Water Mains Rehabilitation Framework (NI) Northern Ireland Water

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1 PROJECT: CLIENT: MAIN CONTRACTOR: Water Mains Rehabilitation Framework (NI) Northern Ireland Water Farrans Background Northern Ireland Water manages a water mains infrastructure that supplies 625 million litres of water per day to 1.7 million consumers in 795,000 households and businesses. The company also treats 134 million m 3 of wastewater, operates 2,700 treatment works, reservoirs and pumping stations and maintains over 26,500 km of water mains and over 14,500 km of sewers. NI Water has been under increasing pressure from Government and Regulators to become more efficient and needs to deliver a substantial programme of continuous planned work over a prolonged period. Under the company s three year Strategic Business Plan from 2007 to March 2010 NI Water invested some 778 million in water and wastewater infrastructure; 174 million in water treatment and storage facilities and mains improvement and 614 million in wastewater collection and treatment systems. In the longer term, the company is expecting to spend over 3 billion in total by Some water mains are over 100 years old and have become prone to bursts, leaks and pressure problems. As a consequence, NI Water has an ongoing programme for the improvement of existing water mains which will see 100 million invested in the upgrading of over 1000 kilometres of water mains throughout Northern Ireland. The Water Mains Rehabilitation Framework The Water Mains Rehabilitation Framework Agreement covers the management, design and construction of new water mains or the replacement or renovation of existing water mains up to 600mm nominal diameter using a range of technologies. The contract also covers miscellaneous ancillary works including service reservoirs and pumping stations. NI Water received eight bids in response to the tender advertisement for the framework in November 2008 and following an extensive evaluation process Farrans was named in March 2010 as one of two contractors sharing the 100 million contract. The contract period is 5 years, extendable up to 10 years from award. The framework contract has been established to deliver rehabilitation or replacement of mains identified under the NI Water capital works programme and schemes are sized from first time services ( 10k) through to large diameter trunk mains ( 10M). The contract will ensure that: Current high levels of drinking water quality will be maintained Leakage will be reduced Interruption to supply will be minimised Development and investment prospects across Northern Ireland will be enhanced

2 An Innovative Approach The framework projects, designed by Farrans along with their consultant Jacobs, involve site investigation, design, installation, testing and commissioning of new and replacement water mains throughout Northern Ireland with the aim of improving levels of service for NI Water s customers. Farrans and NI Water needed to take an innovative approach to the delivery of the contract for a number of reasons: NI Water had become a regulated business with defined Customer Service objectives and was required to reduce costs and staff resources. There was a need to reduce construction costs, increase productivity and develop NI Water as a long term sustainable business There was a requirement to deliver a sustained long term programme of work The NI Water Customer First Initiative required a reduction in supply interruptions (the Customer First Initiative is measured by quantity and duration of planned / unplanned interruptions and monitors benefits to NI Water customers) The Framework contract has strived to be innovative in a number of ways: Client / contractor objectives are aligned to the NI Water PC10 Business Plan. The cost-benefit analysis achieves PC10 objectives and demonstrates optimum investment There is an integrated team using shared web hosted systems including a project document management system, a customer contact database, works GPS tracking systems and a cost management database The enabling phase considers the entire construction lifecycle with particular emphasis on the continued operation of the live water network during construction and the resultant impact on NIW customers Construction performance is incentivised by work allocation with price-quality minicompetitions conducted between main contractors to secure allocation of additional works Farrans Customer Care Team is supported by a CRM (Customer Relationship Management) solution which tracks the receipt, management and resolution of all customer contacts received by the project Customer focus is engendered throughout the workforce via project specific customer care training for all site staff and operatives and performance is routinely monitored by customer care site audits Stakeholder needs and constraints are identified and a best-fit solution provided for business critical and health critical customers To minimise disruption, modern pipelaying and renovation techniques are used in excavations. The use of low-dig technology provides Farrans with the means to complete works with minimal disturbance to the surrounding ground surface, traffic and the environment

3 The above innovations are being monitored through regular Board meetings and discussions between client, consultants and contractor to review the performance of the framework contract. A Quality System The installation of new, or replacement of existing utility mains can create major disruption to the surrounding environment. The framework contract requires the installation of water mains in diverse environments such as rural roads, urban housing estates and in city centres. It is essential that this work is carried out with minimum disruption to local business and domestic properties and to the general public and road users. People in the vicinity of the works may experience some inconvenience varying from interruptions to water supply, traffic disruption, noise pollution and restricted access to property. By utilising the best of modern methods Farrans ensures that construction projects meet the needs of all stakeholders, aiming for minimum disruption during the construction period, maximum quality of product and a cost effective delivery. Enabling Team Management Structure Farrans Contracts NIW Enabling Assistant Enabling Engineer Design Lead Network Operations Liaison Networks Field Site Investigation Teams Design Engineer Every effort is made to limit both the extent and the duration of any disruption and all parties wish to ensure that works are completed right first time : quality is therefore integral to the design and construction process. The process detailed below indicates the extent of the enabling works required before any work goes onto site.

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5 The appraisal stage assesses existing network performance (structural, quality, hydraulic), establishes Needs, identifies Options, and formulates the design brief/work packages. A cost-benefit analysis of planned expenditure ensures that the achievement of objectives is assessed, the payback period is established and that the best use of resources follows a prioritisation process that directs expenditure to highest need. The site investigation phase considers constraints that may impact the proposed works, including, water network limitations; Roads Authority; stakeholders; critical customers; ground conditions; installation technique etc. Work package approval follows full investigation and detailed design, delivering greater cost certainty; programme certainty; identification and control of risk; workload balance; and control of rate of expenditure. Farrans use the enabling/design phase to consider the entire construction lifecycle from conception to completion. The designs must meet the needs outlined in the project brief and ensure that whole-life value is delivered by addressing 'buildability', maintainability and minimal disruption during construction, whilst considering health and safety and driving cost efficiencies. Collaborative tools and communication technologies are utilised at all stages of the process. There are clearly defined roles and responsibilities with shared web based systems (document management, design programming) that allow flexibility, mobility and reduced duplication and verification. There are also thorough risk management and mitigation procedures in place. There is a phased release of work packages facilitating a balanced workload and consistent quality and ensuring control of expenditure. Consistent workload also facilitates innovation of product and processes, for example off-site pre-sterilisation reduces time on-site. Benefits The innovative approach to the framework contract has already resulted in many benefits to both client and contractor: The contract has resulted in reduced leakage, improved water quality and pressure and reduced interruptions to supply There are reduced management costs to the client, reduced construction costs and year on year efficiencies There is a streamlined decision making process from conception to construction There is a consistent, balanced workload There is sustainable business development for the contractor as well as improved budget certainty and accuracy Expenditure is targeted and focused to deliver specific output with defined pay back periods

6 The quality of the process and improved service delivery will enhance reputations for NI Water, Farrans and the industry in general The implementation of the WRAP 2012 Halve Waste to Landfill initiative, measured by waste tonnage diverted from landfill results in benefits for the client, contractor and wider society One of the key benefits is the knowledge transfer to be gained from the project for both client and contractor and for the wider industry: Farrans knowledge transfer initiative BLUEPRINT ensures recording and transmission of best practice and innovation across operating divisions and across regions. Farrans KPI performance management illustrates performance across divisions and regions and identifies opportunities for improvement There is industry-wide knowledge transfer through NI Water engagement with both statutory and industry bodies (NIRAUC; Pipeline Industries Guild), generating information sharing with other Utility Authorities and contracting companies Farrans engagement with construction industry employer groups, safety bodies and trade organisations develops communication and sharing of best practice and innovation Conclusion Northern Ireland Water is committed to improving performance and to developing a reliable and secure water supply system that meets the increasingly stringent standards set by the European Union. The Framework Agreement has successfully aligned the objectives of both client and contractor to deliver the outputs of the Northern Ireland Water Business Plan. There is a strong partnering ethos based around NEC3 conditions of contract and the team is fully integrated with shared resources from conception through to the construction and operational stages. Farrans and all the members of the supply chain are working to challenging production targets with cost allowances, overhead allowances and margins set at competitive levels but are still driving innovation and better working practices to provide efficiencies wherever possible in the design and construction process.