Mpl 2 by Austen Scott

MPL THEMES 4 & 5

NAME OF STUDENT STUDENT NUMBER MODULE NUMBER MODULE NAME MODULE LEADER TITLE OF WORK DATE OF SUBMISSION

AUSTEN SCOTT 13089554 P30031 MANAGEMENT, PRACTICE & LAW 2 JOELLE DARBY MPL THEMES 4 & 5 30 JANUARY 2014

APGA Architects Reality Road Wellground London EC3P 0SW

APGA

21st Janurary 2015 Dear Mr. Corvid Re: Redevelopment of Abbey Meadow. Following our previous meeting I have compiled a Feasibility Study, in which you will find a detailed brief and all other information necessary to assess the feasibility of redeveloping the fitness and leisure facilities on offer at Abbey Meadow in Abingdon. Attached is the statement of need as outlined by the client. Kind Retards,

Austen Scott.

FEASIBILITY STUDY

4.1.1

STATMENT OF NEED & STRATEGIC BRIEF Abbey Meadow is a small park that sits along the River Thames on the outskirts of Abingdon. It is home to several facilities that include a swimming pool, which is currently not in use, a small play area for children, tennis courts, crazy golf, and pitch and put. However, due the development of newer and more advanced facilities in near by areas the facilities within the park have gone into neglect, leaving the local population increasingly dissatisfied with the park and its condition.

View of Abbey Meadow from endtrance

The client, in conjunction with the city council wishes to assess the issues within the area and redevelop Abbey Meadow by introducing new leisure facilities around the site boundaries. To assess the economically viable options for redevelopment the client requires the following information to accurately judge what appropriate steps to take next: Investigate into what the local population find unappealing about the site then seek out their recommendations and requirement of what new facilities are needed. Assess weather it is necessary to demolish the current facilities and make way for a wholly new development or to renovate and refurbish what is currently available. Further requirements from the client include: New facilities are not to compete with what is currently available within the area but offer new experiences that are currently not available in Abingdon. It is required to be state of the art, combining new technologies and renewable energies. The final proposal must be built on a flexible and adaptable platform on which the facility can change over time to suit the requirements of the local population. Must be feasible and economically viable for both the local population and have the potential to attract a larger amount of tourist to Abingdon. 2

ABBEY MEADOW The team has been asked to consider the Abbey Meadow as the specific site on which the new development is to be built. The image below illustrates the proximity of the site and the current facilities that exist within the boundaries which will have an influence on the investment of any new leisure facilities that are to be introduced.

Car Park and Access Existing facilities Site Perimeter

Abbey Meadow currently offers the following: • Car Park, suitable for 50 vehicles, access via Abbey Close • Lido facility (unused) • Children’s play area • 2 tennis courts • Walking track around the perimeter • Small pond • Crazy golf Annual visitor numbers range from 6000 - 12000, however, the number of people using the facilities have been dropping steadily for the past 4 years, showing the need for a review to update the park. Below is a graph of how many visitors use the facilities since 2011: NUMBERS ATTENDING PITCH AND PUT CRAZY GOLF TENNIS COURTS TOTAL USERS

2011 435 802 90 1327

2012 284 598 64 946

2013 351 236 68 655 3

2014 293 295 61 649

Number of people using facilities over time.The Abbey Project. 2014

1 Average anual Average anual maintainence income from onsite facilities spending

ÂŁ 60,000

ÂŁ 53,000

Average yearly income and spending. The Abbey Project. 2014

An analasys of income vs cost over an yearly period shows a general loss of ÂŁ7000 per year. As the routine maintainence of the site outweighs any potential profit it should be deemed nessessary that the allocated bugdet for updating Abbey Meadow be spend on creating brand new specialist facilities than will make the site a unique niche within the local comunity. Further geographical analsys of the site shows several key peramiters that are to be taken into considertaion to assess where within Abbey Meadow is suitable to establist new facilities. The diagram to the right shows a series of 3 dimensional maps that create an exagerated representation of these peramiters. at the top is a 2 dimensional overlay that highlight areas that recive the most activity from visitors while also reducing planning risks fom flooding, tree dencity and major elevation changes.

8 1 - Section Cut through all 7 Graphs 2 - Likelihood of flooding on site 3 - Elevation Changes 4 - Water depths of river and streams 5 - Water current of river and streams 6 - Tree density 7 - Sound intensity 8 - population of people 9 - Site Model

SIMILAR FACILITIES WITHIN THE GENERAL AREA To assess what facilities should be in demand for the Abbey Meadow it is essential that we provide a viable and sustainable solution to ensure that any new projects meet the needs of the local population for years to come. The diagram below provides a plan view of Abingdon and the current leisure and sporting facilities within the local area.

1 3

NAME 1 Bendcrete leisure 2 Tinsley Park

3 4 5 6

7 6

Results

FACILITIES ON OFFER Medium sized skate park with concrete half pipe Large gym and fitness center running track, football fields, and hockey pitches. Small local exorcise gym with minimal equipment

The Sun Spa

Offers spa treatments for female only clientele

Snakes and Ladders Outdoor and indoor soft play area for young children Whitehorse Leisure Swimming pool, outdoor and indoor tennis, squash courts Centre and gym.

7 Science Fitness Studio

Medium sized Gym and fitness center. 5

Data from the surrounding area suggests that the demand for further sporting activities is low as two major sporting facilities; Whitehorse Leisure Center and Tinsley Park, already provide a large amount of activites within a suitable local distance of the major area. However, There is minimal provision for relaxation activities such as spas and wellness centers that focus on health and relaxation, where only one location; The Sun Spa offers limited facilities to female only clientele. These finding highlight a need for developing and expanding a range of suitable relaxation facilities within abbey meadow that can meet the requirements of a spa and wellness center. This not only opens up new activities to members of the local public that are otherwise left out but also enhance the mix and variety of facilities that are available within the Abingdon area. It is unadvisable that the current pool, tennis courts, and minigolf be kept as various other locations within a close radious have simelalar facilities that are in much better condition and are more suitable to the local comunity. FEEDBACK STUDY OF ABBEY MEADOW As this project is focused on creating new facilities for the community it is essential that they become a part of the feasibility and design process. A feedback study performed by Choose Abingdon Partnership (CHAP) between the years 2009 and 2012 found that users show that there have been high levels of dissatisfaction with the general state of Abbey Meadow with all negative comments stemming from the state of disrepair that the site is in. Further analysis of issues within the greater area shows that there is a lack of major visitor attractions, poor evening ‘offer’, and a lack of family things to do, from this CHAP prioritized the need to assess and improves leisure offer at Abbey Meadows and furthermore create a larger redevelopment of Abbey Meadow as leisure offering. (CHAP, 2012) WORKSHOP WITH GENERAL PUBLIC AND STAKEHOLDER CONSULTATION A Community group workshop was devised in the Guildhall in the center of Abingdon to assess possible demands and requirements of the general public. As well as inviting the general public, representative of all known community groups within the area were invited to take part in creating possible frameworks for leisure facilities. The workshop was structured into the following segments:

• Summarize and prioritize the public’s aspirations for the site • To evaluate the facilities that are currently available in Abbey Meadow • Discuss on the necessary scenarios that can better the facilities • Prioritize the facilities within the scenarios to see what is needed the most.

The following page lists the key issues and possible scenarios that were highlighted by the workshop groups. 6

KEY ASPECTS MENTIONED IN THE WORKSHOP: • Better facilities for a wide range of people. • However, Families and older generations were cited as key focal groups. • Both formal and informal areas in Abbey Meadow • Improved allocation of Picnic areas • Increased availability of shade during the summer months • Introduce a cafe / Restaurant • Have things to do in the evening • Improve the walking routs around the park • Have places to relax and escape from the city and its surroundings • Facilities that operate all year round • Greater amount of different activities • A development that is adaptable to change •Removal of redundant facilities Another focus was put on tourism and the requirement for larger attractions within Abingdon that can draw in new visitors from wider parts of the country. This also included the public’ aspirations to build new facilities that are currently unavailable in Abingdon, such as sauna’s, massage parlors, Turkish baths etc that can have the ability to increase tourist numbers in the near future. PROJECT BRIEF & DEVELOPMENT OPTIONS Following the site analysis and workshop sessions with the general public a project brief was devised with the client to finalize any particular criteria regarding the facilities that are to be developed, these are as follows:

• New facilities on the site will include: • A restaurant and cafe • A reception area • Changing rooms and toilets • Saunas • Turkish baths • Cool pools • Hot pools • Massage parlor • A small gym • These facilities will be spread out around the site • A clear definition of private and public spaces between facilities • New event spaces where social activities can take place • Redevelopment of the running track • Removal of the redundant older facilities • Use of renewable energies throughout the development • A focus on creating a development to attract tourists and the local populations • Must function during the evenings.

On the following page are a series of drawings produced during the meetings that suggest various design ideas for the site, these will be developed into greater detail should the client wish to proceed to the nest stage of development. 7

Creating a development that has a central heart with facilities stretching out across the park.

Using a modular framework to create the facilities off site, further consideration of having facilities along the river.

By suspending prefabricated facilities above the park we can define spaces below as social areas, keeping as much green space as possible

Plan view of suspended structures; a central reception joined to facilities by elevated walkways to create a multi layered system for the park.

SUMMARY AND NEXT STEPS Abbey meadow plays a key role within the community of the surrounding area, providing public shared spaces for thousands of local residents. This report has identified a strong need, both with the general public and other organizations and support groups, for the development of new leisure and relaxation facilities within Abbey Meadow. The project brief and development options gives rise to a range of interesting and unique opportunities for Abingdon to deliver a significant and progressive change to the local area. If the client wishes to continue with the proposal they must first consider the following requirements before any major progress is made on the design: Capital investment Operational income sharing Revenue generation Following on from this the client will need to move to the next phases of the project, I have listed the typical stages and duration of these stages below: Design development 4-6 months Planning - 3 months Preparing for tender - 4 months Tender period - 4 months Contractor mobilization - 1 month Construction - 16 months Fit out - 2 months The following sections will detail the necessary requirements for the design team and extra data considering the client wishes to proceed.

SPECALIST TECHNICAL DATA

4.1.2

To ensure that a feasibility study is thoroughly prepared it is necessary to account for specialist technical data that could have an affect on the design. It is therefore important to consult local and national authorities and other statutory authorities to determine possible requirements that the design must adhere to. Below is a list of regulatory information that require attention due to the specific nature of the project: CANAL AND RIVER TRUST. As the proposed site sits across protected part of the river Thames it is essential that we receive consultation from the Canal and River Trust as works will be undertaken across the Trust’s property. This is done in two stages; the first is an environmental and technical review taken by a Works Engineer, which describes the impacts of the proposed works. The second stage sets out the property use and commercial agreement between the trust and the project through a Works License, which is issued by the Utilities Surveyor. (Canal & River Trust, 2012) ENVIRONMENT AGENCY The proposed site also sits in an area at risk to flooding (Zone 3). we therefore must complete a Flood Risk Assessment (FRA). this assessment ensures that any flood risk to the proposed development is fully considered. The report must also be consideration for issues the development may cause to the sourounding environment, spesificaly other property. The assessment must include topographical analasys of the site and detailed flood modeling. This results in producing an adequate draninage strategy to mitigate the risks from flooding. (Environmental Managment, 2014) TOWN AND COUNTRY PLANNING the proposed development is a ‘Schedual 2 Development’ as defined by The Town and Country Planning (Environmental Impact Assessment) Regulations and therefore will be screened by the local planning authority to determine if there will be significant affects to the envoronment. (Planning Practice Guidance, 2014) Therefore we must collect the information nessessary to assess the afect the development has on the sourounding environment. FORRESTRY COMISSION To gain permission to fell trees within the site we must consult the Forestry commission to gain approval under a Dedication Scheme in accordance with the Environmental Impact Assessment (Forestry) Regulations 1999. This is to ensure the work done conforms to the terms of the Forestry Commission permission. Once a license is issued we can be able to assess the design and landscape in closer detail. (Tree Felling: Getting Permission, 2007) DEPARTMENT FOR CULTURE MEDIA & SPORT It would be benefitical to the project if we were to consult with the Department for culture medial and sport on ways to increate access to facilities that the spa could provide. there are neumerous polocies that are mutualy beneficial to the feasibility of the project and should be assessed in greater detail.

MEMBERS OF THE PROFESIONAL TEAM

4.1.3

A co-operative professional team is an essential aspect of creating a successful project. As the client has little experience in the way of project management it is strongly recommended that a client advisor be appointed to assist in selecting the professionals necessary for the clients needs and objectives. (Creating Excellent Buildings, 2003) below is a list of the required professional team and their roles and responsibilities: ARCHITECT The architects has 12 key responsibilities which are stated by the ARB’s Architect’s code: Standards of conduct and practice and are as follows: • Be honest and act with integrity • Be competent • Promote your services honestly and responsibly • Manage your business competently • Consider the wider impact of your work • Carry out your work faithfully and conscientiously • Be trustworthy and look after your clients’ money properly • Have appropriate insurance arrangements • Maintain the reputation of architects • Deal with disputes or complaints appropriately • Co-operate with regulatory requirements and investigations • Have respect for others The major roles that the architect performs are as follows: • Must assist the client in preparing a strategic brief and carry out a feasibility study and options appraisals. • Assist in the appointment of professionals, consultant team, independent client advisers, specialist designers and specialist contractors. • Advise the client on the procurement route. • Preparing the project brief, concept design, detailed design, planning application, applications for statutory approvals, production information, and tender documents. • Contribute to the assessment of tenders. • Reviewing designs prepared by others. • Act as contract administrator. • Inspecting works that are carried out. • Advising on fixing of defect inherent in the design or consruction. The architect is appointed as early as possible and remains with the project throughout the design and construction until the building is in use. ARCHITECTURAL TECHNICIAN Specializing in the use of architectural technologies and advises the lead architects on the best application of these technologies. The architectural technical is appointed at various stages throughout the design process to consult of technological matters. CDM CO-ORDINATOR Ensures that any issue relating to health and safety are assessed and considered throughout the projects development. They must also advise on and co-ordinate the following criteria: • Advise the client on all issues relating to health and safety and provide to the client a 11

any information that is relevant to pre-construction. Advise and cooperate on the compatibility of design aspects with the client, designers and contractors on any issues regarding health and safety. • Ensures that the construction phase plan is adequate before construction work commences. • If changes are made to design work during construction CDMC must notify principal contractor. • Prepares the health and safety file for the project. • Must notify the Health and Safety Executive (CDM coordinator: roles and responsibilities, 2007) The CDM co-ordinator is appointed as early as possible in the design stage, generaly before the initial design work begines, and remains as part of the project team until the end of the planning phase of construction. QUANTITY SURVEYOR / COST CONSULTANT The role of the QS is to help determine the client’s requirements with regard to project costs. This includes: • Taking park in the composition of a feasibility study. • Provide advice on the costs of construction and define the project budget. • Assess the affordability of the proposed project and ensure that the client is being offered good value for money. • Advise on procurement strategies and ensure all the necessary documentation for tendering is in place. • Assist both the client and the design team in comparing the available options of design costs and keep track of any variation within the progress of the design to ensure cost remains in control. • Prepare cost plans, estimates and cash flow projections, bills of quantities, and cost reports. The Quantity surveyor is appointed as early as possible in the design stage and remains throughout the construction phase to comunication between project managment and the construction teams on issues relating to costs. BUILDING SERVICE ENGINEER As the complexity of the project is quite high a building service engineer will be required. Their role is to design and monitor the numerous systems within the building to ensure that it is comfortable, functional, efficient, and safe for the intended users. Components of the building listed under services include the following: • Heating • Ventilation • Air conditioning • Water and drainage • Lighting • Power • Lifts/elevators • Information communication and technology The building service engineer is responsible for the correct and safe installation of these systems and must monitor their efficiency to ensure they work as the design intended. They are appointed at the design stage and produce documentation for tender, this is than passed 12

on to subcontractors to carry out the work once construction begins. STRUCTURAL ENGINEER The structural engineer is required to consult, assess and inspect the structal aspects of the design. This is to ensure that all structural elements meet the standard requirements and ensure the optimum structure for the design, resulting in greater cost efficency throughout the project. The appointment of a structural engineer depends on the scope of work required by the client but they are usually appointed at an early stage of the design and can remain with the project through to completion to assess any problems that may have occurred. (Engaging Structural Engineers, 2010) SITE INSPECTOR / CLERK OF WORKS The Clerk of works is required to inspect the site on a routine basis during construction. They act on behalf of the client to provide assessment of the works carried out and report their findings to the contract administrator, which is usually the architect. A clerk of works is appointed once the site has started construction and remains until construction is complete. ENVIRONMENTAL CONSULTANT As the project is heavily influenced by environmental design it is necessary to appoint an environmental specialist to consult with the design team and client at an early stage of the project. Their role is to help organize and plan an environmental strategy that suits the requirements of the design within its context. The environmental consultant must oversee that any requirements stipulated within the decision making process and met throughout the project. An environmental consultant should be appointed early in the design stage to ensure minimal changes are required futher into the process. In the majority of cases the client will decide that one or more of the consultants should take on the role of lead designer and lead consultant to manage and co-ordinate the work produced by other team members. This task is usually given to the architect, however it can be a different consultant depending on how the project is developed.

WHAT IS A PROCUREMENT ROUTE?

4.2.1

In its most basic term procurement is “the process which creates, manages and fulfills contracts”. (BS ISO 10845-1, 2010) The selected route is a specified generic framework that sets out a relationship between the individuals engaged in the initiation, design, and construction of a building. The graph below displays the most commonly use procurement route based on the National Construction Contracts and Law Survey, 2012. The selection of the procurement route should reflect the client’s procurement strategy, which can be seen as a ‘plan of action’. The client creates this strategy, often with advice from an appointed independent client advisor. A comprehensive and coherent strategy is vital as it ensures the client selects the best route to achieve their objectives and gives the client “the right project at the right price in the right time.” (RISC iConsult, 2012) The procurement process, and therefore what specific route to take is based upon the following factors that the client must consider:

• Time • Cost • Quality • Scale and complexity • Design development (pre-contract) and contract programme • Specific project constraints • Attitude to risk • Asset ownership • Financing

Procurement methods most frequently used in projects, National Construction Contracts and Law Survey, 2012

TRADITIONAL PROCUREMENT

49% 22% 26%

DESIGN & BUILD MANAGEMENT CONTRACTING CONSTRUCTION MANAGEMENT MEASURED TERM / COST PLUS

1% 3% 2% 3% 0% 6% 2% 10% 4%

59%

38%

CONSULTANT CLIENT CONTRACTOR

72%

Ms. Drew’s willingness to engage in the procurement process and her experience with procurement routs can be an important factor to take into account when selecting procurement routes. It is for this reason that I recommend the following documentation should Ms. Drew wish to seek a more in depth knowledge of the procurement process:

• BS ISO 1045-1:2010 - Construction procurement Part 1 • BS ISO 1045-2:2011 - Construction procurement Part 2 • BS 8534:2011 - Construction procurement policies, strategies and procedures • OGC Guide to Procurement and contract strategies

These documents contain recommendations for the development of “policies, strategies and procedures for the procurement of construction in the built environment”. (BS 8534, 2011) These recommendations generally use the processes shown in the procurement cycle diagram below: REMENT CYCLE PROCU BS 8534, 2011

T RKE N MA GEME GA EN

SUPPORTING PROCESSES

F O S CT M RA T

SE CLAU GY TE RA ST

THE AWARD STAGE

CLIENT BRIEF

PA W C

t ren Cur

PRO C MET UREM HO EN DS

PROC UR E ME N T

T TACTICS CLA US MEN E RE U C O R P

Y CLAU LIC O

ING INT M A PO AP HE TE T

CL AU

n ni tio i s po

re m en tc yc le

M PE AN R NOT I OF FICAT AW IO AR N D

INITIA TIO N

ITY IBIL DY AS FE STU VM

ING E AG ANC Y ANORMLIVER M F DE SE ER D LAU N C

GA PR TE

RK ES O AG K

BUS IN CA ESS SE

NEEDS

EW VI S RE ES C O

G IN AGORM F CE

BUSINESS

G GIN NA RY MA ELIVE D

e th

u oc pr

CA ESS SE

OU BUS TLIN IN E

F CO OR N

ADVANTAGES AND DISADVANTAGES OF STANDARD CONTRACTS AND BESPOKE CONTRACTS.

4.2.2

HIGH RISK HIGH COST INCREASED TIME

SFC’S

AMENDMENTS

BESPOKE

ADAPTABILITY CUSTOMIZABLE PERSONALIZED

The Latham Report (1994) recommends that all parties should use the Standard Forms of Contract (SFC’s) without amendment, as there is a complex interaction between many of the terms and conditions (Ndekurgi and Rycroft, 2009). However, 24% of respondents in the NB National Construction Contracts and Law Survey 2012 show that they regularly use bespoke contracts and there is an Increasing trend towards non-standard agreement in larger projects. This can be seen as a poor reflection of how “inflexible and ineffective the industry perceives many of the standard forms of contract to be.” (Malleson, 2012) Regardless of weather an SFC is chosen, amended or un-amended, or a bespoke contract, it is important to form a contract that suits the project as best as possible. Below is a list of the advantages and disadvantages of both SFC’s and Bespoke Contracts that can aid in this decision: Advantages of Standard Forms of Contract • The terms of SFC’s are known and understood by the industry and therefore creates a reduced risk of miscommunication. Banks also recognize SFC’s when funding is concerned. • There are numerous variations, which attempt to cover the main points of agreement and issues that may arise throughout a specific type of project. • There is a history of case law and legal presidents addressing past terms and clauses, which have been subject to legal interpretation. • Reduced time during negotiations due to tried and tested wording. This makes performance more efficient and contractors more compliant. • Comprehensive guidance and advice based on authoritative legal experience is readily available and can be easily accessed. • They are easy to obtain and are of relatively low cost. In some instance there are online versions. • SFC’s are perceived to be fair and balanced as “they are produced by a tribunal on which there is representation of the professions, the industry and client bodies” (Which Contract?, 2007)

Disadvantages of Standard Forms of Contract

• In many cases SFC’s will not fulfill the requirements of the client or a specific project without amendments, this is especially relevant for larger or more complex projects that involve a number of different parties. • The contract may not reflect the commercial bargaining strength of the parties without amendments. • JTC Contracts do not specifically make reference to snag lists, therefore requiring amendment.

Amending Standard Forms of Contract

• Amendments should only be made when it strictly necessary as it can not only disrupt the balance of risk between parties but minor changes made to SFC’s must be reviewed by a lawyer (Clamp, Cox & Lupton, 2007), increasing time and expense. However, parties are able to personalize requirements whilst benefiting from the generally accepted standard that remains unamend.

Advantages of Bespoke contracts:

• Offers a customisable platform and gives greater flexibility when negotiating the terms of the contract. • Bespoke contracts are usually built on similar foundations to that of the SFC’s, sometimes even containing identical wording and phrasing.

Disadvantages of bespoke contracts:

• There is a potential to create legal issues when drafting, reviewing and negotiations and therefore requires expert legal advice. This makes bespoke contracts costly and time consuming. • They are untested in court; therefore you cannot rely on legal president. • Contractors are sceptical of bespoke contracts as they are unfamiliar with its wording and structure.

PRINCIPLES OF ‘DESIGN & BUILD’ AND ‘TRADITIONAL’ PROCUREMENT ROUTES.

4.2.3

The following section contains two diagrams that show the structure of both the ‘Traditional’ and ‘Design and build’ procurement routes. These diagrams also contain a series of notes that explain the individual components and options of each procurement route in further detail. The diagram below displays a speculative risk chart based on not only the different procurement routs, but also how different contractual agreements within each procurement routes can affect the balance of risk between the client and contractor. This is explained in further detail throughout the diagrams.

RISK CLIENT

CONTRACTOR DESIGN AND BUILD

COMPLETE ‘PACKAGE’ BY SUPPLIER

DESIGN AND BUILD

DESIGN INPUT BY CONTRACTOR

TRADITIONAL LUMP SUM FIXED PRICE

TRADITIONAL LUMP SUM FLUCTUATIONS

TRADITIONAL MEASUREMENT BILL OF APPROXIMATE QUANTITIES

TRADITIONAL MEASUREMENT FIXED FEE PRIME COST

TRADITIONAL MEASUREMENT PERCENTAGE FEE OF PRIME COST

MANAGEMENT CONTRACTING

CONTRACT TYPE Speculative risk chart, Which Contract?, 2007

TRADITIONAL PROCUREMENT ROUTE

NOTES

CLIENT

Possible to transfer responsibility to contractor

Responsibility and obligation for: Design: considered to be low risk Design Team Performance

DESIGN Competed before competitive tender [1]

Influence over design development, ensuring the clients needs are met

Includes: Drawn Design Specification of workmanship and materials

ARCHITECT To manage the design process

CONSULTANTS Architect acts as consultant/contract administrator. (This is not compulsory but is recommended to the client.)

To discus with and advise the client on project matters

QUANTITY SURVEYOR

TENDER Competitive Usually single stage Must include: Design Drawings Work schedule Bill of quantities

CONTRACTOR Responsibility and Obligations for: Contract Sum Construction Finances The building adheres to the design specified by architect. Completion within contract time period. [3]

Contractor submits price based on work extent developed by QS Contractor selection based on experience + fee Cost can be determined within reasonable certainty before construction starts [2]

Programme time is long relative to other methods due to the sequential nature of design and construction

LICENSEES

To measure quantity of work to be done

CLERKS OF WORK

NOMINATED SUB-CONTRACTORS

Representing the interests of the client.

DOMESTIC SUB-CONTRACTORS

E.g. Building Control

DOMESTIC SUPPLIERS

NOMINATED SUPPLIERS

CONTRACTS Balance of speculative risk in favor of the client

Communication and contractual links

Balance of speculative risk in favor of the contractor

Communication links

Additional information 19

Contract Types: Lump Sum [4] Measurement [5] Cost Reimbursement [6] Client can only influence project through architect/ project manager once construction commences. (Client does not have outright control)

1: IIt’s possible to accelerate procurement by overlapping design and construction and letting out a separate advanced work contract, therefore reducing total project time. However, this increases risk on behalf of the client. 2: Assuming that no changes to the final design are made between tendering and construction.

contract 3: The administrator, usually the architect, in some cases may have to revise the date of completion when taking into account delays due to reasons stipulated in the contract. 4: The contract sum is determined before construction of the design commences with the contractor taking on

a defined amount of work in return for an agreed sum. 5: Contract sum is not finalized until after completion, but is assessed on remeasurement to a previously agreed basis. 6: Contract sum is calculated by the prime cost of labor and materials. The cost of overheads and profit are than added to the prime cost.

ADVANTAGES:

DISADVANTAGES:

The Traditional form of procurement is well understood and has been used countless times in the past. Therefore contractors and consultants are well versed in the traditional rout and have a clear understanding of the roles and responsibilities.

The design must be at a suitable stage of completion before tender, this can result in an elongated pre-tender period.

Control of the design team remains with the client, ensuring the quality and standard of the project meet the requirements of the client. The contract administrator works on behalf of the client, ensuring that the client’s requirements are met throughout the project. If the design stage is fully complete before the contractor is assigned there is a very high likelihood that cost predictions will be accurate.

There is a possibility that disputes may occur due to the disconnected and linear nature in which the project is designed and built, causing the contractor and client to place blame on one and other should defects occur. Over-designing and over-engineering may occur. Responsibility for the performance of the design team falls under the client. Final costs often exceed the initial fixed lump sum prices. Contractor’s tender submissions may be priced to win work rather than a true estimate of the cost of work to be carried out.

It is common practice for the client to ask the contractor to take over his own consultants under a Novation Agreement.

CONTRACTOR Responsibility and Obligations for: Design and construction of clientâ&#x20AC;&#x2122;s proposal once contract is let. Completion within contract period [4] Contractor may exclude fitness for purpose obligation.

Contractor appoints their own consultants to formulate/ develop the design. The designers may be in house (using their internal resources)

Programme time may reduce compared to other methods because design and construction can proceed in parallel. [5]

DESIGN ARCHITECT To manage the design process.

NOMINATED SUB-CONTRACTORS

CONSULTANTS To discus with and advise the contractor on project matters.

DOMESTIC SUB-CONTRACTORS

QUANTITY SURVEYOR

DOMESTIC SUPPLIERS

To measure quantity of work to be done.

CLERKS OF WORK

NOMINATED SUPPLIERS

Representing the interests of the client.

CONTRACTS Contract Types: Package deal/Turnkey[6] Design and Build contract[7] Contractor designs for specific elements only [8]

Balance of risk is regularly in favor of the client as contractor takes on the majority of the project.

RECOMMENDATIONS FOR PROCUREMENT ROUTE

4.2.4

When taking into account the long term considerations of the client’s business plan, procurement strategy, and the scale and complexity of the project I would recommend a traditional procurement route with a single stage tendering process. In addition to this is a detailed contract profile, which has been prepared to take into account the client’s preference on cost, quality and time, all of which are indicative of selecting a Traditional procurement rout. A traditional procurement route will be advisable for the following reasons:

• Suitable for inexperienced clients. • The client has control over design to a greater extent than other procurement methods. • Full development of design before tender allows the client to retain control over the quality and cost of the project, this also creates greater certainty over final cost. • The Traditional rout suits the complexity of the project • The balance of risk is preferable to the client • The sequential nature of the strategy is necessary to assure low risk. • Contractors are well versed in adopting the traditional procurement rout.

As time is not as critical as cost and quality I would recommend that a single stage tendering process is suitable for the procurement route. However, if the client deems it necessary to reduce time at the compromise of cost certainties it is possible to go through a 2 stage tender. This allows the contractor to consult over the design process, which could compromise the original design intention but it could also increase the buildability of the design, saving on potential cost issues and disputes.

NTRACT PROFILE COW hich Contract?, 2007 C2

C O ST C1

TI M

QU AL IT Y

Criteria

Priority (0 lowest - 5 Highest) 1 2 3 4 5

COST

C1 C2 C3

Lowest possible capital expenditure Certainty over contract price, no fluctuations Best Value for money over all

TIME

T1 T2 T3

Earliest possible start on site Certainty over contract duration Shortest possible contract period

QUALITY

Q1 Q2 Q3

Top quality, minimum maintenance Sensitive design controlled by employer Detailed design not critical, leave to contractor

APGA Architects Reality Road Wellground London EC3P 0SW

APGA

21st Janurary 2015 Dear Ms Drew, Project: Abingdon Spa, Abbey Meadows. Re: Relationships, Contract, Laws, Regulations and Statutes. Below you will find an explanation of both the planning and building regulations that the project will have to adhere to. Attached to this cover letter is a report, which contains the relevant information for the project to progress to the next stage. Building Regulations Application: Building regulations are the minimum national standards to which a building is required to adhere to in both construction and use. These standards are put forward by the ‘Building Acts 1984’, from which the most current form of regulations are stipulated in ‘The Building Regulations 2010 (Amendment No.2)’ The regulations are detailed in a series of ‘Approved documents’ which have been created as a guide to satisfy each aspect. However, the client or contractor is not under obligation to adopt such methods as long as the Building requirements are satisfied through other means. (Approved Document M, 2004) The guide is made of 14 sections (parts A-P). These sections are as follows:

• Part A: Structure • Part B: Fire Safety • Part C: Site preparation and resistance to contaminants and moisture • Part D: Toxic Substances • Part E: Resistance to the passage of sound • Part F: Ventilation • Part G: Sanitation, hot water safety and water efficiency • Part H: Drainage and waist disposal • Part J: Heat producing appliances and fuel storage system • Part K: Protection from falling, collision and impact. • Part L: Conservation of fuel and power • Part M: Access to and use of building • Part N: Glazing – Safety in relation to impact, opening and cleaning • Part P: Electrical safety.

In order to receive Approval from the building regulations authorities the Abingdon Spa must pass the standards set in all 14 parts that affect the building. This is given in the form of a completion certificate by either by an approved inspector or the local building control department for a fee, which is respective of the project scale and complexity. On a larger project such as the Abingdon spa a ‘full plans’ application will have to be made 1

which shows full details of the project before construction begins. Building regulations are vital for not only ensuring safety and convenience for people but also to ensure that environmental performance and energy conservation are addressed. Should you wish to seek more information on building regulations you can find a comprehensive explanation of each approved document and numerous guides online at www.planningportal.gov.uk Planning Application: Planning permission is a legal process put in place to ensure that the construction or modification of buildings or development projects are suitable for the local infrastructure, community, and environment. Planning policies are set by The Department for Communities and Local Government in the ‘National Planning Policy Framework’. This framework provides the structure for local planning authorities to design their own ‘local plan’, which is intended to carry out specific planning functions for a particular area. (NPPF, 2012) The local planning authority for the Abingdon Spa project is the Vale of Whitehorse District Council, which receives planning permission applications through either online forms or posted documentation. The Vale of Whitehorse District Council states that preapplication advice is essential to providing an efficient and effective planning service prior to the submission of a planning application. This can be scheduled at any time with the charge of a fee. (Whitehorse DC, n.d.) Another consideration is to take part in planning committee meetings that take place every three weeks on a Wednesday at 6:30pm. Meetings can only be attended once the planning application has been made. Due to the specific nature of the project it may be suitable to obtain outline planning permission before the client commits to significant work that could incur excessive costs to the project. This can give insight into whether or not the Abingdon Spa project would be approved by the planning authority and furthermore, allows the application of planning permission to take place at different stages of the project. Responses to planning permission for complex projects can usually be expected 13 weeks after the application has been received. Once planning permission has been granted the client has 3 years to begin the development of the project. (Whitehorse DC, n.d.) Further advice on the local plan can be found on the Vale of Whitehorse website at: http://www.whitehorsedc.gov.uk/ Kind Retards,

Austen Scott. 2

NESSESSARY DOCUMENTS FOR PLANNING APPLECATION

5.1

The following section lists the requisite drawings and documents necessary for the planning application of the Abingdon Spa Project as stated by the Vale of White Horse District Council: National Requirements:

• • • • • • • • • •

Standard Application Form Completed Certificate of Ownership Completed Agricultural Holdings Certificate Site Location Plan at a scale of 1:2500 Block Plan at a scale of 1:500 Existing and Proposed Elevations at a scale of 1:100 Existing and Proposed Floor Plans at a scale of 1:100 Roof Plans at a scale of 1:100 Site Section and Finished Floor and Site Levels at a scale of 1:100 Design and Access Statement

Local Requirements:

• Planning Statement • Site Survey plan at a scale of 1:250 showing existing features of the site. • Biodiversity Survey/protected Species report. • Economic statement • Environmental impact statement • Flood risk assessment • Foul Sewage assessment • Landscaping details • Lighting assessment • Noise assessment • Open Space assessment • Parking Provisions • Photographs and Photomontages • Planning Obligations - Draft Heads of Terms • Retail and Leisure Impact Assessments • Statement of Community Involvement • Transport assessment • Tree Survey • Utilities Statement • Ventilation/Extraction Statement • Waste Management Plan

Fortunately the project is outside both the conservation area and green belt that surround Abingdon and therefore is not required to abide by the strict requirements of either protected areas. 3

IMPLICATIONS OF PLANNING POLICIES ON THE DESIGN

5.2

Planning policies create a framework for local planning authorities to assess weather or not a planning application is acceptable for the local area. It is therefore essential that the design in of the Abingdon Spa adheres to the planning policies set forth in the local plan by the Whitehorse district council. By the year 2020 15% of the UK’s energy is to come from renewable sources (promotion of the use of energy from renewable sources, 2009). Whitehorse district council has designated one core policy to ‘renewable energies’, listed below, to ensure that the government targets are met within the next 5 years. This policy has a significant affect on the way the Abingdon Spa is to be constructed and used. For this reason we must address the need for creating a renewable and sustainable platform on witch the building can operate. I have created a brief outline on how this specific policy may affect the design under the requirements listed by the Local Plan.

CORE POLICY 41: RENEWABLE ENERGY The Council encourages schemes for renewable and low carbon energy generation. Planning applications for renewable and low carbon energy generation will be supported. (p120, Vale of Whitehorse Local Plan 2031) Policy reference: http://www.whitehorsedc.gov.uk/sites/default/files/2014-10-27%2005%20 VOWHDC%20Local%20Plan%202031%20Chapters%206-7-Appendix.pdf

A review has been conducted on the Abingdon Spa to emphasize the implementation of Core Policy 41 into several aspects of the design. CONCRETE FOUNDATIONS: The production of concrete consumes vast quantities of energy, it is therefore essential that the process of manufacturing the concrete foundations of the site to reduce its affect on carbon emissions. Changes were made to the following: There is no need to use foundations over the entire area of the building. Foundations will only be required where stay cables support the elevated rooms in tension. This dramatically reduces the required amount of concrete on site. Reducing the variation of foundation elements allows for fewer bespoke casting molds and also creates the possibility for foundation elements to be precast off site and delivered as modular units, thus improving the efficiency of the design. (fig 1) 4

The use of Slag cement, or ground granulated blast-furnace slag (GGBFS) can create a more sustainable concrete making process by employing materials that would otherwise go to waste. This type of cement also demonstrates reduced fig 1: reduction in variation of casting foundations life cycle costs, reduced maintenance costs and, stronger properties, allowing for a reduction in size and mass of the original elements. (SCA, 2013) EFFICIENCY IN PREFABRICATION AND RECYCLED MATERIALS: Through creating a modular building design we are able to adopt a Hybrid (SemiVolumetric) System for prefabrication. This offers us to create a â&#x20AC;&#x2DC;kit of partsâ&#x20AC;&#x2122; that can be fabricated off site and than transported and installed. Reports created by research groups such as CRISP, 1999 identify that industry efficiency is greatly improved through the use of prefabrication. This process also gives reduces the impact on the site and its environment. Figure 2 below is a cutaway of the proposed prefabricated units. As the inherent structural stress lies in the steel framework the panelling system is not required to be structural and therefore reduces material usage and costs the skin material will be made of a dense and durable polyurethane plastic which includes 60% recycled plastics.

REDUCING MATERIAL USAGE:

fig 2: Cut away of prefab elements

Several smaller steps can also be taken to reduce carbon emissions such as minimizing the amount of material usage throughout the building where it is unnecessary. This can include utilitarian facilities such as changing rooms, locker rooms, and shower rooms. (fig 3) By reducing the necessary amount of fit and finish while still paying attention to design aesthetic we can adopting materials found in more industrial projects that are more cost efficient.

fig 3: Changing rooms

CREATING GREEN ENERGY The vast majority of energy created for the spa intends to come from renewable energies. To further enhance this process we have reviewed the efficiency of the main plant room (fig 4), which creates the power, clean water, heating and cooling for the entire building. We have found that by having 4 smaller identical units as opposed to a single larger unit distributes workload across the building and increases the overall efficiency of the systems. This also allows for backup systems if one should fail by temporarily overloading the other three. Power to the building is created by adopting a hydro electric energy system that is run from the near by weir on site, although this system will not account for 100% of the energy required for the building it creates a significant affect in reducing energy usage from the central grid. Other mechanisms that have been implemented to meet requirements include the use of excess heat to ventilate the building and passive water filtration systems through with river water can be used to generate the water needed for the majority of the facilities.

fig 4: Main Plant Room

DESIGN AND ACCESS STATMENT

5.3

The Design and Access statement is a short a written document accompanied by images, maps and drawings that is designed to support the planning application of the Abandon Spa project. It should demonstrate that the design principals and concepts of the Abingdon Spa justify the designer’s response to the planning regulations set forth by the local planning authority (planningportal.gov.uk, 2013). This includes attention to the scale, layout, landscape and appearance of the building and how this will impact the surrounding area (CABE, 2006), it must also demonstrate an attention to how the building will be used by all types of the general public and what steps have been taken to promote sustainable development (NPPF, 2012). DESIGN AND ACCESS STATEMENT: ABINGDON SPA

APGA

USE: The Abingdon Spa is designed to provide a large variety of different relaxation and exercise activities for all ages of the local population and tourist industry within Abingdon. (see fig’s 5-8) The spa intends to replace the current lido building at Abbey Park and enhance the local area by redefining the surrounding landscape as a progressive and contemporary center point for social engagement. The unique design of the spa aims to work with the local plan and adopt a new and reinvigorated design language for the city.

Fig’s 5,6,7,8: Some of the services available at the Abingdon Spa.

LOCATION: • The Spa is located in Abbey Meadow, a five-minuet walk outside the city center. • The site sits outside both the Conservation Area of Abingdon and the Green Zone surrounding Oxfordshire, providing a suitable location to invest in a Contemporary and new establishment for the general public. • The site is in a Flood Zone (level 3). However, due to the elevated layout of the building, services will not be compromised. Flood prevention measures have been made for access routs to the building through the use of adequate drainage measures.

ABINGDON SPA

Site Conservation Area

Flood area (Zone 3) Green Belt

LAYOUT & ACCESS: â&#x20AC;˘ The building is composed of ten indoor facilities (fig. 9 that are elevated 4 meters above the ground by a structural framework (fig. 10). Each room is prefabricated off site and delivered as a single component to the site. The first row of rooms are designated for changing and showering facilities while the second row is designated for the relaxation facilities.

Fig 9. Rooms

â&#x20AC;˘ The rooms are accessed by a series of staircases situated toward the back of the building (fig. 11). These staircases are equipped with mechanisms suitable to take disabled visitors up and down the length of the staircase. The rooms are connected via a series of elevated walkways that provide picturesque views of the park through the trees. These walkways are able to provide adequate width for both able bodied and disabled visitors to pass unhindered.

Fig 10. Structure

Fig 11. Stairs & Walkways

â&#x20AC;˘ The need for service rooms are reduced through the use of automated systems situated at the rear of the building within a single main plant room that is also prefabricated off site (fig. 12). The room is comprised of the ventilation units, filtration units, and heating and cooling units for the whole site and is run on a passive zero carbon system. Directing the plant away from local inhabitants and introducing various noise canceling materials into the design have reduced the noise pollution produced by the spa.

Fig 12. Plant & Services

Fig 13. Full Building

• The building is accessed by the five staircases situated across the width of the building. These are reached by adopting the pathways already present in the design of the park. • The parking facilities for the park and existing lido have been deemed suitable to accommodate visitor numbers throughout the year and will require minimal change. • Bus services are already in operation that can provide access from other parts of town should visitors be unable to park. SCALE: • Height: 45 meters • Width: 93 meters • Length: 150 Meters • Square meters: 6631m2

93m

45m

150m

6631 m 2

Fig 14. Building Scale

• Rooms range in size between 4m x 4m and 12m x 5m depending in the individual service that they offer and how many users will occupy the space. • The size of the structural framework necessary to elevate the facilities is dictated by the mass of each room. Therefore resulting in the height, width, and length necessary to create a unique, useable and habitable space. • Although the surface area of the building is 6631 square meters only 8.5% of the building comes in contact with the ground, allowing for the park beneath to remain useable. 10

APPEARANCE & LANDSCAPING: • The design of the building is based on the aesthetic of ‘Hi-Tech architecture’ and focuses on creating a highly adaptable and functional building by reducing unnecessary embellishments that would otherwise hinder the performance of the building. • By abandoning vernacular aesthetics and designing a building in this manner we are able to future-proof how it facilitates the local community. This can be done by changing modular components, such as to rooms, and replacing them with other facilities depending on growth and change over time within the city of Abingdon.

Fig 15. Underneath Building

• The building is designed to not inflict on original space and layout of the park by elevating all its services above the ground. • The foundation elements make up the vast majority of landscape alterations, these will provide a series of spaces underneath the main building that promote adaptable social uses of the park. • Elevating the services also creates space for the existing running track to remain in its present location. (fig. 15) • The design has been optimized to reduce its affect on the trees, however some foliage will have to be removed on the riverside to make room for construction, habitation and access. 11

SUSTAINABILITY AND ENVIRONEMTNAL ASSESSMENT: • The Abingdon Spa environmental strategy is designed to not only comply with all low energy building requirements but also to adopt new and context specific techniques to create a zero carbon building, These are as follows: • Hydroelectric power is gathered from the river as the primary source of electricity through the use of 5 inlets across the banks. These inlets (fig 16) rout power throughout the building to the necessary systems via the main plant.

Fig 16. Hydroelectric generatiors

• Passive water filtration techniques have also been adopted through the use of a reverse osmosis filtration systems that gathers and filters water directly from the river itself. (fig 17) • The convection of heat generated from the central plant acts as a natural ventilation system through using excess energy given off by the other systems.

Fig 17. Reverse Osmosis filtration

IMPLICATIONS OF BUILDING REGULATIONS ON THE DESIGN

5.4

The following document covers several meaningful aspects of the building regulations with respect to the design. This is to assess weather the project adheres to these regulations and to seek out certain aspects of the design that require changes should they not comply. APPROVED DOCUMENT PART M: ACCESS TO AND USE OF BUILDINGS: SECTION 1: ACCESS TO BUILDINGS OTHER THAN DWELLINGS Level approach from the boundary of the site and car parking:

ACCESS RAMP REQUIRED

Access and parking area Requirement for lighting fig 18

A level approach to the building is required from the boundary of the site and car parking spaces to the principal entrance. The current facilities meet the required width and have a subtle but acceptable gradient. However, there is a need for an access ramp from the car park to the bridge that crosses into Abbey Meadow (fig18). The ground surface is made of compacted gravel and is stable in its current condition but may have to be tended to over time to assess durability and damage from flooding. Lighting must also be implemented along the pathways, as the facilities within the site will be in use during the evenings. (fig 18) On-site car parking and setting down: The requirements stipulated within this section are already in place as the new site will adopt the current parking bays which provides an adequate number of spaces and suitable disabled access toward the front. Ticketing meters will be installed in the car park and are therefore required to comply with the regulations by making them easily accessible and comfortable for wheelchair users by placing the controls between 750mm and 1200mm above the ground. Ramped access, Stepped access & Handrails: On the approach to the building there is no need for ramped access and the pathways through Abbey Meadow are on an acceptable level ground. Howvever the entrances to 13

The main entrance to the building is comprised of 5 separate staircases such as the one in figure 19. Due to the nature of the building it would be unfeasible to have ramped access to the elevated level, as the ramp would have to be 100 meters in length to suit the regulations. We have therefore implemented stair lifts into all the access points along the building to meet the requirements by other means (fig 20). The dimensions and measurements of the stair lifts also meet the requirements stipulated in Section 3 of Approved Document M; Wheelchair platforms and stair lifts.

fig 19

fig 20

As the staircases throughout Abingdon spa are external they must only comply with the regulations stipulated in approved document M as they take president over stair regulations mentioned in Approved Document K. the current staircases exceed the minimum requirements for widths as we must take into account the extra width required for the stair lift and any wheel chairs. Each step composed of high grip treads to ensure no slipping occurs and each step and platform between steps meet the key dimensions as stipulated in the diagram below.

fig 21: recomded dimensions of external stairs. Approved Document M.

The width of the steps exceed the minimum requirements as they must take into account extra with required for the stair lift and any wheelchairs. Alterations that must be made to the design to comply with regulations consist of the following:

• Must apply high visibility strips across the nosing of the staircase • Must include lighting throughout stairwells • Must make provisions for standing water • Must alter design to include handrails that suit the regulations such as those shown in figure 22 as there is not a satisfactory clearance between the supports and the underside of the handrail.

fig 22: recomded dimensions of handrails. Approved Document M.

Hazards on access routes: There are minimal features throughout the building that create obstructions. However, a series of steel cables and anchor points sit along part of the walking track that runs underneath the building. (fig 16) To clearly marks these areas we have placed white strips across any parts that could be hazardous to pedestrians to comply with the regulations. We must also install lighting along the path where the cables meet the ground the highlight the location of the white strips at nighttime.

OBLIGATION OF THE CLIENT AND THE DESIGNER

5.5

The following section notes the obligations of the client and the designer as stated in the Construction (Design and Management) Regulations, 2007: The obligations of the client are as follows: `

• Check the competent of those who are appointed to carry out the client’s requirements such as the designers and contractors. • Ensure that standards are maintained and reviewed throughout the project under suitable management. • Ensure that designers and contractors are provided with pre-construction information for all stages. • Ensure that sufficient time is given for all resources required by the designers or contractors in the preparation of construction work. • Appoint a CDM Coordinator and principal contractor. • Ensure construction does not commence until welfare facilities and a construction phase plan has been put in place. • Ensure the CDM coordinator has access to and receives any information from the health and safety file.

The obligations of the Designer are as follows:

• The designer cannot begin work for the client until the client has been made aware of their duties under the CDM Regulations. • Ensure that a CDM coordinator is appointed. • Avoid foreseeable risk to the health and safety of any person involved or affected by the construction and maintenance of the building. • Eliminate hazards that have the potential to give rise to risk and reduce the risk of any hazards that are present in the project. • Take into account the requirements of the Workplace (Health, Safety and Welfare) Regulations 1992 when designing any structure that is to be used as a work place. • Take all reasonable steps to provide sufficient information to the client, other members of the design team, contractors, and the health and safety file. 16

DESIGNERS RISK ASSESSMENT CRITERIA

LOCATION

WHO IS AT RISK?

5.6 CONSEQUENCE

RISK BEFORE MITIGATION S L R

AVAILABLE MITIGATION MEASURES PRELIMINARY DESIGN

DETAILED DESIGN

CONSTRUCTION

RISK AFTER MITIGATION S L R

General public / Children trespassing on site

1. Whole site

1. General Public 2. Children

Risk of public injury on site from trips, falls, falling from height,work equipment on site, uncovered excavations.

Consideration of the general use/occupancy of Abbey park and construction methods employed.

Construction sequence assessed to minimize the duration of any obstruction/ severance to public access of Abbey Park. Possible boundary lines identified and assessed for safety of the public within park.

Ensure site is properly secured and inform the surrounding public of site location and boundaries. Give advance warning of the start of construction. Identified boundary limited between site and remaining open park. Possible use of safety workshop in local schools community groups in the Abingdon area.

Effects of noise, dust or vibrations of construction

1. Abingdon (built up area) 2. Whole site

1. General Public 2. Local properties 3. Construction site staff 4. Natural Wildlife

Undertake Environmental Impact assessment in order to determine who will be affected. Commission protected species survey of site by qualified ecologist. Appropriate mitigation measures should be identified.

Ensure construction process is in compliance with environmental assessments and protected species survey. Observe site restrictions are taken into account. Mitigation should be developed in more detail.

Contractor to determine safe methods of working through construction methods/ sequences. Site staff to be provided with appropriate PPE relative to their nature of work. Work may also be undertaken at specific times, in sensitive areas, to minimize disruption to local residence and natural wildlife.

Working over or adjacent to water

1. River Thames

1. Construction Staff

1. Annoyance to general public. 2. Risk of health problems to general public. 3. Risk of health problems to construction site staff. 4. Risk of disruption/ health to protected species. 1. Risk of falling into water

Early discussions with the Environmental Agency, British Waterways and Internal Drainage Board to clarify the requirements of any potential structure. Consideration of approach embankments, Structural forms, and construction sequences with regard to safe construction and maintenance

Full consultation with Environmental Agency, British Waterways and Internal Drainage Board regarding safe construction should be given to specific construction sequences to improve the safety of the operation.

Contractor to determine safe method of working when near or over water. Suitable safety equipment will be required.

Contaminated ground

1. Whole Site

1. Construction Staff

1. Health risks to construction staff

Analysis of bore-hole samples taken from site, as part of the geotechnical investigation to identify any presence of contaminated ground.

N/A

Possibility that contaminated land may be uncovered during the construction phase. The contractor should determine safe methods of working in the event of encountering contaminated land.

Deep Excavation

1. Portions of the site where foundation blocks are necessary

1. Construction Staff

1. Risk of Collapsing excavation. 2. Slips/Trips/Falls 3. Falling debris into excavation. 4. Risks associated with working in confined spaces.

Assess necessary depth of excavation to ensure minimum depth and ground surface area. Consider reduction in number of foundation elements throughout design.

Discussions held with contractor, minimize time duration for foundation elements, consider use of precast concrete over institute.

Contractor to determine safe methods of working near deep excavations. Appropriate signing and guard rails will be required.

CRITERIA

LOCATION

WHO IS AT RISK?

CONSEQUENCE

RISK BEFORE MITIGATION S L R

AVAILABLE MITIGATION MEASURES PRELIMINARY DESIGN

DETAILED DESIGN

CONSTRUCTION

RISK AFTER MITIGATION S L R

Flooding

1. Whole site

1.General Public 2. Construction Staff

1. Risk of public injury on site. 2. Risk of Construction staff injury from high water levels on site. 3. Risk to damage of property from alterations in water table due to large scale construction.

Undertake Level 1 and level 2 site specific flood risk assessment to identify potential flood risk reduction measures within preliminary design.

Undertake level 3 site specific flood risk assessment. Ensure design complies with all EA Flood Warning Procedure and develop flood action plan to reduce the risk of any remaining hazards.

Contractor to determine safe methods of working when risk of flooding is high.

Vegetative Cover

1. Partial areas of the site.

1. General Public 2. Construction Staff

1.Risk of injury by from falling tree branches. 2. Risk of injury from removal of vegetative cover.

Undertake Tree survey to assess location and variation of trees throughout the site. Adapt design to ensure that final building will be affected/ sit under by the minimum number of trees.

Assess the removal/cutting back of trees which are at risk to construction staff/ general public while ensuring compliance with the Wildlife and Countryside Act and Tree Preservation Orders.

Contractor to determine safe working methods for site.

Working at Height

1. Supporting structural towers.

1. Construction Staff

1. Risk of falling from height.

Identifying specific examples of good practice already in use in industry both from Experience and the literature. Make inquiry into required safe conditions for working at height, such as weather. Assess different techniques of installing safety mechanisms into design.

Consider requirements for scaffolding required for design. Analyze construction sequence to minimize duration of any construction staff working from height.

Contractor to determine safe method of working at height, Work may also have to be undertaken at specific times due to weather requirements.

Heavy lifting of Prefab components

1. Whole Site

1. Construction Staff

1. Health risks to construction staff 2. Risk of components falling from height.

Consult qualified professionals on appropriate size and weight for lifting of pre-fab segment. Ensure design falls withing these requirements. Ensure ground conditions on the site are suitable for heavy lift operations, this will require a qualified consultant

Ensure weight of prefab components are within working limits of lifting equipment as defined by â&#x20AC;&#x153;Safe use of lifting equipment: Approved Code of Practice (ACOP)â&#x20AC;? address construction schedule to minimize number of construction staff on the ground as heavy lifting process is taking place

Contractor to determine safe method of working. Lifting operations must be planned well in advance, supervised and carried out in a safe manner by people who are competent.

Vehicular movement to and from site.

1. Abbey Close 2. River Thames 3. Whole site

1. Construction Staff 2. General Public

Risk of Obstruction/ striking passing vehicles. 2 risk of injury to general public 3. Risk of injury to construction staff

Assess traffic and pedestrian conditions along access routs to site. Notify general public of precautionary measures. Minimize vehicle movement and duration on site by addressing design efficiency.

Address visibility concerns on site, allow for alternate circulation routs for pedestrians and vehicles. Consider use of mirrors where sharp/blind turns exist. Clearly mark loading/unloading and turning points for all vehicles that are required on site.

Contractor to determine safe methods of working through construction methods/ sequences. Ensure adequate lighting and signing of site where vehicles are in use.

SEVERITY (S) 1 2 3 4 5

LIKELIHOOD (L)

Minor Injury, sickness or damage First Aid injury or lost time illness Reportable injury, sickness of substantial damage Major injury, amputation, or long term absence Fatal injury, Catastrophic damage 20

1 2 3 4 5

Very Low Low Possible Likely Very Likely

RISK RATING (R) = L x S R<8 8 < R <15 R > 15

Low Risk Medium Risk High Risk 21

In 2015 a series of changes will be made to create an updated version of the CDM Regulations. These changes are as follows:

• The role of the CDM coordinator (CDM-C) will to taken over by the Principle Designer (PD), meaning that an existing member of the design team will now be responsible for the planning, managing and monitoring of the pre-construction phase.

• CDM 2015 will see the client as the “head of the supply chain” ensuring that they set the recommended standards for a project.

• Regulations relating to ‘Competent’ will be split into smaller parts to provide further clarity in defining the correct attributes for those in the industry.

• The Approved Code of Practice (ACoP) has been replaced with guidance.

• Domestic Clients are now included in the duties of a client.

• The ‘notifiable threshold’ (the threshold for which projects must have additional duties) has been adapted by the addition of having no more than “20 workers working simultaneously at any point in the project”. (Construction (Design and Management) Regulations, 2015)

BIBLIOGRAPHY Architects Code: Standards of Conduct and Practice. (2009). Architects Registration Board. BS 8534 Construction procurement policies, strategies and procedures – Code of practice. 2011. BSI Standards Publication. BS ISO 10845 Construction procurement Part 1 Processes, methods and procedures. 2010. BSI Standard Publications. CDM co-ordinators: roles and responsibilities. (2007). Health and Safety Executive [Online]. Available at: http://www.hse.gov.uk/construction/cdm/coordinators.htm [Accessed 26th Jan 2015] CHAP Strategy and Action Plan for 2012 Onwards. (2012). Choose Abingdon Partnership public consultations Clamp, H. Cox, S. Lupton, S. (2007). Which Contract?: Choosing The Appropriate Building Contract. 5th edition. RIBA. Code of Practice for Works Affecting the Canal and River Trust. (2012). Canal and River Trust. Constructing the team - “The Latham Report”: Final report of the government/industry review of procurement and contractual arrangements in the UK construction industry. (1994). Department of the Environment. Creating Excellent Buildings: A guide for clients. (2003). Commission or Architecture and The Built Environment. CRISP. (1999). Integrating Sustainability and Rethinking Construction. London: Construction Research and Innovation Strategy Panel, Sustainable Construction Theme Group. Design and Access Statement: How to write read and use them. 2006. Commission for Architecture and the Built Environment. Directive 2009/28/EC of the European Parliament and of the Council of 23 April 2009 on the promotion of the use of energy from renewable sources, available at: http://eur-lex. europa.eu/legal-content/EN/ TXT/PDF/?uri=CELEX:32009L0028&from=EN Engaging a Structural Engineer: A guide for clients. (2010). Institution of Structural Engineers. Flooding and coastal change, Environmental management and Environment: Planning Applications: Assessing Flood Risk. (2014). Department for Environment Food & Rural 22

Affairs. [Online]. Available at: https://www.gov.uk/planning-applications-assessing-floodrisk Local Plan 2031. (2014) Vale of Whitehorse District Council. Malleson, A. (2012). National Construction Contracts and Law Survey. NBS Limited. National Planning Pollocy Framework. (2012). Department of Communities and Local Government. Ndekugri, I. Rycroft, M. (2009). The JCT 05 Standard Building Contract: Law and Administration. 2nd edition. Routledge. Planningportal.gov.uk. 2013. Planning Portal - Design and access statements. [online] Available at: http://www.planningportal.gov.uk/planning/applications/howtoapply/ whattosubmit/designaccess [Accessed: 26th Jan 2015]. Planning Practice Guidance: Preparing an Environmental Impact Assessment. (2014). National Planning Policy Framework. [Online]. Available at: http://planningguidance. planningportal.gov.uk/blog/guidance/environmental-impact-assessment/preparing-anenvironmental-statement/. Accessed on: 18th Jan 2015. Practice Note – Deciding on the appropriate JTC Contract. 2011. Sweet & Maxwell. RICS draft guidance note - Developing a building procurement strategy and selecting an appropriate procurement route. 2010. RICS iConsult [Online]. Available at: https://consultations.rics.org/consult. ti/procurement/ viewCompoundDoc?docid=2704532&partid=2704820&sessionid=&voteid=&clie ntuid= [Accessed 19th Jan 2015} The Abbey Project. (2014). Abingdon Area Committee: Report of head economy, leisure and property. Vale of Whitehorse District Council. The Construction (Design and Management) Regulations Draft ‘L series’ guidance book. 2015. Health and safety Executive. The Construction (Design and Management) Regulations. (2007). Health and safety Executive. HSE BOOKS Tree Felling: Getting Permission. (2007). Forestry Commission. What Is Slag Cement?. (2013). Slag Cement Association. [Online]. Available at: http:// www.slagcement.org/Publications/pdf/No1_Slag_Cement.pdf. Accessed on: 20th Jan 2015.