583 construction management rev i

7/25/2019 583 Construction Management Rev i

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LAMBETH MYATTS FIELD NORTH REGENTER RESPONSE5.8.3 CONSTRUCTION MANAGEMENT

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REG-5.8.3-001 Construction Management Version I

5.8.3 CONSTRUCTION MANAGEMENT METHODSTATEMENT

This method statement provides a detailed Construction Management Plan, indicatinghow the Project Agreement will manage the overall demolition, construction andrefurbishment works; specifically covering:

a) General approach to health and safety;

b) General approach to environmental management and sustainability;c) General approach to quality management;d) Management methodology including compound arrangements, storage, on and

off site support structures, logistics, etce) Organisation of staffing and resources;f) Operational integration of staff and operatives across the Participant organisation

and sub contracts;g) General security arrangements;h) Proposals for resident liaison throughout and in respect of all aspects of the

works.

Each of the points listed above are covered separately for the new build and refurbishment

works in the section that follows, with the exception of:

b) Environmental Management and Sustainability, and

h) Proposals for resident liaison

which have been collaboratively produced and agreed between the construction andrefurbishment contractors.


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Contents

Part 1 New Build Construction Management PlanPage 3

5.8.3 (a) General Approach to Health & Safety page 3

5.8.3 (b) General Approach to Environmental Management ..page 10

5.8.3 (c) General Approach to Quality Management ..page 18

5.8.3 (d) Management Methodology ..page 22

5.8.3 (e) Organisation of staffing and resources .. page 26

5.8.3 (f) Operational Integration of Staff .page 28

5.8.3 (g) General Security Arrangements ..page 29

5.8.3 (h) Resident Liaison page 31

Part 2 Refurbishment Works Construction Mgt Plan .Page 35

5.8.3 (a) General Approach to Health & Safety page 35

5.8.3 (b) General Approach to Environmental Management ..page 37

5.8.3 (c) General Approach to Quality Management ..page 37

5.8.3 (d) Management Methodology ..page 38

5.8.3 (e) Organisation of staffing and resources .. page 41

5.8.3 (f) Operational Integration of Staff .page 43

5.8.3 (g) General Security Arrangements ..page 46

5.8.3 (h) Resident Liaison page 48

Appendices

Appendix 01 - Higgins Health & Safety Policy & Procedures

Appendix 02 - Traffic Management Plan

Appendix 03 - Contract Quality Plan

Appendix 04 Higgins Quality Policy

Appendix 05 Rydon Maintenance H&S Policy

Appendix 06 Rydon Maintenance Quality Assurance Policy


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PART 1 - NEW BUILD CONSTRUCTION MANAGEMENT PLAN:HIGGINS CONSTRUCTION PLC

5.8.3 (a) General approach to Health & Safety

The Higgins Construction approach to Health and Safety management is paramount on all

construction projects, and is developed in such a way as to encourage everyone involved to

work together.

The core duty of all involved in the project will be to co-operate and co-ordinate with others.Every person involved in the project will have to seek co-operation from, and co-operate

with, others involved in the construction work on the same or adjoining sites in relation to

health and safety issues.

Below are the main criteria by which Higgins will approach the Myatts Field North Project:

Ensure that all statutory appointments and notices are in place.

The Project Management Team will ensure that Designers and Sub-Contractors who

may be engaged on the project are competent and adequately resourced.

Ensure suitable and sufficient welfare facilities are provided for the project from the startof the construction phase.

All Company Personnel are provided with information, instruction and training to ensure

they are competent to address the Health & Safety issues likely to be involved in the

management of the construction phase of the project.

A Higgins Construction Director will ensure that the construction phase of the project is

properly planned, managed and monitored, with adequately resourced competent Site

Management and support teams i.e. Resident Liaison Officers appropriate to the risks

and activities involved in this project.

Pre-tender/pre-start meetings will ensure that every sub-contractor who will be involved

on the project is informed of the minimum amount of time in which they will be allowedfor planning and preparation before they begin work on a site.

Suitable Construction Phase Plans will be prepared before construction works

commence and provided to the CDM co-ordinator.

The Project Management Team will provide copies of, or access to, relevant parts of the

Construction Phase Plan and other information to sub-contractors, including self-

employed, in time for them to plan their works.


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Information requests from sub-contractors will be met promptly and the Higgins project

team will oversee safe working, co-ordination and co-operation between the Project Sub-

Contractors.

The Project Management Team will liaise with the CDM co-ordinator on design carried

out during the construction phase of a project, including design by specialist Contractors.

Appropriate information will be included in the Construction Phase Plan.

The Project Management Team supported by experienced Health and Safety Advisers

shall ensure that all appropriate safety measures are implemented on the project.

The Project Management Team will ensure Construction Phase Health and Safety Plans

are to be kept up-to-date as projects progress.

All site personnel will be provided with suitable Health & Safety Induction, Informationand Training and site rules enforced as necessary and ensure the workforce is consulted

in relation to the projects Health & Safety matters.

The Project Management Team will provide the CDM co-ordinator promptly with any

information relevant to the Health & Safety File for the project

A copy of Higgins Health & Safety Policy & Procedures is provided at Appendix 01.

We acknowledge that the works will have an ongoing impact on the local environment during

the regeneration period. We therefore place the utmost importance on recognising theissues and identifying options to mitigate the impact of these issues.

Items which are considered to be of prime importance are:

Demolition, and new build construction works adjacent to tenanted properties

Traffic management and recognition of the impact of introduction of construction

traffic into a heavily populated public space

Site security and unauthorised access

Temporary and permanent utility services protection

Noise, dust and nuisance mitigation

Local community Health & Safety awareness

Well managed and appropriate temporary works

The regeneration programme will be carried out on a phased basis and as each Phase of

the works commences each construction area will be fully enclosed within a robust hoarding,

preventing any unauthorised access to the construction operations. The access gates to the


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works will be manned during construction working hours and movements in and out of these

areas closely controlled.

To ensure that the construction work is segregated from the public, vehicular movements will

be arranged to prevent disruption to the local residents. Where this is not possible traffic

movements are controlled and limited to non-sensitive periods (i.e. not during school runs).

Please refer to the Traffic Management Plan provided at Appendix 02.

All routes used by construction traffic leaving the construction site will be required to be

cleaned with wheel / under-carriage cleaning apparatus to mitigate against mud / debris

being transferred onto public roads.

Prior to the commencement of all phased works we will keep local residents and the local

Authority Representatives advised of operational programmes, methodology and the

proposed traffic management plan through the Residents Forum, the Resident Liaison

Officer, and newsletters. Any concerns or matters raised by local residents and the local

Authority Representative will be considered and where deemed appropriate will be

incorporated into the final approach.

All site roads, construction traffic routes etc. will be signposted with speed limits, direction

markers etc. Pedestrian routes and vehicular traffic routes for construction works will be

segregated by either demarcation fencing or physically sitting in different areas of the site.

When subcontractors from the database are selected at the enquiry stage for each project

they will be directed to their obligations in terms of health and safety legislation and our

procedures on site. Prior to letting a sub-contract award we hold a pre-order meeting to re-

emphasise the current legislation and our specific requirements. The pre-order meeting

minutes are signed by both parties and are used to formalise our contractual agreement with

the subcontractor. These minutes will be included within the form of subcontract agreement

and will be regularly referred to during meetings between our on site supervision team and

the subcontractor.

Prior to the works commencing the Pre-Construction Information is developed into the

project specific Construction Phase Health and Safety Plan and is signed off at each stage

of the project prior to that work commencing. The subcontractors will be required to produce

the requisite method statements, risk and COSHH assessments in accordance with our

processes and procedures, and will not be allowed to commence work until these are in

place. This document is maintained on site and further developed by the addition of other

specific risk assessments, method statements, training information etc.


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The on site management of Health and Safety is controlled by our prevention is better

than cure ethos. All our supply chain partners are required to read and sign our current site

rules and regulations. Following this initial site induction there is a continuous process of

education by way of tool box talks relative to works being undertaken. These are signed off

by the Health & Safety Manager and records kept of all tool box talks given and which

operatives attended.

Regular site inspections are undertaken by our site management team and our health and

safety advisors to ensure that the works are being undertaken to the highest possible

standards and practices. These reports are published and available to all and will bediscussed with each subcontractor at regular progress meetings.

The health and safety performance of all subcontractors is monitored through Sub-Contract

Evaluations against the following performance indicators:

Quality of Workmanship

Submission of Records/Documentation

Adherence to Programme

Level of Work Supervision

Co-operation with Agent/Other Trades

Level of Technical Assistance/Expertise

Willingness to obviate Extra Costs

Attitude to Dayworks

Attitude to Site Cleanliness

Prevention of Waste

Protection of Works

Attitude to Health and Safety

Rectification of Defective Work

The results are fed back into our procurement database to inform selection of sub

contractors for future projects.

The nature of the works is such that all works will be notifiable under and require compliance

with the terms of the Construction (Design and Management) Regulations 2007 (CDM). In

order to comply with and surpass the regulations a CDM co-ordinator will be appointed at

the earliest possible opportunity after preferred bidder, and prior to the progression of


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detailed design. It will be the CDM co-ordinators responsibility to ensure that the Client is

aware of their duties and that relevant Pre Construction Information is passed to the

Principal Contractor and from there onto the trade sub-contractors. It is the responsibility of

the Principal Contractor to prepare a Construction Stage Health & Safety Plan in response to

the particular circumstances of the project and to ensure that the works are planned and

carried out in a safe manner with particular regard to the safety of the public, the works

operatives and future maintenance operatives.

The commencement of all work, regardless of the scale, will be subject to receiving a

satisfactory Method Statement and Risk Assessment. Only once these have been approved

by the Site Manager and H&S Manager will permission be granted to carry out the work.

The following provides an overview of day to day H&S practices which are enforced andfollowed on site:

All site operatives and visitors to the site will be suitably inducted by our ManagementStaff before being allowed onto the site.

All works to be undertaken will be carried out under the supervision of a permanent siterepresentative from Higgins Construction PLC namely our Project Manager. He willdiscuss with the site operatives the full extent of the works taking place and explain allthe restrictions applicable to this contract.

All subcontractor operatives on site will be experienced workers trained in theirrespective duties and conversant with the companys Health and Safety Policy andProject-specific Method Statements.

All trade operatives will be under the supervision of their Site Foreman, who if applicable,speaks the particular language of any non English speaking operatives and will translateall site induction/toolbox talks and emergency evacuation procedures. A signedstatement is obtained to ensure all operatives on site have received and understood allsuch safety instructions from Higgins Staff.

All operatives will be expected to use in the proper manner, the correct tools, equipmentand PPE for the task in hand.

Each operative shall demonstrate a concern for safety on site, for other workers, as wellas for themselves.

We will ensure that each operative wears the requisite personal protection equipment.The site will be designated a hi-viz and hard hat area and operatives will comply withthis.

All subcontractors will be required to undergo an on-site induction course to ensure alloperatives are conversant with the safe methods of working.


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Plant operatives will be CPCS holders and be responsible for the correct safe use of the

items of plant they are using and ensure that it is operated in accordance with themanufacturers instructions. All plant and equipment shall be the most appropriate foreach operation and the plant will be properly maintained and in good working order. Anynoisy plant shall be fully suppressed and when in intermittent use shall be shut downduring the periods of non-use.

Site personnel will maintain warning signs, barriers and safety measures etc, and reportany defects to their foreman for his immediate attention and action.

We will assess the requirements for First-Aid based on the numbers of operatives onsite, and together with the subcontractors, provide the necessary facilities on site.

Appointed members of Higgins Site Staff/Sub-contractors will be first-aiders. In the

event of any emergency on site, requiring attendance of the ambulance or fire fightingservices, once services have been informed, the Site Supervisor will take the appropriateaction.

A Fire Plan and emergency evacuation procedure will be in place and all operativesinformed of these by the Project Manager or other appointed site staff.

A traffic and pedestrian plan will also be agreed prior to implementing and clearlydisplayed on site. This will be regularly reviewed and amended as necessary.

Prior to commencing on site a full and detailed risk assessment will be carried out andissued to the Clients Agent for approval.

Access and Traffic Management

In recognition of the busy surrounding roads, traffic and pedestrian management needscareful consideration and consultation with the neighbouring residents and LambethsHighways Department.

A detailed Traffic Management Plan will be developed and implemented, taking intoaccount any requirements from planning conditions which may be specified further downthe line.

Temporary one way systems may need to be adopted for construction traffic together

with on site haul roads and temporary vehicular crossovers.

The estate and neighbouring residents together with Lambeths Highways Departmentwill be consulted at an early stage prior to implementing any traffic management planand updates as the works progress.

Access on and around the site, as shown on the annotated drawings, will depend on theparticular stage of the works.

A trained and dedicated Vehicle Banksman will supervise the access and egress ofdelivery vehicles within the confines of the hoarded off site areas. Refer to the annotatedphasing plans.


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Large delivery vehicles will be offloaded within the site boundaries using cranespositioned at appropriate locations to suit the build sequence.

Careful co-ordination and clear instructions for all deliveries will be given to suppliers andsubcontractors.

Direction signage on approach roads will clearly identify the new build construction sitesand the areas secured for demolition.

Appropriate directional signage and safety information will be displayed on the estate

warning pedestrians of the individual site access routes and construction traffic routes

The existing pedestrian and vehicle routes will be carefully considered when formulatingour traffic management strategy.

A member of Higgins Site Team will be responsible for supervising the trafficmanagement for each stage of the works and auditing and amending as appropriate.

Communication

Communication on site is essential, and the site team will have dedicated telephones/radios,faxes and email connections.

The Project Manager is the point of contact on site during working hours. We will have

emergency telephone numbers for matters arising out of working hours, weekends, and

public holidays.

As part or the Considerate Constructors initiative site contact numbers and the name of the

Project Manager will be displayed on notice boards.


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5.8.3 (b) General approach to Environmental Management

This section outlines our approach to sustainability during the demolition and constructionprocess. Full descriptions of our approach to sustainability are in the Sustainability MethodStatement (5.7.2) and associated documents.

In July 2008 Higgins Construction PLC, achieved accreditation under ISO 14001:2004(Certificate Ref EMS523870). In accordance with the requirements of the standard, theyhave developed and subsequently implemented an Environmental Management System

(EMS) which has been designed to systematically reduce the impact of their businessprocesses on the environment. This EMS forms the foundation for delivering pro-activeEnvironmental Management on all of their projects, and will be fully adhered to on the MyattsField PFI development.

Higgins Construction PLC is committed to protecting the environment and recognise thatmany of the operations and processes involved in delivering projects harbour the potentialfor environmental impact. Working to an ISO 14001-certified EMS helps to address this by;

Identifying the Environmental Aspects of all business activities

Identifying all legal and other regulatory requirements and ensuring that compliance with

them is maintained and regularly reviewed.

Ensuring all Environmental Objectives and targets (KPIs) are set and monitored.

In recognition of the evolving nature of Environmental Management, we pro-actively ensurethe continual improvement of our environmental performance. At the heart of this approachis their Environmental Policy, which contains the following key commitments;

1. To employ an Environmental Management System in accordance with BS EN ISO14001:2004 on all projects, and use this system to influence business decision makingprocesses.

2. To develop and achieve environmental objectives at Management Review Meetingswhich can be supported by measurable performance indicators, to manage all potentiallysignificant environmental aspects including resource use, waste, emissions andnuisance.

3. To work with supply chain partners to promote the sustainable sourcing of products andmaterials.

4. To maintain a consistent and transparent dialogue with all interested stakeholders inorder to identify and address key environmental issues affecting the business.

5. To seek out and apply innovative solutions to the delivery of projects.


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6. To regularly publish information on their environmental performance.

7. To the ongoing and structured training of staff, clients, suppliers and sub-contractors withthe aim of enhancing their awareness of relevant environmental issues and securingtheir effective participation in helping to minimise the environmental impacts.

8. To the reduction of the environmental impact of the final constructed product throughimproved specification and design.

9. To the promotion and demonstration of efficiency in the use of energy, water andmaterials, during the construction process including the use of definedmeasures/processes to minimise waste and re-use and maximise recycling outputs

As well as twice yearly auditing by BSi, their EMS is subject to more frequent internalauditing by a dedicated external consultancy. This ensures continuous improvement basedupon the Plan - Implement - Check, Correct and Present - Review feedback loop model.

In addition to improving Higgins general environmental performance, their EMS also helpsto score in several key areas under the Code for Sustainable Homes;

Higgins are Associate Members of the Considerate Constructors Scheme, and have aninternal KPI to achieve an average score in excess of 32 (denoting exemplarperformance) across all projects, helping to meet the requirements of Section MAN2 (2credits max)

In accordance with Clause 4.3.1 of ISO 14001, their EMS includes a Procedure toconsider and record each major construction activity and its Environmental Aspect on an

Aspects Register, together with the measures required to mitigate its potential effects.This includes best practice policies in respect of both air (dust) pollution arising from siteactivities, and water (ground and surface) pollution occurring on the site. They also haveProcedures in place to monitor, report and set target for CO2production / energy useand water consumption arising from site activities. All of these measures help to scoreunder Section MAN3 of the Code (2 credits max). This is also how we ensure that weadequately protect ecology during the demolition and construction process (Eco 3).

Based on our present policies and method statements, we will develop a ConstructionEnvironmental Management Plan (CEMP) for the project. The CEMP will be developed

throughout the planning, design and consultation processes with the aim to avoid, minimise

and mitigate any construction effects on:

The Environment

Existing surrounding Communities

New Residents of Myatts Field North


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A generic site-wide CEMP will define the general approach by which the project will be

undertaken and describe the environmental management system for the whole site. It will

show how best practice environmental performance will be achieved wherever practicable.

Site specific CEMPs will be prepared for each phase of the works. These will be written in

accordance with the generic site-wide CEMP and will detail the specific environmental

obligations and constraints (over the above those cove red in the generic CEMP) for that

area of the site. Both the generic and site specific CEMPs will include the following generic

documentation:

o A Management Structure, which includes an organisational chart encompassing allstaff responsible for environmental work. This will set out the respective roles andresponsibilities with regard to the environment and identify the nominatedenvironmental manager.

o An internal environmental audit programme, for example ISO 14001.

o An Environmental Risk Register and associated procedures, which show howenvironmental risks will be addressed.

o Procedures for environmental training of all permanent site staff, temporary staff willbe covered within the Toolbox Talk.

o Procedures setting out how internal communication will be programmed, managedand documented in respect of all environmental matters.

o

Procedures for handling external communications, liaison and complaints includingthe development and maintenance of a clear audit trail.

o Procedures for monitoring, recording and disseminating the environmentalinformation and performance.

o Procedures for addressing non-compliance and corrective actions.

o Procedures for dealing with major incidents, unexpected occurrences or finds duringconstruction, particularly related to:

Air quality (for example dust) Cultural Heritage (for example archaeological finds) Ecology (for example protected fauna/flora) Ground quality (contamination issues) Noise and Vibration Water resources

In addition, the CEMPs will include the following detailed information as appropriate.

Construction Works

o Location of the works, including a site plan, showing construction site boundaries,position of plant and any sensitive receptors, e.g. trees, water courses, localresidents etc.


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o A register of permissions and consents required, with responsibilities allocated and a

programme for obtaining them.

Environmental Requirements

o Procedures for monitoring construction processes against the project environmentalobjectives and for the appropriate action if thresholds have been breached.

o Procedures for reporting any spillages/pollution incidents to the relevant authorities.

o Procedures for co-ordinating the monitoring results to ensure that the combinedeffect of the works in different locations does not trigger threshold levels.

o Schedule of potential significant environmental effects relating to each activity (thisshould draw upon the definitions of significant effects used in the ES and relate tothose effects identified).

o A specific Environmental Risk Register relating to each activity.

o Monitoring proposals, which shall include:

The receptors for which monitoring will be undertaken Frequency of monitoring Factors against which the monitoring results will be analysed Threshold levels Speed at which results will be analysed List of organisations/individuals to whom results will be distributed Actions to be taken in the event that thresholds are breached.

Management Plans

o Specific management plans relating to the following topics: Cultural Heritage Ecology Landscape Lighting Noise and Vibration Pollution incident control Topsoil Traffic Waste


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Communication

o External Consultation A list of those notified of the works and the date notified A list of proposed notifications and dates

o On-site mitigating measures for each effect and risk which will form part of thetoolbox talk for all site based staff.

A formal Code for Sustainable Homes Pre-Assessment has been undertaken, includingearly consideration of;

building orientation / massing target u-values

air permeability

low or zero carbon technologies (renewables)

This approach enables a strategy to be developed for meeting the requirements of the Codethrough;

Ensuring that building orientation optimises energy reduction, maximises passiveheating and reduces heat loss

Utilising an early renewables assessment to determine the most cost effective

approach to meet the site-specific renewables target taking on board any siteconstraints

Managing the production of typical SAP calculations to determine target u-values forthe development

Incorporation of the above to enable early establishment of the wall and floorconstruction to meet the requirements of Code Level 3. This is especially importantas these constructions can affect the choice of elevation materials, site setting out,acoustic and thermal performance, use of MMC, etc.)

As part of Higgins standard ISO 9001-accredited Quality Management procedures, a

detailed Contract Quality Plan (Appendix 03) will be developed, monitored and managedduring each stage of the design and construct process. The format of this Contract QualityPlan has been designed to integrate fully with the Environmental Management System, andaccordingly the Code for Sustainable Homes Assessment forms a key component of thisdocument. For Myatts Field North we are targetting 100% Forest Stewardship Council(FSC) timber, which will be incorporated into the management plan. Rydon Maintenancewill use the same contract quality plan format to achieve their targets.

Including the Code toolkit and bespoke commitments into the Contract Quality Plan ensuresthat all decisions made during Pre-Construction are tracked and integrated into both sub-contractor and materials orders, and Higgins own management processes.


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Below are more details on key commitments to best practice in sustainable construction forMyatts Field North.

Materials

Materials is a significant section in the Code for Sustainable Homes in terms of available

credits, and there is a mandatory requirement for at least three of the five key elements to

achieve a relevant Green Guide rating from the 2007 version of The Green Guideof A+ to D

(roof, external walls, internal walls, upper and ground floors, and windows).

We commit to achieve levels in excess of these mandatory requirements;

80% of the materials utilised on the project will be A-rated (as defined in the GreenGuide 2008)

100% of timber used will be FSC (or equivalent) accredited

Using our extensive supply chain database we can source and specify cost-effective

materials which meet the required scoring criteria under the Code whilst still maintaining

architectural merit.

The above commitments will be formalised through their inclusion in the Code for

Sustainable Homes Assessment checklist included within the Contract Quality Plan and

accordingly incorporated within all sub-contract and material orders. As our constructor

partner procures all of their materials directly, we can guarantee that a full audit trail (as

required under the Code) for all materials i.e. FSC accreditation, Chain of Custody

Certificates, etc. will be supplied.

Waste Recycling

From January 2008, Higgins Construction PLC has operated Site Waste Management Planson all of its new schemes, helping to score under the mandatory requirement of Section

WAS2. Higgins partners with several licensed Waste Management Companies, who hold

Waste Carriers Licenses and operate ISO 14001-accredited Waste Transfer Stations. All

waste is removed unsegregated from site before being separated into individual waste

streams and recycled at the Waste Transfer Station.

Records are then issued to site by the Waste Management Company for inclusion in the Site

Waste Management Plan. An average recycling rate of 78% has been achieved across

recent project, and we believe that our commitment to increase this to 80% is practically


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achievable via on-site segregation of plasterboard waste and the subsequent recycling of

this element as a separate waste stream to the other unsegregated waste.

Transport

We confirm our commitment to produce, monitor and managed a detailed Transport Plan,

which will be initiated at Preferred Bidder Stage. These Plans have been successful

developed and utilised on previous schemes and have ensured that the number and length

of journeys are kept to a minimum, reducing emissions from transportation, and minimising

noise, fumes and general disturbance to local residents.

This Transport Plan will be incorporated within the overall Contract Quality Plan to ensure it

is continuous and regularly monitored and updated.

We believe that our proposal for the construction of Myatts Field PFI will minimise waste,

and transport movements.

Air Tightness

We do not believe that an air permeability rate of 3m3/m2/h is practically achievable on

panellised timber-framed forms of construction (excluding SIPs). Based on historical data we

believe that a predicted air permeability rate of 7m3/m2/h is more realistic (which is still a 30%

improvement over current Building Regulations), although we reaffirm our commitment to

reduce this level as far as practically possible.

Following completion of the Air Tightness Testing, copies of all test reports will be included

within the Contract Quality Plan and additionally distributed to the Code for Sustainable

Homes Assessor to ensure the post-completion audit requirements of the Code are met.


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5.8.3 (c) General approach to Quality Management

Higgins have a strong quality ethos. Each has successfully been granted or is in the

process of applying for Investor in People Status, and Quality Assurance accreditation

ISO9001:2000.

The following section details Higgins approach to matters related to quality management

which will be continually reviewed and developed to enhance their resource capabilities in

order to successfully execute their projects.

Commitment of Resources

Higgins Construction considers its primary resource capability to be its employees and

integrated supply chain and have recognised this through its commitment towards

Investors in People.

Higgins have a progressive and rigorous selection process for employment of both staff and

supply chain partners to ensure suitability and competence to deliver against our quality

management targets on the projects that we undertake. Thereafter all employees are

reviewed on a regular basis under a Company Training and Development Policy and all

supply chain partners are reviewed by our Procurement Knowledge Centre and any areas ofweakness addressed.

A copy of our construction partners Quality Control Policy is included in Appendix 04. The

key elements of the Quality Assurance system are detailed as follows:

Quality Control Policy

Higgins Construction PLC will manage and continue to improve the high quality of building

contracting services provided by the company;

Ensure that all contractual requirements between the company and its clients areconsistently achieved;

Ensure that health, safety and welfare requirements are properly applied and managed;

Continually try to improve the effectiveness of the quality management system.

The aims of the quality control policy are delivered through the Higgins Management System

which is audited by Directors and independently by the BSi.


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The Higgins Management System has been developed in accordance with the requirements

of BS EN ISO 9001:2000. Conformance with the requirements of the Higgins Management

System is mandatory for all members of staff engaged in the provision of building contracting

services. This quality policy will be reviewed at the annual management review to verify its

continuing suitability.

Quality Objectives

Higgins are founder members of the Governments Construction Best Practice programme

which is being managed through the offices of the DTI.

In accordance with the recommendations made by the Construction Task Force, which are

detailed in their report Rethinking Construction , Higgins have joined the following two

Benchmarking Clubs:-

Housing Forum Benchmarking Club which is managed by Achilles; and

Housing Industry Benchmarking Club which is managed by Building Software Limited.

Through the use of specific KPIs the companys performance is regularly monitored andmeasured and the results are compared with the industry average. The companys

performance will be reviewed by the Board of Directors, who are responsible for managing

the development and implementation of the improvements that they deem necessary to

address any deficiencies and/or weaknesses identified through this programme.

In addition to the above each department maintains a set of quality objectives which are

used to monitor performance.

Scope of the Quality Management System

The Higgins Management System is defined within the following key documents:

Quality Manual;

Procedures Manual;

Business Plan;

Monthly Board Reports; and

KPI Report


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The Higgins Management System has been developed to exceed the requirements of BS

EN ISO 9001:2000 as applicable to the provision of building contracting services.

The processes and quality control systems we have in place will ensure that the project is

managed for compliance with all contract requirements and required standards of

workmanship, cost and programme performance. The management tool we use, also

address key areas such as risk management, value management and supply chain

management all of which ensure the project and client delivery targets are met.

Our Supply Chain are required to work to the Higgins Management procedures unless they

are able to demonstrate to us that their own Quality Systems provide the equivalent

standard of quality control and management.

We develop Quality Plans for each project which we would involve the Client and the Supply

Chain in, to ensure that all parties buy into the key processes and sign-off stages, that will

ensure an audit trail is available to show quality checks have been adhered to.

We will establish a continuous improvement culture throughout the partnership. We will

encourage input from all stakeholders, including residents and the supply chain, to reviewwhat we are doing and how we can do it better. By establishing a forum team to look at

continuous improvement we would be able to establish a mechanism for reviewing

feedback, setting targets for improvement ensuring strategy is developed to encourage this

culture. On Myatts Field North Regenter will hold joint review and lesson learnt workshops

for both the refurbishment and new build contracts where we will include residents

comments to regularly evaluate areas that could be improved. We will then make sure that

we act on the lessons learnt on future phases of work.

We will maintain a clear induction process with all new team members to ensure lessons

learnt are shared and backward steps are not taken. By the development of clear audit trailsand Issue Resolution Logs we will be able to record and monitor the impacts of both radical

changes and fine tuning.

The Higgins Management Procedures is targeted in key areas: -

Before Contract:

Ensuring that the site management team has the correct composition and is the rightteam for the 'job' in terms of experience and expertise.


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Maintaining regularly audited data bases of quality suppliers and sub-contractors.

Ensuring that proposed suppliers meet the correct contract specification.

Ensuring that all proposed sub-contractors meet the Company's rigorous selectionprocedures and will deliver the correct product.

During Contract:

Quality monitoring will take various forms depending on several factors;

The type of work being carried out

The duration of the work being carried out

The complexity of the work being carried out and

The contractors previous performance.

The Contracts Manager will be responsible for monitoring the quality of both the work being

carried out and the information that is supplied by way of drawings, manuals and other data

needed to determine future maintenance and lifecycle.

Day-to-day monitoring of the work quality will be devolved down to operational technicalstaff. For larger projects these will take the form of regular scheduled, minuted meetings

with the contractor.

Other features of the contract period are;

The agreement and monitoring of a site specific Contract Quality Plan to achieve therequired quality objectives.

The purpose of the plan will be to identify key quality issues, incorporate them within the

plan and establish the means to measure monitor and achieve the required quality level.

The agreement of an effective handover procedure. The procedure will be extractedfrom the quality plan and translated into a handover programme. This programme

together with a procedure checklist will be utilised by the site management team to

achieve successful handover.

Post Contract support for a 12 month period for completed dwellings will be provided

by the following means:


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UItilising a professional, directly employed office based after care team led by a

construction director. The after care team will log problems and allocate resources as

appropriate.

Employing mobile, multi-skilled operatives supported by trade specialists where requiredto undertake repairs and maintenance.

On Myatts Field North we will include a quality plan that will be prepared in conjunction with

,and signed off by, key stakeholders and partners. The plan will indicate those stages of

works that require inspection, the timing/frequency/quality control parameters or

specifications, and the allocation of responsibility for inspection. Quality inspections will be

recorded in the appropriate customary manner and actions reviewed regularly within a

Supply Chain quality forum and the management of appropriate safety standards through an

independent safety group.

We will agree and monitor a specific Contract Quality Plan to achieve the requirements of

the scheme in terms of its quality objectives. This plan will be fully agreed after extensive

consultation and discussion with the residents and client to ensure that the plan includes for

all client inspection and review processes and milestones. The purpose of the plan will be to

identify key quality issues, incorporate them within the plan and establish the means to

measure monitor and achieve the required quality level.

5.8.3 (d) Management methodology, including compoundarrangements, storage, on and off site support structures,logistics

We believe transformation of this estate is only achievable through a fully integrated,

seamless and comprehensive approach to regeneration. We will achieve this by running the

practical aspects of our development on Myatts Field North in a fully incorporated way to

ensure the most efficient works programme for residents. We will ensure full integration of

compounds and all logistics in terms of deliveries and storage between all our delivery

partners. We will set up one site compound from which we will operate all our procurement,delivery and storage systems for both refurbishment and new build in order to minimise any

mess or disruption for residents.

The management of this process will be through Joint Project Meetings which will take place

weekly throughout the development programme. Residents will be invited to attend these

meetings to discuss any concerns they have with the management of the works.


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We also intend to appoint one team of Resident Liaison Officers that will serve the residents

whatever their position within the programme.

Management Methodology - Joint Working Structure

Refurbishment

Repairs & MaintenanceRegenter MFN DevCo

Regenter MFN SPV

General Manager

Joint Weekly PM

Team

Joint RLOs Team

Plan utilities /

roads / hoardings /

plant safety / demolition

All refurbishment

All repairs and maintenance

All lifecycle replacement

All New Build

Sales and Marketing

of new build

Plan respite /

re-housing /

cleaning / support

Refurbishment

Repairs & MaintenanceRegenter MFN DevCo

Regenter MFN SPV

General Manager

Joint Weekly PM

Team

Joint RLOs Team

Plan utilities /

roads / hoardings /

plant safety / demolition

All refurbishment

All repairs and maintenance

All lifecycle replacement

All New Build

Sales and Marketing

of new build

Plan respite /

re-housing /

cleaning / support

Site Access Arrangements All Parties

The main site compound for all of the works, new build and refurbishment, will be located in

the same location which will also contain resident liaison and neighbourhood management

facilities. However there will be a requirement for satellite offices adjacent to specific work

faces.

This office will comprise of:

Reception area

Meeting room

Offices for construction management staff Housing Office with resident access

Toilets and welfare facilities

Storage containers

Respite facilities

The majority of site project offices will be in a central compound. The offices will be modular

accommodation to suit flexible arrangements for the internal layouts.


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This will be fitted-out and furnished to a high standard to make any visitors feel welcome.

They will also project our corporate image, being professional in appearance and using

relevant colours and logos. They will be maintained and kept free from graffiti at all times.

The offices will be fully equipped with telephones and Internet connections, together with

smoke detectors and fire alarms. Water and electricity will be provided by tapping into the

mains supplies. The office will be welcoming and resident friendly as the bottom floor will be

the housing office.

In addition to the main project offices, satellite offices will be established adjacent to new

build site 13 and site 17.

Storage of materials will be in steel containers within the main compound and within satellite

compounds close to the works areas.

The area we propose for the central project offices is indicated on our phasing/traffic

management plan (Sides 1 & 2), close to Cowley Road.

This will remain for the duration of the project as this helps to maintain consistency, stability

and to build trust with the residents and other stakeholders. We also feel that due to lack of

space we will need to double stack with staircase access to the top level.

All operatives will adhere to the Myatts Field North dress code, including the wearing of

personal, protective equipment (PPE) and visible means of identification at all times.

Operatives will conduct themselves in a professional manner. Operatives will bring to thepremises, or have delivered, all tools, equipment and plant necessary to carry out the

programmed works.

Material Distribution and Storage

We will provide containers to store smaller and more vulnerable and valuable items of

material. We may in additional use separate storage areas within individual hoarded off

sites.

All disturbed areas will be reinstated at the end of the project, if not included as part of thenew works. We will ensure that pedestrian access to the site office for visitors to the housing

office and to the RLOs is safe and secure.

A combination of materials handler forklift, mobile crane visits, static tower crane visits, static

tower cranes and Mobile Elevated Work Platforms (MEWP) are proposed for this project.

The general principles of materials control will be followed at all levels:-


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Good schedule file systems used to give quick reference as to when, and from whom,

deliveries are required.

Planned deliveries utilised to ensure control of suppliers

Alternate sources made available if possible

Control of wastage of materials of site level optimised to ensure level kept to a minimum.Delivery schedules monitors and adjusted accordingly

Careful checking of orders and monitoring of planned delivery dates to ensure materialsdelivered can be properly stored and unnecessary double handling avoided

Standard quality of materials maintained throughout the contract period by checking

against agreed samples or specifications

Subcontractors will be encouraged to minimise any wastage of materials at the first instance

in line with our Environmental Policy. Proposals for use of modular components and ready

mixed mortar for example, may also help reduce wastage.

Materials delivered to site will be packaged to prevent wastage at point of use e.g. shrink

wrapping and / or palletised. Careful ordering of type and quantity together with a selected

method of offloading will further prevent material wastage on site.

Careful co-ordination of material deliveries will be necessary to avoid potential congestion

with residents traffic and the local school start and end times. It is also important to have

the correct sizing of delivery vehicles to allow materials to be received offloaded / loaded

within the hoarded off site boundaries. This offload / load procedure will be supervised at all

times by an appointed Banksman as our Health and Safety Procedures.

Working Hours

Although the office will be open from 0900hrs until 1700hrs, all sub-contractors and employees

will be advised of the allowed working hours and will be adhered to. These times will be in

accordance with LBLs Code of practice for construction sites, i.e., 08.00hrs 18.00hrsMonday to Friday, and 08.00hrs 13.00hrs Saturday. No works will take place during UK

holidays

No work will be carried out on Sundays or Bank Holidays, unless necessary for minimising

potential disruption of utility services connections and / or diversions or installing / removing

tower cranes and having first been approved by Lambeth.


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Off Site Suppor t Structure

The site team will be supported by large off site support structure we have shown an

example of this in the off site support structure of Higgins. Each team is supported in this

way with a wealth of knowledge, expertise and staff that can be called upon at any time.

5.8.3 (e) Organisation of staffing and resources

We show below an organisation chart showing where each service delivery partner is placed

within the wider context of Regenter MFN. Each delivery partner is integrated into one team,

sitting in one office.

: Lambeth - All Teams Staffing Structure

Repairs &Maintenance

Manager

RefurbishmentManager

Repairs TeamRefurbishment

Team

24/7 Helpdesk

Estate Services

ManagerHousing Manager

Housing Team

(including Leasehold)

Regenter DevCo

Project Manger and

support staff

HigginsSenior Project

Manager

Regenter MFNSPV Manager

Resident Liaison Officers

Higgins

New Build Team

New HomesSales and Marketing

Team

Pinnacle ContractManager and

support staff

Equipe Contract

Manager and

support staff

Repairs &Maintenance

Manager

RefurbishmentManager

Repairs TeamRefurbishment

Team

24/7 Helpdesk

Estate Services

ManagerHousing Manager

Housing Team

(including Leasehold)

Regenter DevCo

Project Manger and

support staff

HigginsSenior Project

Manager

Regenter MFNSPV Manager


Higgins

New Build Team

New HomesSales and Marketing

Team

Pinnacle ContractManager and

support staff

Equipe Contract

Manager and

support staff


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Jointly

We will jointly appoint a team of Resident Liaison Officers (RLOs). We will ensure this team

meets the Resident Forum, as it is crucial they understand the community and what

individuals experiencing refurbishment and decanting are going through.

The RLO Team will be in place prior to Financial Close to prepare for Service

Commencement.

New Build

Our New Build Team reports to the SPV General Manager, and will include, although not

exclusively, the following roles:

Project Manager

Site Managers

Managing Surveyor

Community Development Manager

Senior Project Co-ordinator


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5.8.3 (f) Operational integration of staff

The diagram below shows how we intend to ensure all our work streams are integrated. As

well as sharing an office, one of the most effective ways of operational integration, we will

ensure that joint weekly meetings feed into the working stream groups, so that everyone

knows exactly what is happening at all stages of the program.

: Operational Integration of Staff

Design Team

Working Group

Refurb Team

Working Group

New Build Team

Working Group

RLO Team

Weekly JointStrategic Meeting

Design Team

Working Group

Refurb Team

Working Group

New Build Team

Working Group

RLO Team

Weekly JointStrategic Meeting


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5.8.4 (g) General security arrangements

When undertaking construction and/or refurbishment work we will address the following

aspects of security:

Compound Security: we will install CCTV on the compound that has high quality hard drive

recording. This recording is of a good enough quality and date stamped to be able to use in

court action if required

Site Security: each site will be made secure by the erection of solid hoarding prior to any

work commencing, so that no unauthorised access is possible

Site Personnel:will wear high visibility jackets and hard hats, and will be expected to wear

ID badges at all time.

Resident Safety: we will assist in keeping residents safe by holding Health and Safety

briefings. All operatives who enter resident homes will only do so with ID badges.

Resident Belongings:resident belonging will be inventoried before work begins within their

home, and anything that the resident feels is of value will be placed in secure storage.

The access to the project offices shall be controlled at all times and all personnel and visitors

will report to the site office. A separate dedicated access will be provided for the residents to

access the housing management/RLO offices.

The vehicular and pedestrian access into the construction areas will be controlled by anappointed gate man employed by Higgins Construction, who will be in radio contact withthe other members of the Higgins and Rydon Maintenance site management team.

All site personnel will wear photographic/controlled access identification badges at all times

on site and a register shall be kept in the Project Managers office. They will be surrendered

and cancelled on completion of work stage works and or employment and the register

amended accordingly.

All visitors shall wear visitor badges when on site.

All operatives will wear Myatts Field branded Hi -Viz vests for security and safety. These will

be issued with the ID badges.

Security issues will be integral to the sub-contract documents and discussed and agreed at

all pre-commencement meetings.


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CCTV cameras will be erected as a security measure to monitor the site and it may be

necessary to augment these cameras with out of hours static guards, should the need

arise.

During out of hours periods the detailed security measures will be augmented within the

works compound with the use of security personnel/wardens, both in a static monitoring and

mobile capacity.

Public safety is paramount and that safe access is assured to and from dwellings and

around the site with appropriate areas securely fenced off with notices and signs as

required. We will assist in keeping residents safe by holding Health and Safety briefings; we

will be visiting local schools to talk about the work that is being undertaken and the health

and safety risks that this may pose. We will ensure the all residents and the Client are

aware of the out of hours designated emergency contact number.

Prior to works starting, the site areas will be segregated from the residents with 2m high

solid hoardings with vision panels if required. These will be moved/adapted to suit the

phasing of the project. We propose to use 2m high heras fencing for the completion of the

works for the landscaping, car parking, new below ground services and new roads.

Existing fire escape route/access points to occupied buildings/shops will be maintained with

appropriate signage for any temporary diversion routes and with suitable temporary

illumination.

The site access will be protected by pedestrian and vehicular security gates which will be left

closed during the working day and securely locked out of hours.

The hoarding will need to be adjusted and adapted during the later stages of work for the

completion of the external landscaping and car parking.

Stair tower access to scaffolding will be made safe on a daily basis and all mechanical plant

will be immobilised at the end of each working day, whilst un-attended or for periods of non -

use.

At the start and on completion of the daily works, the site will be inspected to ensure it is

secure and safe.


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5.8.3 (h) Resident Liaison throughout and in respect of all aspects ofthe work

Resident liaison throughout all aspects of the works is critical to deliver a successful

programme of works on time and with the support of the local community and residents

throughout a period of tremendous upheaval and disturbance. We understand how

important it is for residents to understand what is being proposed, contribute towards the

proposals and feel that they have been able to voice concerns, ideas and questions. We

have an approach that has a proven track record and enables residents to have direct

access to the teams delivering the works programmes to ensure the maximumtransparency, honesty and performance against our delivery commitments.

Our approach to resident liaison during this period is outlined below. A separate method

statement detailing our approach to resident consultation during the planning process is

included in our Planning method statement 5.4.4

Resident Forum

This will be the representative body on behalf of residents in the monitoring of our

compliance and performance against the Project Agreement including our performance in

relation to execution of the construction, refurbishment and demolition works.

Design Consultation

The design consultation process will take place prior to each planning application. This will

provide residents with full access to the drawings and surveys and a genuine ability to

influence the evolution of the design. This process has already commenced and we have

already revised our design and masterplan solution on the basis of the feedback received

from residents e.g. we have reduced building heights and incorporated replacement

bungalows. Further revisions can also be incorporated to address concerns over heights of

the buildings surrounding Fountains Place. We can also ensure that the final selection ofmaterials and colours for the community centre, parks furniture, play equipment are directly

influenced by the choices and preferences of residents throughout the design consultation

process.

Service Delivery Solution

We will consult with residents during our first 100 days in order to find out what it is important

to them in regard to the service proposals and tailor our solution as a result of this

consultation. We will walk the estate with residents and collectively identify the composition

of the Environmental Blitz action programme. Other areas including the nature of support


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and consultation that is offered throughout the construction and refurbishment period will be

particularly tailored to the preferences and requirements of residents e.g. weekend

meetings, composition of meetings, nature of representation and agenda items.

Establishing Key Groups

Because the project has different elements, different residents require different information.

We will establish working groups with the residents covering demolition, decanting, new

build and refurbishment so that we can address and fully meet the requirements of each

group. The requirements of the residents experiencing refurbishment works to their homes

are unlikely to be consistent with those residents that will be moving to a new home or to that

of a homeowner. All of these needs will be different to the needs and requirements of thevarious community groups and local businesses and surrounding residents. We will set up

resident liaison groups and activities that are specifically tailored to the different groups.

Wider Consultation

We propose to hold open community meetings once a month for the first 100 days on site. If

the community feel that these need to continue we will make sure that they do. This will

enable wider representation and liaison to be established.

Published Consultation

We will regularly distribute a newsletter throughout the construction and refurbishment

period. Newsletters will be issued on a quarterly basis during the services period.


We will have dedicated Resident Liaison Officers (RLOs) responsible for the individual, one-

to-one consultation with each resident/family prior to refurbishment, construction and decant

works. The RLOs will be responsible for assessing the individual needs of the residents and

ensuring that the works are undertaken in such a way that respects these individual

circumstances.

The RLOs will undertake all initial discussions with residents concerning appointments and

programming of the necessary works, support available to assist throughout the process

(e.g. respite facilities, moving assistance etc.) and take time to explain and illustrate the

various choices that are available to residents and assist with their selection (e.g. kitchen

design).

The RLOs, together with the Helpdesk will also undertake survey work with residents

following completion of the works to monitor resident satisfaction and feedback that will be


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published in our reporting material and newsletters and also inform the approach we take in

future stages of the works.

Single Site Office

We will establish a combined site office within the Myatts Field North Community from which

the construction, refurbishment and service teams will operate. It will be co-located with the

Neighbourhood Management Office providing a One Stop Shop for all aspects of the

contract. This will enable more effective communication and will provide a better service to

the residents.

The site office will be open extended hours during the construction and refurbishment period

from 9am and 5pm . The site office will enable us to display material relevant to residents

such as the various works programmes, masterplan model for the new Myatts Field

Community, performance and feedback information and the team responsible for delivery of

the works and services to the residents.

The site office will also provide confidential interview rooms where residents can talk openly

to our team in private and confidential surroundings. We will have a suggestions box and

complaints box, together with access to translation services to ensure that all residents feel

able and capable of accessing information and participating in consultation and liaison.

Show Homes

We will provide and make available show homes on each phase of the new build

construction works so that residents are able to view the new homes that are being provided

and the choices available to them on the various fixtures and fittings. The show homes will

be a key tool in promoting interest and excitement among residents that are required to

decant and move home through the project.


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Promotion of Resident Safety & Visits to Local Schools

Public safety is paramount and safe access is assured to and from dwellings and around the

site with appropriate areas securely fenced off.We will effectively guide the public on safe

routes using notices and signs as required.

Part of our overall all plan for safety will be to visit local schools to explain what work is being

undertaken and the health and safety risks that this may pose. We will ensure the all

residents and the Client are aware of the out of hours designated emergency contact

number.

We will ensure that accesses to existing blocks of flats are maintained, as well as ensuring

that there is good access to the newly occupied homes as they are built.

Staff Livery & Identification

We intend all staff to have easily recognisable staff livery, making them more obvious,

accessible and approachable to residents whilst undertaking their duties. All our operatives

will wear identification badges at all times, and we will encourage residents to refuse entry if

a badge is not shown. Residents can call the Helpdesk to check the identification of any of

our staff if there is any doubt or concern at all.


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PART 2 - REFURBISHMENT WORKS CONSTRUCTIONMANAGEMENT PLAN - BY RYDON MAINTENANCE

The section below provides responses from our refurbishment partner, Rydon Maintenance,

to the question raised in the ISDS and covers the following matters.

a) General approach to health and safety;b) General approach to environmental management and sustainability;c) General approach to quality management;

d) Management methodology including compound arrangements, storage, on andoff site support structures, logistics, etc

e) Organisation of staffing and resources;f) Operational integration of staff and operatives across the Participant organisation

and sub contracts;g) General security arrangements;h) Proposals for resident liaison throughout and in respect of all aspects of the

works.

5.8.3 (a) General approach to Health & Safety

Our approach to refurbishment is guided by the fact that we are working in peoples homes.

Health and Safety and the security of residents and neighbours will be the first priority of

Rydon Maintenance.An important issue for us is the organisation of works to ensure that

multi trade working is carried out simultaneously, minimizing disruption and speeding up the

refurbishment.

We will address those through risk assessment, vigilance, monitoring, feedback,

consultation and best practice advice. We will also negotiate and agree a Residents Charter

with the Steering Group which will guide all our actions.

We are dedicated to the development, investment, management and operation of housing

projects. This includes the management, operation and maintenance of client premises and

equipment, and the provision of support services. We build teams involving all parties in a

project and centred on a close working relationship with the client together with a

commitment to health, safety, quality, and environmental objectives. Rydon Maintenance

has an up-to- date health and safety policy manual in compliance with legal requirements.


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To ensure its risks are adequately managed and its standards maintained, we carry out

regular internal and external audits of itself and its suppliers. We can access financial

resources, staff with suitable skills and appropriate technology for implementation and

continual improvement of our policy.

The occupational health and safety policy manual states the responsibilities of managers,

methods to control hazards and how employees are informed. The company will attempt to

minimise the occurrence of all workplace risks. For this purpose regular safety meetings will

be held to provide occupational health and safety advice for all employees and the setting

and review of objectives. Rydon Maintenance will ensure systems exist to maintain a safe

place of work at clients sites for all employees, suppliers, visitors and other interested

parties. The Rydon Maintenance compliance manager is responsible for providing

information on the company health and safety performance and reporting results to the

General Manager on a regular basis and the designated H&S Site Manager as appropriate.

All employees have a personal responsibility for their own occupational health and safety

and that of other people. This includes anything we do or fail to do. Consultation will be

carried out with all employees who must co-operate fully on any matter relating to

occupational health and safety or face disciplinary measures.

The initial refurbishment works will require compliance with the Construction (Design andManagement) Regulations (CDM). In order to comply with the regulations a CDM Co-

ordinator will be appointed at, or just prior to, contract commencement by Regenter. It will be

the CDMCs responsibility to ensure that any proposed works are planned and carried out in

a safe manner with particular regard to the safety of the public, the works operatives and

future maintenance operatives.

The commencement of all work, regardless of the scale, will be subject to receiving a

satisfactory Method Statement and Risk Assessment. Only once these have been approved

will permission be granted to carry out the work.

A copy of our H&S policy is enclosed at Appendix 05.


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5.8.3 (b) General approach to Environmental Management

Refer to section under Part 1 of this method statement where applicable to refurbishment

works.

5.8.3 (c) General approach to Quality Management

We are conscious of the need to sustain and improve the high quality of our service toensure that all standards and specifications are consistently achieved throughout the

contract. We have a total commitment to the philosophy of customer care. Our experience of

working within the community sector has resulted in a belief that success is achieved only by

recognising and providing a quality response to the needs of residents, our partners and the

council. We have underlined our commitment to quality customer care with the achievement

of Quality Assurance accreditation ISO 9001:2008 which will ensure:

The high quality of the products we use

The efficiency of installations and refurbishment works we carry out

The effectiveness of the co-ordination and communication among the stakeholdersof the project.

This process will involve the pooling and dissemination of formal structured feedback, in the

form of responses to survey questionnaires, as well as regular stakeholder workshops in

which feedback is discussed and potential improvements are identified and evaluated. For a

sub-contractor to be working on our project, the quality monitoring aspect of their

performance will be included in the terms and conditions of their contract.

Quality monitoring will take various forms depending on several factors:

The type of work being carried out The duration of the work being carried out

The complexity of the work being carried out

The contractors previous performance.

The Refurbishment Contract Manager will be responsible for monitoring the quality of both

the work being carried out and the information that is supplied.


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Day-to-day monitoring of the work quality will be flowed down to operational technical staff.

For larger works, this will take the form of regular scheduled, minuted meetings. For small

repair works a proportion of the works will be post-inspected to ensure compliance. This will

be fed back into the SPV monitoring meetings.

The information obtained through these processes is then used to identify actions and

feedback.

The practices and procedures which are implemented in achieving our quality policy

emanate from the company objective to achieve Zero Defects at completion.

Our Contract Managers are charged with the responsibility of ensuring that a high quality,

right-first-time product is delivered in every dwelling.

The process we will follow is:

Snagging: The scope of works for each package will identify the provision of benchmarks,

samples and snagging teams. Subcontractors will be required to detail the extent of their

input and staff commitment to these items.

Completion, Handover and Certification: Works will not be offered up to the Independent

Certifier until we are satisfied that they meet our own stringent standards and fully comply

with the requirements of the Project Agreement.

A copy of our QA policy is enclosed at Appendix 06.

5.8.3 (d) Management methodology, including compoundarrangements, storage, on and off site support structures,logistics

We believe transformation of this estate is achievable through a fully integrated, seamless

and comprehensive approach to regeneration. One aspect of how we will achieve this is by

running the practical aspects of our development on Myatts Field North in a fully

incorporated way to ensure the most efficient works programme for residents. We will

ensure full integration of compounds and all logistics in terms of deliveries and storage


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between all our delivery partners. We will set up one site compound from which we will

operate all our procurement, delivery and storage systems, in order to minimise any mess or

disruption for residents.

Site Access Arrangements All Parties

It is our intention to manage all works in Lambeth, refurbishment, new build construction and

neighbourhood management from a centrally located site office and compound.

This office will comprise of: Reception area

Meeting room

Offices for construction management staff

Housing Office with resident access

Toilets and welfare facilities

Storage containers

Respite facilities

All the site office accommodation and storage will be in steel portacabin type units. This will

be fitted-out and furnished to a high standard to make any visitors feel welcome. They will

also project our corporate image, being professional in appearance and using relevant

colours and logos. They will be maintained and kept free from graffiti at all times. The offices

will be fully equipped with telephones and Internet connections, together with smoke

detectors and fire alarms. Water and electricity will be provided by tapping into the mains

supplies. The office will be welcoming and resident friendly as the bottom floor will be the

housing office.

For the first three to six months the temporary site establishment will be located in a shop

unit in Foxley Square until the interim site set up is available off Cowley Road. On

completion of the new community centre the establishment will relocate to this permanent

location for the remainder of the PFI term. We would prefer to reduce any moves to the

absolute minimum as this helps to maintain consistency, stability and to build trust with the

residents and other stakeholders.

All operatives will adhere to the Myatts Field North dress code, including the wearing of

personal, protective equipment (PPE) and visible means of identification at all times.

Operatives will conduct themselves in a professional manner. Operatives will bring to the


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premises, or have delivered, all tools, equipment and plant necessary to carry out the

programmed works.

.

Material Distribution and Storage

We will provide containers to store smaller and more vulnerable and valuable items of

material. We may in additional use separate storage areas within individual hoarded off

sites.

All disturbed areas will be reinstated at the end of the project, if not included as part of the

new works. We will ensure that pedestrian access to the site office for visitors to the housing

office and to the RLOs is safe and secure.

The general principles of materials control will be followed at all levels:-

Good schedule file systems used to give quick reference as to when, and from whom,deliveries are required.

Planned deliveries utilised to ensure control of suppliers Alternate sources made available if possible Control of wastage of materials of site level optimised to ensure level kept to a minimum.

Delivery schedules monitors and adjusted accordingly

Careful checking of orders and monitoring of planned delivery dates to ensure materialsdelivered can be properly stored and unnecessary double handling avoided

Standard quality of materials maintained throughout the contract period by checkingagainst agreed samples or specifications

Subcontractors will be encouraged to minimise any wastage of materials at the first instance

in line with our Environmental Policy. Proposals for use of modular components, timber

frame, brick slips, and ready mixed mortar for example, may also help reduce wastage.

Materials delivered to site will be packaged to prevent wastage at point of use e.g. shrink

wrapping and / or palletised. Careful ordering of type and quantity together with a selected

method of offloading will further prevent material wastage on site.

Careful co-ordination of material deliveries will be necessary to avoid potential congestion

with residents traffic and the local school start and end times. It is also important to have

the correct sizing of delivery vehicles to allow materials to be received offloaded / loaded


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within the hoarded off site boundaries. This offload / load procedure will be supervised at all

times by an appointed Banksman as per our Health and Safety Procedures.

Working Hours

Although the Rydo

583 construction management rev i

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