The windows supplied by the leading UK architectural glazing systems supplier, Kawneer, have helped meet a host of complex criteria for the UK’s first dedicated healthcare facility for adults with autism. The Mitford unit at Northgate Hospital in Morpeth, Northumberland, where fenestration was led by architectural glazing specialists Polar NE,
When we think of all the technology advancements that were introduced through the innovative and futuristic thinking of architects, engineers and surveyors, it’s perhaps ironic that the industry itself has been a slow adopter of strategic digitalisation. According to KPMG’s 2017 global survey, 72% of engineering and construction executives stated
The windows supplied by the leading UK architectural glazing systems supplier, Kawneer, have helped meet a host of complex criteria for the UK’s first dedicated healthcare facility for adults with autism. The Mitford unit at Northgate Hospital in Morpeth, Northumberland, where fenestration was led by architectural glazing specialists Polar NE, uses a variety of Kawneer window and framing systems including a bespoke secure healthcare window specially fabricated for the £10 million project. This specialist window – based on the Kawneer AA®3110HW horizontal slider – has been used in the bedrooms and some communal areas alongside Kawneer’s AA®540 fixed casements in corridors, AA®541 top-hung casements in offices and reception, and 451PT framing in communal areas and corridors. Supplied in moss grey (RAL 7003), they were specified by Medical Architecture in conjunction with Kawneer dealer Polar who had a team of two specialist installers on site for 11 months. “Mental health inpatient windows are a very specialist product and we have developed designs with one of the few manufacturers/fabricators over a period of 11 years. Polar chose Kawneer’s AA®3110HW system components as a basis and we adapted the successful design to the particular needs of the autism unit,” said Medical Architecture director Paul Yeomans. The new BREEAM “Excellent” Mitford unit for Northumberland, Tyne and Wear NHS Foundation Trust provides 24-hour inpatient support and treatment for up to 15 adults with severely complex autistic spectrum disorders. Built by Kier under ProCure21+, the accommodation comprises eight single-person and two and three-person shared flats within four fingers of accommodation linked at their southern end by a band of shared spaces interspersed with staff facilities. Patients typically stay 18 months to two years, during which time individual stimuli and appropriate therapies are used before they return to the community. The trust’s key objectives included incorporating best practice from around the world and becoming a leading-edge national autism service, enhancing the facilities for research and development to provide a national centre of excellence, and building a sustainable commercial model to ensure the capital costs of the building were recuperated over an eight-year period.
When we think of all the technology advancements that were introduced through the innovative and futuristic thinking of architects, engineers and surveyors, it’s perhaps ironic that the industry itself has been a slow adopter of strategic digitalisation. According to KPMG’s 2017 global survey, 72% of engineering and construction executives stated that technological innovation has a role in their vision. However, with less than half integrating a strategy, planning and the implementation of tech is certainly an area that needs more thought. While firms are undoubtedly optimistic about the potential of technology – with a greater push towards new approaches such as drones, 3-D printing and autonomous vehicles – some players in the industry are yet to make use of those tools which streamline or completely automate processes. This is something which I feel needs to be addressed in light of recent data from Mckinsey which revealed that large projects across sectors and asset classes are running behind schedule and up to 80% over budget. Tight and timely financial management may not be helped by the fact that many site offices rely on manual, paper-based procedures. Indeed, my conversations with clients suggests that a lack of information digitalisation can lead to inaccurate project cost forecasting with unaccounted contract labour fees arguably creating the greatest challenge. In fact, the KPMG survey revealed that out of all the technologies, project management information systems (PMIS) were considered to hold the greatest potential in delivering value, yet just one-fifth (20%) of firms have implemented a PMIS. So while high profile advanced technologies are taking centre stage – and admittedly serving their purpose – firms must also ensure that they are taking advantage of data analytics and implementing systems that can streamline processes, add value, and condense budgets. As Mckinsey’s research shows, a strong assortment of digital tools can reduce project costs by up to 45%. In particular, with the rapid rise of a contingent workforce on site, failing to ensure real-time visibility of project costs can have a significant impact on project performance that is only recognised after its conclusion. This all suggests that technology focussed construction firms can gain more immediate and substantive benefits from the digitalisation of project cost control before they look to the operational advantages of drones and robotics. By getting to grips with the key functionalities which harness a successful project from start to finish, rather than focusing solely on the latest advancements in high-tech machinery, companies will reap long-term rewards. As construction projects continue to grow in scale and inevitably become more complex, the need to integrate technology across the entire construction management remit is arguably more important than ever. Drey Francis is Director at VMS and Recruitment Agency Back Office supplier, Engage.