Swwe300615 presentation

/

Rebuilding Dawlish

February - April 2014

Dawlish and Teignmouth Emergency Works

/ 03 September 2014

APM Project Management Awards 2014

2

/


03 September 2014 3

Points of Interest

1. Summary of the project

2. Tools and Techniques

► How you dealt with people

• The ‘Orange Army’

• Local Residents

• Media

3. Innovation

4. What went well/what didn’t go well

► Lessons learnt

/


03 September 2014 4

Presenters

Tom Kirkham Project Manager

Rosie Majer Scheme Project Manager

Alex Evason Senior Construction Manager

/


03 September 2014 5

1. Summary of the Project

/


03 September 2014 6

Where is Dawlish

Paddington

Penzance

Dawlish

MLN1

206m 07c

/ 03 September 2014


7

Scope of Works

Very Simple Remit:

‘Open a safe railway as

soon as possible’

In Reality:

►Unclear and expanding

scale of damage

►Unknown solutions

►Unknown programme

►Very challenging

environment

/


03 September 2014 8

Scale of Works

Dawlish

Warren to

Teignmouth

= 3.7 miles Teignmouth Station

Dawlish Station

Dawlish Warren Station

Kennaway Tunnel

Woodlands Avenue

Landslip

Riviera Terrace Breach

Exmouth

/ 03 September 2014


9

The scale of the job ► Network Rail’s army of 300-strong team, working 24/7 for over 50 days This

translates as over 130000 man hours to first train

► Rebuilt and fortified the breach with more than 6000 tonnes of concrete and

150 tonnes of steel (large proportion stainless)

► Rebuilt half of Dawlish station with a new platform, new canopy and

repainting throughout

► Installed over 13 miles of new cables, designed and installed a temporary

signalling scheme from scratch and renewed over 700m of new railway track

and ballast

/ 03 September 2014


10

Before the storm on 14 February

11 No Units

Filled and

Cable Tied

to Concrete

Foundation

Concrete

VCB ready

to build

permanent

shutter

Scaffold in

place ready for

cable pulling

Sat 15 02 2014

Formation level

95% trimmed

and ready for

shutter and first

concrete pour

Breach

Length 80m

(top)

/ 03 September 2014


11

After the storm on 14 February

11 No Units

in place, but

distorted/di

slodged

and require

filling and

strapping

Breach Length

100m (top) – A

volume increase of

25% - 30%

Additional

20m of

Higher

Level Sea

Wall and

Parapet

Lost

Additional

20m – 40m

of Track

panels

require

removing

on both

sides and

access

ramp

reforming

Scaffold

cable

bridge

required

checking

for safety

and

associated

remedial

work

Concrete

spray

generally

sound with

some minor

washout

Four more

containers

have been

filled and

placed in

this gap –

with eight

more

ordered for

placement

after 14 Feb

/ 03 September 2014


12


As well as the Riviera Terrace Breach…

525m of Parapet

Walls…

256m of Main Sea Wall (from

missing areas to cracking and

voiding)…

(Location of potential second

breach)

/ 03 September 2014


13


275m of Walkways…

32 Locations of Landslips…

Woodlands Avenue pre 02

March 2014

/


03 September 2014 14

Programme Overview and factors

Pre Rail Open Post Rail Open

04 February 2014 – 04 April 2014*

*Original date publically declared 14 April

(pre-woodlands)

04 April 2014 – 19 August 2014 (Sea

Wall)

Woodlands Phase 1 – November

Woodlands Phase 2 - TBC

24/7 Access and Working

High Street Environment

Limited to ‘Rail Critical Works’

Day Time Working (unless rail access

required)

Lineside Rules Reinstated

Majority of works interface with Marine

or Cliff environments

Pre Rail Open – Progress and Interface meetings held Twice Daily. Programme update meetings held twice weekly with a shared

programme managed by the principal contractor. Critical path evolved by the day, if not the hour. Sharing resources and prioritising

activities was critical to the success.

Post Rail Open – Managed more ‘traditionally’, with weekly progress meetings and fortnightly programme updates.

/



2. Tools and Techniques

•How you dealt with people

The ‘Orange Army’

Local Residents

Media

/



The Orange Army – the ‘BAMCO’ effect

Principal Contractors

Main Contractors

Design Consultants

Sub-Contractors and other support

/



Working Conditions

How do you work safely in

this environment?

-Storm Warning Systems

-Site Wide Communications

-Tag systems (from Mine and

Demolition Projects)

-Proximity Warning Systems for

Plant Operations

-Keep it simple

All by communicating and

sharing best practise

/



The Orange Army

Network Rail Dedicated resource essential

Collaborative attitude essential

Managing work and progress- managed by areas, disciplines, specific skills

Project Manager to manage overall progress, interface decisions, prioritise resource and access

Wider team to support project team

Twice Daily meetings with all parties, one message, all decisions made - all input to decision making process with PM having final say

COMMUNICATION IS KEY

Time

Cost Quality

/



Local Residents – ‘love-bombing’

Project team on site 24/7, used this to provide direct face-to-face communication

- Dedicated mobile number

- Letter drops informing on works and restrictions during works

- Drop-in centres held every other day

-Weekly group meetings held with residents and Teignbridge DC

-- Trust and relationships built up between NR and residents on individual level

Difficult but important to manage expectations, NR honest, answers not always what residents wanted to hear, NR provided the WHY answer

So, do you

come here

often?

/



Media – something missing?

/



3. Innovation

/



Inspiration for containers

/



Other Innovations

/



But then… 2 weeks to fix this…

Safety Considerations:

-Restricted working areas at Crest

and Toe

-Not safe for Plant to be on or under

slip mass

-Very restricted access due to sea

and properties

-Needed to find a quick way to make

safe

Gathered a meeting of minds:

-Mass Regrade

-Explosives

-Army Equipment

-No idea was a bad idea

/



Water Saturation – Induce a landslide

/



Water Bombing

/



4. What went well? (Lessons Learnt)

Positive Negative

Safety Highstreet Environment

Multiple Contractors working in

relatively confined area

Trying to lock down site as

practicably possible and site

responsibility - first 48 hours

response

Technical

Identifying scope, creating

solutions, approval and build-ability

QUALITY

A: Collaborative working between

client, contractor & designer

B: Innovation: Temporary sea wall,

drones, pipex moulds, initiating slip,

depositing slip material into sea =

all innovative

Design evolution was effective.

Administration could have been

better

Programme and Methodology

TIME

Paul Hills - Possession Planner/Rail

Environment Expert On Site

Scope and priority to be identified

early on and owned by the client

(NR)

Commercial and Contracts

COST

6 main contractors sharing

resource, contacts etc - value for

money

Contract Administration - recording

of instructions, plant, material etc

Community Relations and Media Positive media and community

impression - collaborative aspects

Site presence of PR/Comms staff in

future

/



Woodlands Avenue & Riviera Terrace

/



Any Questions?

Swwe300615 presentation

Business

Transcript of Swwe300615 presentation