Working on 194 two and three-bedroom existing properties the scope includes internal and external works across 138 Council-owned properties and external works on the remaining 56 privately owned properties. Internal and external works to each property were programmed to take 12 weeks, but are batched efficiently into 6, 16-week long phases to ensure that all works are completed in time to meet a funding deadline. Both workstreams require differing subcontractors working collaboratively within a tight site.
Externally the overriding objective is to create aesthetic uniformity by:
- Repairing and repointing chimneys
- Repointing of brickwork and lime mortar
- Brick replacement and cleaning
- Repair/replacement of existing stonework
- Installing new cast iron rainwater goods
- Repair/replacement of front doors
- Replacement of existing windows with traditional double-glazed timber casement and sash windows
- Roof repairs and ridge/slate tile replacement.
Internally the homes will benefit from:
- Wall insulation to improve energy performance and provide residents with savings on energy bills
- Replacement boilers and central heating systems
- Damp proofing works
- Electrical re-wiring
- Kitchen and bathroom replacements
- Installation of Positive Input Ventilation Systems
- Floor upgrades and historic timber repairs
- Significant conversion/re-ordering of three-bedroom properties to two-bedroom properties
- Fire partition upgrade works
- Relocation/refitting of bathrooms
In order to meet/exceed the HLF requirements Woodhead have established a social value team, led by our Skills and Engagement Co-ordinator Matt Bust. Matt works with the client to manage and monitor the delivery of the HLF outputs producing a quarterly report to demonstrate performance to the client and in turn the HLF. Matt provides a common interface between client and contractor delivery team. Matt also works with the Community Engagement Steering Groups such as the Community Voluntary Partnership (CVP). To increase collaboration and partnership working we have since employed the CVP project lead on a one day per week basis to share best practice, enable collaboration and ensure social commitments are met from both sides. We have worked alongside local community groups, volunteers, schools and businesses to create a joined up approach to deliver the following outputs to date:
- 43 Volunteers for Pumpkin Patch, a community allotment we are supporting on site
- 83% of labour sourced within 20 miles
- Created 19 new directly employed jobs
- Engaged with 1940 young people
- Appointed a community photographer
- Employed 5 apprentices
- Delivered 2 Work Experience placements
- Supported 2 community arts projects
- 3 radio interviews for community voluntary radio station “Elastic FM” to update the community on the project
- Supported the National Heritage Open Weekend Initiative on site
- 2 Community Consultation events
Challenges and Solutions
Developing a culture of collaboration within the supply chain: One of the key challenges on this project is managing the supply chain to deliver a multi phased multi workstream programme of works in a challenging fast paced residential environment. To manage this effectively we:
- Established single points of contact for communications and queries, our site management process has clear definitions between internal works and external works with dedicated internal and external management leads to drive progress. The Site Managers manage individual subcontractors appropriate to their workstream, the external workstream has a specific focus on conservation specialist supply chain partners.
- Hold pre-let meetings with each sub-contractor before the project started, which established clear expectations and targets.
- Hold collaborative planning meetings with the sub-contractors and involved the design team in the project to develop the programme, project vision and working practices.
- Weekly project/programme meetings to review and record progress which combines the internal and external workstream leads and supply chain.
- Undertook Trade shadowing to enable a Lean “next customer” approach to work package handover. Electrical subcontractors will be working collaboratively with plasterboard subcontractors to fully understand their working practices that specifically affect the follow on trades to eliminate waste. We anticipate this will be done through hands on practical workshops to further develop a collaborative culture at operative level.
As well as at site level, sub-contractor performance is discussed through integrated KPIs at monthly team meetings so trends in poor performance can be highlighted, monitored and action taken where necessary. We use a bespoke system called ‘FLOW’, to integrate many elements of our sub-contractor management.
The project is being filmed at key milestones for BBC Inside Out, we are providing access and co-ordination support with the client’s marketing team to tell the fascinating story of the transformation to the Model Village.
Reduction in living costs
In 2019, the average energy price for these properties has decreased by 53%, producing an annual saving of £693.96. 2022 has seen an average rise of 54% in energy costs, drastically increasing the cost of living for homeowners. In a property with a G rated EPC, this is estimated to have rised to £2,490.18 a year. In comparison, C rated properties are now estimated at a yearly energy cost of £1,067.22.
Example of savings
One of the terraced properties has improved from an E rated EPC to a C, with approximately 3.8 tonnes of CO₂ reduction per year. Primary energy usage has reduced from 373 kWh/m2 to 161 kWh/m2, resulting in the previous annual energy cost of £1,325 decreasing to £535 (estimated May 2022).