The "Sale Waterside" project has been a comprehensive redevelopment of a major town centre location focusing on the historic Sale Town Hall site and its surrounding area. The site, situated next to the Bridgewater Canal, is considered crucial to the regeneration of the area and one of the project's major objectives was to position the new complex and the canal side at the heart of the town. The following specific new facilities have been provided for the community as part of the project:

  • Single site office accommodation for 600 staff
  • One stop shop facilities for all Council and related services (Trafford Direct)
  • Refurbished library, local studies and learn direct facilities
  • Provision of new arts facilities including a new theatre and gallery space provision
  • Refurbished and extended registrars facilities
  • Community meeting and function spaces
  • Canal side plaza for community and leisure use
  • Private sector bars and restaurants
  • New facilities for the youth service


SUMMARY AND BACKGROUND

Sale Town Centre is located immediately to the south of the Mersey Valley in an area of mixed prosperity. It is the second largest of four main town centres within Trafford. The focus of the town has traditionally been its Town Hall, a 1930's imposing building that was in much need of investment. The Town Hall is uniquely located adjacent to the Bridgewater Canal and opposite a Metro/ink tram station that provides direct access to Manchester City Centre in 10 minutes. Sale Town Centre is a core element of the Council's integrated "transport strategy ". In addition to Sale Town Hall itself the Council previously had several other administrative buildings based In Sale whose overall use was inefficient and did not provide either value for money or support the level of service the Council was keen to see for its community. More specifically the buildings, including the Town Hall, required significant expenditure to even retain the "status quo" in terms of condition, although even this would not have provided any sustainable improvement in service provision. In summary, such expenditure on its own was not considered an appropriate investment.


OVERVIEW

The Sale Waterside project had successfully fulfilled a unique opportunity to provide new outstanding offices and community facilities, which has been achieved by the selective remodeling and refurbishment of existing building alongside new buildings. The overall design is sympathetic to the design of other buildings within and around the complex and provides a landmark development, which sets a high standard for future development in the area.


SALE WATERSIDE

A comprehensive redevelopment of a major town centre location focusing on the historic Sale Town Hall site and its surrounding area along the Bridgewater canal. The replacement of various inefficient administrative buildings and facilities by one new single site development to meet the council's strategic accommodation plan and service aspirations. Key benefits delivered:

  • Improved in standard of service delivery and performance.
  • Improved buildings and facilities for community use.
  • Efficiencies in the provision of service as a result of a more efficient accommodation strategy.
  • Realisation of additional value by releasing surplus sites.
  • Provision of services for wider community such as community arts, youth service etc.
  • Kick start to the economic community and civic regeneration of Sale Town Centre.


PROJECT MANAGEMENT / DELIVERY

An "extended" project team approach was put in place. This was characterised by a small-dedicated core team supported as necessary by specialist advisors. Southerns were appointed to this "extended" project team as furniture, fittings and equipment co-ordinators providing specialist advise and support to the core project team in the following areas.


PROJECT MANAGEMENT

  • Agreeing furniture, fittings and equipment requirements with users.
  • Negotiation with potential suppliers.
  • Placing orders as agreed.
  • Delivery, installation and commissioning issues including managing/overseeing process.
  • Production of co-ordinated furniture layouts.
  • Agreeing areas of priority for other contractors , I.T etc
  • The co-ordination and liaison with building management in response to the various potential site issues. i.e access to site for vehicles etc
  • Scheduling of Goods onto site to ensure an efficient and controlled approach.
  • Tracking of orders with manufacturers to guarantee site delivery dates met.


DELIVERY AND INSTALLATION

  • Assigned specific supervisors and Health and Safety requirements on site.
  • Appointed Installation supervisors are aware of timescales and deadline dates and have the ability to action solutions on site if required.
  • Assign specific supervisors of Health and Safety requirements on site.
  • The building protection was ensured and the various storage areas for product was agreed pending the arrival of the consignments.
  • The installation was undertaken with areas being completed as required to assist the best practice approach, often from the top floor down.
  • The installation completion dates were met without any failure or damages to the building whatsoever. The whole decant from Southerns was completed in the agreed 4 WEEK PERIOD.