Surrey Police HQ

Get Started. It's Free
or sign up with your email address
Surrey Police HQ by Mind Map: Surrey Police HQ

1. Section Two - Project Team

1.1. Question 2.1

1.1.1. To be workshopped outside of this platform

1.2. Question 2.2

1.2.1. Introduction around the level of committed resource allocated to the project (the team involved in the tender will be the delivery team, therefore mobilisation upon appointment will be immediate. Location of the delivery hub (Weybridge). Core Senior Management Team who will be involved from tender through to aftercare for consistency. Sell Chris as the overarching project lead.

1.2.2. The responsibilities of each individual names on the org chart will be detailed here. Need to think of a neat way of presenting this once we know how many names we need to write about

1.3. Question 2.3

1.3.1. Senior Leadership

1.3.1.1. Project Director - Chris Yates

1.3.1.1.1. Statement on why they are competent, capable and suited to the role

1.3.1.1.2. Relevant experience

1.3.1.1.3. Added benefits the individual will bring

1.3.1.1.4. Client reference 1

1.3.1.1.5. Client reference 2

1.3.1.2. Preconstruction Manager - Richard Bartlett

1.3.1.2.1. Statement on why they are competent, capable and suited to the role

1.3.1.2.2. Relevant experience

1.3.1.2.3. Added benefits the individual will bring

1.3.1.2.4. Client reference 1

1.3.1.2.5. Client reference 2

1.3.2. Preconstruction Design Manager

1.3.2.1. Statement on why they are competent, capable and suited to the role

1.3.2.2. Relevant experience

1.3.2.3. Added benefits the individual will bring

1.3.2.4. Client reference 1

1.3.2.5. Client reference 2

1.3.3. Construction Lead

1.3.3.1. Statement on why they are competent, capable and suited to the role

1.3.3.2. Relevant experience

1.3.3.3. Added benefits the individual will bring

1.3.3.4. Client reference 1

1.3.3.5. Client reference 2

1.3.4. Procurement Supply Chain Lead - Mat Jones

1.3.4.1. Statement on why they are competent, capable and suited to the role

1.3.4.2. Relevant experience

1.3.4.3. Added benefits the individual will bring

1.3.4.4. Client reference 1

1.3.4.5. Client reference 2

1.3.5. Quality Assurance Lead - Mark Byne

1.3.5.1. Statement on why they are competent, capable and suited to the role

1.3.5.2. Relevant experience

1.3.5.3. Added benefits the individual will bring

1.3.5.4. Client reference 1

1.3.5.5. Client reference 2

1.3.6. H&S Manager - Katy Jenner

1.3.6.1. Statement on why they are competent, capable and suited to the role

1.3.6.2. Relevant experience

1.3.6.3. Added benefits the individual will bring

1.3.6.4. Client reference 1

1.3.6.5. Client reference 2

1.3.7. Commercial Manager - Paul Wilkins

1.3.7.1. Statement on why they are competent, capable and suited to the role

1.3.7.2. Relevant experience

1.3.7.3. Added benefits the individual will bring

1.3.7.4. Client reference 1

1.3.7.5. Client reference 2

1.3.8. Logistics / Planning Lead

1.3.8.1. Statement on why they are competent, capable and suited to the role

1.3.8.2. Relevant experience

1.3.8.3. Added benefits the individual will bring

1.3.8.4. Client reference 1

1.3.8.5. Client reference 2

1.4. Question 2.4

1.4.1. Minimum of three case studies so could provide more. Needs to link back to the proposed team as much as possible

1.4.2. EL - Intro page which covers our experience in delivering the projects key themes: include stats, images etc

1.4.2.1. Commercial Buildings

1.4.2.2. Statement Buildings

1.4.2.3. Passivhaus/energy efficient buildings

1.4.2.4. Logistically Challenging Buildings

1.4.3. RB - WWF

1.4.3.1. Why have we chosen this project

1.4.3.2. Brief description

1.4.3.3. Similarity in challenges

1.4.3.4. Innovations/sustainability

1.4.3.5. Surrey Police Team involved in the delivery

1.4.4. ES/EL - Gatwick Diamond/Nexus Batch

1.4.4.1. Why have we chosen this project

1.4.4.2. Brief description

1.4.4.3. Similarity in challenges

1.4.4.4. Innovations

1.4.4.5. Surrey Police Team involved in the delivery

1.4.5. ES/EL Kingston University

1.4.5.1. Why have we chosen this project

1.4.5.2. Brief description

1.4.5.3. Similarity in challenges

1.4.5.4. Innovations

1.4.5.5. Surrey Police Team involved in the delivery

1.4.6. ES/EL Merseyside HQ

1.4.6.1. Why have we chosen this project

1.4.6.2. Brief description

1.4.6.3. Similarity in challenges

1.4.6.4. Innovations

1.4.6.5. Surrey Police Team involved in the delivery

2. Section One - Pass/Fail

2.1. Question 1.2

2.1.1. Our approach to achieving BIM Level 2 for Surrey Police HQ

2.1.1.1. Assessment on the design to date and steps to be taken upon appointment to achieve compliance

2.1.2. BIM Modelling

2.1.2.1. Process and approach

2.1.3. Delivery

2.1.3.1. Process and approach

2.1.3.1.1. Modum process to demonstrate understanding

2.1.4. Data Verification

2.1.4.1. Process and approach

2.1.5. Required Standards

2.1.5.1. Process and approach

2.1.6. Accreditations

2.1.6.1. BRE and ISO certificates

2.1.7. Robust, credible approach to implementing the project information requirements

2.1.7.1. Process and approach

2.2. Question 1.3

2.2.1. Attach policy

2.2.1.1. Is there any marketing material we could include as an intro - ES/EL to investigate

2.3. Question 1.4

2.3.1. Email to Steve Witty to respond

2.3.1.1. Draw upon L&E experience at Bedfordshire HQ and Merseyside HQ

2.4. Question 1.5

2.4.1. Introduction around our understanding of our professional approach around the security of our sites. Touch on the potential additional risk this project poses on security through protest groups, vandalism etc

2.4.2. Security measures and controls to safeguard the project

2.4.2.1. Annotated, birds eye view of the site with hover overs which describe each measure in more detail. Measures include: CCTV, Lighting, Hoardings, ???

3. Section Seven - Social Value

3.1. 7.1

3.1.1. Employment

3.1.2. Training

3.1.3. Work Experience

3.2. 7.2

3.2.1. Local Staff & Suppliers

3.2.2. Reducing Carobn Footprint

3.3. 7.3

3.3.1. Local Community Initiatives

3.3.2. Company Values & Commitments

3.4. 7.4

3.4.1. Targets achieved on previous projects

3.4.2. Ideas for this project

4. Section Six - Quality Assurance / Health & Safety

4.1. 6.1

4.1.1. 1. H&S Approach.

4.1.1.1. Maintaining site security

4.1.2. 2. H&S Risks

4.1.2.1. CPP

4.1.2.2. Response to a H&S/Security Incident

4.2. 6.2

4.2.1. Company Principles

4.2.2. Consistency of Q and H&S

4.3. 6.3

4.3.1. SCP Engagement

4.4. 6.4

4.4.1. Quality starts from day one

4.4.2. Trusted and proven supply chain who understand how we operate, already trained in Fieldview etc

4.4.3. Present preferred suppliers options to provide best value for SP

4.4.4. Added value through early supply chain engagement where they can provide buildability and compatibility of proposed scope

4.4.5. Continuous learning from past projects and quality alerts - not making the same mistake twice

4.5. 6.5

4.5.1. Compliance Requirements

4.5.1.1. drawings and specifications

4.5.1.2. Building control approved documents - Including fire, accessibility, planning conditions (in relation to BREEAM - airtightness etc)

4.5.2. Use Sutton Secondary as an example of how we achieved regulatory compliance requirements.

4.6. 6.6

4.6.1. Inspections

4.7. 6.7

4.7.1. Collaboration starts at inception workshop SP to agree level of approvals i.e. concrete, samples etc

4.7.2. Collaborative inspections and de snagging prior to handover

5. Section Five - Environment/Sustainability

5.1. 5.1

5.2. 5.2

5.2.1. Intro in relation to adding value

5.2.1.1. FIT WELL

5.2.1.1.1. American standard scoring system. 80 points to achieve Platinum

5.2.2. Tower Bridge Tender - WELL

5.2.3. Passivhaus will support WELL accreditations

5.2.4. WELL you would have an AP advisor but a third party will come to site during construction to verify, test compliance

5.2.5. Include concepts where WD can have a direct impact on achieving

5.3. 5.3

5.3.1. Intro in relation to why we have selected each of the case studies

5.3.2. 1. Sutton Secondary School

5.3.2.1. In-use data

5.3.2.2. Occupancy data/health and wellbeing

5.3.2.3. Material reuse

5.3.2.4. Off site manufacture

5.3.2.5. BREEAM accredited

5.3.2.6. Air tightness target?

5.3.2.7. Sustainable procurement plan

5.3.2.8. Ecology challenges

5.3.3. 2. WWF

5.3.4. 3. Aurora/Halo Office

5.4. 5.4

5.4.1. Our understanding of Surrey Police's Strategic Vision

5.4.1.1. Review meeting minutes doc the Eoin has produced and make reference

5.4.1.2. Climate emergency agenda, net zero carbon by 2030. Link to WDs target.

5.4.1.3. Net zero means met to some sort of best practice for energy efficiency. Passivhaus standard of LETI initiative.

5.4.1.4. Highly energy efficient building are critical to acheiving net zero. The HQ needs to be built as Net Zero now not in 9 years time.

5.4.2. Design

5.4.2.1. Intelligent specification early, Ashfelt product - PMT to investigate

5.4.2.2. Using Ecolab specifications as a guidance document - Architype example

5.4.2.3. Community energy PV strategy

5.4.2.3.1. Example - IBRB University of Warwick

5.4.2.4. ASHP innovations

5.4.2.5. Design for performance - energy efficient design approach for energy performance for office buildings which monitor throughout - Ramboll are also involved in its creation

5.4.2.6. Server room innovations - Refrigerant cooling systems - engage Halsion/Mike Powell

5.4.2.6.1. Also touch on Energy Synergy - Reference Middlemoore (Exeter Police Station) project used Energy Synergy process, PV strategy.

5.4.2.7. Tree planting strategy - 1500 trees to be planted every year by our LCO over an above project scope

5.4.3. Construction

5.4.3.1. Main electric straightaway - no generators. Smaller excavators fully electric. WD using renewable energy to operate our site offices - natural renewable energy from wind and solar

5.4.3.2. Tower crane strategy - try and link to existing substation before removing

5.4.4. Long Term Use

5.4.4.1. Ecolab covers whole life/life cycle cost

5.5. 5.5

5.5.1. WDC Waste Strategy

6. Section Three - Programme

6.1. Question 3.1

6.1.1. Rob to workshop separately

6.2. Question 3.2

6.2.1. Rob to workshop separately

6.3. Question 3.3

6.3.1. Soft landings approach

6.3.1.1. We can't be going back to rectify defects on this project. Recognise that this is where emergency calls our handled and dispatched. IT integration will be critical.

6.3.1.2. Understanding their decant and recant programme will be key. Need to guarantee uninterrupted service to the public

6.3.1.3. This is why we will plan for the handover of the new HQ, involving our customer care manager right from the start

6.3.1.4. Map out what our approach to soft landing

6.3.1.5. Ben Dugan - C

6.3.2. Snagging approach

6.3.2.1. Fieldview process

6.3.2.2. Work directly with Surrey Police's Clerk of Works. Do we know who that is?

6.3.3. Handover approach

6.3.3.1. Involve all key stakeholders including, FM team, ?, ?

6.3.3.2. Will this need to be phased to allow for continuity of service?

6.3.4. How we achieve defect free

6.3.4.1. Internally audited

6.3.5. Meeting schedule in programme

6.4. Question 3.4

6.4.1. Layouting - table for opportunities and risks

6.4.2. Opportunities

6.4.2.1. Bring start date forward - save 3 weeks on overall programme - benefit is SP can fit out their building earlier

6.4.2.2. Collaborative planning, risk management and supply chain workshops - use our experience to bring CDP design right to the start of the project - compliment RIBA Stage 3 design

6.4.2.3. Sell everything we've done to get to 65 weeks

6.4.2.4. Sell the use of Bourne Car Parking solution

6.4.2.5. Collaborating with SP IT team to enable them to start works early (security clearance pending) - Need to check whether this is a possibility

6.4.2.6. HV rooms / plant rooms modularisation - 5 week potential saving

6.4.2.7. Modularise the roof light

6.4.2.8. Designing in future proofing to provide comfort in future flexibility

6.4.3. Risks

6.4.3.1. S278 works (where it sits in the programme) - PA to review and confirm back

6.4.3.2. Exisiting services - complete unknown

6.4.3.3. Procurement of water and electricity

6.4.3.4. Design sign off periods - lack of time allowed for each one. If we bring signing off samples and mock ups this will add further strain. Mitigation is collaborative throughout so by the time it takes to get to sign off they are already well informed

6.4.3.5. Construction of the road and discussions could elongate the works if communication and engagement is not managed properly

6.4.3.6. Brexit and Corona

6.4.4. Programme dependencies and drivers

6.4.4.1. Build a picture of all the critical milestones

6.4.4.2. Signing of the contract

6.4.4.3. Potential for letter of intent if they wish to start earlier

6.4.4.4. Power and water

6.4.4.5. Getting their infrastructure in

6.4.4.6. Get the design right - WELL Platinum accreditation - not necessarily about the fastest programme but making sure we get the design right for SP

6.5. Question 3.5

6.5.1. Proposed phasing approach and the benefits it provides Surrey Police

6.5.1.1. Could illustrate in a similar way to the Raynes Park bid depending on the approach?

7. Section Four - Delivery & Methodology

7.1. They want us to detail the 'benefits' and our 'management' approach.

7.1.1. Probably another table detailing three of each might be the best way to tackle this

7.2. 4.1

7.2.1. Our definition of collaborative working. How we communicate to our project team and supply chain through:

7.2.1.1. Statement of approach - joining not leading team

7.2.2. 1. PCSA Period

7.2.2.1. Contractor assurance report

7.2.2.2. Surveys and supply chain workshops

7.2.2.3. Bring 278 audits forward

7.2.2.4. Assisting coordination during Stage 4 by workshopping CDP elements early in appointment - use piling as an example

7.2.2.5. Not too late to amend design - ref corona

7.2.3. 2. Integration of PreCon & Con

7.2.4. 3. Delivery of on site works

7.2.4.1. How we interact with our customers throughout

7.2.4.2. Maintain involvement throughout

7.2.4.3. Monthly progress report - create what that may look like for Surrey

7.2.5. RIBA Stage 2,3,4 and so on

7.2.5.1. Communication with project team

7.2.5.2. Communication with supply chain

7.3. 4.2

7.3.1. Awaiting Response from PM about differentiating between questions 4.2 & 4.3

7.4. 4.3

7.4.1. Methodology from precon to delivery - i.e. one single point of contact, communication tools referenced in 4.1

7.4.1.1. Design Responsibility

7.4.1.2. Team

7.4.1.3. Buildability

7.4.1.4. Knowledge

7.4.1.5. Cost Advice

7.4.1.6. Logistics

7.4.2. Design Responsibility

7.4.2.1. Reinforce our understanding of SBR remaining client side and why it will provide benefit to Surrey Police, cost, quality and programme (table)

7.4.2.1.1. Talk about where we have successfully done this before (RMHC - Holly please find quotes)

7.4.3. Project risks, operational constraints and opportunities

7.4.4. Supply Chain

7.4.4.1. SCP Engagament

7.4.4.1.1. Overall approach - PA

7.4.4.2. Suppliers

7.4.4.3. Delivery of each package

7.4.5. Programme optimisation

7.4.5.1. Package plant

7.4.5.2. Enabling works

7.4.5.2.1. Sutton secondary

7.4.6. Case Studies

7.4.6.1. Sutton secondary - liaison officer - London Cancer Hub - communication

7.4.7. Project risks, operational constraints

7.4.7.1. Risk register

7.4.7.1.1. S278 works

7.4.7.1.2. CDP packages

7.4.7.1.3. Enabling works planning application

7.4.7.1.4. Maintaining access to Intertex

7.4.7.1.5. Demolition of concrete road

7.4.7.1.6. Achieving sustainability objectives

7.4.7.1.7. Unknowns around asbestos

7.4.7.1.8. Brexit impact

7.4.7.1.9. Covid

7.4.8. Opportunities

7.4.8.1. Phasing opportunities

7.4.8.2. Programme saving

7.4.8.2.1. from 104 weeks to 65 +18 weeks

7.4.8.3. Car park

7.4.8.4. Reuse demolition material on site

7.4.9. Logistics

7.4.9.1. Welfare

7.4.9.2. Material Storage

7.4.9.3. Access/Egress

7.4.9.4. Routes

7.4.9.5. Phasing

7.4.9.6. Enabling Works

7.4.9.7. Management of Construction

7.4.10. RIBA 2,3,4,5

7.4.10.1. Design responsibility

7.4.10.1.1. Cost

7.4.10.1.2. Quality

7.4.10.1.3. Programme

7.4.11. Added value

7.4.11.1. Premier sustainability contractor

7.4.11.2. Jonathan Porritt

7.4.11.3. Relevant experience

7.4.11.4. Rethinking - PV design

7.4.11.5. Specialist supply chain partners to achieve WELL Accrediation, BREEAM, Energy Synergy, EcoLab, PV design

7.4.11.6. Talk about sustainability possibilities around the car park design - PVs and Rainwater harvesting - Future proofing

7.5. 4.4

7.5.1. Introduction in relation to our understanding of the importance quality delivery on the project is

7.5.2. Introduce Mark and his role on the project also talk about quality being the responsibility of the whole project team from director to BM.

7.5.3. Say what you are going to do, how you are going to do it and

7.5.4. Example - Raised flooring - Process around quality rather than the methodology

7.5.5. Example - Balustrade - Talk about why we've selected this as an example. i.e. to support WELL Platinum accreditation

7.5.5.1. Process

7.5.5.1.1. Engage BA Systems - explain why we've approached them and invite to DTM to understand client brief

7.6. 4.5

7.6.1. Drawing & Docs Management

7.6.2. Workflow for approval system

7.7. 4.6

7.7.1. Cost Management

7.7.1.1. project specific approach to agreeing stage 2 lump sum

7.7.1.1.1. Surrey Police 2nd Stage Process

7.7.1.1.2. Open book procurement

7.7.1.1.3. Added value

7.7.1.1.4. Previous Successful Projects

7.7.1.2. How will the customer receive the best value in the current market?

7.7.1.2.1. Intro in relation to rising market, inflation rising etc

7.7.1.2.2. Identifying areas that are rising e.g steel

7.7.1.2.3. early securing of reinforcement steel, plant, curtain walling elements

7.7.1.2.4. Good spread of quotes, 3 minimum

7.8. 4.7

7.8.1. look through other tender documents for schedule to replicate

7.9. 4.8

7.9.1. Design development approach during the 2nd stage

7.9.1.1. Not about managing but working with and monitoring

7.9.1.1.1. Include soundbites from RMHC

7.9.1.2. Aligning WD aspirations and expectations with what has been agreed with the client

7.9.1.3. Design development log process

7.9.2. Information required for tender

7.9.2.1. Outstanding surveys

7.9.2.2. Table of packages and level of information required for pricing

7.9.3. How work will be reviewed with key SCPs to provide early cost advice to safeguard the contract sum

7.10. 4.9

7.10.1. Risk

7.10.2. SCP cost increase

7.10.3. Inflation

7.10.4. Risks currently in the market

7.10.4.1. the possible impacts of these risks on the customer

7.10.4.2. Suggestions to mitigate these

7.10.4.3. Intro - talking about impact or 'lack of' impact during pandemic

7.10.4.4. Supply chain insolvency - and impact on other contractors

7.10.4.5. Have companies had to change the shape of their business during pandemic

7.10.4.6. Recession looming and beginning - companies potential to go out of business because of the impact - lack of pipeline

7.10.4.7. Brexit impact - 20% increase in materials such as timber, glass etc

7.10.4.8. Brexit impact - material shortages e.g. MEP air con units etc, concrete roof tiles

7.10.4.9. Form collective group - Builders Merchants Fed - group of main contractors (7/8) - tracking tool which provide foresight on shortages and delays - solution is to share with Surrey Police on a monthly basis

7.10.4.10. Concern with labour shortage - WD not feeling the affect, people want to remain in employment.

7.10.4.11. Consistent S/C conversations to assess pipeline and workload to ensure capacity

7.10.4.12. Monitoring D&B - WD have linked SC database to D&B database therefore we are able to demonstrate completely live up to date positions

7.10.4.13. Steve to provide name of individual tasked to manage above - Hemant Panarkar

7.10.4.14. Builders Profile - PQQ process - stringent measures that SC need to comply to before we even engage

7.10.4.15. Regional SC team - relationship managers - focused on high risk, high spend trades (groundworks / frame etc) - monthly engagements

7.10.4.16. Relationships are long standing and trusted and this is what we call Cat A (10 years plus) - Communication is constant in order to ensure commitment and understand their workload, strains etc

7.10.4.17. Companies engages are deliberately SMEs in order to maintain control

7.10.4.18. Members of various user groups

7.10.4.19. Price increases- suppliers provide monthly intel on their specific trade - 12 man central team to support regional teams

7.10.4.20. Strategic partners (aka mandated) who lock in preagreed prices over the next 3-5 meaning we are protected and able to offer competitive advantage over our competitors. Pass saving onto customers

7.10.4.21. Award supply chain repeat work based on performance. On average our Cat A providers undertake 60/70% of their turnover with WD. The benefit is oversight in pipeline, continued high quality work.

7.10.4.22. Payment record - 30 day average and 99% paid on time

7.11. 4.10

7.11.1. Comment on ability to deliver the project based on

7.11.1.1. Overarching statement to describe where budget sits within our experience

7.11.1.2. Compare envelope, frame, MEP potentially car park - in chart format. Include WD experience and BCIS data.

7.11.1.3. Top 3 risks an how these can be mitigated

7.11.1.3.1. minimising disruption to access and neighbours

7.11.1.3.2. asbestos risk

7.11.1.3.3. Inflation/covid/brexit

7.11.1.3.4. CDP management - timing of design is properly managed

7.11.1.3.5. Realising sustainability ambitions

7.11.1.3.6. Pricing period

8. Architype

8.1. Feedback with past answers

8.2. Alternative positioning - Change orientation to East to West

8.3. Curved geometry - challenges but ensuring still of architecturally interesting

8.4. Wednesday - sketches