Laing O'Rourke project director Mike Morris is surrounded by activity. The last large development space in Oxford’s compact city centre is being excavated for phase one of the Radcliffe Observatory Quarter (ROQ).The majority of activity is creating the foundations for the Mathematical Institute, a workspace for over 500 researchers and support staff, and the centre of academic life for approximately 900 undergraduates.
To Mike’s right, the listed building restoration is bringing new life to the historic heart of the project. To his left, the recently completed Somerville College Student Accommodation proudly occupies the gateway to the scheme.
History in the making
It is no overblown statement that the ROQ will be an environment in which history-making ideas will be formed.
Mike is as aware of this as any member of the university’s estates team. Since 2000, he has led the successful delivery of over £200 million-worth of facilities for four university departments, each at the forefront of research in their fields.
“Our first project, the flagship Chemistry Research Facility, was for a department that has produced four Nobel Prize winners,” he reflects. “It could’ve been a daunting prospect, but it encouraged us to raise the bar.”
Laing O’Rourke’s continual presence in Oxford ever since – going on to deliver Biochemistry Phase One, The Earth Sciences Building and Somerville College Student Accommodation – speaks volumes. Its selection for the ROQ’s flagship Mathematical Institute and Radcliffe Infirmary is testament to over a decade of proven ability to respond to the university’s needs.
Ask Mike, or any member of the team, about the secret of Laing O’Rourke’s success here and the answer will be instant and unanimous: relationships.
Yes, the technical expertise to create solutions for complex laboratory spaces – such as the metal-free labs in the Earth Sciences Building – is essential. Of course, an impeccable safety record without a single reportable accident in over 10 years is valued incredibly highly.
Without question, proven delivery on time, to budget and to impeccable quality is crucial.
But it is the quality of the relationships that has allowed the business to achieve the remarkable.
In-house expertise
Pulling the right teams together was paramount.
“Our first challenge was attracting the skills. For example, there are few finishing trade contractors in the area – and we need the best for this type of work,” says Mike.
“Our key trades are generally from London or Birmingham. Before the economic downturn, it was difficult to attract a workforce willing to travel over two hours when there was work on their doorsteps.”
Laing O’Rourke called upon its in-house businesses – including Crown House Technologies (CHt), Expanded and Vetter – and extended supply chain to form a core team that has proven its ability to respond to the needs and concerns of the city, as well as the university.
Oxford’s compact, largely pedestrianised city centre, characterised by protected historic architecture, demands planning and logistical ingenuity. One such demand means no new city centre structure can exceed the 23-metre height of Oxford’s Carfax Tower.
“Often, high-specification laboratories, collaboration spaces, quiet research areas, teaching and social spaces must all be accommodated within the same building – equating to a lot of space the city doesn’t have,” says Mike.
The value engineering option of double basements created more space within a smaller footprint. The feature has become part of every research space Laing O’Rourke has constructed for the university since. But it hasn’t made logistics any easier.
“Creating deep basements has been the right option for the university,” says Expanded project manager Mel Banks, “but it does mean that we have to be on top of our game when it comes to excavations and traffic management.
“Bulk excavation for the new Mathematical Institute requires over 100 wagons a day, within a tight city centre, with vehicle delivery restrictions due to our close proximity to the new Somerville College Student Accommodation.
“We have a fantastic logistics manager with an in-depth knowledge of the city centre, plus we know our neighbours really well. We send regular email updates and hold weekly coffee mornings to discuss logistics. If you help people out, more often than not you receive flexibility in return.”
People power
Key to working around these challenges is the right environment – established first through those all-important relationships, and then through the physical environment.
“The university understands the value of starting discussions at the earliest opportunity. Their preferred procurement route is two-stage design and build,” says Mike. “It helps develop solid alternative solutions for a quicker start onsite, designing-out risks – leading to buildable, safe and efficient buildings.”
Sharing and understanding risk, and building a fair and reasonable price for the project, relies on the expert handling of stakeholders. But Mike is keen to dispel any mystery around the technique for this.
“Understanding the research carried out in the buildings is important, so we implement simple ideas such as holding technical workshops before any work begins.”
The use of 3D models and full-scale mock-ups of key components – particularly for complex laboratories – has been well received.
CHt project manager Dave Taylor believes these have been essential to de-risking the
mechanical and electrical (M&E) elements of the buildings: “Creating a laboratory or service riser mock-up creates a better understanding of how the specialists will use the facilities – what works and what doesn’t.
“We redesign any problem areas prior to commencing the build, saving cost long-term.”
Being part of an integrated team with a holistic view of construction is vital for innovation, he continues. "Particularly with laboratory projects, M&E is vital to elements such as services and maintaining specific air pressure. It can comprise as much as a third of the project value.
“Our combined programme means M&E influences the build, and vice versa. This has helped achieve earlier installation, reducing clashes and repairs, and given us the freedom to share ideas. A good example is the unique polypropylene and unistrut riser floors, which enabled earlier and safer services installation without the need for grinding steel and leaving holes.”
It’s good to talk
Sharing best safety practice has earned the University of Oxford team an enviable reputation within Laing O’Rourke. As well as the widespread adoption of the safer service riser installation, other ideas to come out of the projects have included safety flash messages on drawings as constant safety reminders; and the creation of bespoke workstations pre-loaded with that particular job’s materials.
Project leader Frank Connolly believes a safety culture built on attention to detail, and led from the top, has helped. “Zero reportable accidents in over 10 years doesn’t happen by luck. It comes from an environment where everyone has a voice, everyone can bring a suggestion to the table.”
Going forward, all eyes are now on the ROQ, in particular the new Mathematical Institute that will create a home befitting a department at the heart of the university’s work since its foundation.
With progress on view 24 hours a day via the onsite web camera, the team members aren't fazed by curious academics and university staff. In fact, they encourage it.
“The more eyes on the project, the better,” says Frank. “It’s nothing new for us - on Earth Sciences, the facilities manager received daily tours for a year before completion, becoming a real advocate for the scheme across the university.
“Mathematics user groups have been involved in the design decisions, down to the point of helping decide where the joints in the preassembled planks should be. It isn’t a burden – it helps us understand a client's perspective, and ultimately their aspirations for the building."
“Building relationships and working together ultimately makes for a more enjoyable experience all round,” concludes Dave.
“People respected across the world for their intellect are relying on us to develop smart engineering solutions for them. You can’t help but get carried along by that.”