Barrow 1860

Challenges

A key challenge emerged early in the programme when detailed heat loss calculations identified that the original heating proposals would not sufficiently serve the building. This required a swift redesign and alternative heating strategy to be developed that achieved the required performance standards without increasing costs or requiring alterations to the existing building fabric.

The project location also created significant logistical challenges, being situated in a rural part of the UK with limited local resource availability. Careful planning was required to manage labour allocation, material deliveries and accommodation for operatives to ensure programme continuity and minimise disruption.

Timescales were particularly demanding, with the majority of works needing to be completed during the six-week summer holiday period while the school was unoccupied. This required tight sequencing, extended coordination and efficient management of multiple trades to deliver substantial upgrades within a fixed and immovable completion window ahead of the new term.

Further complexity arose through utility approvals, with difficulties encountered obtaining timely DNO approvals following design changes introduced part way through the programme. This impacted elements of the electrical works and required close liaison with external stakeholders to keep the project progressing. Despite these challenges, the scheme was successfully delivered, providing the client with a modern, sustainable and fully compliant building services solution.

Our Approach

Following appointment, we moved quickly to review the original CIF proposal, which involved replacing a 12-year-old biomass boiler with air source heat pumps and radiators. With only a short mobilisation period before the six-week summer holiday shutdown, we prioritised obtaining a detailed heat loss survey to validate the design before works commenced. This early assessment identified that, due to the poor thermal performance of the existing buildings, the proposed heating strategy would not deliver the required comfort levels without significant and costly fabric upgrades.

Rather than proceed with an unsuitable solution, we took a proactive and consultative approach to redesign the scheme around the school’s operational needs, budget and programme constraints. We also committed substantial internal management and delivery resource to maintain control of the project, particularly given the rural location and limited availability of suitable local contractors. Where required, trusted Leeds-based supply chain partners were brought in to ensure quality and programme certainty.

The Solution Delivered

A revised strategy was developed to maximise available roof space and deliver air conditioning systems throughout classrooms, communal areas and office spaces across the site. This created a practical solution for a school made up of several small and disjointed buildings, where a single conventional heating approach would have been difficult to implement effectively.

The redesigned solution not only provided efficient heating but also introduced cooling capabilities, delivering a significant enhancement beyond the original scope of works. In parallel, solar PV systems were installed as part of the decarbonisation strategy, helping offset electrical demand from the new air conditioning systems and significantly reducing future running costs.

The redesign also generated budget efficiencies, allowing two washroom areas to be fully upgraded as part of the wider project, further improving the school’s facilities without increasing the overall scheme cost.

Outcomes

The school were delighted with the final result, receiving a modern, energy-efficient and future-ready solution tailored to the unique challenges of the site. Occupants now benefit from improved comfort levels year-round through both heating and cooling, alongside upgraded washroom facilities and reduced operating costs.

Our ability to reassess the original concept, redesign the scheme quickly and deliver within a constrained holiday programme demonstrated the value of early contractor involvement and practical engineering leadership.

The only disappointment was that final sign-off could not be achieved at the end of the 14-week programme due to exceptionally long DNO approval times. However, the core works were successfully completed and the project delivered substantial long-term benefits for the client.