Repairing our county in the wake of Storm Desmond webinar

Serving the people of Cumbria
Repairing Cumbria after Storm
Desmond
APM Thames Valley Branch
Meeting
23rd March 2021

Rob Allen - Welcome
Host Intro

What industry do you work in?
Menti 1

Introductions
Stephen Hall
Assistant
Director of
Economy and
Environment
David Brown
IRP
Programme
Director
Ian Rowley
IRP
Programme
Delivery
Manager
Craig Mitchell
IRP Senior
Project
Manager

Desmond
Stephen Hall

• Introduction, Background & Impact
• The Response
• Overview
• Structure & Controls
• Stages
• Project Focus – Pooley Bridge “The Importance of Stakeholder Management”
• Key Features – Commercial Blueprint
• Recognition
• Summary
• Q&A
Agenda

Off the back of a significant weather event (Storm Desmond) in 2015 we believe
we have ‘broken the mould’ in our approach to Programme Management.
We’ve made evolutionary ‘small step’ changes to our BaU approach, that when
combined have been far greater and affective than the sum of their parts.
Our approach to what followed Storm Desmond has been anchored around three
pillars which have been a ‘golden thread’ in everything we do:
Introduction
Keep it
simple
Keep
behaviours
centric
Keep it
proportionate

Welcome to Cumbria !

Background

• 7k+ properties flooded
• 18k+ properties without power
• 1 loss of life in Kendal
• 1 care home flooded and evacuated
• 60 schools affected – 4 closed long term
• Environmental contamination issues at 2 locations
• Circa 630 farms affected and loss of over 1k livestock
• Up to 2k parcels of land flooded
Background

• 40 farms with over 50% of fields flooded
• 1k properties lost water supply
• Over 60 waste water treatment works damaged or
impacted
• Over 2k businesses impacted affecting over 22k
employees (9.2% of all employment in Cumbria)
• West Coast main line and Carlisle – Newcastle was
closed until end of January 2016 (1month)
• 51 CCC buildings affected by flood water
Background

Impact of Storm Desmond
Pooley Bridge
Carlisle Cockermouth
A591 Appleby
Kendal
Keswick A592

Duration
The Infrastructure Recovery Programme
(IRP) was specifically created to repair,
reinstate and rebuild bridges, highways,
slopes and retaining structures that were
impacted by Storm Desmond Dec. 2015.
The Response - Overview
Individual
Schemes
982
Funding
Envelope
£119.8m
Jan 16 –
Dec 19

The Response - Overview
Before During After

The Response - Our Communities……

The Response - Structure and Controls
- Intimate knowledge of network, county & communities
+
– Fresh thinking, industry wide programme management experience
=
Class Leading Partnership Approach to Programme Management
Key Features:
• Fully integrated & co-located
• ‘Two Worlds’ – behaviourally aligned.
• Partnership model – traditional contract.
• Corporate origins unrecognisable on the
‘shop floor’
• Learning, Development, Progression,
Inclusion & Betterment – Shared by All
• Extended part of ‘Team CCC’
• ‘contractual, not ‘ CONTRACTUAL’
Key Opportunities:
• Upskilling, Mentoring, Coaching Legacy
• Industry Process, Tools & Systems
Key Challenges:
• Behavioural alignment – investment of time
• A new ‘pace’
• Day-2-Day Management
Key Risks:
• Behavioural & Corporate Incompatibility
Benefit Realisation:
The IRP Programme has establish its own unique identity both within the Council and the wider supply chain. It is now recognised
for its behavioral and collaborative approach to delivering successful outcomes. Our team now have a significantly increased breadth
of skills and knowledge that they can embed in the wider County Council organisation.

CDM & HSW&E
NEC Supervisors
Project Controls Officer
Estimating
Information Management
Scheduling
Procurement
Cost Management
Commercial Management
IRP Programme Director
Programme Delivery Manager Commercial Lead
Project
Managers
• Circa 40# Resources
Project
Managers
Project
Managers
IRP SRO
Local
Area
Teams
&
Highway
Network
Mngt

£33.5m
156#
Core
Surfacing
£21.4m
14#
Major
Bridges
£19.3m
59#
Major
Civils
£25.8m
621#
Minor
Bridges
£18.9m
129#
Minor
Civils &
Surfacing
£0.8m
3#
Non-
Asset
Portfolio Structure

£119.8m
FY16/17
£31.1m
FY17/18
£37.7m
FY18/19
£21.9m
Programme Budget Annual Spend Profile
FY19/20
£15.1m
982# Schemes
Programme Schemes Annual Scheme
Completion
FY16/17
214
FY17/18
361
FY18/19
343
FY19/20
47
FY 20/21 17
FY20/21
£6.4m

Constitution / EU Procurement / Service Procedures
Information
& Document
Mngt
(Conject)
NEC
Contract &
Commercial
Mngt
(Conject)
Change
Mngt
(Conject)
Cost &
Budget Mngt
(PowerBI)
Schedule &
Risk Mngt
(P6)
HS&E /
CDM
Project
Progress
(GiGi/Power
BI)
Supply Chain
Performance
(GiGi/PowerBI)
BRAG
Control & Reporting

Questions?

What do you think are the key
challenges when delivering a
programme of this nature?
Menti 2

How do you work effectively in an
integrated team?
Menti 3

Desmond
Ian Rowley

Survey & Inspections
Prioritise & Plan
Schemes
Scope Development
Estimate & Funding
Request
Secure Funding
Form, Design & Build
Programme Team &
Controls
Jan ‘16 April ‘17
Aug ‘16
Apr ‘16 Dec ‘16
Programme Stages
Aug ‘17 Dec ’17+
Procurements/Contracts Delivery/Execution
BaU Capital
Programme
Programme Establishment Programme Delivery
12
months

Funding Request / DfT ‘ASK’
Rapid Recovery
‘Tiger Team’ & Integrated
Programme Team
1600+ Survey &
Inspections
CCC Local Area Teams/HNM
600+ Scope Development
400+ Assets/Schemes
Prioritised & Planned Yr1
300+ Estimates & Work
Packages
60+
Procurements/Contracts
Benefits Realisation:
• Risk to life minimised.
• Large volumes of infrastructure re-constructed quickly.
• Strengthened relationships with government – funding!!
• Programme fully designed, built and funded within 6months.
• Stakeholder confidence established – ‘’Safe Pair of Hands’.
Aug ‘16
Apr ‘16 Dec ‘16
Phase 1 – Emergency Stabilisation
Programme Stages
Aug ‘17 Dec ’17+
Key Features:
• Multi agency mission critical response to reduce loss of life and stabilise
network & infrastructure.
• Emerging picture, scale of devastation.
• Establish the BaU Programme e.g. prioritisation,
Key Challenges:
• Situational Awareness/safety of public & workforce.
• Rapid Mobilisation.
• Projecting Confidence: communities, government, councillors, media.
• Balancing risk with opportunity, ‘Belwin’ hadn’t been finalised.
• Integrated team formation.
6
months

Aug ‘16
Apr ‘16 Dec ‘16
Phase 2 – Emergency Recovery
Programme Stages
Aug ‘17 Dec ’17+
High Priority
Schemes Delivered
Supply Chain & CCC
Local Area Teams
£30.3m
202# Schemes
Completed
Local Community/Business
Engagement
Media/Comms/Stakeholders
Supply Chain
Development
Key Features:
• Change of mind set
• Team development – setting the standards,
making connections (CCC, 3rd Parties,
communities)
• Delivery commences in earnest
• Actioning the PLAN
Key Challenges:
• Mobilising an already busy supply chain.
• Change of emphasis – stabilisation to recovery
• Time and expectations.
• Had to get this right first time.
• What level of command and control? – scale,
team ability, what we need to achieve,
knowledge, governance, health and safety,
processes used
• Effective reporting and communication
• Local considerations to
community & business –
keep Cumbria OPEN.
• Minimal disruption -
considered approach.
• £30m & 200+ schemes
delivered in the first
12months.
• Supply chain events =
Engaged supply chain
• Proactive comms to keep
everyone up to speed.

Schemes Delivered
Supply Chain & CCC
Local Area Teams
Yr2 - £37.7m & 340#
Yr3 (TD) - £18.1m & 293#
Knowledge Transfer/Legacy
Process/System Betterment
Industry Recognition
Aug ‘16
Apr ‘16 Dec ‘16
Programme Stages
Aug ‘17 Dec ’17+
Supply Chain ‘Delivery
Community’
Key Features:
• Continuous development of the team – coaching,
mentoring, continually raising the bar
• Implementing lessons learned from 2016/17
• Maturing relationships with supply chain and
agencies involved in the
• Refining processes and approach to suite the
change in programme dynamics
• Continuing to build relationships with local
communities
Key Challenges:
• Mobilising an already busy supply chain.
• Change of emphasis – Recovery to BAU
• Managing a programme of this scale, geographic
spread, numbers of stakeholders, portfolio range,
remediation types
• CDM and H&S
• Effective reporting and communication
• Stakeholder management – expectations, agility
to react to changing objectives
• Matching Funding against Assets to be
Remediated
• BaU environment – focus
on knowledge transfer
and embedment.
• Delivery Community –
grow, learn, share
together.
• Industry focus – CCC
seen as a progressive
organisation.
• Greater efficiency and
effectiveness with
systems betterment.
Phase 3 – Business as Usual

Aug ‘16
Apr ‘16 Dec ‘16
Programme Stages
Aug ‘17 Dec ’17+
Schemes Delivered
Supply Chain & CCC
Local Area Teams
Yr2 - £37.7m & 340#
Yr3 (TD) - £18.1m & 293#
Process/System Betterment
Supply Chain
‘Delivery Community’
Phase 3 – Business as Usual
Knowledge Transfer/Legacy
High Priority
Schemes Delivered
Supply Chain & CCC
Local Area Teams
Yr1 - £30.3m & 202#
Local Community/Business
Engagement
Media/Comms/Stakeholders
Supply Chain
Development
Phase 2 – Emergency Recovery
Phase 1 – Emergency Stabilisation
Rapid Recovery
‘Tiger Team’ & Integrated
Programme Team
1600+ Survey & Inspections
CCC Local Area Teams/HNM
600+ Scope Development
400+ Assets/Schemes
Prioritised & Planned Yr1
300+ Estimates & Work
Packages
60+ Procurements/Contracts

Technical
Assessment of
‘Raw’ Asset List
• Visual inspections
• Bridge Condition
Surveys
• Carriageway Condition
Surveys
Grading
• Condition
Grades
• Engineering
Status
Socio Economic
Assessment
• Community Severance
• Business/Economic
Impact
• Public Transport Routes
• Leisure Routes
• Traffic Volumes
(critical routes, local
knowledge)
Asset
Priority
Score
H/M/L
&
1 to 5
Asset Management Teams, IRP Programme Managers
Technical / Engineering Assessors, specialist supply chain providers
Highway Network Teams, Asset Management Teams
Programme Stages – Prioritisation Process

What are the key ingredients to
forming an integrated team?
Menti 4

How would you approach setting up
a programme like this as quickly as
possible?
Menti 5

Desmond
Craig Mitchell

Miles McInnes (Barton PC) in 2015
negotiate to deliver a replacement bridge we
and our successors can be proud of in
250yrs time.
Robert Freeman (Bishop of Penrith) The
replacement of the bridge brings hope and
optimism and reflects connections in the
community.
Pooley Bridge was a grade 2 listed structure in the heart of the Lake District National
Park, a World Heritage site. In December 2015 severe scour to a supporting pier resulted
in it’s total collapse. Emergency works were undertaken in March 2015, and a temporary
road bridge was put in place. And so the aspirations of a new bridge were set out by
several stakeholders.
Keith Little (Cabinet Member CCC) in 2015
CCC will engage with the community and
discuss the aspirations to deliver an Iconic
structure.
Project Focus – Pooley Bridge

Community:
1. Iconic structure
2. Minimal impact on tourist season March to September
Technical (EA, CCC, NE):
1. Does not increase flood risk beyond the baseline
2. Does not damage the Environment during construction and operation
3. Preferred in river works June to September
Cumbria County Council:
1. Delivery to budget
2. Delivery to Programme
3. Community Benefits and involvement
Contractor and Delivery Team:
1. Buildability
2. Minimal risk in delivery
Aspirations and Constraints

Delivering ‘The Peoples Bridge’ with competing
constraints from multiple stakeholders
Challenging Constraints:
1. Delivering an Iconic
structure within Budget
2. Delivering an Iconic
structure without delivery
risk
3. Delivering construction
with minimal impact on
the environment or tourist
based economy
Quality
Time Cost
Stakeholders
Typical Approach:
1. Stakeholder
Management Plans
2. Communication
strategy.
3. Assessment of power
and influence.

Our approach to Stakeholder engagement
• Inclusive approach to stakeholder
management ‘as standard’
• Allowed decisions within the
Cost/Time/Quality envelope to be
collaborated on creating Win:Win
outcomes
• All stakeholders met together to
understand each others
constraints and aspirations
• Regular communication in an
open and honest stakeholder
environment

And finally……………
In September 2020 the first stainless steel road bridge in the UK was opened.
The bridge permanently enshrines how Client, Community, and Wider Stakeholder
collaboration can deliver spectacular results.

Desmond
David Brown

Key Features – Commercial Blueprint
NEC3 ECC
Contracts
Design & Build
Work Packaging
Progressive Asset
Release (PAR)
NEC3 ECC
Accredited
Project Managers
ePlatform –
Document &
Contract
Management
NEC ECC Main
Option Maturity
Model
Existing
Framework
Supply Chain
Supply Chain –
‘Delivery
Community’
Programme
Contract &
Commercial
‘Blueprint’

• Openness, honesty & transparency –
‘we talked the talk & walked the walk’.
• A single language – consistent
application.
• Flexibility to match contracting
approach with scope maturity.
• A foundation for behavioural alignment
with the supply chain – ‘we went as
close as we could to the contractual
boundary’.
NEC3 ECC
Contracts
• IRP pace – Traditional approach too
timely.
• Early Contractor Involvement –
Benefits were invaluable.
• Historic assets/structures – Cumbrian
heritage supply chain skillset.
• Improved buildability and engineering
outcome V’s traditional desk top
design.
Design & Build

NEC3 ECC
Accredited Project
Managers
• Highly capable project & contract
management team - Confidence to
fully exercise NEC.
• Only 90 accredited NEC3 ECC PM
Highways & Infrastructure – 8 within
CCC.
• Supported and upskilled the supply
chain – we shared our knowledge,
‘held hands’.
• Fairer, and more balanced contracting
relationship.

• Added rigour to the selection of
appropriate Main Contract Option i.e.
Lump Sum (A), Target Cost (C) etc..
• Appropriate apportionment of risk and
reward – VfM, we weren't paying for
unnecessary risk provisions.
• Optimised a successful contractual
relationship between the parties.
NEC ECC Main
Option Maturity
Model
• R1 – Risk
• R2 – Resourcing
• R3 – Reporting
• R4 – Remuneration
• R5 – Role

• 1200 individual schemes/projects – No place for a
traditional 1:1 Project:Contract relationship.
• Aggregation of schemes based on geography,
complexity and similarity – GIS was fundamental.
• Larger more meaningful packages of work for the
supply chain.
• Organic growth opportunities for the supply chain
– greater surety.
• Economies of scale from the supply chain – VfM
betterment.
• Ability to communicate to the supply chain –
improved preparation & readiness.
Work Packaging
Example of 4 Work Packages – 180 individual projects

Progressive Asset Release (PAR)
Asset 1 Asset 2 Asset 3 Asset 4 Asset 5
Mature Scope Immature
Scope
Immature
Scope
Contract
Procurement Exercise & Tender Award Approval Certificate
Mature
Scope - CE1
Mature
Scope - CE2
Initial
Contract
Value
CE1 & New
Contract
Value
CE2 & New
Contract
Value
Procurement Exercise & Tender Award Approval
Certificate
Ability to significantly reduce the volume of procurement activity for a number of schemes within a
Work Package that are not all at the same level of design/engineering and/or commercial maturity.
Progressive Asset
Release (PAR)

• 30% efficiency for pre-contract process.
• Seamless release and timing of other
schemes/projects – minimising pre-
contract delays and optimising on-site
delivery.
• Immature scope benefitted from Early
Contractor Involvement – Increased
buildability and fitness for purpose design.
• No heavy legal redrafting of contracts
T&C’s – NEC made it easy via
Compensation Event process.
• No contractual commitment to the other
immature scope schemes/projects – we
retained the right to retender creating the
appropriate level of commercial tension.
Progressive Asset
Release (PAR)
Existing
Framework
Supply Chain
• Primarily Cumbrian based –
‘Hearts & Minds’.
• Social economic benefit –
‘Cumbrian Pound’, Cumbria PLC,
Gross Value Add.
• Heritage skills combined with modern
engineering techniques – increasing
rare skillset.
• We’ve supported and helped their
development, we didn’t leave them to
fail – Win:Win, Lose:Lose

• Established supply chain engagement
events – Regular ‘2way’ conversations.
• Promoted sharing and best practice –
learning together amongst peers.
• Alignment of objectives and outcomes
– ‘Delivery Community’
• Counsel and guidance from the supply
chain – Market acceptance leading to
stronger buy-in and commitment.
• Majored on the behavioural
environment created at Programme
Level – Cascade & lead by example.
• Upskilling through focused engagement
– NEC ‘Bitesize’.
• Clear & transparent dialogue, moral
leap of faith – Informed, honest,
decisions.
Supply Chain –
‘Delivery
Community’

• Work hard at communicating success with our communities – ‘Pat on the Back’
from the industry has provided a platform for team development, pride and moral.
• CCC now seen as a progressive organisation within the industry.
• Attracting new recruits to the Council – Our future, today.
• Industrial tourism – Other Councils and organisations want to learn and benefit
from our journey.
• Trade press – Construction News, New Civil Engineer, APM ’Project’ - Unique
projects, technically challenging, rare in UK
• NEC – Case study.
• Institutes – Guest speaker at the ICE Cumbria Branch Annual Dinner, LGA.
• Awards:
• NWRCA 2017 – Cumbria Sub-Regional Project of the Year ‘IRP’
• NWRCA 2018 – Preservation & Rejuvenation – ‘Brougham Old Bridge’
• NWRCA 2018 – Civils Project of the Year – ‘Brougham Old Bridge’
• NWRCA 2018 – Cumbria Sub-Regional Project of the Year - ‘Brougham Old
Bridge’
• APM Project Management Awards 2018 – Mike Nichols ‘Inspiration’ Award
• NWRCA 2019 – Client of the Year
• Constructing Excellence 2019 – Client of the Year (2nd)
• ICE NW 2021 – Civil Engineering Constructability Project – Pooley Bridge (HC)
• CECA 2020 – Winner Project >£5m

Summary
Simplicity
• Formation of Programme Team
& Supply Chain
• No huge legal
agreements/amends,
‘vanilla contracts’
• Commercial Blueprint, all small
but simple improvements
• combined had a high
impact
• Delivery to Communities
• Be open, honest and
transparent. Keep the
conversation going
Behaviours
• Lead by example
• Set the tone
• Align Top-Bottom & Left-Right
• Make it real
• Make it part of the
solution
• Risk appetite
• Local knowledge
• Understand the need,
deliver quick fixes whilst
planning for the longer
term
Proportionate
• Make sure it only delivers
what we need
• Balanced approach
• Optimise what you’ve already
got
• Supply chain
• Big isn’t always better
• Optimal design & engineering
• not a ‘pan-platinum’
approach
• Demonstrate ‘GRIP’

Thank You & Questions?

What have you learned and what will
you take away and deploy on your
own programmes/projects?
Menti 6

How did we perform against our
webinar objectives?
Menti 7

Repairing our county in the wake of Storm Desmond webinar

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