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Capita symonds renewal magazine
1. renewal
update magazine issue 13
into Africa
Tatu City takes shape
record house building
commercialising the public sector
planning white paper
the keys to project management success
2. renewal
inside this issue
contents
two Goodwood Festival of Speed
central sculpture pays homage to car giants
three Glasgow’s Riverside Museum
the new £74m museum is unveiled
three Coronation Street two
new bespoke centre at MediaCityUK
four into Africa
Capita Symonds appointed to $5bn Tatu City development
six on your marks… get set… go
the race to complete 101 homes at ten sites in Salford
four
seven commercialising the public sector
the benefits of a commercial approach
eight that’s the plan?
the implications of the government’s public services white paper
nine project management: the keys to success six
how to manage a construction scheme
3. foreword
introduction
Welcome to the thirteenth issue of our update magazine renewal.
In this issue we’ll be looking at our latest acquisitions – architecture and design group ESA and
the health & safety and water management business of Managed Support Services (MSS) Plc; the
Tatu City project in Kenya; our work with Wates on a revolutionary new school building model;
and the Airbus Aerospace Park project near Bristol.
We’ll also be looking the implications of the government’s public services white paper for the
planning sector; how to manage costs during a construction project; the commercialisation of the
public sector; and how to build 101 new homes across ten sites in record time.
If you would like to discuss any of the projects or issues raised in renewal then please do not
hesitate to get in touch or visit our website at www.capitasymonds.co.uk
I hope you enjoy reading our update magazine and invite you to send any comments, questions
or suggestions to renewal@capita.co.uk
Jonathan Goring
Managing Director
Capita Symonds
November 2011
5. Capita Symonds appoints new executive director
Capita Symonds has appointed Richard Richard McCarthy said: “I am looking forward
McCarthy as executive director for to driving the business forward in this sector
central government. Richard joins from and further cementing Capita Symonds’
the Department for Communities and status as a leader in delivering a wealth of
three
Local Government (DCLG) where he was property and infrastructure solutions.”
director general for neighbourhoods for Jonathan Goring, managing director, Capita
eight years. Symonds, said: “There is an overwhelming
need for government to realise efficiency
Richard will develop Capita Symonds’ savings and rationalise revenue generation
provision of services to the public sector, and asset management. Richard’s experience
specifically central government, alongside and enthusiasm relating to how public
the wider Capita Group. Richard previously private partnerships can achieve this will be
held positions at DCLG, the Peabody Trust invaluable in helping Capita Symonds to
and Horizon Housing Group. meet the needs of this sector.”
Glasgow’s Riverside Museum unveiled news in brief
Tim Laurence
Vice Admiral Tim Laurence CB MVO ADC has
joined the board of Capita Symonds as a
Non-Executive Director. Tim brings skills and
experience developed during a distinguished
naval career which included four warship
commands. Latterly his roles as a key
strategist and resource planner within the
MOD culminated in his appointment as
Chief Executive of Defence Estates.
Highways Agency schemes
Capita Symonds has been appointed by the
Highways Agency to support the development
of a new four mile dual carriageway which will
connect the M6 and M56 in south east
Manchester. Capita Symonds is working with
The new £74m Riverside Museum in collection to create a dramatic and iconic
construction partner Costain on the scheme
Glasgow has been unveiled. Situated on international destination. The Glenlee is
which is one of the 14 Highways Agency road
the banks of the River Clyde in the heart one of only five Clyde-built sailing vessels
schemes due to start construction in the next
of the city’s harbour development, the afloat in the world today and the only one
five years, subject to the completion of
new museum will reinforce Glasgow’s in the UK.
statutory processes.
global transport heritage, giving visitors
access to more than 3000 exhibits. As well as the old, there are more recent
Leicester Health
star attractions including Graeme Obree’s
NHS community partners across Leicester,
Capita Symonds provided project hand-made bikes which made him a
Leicestershire and Rutland (LLR) have appointed
management, CDMC and QS services on world-champion, and the late Colin
Capita Symonds to carry out a strategic review
the Zaha Hadid-designed scheme. McRae’s Subaru Impreza that he drove to
of their £550m estate. During a two stage
win the World Rally Car Championship.
exercise, Capita Symonds will look at options
The Tall Ship Glenlee is moored in front of
for the 496,000sqm estate – made up of over
the museum’s dramatic south façade, The new museum has been funded by
160 NHS owned buildings including acute
bringing her together, for the very first Glasgow City Council, the Heritage Lottery
hospitals, community hospitals, community
time, with the city’s unrivalled ship model Fund and the Riverside Museum Appeal.
facilities, and NHS owned GP practices.
www.capitasymonds.co.uk/news
6. renewal
into africa
programme delivery team in major international win
four
Capita Symonds has been appointed as Capita Symonds’ role will involve helping Nairobi, the largest city in Kenya, has a
Programme Delivery Partner for the $5bn the client translate its vision and strategy population of over three million people. Its
Tatu City development in Kenya. for this new city into reality. This will entail airport, Jomo Kenyatta International, is the
overseeing all aspects of the programme largest and busiest in East and Central Africa
The 1000ha project, the largest of its kind in including stakeholder management; the – with over 49 airlines servicing the Kenyan
Africa, comprises the construction of a new pre-construction programme; project and market. The Eastern Bypass Highway,
city located within Greater Nairobi, East design management; development of a currently under construction, will link the
Africa’s economic hub. The mixed-use programme management office; airport to Tatu City.
development, which will be home to 62,000 procurement; and overall programme
residents, also includes retail, commercial, management in the post-construction
tourism, social, and recreational facilities. phase.
school
revolution
New school spaces can now be delivered
up to 60% cheaper through a
groundbreaking new model which enables
existing buildings – such as offices and
vacant or distressed properties – to be
adapted for use as schools while The solution: to just £2.38m;
significantly reducing the cost of new • Cuts construction phase of new school • Standardised designs can be tailored to
school buildings. delivery from typically 60 weeks to just local needs.
36 weeks;
The first model of its kind, Adapt Schools • Includes a solution for converting existing With a shortfall of 70,000 school places
Solutions – from leading education buildings for use as primary and secondary expected in London alone over the next
contractor Wates and Capita Symonds – schools; four years, the blueprints will enable
provides four educationally led, blueprint • Efficient design and procurement can save schools and cash-strapped local
designs for 21st-century schools that can be over £1,000 per sqm, cutting the cost of a authorities to address the urgent need for
implemented at any suitable site in the UK. new primary school from typically £4.5m more capacity.
7. ESA joins Capita Symonds
boost for company’s commercial design offering
five
Capita Symonds has announced the position as one of the UK’s largest and organisation and this acquisition emphasises
acquisition of architecture and design leading practices. ESA’s current workload our commitment to investing in success by
group ESA for an undisclosed sum. includes high profile new HQ offices and fit bringing in strong businesses to supplement
out projects, central London office and our existing capability in key sectors.”
With offices in London, Hull and Katowice, mixed use retail schemes, hotel and leisure Alastair Roberts, Managing Director, ESA,
Poland ESA employs over 60 staff, providing projects, and a wide range of challenging said “Our commercial private sector
design-led architecture, planning and project conservation-led West End projects. expertise and excellent client base, in
management expertise across the conjunction with the strong Capita Symonds
commercial sector. The company will John Southgate, Executive Director (Design brand, particularly in the public sector, offers
integrate with Capita Symonds’ existing & Infrastructure), Capita Symonds, said: our combined team excellent opportunities
architecture business, strengthening its “Capita Symonds is a constantly evolving for the future, both in the UK and Europe.”
Airbus
Aerospace
Park lifts off
Capita Symonds has been appointed by
Airbus Operations Limited to provide
multidisciplinary management and design
services for the multi-million pound
Airbus Aerospace Park project in Filton,
Bristol.
The site, which adjoins the A38, will feature Deco Pegasus House, which was
Capita Symonds will be providing a range of a campus-style development comprising a constructed in 1936, will be refurbished to
real estate services including project mix of new build and refurbished office provide a 3600sqm of modern office
management, architectural design, accommodation that will provide modern accommodation for 450 staff including a
acoustics, landscape design, structural integrated facilities for 2750 staff. café and a 350 seat auditorium.
engineering, cost management, CDMC, and
BREEAM consultancy. M&E design input will The project includes a new build low-rise The project also involves the refurbishment
be provided by AECOM which will join the 24,000sqm main office building for over and reworking of Old Filton House, a
team specifically for this project. 2300 staff while the site’s existing listed Art vernacular scaled Georgian farmhouse.
8. renewal
on your marks…get set…go
with the HCA setting a tight pace,
the race was on for Urban Vision
to complete 101 homes
six
at ten sites in Salford…
The task was certainly a daunting one, council taking the project budget up to enabled Urban Vision came up with a neat
but when asked to squeeze four to five £13.5 million, the stage was set to begin twist on the standard delivery pattern –
months work into a mere fortnight, turning aspiration into inhabited homes. creating a two stage format for the delivery
Urban Vision – Capita Symonds’ joint of designs. This enabled sites to be
venture with Salford City Council – took The brief was to deliver family sized homes, mobilised before full detailed designs were
to it with gusto. built to Lifetime Homes Standard, along completed.
with wheelchair accessible bungalows, all of
The challenge began in late 2009 when the them built to high environmental standards Modern methods of construction were
city council was looking to make the most (meeting Level 4 of the Code for Sustainable applied to the scheme, not only to provide
out of the Local Authority New Build Homes). for a faster build time, but also to enhance
Scheme. Urban Vision was called in to the environmental performance of the
provide a feasibility study on some 16 Initial designs created as part of this building, thereby assisting in meeting the
brownfield sites across the city. planning process had to be developed into criteria for Level 4 of the Code for
full working drawings, alongside all the Sustainable Homes.
With feasible sites soon identified, the city myriad preparatory details that went into
council asked Urban Vision to assist them in getting the schemes ready for go, including The final flourish for achieving the 44 per
putting together a full bid proposal to procurement issues, securing building cent improvement in performance over the
deliver to the HCA – all within two weeks. materials, and sorting out the logistics of stipulated Building Regulations was the
Getting this right was critical since to managing the project’s ten different sites installation of measures such as heat
stumble at this hurdle would have simultaneously. recovery systems and solar thermal panels
compromised the entire development, but to help heat hot water. There are also some
Urban Vision’s team – working closely with Partnership was an essential part of the ‘quirky’ tweaks to the designs across the
Salford City Council – pulled it off to secure process with constant dialogue between sites so that each have something of their
approved bidding partner status with the stakeholders. This approach enabled own character, such as the inclusion of a
HCA and win the project £8.2 million of everyone around the table to work together wildlife habitat on one of the sites that
grant funding. With match funding from the to find answers to problems. This approach enabled a pre-existing population of greater
crested newts to continue living happily
alongside their new human neighbours.
Given the demanding timescale, effectively
from October 2009 to March 2011, Urban
Vision and its partners have pulled off a
rapid fire delivery against the odds.
Darren Clegg (darren.clegg@capita.co.uk)
is Project Manager at Urban Vision
9. commercialising
the public sector
seven
John Bandler on the benefits of a commercial approach…
A lot of Capita Symonds’ success has the host body in terms of more effective
been built around taking on public sector service.
services and commercialising them. So
why can’t the public sector take more Asset Portfolio Management
of a commercial approach itself? This With local authorities focussing on
would certainly appear to be a major efficiencies of scale, shared services
plank in coalition policy and protocols and selective departmental
philosophy. outsourcing of services, the opportunities to
rationalise the surplus built assets are
Property and infrastructure is perhaps the enormous. As operational assets become
most obvious quick win in this area – under or non-utilised, internal pressure may
whether it is looking at services provided by be to simply dispose of assets to generate
local authorities or investment plans for cash. This may be the right move, but a
regeneration and economic growth. In fact, more strategic asset management approach
the entire public sector appears to be is to ask fundamental questions as the to
focused on cost reduction but savings are medium and long term value of assets.
not the whole answer – the government
must put more pressure on the public sector Within a more balanced portfolio
to raise money too. management approach, asset disposals will
Commercialisation of services to sell to be balanced with medium and long term
Let’s explore some of the opportunities: other public sector agencies as well as asset retention and investment strategies.
private sector organisations This thinking is rooted in adopting some of
Commercial approach to infrastructure Some local authorities excel in some the commercial characteristics of intelligent
development and regeneration areas, whilst others excel in others. The developers, rather than immediately putting
The public sector’s role in regeneration or commercial opportunity is for those who all eggs into the ‘disposal’ basket.
economic development has been at best excel in property and/or infrastructure
place shaping and at worst passive management to sell their services to other We live in a new world. And politicians need
regulation. But 2011 is the year when local authorities as well as other public to support their officers in taking a more
stimulation of growth is critical at regional bodies and even the private sector – and commercial approach. If not, they miss
and local level. This means being really make a profit? Yes that dirty word ‘profit’ opportunities to mitigate the pressure on
proactive and commercial. Now is the time – but why not? If a service has invested in public services
when the public sector needs to embrace the staff, systems, and processes to excel
the localism agenda and partner with why should it not make a return on this John Bandler (john.bandler@capita.co.uk) is
developers rather than fear them, and start investment? The economies of scale Director of Regeneration at Capita Symonds.
to consider how it can help to make developed through development of the Further information at:
mothballed schemes viable. business should also flow back through to www.capitasymonds.co.uk
10. renewal
that’s the plan?
Dave Jolley of Capita Symonds looks at the implications of the
government’s public services white paper for the planning sector…
eight
The White Paper on Open Public Services experience, capacity, organisational stability
makes it abundantly clear that the and standards of probity. The body would
coalition government does not have an also operate a renewal process for re-
ideological presumption over whether the accreditation. In turn, the proposed service
private or public sector should run provider would also have to be able to
services. The paper is unambiguous in its demonstrate there would be no conflicts of
belief that high quality value for money interest and that the highest standards of
services can be provided by the public probity would be maintained.
sector, the voluntary and community
sector, or the private sector. There are a number of further options that
should be considered to ensure proper and
Some local authorities have already chosen robust accountability. For example, the
the private sector path. For example Salford approved planning service provider would
City Council and Breckland District Council have the authority to process the planning
have already outsourced their planning applications and set their own planning fees,
services to us through a competitive route in but only after a competitive tender process.
order to secure cost savings and provide Also, having processed the planning
robust quality services. application, the service provider would
report to the planning committee or
By opening up planning services, the planning authority’s designated officers for
government is recognising that there are to traditional provision by in-house local the planning decision. Finally, in the era of
number of ways in which planning services authority teams. localism, local communities could even be
can be delivered more cost effectively whilst delegated the authority to make planning
decentralising services to the lowest Nevertheless, the key to the successful, decisions and commission their own service
possible level including: open, accountable delivery of planning provider.
services will be ensuring that only approved
• Local communities producing providers of planning services are eligible to Alternative services providers, be they
neighbourhood plans; undertake those services. A key feature of community operators, mutuals, charitable
• Local authority planning teams competing the new approach could be the trusts or private companies, have much
to provide cost effective planning in other establishment of a robust and effective value to add in relation to the provision of
regions; mechanism for formally approving the planning services. The key now is how far
• Mutual/Cooperatives etc providing not for providers of planning services. This could will the industry go?
profit services; involve the introduction of an ‘Approval
• Approved private sector organisations Body’ which would operate a robust process
providing services such as the processing to review key features of a service provider Dave Jolley (dave.jolley@capita.co.uk)
of planning applications as an alternative e.g. demonstration of expertise and is Director at Capita Symonds
11. Mecanoo
project management:
nine
the keys to success
Chris Paxford with five tips on how to manage costs
during a construction project…
Tip 1 – Timing you, challenge and help draw out the detail Tip 5 – Contract
Don’t leave it to the construction phase of your requirements. Identify the Buy the right thing! Make sure your tender
before you start wondering how you are stakeholders and decision makers. As you documentation clearly reflects what you
going to control your costs – it’s too late by engage your design team make sure their want and the contract you choose suits the
then! Instilling a ‘culture of care’ in your scope of services is clearly defined and be circumstances of the project, your
team right from the outset ensures that mindful of the interfaces with the team and, organisation, and appetite for risk. Don’t get
costs can be controlled from a project’s in particular, any design overlaps where one drawn in to choosing the current fashion –
inception. part of the project affects another. Leave ‘design and build’ might not be best for you.
nothing to chance. Continue to manage the The market will also have a bearing on your
interfaces and co-ordination through your contract choice. Changing markets and
project/cost manager. external factors can make different contract
forms more or less attractive at different
Tip 4 – Change and Risk times in the economic cycle.
Make sure you have a robust and clearly
understood change control process – it’s as
much about self discipline as it is about
managing your team of designers and
Tip 2 – People contractor! Your project or cost manager
Choose the right people. If you think back to will set up and manage your change process
your most successful projects, it’s not the in accordance with your corporate
form of contract you remember, it’s the requirements and manage and control the
people and the relationships. Work hard to process.
get the right people on your project and
always take time to build a team spirit and Also, at the earliest opportunity, discuss,
common understanding of the objectives. identify and record the risks to your project Allow time to ensure tender documents are
Run a workshop with your team and develop and allocate a budget to them. Work with fully co-ordinated and completed to the
the relationships throughout the project to your team to mitigate as much as possible agreed level (it isn’t normal to be doing this
get the best out of people. When you get a and make sure you do not shove your head at 2am the day before the tender is due out
problem you want people ready to help in the sand with regards to those that are – whatever the architect tells you!). Make
solve it, not make money out of it. It helps if left. A workshop is a good way of dealing sure the programme is well developed,
you can think in terms of an ongoing with risks. Also, make sure you regularly re- agreed, communicated and most
relationship. visit your risk schedule and review the risks, importantly managed and understood.
not forgetting to add new ones when they
Tip 3 – Brief are identified (things change). Finally,
Make sure your brief is absolutely clear. A remember that risks can develop outside of Chris Paxford (chris.paxford@capita.co.uk)
good project/cost manager will work with the immediate construction process. is Head of Projects at Capita Symonds
