wEM issue 1 ¤ 2013

currenta MagazInE PRoduCEd By thE EnvIRonMEnt agEnCy's wEM and nCMf PaRtnERs

Introducing the new Water and Environment

Management (WEM)Framework

introducing the wem framework 03

programme management: an update 04

reducing our carbon 05

efficiency initiatives on the thames estuary 06

innovative thinking at spindle mill 07

integration success at fairbourne 08

funding solutions at clacton and holland on sea 09

developing the continuous defence line 10

supplier performance management 11

nsif3: managing risk through site investigation 12

ncmf: cost support across projects 13

supplier contacts 14

coastal management at steart 15

managing surface water in london 16

making efficiencies at borth coastal defence scheme 17

innovation on the canals 18

the ripple effect 19

nottingham left bank efficiencies 20

fast tracked broadland flood alleviation scheme 21

maintaining the thames barrier 22

wem collaboration workshops 23

innovation 24

innovative choices at chelmer 25

leadership in she / beginners guide to asite 26

achieving the efficiency challenge 27

news and awards 28

I am pleased to provide the foreword for our new WEM Current Magazine, and to welcome all our partners to the fold. This first issue has been put together directly by my Commercial Team

and National Framework Managers to help you understand who is who and our framework infrastructure. The principle of showcasing as a delivery team in Current will remain and I look forward to seeing your contributions in future editions. The WEM team has been created in truly exciting times and I believe this partnership has the right blend of industry knowledge and experience to help us succeed. Our recent flood defence grant in aid settlement provides additional funding and greater certainty for the spending review period up to 2021. This increase is testament to the confidence government has in us as a delivery community. Of course it comes with increased expectations on the outcomes we will provide, not least of which is protecting an additional 300,000 households, and doing this 10% more efficiently on top of our current target of 15% to 2015. It is clear that we won’t deliver this increased efficiency by value engineering alone. It will come from the strength of the whole partnership, with a focus on improving our planning and programming activity. We will soon be in a position to commit more long term packages and programmes of work. This approach will change the way we do business and reinforce our partnering..

Miles JordanHead of Asset Operational Services Environment Agencymiles.jordan@environment‐agency.gov.uk

EdItoRIal BoaRd Brian francis•brian.francis@environment‐agency.gov.uk Roland grzybek •Roland.Grzybek@ch2m.com neil Parker•Neil.Parker@bamnuttall.co.uk

PRoduCtIon tEaM sarah stallwood•sarah@sustain-communications.com Pat Bell•pat.bell@environment‐agency.gov.uk

foREwoRd

ContEnts

Printed on Revive 100% recycled paper

02 FOREWORD

ContEnts

name: Brian Francis

title: National Commercial and Programming Manager

organisation: Environment Agency

PRofIlE

03

what is the wEM framework and what are the benefits of it?The Water and Environment Management (WEM) Framework is a commercial agreement between the Environment Agency, consultants and contractors, with agreed terms for the award of individual contracts. It was signed in July 2013 and is a vital component in the Environment Agency’s ‘Sustainable Engineering Procurement Strategy’ or SEPS.

Some of the main benefits of WEM are: Access to the best teams in the industry on •

competitive terms for promoters, whilst offering suppliers stability and continuity of work throughout the period.

Long term relationships – a clear commitment •

to work together for at least four years, and through regular forums, share best practice and develop new ideas across the whole partnership.

A platform for improved performance and •

efficiency through collaborative working, systematic supplier relationship and performance management.

Efficiency savings through the procurement •

process, consistent project delivery and bundling projects into programmes of work.

Provides an increased opportunity for •

innovation, sharing best practice and making them standard to deliver sustainable outcomes.

WEM is divided into four Lots, namely:Lot 1: Modelling, Mapping and Data Services•

Lot 2: Environmental Services•

Lot 3: Engineering and Related Services•

Lot 4: Asset Delivery•

The Framework is based on the NEC3 suite of contracts, in line with government guidelines, and has been established to allow a broad range of contractual approaches. All contracts use a prescribed set of secondary options with call off arrangements using the main NEC contract options:

INTRODUCING THE WEM FRAMEWORK

A – Priced contract with activity scheduleC – Target contract with activity scheduleE – Cost reimbursable contract

In addition to the 'traditional' approach of awarding separate contracts for design and construction, single contract approaches, such as design and build, will be followed through Lot 4 where each contractor has design capability within their team.

who can use the wEM framework?The Framework is also available for use throughout the Environment Agency and by others in the Defra family, including Risk Management Authorities (RMAs)

what can we use it for use it for?The WEM Framework is suitable for all Flood Coastal Risk Management (FCRM) and related work from planning and programming through to construction. A full schedule of services for each of the four Lots is contained in the Framework Agreement.

who do I need to speak to use wEM?Within the Environment Agency, the WEM Framework Management team, working with the FCRM and Major Project Team in Procurement, manage the day-to-day operation of the framework contract. ncpms and local Procurement teams, through their One Commercial Leads, provide guidance and support as required. Each supplier has a nominated Framework Director, a Framework Manager and a Lot Manager. Contact details are included on page 14. Other RMA’s should initially contact their Partnership and Strategic Overview lead who will direct them to the appropriate Agency officer. For the EA and RMAs, full details on how to use WEM can be found in the Framework User Guide. Partners should refer to their own Management Systems. Help us to make the Water and Environment Management Framework the most sustainable framework ever! ¤

Email: Brian.Francis@environment-agency.gov.uk

useful links:Framework Agreement: https://gateway.asite.com/exchange/dpd?actionId=11&id=13826186$$samU9S&p_id=50171$$Bi5QfY&type=2&filename=366_13.pdf

Framework User Guide:https://gateway.asite.com/exchange/dpd?actionId=11&id=13893779$$1DcBCw&p_id=50171$$Bi5QfY&type=2&filename=410_13.doc

FDGiA (England) ncpms - October 2013

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PRogRaMME ManagEMEnt: AN UPDATE

Current year position – flood Risk Management Programme This year, the Environment Agency regions have maintained a strong delivery through the summer and autumn months. After six months, we had a strong forecast for year end with much of the remaining programme already fully committed. On that basis, we took positive action to manage financial spend to the affordable budget. The current full year forecast is £169.9m reflecting positive actions to manage to the affordable budget (see Figure 1 below). There are nine schemes which have been allocated special funding from the government to help generate growth within the wider economy. These “growth” schemes continue to make good progress following the limited development that occurred prior to the allocation of £70.4m additional funding over 2013/14 and 2014/15. All of the projects are currently expected to meet Defra’s requirement for construction to have started by March 2015. In view of the importance of these schemes, we have engaged an Overview Manager to monitor and support the delivery of these schemes.

future programmeThe Environment Agency is entering a period of certainty of funding which it hasn’t enjoyed before. Defra has confirmed the amount of grant in aid it has earmarked for flood risk management until 2020-21. This amounts to a capital settlement of £370m in 2015/16, and then the same in real terms each year until 2020/21. This has given us the opportunity to analyse the programme to achieve the efficiencies that the government is demanding. The initial allocation profile for projects is shown in Figure 2 below. Partnership funding is becoming more important within the programme with more projects needing or seeking contributions from other bodies.

We need to raise 15% of the total FD GiA spend in contributions over the six years to 2020/21. This introduces its own constraints and conditions and could influence when projects can be delivered. With this in mind, we are currently producing a revised Medium Term Plan for all flood risk management authorities which shows our plans for protecting 300,000 houses currently at risk of flooding over the period from 2015/16 to 2020/21. Achieving this target is challenging but we remain confident that it is deliverable. We will be working with our partners to secure efficiencies within the programme, utilising their programming experience to review our plans to produce the optimum delivery profile including more packages/programmes of work.¤

Email: david.pilkington@environment-agency.gov.uk

name: David Pilkington

title: National Programming Manager

organisation: Environment Agency

PRofIlE

FCRM Programme - Project Spend

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Figure 2: FCRM Programme - Project Spend

Figure 1: FDGiA (England) ncpms - October 2013

FCRM Programme - Project Spend

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Proposed glide path to spend the affordable budget

04

REDUCING OUR CARBON

PRofIlEname: Chris Milburn

title: Project Manager

organisation: Environment Agency

Pumping is a significant contributor. We have made significant progress in reducing carbon in existing pumping stations. Capital projects are creating a legacy that will impact on future carbon targets and maintenance costs. We need to work collectively to help make this a positive legacy. The following project is a good example of how trenchmixing can help reduce carbon emissions.

Rawcliffe BridgeThe embankments both upstream and downstream of Rawcliffe Bridge had shown signs of seepage, risking potential failure. The solutions were either a seepage cut-off or a pressure release system that would allow the water to percolate through in a controlled way and reduce the risk of uplift. We originally investigated the seepage cut off solution but this would have cost an estimated £6million. We investigated the pressure release option, a sand filled trench on the dry side of the embankment, and included this in the approved PAR at an estimated 6000T of CO2. Through the detailed design phase of the project it became apparent that we could not install this solution across the whole site and we

PRofIlEname: Andrew Russell

title: Head of National Capital Programme Management Service (ncpms)

organisation: Environment Agency

investigated alternatives. We chose trenchmixing, which greatly reduced carbon emissions on construction completion, mainly due to material import and export. The pressure release system required us to import over 6,000m3 of sand material to fill the trench and the excavation of the same amount of material to form it. If we could not use this excavated material on site then we would also need to export if off site, again adding to the carbon emissions. The trenchmixing solution used the material that was on site. As this innovative construction method uses the in-situ material and mixes it with a ‘binder’ the amount of material required for importing and mixing is significantly less, again reducing the carbon footprint. Using this innovative new technique meant the project used just 1,260T, a mere 21% of what we envisaged at PAR stage. As this solution is essentially maintenance free (other than ongoing inspection of the asset) the carbon used in future maintenance and monitoring is also reduced significantly. It is worth noting, however, that the set-up of all the mixing plant and the higher costs of all the required plant and equipment make it uneconomic for small schemes. There are some ‘lighter’ versions of the machines used to carry out smaller operations as well as working in tighter areas. ¤

Emails: andrew.russell@environment-agency.gov.uk chris.milburn@environment-agency.gov.ukTeam: Environment Agency, Atkins, Jackson Civil Engineering, EC Harris

With the end of the Environment Agency’s 5 year strategy on carbon not far away, we have looked hard at the progress we have made in relation to our targets. Our corporate target commits us to a carbon reduction of 19,700 tonnes by the end of March 2015. We have engaged business units in a “Mind the Gap” process by asking what additional measures they could take to help reduce emissions further. It is clear that if we are to achieve our 2015 ambition we will need to do more work and probably make more investment. The Carbon Reduction Commitment Performance League Table was published in February 2012. We were placed at mid table 971st out of 2097 participants. Our performance was determined by some early action metrics, on which we scored well, and increasingly on our level of emissions.

Environment Agency's Carbon Dioxide emissions 201 2/1 3 (57.2k)

Hire Car1 %

Lease Casual6% Badged

1 4%

Train3%

Operational Liquid Fuel

1 3%

Boats DERV1 %

Landlord Electricity2%Buildings

Electricity1 4%

Gas4%

Oil0%

Host Data Centres3%

Operational Electricity

39%

Figure 1: Environment Agency's Carbon Dioxide Emissions 2012/13 (57.2k)

05

EFFICIENCY INITIATIVES ON THE THAMES ESTUARY The Thames Estuary Package 1 Tidal Walls project is a shining example of making efficiencies through open and innovative thinking. The project comprises river flood defence improvements at four sites (frontages) along the River Thames and the River Roding in East London. It will protect approximately 15,600 properties at Vaizey’s Wharf, Rainham Creek, Morden Wharf and Laporte frontage.

Our project team worked as a fully integrated and well organised team, challenging all aspects of the project to find potential efficiencies. At buildability workshops attended by designers, ECI and specialist sub-contractors, we analysed cost saving ideas, tested and finally implemented them. We encouraged challenges to design assumptions, prompting a healthy debate on the innovative construction methods needed to achieve the savings. We found over 40 different efficiency ideas from many different aspects of the project, forecast to save £700,000 over the lifetime of the project. We were then confident in adding a further frontage to the package, protecting more houses and giving more environmental enhancement within the original budget. We therefore achieved four schemes for the price of three. We made £120k worth of savings from project packaging, procurement and streamlining. We produced a single business case which could be achieved by a single project team, saving £120k. Efficiencies in Value Engineering made savings of £570k. The project members worked as a highly motivated, fully integrated team, with close liaison between the Environment Agency National Capital Programme Management Service (ncpms), the Jacobs Design team and the GallifordTry Construction team from the outset. The Jacobs design team also analysed the corrosion measurements of the existing steel sheet piles in detail, enabling a healthy challenge of the scope at Rainham Creek Dam. As a result we significantly reduced the height of the steel plates and the extent of the repairs (reduced from 510m to 360m in length). Together these reductions have saved approximately £110k in material costs and a further £220k in reduced construction costs. Reducing steel plating along Rainham Creek saved approximately £330k in reduced material construction costs. We chose Giken (Silent) piling techniques at Vaizey’s, importing a new state of the art piling rig from Japan (the only one in Europe) to prevent nearby properties being damaged and to reduce local landowner concerns. The Jacobs lead designer worked closely with the Giken team. This project won the National Efficiency Initiative Award in the 2011 Project Excellence Awards. The approach taken and efficiencies made on this project could potentially be applied to other WEM projects. ¤Email: jonathan.barnes@jacobs.comTeam: Environment Agency, Jacobs GallifordTry, Faithful & Gould.

name: Jonathan M Barnes

title: Regional Framework Manager, Lot 3

organisation: Jacobs

PRofIlE

Through the WEM Framework, we aim to reduce the cost and time taken to develop and implement flood risk managment schemes whilst maintaining high standards of business case justification. Through intelligent packaging and programme management, we seek to achieve sustainable results that enhance community life. We do this in an environment promoting and rewarding positive safety behaviours.

Vision for WEM

dr Joyce lowman, retired architect and townhouse owner adjacent to vaizey’s wharf: “Thank you to the project team for a job well done."

Teignmouth

Packaging

Procurement

Project Operations savings

Streamlining

Value Engineering

18%

4%

6%

10%62%

Packaging

Procurement

Project Operations savings

Streamlining

Value Engineering

Figure 1: Efficiency Savings by Value £k (by EI Category)

06

INNOVATIVE THINKING AT SPINDLE MILL Collaboration was at the heart of the successful completion of a storm-water storage scheme in the heart of Skipton, North Yorkshire. Working with Yorkshire Water, the Spindle Mill project reduced the risk of flooding to the nearby residential development. Flooding had occurred before because of a lack of capacity in the existing public sewer system, leading to road gullies and inspection chambers acting as escape routes.

Our solution was to create a new screened overflow chamber at the eastern edge of the Coach Street Car Park, allowing excess storm sewerage to flow into the new storm detention tank. Storm flows are now detained within the new tank until there is sufficient capacity in the network to cope with the increased flows. The scheme’s success was largely due to collaboration between the different stakeholders involved with the project. This included local businesses and residents, the local council, the Skipton Chamber of Trade and the local newspaper. We implemented measures such as ‘no noisy activities before 8am’. Co-ordinating through the project’s Community Engagement Team meant that all stakeholders understood the benefits of the work and how it would affect their day-to-day activities. Before work began, we tested borehole samples, which confirmed that we could reuse excavated material as backfill on site. In addition, we planed the existing tarmac surface and, after we received the required licensing, stockpiled it off-site for reuse on other JN Bentley projects in the region. Also, with the chamber being constructed in a car park that drained into a nearby beck, we used floating silt bunds to guard against any surface run-off from site. All of the decisions we made on the project led to efficiencies through innovative thinking: something we believe will be paramount to the WEM framework. Since the start of the WEM framework in July, JBA Bentley has established a national base in Tadcaster and combined expertise and resources from across both companies. We are looking forward to using our collaborative working approach to develop a close relationship with all involved with flood risk management schemes across the UK. ¤

Email: ian.austin@jnbentley.co.ukTeam: JN Bentley, the contracting arm of the JBA Bentley joint venture partnership, with JBA Consulting.

e

JN Bentley (the contracting arm of JBA Bentley) has joined a partnership with JBA Consulting for the WEM framework. The JBA Bentley joint venture brings together specialist skills and expertise from a contracting and consultancy background. Our vision for the WEM Framework constitutes the following three elements:

To complete projects collaboratively and •

innovatively, providing the required scope in time and cost-effectively

Designing to reduce environmental impacts •

both during construction and within finished schemes

Engineering sustainable outcomes that •

enhance local surroundings and enable nature and local communities to flourish.

Vision for WEM

name: Ian Austin

title: WEM National Framework Manager

organisation: JBA Bentley Ltd

PRofIlEChris Knowles-fitton, Councillor, Craven district Council: “Having worked positively with Yorkshire Water, the council is very satisfied that the project has been able to move forward at the pace it has, with work expected to be completed on time, leaving a very beneficial legacy for the residents affected by flooding in this area of Skipton.”

07

INTEGRATION SUCCESS AT FAIRBOURNE The Fairbourne FRMS scheme is an excellent example of the power of Design & Build (D&B) working to achieve excellent value. The scheme was awarded to Galliford Try in January 2012 as a D&B contract with Black & Veatch as the designer. The team began work immediately from a co-located office in Chester and have demonstrated the value of integrated teamwork by identifying and completing an improved and best value solution.

Fairbourne village in West Wales is at risk from fluvial (river) flooding from the Afon Henddol, and from tidal flooding. The flood embankments were in variable condition and were at risk of breeching during a flood, jeopardising properties and the sensitive Arthog bog (a Site of Special Scientific interest (SSSI) and Special Area of Conservation (SAC)). Galliford Try and Black & Veatch took on the project as a design and build solution after others had undertaken the outline design stage. The scheme was originally tendered on a traditional construct-only basis under an NEC Option C contract but, to achieve the best result, this approach was reviewed and awarded as a D&B contract. The scheme directly affected the SAC and SSSI and the Countryside Commission for Wales (CCW) was closely involved, challenging the scheme at all stages. The environmental and engineering teams had to be closely integrated to take the scheme through the complex planning approval process. The scheme achieved assent from CCW and planning approval from Gwynedd Council to start on site in February 2013. To strengthen the embankments the project needed to import 40,000m3 of fill. The Environment

Agency purchased a plot of land to provide access to the works and incorporate some environmental mitigation. The team investigated this area and found some clay that would be suitable for use as embankment fill. The borrow pit provided over 10,000m3 of fill reducing the carbon footprint of the project and minimising the impact on the local community through fewer wagon journeys. We have now developed and landscaped the pit as a biodiversity area and community resource. This, along with significant improvements to the flood defences at Fairbourne, has resulted in an excellent legacy for the local community. By identifying and achieving better solutions, the team have saved over £500k and made excellent sustainability achievements. ¤

Email: guy.wilson@gallifordtry.co.ukteam: Environment Agency, Galliford Try and Black & Veatch

We believe that creating an environment for teams to flourish is a pre-requisite to achieving organisational and personal goals. Galliford Try with Black & Veatch have demonstrated the value of integrated teamwork through identifying and achieving improved solutions, providing financial savings and excellent sustainability perspectives working from our co-located offices. Replicating this on the WEM Framework is GBV’s vision of success.

Vision for WEMdorothy hughes, vice Chairman, arthog Community Council: “We are very impressed by the work that has been done and the efforts made towards co-operation and consideration for the residents."

name: Guy Wilson

title: National Framework Manager

organisation: GBV JV Ltd

PRofIlE

08

FUNDING SOLUTIONS AT CLACTON AND HOLLAND-ON-SEAThe Clacton and Holland-on-Sea coastal defence scheme is being developed by Mott MacDonald in collaboration with Tendring District Council and the Environment Agency. It will provide coastal protection to reduce the coastal erosion risk to communities and increase the amenity value of the frontage. The scheme will protect over 3000 residential and commercial properties along the 5km frontage over the next 100 years. It will also provide significant regeneration benefits to the local community.

Vision for WEM

We envisage that the WEM Framework will enable suppliers to bring new ideas and approaches from outside the framework, into the framework community, to the benefit of the Environment Agency, partners and society.

name: Victoria Tonks

title: Coastal Engineer

organisation: Mott MacDonald

John Ridley, Beach hut owner, Clacton on sea: “My wife and I have appreciated being invited to provide feedback on the scheme at regular stages throughout the process. I very much look forward to the planned improvements and being able to enjoy the beach once it is restored to a safe, accessible level and am pleased that the preventative measures being implemented to protect against further coastal erosion will enable further generations to safely enjoy the area, as mine have.”

PRofIlEThe scheme has been made possible by the successful submission of the Project Appraisal Report (PAR) to the Environment Agency and subsequent allocation of £27.5 million of funds. In addition, the scheme has also been successful in obtaining Partnership Funding from Tendring District Council and Essex County Council, amounting to £8million. The project team also managed to achieve contributions of £512k through the Environment Agency’s Growth through Flood Alleviation Fund. This has allowed the team to carry out and advance the design and survey works before the PAR was approved. Comprising 23 fishtail rock groynes and 900,000 cubic metres of sand / shingle beach recharge, we’re designing the scheme using the latest technology and best practice to reduce, reuse and recycle all available materials currently on site. The scheme is designed to reuse all the original concrete groyne structures as core material in the proposed new rock groynes. We are safely removing the original timber groynes and reusing them (where possible) to repair and replace timber groynes along other sections of the shoreline. To achieve project efficiencies we are designing the scheme using a Building Information Model (BIM) with the use of AutoCAD Civil 3D. This leading edge approach allows us to design each of the groyne structures independently, and for them to interact with the founding London Clay levels. Using the AutoCAD Civil 3D model provides accurate rock armour and core material volumes for each of the new rock groyne structures along the 5km stretch of coastline. We can then use these rock volumes to help estimate the required shingle recharge volumes, based on the model surfaces from both the rock groyne and the recent survey information commissioned for the project. Stakeholder engagement has been vital for the success of the project. We have communicated with local residents and key stakeholders throughout both the PAR and detailed design processes to keep them up to date with developments. Feedback has shown that stakeholders and the public are very supportive of the scheme. 3D visualisations of before and after the works have been pivotal to getting the public to understand how the completed scheme would look and the enhanced amenity benefits the scheme will bring. ¤Email: victoria.tonks@mottmac.comTeam: Environment Agency, Mott MacDonald, Tendring District Council, Essex County Council

09

The Environment Agency models flood risk using the Model Decision Support Framework (MDSF2) software but we needed to make this method more efficient. Creating a Continuous Defence Line (CDL) is time consuming when done model-by-model. Working with the Environment Agency and HR Wallingford, JBA Consulting has developed innovative ways to generate a CDL for English main rivers.

One of the main reasons for developing the CDL is to improve the efficiency of modelling using MDSF2. Much of the time required to prepare and run MDSF2 models lies in data pre-processing and in creating the CDL. Currently, this process consists of generating a single continuous tramline (at a fixed width), and then mapping the attributes of flood defences onto this and, where appropriate, editing the geometry of the tramline to match that of the defences. The new, largely automated process uses a wider set of Environment Agency and Ordnance Survey data to create a more refined CDL ready for use within MDSF2. The CDL provides low maintenance and high quality inputs to Flood Coastal Risk Management (FCRM). By phasing development we have made sure that methods are right first time, meeting stringent acceptance criteria. JBA and HR Wallingford have shared and re-used tools, standardising across Geographical Information Systems (GIS) platforms. The CDL is more efficient and cheaper in local flood modelling. The project has integrated effectively with other Environment Agency programmes. Through MDSF2, it provides financial evidence cost effectively for FCRM, and supports asset delivery prioritisation. As part of this project, we will be streamlining the data pre-processing tools within MDSF2 to work with the newly-created CDL data. We’ll create CDL data for each of the 77 National Flood Risk Assessment (NaFRA) catchments within England, using the best available/most up-to-date constituent parts in any given location. The CDL will be a ‘living’ dataset that will be validated (and updated automatically where necessary) at the start of each modelling project using the latest asset data within Asset Information Management Systems (AIMS). The CDL Scoping Study, also completed by the JBA-HR Wallingford team, achieved very impressive performance gains with 90% of the catchment requiring no further work. We created the CDL in 15% of the time usually taken to create the data manually. A later scoping phase of the project found a number of steps in the MDSF2 pre-processing workflows where we could simplify and improve the work by using the CDL. The Scoping Study estimated that the MDSF2 model build time could be reduced by 40% by implementing a revised set of workflows to take advantage of the CDL.

DEVELOPING THE CONTINUOUS DEFENCE LINE

name: Dr Neil Hunter

title: Head of Flood Modelling

organisation: JBA Consulting

PRofIlE

david hornby, Mapping &

Modelling advisor, (fCRM),

Environment agency: “The

new dataset will greatly

reduce the length of time it

takes to update the NaFRA

allowing the impact of

our new defences and

modelled water levels to be

accounted for in our risk

mapping and available to

our customers sooner."

JBA Consulting has a vision for a WEM framework that innovates, shares and standardises. This project highlights the opportunities that exist for future integration of better data and modelling tools into asset maintenance and delivery across other Framework Lots.

Vision for WEM

A principal reason for carrying out the project was the efficiencies that it is likely to bring us in local MDSF2 modelling. It’s critically important for us to have high quality information on flood defence assets for accurate modelling and mapping of flood risk. This project clearly demonstrates how better data readily translates into better estimates of flood risk. We can then share and communicate this with increased confidence both to the general public and in supporting risk-based prioritisation of spending on flood risk management. We will reuse computer scripts developed to produce the CDL within MapEdit to support the ongoing maintenance of the dataset.¤

Email: neil.hunter@jbaconsulting.comTeam: Environment Agency, JBA Consulting, HR Wallingford

010

The WEM Framework has introduced a comprehensive performance management system that only collates information required for our business. The new tool fully reflects the objectives in our corporate strategy as well as the Sustainable Engineering Procurement Strategy. This system will allow us to efficiently monitor and reward good performance, focus on supplier and internal Environment Agency development and set clear targets. We will allocate all framework organisations managing projects or programmes of work specific performance criteria. Our expectations are high, as we are delighted to be working with the best engineering companies in the country. The system will include both qualitative and quantitative measures. Our assessment of project performance (which we call a ‘project satisfaction survey’) will be a qualitative assessment. It will be based on the project manager’s opinion of how satisfied he/she is with the overall performance of the project. The Area Client, NEAS officer and the CDMC are also expected to contribute to the evaluation process. The project satisfaction survey will include the measurements to evaluate time, cost, quality, innovation, risk, communication and health and safety performance. Our assessment of performance will sit alongside other quantitative data which will include:

SHE•

Sustainability•

Programme•

Contract and Cost•

Commercial Assurance•

We will automatically collate data, in most instances, through our internal systems such as PPMT, ASITE and Pro Contract. This will minimise ad hoc reporting and resource burdens on regional teams. We will present all the data we have collected as performance scorecards. The scorecards will provide a general indication of suppliers’ performance at project, programme, regional, and framework level and will feed into the supplier development programme. We aspire, in the long term, to allocate workload by good performance. We will not invite framework partners who fail to reach a satisfactory standard to compete for certain projects or programmes of work until they can clearly demonstrate improvements. However, above all, the new performance measures tool will help us to build a strong and integrated supply chain that understands us as a client and is continually improving.

SUPPLIER PERFORMANCE MANAGEMENTEffective supplier performance management allows organisations to continuously improve and address issues by working together and managing processes. We aspire to drive the industry forward in supply chain management and for that to be recognised.

name: Anya Bednarczyk

title: Supplier Development Manager

organisation: Environment Agency

PRofIlE

We have introduced the pilot project satisfaction survey in Q3 2013 to complement the qualitative measures we collect manually. Subject to resource availability, the automated system will go live in Q1 2014. ¤

Email: anya.bednarczyk@environment-agency.gov.uk

Figure 1: Performance Measures Scorecard Prototype

SUPP

LEM

ENT

Figure 2: Continuous Development

INNOVATE SHARE

STANDARDISE

011

Understanding what is on your site and how this affects your project is one of the earliest and most important actions for any project manager. For planning purposes, we recommend an investment in this activity of at least 5% of the approved project value, or more for high risk projects. This investment can be rewarded many times over. Good site investigation before business case approval will better inform the project risks and an appropriate project budget within the business case. Just consider the consequences on your project budget of finding an area of contaminated ground with contractor plant standing, or hitting a live cable with life threatening potential.

name: Ian Wright

title: Commercial Services Manager

organisation: Environment Agency

PRofIlE

SUPPLEM

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Working with the Boston Barrier team, we were able to draw on a vast amount of knowledge and experience to offer further significant value to this project. In 2012, we successfully completed the Boston Barrier Phase 2 Ground Investigation, a project that showcased some innovations, such as:

Reduced noise from the drilling platform •

in the form of ‘Acoustic Curtains’ to protect the nearest residential properties.

Concrete coring of the quay wall using •

an underbridge truck mounted unit, positioned on the quayside to allow works to be carried out unaffected by the tide

The project was delivered on budget and to programme whilst not disrupting the ports.

Chris Pugh, Associate Director, White Young Green. chris.pugh@wyg.com

Case Study: WYGWe established the National Site Investigation (NSIF3) Framework two years ago to provide access to contractors who routinely provide investigative services such as boreholes, trial pits, and material testing in preparation for the design and construction of projects. However, the framework can provide project managers with much more, to help you manage risks effectively.The aims of the framework are to:

Add value by helping to design a site •

investigation to provide the most efficient choice of plant and method of information recovery, so that both designers and contractors get the most appropriate amount of information they require to do their job

Carry out work competently and safely. This •

means all site supervisor staff have obtained a certain level of qualification and experience to give a safe service.

Reduce and manage risk. Apart from the •

national coverage provided by the five site investigation contractors, we have access to four specialist companies providing Buried Services Surveys and Un-Exploded Ordnance (UXO) assessments.

The role of the buried services survey suppliers is to ensure that you do not hit any underground service on your project. They will provide you with a clear map of everything that can be detected, a Site Briefing and an understanding of where risk and uncertainty remains with recommendations. Using the suppliers within the NSIF3 framework can make a large difference to a project. Up front planning and comprehensive investigation is essential to project success. ¤

Email: ian.wright@environment-agency.gov.uk

NSIF3: MANAGING RISK THROUGH SITE INVESTIGATION

012

NCMF: COST SUPPORT ACROSS PROJECTSThe National Cost Management Framework (NCMF) is the second generation cost framework procured by the Environment Agency (previously National Cost Consultancy Framework). The NCMF suppliers Turner & Townsend and EC Harris (formerly EC Harris and Arcadis) are lead by framework managers Mike Connolly (T&T) and Roger Sherrard (ECH).

name: Katherine Ibbotson

title: Commercial Services Manager

organisation: Environment Agency

PRofIlE

Turner & Townsend supported the Environment Agency through the development of WEM and the procurement process. To help promote and enable the efficiencies embedded within the new WEM Framework, Turner & Townsend have also worked with the Environment Agency to develop and implement key tools to be utilised by the Agency and its suppliers.

These tools have included supporting the development of the Project Costing Tool, interactive contract documents, pricing workbooks and accompanying training guidance videos.

The work undertaken by Turner & Townsend has been recognised as supporting the step change required from the new framework to efficiently deliver the future works.

Mike Connolly, NCMF Framework Manager, Turner & TownsendMike.Connolly@turntown.co.uk

Case Study: Turner & Townsend

SUPP

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The Thames Tidal Frontages Package 1 (TTFP1) entailed the construction of nine frontages with a PAR construction estimate of £7.4m. Keeping the same team together working on similar projects has been the key to its success. Although not a full D&B packaged approach as envisaged under WEM, the benefit of early engagement of NCMF services at key stages in the project life cycle has enabled the team to deliver savings.

EC Harris has used commercial data to support development of each frontage target price and the ECCPM has provided early consultancy advice on programme and buildability. This has enabled contracts to be awarded well-below PAR construction estimates. The savings are delivered by keeping teams working efficiently over the package of frontages, maintaining resource levels, visibility of workload, purchasing discounts and actual cost data being recycled for the next target price.

Roger Sherrard, NCMF Framework Manager, EC Harris Roger.Sherrard@echarris.com

Case Study: EC HarrisThe main change for NCMF is to make sure that there is commercial support for all stages of projects and programmes. A new co-located cost manager (CLCM) role will mean we can achieve and assure best value for the Environment Agency. We can achieve value through roles such as the ECC Project Manager, Project Cost Manager, Risk Manager and the CLCM. Whether the role is project-specific or supporting regionally, NCMF assures that we are not only paying the right price, but we are getting what we pay for at all stages of the project. The NCMF will advise and support on commercial, programme, cost and contract management to make sure that there is sufficient challenge within the projects and programmes of work we achieve through our framework suppliers. In addition to this, they will provide specific support in cost assurance and improvement, benchmarking and utilising the project cost tool. A bigger change is now upon us in the form of the new WEM Framework and the completion of the Legacy Framework projects. Priorities continue to be efficiency, cost control, assurance and compliance, predictability, management of change and risk management. The targets are higher, the programmes are potentially larger and there is greater standardisation and use of outcome specifications. Clear and strong contract and cost management is a requirement and NCMF is there to support us in making a challenge and adding value to our work. ¤

Email: katherine.ibbotson@environment-agency.gov.uk

013

framework director framework Manager Company lot Manager

lot 1 lot 2 lot 3 lot 4

Miles Jordan, miles.jordan@environment-agency.gov.uk

Brian Francis, 07771940720, brian.francis@environment-agency.gov.uk

Environment Agency - Asset Operational Services

Ian Wright, 0709898935, ian.wright@environment-agency.gov.uk

Veronica Flint-Wiliams, 07785248599, veronica.flint@environment-agency.gov.uk

Veronica Flint-Wiliams, 07785248599, veronica.flint@environment-agency.gov.uk

Steve Williams, 07789924339, steve.williams@environment-agency.gov.uk

Shirel Stedman, 01212621900, Shirel.stedman@aecom.com

Nigel Pilkington, 01212621965, nigel.pilkington@aecom.com

AKT Nigel Pilkington, 01212621965, nigel.pilkington@aecom.com

Steve Cluer, 01892512255, steve.cluer@bamnuttall.co.uk

Neil Parker, 07747640785, Neil.Parker@bamnuttall.co.uk

BMM Joint Venture

Neil Parker, 07747640785, Neil.Parker@bamnuttall.co.uk

Phil Downes, 01342333310, phil.downes@capita.co.uk

Martin Williamson, 01256310414, Martin.p.Williamson@Urs.com

Capita Symonds Ltd

Scott Ferguson, 01342333566, Scott.Ferguson@capita.co.uk

Roger Cooper, 01342 327161, roger.cooper@capita.co.uk

Martin Williamson, 01256310414, Martin.p.Williamson@Urs.com

Gary Young, 01455882244, gary.young@gallifordtry.co.uk

Guy Wilson, 01244 304191, guy.wilson@gallifordtry.co.uk

GBV Joint Venture

Guy Wilson, 01244 304191, guy.wilson@gallifordtry.co.uk

Mark Fallon, 02034798380, Mark.Fallon@ch2m.com

Roland Grzybek, 02034798470, Roland.Grzybek@ch2m.com

Halcrow Group Ltd

Richard Crowder, 01132208294, Richard.Crowder@ch2m.com

Richard Ashby-Crane, 01793812089, Richard.Ashby-Crane@ch2m.com

Tom Brown, 01643632830, Tom.Brown@ch2m.com

Richard Neall, 01473238300, rneall@jacksonhyder.co.uk

Richard Barnes, 01473238338, rbarnes@jacksonhyder.co.uk

JacksonHyder Neil Evans, 02920926748, neil.evans@jacksonhyder.co.uk

Ian George, 01752689023, ian.george@jacksonhyder.co.uk

Richard Barnes, 01473238338, rbarnes@jackson-civils.co.uk

Andy Dunn, 01189467000, andy.dunn@jacobs.com

Mark Shepard, 01619621214, mark.shepard@jacobs.com

Jacobs Alastair Davis, 01619621214, alastair.davis@jacobs.com

Mark Shepard, 01619621214, mark.shepard@jacobs.com

Richard Risdon, 07733125616, richard.risdon@jnbentley.co.uk

Ian Austin, 01937837908, Ian.Austin@jba-bentley.co.uk

JBA Bentley Ian Austin, 01937837908, Ian.Austin@jba-bentley.co.uk

Jeremy Benn, 01756799919, jeremy.benn@jbaconsulting.co.uk

Jeremy Benn, 01756799919, jeremy.benn@jbaconsulting.co.uk

JBA Consulting

Jeremy Benn, 01756799919, jeremy.benn@jbaconsulting.co.uk

Richard Gamble, 01223463619, richard.gamble@mottmac.com

Richard Gamble, 01223463619, richard.gamble@mottmac.com

Mott MacDonald

Richard Gamble, 01223463619, richard.gamble@mottmac.com

Mark Taylor, 02920467800, Mark.Taylor@mottmac.com

Maurits den Broeder, 01635529101, maurits.denbroeder@vanoord.com

Philip Ramsey, 01392261365, Philip.Ramsay@kiermg.co.uk

Team van Oord

Philip Ramsey, 01392261365, Philip.Ramsay@kiermg.co.uk

Rob Coupe, 01772708622, robert.coupe@volkerstevin.co.uk

Mark Gardner, 01772708626, Mark.Gardner@volkerstevin.co.uk

VBA Consortium

Mark Gardner, 01772708626, Mark.Gardner@volkerstevin.co.uk

Procurement leads Mike Moylan, 01733464247, michael.moylan@environment-agency.gov.uk

Environment Agency - Procurement

Becca Simmins, 01392352244, becca.simmins@environment-agency.gov.uk

Scott Lawrance, 01392352202, scott.lawrance@environment-agency.gov.uk

Scott Lawrance, 01392352202, scott.lawrance@environment-agency.gov.uk

Jas Bahi, 01138196872, jas.bahi@environment-agency.gov.uk

SUPPLEM

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SUPPLIER CONTACTS014

e

Team Van Oord’s vision is for a Framework Community working collaboratively to make the change needed to achieve the challenging targets set. This will come from true integrated working, transparency, sharing of knowledge and skills and a common commitment across the Framework to the performance and outcomes we have agreed with the Environment Agency.

The Steart coastal management project, under the NCF2 Framework, is a £19m scheme to create significant Biodiversity Action Plan (BAP) habitat for the Severn Estuary and enhanced flood defences in Steart, Somerset. It’s an excellent example of successful integrated working, achieving measurable benefits for the Environment Agency and its partners. Many of the approaches we adopted on the scheme are particularly relevant to asset construction under Lot 4 of the WEM Framework.

From the outset, our combined design and construction project team decided to work together in as much of the design and planning process as possible. We introduced PODs (project organisation days) bringing together all team members to contribute to the development of the project. These sessions focused on key risks and what we would do as a group to reduce them before and during construction. As well as deciding the construction method, we had early involvement in the design, creating a fully integrated programme for the project, which combined Environment Agency, design, construction and stakeholder tasks and milestones. We reported against this programme every month and it proved vital in determining the design and planning constraints affecting the construction programme. It was successful because everyone understood how all constraints were interconnected, and our commitment to working together to resolve them before construction. By including our specialist tier two contractors in the site team, we linked the main earthworks programme with the environmental mitigation and footprint clearance programme, so it

COASTAL MANAGEMENT AT STEART

Vision for WEM

started on time and was not affected by unforeseen problems. The project team worked in an open plan office, including the scheme designer (Halcrow), our principal supply chain members, and the principal stakeholder, the Wildfowl and Wetland Trust. We managed risk and solved problems by talking every day and building a strong ‘one team’ ethic. We achieved planning permission ahead of schedule after fifteen months of design and preparation of environmental statements. By beginning the formal tier two supplier engagement through the design and construction phases, we were able to comply with the risk management programme as well. Our ‘Total Programme Management’ was recognised as best practice by the Environment Agency and we received a Health, Safety and Environmental Exemplar Award in September 2012. ¤

Email: Philip.Ramsay@kiermg.co.uk Team: Environment Agency, Team Van Oord, Halcrow, EC Harris, Wildfowl and Wetland Trust

name: Phil Ramsay

title: National Framework Manager

organisation: Team Van Oord

PRofIlE

Richard Cox, Project Manager, ncpms, Environment agency: “Whilst the scheme is a complex and somewhat controversial one, the development has been greatly helped by integrating the activities of all those involved in a single programme maintained by the contractor.”

015

A high level assessment of surface water flood risk across greater London has indicated that approximately 680,000 properties may be at risk of surface water flooding. In common with many large conurbations, London presents many challenges to managing the risk. In response to this challenge, we created the Drain London project to better manage and reduce surface water flood risk in London.

The project was run by the Greater London Authority (GLA) on behalf of the Drain London Forum. The Drain London Forum consists of representatives from all 33 London Boroughs, Thames Water, the Environment Agency, Transport for London and London Councils. Capita URS was appointed as ‘Tier One Programme Managers’ to support the GLA in delivering the overall study. The main objective of this role was to make sure that the project partners worked together with common approaches to achieve best value for the Forum members. The overall size of the project and the number of parties involved meant that we needed to establish a consistent technical approach and a collaborative working culture from the outset. To facilitate this, at the initial stage of the project we created two framework documents – a ‘Data and Modelling Framework’ (DMF) and a ‘Collaborative Working Framework’ (CWF). The aim of the DMF was to set out an over-arching framework to:

Make sure that flood modelling was done •

consistently

Encourage cross• -authority and cross-boundary data sharing

Provide firm direction to guide technical work•

Allow cost savings through efficiencies•

Allow strategic decisions to be based consistently •

on evidence

Capita URS developed the CWF to allow the project to be completed efficiently, successfully and on time. The framework established and formalised cooperative working arrangements between key public organisations and the four consultant teams engaged to assist in the process. The document set out an approach by which we could build successful

MANAGING SURFACE WATER IN LONDON

We believe WEM facilitates partnership working to achieve integrated flood risk management solutions. Through the Drain London project, Capita URS has been involved with delivering multi-benefit, integrated, mitigation solutions for a range of London Boroughs. An essential part of these projects is collaborative partnership working with local stakeholders.

partnerships between the organisations tasked with completing the project based on shared goals and common requirements. The Drain London project sucessfully completed individual Surface Water Management Plans (SWMPs) for all 33 London Boroughs. Each SWMP included ‘intermediate’ level 2D surface water flood modelling at a catchment scale that was then combined to give an overall understanding of surface water flood risk in London. Capita URS led a ‘SWMP Practitioners Forum’ for sharing best practice, quick resolution of technical issues and making best use of the combined technical knowledge of all consultant teams. The project achieved significant cost savings and minimised programme delays by sharing technical issues and collective resolution. As the overall technical approach was similar, each consultant encountered similar problems and was able to discuss these openly with technical experts from all of the consultant teams. This meant each issue was resolved quickly and where no clear solution was evident, a decision could be made on appropriate assumptions to minimise time / cost impacts. Implementation of SWMP action plans has resulted in more than ten detailed modelling investigations, options assessments, allocations of Flood Defence Grant in Aid, an assessment of high risk hospital / emegency services sites and partnership working between London Boroughs and key local stakeholders (Thames Water, Transport for London, Network Rail and the Environment Agency). ¤

Emails: michael.arthur@capita.co.uk, michael.timmins@urs.comTeam: Joint delivery by Capita URS

Kevin Reid, Principal Programme Manager, greater london authority: "Capita and URS have jointly provided me with overarching technical and project management support which has enabled the GLA to act as an intelligent client in commissioning £1million of detailed modelling, mapping and report production. This has been a key aspect of ensuring that the public sector has achieved high quality outputs at good value for money.”

Vision for WEM

PRofIlEname: Michael Arthur

title: Associate Director

organisation: Capita Property and Infrastructure

PRofIlEname: Michael Timmins

title: Associate Director

organisation: URS Infrastructure & Environment UK Limited

016

The Borth Coastal Defence Scheme’s principal objective was to secure the future of 330 properties from flooding, including 40 commercial premises by replenishing the beach, new rock groynes, breakwaters and a new offshore rock reef. We were the Principal Contractor, conducting 65% of work in-house and 35% through the supply chain, including employing personnel from local companies.

We were able to maintain an open beach throughout the construction period. This was important to the Ceredigion County Council for a successful tourist season. It was possible by using Beach Wardens to guide members of the public around our operations and communicating what we were doing through the various stages of construction. We built the new 140 metre by 40 metre offshore reef made of rock alongside a 70 metre by 40 metre oblong breakwater constructed 300 metres out to sea. We needed to import 300,000 tonnes of material including 45,000t of rock armour, imported by sea to reduce local traffic and environmental issues. The Considerate Constructors Scheme (CCS) awarded us the CCS Gold Award because of our local stakeholder management and interaction. Other successes included removing and reusing timber groynes in an award winning garden display at the Shrewsbury Flower Show. At the outset of the project, we were asked to find £2m of savings to achieve the Council’s funding allowance of £10.5m. We achieved this through two main innovations. We constructed a temporary

name: Ray Jones

title: Site Manager

organisation: BAM Nuttall

Vision for WEMguy Pargeter, taliesin Communications: “The whole job feels well handled, you’re listening to local people and making real efforts to minimise the impacts of the work."

causeway allowing us to place the offshore reef from land rather than sea. We also mined the existing beach shingle, bulking the beach with cheaper imported quarry material and placing the existing shingle back on top. This is an exemplar project where we worked with the council to find an affordable solution. We engaged with the community and provided sponsorship to local events and were proud to achieve a CCS Gold Award. The scheme incorporated innovative works, efficiency savings and environmental benefits, achieving a positive outcome for all involved in creating a better place. ¤

Email: ray.jones@bamnuttall.co.ukTeam: BAM Nuttall Limited, a member of BMM JV Limited.

MAKING EFFICIENCIES AT BORTH COASTAL DEFENCE SCHEME

BMM JV Limited is a joint venture between BAM Nuttall Limited and Mott MacDonald Limited, formed for the WEM Framework. As a Lot 4 supplier our vision for the Framework is to work with the Environment Agency and other Framework suppliers to achieve positive results for communities in alleviating flood and coastal risk. We intend to actively participate in driving sustainability, innovation and efficiency in meeting the Framework targets.

PRofIlE

017

Hyder is the Canal & River Trust’s (formerly known as British Waterways) sole Engineering and Environmental Framework consultant for Professional Services. One of the key factors in Hyder’s appointment to this framework was its understanding of the responsibilities the Trust has to manage its assets and maintain the historical fabric and heritage of the waterways network of over 2,000 miles of waterways across England and Wales.

To date, Hyder has completed a wide range of projects which have involved engineers from its civil, structures, geotechnical and MEICA engineering teams along with project management, water management and environmental professionals. They have been working in integrated teams with the Trust’s staff and other stakeholders to efficiently achieve the Trust’s objectives. There are considerable similarities between the types of project carried out on the Trust’s framework and the WEM frameworks covering inspections, assessments and designs for improvements to bridges; rivers and channels; locks; walls; wharves; piers and jetties; reservoirs; tunnels and culverts; pumping stations and flood defences. Hyder has also been involved in MEICA studies and new system works; flood risk assessments; redevelopment studies; habitat and ecological studies; water quality studies; contaminated land assessments and updates of the Trust’s guidelines and procedures.

INNOVATION ON THE CANALS

Rob : “T."

PRofIlEname: Andy Murray

title: Lot 4 Framework Design Leader

organisation: JacksonHyder

Hyder’s approach has been to develop close working relationships with the Trust. Sharing knowledge, innovating and, where possible, standardising solutions in order to achieve savings in cost and programme has been imperative. For example, Hyder’s innovative concept study developed a system to provide centrally controlled remote operation of canal swing bridges using a CCTV system and a dedicated high speed radio network. This system could be implemented on up to 1,000 bridges, which will considerably reduce manpower needs for their operation. Another project example is the work carried out on the Changeline public road bridge, which provides sole access across the Leeds and Liverpool Canal to farms, and is regularly used by HGV and abnormal loads. Following sudden deterioration of the bridge, Hyder carried out a structural inspection and complex computer analysis to develop a temporary strengthening solution using colliery arch principles. This enabled them to maintain full use of the bridge until they could agree a permanent solution. These experiences will help to bring innovative and efficient achievements on the WEM Framework. The new JV, JacksonHyder, combines Jackson’s proven track record of constructing complex flood and coastal risk management schemes, with fresh thinking from Hyder’s experience across multiple industry sectors in developing efficient design solutions and collaborative working. ¤

Email: andrew.murray@jacksonhyder.co.uk

018

The Ripple Effect is a project using holistic solutions to examine an integrated catchment management process. This research was carried out by AECOM and Severn Trent Water in collaboration with Birmingham and Coventry City Council and the Environment Agency.

The team looked at Birmingham and Coventry’s potential environmental interventions such as daylighting (de-culverting) urban rivers, green streets, SUDS and green roofs. These interventions were considered as opportunities to reduce the risk of climate change and to be the catalyst for regeneration across the city centres, and building resilience. By implementing these alongside small scale regeneration initiatives, we can achieve a cumulative effect over time. We’ve designed the interventions to address the following categories which will reduce the main water risks for the councils by working better with watercourses, minimising runoff, and improving water efficiency:

Flooding•

Population Growth and Quality of Life •

Water Stress•

Urban Heat•

River Quality•

This is an important opportunity to integrate best practice water management into the city’s plans for future resilience. By planning across large areas, we created a business case to use economies of scale to create communal systems and large connected interventions. Developing a business case allows us to understand who will benefit and by how much, helping partners to join forces to achieve change and experience mutual benefit. This type of opportunistic approach to adaptation requires a commitment to re-thinking the traditional business as usual approach. Through combining our efforts across all sectors and looking for 360° wider benefits we can make a difference in addressing the impact of flooding and climate change.The Ripple Effect is a method that can be repeated to find collaborative opportunities and bring these benefits to fruition. The WEM framework can benefit in many ways. With all environmental stakeholders working together on catchments we will see a reduction in waste and time, with projects delivered in a way that address the needs of many, achieving targets through collaborative working, better public relations and stronger political support. ¤

Email: shirel.stedman@aecom.com

THE RIPPLE EFFECTe

We believe in a holistic approach to achieving catchment improvements by working collaboratively with the Environment Agency, Local Authorities, Water Companies, Highways Agency, developers and any other beneficiaries. This collaboration will allow us to identify opportunities to create benefits while minimising flood risks in a specific catchment. We can then create a programme of work with partners, allowing us to raise partnership funding. When writing the scope for projects we include catchment outcomes which complement parallel work being carried out by other key stakeholders.

Vision for WEM

name: Shirel Stedman

title: WEM Framework Director

organisation: AECOM

PRofIlE

susan smith, low Carbon Project development officer, Coventry City Council: “The Ripple Effect has helped to proactively identify and prioritise areas where benefits can be maximised while adapting to the likely effects of a changing climate. This presents the exciting potential to deliver regeneration to areas in need while creating more resilient infrastructure at the same time. In the process, the project managed to bring together multiple partners, creating opportunities to collaborate and conceive robust solutions."

Stoney Road green SuDS street retrofit

019

The Nottingham Left Bank (NLB) Flood Alleviation Scheme was the largest inland flood defence in the UK. It successfully reduced flood risk to 16,000 dwellings when it was completed in September 2012. This flagship scheme was valued at £51m and extends 27km along the River Trent, from the M1 motorway in the west to the suburb of Colwick to the east of the city centre. It was completed 13% under budget and six weeks ahead of schedule. Credit for the £6m of savings can be attributed to the ‘Structured Value Engineering’ process that the project team implemented from the outset. Working from a co-located office at Attenborough, the identity of the NLB team was born and individual members quickly developed into a seamless, fully integrated team with one goal: the successful completion of the scheme. We designed the structured Value Engineering (VE) process to achieve year on year efficiency savings and improve upon the Efficiency Initiative Target set by the Environment Agency of 10% per annum. This proved to be very successful throughout the project programme, and all members of the extended team including Environment Agency Operations staff contributed to the VE process. As a result of this process, we were swift to recognise that we could potentially improve on the originally envisaged five year programme. Therefore we agreed to complete the entire contract in 39 months. The budgets for each financial year were set. However, in reality, the outturn of the scheme

NOTTINGHAM LEFT BANK EFFICIENCIES

has achieved efficiency savings in excess of 13% of the agreed £51.3m PAR figure. The Nottingham Scheme was a prime example of the benefits a truly integrated team can bring, and therefore JacksonHyder’s plan for the new WEM framework is simple: Working as a fully integrated contractor-designer team, JacksonHyder aims to offer greater efficiency combining fresh thinking and experienced management. ¤

Email: rbarnes@jacksonhyder.co.ukTeam: Environment Agency, Jackson Civil Engineering, Black & Veatch

PRofIlEname: Richard Barnes

title: Framework Manager

organisation: JacksonHyder

JacksonHyder is a fully integrated contractor-designer team on the WEM framework. We believe a fully integrated approach is the only way to achieve the next level of efficiencies in the UK and we aim to make that happen by working with the Environment Agency throughout the entire project cycle. The JacksonHyder team has extensive experience in working collaboratively, with over 75% of our combined workload coming from framework contracts. One of Jackson’s greatest successes on NCF2 was the Nottingham Left Bank Flood Alleviation Scheme, and it was the approach we took on this project that inspired the thinking behind JacksonHyder.

Vision for WEM

government Minister: "Not only has this

scheme protected 16,000

homes and businesses,

but it has now also freed

up 500 acres of land,

previously blighted by

flooding, that can be

developed by the private

sector, to create jobs and

wealth for Nottingham.

Congratulations to the

Environment Agency and

Jackson for delivering it

under budget, and three

months early.”

020

The Broadland Flood Alleviation Scheme (FAS), one of only two Public Private Partnership flood risk management projects, is moving into its last year, three years ahead of schedule. The project has been managed over 13 years through the joint venture company Broadland Environmental Services Ltd, comprising Halcrow (a CH2MHill company), BAM Nuttall and the Environment Agency. The team has quietly and efficiently upgraded over 220 kilometres of floodbank, provided first time defences to five previously undefended communities and, through a continuous maintenance programme to 2021, safeguards 1700 properties, over 24,000 ha of the Broads National Park and 28 NATURA 2000 sites.

Its success can be attributed to a philosophy of team working through co-location and a ‘no blame’ culture. Halcrow believe all WEM projects will benefit from this. Promoting close relationships and early construction team involvement has improved buildability bringing simple, effective, standard designs, keeping costs within budget and completing ahead of programme. We employ numerous SMEs, adding value through their local knowledge and stakeholder relationships, eliminating seasonal peaks and troughs. Working closely together, we can make sure that that their systems are tailored to meet project requirements. Where necessary, we provide additional internal training through seminars and workshops, building long term partnerships and integrating them into the team. Some of the biggest benefits have been through aligning external strategies and budgets with our own. Working closely with the local planning and navigation authority has maximised funding with benefits of enhanced moorings (5.2km), improved footpaths (100km) and dredging disposal (>500,000m3 capacity created). By liaising early with local landowners and wildlife organisations we have created around 120 ha of wetlands through managed realignment, successfully meeting the Defra vision of ‘making space for water’, reflected in significant savings for both the programme and the Environment Agency. We use bespoke BIM systems to collate and manage flood bank data such as condition/topographic surveys, ecology, built heritage and site investigation. We have also innovated in soft ground engineering by rotary core drilling, allowing us to use materials which under traditional testing may have been rejected. With 20% of the project area designated for its nature conservation, Halcrow have developed a mitigation technique for protected species. Our water vole and reptile protection have both received national acclaim and significantly reduced construction delay and costs. The success of the project, together with the innovative techniques we used, were recognised as part of the winning submission for the

FAST TRACKED BROADLAND FLOOD ALLEVIATION SCHEME

e

Halcrow (a CH2MHill company) will bring innovation to the WEM Framework by using Small Medium Enterprises (SMEs), Building Information Modelling (BIM), Standardisation and Partnership Funding which we will share with the Framework. Here we showcase how we have made some of these innovations on our 20 year programme on the Broadland Private Finance Initiative case study.

Vision for WEM

2011 British Construction Industry Environmental Awards. Halcrow aspire to share these successes and lessons with the Environment Agency and our Framework Partners to standardise these innovations in projects, packages and programmes on the WEM Framework.¤

Email: Roland.Grzybek@ch2m.com Team: Environment Agency, Halcrow (a CH2MHill company), BAM Nuttall

name: Roland Grzybek

title: WEM Framework Manager

organisation: Halcrow (a CH2MHill company)

PRofIlE

John Packman, Chief Executive, Broads authority: “As well as

strengthening the defences

for this very precious area it

has provided opportunities

for improving facilities

for the public including

footpaths, moorings and

fishing platforms. The new

dykes behind the flood

banks and the setback

areas are proving to be

the haven for wildlife that

we all hoped for and the

landscape has benefited

from the replacement

of steel piling with soft

engineering."

021

The Thames Barrier, originally commissioned in 1982, is being refurbished and modernised to extend its usable life and enable it to continue providing protection to Central London beyond the year 2070.

VolkerStevin has worked with the Environment Agency on a range of maintenance and improvement projects at the barrier since 2005. Eight years of close co-operation between the respective project teams has developed an exceptional partnership. This relationship has made Early Contractor Involvement a regular and important feature of each project. Our experienced engineers work closely with the client and designers on unique and efficient solutions satisfying both site specific constraints and client requirements.

The range of projects on the Barrier include: Limpet Dam – Designing a new limpet dam for •

maintenance access to submerged gate arm bearings.

Gate Arm Synchronisation – Removing and •

disposing of old pumps from the existing duty hydraulic power units (HPU) on piers 3 and 4.

Perimeter Security – Upgrading the perimeter •

defences on both the north and south banks on the Thames.

Cathodic Protection – Maintaining the existing •

system as well as carrying out trials using an impressed current Cathodic Protection system.

Macalloy Bar Replacement – The bars, under •

910 KN of stress, were accessed from a very confined trunnion shaft within the piers. The solution was to fix a limpet cofferdam to the gate arm that allowed access to the bar end.

The barrier spans 520m across the River Thames near Woolwich and is made up of ten steel gates, each weighing 3,300 tonnes. There are therefore

MAINTAINING THE THAMES BARRIER

name: Mark Gardner

title: National Framework Manager

organisation: VBA

PRofIlE

As part of the new VBA joint venture, VolkerStevin holds a position on the WEM framework to deliver flood and coastal defence projects and sees us extend the relationship we have continuously held with the EA since 2002. Our aspirations are to introduce greater efficiencies and values through driving innovative solutions, packaging design and build projects and leading the way on sustainability. Through our previous successes with the EA, we have demonstrated our ability to deliver first class projects, provided expert engineering advice and illustrated continuous improvement.

Vision for WEM Blake Jones Project Manager, ncpms, Environment agency: "The Volker Stevin team has established itself as an invaluable resource for capital works in the region, particularly on the Thames Barrier and its associated gates. The team’s understanding of the way the Barriers work, its attention to the operational requirements of the Barrier teams and its commitment to integrated team working enable it to effectively identify risks and opportunities and deliver mutually beneficial solutions, which has proved instrumental in the successful delivery of a number of critical projects."

considerable site specific constraints. The barrier has to remain fully operational at all times, we have to provide back-up systems and we must clear all work areas within six hours of notice of a flood closure. We have to deal with the unknowns of taking apart drive equipment for the first time in 30 years. We’re working in a tidal marine environment, whilst some aspects are carried out in confined spaces. Despite these challenges, we never compromise on safety and our extensive planning and risk assessment process has allowed us to carry out over 100,000 hours of work at the Barrier without a single accident over the past three years. The success of the work programme at the Thames Barrier has been formally recognised through the Institution of Civil Engineers Heritage Award in 2010 and the Environment Agency’s own Project Excellence Awards in the ‘Project Management’ category for the Pier Cranes scheme in 2013. This experience and exemplar approach could directly be applied to and benefit the new WEM framework. ¤

Email: Mark.Gardner@volkerstevin.co.uk

022

Collaborative working can mean a number of things but essentially it includes:

Achieving shared goals •

Being able to challenge and accept challenge•

Understanding other team members •

Fulfilling agreed roles and responsibilities •

Working together avoids waste. The waste of accidents, environmental damage, money that could have been invested in another community, lost profit, materials and time. The UK Government sees ‘encouraging collaboration and joint venturing business models as a means to driving change’ (Infrastructure Cost Review, 2010). Collaborative teams will help us achieve a significant part of the Government’s efficiency target which in turn secures us increased longer term funding commitments following the 2013 Spending Review. It is for those reasons that we are now planning a series of workshops to help WEM project teams truly collaborate. The workshops will help team members understand each other’s position better and to build more productive relationships.

WEM COLLABORATION WORKSHOPS

PRofIlEname:

Mark Hagger

title:

Commercial Strategy

Manager

organisation:

Environment Agency

The aim is for those attending the Collaborative Teams Development Programme, to leave being able to answer three questions:

How am I expected to behave in a WEM •

collaborative team environment?

How and when is it legitimate to challenge •

other WEM project team members?

How am I expected to support innovation and •

hence achieve efficiencies in a WEM project?

The Development Programme will comprise a series of workshops, integrating with WEM framework ‘business as usual’ activities such as the tool-box talks, supplier development reviews, project team performance reviews, etc. We will hold these workshops early in 2014. Project teams should see them as the first step in a longer term process of achieving deeper collaboration. The workshops will include representatives from WEM, NSIF and NCMF frameworks and Environment Agency Area FCRM teams, NEAS, Procurement and Mapping and Modelling. ¤

Email: mark.hagger@environment-agency.gov.ukHappisburgh

The Environment Agency’s Sustainable Engineering Procurement Strategy (SEPS) encourages innovation, collaboration and challenge in order to achieve sustainable results. Through this strategy we want to keep a collaborative contractual approach with clearly defined roles and responsibilities, building open, yet challenging relationships with our suppliers at both corporate and project levels.

023

We must reduce the cost of our construction projects over the next few years to meet funding efficiency targets, yet we still need to achieve agreed outcomes. We expect innovation to make a significant contribution to this greater efficiency.

Innovation is about being creative, looking for ways to do things better and implementing them. However, to get maximum benefits from innovation as a framework, we need to learn from it and share this learning. At the WEM Framework rollout Miles Jordan, Head of Asset Operational Services, highlighted that the priority was to innovate, share and then standardise. When I meet people working on our WEM Framework, they are enthusiastic and eager to look for better ways and sharing that for wider benefit. Collective efforts and team working will set a positive climate for innovation. There are lots of different ways to share information on innovative approaches including:

Lessons learned register•

Innovation Bulletins•

Project Excellence Awards – Innovation •

category

Toolbox Talks with examples of innovation•

Efficiency register•

Current Magazine – sharing of best practice •

and innovation through articles

wEM framework Innovation subgroupThe first Innovation Subgroup meeting will bring the members together to decide what the group will do and seek agreement from the Framework Managers group. In general terms, it is likely that the group will focus on Lots 3 & 4 initially whilst connecting to innovation leads for Lots 1 and 2 and other relevant frameworks such as the NCMF.

In general terms it is likely that the group will look at some or all of the following:

Identifying the levers to support innovation •

and blockers when managing projects through the frameworks, with actions to address them.

Identifying areas where we need to innovate •

for maximum benefit, looking for innovative approaches and coordinating trials and pilots.

INNOVATION

The Innovation Subgroup members are:

andy Powell Innovation Manager Environment Agency (chair)Richard Barnes Framework Manager JacksonHyderMalcolm Corlett Head of Engineering BMM JVMartin williams Framework Manager Capita URSguy wilson Framework Manager Galliford TryJackie Banks FCRM Manager Environment Agencyveronica flint-williams Contracts & Risk Manager Environment Agency

WEM Framework Innovation Subgroup

PRofIlEname: Andrew Powell

title: Innovation Manager, AOS

organisation: Environment Agency

Effectively sharing innovation from within and •

outside the framework (linking with the WEM Framework Communications group).

Developing, communicating and implementing •

a framework innovation action plan with regular updates on progress.

The make-up of the group can and should be flexible so this is not fixed for the life of the framework. Membership of the group will be reviewed annually. ¤

Email: andrew.powell@environment-agency.gov.uk

"collective efforts and team

working will set a positive

climate for innovation."

024

The Chelmsford Flood Alleviation Scheme (Stage A Works) in Anglian Region is split into two elements: the River Wid Flood Storage Area and works at Chelmer Village. The works at Chelmer Village are providing flood protection to 125 residential properties. The team decided that a flood wall skirting the residential housing development would be the best solution.

The project team included the Environment Agency ncpms, Royal HaskoningDHV, Jackson Civil Engineering and EC Harris. The PAR stage of the project was completed by Halcrow with ECI input by Jackson Civil Engineering. Since the development of the PAR, a number of significant risks have occurred, including poor ground conditions. This has led us to include a below ground seepage cut off wall and significant redesign of the wall to make it more robust. We estimated that traditional construction would have cost around £2.1m, three times higher than the original PAR estimate. The project team looked at innovative approaches from other similar projects and reduced the construction cost of the scheme to £1.2m. In lieu of using steel sheet piles for the cut off wall, the team decided to use the Trenchmixer which was first used at Nottingham Left Bank (see page 20). The Trenchmixer excavated and mixed injected grout up to 7m deep at rate of up to 90 linear metres per day, significantly quicker than sheet piling. We estimate that this saved £400,000.

PRofIlEname: Ian Dodson

title: Project Manager

organisation: Environment Agency

INNOVATIVE CHOICES IN

CHELMER

We used concrete canvas to stop flows under the flood wall at a gap in the cut off wall at the location of the gas main. Concrete canvas is a flexible, cement impregnated fabric that hardens when hydrated to form a thin, durable, waterproof concrete layer. It was previously used at Derby Urgent Works. Similarly, we used Stepoc blocks as permanent shuttering to construct the wall. This avoided the need to install and strip formwork on the wall. It also minimised the number of concrete pours we needed, reducing any environmental issues from washing out concreting equipment. Stepoc blocks are designed to readily accept vertical and horizontal reinforcement in preformed slots. The blocks are filled with concrete, which is pumped down through the inter-connected cavities in the blocks. The arrangement of the cavities also reduces the amount of tying of reinforcing bars, reducing hazards of RSI, cuts and potential trips when tying reinforcement. The blocks can be filled in a single pour from 1.8-2.25m depending on block thickness. The blocks are laid dry, with any mortar joints, requiring no special on-site skills or techniques. We estimate that this saved £100,000. The team has also amended the design of the facing from a brick faced wall to a spray rendered wall. This significantly reduces the construction programme and this saved £60,000.¤

Email: ian.dodson@environment-agency.gov.uk

025

name: Steve Whittam

title: Field Services Technical Manager

organisation: Environment Agency

PRofIlE

name: Simon Robinson

title: Construction SHE Team

organisation: Environment Agency

PRofIlE

For WEM we have a shared IT infrastructure where project teams can exchange project files and contract documents. We use a web based service specifically designed for the civil engineering and construction industry provided by Asite Solutions (www.asite.com).

Registration with Asite is easy. There are various training options to help staff familiarise themselves with the document management application, including user guides, training videos and one to one seminars. See our training guide for more details. We will make training on the ‘NEC Manager’ application for WEM contract management available as the application goes live. Professional Services Contract (PSC) contracts will go live in December 2013, Engineering Construction Contracts (ECC) contracts in February 2014 and rates and payments in March 2014. Staff with WEM PSC contracts already awarded will be contacted directly about training by the project team. Further information on the later roll outs will be made available nearer the date.In the late spring of 2014 Asite will be updating their entire user interface to improve the user experience.

name: Pippa Carlyon

title: System Support Manager

organisation: Environment Agency

PRofIlE

Website: www.asite.co• m

Registration: https://gateway.asite.com/exchange/dpd•

?actionId=11&id=4350567$$VlmxZn&p_id=50171$$Bi5QfY&type=1&doc_ref=FS_01_Register

Training Guidehttps://gateway.asite.com/exchange/dpd•

?actionId=11&id=11404987$$Pt270P&p_id=50171$$Bi5QfY&type=1&doc_ref=FS_Training_Summary

Useful Links

These improvements include: Simpler and less cluttered user interface•

Simpler distribution workflow•

Search across multiple workspaces•

Simpler workflow • - no more than 2 clicks to the data you need . ¤

Email: pj.carlyon@environment-agency.gov.uk

026 HEALTH & SAFETY

It is interesting that the theme of this year’s European Health & Safety week was all about leadership, as this has been a focus of ours for quite some time now. Management of second tier suppliers including their mentoring and raising of standards has long been a target under NEECA and NCF2. Together with the desire to increase the use of Small to Medium sized Enterprises (SMEs) and Localism in our new WEM Framework, this area remains of the highest priority. Good teamwork and leadership leads to exemplary SHE Performance on sites.

The previous frameworks highlighted some excellent examples of leadership by our partners including shared site visits, coaching and including second tier suppliers in main framework workshops. This is completely in tune with our Beyond Zero aspirations and has led to us winning numerous awards, including the Association of Project Safety Awards. There have also been some lessons learnt where involvement and leadership was not what it should be, leading to environmental and safety incidents and accidents. On rare occasions this directly led to us issuing Yellow Cards. As a framework we are only ever going to be as good as our weakest link. Over the coming months, the Environment Agency SHE team will be focussing on this aspect

LEADERSHIP IN SAFETY, HEALTH AND ENVIRONMENTAL (SHE) MANAGEMENT

ASITE: A BEGINNER’S GUIDE

so that we all pull together and are seen as an inclusive framework achieving excellence through co-operation and teamwork. Every supplier plays a part in this. Take a little time out to engage with your own people and your supply chain to check that your commitment is both visible and effective. We will be looking for evidence of leadership from senior management when considering projects for Exemplar status. Let’s build on the great foundation laid by the previous frameworks. ¤

Emails:

stephen.whittam@environment-agency.gov.uk

simon.robinson@environment-agency.gov.uk

6.2 1 7.1 5.9

23.6

21 .5

£0.0

£5.0

£1 0.0

£1 5.0

£20.0

£25.0

£30.0

£35.0

201 1 /1 2 201 2/1 3 201 3/1 4 201 4/1 5

Savings Forecast

Actual Saving (to date)

Target

ACHIEVING THE EFFICIENCY CHALLENGE

Whilst we have successfully achieved our targets for the last two years, the challenges for 13/14 and 14/15 are significantly greater. We have recently launched simplified reporting guidance in order to better engage with all internal teams as well as our framework suppliers. All teams have an important role in meeting these targets from project conception through to completion. The Cabinet Office audit us on a quarterly basis and scrutinise our efficiencies very closely, so it is essential we get the quality of submissions right. A review of efficiencies achieved over the last few years indicate that there are further opportunities for efficiencies through effective programming as well as greater standardisation. The Spending Review 15/16 settlement, for the very first time, provides an overview of capital

funding for the next six years. This is an excellent opportunity for us to do more for less through effective planning. However, it also comes with a caveat of a further 10% efficiency savings to be made through the FCRM capital programme. We are developing a long-term pipeline of investment needs in order to achieve this and to provide our partners with an early view of programme. We need new ideas, greater innovation and more joined-up working across all parts of the business and the supply chain to help achieve this. We hope that the WEM framework and its suppliers become a key part of this drive for further efficiency. ¤

Emails: tim.ive@environment-agency.gov.uk ann.jacob@environment-agency.gov.uk

Achieving the ‘15% efficiency target’ is critical to maintaining the Environment Agency’s and its framework’s reputation for reliable programme completion. The Defra Business Plan for 2012-2015 lists it as one the key actions that we need to achieve as an organisation by March 2015. We need to achieve the efficiencies from the Flood Coastal Risk Management (FCRM) capital programme (where the target currently applies) through a combination of planning, operational and procurement initiatives. The savings we generate will be reinvested within the capital programme so that we can achieve more outcomes for the same money.

PRofIlEname: Tim Ive

title: Technical Manager, AOS

organisation: Environment Agency

Figure 2: 2011-2015 Total Savings by Year (£m)

name: Ann Jacob

title: FCRM Efficiency Programme Manager

organisation: Environment Agency

Figure 1: Efficiencies delivered in 12/13 by Category

Contracting approach21 %

Innovation and Value engineering

54%

Control l ing Project Scope

1 6%

Standardisation0%

Programming3%

Packaging 0%

Procurement1 %

Bulk Buying / Economies of Sca le

0%

Streaml ining5%

PRofIlE

027PERFORMANCE

ICE REgIonal awaRds wonThe Environment Agency and its suppliers have been given a number of Institution of Civil Engineers (ICE) awards across its regions.

ICE Merit SE Awards Banbury Scheme won Environmental Engineering Award Winner•

MORPH was highly commended, under the Sustainability and •

Environmental Improvement category

ICE Merit Awards in Anglian Recon Programme won Team Achievement •

Harwich Team Floodgate Refurbishment Scheme won •

Sustainability and Highly Commended for Technical Excellence and Innovation

Bottisham Sluice Repairs won Physical Achievement and Team •

Achievement

ICE Merit Awards SW Teignmouth (Back Beach) Tidal Flood Defence Scheme won the •

Project of the Year Community Award 2013

ICE North West Civil Engineering Awards Wigan Flood Alleviation Project Team scooped the Large Project of •

the Year Award, 2013

Keswick Flood Alleviation Scheme was Highly Commended in the •

Community Award 2013 category. ¤

news

ConsIdERatE ConstRuCtoRs awaRdEdThis year the Environment Agency and its suppliers won three gold, three silver and four bronze awards. These awards celebrate considerate sites and recognise the efforts made by the individual sites and companies, both large and small, in improving the image of the construction industry. From some 8,500 eligible sites, over 722 have now received a Bronze, Silver or Gold Award.

Gold VolkerStevin Ltd: Lower Todmorden and Walsden FAS Phase 3 Gold Birse Coastal Ltd: Lincshore 2010 – 2015 Gold Jackson Frameworks Ltd: Nottingham Left Bank Silver Birse Civils Ltd: Redcar FAS Silver Interserve Construction Ltd: Ripon FAS Silver Interserve Construction Ltd: Teignmouth Estuary (Back Beach) Tidal Defence Scheme Bronze Jackson Civil Engineering: Rye Harbour Bronze Pevensey Coastal Defence Ltd: Pevensey Bay Sea Defences Bronze Galliford Try: Worth Farm Flood Detention Reservoir Bronze VolkerStevin Ltd: Duddington Sluice Replacement

Lower Todmorden and Walsden FAS Phase 3 were also awarded a Most Considerate Site Runners. These sites represent the pinnacle of considerate construction and have set a benchmark for others to follow. ¤

wIgan’s watERways REnaIssanCE awaRdThe Wigan Flood Alleviation Scheme has won the ‘Flood Risk Management’ category in the Waterways Renaissance Awards 2013. Led by an independent panel of experts drawn from across the engineering, environmental, architecture and regeneration sectors, the Awards are regarded as the ‘Oscars’ of the waterways. ¤

gallIfoRd wIns RosPa awaRd For the fifth year in a row, Galliford and the Environment Agency have received a RoSPA Gold Award for the work carried out on the Framework. To mark the continuous high level of health and safety performance, RoSPA have recognised this achievement by giving the team a Gold Medal Award. ¤

Creating a better place through the frameworks

BanBuRy wIns ConstRuCtIng ExCEllEnCEThe Banbury Scheme has won the Innovation category in the Constructing Excellence Awards in London and the South East. Judges were looking for the best organisation or project that took the most innovative approach to overcome a specific challenge on site, identify emerging market opportunities, or develop a new/improved product or service. Banbury was chosen as it was the UK’s first adaptation of irrigation technology into a flood alleviation scheme.¤

This is just a small selection of the awards won over the past year. Well done to all of the teams. ¤