Our team provided multidisciplinary services (Employer’s Agent, Cost Consultant, Project Management and Principal Designer – CDM) on a project to deliver a new build development of 49 Social Rent homes across two blocks of five and twelve storeys. Alongside new homes, the development provides landscaping including an outdoor gym, a children’s playground and improved lighting. A new substation has been installed and car parking spaces have been re-provided.
In our role as Employer’s Agent, we managed the process with external consultants to get the scheme through Planning. Once Planning was approved, we worked with the client to develop a procurement process that reflected their aspirations and allowed us to onboard an experienced contractor. Once the project was in contract, we provided contract administration services and ensured throughout that the time, cost and quality parameters were being adhered to by both the consultant team and the contractor team on site. This included collaboration with the external Clerks of Works to ensure the snagging of all units.
Client
London Borough Southwark
Contractor
Hill Partnerships Limited
Contract Value
£14m
Duration
3 years 4 months
Address
Rennie Estate, Southwark, London, SE16 3PF
Contract Type
JCT D&B
There were early problems with electrical diversions. An existing substation on the site was due to be demolished and a new one designed and swapped over to the estate. We ensured that residents were communicated with in respect of the switchover. We also collaborated with the contractor to ensure that residents were not left without power for more than a couple of hours.
Technical investigations found that the ground was heavily contaminated with lead and beryllium, however the extent of it was unknown until the main works excavation began. Investigations were undertaken early on in the project programme as the landscaping works were delivered well ahead of the new build development, allowing residents to benefit from them.
We advised the client to use a provisional sum and recommended a worst-case contingency. To further mitigate client exposure, we agreed levels of contamination with the contractor and rates per m3. Once all spoil had been removed, we assessed each waste ticket, determined the level of contamination and calculated the volume removed via the number of waste tickets. This ensured that the client only paid for the actual contamination that was removed.
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