Bristol Beacon

Bristol Beacon

Update/Recap

Photograph dated Feb 2021

Cost and Time Methodology and Principles

Based upon; Whole project cost and Whole project timeThe technique used was to build a solid and stable pyramid using the foundations of scope programme and contract to establish a comprehensive cost plan to which an appropriate risk assessment was applied.

1. All sound analysis is based upon a thorough understanding and development of a comprehensive Scope of works.

2. The Programme has been developed in conjunction with consultants and contractor with the input of specialists who have verified and confirmed the contract completion date and through to opening.

3. The Contract and Agreements have been re baselined and amended to reflect a more appropriate transfer of risk achieved through the ‘Box in a Box’ strategy securing greater contractual cost certainty. This has the effect of securing the agreements achieved in the Scope and Programme sections.

4. With these agreements secured the Cost allowance has now been constructed with a significant level of confidence due to the certainty achieved by the proceeding steps.

5. The process is completed by the application of the appropriate level of Risk pertaining to a project of this nature at this time.

THE FOUNDATION PILLARS

COST

RISK

SCOPE

PROGRAMME

CONTRACTS & AGREEMENTS

Week -519th -23rdth Oct

Week -4

Week -3

Week -2

Week -1

26th -30th Oct

2nd -6th Nov

9th -13th Nov

16th -20th Nov

CONFIDENCE

Green

Current Confidence

Strategy for transfer of risk gaining cost certainty

BCCDeliver design forStructural elementsWarranted by ARUP

D&B style set up for fit out – Risk transferred to WD

WHOLE PROJECT SCOPE• Scope is the foundation of the pyramid

• Fully Incorporates the BMT Facility Requirements document

• Fully Incorporates BCC direct requirements

• Verified with the specialist related performance criteria of the building

• Discovery phase scope largely complete

• Utilised ‘Kill Sessions’ to control and deliver immediate design demands

• Implemented the Design Responsibility Matrix (DRM)

• Whole project scope is captured in whole project programme and whole project cost plan

• Interrogated the WD price for comprehensive inclusion

• MEP scope now crystallised as a result of workshops

BUILDING THE PYRAMIDSCOPE

COST

RISK

PROGRAMME

CONTRACTS & AGREEMENTS

Week -519th -23rdth Oct

Week -4

Week -3

Week -2

Week -1

26th -30th Oct

2nd -6th Nov

9th -13th Nov

16th -20th Nov

CONFIDENCE

SCOPE

Box One(Traditional)

3 DecApr 23 Oct 23

Tactical Decision

Works Ongoing

Cabinet Approval

Sep 21

Watertight

Commissioning

Box Two(D&B)

Curtain Up

Curtain Up

Watertight

WD Fit Out

Steelwork Frame & Envelope

Rectification of all discovery items

Jan 21 Jan 22

BMT Soft Opening

Programme & Time – JB/SW

WD PC Date

Whole Project ProgrammeUnderpinned by:• Based on defined Whole Project Scope and ‘box in a box’ risk

transfer

• Created ,designed , analysed, tested by qualified technical specialists

• We have control of the Whole Project Programme• Fact based, formed by experts• Aligned to the Whole Project Cost Plan

• Based on defined Whole Project Programme• Won back time/contingency • Headroom Apr-Sept (Completion to opening) • Clear design responsibilities – Design Responsibility Matrix

• Appropriate client capacity • Reinvigorated governance, process ,controls• Clear direction and leadership • Clear appointments• Risk Register

BUILDING THE PYRAMIDPROGRAMME

COST

RISK

CONTRACTS & AGREEMENTS

Week -519th -23rdth Oct

Week -4

Week -3

Week -2

Week -1

26th -30th Oct

2nd -6th Nov

9th -13th Nov

16th -20th Nov

CONFIDENCE

SCOPE

PROGRAMME

Contracts

WD Contract

• Returning to the fundamentals of NEC Contract Option A• ‘Box in a Box’ risk transfer for contractor• Deed Of Variation (DOV)• Defined and increased responsibilities • Responsibility for the internal fit out • Contractor is clear as to their defined responsibilities • Scope, cost ,design, programme and responsibilities are now

aligned

Clarity of responsibility between the parties

AppointmentsProfessional Services -Recalibration of agreements to TA role for ‘Internal Box’-Amended duties

Envelope Box-Existing traditional appointments-End of discovery times

Internal Box -Transferred responsibility -Reduced TA role-Clear defining of the scope of services and timetable required

Consultant Appointments-Responsibility for the internal fit out - Scope, cost ,design, programme and responsibilities are now

aligned- MEP design has been transferred - Built client side resource- Increased design manager resource - Council-Client side Project Management Office (PMO)

BUILDING THE PYRAMIDCONTRACTS & AGREEMENTS

COST

RISK

SCOPE

PROGRAMME

Week -519th -23rdth Oct

Week -4

Week -3

Week -2

Week -1

26th -30th Oct

2nd -6th Nov

9th -13th Nov

16th -20th Nov

CONFIDENCE

SCOPE

PROGRAMME

CONTRACTS & AGREEMENTS

PRINCIPLES OF COSTING

The solid base allows

• A Cost Plan built from first principles.• For the Whole Project and reflects clearly the full

agreed programme, scope and risk allocation• Contract Sum agreed with Willmott Dixon • Based upon fixed programme extending to

‘curtain up’ in October 2023• Based upon fully integrated appointments and client

side costs• This Whole Project Cost Plan has significant level of

cover in terms of Risk and Contingency allowances and also identifies opportunities

BUILDING THE PYRAMIDRISK

COST

SCOPE

PROGRAMME

CONTRACTS & AGREEMENTS

Week -519th -23rdth Oct

Week -4

Week -3

Week -2

Week -1

26th -30th Oct

2nd -6th Nov

9th -13th Nov

16th -20th Nov

CONFIDENCE

Green

Current Confidence

SCOPE

PROGRAMME

CONTRACTS & AGREEMENTS

COST

RISK

Bristol Beacon –‘PROJECT MOTHBALL’

Option 2 – Stop (Project Abandonment) Option 3 – Pause (Project Termination)

Option 2- StopCompletion: 11th May 2021

Both options have been developed with the PMO, WD, Design Team and advice from Planning Consultants

PROJECT MOTHBALL

SCOPE• Scope is the foundation of the pyramid • Two Identified options for ‘Project Mothball’• The design and work necessary to achieve each of these two

options will be outlined• Both options are based and costed on a 10 year life

Option 3- PauseCompletion: 29th October 2021

OPTION 2 - STOP

Key scope Features :• Stop work immediately and make safe • High level of regulatory risk • Site will have a secure perimeter• Emergency/Basic Life Safety Systems Installed• Transfer temporary works and scaffold ownership to BCC• Temp works/scaffolding in surrounding streets remain in

place• Risk around structural stability and envelope degradation • WD decant and clearing of compound

Hall remains open to the elements – No roof

Option 2Stop

Completion: 11th May 2021

OPTION 3PAUSE

Key scope Features:• Partial completion of existing contract • Steelwork and structural elements completed (Inc Roof) • Envelope complete including surrounding area • ’External Box’ Secure and Stable / façades completed • Completion of basement waterproofing • Emergency/Basic Life Safety Systems Installed• Reduced regulatory risk and minimum external

degradation

Hall is ‘Safe, Warm and Dry’ – watertight and weatherproof

Option 3Pause

Completion: 29th October 2021

Cost and Time Methodology and Principles

COST

SCOPE

PROGRAMME

CONTRACTS & AGREEMENTS

SCOPE

PROGRAMME

COST

RISK

Green

Current Confidence

The same methodology has been applied here as the option to complete.

CONTRACTS AGREEMENTS & REGULATION

TERMINATION AND AGREEMENTS

Option 2-StopKey Point Implications

-At risk of degradation and water ingress/flooding

- Degradation to asset over time. Not appropriate for 10 year duration and will require ongoing maintenance -

-Ongoing burden of temporary works, scaffolding and regular inspections required

-High ongoing maintenance and inspection costs

-Risk of Heritage intervention

-Negative Impact on adjacent/ surrounding streets and roads

-Prospect of enforcement from planning, listed building, building control

-Challenge from funding bodies

- Potential loss of Warranties and Insurances

-Waste of previously fabricated/engineered components

-Cost of abandonment/fees/works

-Extensive cost associated with termination of contracts

-Extreme difficulty , higher cost and loss of knowledge in any future remobilisation

JB

Option 3 – PauseKey Point Implications

-Stable and watertight envelope

-Less impact on surrounding streets and roads

-More appropriate for 10 year duration and will require ongoing maintenance/inspection

-Greater preservation of the asset and its heritage items

-This option is based on existing contract arrangements

- Extensive cost associated with termination of contracts

-Ongoing security/maintenance required

-Ongoing regulatory risk

-Risk of challenge to heritage and public benefit

-Considerable difficulty , higher cost and loss of knowledge in any future remobilisation

JB

COST

SCOPE

PROGRAMME

CONTRACTS & AGREEMENTS

SCOPE, DESIGN & TECHNICAL RESOLOUTION

PROGRAMME

COST

RISK

Green

Current Confidence

CONTRACTS AGREEMENTS & REGULATION

BUILDING THE PYRAMIDCONTRACTS & AGREEMENTS

TERMINATION AND AGREEMENTS

PRINCIPLES OF COSTING

• Based on 10 year costings• Supported by WD cost and time information • Includes all of consultant fees/termination fees• Includes all fees and costs • Includes 6 month run off after construction • Also Includes run off costs for Inspections &

Maintenance