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LOR Outline Methodology & Construction Logistics

KHP Cancer Centre at Guys

Outline Construction Method Statement

Contents:

1.0Introduction2.0Hoarding3.0Contractors Vehicle Access Route4.0Traffic Management5.0Vehicle Movements6.0Craneage7.0Programme & Site Operations8.0Construction Methodology9.0Environmental Management

Appendices

Appendix A Health & Welfare Facilities

Appendix B Logistics Drawings

Appendix C Projected Vehicle Movement Chart

Appendix D Demolition Outline Method Statement

Appendix E Substructure & Superstructure Methodology

Appendix F Contents of Environmental Management Plan

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1.0 Introduction

1.1 The construction of the new KHP Cancer Centre at Guys Hospital will take place from

January 2013 to the autumn of 2015, a period of almost three years including enabling work

for the demolition of existing buildings and period for archaeological evaluation.

1.2 The sequence of activities described below is based on a construction programme led by

necessity to meet an operational opening in the spring of 2016. Planning approval for the

Cancer Centre is sought from the Council in October 2012, allowing a full contract to be

awarded by Guys and St. Thomas NHS Foundation Trust (the Trust) for this new facility by

the end of January 2013.

1.3 Prior to award of the full contract it is envisaged an Enabling Contract will be awarded for

demolition of the existing Bloomfield Clinic and Newcomen Centre, currently occupying the

site. This enabling work will provide the opportunity within the project timetable to evaluate

any further potential for archaeological remains within the site by the Council, prior to

development of the Cancer Centre.

1.4 Laing ORourke currently share developing logistics material and attend coordination

meetings with the Trust to liaise with other main Contractors whose work is scheduled to

coincide with the proposed new Cancer Centre. Balfour Beattys work on Guys Tower will be

on-going for the first 10 months of the Cancer Centre programme. Additionally Laing

ORourke will liaise and attend meetings with the Traffic Liaison Group and Bankside &

London Bridge Logistics Group.

1.5 Laing ORourke is very aware that the surrounding area has been subject to redevelopment

for a number of years. This can lead to construction activities causing interference to the

everyday lives of people that live and work close by. A detailed construction methodstatement will be developed and agreed with the council prior to any works commencing.

This will include covering the following issues that will help alleviate and minimise the

impact of constructing the new facilities:

LOR will register with and be part of the Considerate Constructors Scheme for thisproject, embracing requirements to achieve maximum credits where feasible under the

main assessment headings including; consideration, the environment, cleanliness, good

neighbour, respectfulness, safety, responsibility, and accountability. LOR has actively

and enthusiastically supported CCS on many schemes with LOR winning 19 awards for its

approach and performance already in 2012.

A neighbourhood liaison officer will be appointed who will be the chief point of contactwith the local community. Leaflet drops will be regularly posted within the local

community to keep neighbours informed regarding the progress of the work, special

operations that are taking place and any specific deliveries requiring traffic and

pedestrian management.

A clear traffic management plan will be developed in line with the proposals set out inthis outline plan this will include holding delivery vehicles away from the construction

area until access is available. In developing the plans so far, access arrangements have

been tested to ensure the vehicles that are intended for use can get to the site easily

without causing obstruction to traffic or pedestrians. Traffic will be managed carefully toavoid nuisance for the local community, particularly residents and local businesses.

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Temporary Construction Health & Welfare facilities for the main works are to beaccommodated within the Service Yard to the east of Munro House. Please refer to

Appendix A. Site Management accommodation is provided within the adjacent Borough

Wing of main the hospital.

1.6 All logistics drawings depicted in the text are also included in Appendix A at larger scale for

further clarity.

2.0 Hoarding

2.1 In order to safely segregate the on site operations from the adjacent area we will erect a

perimeter hoarding around the outside of the site for the duration of our works on site.

2.2 The hoarding will be solid, constructed of plywood which will be decorated and lit. To allow

vehicles to safely enter and exit the site it will extend partially into the roadway of

Snowsfields and of Great Maze Pond, with manned vehicle access gates positioned in

appropriate locations. Separate pedestrian access gates will also be provided, segregating

vehicle movements and pedestrians to ensure the safety of site operations and non-

construction related pedestrians using Snowsfield.

2.3 Vehicles will predominantly enter the site through the eastern gate in the hoarding on

Snowsfield and once unloaded exit the site through gates at the western end. Non-site

traffic will be able to continue their journeys outside the line of the hoarding. Vehicle

deliveries will also be able to access site through gates at the western end of the site

hoarding on Snowsfields to the area south of the tower crane on the West side of the site.

2.4 Clear signage and designated crossing points will identify the safe pedestrian routes that will

be maintained around the site as part of the co-ordinated traffic control measures that are

proposed.

2.5 The site hoarding line is indicated in fig 1, (also drawing LOR-GST-V4-00-02 in Appendix B).

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Fig 1 plan showing proposed hoarding and delivery vehicle access

3.0 Contractors Vehicular Access Route

Fig 2 proposed vehicle access route to and from the construction site

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3.1 LOR has reviewed the local road layout and identified a route for all deliveries to site to

follow. In the selection of this route and its associated traffic control measures. Consultation

has taken place with the Council Highways department. We have prioritised the safety of

pedestrians and other road users, and identified a scheme that will minimise disruption to

the local area and allow delivery vehicles to access in the most efficient manner, to shortenthe construction programme and thereby minimise potential nuisance for the local

community

3.2 Principally, material delivery access will approach site from the east, from Druid Street and

into Snowsfields. Vehicles will leave the area via Crosby Row to the south (see fig 2).

3.3 In order to minimise the risk of disruption to traffic this access route will operate most

efficiently by extending the one way designation of Snowsfields (east to west) from Weston

Street to the Great Maze Pond junction (it is already one-way in this direction to the east of

Weston Street).

3.4 In order to limit any potential traffic congestion at the Great Maze Pond junction it is also

proposed to designate Crosby Row as one way (north to south) for the duration of the

construction works, and to operate a temporary traffic control system (traffic lights) at this

junction.

3.5 This access route will be incorporated within all material orders placed for the project and all

will be actively encouraged to make use of it. By adopting a single route across the project

material deliveries can be organised to reduce time at site and help avoid congestion in the

local area. This strategy has also been designed in consultation with the Council Highways

department.

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4.0 Traffic Management

4.1 Our proposed Traffic Management scheme would introduce a temporary 2 way traffic light

system to control traffic at the Great Maze Pond / Snowsfields junction. (See fig 3 /Drawing

No L1140)

Fig 3Proposed Traffic management system

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4.2 Our preference is for both Snowsfields and Crosby Row to be designated as one way streets

throughout the duration of the works on site, with a 2-way traffic control system required

including an over-ride for our gateman to allow vehicles into and out from the site.

Fig 4

Wider operation of proposed Traffic Management system

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4.3 Parking restrictions will need to be managed at the northern end of Crosby Row where

disabled badge holders are currently able to park on the double yellow lines in that area and

to Great Maze Pond.

4.4 Provision for emergency vehicles and fixed bed lorries serving the Hospital and Balfour

Beatty site, up to 7.5t turning into and out of Great Maze Pond from Snowsfields would bemaintained as indicated on fig 5 (also drawing LOR-GST-V4-00-03 in Appendix B).

Fig 5 Access arranagments for delivery and emergency vehicles to Great Maze Pond

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5.0 Vehicle Movements

5.1 Delivery vehicles will be able to access the site through gates in the hoarding on Great Maze

Pond or via the gates on Snowsfields (see fig 6).

5.2 When in operation all gates will have traffic management marshals to control vehiclemovements into and away from site.

5.3 Laing ORourke will manage traffic and pedestrians during these deliveries. A Site Traffic

Management Plan will be developed post consent and agreed with the Council prior to

construction commencing. This will detail the control of deliveries, and site compound

arrangements to minimise potential of nuisance for local residents.

.

Fig 6 VehicleMovements into and away from site

5.4 Many elements of the build will be pre-fabricated away from the site thus reducing the

number of vehicles deliveries required to access the site. For instance, the main Plant Tower

at the rear of the building will be delivered in fully fitted out sections as possible, with faade

glazing and cladding. The external balconies will also be lifted into position as complete

units.

5.5 The anticipated main delivery vehicle movements during the construction have been

assessed. This is identified in the attached Projected Vehicle Movements Chart at Appendix

B.

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5.6 Deliveries to site will be managed by use of a co-ordinated web-based system (the Juggler

System) which will schedule deliveries to and from site. The success and effectiveness of

such a system has been proven on other Central London Laing ORourke projects such as the

Cheese Grater and the Crick. Operating with this system allows an effective just-in-time

strategy to be adopted, smoothing the flow of materials and delivering usable quantities totrade contractors on site whilst eliminating queues of delivery vehicles and the associated

congestion at the site gate. As well as being extremely efficient, this also minimises potential

for nuisance to the local community.

5.7 In addition, to avoid site congestion vehicles en-route to site will be in regular contact to

ensure that their delivery slot is running to schedule. If there are any anticipated delays, the

vehicle will park at an agreed holding point away from site, such as London Gateway services

and await call off into site.

6.0 Craneage

6.1 Two tower cranes will be necessary to construct the building;

i) CT1 - Comedil CTL260, height 60.4m, jib length 40mii) CT2 - Comedil CTL280, height 72.4m, jib length 45m

6.2 Both cranes will be positioned as shown on the Tower Cranes Lifting Capacity see fig 7

(also drawing LOR-GST-4-00-01 in Appendix B). A temporary road closure (estimated

duration of 1 week) will be necessary in Great Maze Pond and in Snowsfields to position a

large mobile crane for the erection and dismantling of CT1 and CT2

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.

Fig 7Proposed tower crane radiia

6.3 Over-sailing permission (in non-load carrying state) will be required for the buildings

opposite TC1 and the multi-storey car park opposite TC2. The out of service jib radii are

shown for both cranes. The cranes will be over-sailing in a non-load state.

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7.0 Programme and Site Operations

7.1 Demolition

7.1.1 Demolition is scheduled to commence in January 2013 and be complete by April 2013. The

demolition process will include ground floor slab removal and the site ground level will bereduced by approximately 600mm. Existing foundations encountered which are founded

below this zone will be left for a later phase of the works. Demolition work will require the

removal and diversion of services, including those in the area of the Scheduled Ancient

Monument. Again, this will be done in a way to minimise potential for any disruption and

nuisance to the local community. Please refer to the Demolition Outline Method Statement

at Appendix D for further details.

7.2 Ground Works and Archaeological Strategy

7.2.1 Clear access will be provided for Southwark Archaeology to carry out investigations once the

existing buildings have been removed. After the archaeological evaluation has taken place itis intended the main contract work is commenced beginning with the removal of existing

foundations and basements.

7.2.2 Substructure work including piling operations, new basement construction and extensive

piling operations will run through to the autumn. During this period the bridging structure

will be constructed over the Scheduled Ancient Monument which will ensure the roman

boat is protected and not subjected to any load from the new building. This will also allow

the boat to be removed in the future if necessary.

7.2.3 Tower Crane 2 (TC2) will be erected in July 2013 and Tower Crane 1 (TC1) erected by

October 2013. Each crane will be positioned on a piled foundation structure minimising thesize of foundation above ground and interference with the pedestrian zone particularly in

Great Maze Pond

7.3 Superstructure

7.3.1 The concrete frame forming the superstructure of the building will be commenced in

December 2013 and take approximately six months. Each floor is formed using pre-cast floor

lattice units with in-situ concrete then poured once floor units are in position. All columns

will be off site manufactured components, lifted into position. This will allow a quicker

construction process and will mean less disruption from vehicles for neighbours.

7.3.2 Once the building structure is up to level 6 the installation of unitised cladding forming the

fenestration to the building will commence at level 2. The ground to first floor cladding is left

off to allow access and avoid damage at this stage. Cladding operations will take

approximately eight months.

7.3.3 The installation of balconies will commence several levels below the ongoing cladding

installation activity. Balconies will be installed at a rate of two units per day. It is proposed to

use a temporary support frame to allow the delivery lorries to be quickly unloaded. Each

balcony and support frame would be lifted to an upper floor for programmed installation.

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7.3.4 The modularised Plant Tower will be delivered and installed over a four month period

commencing in February 2014. Each level of the Tower will be delivered in four separate

units.

7.3.5 Internal fit-out work will commence mid 2014 including plant and equipment installations,

followed by testing and commissioning. The building will be complete by the autumn of2015.

8.0 Construction Methodology

8.1 Further detail of specific construction operations can be found in the Substructure &

Superstructure Methodology document at Appendix E, covering:

Piling Basement Excavation Drainage Basement Slab Construction Columns & Walls Ground Floor Slab Superstructure

9.0 Environmental Management

9.1 An Environmental Management Plan for the project is being developed. The full detail will

be developed post consent and agreed with the Council prior to construction commencing.

The plan will include:

Site Waste Management Plan Air Quality and Dust Management Plan Noise and Vibration Management PlanThe contents of the developing EMP plan is included at Appendix C.

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Appendix A

Health & Welfare Facilities

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Appendix B

Logistics Drawings

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Appendix C

Projected Vehicle Movements Chart

This chart depicts the total projected construction vehicle movements throughout the demolition

and construction period. Movements will include removal vehicles taking away demolition and

excavated material and all deliveries, including fixed bed and articulated vehicles. The chart is

illustrated to show the different phases of the work.

Appendix D

Demolition Outline Method Statement

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Appendix E

Substructure & Superstructure Methodology

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Appendix F

Draft Contents - Environmental Management Plan

CONTENTS

1. Environmental Policies, Strategy and Scope1.1 Environmental Policies1.2 Laing ORourke Strategy and Approach

1.3 Scope of Works

1.4 Environmental Plan Scope

1.5 Environmental Representatives and Roles

1.6 Project Environmental Objectives and Targets

2. Project Specific Legislation and Client Requirements2.1Client BREEAM and Sustainability Requirements

2.1.1 BREEAM2.1.2 Responsible Sourcing2.1.3 Building User Guide2.1.4 Green Guide2.1.5 Considerate Constructors2.1.6 Sustainable Timber2.1.7 Monitoring Environmental Impacts2.1.8 Site Waste Management Plan and Waste Targets2.1.9 Ecological Value/Enhancing Ecology/Biodiversity2.1.10 Other RequirementsAir Permeability/EPCs/Noise & vibration2.1.11 Materials Procurement (VOCs)

2.2 Project Specific Planning / Legislation and Permits3. Key Environment Plan Documents

3.1 Initial Project Assessment (IPA)3.2 Aspects and Impacts Control Register (AIR)3.3 Site Waste Management Plan (SWMP)

4. Environmental Emergency Planning4.1 Emergency Contacts4.2 Safety Hazards4.3 Safety Guidelines4.4 Response Procedure4.5 Flooding4.6 High Winds Incidents4.7 Disturbance / Damage to protected Species4.8 Leaks and Spills

4.8.1 Light product spills on concrete/asphalt (less than one drum)4.8.2 Product spills on concrete/asphalt (up to ten drums)4.8.3 Light product spills on land/soil

4.9Disposal of contaminated materials (liquid and solid)

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5. Reporting, Auditing and Inspections5.1Head Office Reporting5.2Environmental Auditing5.3Non Conformance, Corrective and Preventative Actions5.4Environmental Consultation Records5.5Inspections and monitoring5.6Specialist Monitoring Equipment and Calibration5.7Complaints Register and Reporting5.8Environmental Incident Reporting

6. Training and Competence6.1Toolbox Talks, Induction and other training6.2Environmental Instruction / Operational Control6.3Communication

7. Corporate Responsibility7.1 CR Challenge7.2 Construction skills

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