Costain - BAM Nutall - South East Multi-Functional Framework (CP5)

South East Multi-Functional Framework
Value:  £300m
 
Contracts used: NEC3 Options A, C, E
 
Start/finish: April 2014-March 2019 (plus potential 1-year extension)

PROJECT TEAM

  • Andy Clarke – South East Programme Manager (Costain)
  • Thomas Cowie – South East Project Manager (Network Rail)
  • Jon Roan – Senior Commercial Manager (Network Rail)
  • Gareth White - Operations Manager (BAM Nuttall)
  • Dave Johnson – Delivery Manager (Costain)

THE PROJECT

In 2014, BAM Nuttall and Costain were awarded separate routes in the CP5 Southern Area, Sussex and Kent Multi-Functional Frameworks (MFF) respectively. After award Network Rail (NR), Project Manager under the contract, merged to form one “South East (SE)” route. Utilising the NEC3 form of contract and working with mutual trust and cooperation, BAM and Costain have come together to enhance delivery.

The scope of the SE MFF is to design and construct Network Rail’s Structures and Geotechnical Renewals, Buildings, Enhancements, multi-disciplinary projects across the South East Route.  All projects are on rail infrastructure in Kent and Sussex, throughout Control Period 5 (five-year framework), including emergency response works. Projects are carried out from concept and feasibility, through construction phase and final hand back including stakeholder interface.  Individual projects in the framework vary in value from £50k to a maximum of £40m, with over 300 projects in the 5 years.

COLLABORATION

  • The SEMFF contractors and NR joined collaboratively, driving efficiency on a portfolio of projects. One collaborative team has been established, with no person-marking and clear accountabilities and responsibilities. Key to the collaborative engagement was the contractor producing a PTC including traditional client costs and risks, taking joint responsibility for performance against it.
  • With 18% efficiency against the CP4 budget being a key driver for NR, joint workshops brought together all organisations to develop delivery strategy. The resulting 9 working groups focus on specific topics including: Possessions, Procurement, Robust Planning and Risk. With these multiple groups it was important to ensure all information was captured and shared via a central efficiency register.
  • A joint programme board, including stakeholders and suppliers, proactively took the ethos of NEC3 beyond the parameters of the contracts in place. A combined board report and 4-weekly meetings support the mutual vision of collaborative delivery, facilitating the transparency and ease of framework-wide information sharing. KPI measurements are aligned to enable joint reporting; BAM and Costain continuously work together to realise improvements and benchmark costs.
  • Prior to the creation of SE, mutual trust existed between BAM and Costain, where documents and processes were shared. To support efficient delivery, the adoption of best processes from either contractor has enabled mutual benefit. The framework handbooks reflect the base behaviours for collaboration, and shared safety tours embed and enhance continual improvement.
  • Shared contractor workbanks reflect good practise, allowing for allocation of works based on existing projects, knowledge, expertise and ultimately the benefits resulting from packaging of works. For example, Costain route Crowhurst Cutting work will be delivered by BAM.
  • BAM and Costain have demonstrated mutual trust with the Customer by embracing typical NR roles, e.g. application for funding and governance, which are then reviewed and approved in accordance with the contract. Back to back subcontracts extend the ethos of end to end collaboration to our suppliers. Building on these existing relationships we are developing lean processes enhancing benefit to all. 

JUDGES’ COMMENTS 

"Very good examples of tools, methods and systems used to support the development of trust and collaboration within an NEC3 environment to deliver better performance."

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