People's Marathon."
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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