Chelsea and Westminster Hospital

369 Fulham Road, London

Project Details

Client
Chelsea & Westminster Hospital NHS Foundation Trust
Project Manager
Client

Architect
– Studio 4
– Lawray

Contractor
Mace Limited

Value
£9.3 million

Contract Period
21 months

Procurement Type
2 Stage Construction only

Form of Contract
JCT Standard Building Contract without Quantities 2011

Size
6,003 square meters

Apprentices Employed
6

The overall project is multi-phased and involves the internal modelling and reorganisation of various clinical departments within the existing Chelsea & Westminster Hospital complex at 369 Fulham Road, London. This includes a Children’s Burns Unit, New Diagnostic Centre, Children’s Medical and Surgical Wards, Adolescent Ward, Children’s Outpatients, Gynaecology unit, Medi-Cinema and a Phlebotomy Unit.

The works principally comprise of full or partial strip out of partitions, floors, walls and ceiling finishing’s; full or partial strip out of mechanical, electrical and building services installations; the construction of dry lined partitioning, flooring, partitions and ceiling finishes, high class joinery, sanitary fittings, mechanical & electrical building services including medical gases, fittings and fixtures and above ground drainage. Construction works are undertaken within self-contained areas with due consideration being given to the sensitive needs of a fully functioning Hospital remaining fully operational 24 hours a day, 365 days a year.

Key challenges:

  • Minimising Construction Impact and disruption, with a fully operational hospital
  • Managing logistics re: access/egress, material handling, storage & fire management
  • Zero defects at completion

How these were delivered:

  • Working together as a team within a shared office
  • Effective communication with client, team and clinical staff
  • Collaborative approach to Value Engineering
  • Strict Project Controls e.g. change management
  • Pre-planning, good communication
  • Rigorous Quality Assurance measures

Lessons Learnt

The Good

  • Delivery of a Good Quality end product
  • Client liaison & collaborative working
  • Minimum Construction Impact

The Bad

  • Number of design changes due to clinical requirements and discovery
  • Design co-ordination with existing services/structure, demonstrated the need for far more intrusive investigations which have been difficult to achieve due to operational needs of the hospital
  • Challenging Cost Plan, but adequate allowances were made to meet target

Save / IESE Benefits & How:

  • Early advice from specialists on product selection (OWA ceilings)
  • Reduced price on specialist plant, due to SAVE rebate
  • Two stage collaborative approach, allowed main contractor advice to develop project phasing and logistics that ensured reduction in tender rates and preliminaries
  • Value engineering carried out in an open and transparent manner
ContractGateway 2 PlanningGateway 3 Contract AgreementVariation
Cost£9.3m
Time21 months

KPI Graphs

Apprentices 6 no.

Average AIR 0 target

Average CCS score 35.5

Waste diverted from landfill 265.4 tonnes

Contacts:

Mace
Nick Abbey Framework Director
nick.abbey@macegroup.com

Roy Conway Project Manager
roy.conway@macegroup.com