Scenario
In 2025, we were contracted to provide fire door installation on St John’s Court in Newcastle. The contract was valued at £128,000 and we were drafted in early to partner the organisation due to their lack of resources and subsequent delivery issues they had been experiencing alongside a lack of expertise in FRA works. We were selected as we had provided FRA and construction services to their sister company for many years.
Task
We were tasked to ensure that the following FRA works were carried out in conjunction with the end user specification:
• Installation of 62 fire doors sets.
• 21 fire stopping actions.
• 12 joinery remediations.
In addition to the works, we were also tasked in carrying out all client face to face surveys, pre starts, health and safety management, delivery, handover, and all tenant and stakeholder liaison duties. In addition to the tasks, we encountered several challenges including access and main contractor electrical support delays which jeopardised the install and handover.
Action
To overcome the challenges, we proactively managed the delays caused by internal issues with the partnering contractor by adopting a solution-based approach providing guidance on communication processes and procedures. To deliver the tasks we implemented the following approach:
• Client specification and site visits
• Site measure and drafting of QA documentation to assist our delivery process for FRA works
• Supply chain mobilised.
• Compliance paperwork drafted in line with the current FRA requirements.
• Programs drafted that correspond with site install schedules and deliveries.
• Issue of schedules to supply chain and clients.
• Meetings with supply chains to ensure availability of products and services.
• Project team ensure sufficient manpower.
• Prestart meetings held to ensure proposals are understood.
• Site work commences in line with program.
• Work in progress visits carried out.
• Phased handover.
• Compliance documents drafted for handovers
• Recorded in line with our reporting requirements for our Third-party accreditations.
• Phased handover documents sent to client.
We had to manage scheme managers expectations with regards to electrical delays and ensured that stakeholders were being keep up to date with developments.
Outcome
Although suffering delays due to main contractor issues, we received good feedback from residents due to our pro-active stance with management sharing information in a timely, respectful, personable, and engaging manner. We used what we learned from the contract to establish solutions for the internal issues with the parenting contractor and their sister company in relation to future projects that include offering electrical support where possible and developing a process in which information is passed in a timelier fashion. Our partnering contractor appreciated the support, and the stakeholders were happy with our response to the delays. Since completion the main contractor has relied on our expertise to deliver the remaining contract on there behalf.
